In Conversation with Nigel Ostime

Changemaker Board Interview – by Gaynor Tennant

As we continue to reveal the founding members of our brand-new Changemaker Board, I had the privilege of catching up with someone who’s been shaping the conversation around modern methods of construction for years: Nigel Ostime.

An architect with a deep belief in systems thinking and smarter delivery, Nigel is a driving force behind some of the most important frameworks in our sector — from the RIBA Plan of Work DfMA Overlay to his contributions on the BSI PAS 8700 steering group.

We talked about waste, change, advocacy, and what architects really need to do if we’re going to realise the full potential of a more industrialised, intelligent approach to construction.

Gaynor: Nigel, you’ve worked at the interface of architecture, delivery, and strategy. What’s shaped your approach the most over the years?

Nigel: Mainly a desire to see less waste and more productivity in the construction industry and the way buildings are designed and delivered. Early in my career, I worked on airport projects when John Egan was chair of BAA  and promoting lean thinking and making the analogy with car manufacturing. One of my projects, at Gatwick, was a demonstration project for M4I, the Movement for Innovation, and we were demonstrating partnering the supply chain — something that a quarter of a century later we still haven’t totally sorted out. There have undoubtedly been improvements but there is much to do.

This got me interested in systems and processes, both for designing and constructing or perhaps I should say, assembling. I later joined a start-up modular housing company, Rational House, that I think was leading the way, but unfortunately suffered from a lack of funding, where have we heard that before? And ultimately, we couldn’t sustain the business. But it taught me a lot.

Gaynor: You’ve led work on modernising design processes. Where do you see the biggest wins still to be had?

Nigel: The biggest challenge is undoubtedly change management and advocating for new ways of working, which is a really tough nut to crack. I think we know what we need to do, but getting there is not easy. There is some really good advice around, and those of us who see this have a duty to promote it and I try to do that.

We need to take baby steps and not over-reach, and we need to influence our clients and persuade them the right way to go about changing their models. The biggest wins are at the start of the project process when we are developing the brief and assessing feasibility. The opportunities diminish rapidly after that, so we need to stay alert and help colleagues catch it in time.

Gaynor: You helped lead the development of the RIBA Plan of Work DfMA Overlay. What was the biggest learning from that process?

Nigel: That was a few years ago now and in fact, I think it could do with an update. It was being written just at the time the 7 categories of MMC had been developed and I think it helped to develop a common language alongside those. We promoted the term ‘MMC Adviser’, which has now been adopted quite widely.

There was a focus on the front end of projects, where, as I say, if we don’t follow a DfMA process, we lose the opportunity.

Gaynor: What role do architects need to play in an offsite or product-based future?

Nigel: Architects are often the first consultants to be appointed, so we can send the project in the right direction or not, if we get it wrong. If you can do it, you have a fighting chance of success.

Of course, the more technically focused architects can work to develop systems and platforms, but I think it’s that advocacy role where we can be of most help. You need just enough knowledge to know whether MMC is appropriate, and if you need help, you need to know an MMC Adviser you can approach. And then persuade the client they are worth the investment! They always are, but of course, it is an additional cost whose value needs to be proven.

Gaynor: You’ve spoken about the importance of systems thinking. How do we build that into everyday project culture?

Nigel: It comes from chipping away at the culture of our industry. There is a great book called Crossing the Chasm by Geoffrey Moore, which sets out how to take products from the Early Adopters into the Mainstream Market. It was written about technology but there is a clear analogy to MMC. I would encourage people to pick up a copy and read it; it has some sound advice.

Mainly, this is a conversation with clients, as they ultimately are in control. But it is down to the consultants and manufacturers to develop the systems and get themselves into a position where they can be adopted and implemented.

Gaynor: What excites you about joining the Offsite Alliance Changemaker Board?

Nigel: Well, I feel very privileged to be asked and of course, it is an opportunity to do some of that advocacy and change-making I’ve been talking about, so all very exciting!

Gaynor: What are the key ideas or insights you’re hoping to bring to the table?

Nigel: You won’t be surprised to hear that one of the things I’d like the OA to do is attract more architects, so I’ll be seeing how we can do that. That aside, it is about promoting the organisation and helping increase its (already significant) influence.

Also, we seem to be moving away from ‘MMC’ and more towards what is increasingly being called ‘industrialisation’ really a focus on standardisation, and the OA is well-placed to steer the conversation by bringing the right people together and facilitating the discussion.

As I say, the OA is doing that already, so it is really a question of standing on the shoulders of giants and keeping the momentum.

Gaynor: If we gave you a whiteboard and a marker, what would you sketch out first to spark a better built environment?

Nigel: Ah that’s easy! Matt Egan (of Egan Bennet) and I developed what we called the infinity loop diagram, which has been published in PAS 8700. It shows how products and platforms must be developed away from the project coalface; used on projects, and then lessons learnt fed into the next iteration.

This is familiar territory for the manufacturing industry, but it is a message we need to promote in construction. We have another up our sleeve to illustrate how to measure maturity (of industrialisation in construction), much like the Bew Richards one did for BIM. Watch this space!

Gaynor: How do you balance visionary thinking with practical delivery?

Nigel: My day job is mainly focused on the front end, setting the project up in the right way, and with the appropriate agreements and brief and that is about as far as I go with regard to practical delivery! I do interface with my technical colleagues, though and have been quite involved with the significant changes we are dealing with post-Building Safety Act.

Gaynor: And finally, what’s one book, podcast, or piece of advice you keep coming back to?

Nigel: Well, I mentioned Crossing the Chasm and I have a lot of books, so it would be difficult to choose one, but I’m just reading Proportion by Richard Padovan, which has some great insight for governing systems-led thinking. Thoroughly recommended!

Gaynor: 

Nigel has long been a thoughtful, powerful voice in our sector, and having him join the Changemaker Board is a real milestone for the Offsite Alliance.

He brings the kind of perspective that only comes from years spent pushing boundaries, asking difficult questions, and staying relentlessly focused on better ways of working. His work on the RIBA Plan of Work DfMA Overlay and BSI PAS 8700 has already shaped the conversation around MMC and industrialised construction, and now we’re lucky enough to have his insight, experience, and passion at the heart of our mission.

Nigel reminds us that progress doesn’t happen by accident. It happens when people choose to keep challenging the status quo, with purpose, humility, and a whiteboard sketch at the ready.

We’re honoured to have him on board.