OccupierEdge_Ed4_EMEA_FINAL

How has the partnership between Adobe and Cushman & Wakefield evolved? Mark Bell: What started out as another ordinary client/vendor relationship, transformed into a trusted partnership. Not only do we all have the same goals, but on a personal level, we all work well together. We’ve formed strong bonds and our partnership is reflective of that. Giles Flaxton: The relationship started in The U.S. more than 10 years ago, but we now deliver facilities support globally. The length of the relationship has allowed us to gain a deep understanding of how Adobe works and what it needs from a service partner – this is a crucial aspect of our partnership. MB: We’ve had the opportunity to leverage Cushman & Wakefield’s size, scale and expertise. Recently, we had a market review of all things related to innovation and the “Internet of Things.” We condensed weeks’ worth of research into one meeting, which was extremely helpful. Cushman & Wakefield’s Head of Workplace Strategy, Neil McLocklin, was able to give us a rapid overview of current technology and also link us up with a suitable supplier. GF: Changing how Adobe’s Paris office is used from a predominately allocated desk environment to a much more flexible and agile working environment. By creating team neighbourhoods rather than allocating desks we make much better use of the available space. How have you partnered to improve operational efficiencies? MB: Customer centric approach, with a focus on impact. Noticing what is getting in the way of our employees being productive and then conveying this to Cushman & Wakefield so they can adapt their delivery or provide a new service. Tell us about a recent success?

than 29 offices across 18 countries and more than 2,500 professionals. I’m proud that we think outside the box when it comes to space planning. One exciting example being the new London office which we will use much more flexibly with only around 20% of the seating being allocated and the rest being used as drop in space. GF: Working with the Dublin leadership team to move away from private manager offices to make better use of the available space. Private offices are often empty and don’t foster collaboration – it's much better to use them as meeting spaces. MB: Every day is different – it keeps me on my toes. I also enjoy traveling as part of my role. Taking in different cultures and seeing first-hand how style of working differs across the globe is interesting. My favourite place I’ve visited is Hamburg, we have a fantastic office next to the river. Eventually, I would like to travel to South America because I’m curious about The Inca Trail. In your current role, what excites you?

GF: We defined and clarified roles and responsibilities in order to target the team resources efficiently. It’s not about creating silos, but rather break them down, to work as a team and avoid any duplication of work. How do you successfully integrate services? MB: It’s not easy, but you have to keep working at it. One best-practice I would recommend is constantly reviewing and tweaking, which will help lead to success. GF: By being visible, proactive and not “hiding” in a facilities office, we can better understand our client’s challenges. By engaging with our client first-hand, we’re better equipped to integrate services seamlessly. What project or milestone are you most proud of? MB: Enabling Adobe to scale in EMEA by adding new or refreshing existing offices in Berlin, Dublin, Paris, Munich and soon London. We now have more

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