IICOMBINED Office HQ
The project began by treating brand identity as a way of organizing relationships rather than as an image applied to a building. I mapped where ideas are developed, tested, produced, discussed, and presented within the company.
The public programs of brand development were placed at the base, while four columns became fixed reference points for the vertical organization above. Sectional and axonometric studies tested how programs could attach to these supports, connect across floors, and occasionally penetrate the façade.
Each iteration asked whether circulation could expose a stage of the creative process without turning the workplace into a static display. Structure, meeting space, production, and exhibition were therefore developed as one interdependent system.
The resulting headquarters makes the relations behind creative work visible. Its identity emerges from how people, objects, and ideas move through the building—not from a separate layer of branding.
The project began by treating brand identity as a way of organizing relationships rather than as an image applied to a building. I mapped where ideas are developed, tested, produced, discussed, and presented within the company.
The public programs of brand development were placed at the base, while four columns became fixed reference points for the vertical organization above. Sectional and axonometric studies tested how programs could attach to these supports, connect across floors, and occasionally penetrate the façade.
Each iteration asked whether circulation could expose a stage of the creative process without turning the workplace into a static display. Structure, meeting space, production, and exhibition were therefore developed as one interdependent system.
The resulting headquarters makes the relations behind creative work visible. Its identity emerges from how people, objects, and ideas move through the building—not from a separate layer of branding.
