The Legendre PM thriving on complex London refurb jobs

My last project was Shorts Gardens, a £23m ‘cut and carve’ mixed-use scheme in London’s Covent Garden, which I was involved with from tender stage.

This project included refurbishment of two buildings totalling 3,700 m².

The first had to be converted into office space, with a two-storey extension on the top. The 7.5-metre-high basement below was split into two levels for restaurant use. The second building was converted into four high-end apartments, along with commercial space on a mezzanine floor. Facade retention was part of the works.

There were several local factors that made the project challenging, including an Elizabeth Line tunnel running under the site, which had to be monitored even out-of-hours for movement.

We used tiltmeters to monitor the crown of the tunnel. What was very important was to plan our work so we did not change the load above the crown significantly during the project.

We also had a surveyor go into the tunnel, once a week for 50 weeks to measure physically for any movement. Each survey only took 30 minutes, but they take 20 weeks to plan ahead with Transport for London, because of the safety considerations. We completed the project without any movement issues.

Additionally, the site was surrounded by local shops, pubs, a hotel, offices, many private residents and narrow streets, with multiple party walls, making the whole project logistically extremely challenging.

As a project manager on central London office refurbishments, it is essential to have a thorough understanding of all stakeholders: residents, office occupants or commercial tenants.

At Shorts Gardens, many of the neighbours were leased offices, where tenants often book meeting space at short notice. We would typically have a two-week ‘look ahead’ meeting with these office stakeholders so we could plan our noisy works schedule and adapt the programme if necessary. So strong communication skills are crucial for this.

We used an app called Publiq that can be used to share communications with the local community, where users can see progress of the project, any new upcoming works, give feedback about the scheme and get in touch.

Another key skill is the ability to adapt quickly to change. At Legendre, we can be more flexible in reacting to changes because we self-deliver some work packages. On Shorts Gardens, we completed the M&E using self-delivery, which gave us greater control of the programme – always an advantage when refurbishing existing buildings.

The construction industry is constantly evolving and it is essential to stay up to date with new regulations and industry changes. Legendre supports its employees in continuing professional development and, in line with this, I have completed the CIOB Principal Contractor Competency Certification Scheme (PCCCS), including the Higher-Risk Buildings (HRB) module.

The PCCCS developed my knowledge of how to manage project risks, from design through to site execution. This is beyond just reviewing drawings or running site safety briefings. It’s about joining up decisions across disciplines, so risks don’t fall through the cracks.

It took six months and I can tell you it was pretty demanding, particular the HRB details. My next project was due to be a HRB, which is why I completed that module, though as it turns out I’m now going to be on a different job. But Legendre as a business and myself from a professional perspective thought it important to understand HRBs and the Building Safety Act.

One thing that stood out about the HRB module was how much more design work and stakeholder engagement there is early on, because of the Gateway approval process. Obviously on other schemes, you tend to design as you go along. But with HRBs, you cannot risk building anything that the regulator may decide is non-compliant.

At Legendre, we are now trying to apply that same principle when we are pricing, bidding, procuring and designing non-HRB schemes, making sure we have planned everything to the ‘nth degree’ before we start building.

On my previous project, we used a digital tool called Oculo. This involved using a 360-degree camera mounted on a helmet to scan the site during daily walkthroughs. The captured data was then uploaded to Oculo’s cloud-based platform.

This approach allowed the team to document site progress several times a week, providing immediate access to up-to-date site conditions. It also enabled more effective coordination with subcontractors and allowed for accurate comparisons between as-built conditions and the project models. In addition, the comprehensive photographic records serve as a valuable reference, in the event of any disputes.

“Problems don’t get better with time, only bigger. Deal with them early.” 

In construction, issues are inevitable whether it’s design clashes, programme delays, or unforeseen site conditions. What makes the difference is how quickly and effectively you respond. Addressing challenges early allows you to maintain control, minimise cost and programme impacts, and build trust with stakeholders.

This advice has shaped the way I manage projects day-to-day. It has reinforced the importance of proactive communication, early risk identification and not avoiding difficult conversations. Engaging with subcontractors, consultants, and clients at the first sign of an issue often leads to more practical and collaborative solutions.

It also ties closely to another key principle: transparency. Being open about risks or uncertainties doesn’t show weakness; it demonstrates leadership and professionalism. Teams perform better when there is clarity and honesty.

I wanted to align myself with a recognised professional body that promotes high standards within the construction industry. As the sector continues to evolve, particularly with an increased focus on safety, compliance and professionalism, I wanted to demonstrate my commitment to continuous development and best practice.

Membership has enhanced my professional credibility, both internally within my organisation and externally with clients and stakeholders. Being associated with CIOB provides reassurance that I operate to a recognised standard and adhere to industry ethics and competence.

This has been particularly valuable when working on complex refurbishment projects in central London, where trust and professionalism are key.

I’m from Poland originally; I came here 20 years ago and I am the fourth-generation builder in my family. My great-grandfather had a brickwork company, my grandfather had a drainage groundworks company, my father had a carpentry company. And now I’m in the industry too.

It’s very much in the family, it’s what I wanted to do and I love it because construction is always changing. It has changed so much in the years I’ve worked in the industry and I’m sure there will be more change ahead.