Creativity, Collaboration and Process in Data Centre Design09 February 2026
Creativity. Collaboration. Process.
"Data centres are high-tech spaces full of massively expensive equipment, but none of it comes together without people meeting in a room and thrashing through how to make it work.” - Marian Dinneen, Senior Associate
Information equals control
The quality of information at tender stage sets the tone for everything that follows. A complete, coordinated pack reduces RFIs, speeds decisions and produces genuinely comparable returns, so pricing reflects the market, not gaps in information. Robust documentation lets contractors price with confidence, keeps cost creep in check and protects the programme. In short: information equals control, and control delivers certainty.
Where collaboration and creativity meet process
Strong tender information is a team game. Inputs from architecture, structural engineers, MEP and cost must be tested, aligned and clearly described. That’s where creative intent is protected: details, specifications and standards are explicit, so value isn’t chipped away on site. The result is better pricing, fewer surprises and a higher-quality build that looks and performs as designed.
- Creativity sets the bar.
- Collaboration gets the right people round the table.
- Process makes it buildable.
Why projects drift (and how to stop it)
Poor outcomes rarely come from one decision, they show up in the gaps, unclear handovers, untested assumptions, or people not feeling safe to flag concerns. When that happens, issues surface too late, when there’s very little room to manoeuvre.
“One hour before tender is at least four or five hours after tender.”
Late changes don’t just take longer; they change the job. What starts as design becomes contractual. Teams get bigger, paperwork multiplies and the conversations become about time, cost and responsibility. The fix is simple, if not always easy: get the best possible information out early.
Regulations differ by country and assumptions don’t always travel well. A single overlooked requirement can reset the approach. You don’t let it pass you twice.
Preventing gaps isn’t about louder leadership; it’s about how we talk to each other. Generous questions - genuinely curious, assuming good intent - keep projects moving for the right reasons.
“When communication isn’t good, when there are too many egos in the room, when people don’t feel free to speak, it all falls apart.”
Process: designed, not bureaucratic
Process is something we design, not admin we endure. We close the gaps with:
- Clear roles and decision rights (who leads, who’s consulted, who signs off).
- Named information owners and ring-fenced time to decide when it matters most.
- Stage gates, decision logs and pre-mortems to keep everyone aligned and surface tensions early.
That creates disciplined momentum: decisions made once, communicated clearly and carried through design and procurement so quality and intent survive contact with programme and budget.
Responsibility, accountability, momentum
A solid process gives people confidence to drive on:
- Responsibility and accountability are explicit.
- Assumptions are tested, not carried forward.
Collaboration: generous leadership, better outcomes
High-performing teams are built on trust, not fear. Our approach is deliberately generous: assume good intent, invite expertise and make space for technical voices to be heard. Curious questions, not accusatory ones, bring specialists in earlier and strengthen the design. That’s not “soft” work; it reduces risk, improves decisions and helps quality hold under pressure.
Psychological safety is a design tool
No one person is expert in every discipline. The job is to draw out the right knowledge at the right time. We keep the tone constructive, make roles clear and protect time for open exchange so issues are raised before they become problems on site. People do their best work when they’re respected and listened to; clients see the benefit in fewer surprises, clearer decisions and projects that reflect the best of each contributor.
“If there’s an issue and you don’t flag it, that’s two issues.”
Working across borders
Cross-border delivery adds another layer. English may be the working language, but it’s not everyone’s first. Directness can land more sharply than intended. A bit of grace goes a long way. Assume good intent unless shown otherwise, and keep the project moving for the right reasons.
“Grace and generosity aren’t soft ideas. They’re delivery tools.”
About Marian Dinneen
Marian joined MCA in 2019 and works across design and construction on commercial, workplace, data centre and hospitality projects. Earlier roles covered residential, education and healthcare. Appointed Associate in 2023, she’s a key part of a motivated team designing buildings and places that work for people.