Clients
Your vision, our craft.
Over the past thirty years we have had the pleasure of working with many of the world’s most prestigious brands, alongside industry-leading architects, designers, engineers, surveyors and consultants.
Within the retail sector, we have fitted out flagship stores for many high-end fashion brands and jewellers in London’s Mayfair district, including numerous stores on Bond Street and Sloane Street. We have also built critically acclaimed restaurants in landmark locations like Somerset House, and exquisite residences at some of London’s most desirable addresses.
Much of our work is repeat business from clients with whom we have built strong and lasting relationships, but we are always seeking to forge ties with new clients. Please don’t hesitate to get in touch if you are interested in working with us.
Client testimonials
Marta Smurzynska,
Design Director, Victoria’s Secret
“I couldn't stop smiling when I first saw our completed New Bond Street flagship store – it's a perfect example of GH's incredible craftsmanship and attention to detail. GH strikes a rare balance between complete professionalism that you can rely on to get the job done, and a deep level of personal investment in their work. Their commitment to problem solving shines through at every stage, as does their extensive industry experience and conscientiousness; they completely understand what it takes to create an exceptional retail experience. On top of that, the team is an absolute pleasure to work with!”
Mark Pinney,
Director, Mark Pinney Associates
“We have been working with GH for more than 30 years. Whether in the retail, hospitality or residential sector, their commitment to the very highest level of quality and detail is second to none. They have an ability to manage the delivery of extremely challenging projects, from complex structural alterations to the finest finishes. The direct involvement of senior directors in the day-to-day running of their projects brings a level of experience and authority that is unusual within the industry, and in our experience leads to the most successful project outcomes. GH represents the very best in collaborative working and craftsmanship, and we look forward to delivering many more projects with them in future.”
Alan Yau Tak Wai, OBE,
Foodspace Producer
“Good quality restaurant interiors fit-out projects are notoriously difficult to develop, to process and to manage. Especially if you want to get to the end of the Mind Map for each of the flow-point. For example, take the humble ‘waiter station’ allegory. For the client/operator, to get to a detailed design stage whereby both cable management, and functional ergonomics can be properly finalised in shop-drawings form, you really need to be able to drill down from concept to operational readiness - not just at the headline level of SOP(standard operating procedure), but to the step-by-step operational processes of SOS(sequence of service). Not to mention the fact that you are having to work-out the table-management requirement, as well as the peripheral stuff like condiments and consumables required to go to the waiter station. The problem is, for most of the time, the operational development takes more time than their design counterpart. That’s the dichotomy and a major pain-point: the requirement of the project development team’s wishes to “freeze” the design development or the negative connotation of “changes”, versus the Client's need to fully develop the operational details before they are built. Because without resolving this, the waiter station will never function as the concept intended. In the car industry term, this becomes a prototype. In the case of BMW, the model will not see its true glory until the final reiterations/releases, the “CS” version.
So over the years, I have learned to embrace the idea of building collaborative trust in construction procurement projects and strategies. This is not for everyone. Especially if you are negotiation minded and that the concept of win-win is binary. Or the belief in the traditional form of tenders in order to achieve market-biased competitiveness. Unlike politics, I never believed in adversarial strategies whereby the project only started at PC(Practical Completion), aided by the QS, the PM, and the Construction Lawyers.
GH has been one of the few who can make this utopian idea work. Both in terms of the trust-based client-contractor relationships as well as their ability to manage, to process, and to deliver a qualitative outcome without the heartache and the stress.”