Absence of Pain Equals Absence of Pathology! Right?

How disturbing is it when a patient refuses routine diagnostics simply because they have no symptoms and they wish to save money? How distressing is it to have to treat that patient for a preventable disease that has finally progressed to a symptomatic, intolerable or critical state? To make matters worse, how unsettling would it be to have that patient disregard your treatment plan simply due to their reluctance to expend the time or funds; despite your assurance of a favorable prognosis?

Although there is no comparison to the element of human suffering associated with disease, the time and expenses that accompany the discovery and management of preventable conditions transcends all aspects of life. Awareness is the key to homeostasis- be it physical health of fiscal health. We are frequently reminded by utility companies through MC Hammer’s message, “You can’t touch that…” to be mindful about power-line safety. And the business of “Call Before You Dig” is inundated with requests from contractors and homeowners daily to accommodate everything from underground utilities to pet-containment systems. In kind diagnostic health care testing and outpatient surgical facilities are cropping up in every community. We are truly the Information Generation.

So, it would be prudent to ask ourselves: Is that a cable or telephone line- or might it be a power line that could render severe burns or electrocution; might that shallow ditch penetrate a utility feed and interrupt service for several days; is that a sebaceous cyst or a malignant growth; is the new suite harboring any construction challenges or budgetary concerns that will challenge the success of my project? We live in a “pay now, or pay later” world.

Prevention, management and the administration of curative measures will assuredly save you money, and efficient and functional planning will guarantee a substantial return on investment. As physicians and dentists you are uniquely aware of the benefits and value of preventative measures and focused remedies. It is not worth taking a risk when it comes to making the largest investment of your professional career the creation of a facility that will support and enhance your ability to deliver your professional services and support the well-being of your family? 

Our mantra regarding responsible design is best summarized in our Mission Statement: “Our company slogan, “Profit By Design” speaks to the purpose as well as the effect of design and engenders our philosophy that responsible design will assure a return on investment. To that end, we are committed to the creation of an office facility that reflects your professional image and enhances efficiency and productivity, while stringently managing the cost of its development.”

Wisdom is knowing what to do next. Skill is knowing how to do it, and virtue is doing it. - David Starr Jordan

Your prescription for design and project management is ready for you at designrx.biz or call 800-622-5563. It’s painless, and the results are guaranteed. Garrett Ludwig founded Diversified Design Technologies Inc. in 1971. The company has specialized in the design and  construction of private-practice, health-care facilities since 1975. During that time, he has designed more than 300,000 square feet of professional office space. He has a U.S. patent on his emergency services “crash cart” design. Ludwig has shared his

experience in dental office design in numerous trade publications, and continues to lecture on the subject throughout the United States. He can be reached at (800) 622-5563 and garrett@designrx.biz. Visit his Web site at http://www.profitbydesign.us.

Six Truths About Dental Cabinetry / Millwork

THEORY #1:
Pre-manufactured dental cabinetry offers superior ergonomic design.

TRUTH:
One would expect that to be true.  Unfortunately, that is a profound fallacy!  In fact, many of the products designed and produced by those companies necessitate class IV and class V movements for the assistant and clinician to access equipment and materials; thereby necessitating the temporary loss of physical and visual contact with the patient.  Some designs actually necessitate that the assistant leave his/her stool and bend or kneel to access storage spaces.
Our designs are based on the ergonomic principles of Four-handed Dentistry and maximize efficiency.

Additionally they are designed to include the efficient use and convenient storage of clinical adjuncts, i.e. electrosurge, airabrasion, intra-oral camera, laser, etc..  The cumulative effect is a work environment that is designed for the user(s) as opposed to the user(s) adapting to a pre-conceived, one-size-fits-all design concept.

MOVEMENT:  
I- Fingers only; II- Fingers and wrist; III- Fingers, wrist, elbow; IV- Entire arm and shoulder; V-Torso

THEORY #2:  
Pre-manufactured dental cabinetry is superior to others in fit and finish.

TRUTH:
Impossible!  There is simply nothing better than “the best”. Therefore all that anyone can claim
is that they are using “the best” materials and techniques.  The fact is that the materials that
are available to the dental manufacturers, are available to every designer and fabricator.  Please review and
compare the list with anyone who purports that they offer a superior product, and ask them to demonstrate their claim.

THEORY #3:
Pre-manufactured dental cabinetry is better constructed than that of others.

TRUTH:
Impossible!  There are only a few techniques that merit distinction as quality cabinet construction.  With the exception of “furniture quality” (sophisticated joinery and solid,hardwood construction) there is no difference in the finished product of the carcass (shell) of the cabinet.  Screws, dowels, biscuits and adhesives all result in solid construction.


THEORY #4:
Pre-manufactured dental cabinetry offers superior finishes to those of others.

TRUTH:
Again, impossible!  Although they are in no way superior, there are two factors that could distinguish those products as “different”.
1. They could have their own pattern produced in the surface of a plastic laminate.  To clarify: Plastic laminate is comprised of several layers of craft paper.  The last layer bears a “photograph” of an image (pattern, color, wood grain, etc.). That surface is covered with clear melamine [plastic] to provide a resistant and durable surface- thus the term “plastic laminate”.  Anyone can order “custom” laminate- for a price.  The fact is that it no better than any of the hundreds of plastic laminates available on the open market.
The exclusivity of a “proprietary finish” actually creates problems for two reasons:

A. It restricts the potential to match any adjunctive millwork that might be Positioned in direct adjacency to
the dental cabinetry;

B. Potential for the same pattern to be available years hence could be a concern if that pattern of color is
phased-out.  Should that happen, the ability to replace a door, drawer front or panel with one that would
match the original could be eliminated.

2. They could produce their own injection-molded, door and drawer-front design.  That option is, again, available to all designers and manufacturers.  It’s simply a matter of investing in the die or mold.  Injection-molding is nothing new or innovative.  In fact, that method is used commonly by many manufacturers who produce kitchen and bath cabinetry; as sold in all “Big Box” stores.  Further, the injection-mold concept is more prevalent in the lower-end lines of cabinetry, due to the obvious cost savings.  So a door that appears to be “raised panel” construction is simply formed in that shape.The bottom line is that the integrity of those doors and drawer fronts is comparable to that of all other products.  The only distinction is that the design might be unique in appearance.  For “a price” those features can readily be replicated or improved-upon.  The bottom line is- like the “proprietary laminate”- the mold forms may not be available in subsequent years- a profound example of Planned Obsolescence.

THEORY #5:
Pre-manufactured dental cabinetry is a better value than that of others

TRUTH:
Impossible!  Our designs have consistently been constructed by high-end, custom cabinet shops.  In the majority of cases, the costs for the same volume of storage as that existent in pre-manufactured, dental cabinetry have been half of the cost of pre-manufactured dental products.  When you consider the amount of money that will be invested in cabinetry for treatment, hygiene, sterilization and lab cabinetry, the savings in the physical end products alone is astounding. The ergonomic benefits are virtually limitless.


THEORY # 6:
Pre-manufactured dental cabinetry offers features and functions that are not available anywhere else.

TRUTH:
Not true!  We have done it all:  Glass doors; LED or low-voltage lighting; pneumatic doors; pneumatic  water controls; super-heated “instrument drying” storage space.  These “features” provide no distinctive benefit that can’t be accommodated conventionally or creatively- absent extraordinary cost.  In kind, the hardware that would support the function of a slide-out, pop-up, pivot or hide-away components is available from numerous hardware manufacturers.

THE BOTTOM LINE:
We live in a world of compromise.  Office space selections are commonly based on what is
available and is typically based on- location, size, need, cost and convenience.  Therefore, it is
not unusual for there to be physical conditions that compromise the use of pre-designed cabinetry in optimal
orientation that would maximize function and flow.  We share these thoughts for consideration:

1. To select or design an office around any product or pre-made assembly of products, would be like designing a house around a 7’-2” distant relative.

2. Angled or curved walls, windows, doors and vital equipment all need to be accommodated.  Cabinetry can be custom-designed to maximize the use of the site-specific condition.  

Dental Design Projectoscopy (Feasibility Study)

By Garrett Ludwig

I can’t help but speculate that the aversion to performing a feasibility study is as much emotional as it is financial. Clearly there is a cost factor that may dissuade the fiscally feint-of-heart- despite  its proven worth. However, my perception is that a feasibility study  evokes the emotional equivalent to that of having a colonoscopy.  Interestingly, they both produce valuable insight to preventable  conditions. So, I will temporarily deem the invaluable “feasibility”  service to be a “projectoscopy” in an effort to make a point.

To date, the preponderance of my perseveration regarding  projectoscopies has concentrated on the costs and savings associated with construction, site development and purchase/lease  agreements. However, the emphasis of this article is function and  useable space.

We were asked to design a satellite office for an OB/GYN* practice- for whom we had designed three other offices. The history is noteworthy, since we had gained the confidence of the practitioners to act on their behalf and perform  the necessary pre-planning due-diligence- or projectoscopy. Previous projects with this client heightened their  awareness regarding the value of this exercise. Their faith in our ability to ferret-out mitigating factors was  particularly significant since the project was for a suite in a new (yet-to-be-built) building; and they had already  committed to lease the space. Under similar circumstances, the requisite response that former clients have expressed could be paraphrased as, “I don’t need no stinkin’ feasibility study”. “It’s a brand new building. What could go wrong?” The fact is, much!

Logically, by all expectations there shouldn’t’ be any issues with a new building. But as it turns out, there were many.  For the sake of focus, I will limit the review to the physical plant and the available space.
The architectural firm that had designed the building provided the attached plans of the subject suite to us. Upon  review, we noted that, in addition to the “horseshoe” configuration imposed by the stairwells, lobby and elevator  hoistway at the front and rear entrances, the center core of the suite was profoundly encumbered by:  structural  columns, two separate HVAC supply/return ducts and a roof-access ladder. The collective impositions created two  factors.**

1. The useable space, which is calculated by perimeter measurement, did not account for the losses associated  with the noted, internal obstructions. Additionally, it was determined that the advertised square-footage of the suite referred to “leaseable” space, not “useable” space. Although this is standard practice, in accordance with  BOMA (Building Owners And Managers Association) it is not always clear to the lessee that  “leaseable” space  includes half the thickness of the perimeter walls. Collectively the net loss was approximately 200 square feet.  So, before we even began the planning process, we were dealing with a deficiency in the perceived “available  space”.

2. The encroachment of these obstructive elements created an enormous challenge for functional use of the suite.  The horseshoe condition alone created potential “dead-ended corridors”- a distinct life-safety code violation. This  condition was profoundly exacerbated by the encroachment of the respective components on the central core of the suite, and the ability to maximize function, flow and life-safety code compliance.


Without implementing considerable changes, the project was virtually impossible to develop to meet the client’s needs. The referenced challenges are depicted in the “existing conditions” drawing below.

We first approached the architects and expressed the benefits of relocating the roof-access ladder to the stairwell.  They were receptive and agreed to that change. We then met with the mechanical engineer and proposed the noted changes in duct chase locations, as shown below. Again, our proposal was met with favor and acceptance. On a side note, with respect for the architect and engineer, I must point out that the original layout was based on the expected use of the second floor as two distinctly separate suites. As such, the placement of the respective “chases” was logical for that use. It was simply not accommodating to a women’s health practice on the entire floor.

This project had a successful conclusion, as is evidenced in the finished floor plan (below). Due to a modest 

investment of time and money, we were able to avert a near-disaster and develop a functional facility. The message here is that the greater majority of “projectoscopies” (feasibility studies) that we have performed have unveiled seriously mitigating issues related to budget, construction and space utilization. The savings in every case has been substantial. But, it is noteworthy to mention that, even if a change is not viable, the discovery of the compelling factors will, at the very least, forecast any implications that the condition might impose on the project budget. In some cases we have actually determined that a facility would not support the needs of the practice. As a result, the clients averted a poor investment in both time and expense. Knowledge is power!  Caveat emptor.

*The majority of my previous contributions on design have focused on various phases and conditions related to dental office design. The fact is that we have had extensive experience with medical specialty practices, as 

well. They include ophthalmology, otolaryngology, orthopedics, and women’s health.

** Space consumed by the duct chases and roof-access ladder created a loss in useable space of 48 square 

feet. That’s the functional equivalent of a handicapped accessible lavatory. Similarly, it is common to overlook the difference between “leaseable” space and “useable” space. In most cases the useable space actually ranges anywhere from 100 square feet to 300 square feet less than the leaseable space. In this case the combined loss was approximately 200 square feet.

Garrett Ludwig founded Diversified Design Technologies Inc. in 1971. The company has specialized in the design and construction of private-practice, health-care facilities since 1975. During that time, he has designed more than 300,000 square feet of professional office space. He has a U.S. patent on his emergency services “crash cart” design. Ludwig has shared his experience in dental office design in numerous trade publications, and continues to lecture on the subject throughout the United States. He can be reached at (800) 622-5563 and garrett@designrx.biz. Visit his Web site at www.profitbydesign.us.

Profits Abound Behnd Door Number Three

As health care office design specialists, we are commonly engaged to evaluate the efficacy of a space for its use as a health care facility prior to its development. That assessment starts at the perimeter of the site and is influenced by parking, convenience, ambiance and accessibility. Besides the obvious code concerns, the latter includes means of ingress and egress and their respective impact on function and flow within the facility. It is essential that we take a global perspective of the facility’s potential and entertain all options of development; regardless of cost and complexity. Such was the case when I was contracted by orthodontists Dave Reen, D.M.D. and Tom Reen, D.M.D. to assess- and ultimately develop- a space for their third office.

The 3,000 square foot suite is located on the ground floor of an upscale, 20,000 square foot professional office building, which is anchored prominently amidst a large, bustling retail and entertainment complex. The rectangular structure, which measures roughly 55 feet by 130 feet, features parking around its entire perimeter. Front and rear entrances are positioned at the center of the longest dimension, and provide access to the stairs, elevators, public lavatories and ground-floor suites. Intrinsically, these doors presented the most likely of the three optional primary entrances to the suite. However the process of elimination began with the client’s preference for a less obvious alternative.

Option 1:
Parking provisions aside, my clients were enchanted by the fact that their proposed suite featured a private entrance- which shared the same characteristics as the primary building entrances and featured double, smoked-glass entry doors and side lights. It was, therefore my objective to consider a plan that would utilize these doors as the primary entry. Since the building is located in Western Massachusetts, it was imperative that climate-related issues be addressed first. Foremost in that consideration was the inclusion of a vestibule, or weather buffer. It was quickly determined that the enclosure would bisect the available space; thereby encroaching on seating in the waiting area as well as obscure visibility of the waiting area from the reception desk. Those impositions notwithstanding, the concern for demands on heating and cooling were equally daunting. The combined effect of the southern exposure on a highly glazed exterior, and magnified by the anticipated high occupancy of the waiting area, created the likelihood for the inclusion of a third zone in the heating and cooling system. The combined cost to construct the vestibule and upgrade the HVAC was approximated at $5,000 to $6,000 Last, but certainly not least, that section of the suite was determined to be the least hindered by physical obstruction, and offered the most favorable location for the six-chair treatment bay. Consequently, we abandoned that consideration and took the next, most logical course of action by considering the use of the more conspicuous entrance from the public corridor.

Option 2:
Although nicely appointed, the lobby and passageway offered a conventional tenant directory and limited signage on the respective solid-core doors, through which all of the ground floor suites were accessed. Beyond the lackluster entrance to the object suite, lay other encumbrances. The area immediately inside the suite was constrained by the building’s elevator hoist way. That condition was exacerbated by the existence of a structural support column that was positioned seven feet inward from the entry door. The appeal of utilizing that entrance was further compromised by the lack of natural light. Although we could have replaced the existing, solid-core door with a glazed entry, the cost of a fire-rated, single-light door was estimated to range between $1,000 and $3,000- depending on the type of glass and frame used. Lastly, proximal parking was determined to be extremely limited. That was clearly due to the fact that most patrons logically parked as closely as possible to central entrances, as a matter of convenience. Although there was substantial parking available at the distal ends of the building, the compulsory traverse was equally undesirable. Collectively, these factors inspired my clients to have me seek, yet another, alternate means of ingress. 

Option 3:
Surprisingly, the east entrance offered a variety of inherent benefits. First, there was an abundance of parking directly opposite and bilateral to the entrance; which resulted from the parking usage referenced above. It was also evident that the east entrance offered a greater potential to accommodate waiting and reception services, as well as create optimal traffic flow within the suite. Lastly, since the overhead door presented an eyesore on the highly exposed eastern elevation, there was a good chance that the building owners would be receptive to a facelift that would include visible signage. Although all were exceptional advantages, the latent potential for free marketing was by far the most engaging. That was inspired by the fact that the enormous mercantile complex, which surrounded the structure, was bifurcated by a heavily traveled, two-lane access road from which the east end of the building was highly visible in each direction.

The greater majority of patrons of the various amusement and retail establishments are channeled past the site. That qualification was distinctly enhanced by the image that theend of the building could be perceived as a separate and exclusive address. The existing conditions, on the other hand, presented some fiscal, as well a physical, challenges. The former tenant- an insurance agency and claims processing center- had installed the overhead door and hinged utility/egress door on that end of the building to accommodate a drive-in claims adjusting service for their insured. Also, as a result of the topography on the site, the 600 square foot drive-in facility was positioned approximately one-and-one-half feet below the primary grade, with which the main floor of the suite aligned. The two levels were connected internally by poured-in-place concrete stairs. In order to take advantage of the profound benefits, it was imperative that the following be addressed: Removal of the ten-foot overhead door and the three-foot, steel, hinged door; partial enclosure of the remaining openings with matching brick; installation of a new window in the opening formerly occupied by the overhead door; creation of a new penetration for the new glazed entry; installation of same; construction of a handicapped ramp and ambulatory access stair to meet the existing level; poured concrete floor in-line with the main portion of the suite; plus awnings, signage and exterior lighting. Despite the $18,000 price tag, the concept was warmly accepted by the building owner and my clients.

The Bottom Line:
The amortization of the renovation to the eastern elevation of the building over the term of the lease was clearly fractional. One new patient start per month would more than cover that expense. More importantly, the cost/benefit analysis between the actual expense and its marketing value alone was profound. A full-page, weekly ad in the local newspaper or annual Yellow Pages Directory could not compare with the subtle, broad-based impact of the signage. Similarly, the availability of convenient parking- directly outside the private entrance to the practice was particularly appealing, as well. The added benefit of smooth and efficient traffic flow can't be overlooked either- a happy staff stays with a practice and an efficient staff generates revenue. The exuberant feedback from patients and staff has been extremely positive and the clients anticipate unprecedented growth.

ECONOMIC PERSPECTIVE
Our projects have ranged from a very modest $30,000 to over $1,700,000. Regardless of the size and scope of each project, our focus has always been dedicated to function, efficiency and, above all, a calculated return on investment. The most successful of these have been created in concert with clients who have a propitious understanding of the difference between cost and investment; and a willingness to endorse their belief in themselves. The Reen brothers are exemplary in their perception of and commitment to that mindset. Not only did they recognize the value of the investment in the east entrance, they further endorsed the expenditure by including amenities like a vibrant floral display at the building’s threshold and a soothing, wall-hung fountain, in the expansive waiting area. The open, flowing reception desk and the abundantly spacious treatment bay were also requested features that they perceived would augment clinical and administrative services. In the few short months since their opening those perceptions have borne fruit. 

LinkedIn: http://www.linkedin.com/in/garrettludwig

They Made Us Do It!

Plea: But, but… we are simply “facilitators of our client’s dreams”. They made us do it. Honest! 







Defense: Our designs are predicated on the following: 

1. Function
2. Flow
3. Space utilization
4. Efficiency
5. Productivity
6. Client tastes
7. Budget*

Value Engineering:
Since most projects are influenced by budgetary constraints, it is imperative that our clients have the opportunity to select finishes and architectural appointments that will be representative of their
quality of care- yet financially manageable.  This is accomplished by value engineering- or cost/quality comparatives.  For example, counter surfaces can be constructed with plastic laminate, solid surface (i.e. Corian) or stone.  All will look great.  But, more often than not the more costly products and details are chosen.


EXAMPLE ONE: 
The facility on this project only offered windows on one side of the building.  With good sense, the client chose to have the treatment rooms face in that direction.  Since we also needed to provide privacy between the treatment rooms and the reception area,  the only way that we could provide natural light to the internal 
space would be through  an interior window in an fixed partition; known as a “borrowed lite”.  Among the variety of options were the vinyl-clad, acrylic “glass block” show in the photos.  The “glass” measures ½’ think.  However, from each side the windows look like conventional glass block.  With the inclusion of radiused corners, the windows look great.  However the cost was a fraction of the cost to construct a glass block separation, and the windows served as a perfect sound barrier.

EXAMPLE 2:
It is a fact that based on first impressions; the expectation of the initial impression will persist, if supported with a similar tone. Since the featured project included land purchase, a new building with leasable space and equipment, we had to be conservative in our proposal to create a first-class image.  Although the reception/
greeting area is nicely appointed, it was created economically.  For example, the etched glass is actually an applied film on clear glass- un-discernable to the eye.  Also, what appears to be a “raised panel” façade is simply two sheets of stained plywood with square-edged wood trim.  That detail is carried onto the counter surface.  The ceiling features recessed cove lighting in a boxed soffit.  But with the inclusion of a conventional, recessed ceiling, the 
access to framing and lighting is simple. Therefore the construction costs were quite reasonable. 

Having created a favorable “first impression”, we simply had to create a similar vision throughout the rest of the office.  The transaction counter in the departure features a plastic laminate surface.  But, since it blends all of the surrounding finishes, it looks first-class.  We also created a “stepped soffit” on a “shoe-string” by simply layering the drywall.  The effect is as dynamic as if it were framed and sheetrocked at distinctly different heights.  

EXAMPLE 3:
By admission, we do create “high-end” offices… on request.  The photo shows a serpentine, wood veneer reception desk with inlaid glass tiles and solid surface transaction counter.  Those contours are 
mirrored by curvilinear, drywall soffit with recessed cove lighting. We are simply “facilitators of our client’s dreams”.  What’s your preference? 

Conclusion:
The majority of our clients choose the finer appointments.  Perhaps that is why they are among the most successful dentists in the United States.  We are very proud of our contribution to those statistics

Planning A New Office? How would you like to save $40,000 before you start?

Would you like to save $40,000- before you start?

We do this for our clients on a regular basis.

Based on the fact that our client was intending occupancy of a newly-constructed, Class-A office building in a vital and active commercial district, he felt that a feasibility study wasn’t warranted; but reluctantly agreed to proceed. The structure is a two-story, 20,000 square foot (10,000 per floor), “L”-shaped building. At the time, the only occupant was located on the ground floordirectly below the suite that my client had selected [photo similar to client structure]. Admittedly, the angled front of the building was appealing- as was the view of the surrounding business community from the second floor suite. However, hidden in the beauty were two mitigating factors:

1.The highly glazed suite had both a southern and western exposure-, which would have created a “heat-load” on those sections of the building; not tomention the oppressiveness of afternoon sunlight.

2. The acute angles created by the perimeter walls created a challenge for strategic placement and ideal usage of the interior space. Although we pride ourselves with the ability to maximize every square inch of space, there’s only so much you can to with a diminishing dimension.

As compelling as these factors were, they could be managed, and would not be “deal-breakers”. However, a much greater but less visible condition loomed. Clearly, the majority of plumbing and electrical service in a dental suite is run under the floor of the office; which is, of course above the ceiling in the suite below. Since, it would be necessary for the tradespersons to gain access to the lower-level suite, we visited that business to determine if there were any challenges present. We discovered that the ceiling was entirely sheetrocked and was detailed with architectural appointments, like soffits and crown molding. Additionally, all of the lighting fixtures were recessed and/or surface-mounted track lighting. It would have been impossible to penetrate that ceiling and maintain occupancy of the suite. Un-phased by the discovery, my client declared that we would simply elevate the floor in his suite, and run all of the utilities above the existing floor. Having done that for another practice in Boston, I expressed that the floor could be constructed as proposed. However, it would have been an extremely costly endeavor- approximately $40,000 costly. Those expenses included: framing, decking, ramping, railings, etc.

Additionally, the encroachment of the ramp and other architectural barriers compliances would have consumed over 200 square feet of otherwise useable space. Those implications were exacerbated by the position of the suite by virtue of its adjacency to a stairwell and demising wall to the neighboring suite. In short the space was somewhat pie-shaped- the entry being the narrower portion. Since the space was large enough to necessitate two means for egress to comply with life-safety regulations, there were additional design challenges needed to accommodate the ramp. For example, by code, the egresses must be a defined distance apart from each other. Based on that knowledge, we evaluated another suite on the same floor. Not only did that suite offer equivalent amenities (except for the angled walls), it featured a “land-locked” space that was created by a base-building condition. That space was approximately 40 square feet, and could not be defined as leaseable space. But, it certainly could be used for dental equipment and storage. The client had been slated to sign the lease for the angled space on the following day. The lease was signed- for the alternate suite. Our feasibility service was completed in one hour. The lesson here is that there are dozens of mitigating factors that may not be apparent to the un-trained eye. We highly recommend that every opportunity- lease or purchase- be evaluated by a professional.