Pudding Mill Lane is one of the final neighbourhoods to be delivered as part of the Queen Elizabeth Olympic Park legacy programme, creating a new mixed-use Local Centre at the heart of East London’s innovation district. Delivered by Pudding Mill Lane LLP, a joint venture between Vistry and the London Legacy Development Corporation, the development will bring together new homes, community facilities, public spaces and significant commercial workspace within a thriving new neighbourhood.

Fabrix is the Commercial Development Strategy Partner, leading the vision, positioning and route-to-market strategy for the scheme’s two major commercial development parcels. Working alongside the JV and specialist agency partners, our role is to ensure the commercial offer not only responds to market demand but also reinforces the wider ambitions of Queen Elizabeth Olympic Park as a nationally significant centre for innovation, education, culture and enterprise.

Building on the original commercial strategy developed by Fabrix as part of Vistry’s successful bid for the site, we are leading a comprehensive programme of market analysis, occupier engagement, investor testing and development strategy. This includes identifying future growth sectors, engaging with potential occupiers and funding partners, and establishing the commercial, spatial and operational principles that will guide the future delivery of approximately 27,000 sq m of commercial floorspace.

Our approach focuses on creating a distinctive commercial destination that complements the Park’s existing ecosystem of world-leading institutions and innovation clusters, including Here East, East Bank, UCL East and Stratford Cross. Through a placemaking-led strategy, we are exploring how commercial development can support knowledge-intensive employment, applied innovation, education, creative production and sustainable industry, whilst generating long-term social, environmental and economic value for local communities.

Alongside occupier strategy, Fabrix is advising on funding and delivery models, testing both conventional and alternative approaches to investment, ownership and long-term stewardship. The outcome will be a clear, evidence-based development strategy and route to market that maximises value for the joint venture whilst supporting the continued growth of the Queen Elizabeth Olympic Park innovation district.