Page acquires AE giant EYP to form 1,300-person international design firm

Page and EYP announced that they have successfully closed a transaction that integrates the two design firms. Guided by similar values and culture, they will expand their services and geographic reach, working seamlessly across offices and disciplines. Together as one firm they will combine exceptional design rooted in architectural, engineering and consulting capabilities to make lives better.

“Bringing together our two firms allows us to work on increasingly complex projects that benefit from our expertise across disciplines and market sectors,” stated Thomas McCarthy, Page Chief Executive Officer. “Together, we’re bringing the most compelling, innovative designs and expertise to each project we pursue regardless of scope or location, and we’ll be able to invest in research and thought leadership to co-create with our clients.”

With a diverse, international portfolio—encompassing the academic; aviation; civic, community and culture; corporate and commercial; government; healthcare; housing and hospitality; industrial; life sciences; and science and technology sectors—the integrated firm of designers, architects and engineers will deliver high-performance designs that help clients measure, reduce, and offset carbon emissions. In addition, the firm will continue to promote equity and wellness with teams versed in practices like universal design, Design for Freedom, Well, Fitwel, and other strategies contributing to diversity and inclusion.

“Page and EYP both create designs that enhance people’s lives and communities,” stated Kef Mason, who served as interim chief executive officer at EYP, and has agreed to stay on with Page. “Combining our expertise is a winning formula for our clients and our employees. It offers us the ability to provide growth, mentorship, and training for our employees that translates to cutting-edge design in our projects. This agreement supports the natural growth trajectories and strategic vision for both firms by unifying our efforts to benefit our clients and staff.”

A spokesperson for Page says that EYP will operate as Page, but that the company is also exploring branding options that capitalize on the strengths of both firms.

In an unanimous decision by Page’s Board, Page submitted a successful bid for EYP’s assets on June 22. The combined firm will have more than 1,300 employees across the U.S., Latin America, and the Middle East.

BOTH FIRMS STRONG IN HEALTHCARE SECTOR

Driscoll Childrens Hospital North Pavilion expansion. — One of Page's recent healthcare projects was the five-story, 180,000-sf North Pavilion expansion at Driscoll Childrens Hospital in Corpus Christi, Texas. Image credit: Page

In April, EYP, with $149 million in liabilities, sought Chapter 11 bankruptcy protection from its creditors. The Albany, N.Y.-based firm reportedly had a $67.7 million “stalking horse” bid for its assets from the private equity firm Ault Alliance, according to Reuters and the Albany Times Union.

Last year, EYP, which was founded in 1972, generated $126.5 million in revenue, nearly $67 million of which came from healthcare design projects according to information provided by EYP for BD+C's annual GIANTS ranking. In 2021, EYP launched a sustainable landscape design practice, and opened an office in Orlando, Fla., its 11th.

Page, based in Houston, generated a total of $226.9 million in revenue in 2021, with $61.2 million coming from hospital design projects, and another $42.2 million from core-and-shell office building design. Over the past five years, Page has been working toward a goal of “Page/One,” with systems, processes, and procedures that allow the firm to deliver integrated designs that leverage firmwide capabilities. (Nearly $80 million of Page's revenue last year came from engineering services it provided.)

[Editor's note: Information about EYP's bankruptcy filing and the two firms' revenues was added after this story was posted.]

Rural hospitals present unique opportunities and challenges for healthcare facility operators. Oftentimes, the infrastructure and building systems have not been updated for years and require significant improvements in order to meet today’s modern medical demands. Additionally, as these smaller, more remote hospitals are acquired by larger regional and national healthcare systems, the first step by new ownership is often to update and rehabilitate the building. But how can this be done thoughtfully, economically, and efficiently in ways that allow the engineering and facility staff to adapt to the changes? And how can the updates accurately reflect the specific needs of rural communities and the afflictions with which these areas most commonly face?