Dean Partridge - Director

Dean Partridge


Dean is Director for Sustainability and Fire Services for Green Hat.

  • He has aligned these services to each RIBA stage for key stakeholders in the construction chain. This results in a logical flow of information planning and key decision-making.
  • He is a firm believer in delivering value engineering on projects and preventing project delays and loss of profits.
  • His focus is on saving project costs, preventing project delays, and risk management.
  • He encourages early engagement, thorough planning, and excellent communication.

Dean has vast experience in various roles in the construction field. This enables him to see how a project looks from different perspectives within the construction chain.

At various points in his career, Dean has been involved with

  • Energy management and sustainability for Local Authorities
  • Working with and for principal and sub-contractors
  • Project Installation – from the actual installation to project management.
  • Compliance and auditing
  • Innovative research in construction in conjunction with the BRE.

Dean collaborates daily with architects, designers, principal contractors and subcontractors as well as clients like housing associations and local authorities.

His passion is to raise awareness of the whole life cycle approach to construction, value engineering, and working on sustainable building projects that will leave a lasting legacy in local communities.

Lead Auditor ISO 14001: Environmental Management

Level 4 Diploma in Fire Risk Management

MIFireE – Member of Institute of Fire Engineers

  • Interpretation of complex legislation and regulations in a format clients can easily understand.
  • Excellent technical knowledge.
  • Knowledge transfer and the training of others.
  • A strategic thinker, system-driven with nothing left to chance.
  • An exceptional knowledge of the construction industry fully conversant with the various roles of stakeholders. 

We need to stop thinking and planning in silos. Instead, we need more transparency, communication, and collaboration.

90% of the project delays and increased costs I see could be mitigated by adopting a continuous thread of information and an open and transparent audit trail where all stakeholders play their part in the chain.

Lack of early engagement results in project delays, loss of time, resources, and money.

The outdated waterfall approach to planning continues to cause more problems than it solves by encouraging thinking in silos.

Alternatively, early engagement and collaboration with all key stakeholders prevents project delays and wasted resources.

Dean Partridge