Making Space for Growth Is About More Than Square Footage

By Mike Nelson, Director of Lab Operations

We're in the middle of an exciting chapter at Reference Medicine. We're nearly doubling the size of our facility, expanding from just under 4,000 square feet to almost 8,000. On paper, it's a construction project. In reality, it's something much bigger.

As the person leading the expansion, I've spent plenty of time thinking about architects, permits, contractors, and construction schedules. But the more time I've spent on this project, the more I've realized the building itself isn't really the point.

This expansion has given us a unique opportunity to make our space reflect who we are as a company and help us better serve our customers the way we want to.

Growing for the Right Reasons

Running out of space wasn't our only reason for expanding. Sure, we had more people than desks, an office that had become crowded, and a lab that was quickly reaching capacity. But adding square footage wasn't the goal - it was the opportunity.

Growth gives you a chance to rethink how your environment supports your people and shapes how they work.

At Reference Medicine, we've worked hard to build a culture that's open, collaborative, and approachable. We don't believe great ideas come from closed doors and corner offices. We believe they come from people working together, asking questions, solving problems, and enjoying what they do.

That's why our new space isn't just about adding desks. It's about creating places for collaboration, quiet conversations, focused work, and even a little fun. Those aren't just office design decisions. They're physical reminders of the kind of company we're building.

For example, one of the first things we did was add a “swag room” to the new floorplan. We’re big on customer delight (and employee morale), and cool company swag, team morale boxes, and punny science stickers are some of the creative ways we express ourselves, both internally and to the customers. Now we’ll have a dedicated space to get swag out the door and more efficiently spread the delight we’re known for. We’re also adding “breakout rooms” where team members can pop out of the shared office spaces for mini-scrum meetings, quiet Zoom calls, or brainstorming sessions.

One of my favorite things about our culture is that it doesn't matter whether you've been here five years or five days. Whether you're the CEO or the newest team member, we're one team. We want our new space to reflect that.

Better Space Means Better Service

The biggest beneficiaries of this expansion won't just be our employees; they'll be our customers.

We're expanding our lab so we can improve workflows, create more room for equipment and specimen storage, and continue growing without sacrificing the quality or turnaround times our customers have come to count on.

The challenge, of course, is that our customers don't stop needing us while construction is happening. Samples still arrive every day. Orders still need to ship. Results still need to be delivered on time.

That's why we've planned this project in phases: moving our office team first so we can expand the lab without interrupting operations and then focusing on the next phase of lab expansion. The goal has never been simply to build a bigger space. It's to keep delivering the same experience our customers expect while building for the future.

So...What Have I Learned?

Any project like this comes with plenty of surprises. Here are a few lessons I'll probably carry with me long after the construction is finished:

• Patience isn't passive. Some things are outside your control, especially when you're working with architects, contractors, and city permitting offices. The key is staying ready so you can move quickly when the next step opens up.
• Communication keeps projects moving. Everyone involved has competing priorities. Consistent follow-up and clear communication make all the difference.
• Do what you can while you're waiting. If permits are taking longer than expected, there are still rooms to paint, furniture to assemble, and preparations to make.
• Flexibility is part of leadership. Plans change. Timelines shift. The important thing is adapting without losing sight of where you're trying to go.

Success is About More than Square Footage

When this project is finished, I won't measure its success by the size of the building.

I'll measure it by whether every member of our team has the space they need to do their best work. I'll measure it by smoother workflows, better collaboration, happy colleagues, and the ability to serve more customers without compromising quality.

If we've created a workplace that supports our people while helping us deliver an even better customer experience, then the expansion will have done exactly what it was meant to do.

Onward and upward.

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