Sanj Dip-Matadeen, director of people & culture, Buttress, on B Corp, being employee-owned, and why EDIB isn't an add on.

Buttress is dedicated to building 'places with meaning'.

It also applies this sentiment to the building of its workplace culture too.

Having recently transitioned to being a 100% employee-owned practice, aligning with its B Corp accreditation, purpose-driven ethos, and long-standing commitment to equity, sustainability, and inclusive design, Buttress proves these values are not only embedded in its work, but also in how the business itself is run.

Keen to find out more about how the evolving culture at Buttress is shaped, we caught up with Sanj Dip-Matadeen, director of people & culture, to talk us through the drive to employee ownership, becoming B Corp - and maintaining it, and how Equity, Diversity, Inclusion, and Belonging, is treated as much more than just an acronym - embedded into everything the practice does.

Can you give us an overview of your professional background to date?

"My career has taken me through a variety of sectors, including health and social care, retail, and digital marketing. I’ve worked my way up from advisor level to director, which has given me a broad perspective on how people and culture can make or break an organisation.

"I’ve also run my own business with partners, so I understand the realities of balancing strategy, operations, and people management from both sides. All these experiences have shaped the way I approach my role at Buttress, combining commercial awareness with a genuine commitment to supporting people."

At Buttress, your focus is People & Culture – what does that look like day-to-day?

"It’s very strategic but also very human. On one hand, I’m developing and embedding frameworks that will take Buttress forward as an employee-owned trust, ensuring our structure, policies, and people strategy support the business for the long term.

"On the other, it’s about being accessible and visible to our people; supporting line managers, checking in with teams, and making sure individuals feel heard. Every day is about balance: driving the business forward while making sure our culture remains authentic and supportive."

What drove you to specialise in this area?

"People have always been the constant in my career, no matter the sector. I’ve seen firsthand how empowering and developing people creates resilience, innovation, and better outcomes; whether in care, retail, or creative industries. I was drawn to this field because it brings together my passion for culture, leadership, and creating environments where people can thrive and perform at their best."

Does DEIB underpin your strategy?

"Absolutely. DEIB isn’t an 'add-on' for us, it runs through everything we do. From recruitment and promotions to how we structure leadership and make decisions, we’re actively looking at how we create fairness, ensure opportunity, and reflect the diversity of the communities we design for."

Belonging is now a consideration in addition to EDI – what are your views on fostering that within the workplace?

"Belonging is the outcome of getting everything else right. You can hire diversely, create equitable policies, and talk about inclusion; but unless people feel safe, valued, and like they truly have a voice, they won’t feel that sense of belonging.

"At Buttress, we want everyone to feel they can bring their whole selves to work. That means encouraging openness, breaking down hierarchies where possible, and creating spaces, physical and cultural, where people can connect."

"Belonging is the outcome of getting everything else right."

With that in mind, Buttress has recently become employee-owned – tell us more.

"Becoming employee-owned was a huge step for us. It means every single member of the practice now has a stake and a voice in how the business is run.

"For People & Culture, it adds another dimension, making sure our governance, communication, and engagement truly reflect that collective ownership. It’s not just about financial ownership; it’s about responsibility, transparency, and shaping the future together.

"Being a B Corp and 100% employee-owned, we work to be the best we can, to have a long-term positive impact on the places we create and shape, the people who use them, and the wider communities they support. To be at our best, we also work on ourselves as a business with the same passion. We are proud of the culture we have and continue to support and develop it as the practice grows."

What other ways are team members supported?

"Support comes in many forms. We’ve invested in wellbeing initiatives like Vitality, but we’re also very mindful of practical day-to-day support, whether that’s flexible working, clear career pathways, or ensuring line managers are equipped to have meaningful conversations.

"We also make space for development, from technical training to leadership coaching, so people feel they can grow here."

You work across the Manchester and Leeds offices – are the teams different in their approach, or does Buttress operate as a single entity in terms of culture?

"Both offices have their own flavour, shaped by the projects and people within them, but culturally we’re one practice. The same values, the same openness, and the same sense of pride in what we deliver runs through both.

"Part of my role is making sure people feel connected across offices, whether that’s through shared initiatives, cross-team working, or just making sure we communicate well."

How does the design of your workspaces support employees in doing their best work?

"Our studios are designed to inspire creativity while supporting collaboration. But equally, we’ve thought about the practicalities, having spaces where people can focus, connect, or decompress.

"Architecture is at the heart of what we do, so it’s important our spaces reflect the same level of thought and care we put into client projects."

Have you harnessed technology to support your work across People & Culture?

"Yes, and thoughtfully. AI and digital tools can be incredibly powerful for streamlining processes, analysing data, and giving us insights into things like engagement, performance, or workforce planning.

"But we’re clear that technology is there to enable, not replace, the human connection. In People & Culture, it’s always about striking that balance."

Are there any businesses or practices you look to for inspiration?

"I’ve always been inspired by organisations that balance commercial success with strong values. Businesses that prove you don’t have to choose between profitability and people. In the architecture and creative industries, I look at practices who lead with culture, sustainability, and inclusivity at their core, rather than treating them as 'initiatives.'"

What’s next by way of People & Culture at Buttress?

"The next chapter is about embedding employee-ownership into everything we do; making it real for people, not just structural. That means continuing to strengthen line management, evolving our wellbeing and development offerings, and ensuring that our culture scales as we grow.

"For me, it’s about making sure people feel part of something bigger, while still being seen and supported as individuals."