“Wait, This Isn’t What We Asked For”: A Lab End User’s Checklist for Successful Projects
2025 Lab Design Conference speaker—Dwayne Henry, instructional lab manager of chemical and biological sciences at Montgomery College—Takoma Park/Silver Spring Campus
When it comes to building or renovating laboratory spaces, the lab end user—those who will spend every day inside the facility—often has the most to gain or lose, yet the least influence over the process. That’s what Dwayne Henry, instructional lab manager of chemical and biological sciences at Montgomery College—Takoma Park/Silver Spring Campus, set out to change during the design and construction of the college’s new Leggett Math and Science Building.
In a presentation at the Lab Design Conference titled Wait, This Isn’t What We Asked For: Lessons Learned from an End User’s Perspective, Henry offered a candid, often humorous, and deeply practical account of his experience navigating the complex process of turning lab design into real-world results. His message was clear: when end users are empowered to participate meaningfully in the lab design and construction process, outcomes improve—for everyone.
A seat at the table: the role of the end user
Henry emphasized that end users must be brought in early and remain involved throughout the entire process. “One of the worst things that can happen is that you say nothing until the very end, when you're super frustrated with things, and then you come out and you say everything, and it all comes out the wrong way,” he warned.
By contrast, his active role as a liaison between faculty, project managers, architects, and contractors helped the project run more smoothly, identify issues earlier, and manage expectations among faculty and staff. “I ended up basically becoming a point person who was kind of in the middle,” Henry said. “Sometimes there was communication that wasn't taking place between individuals that needed to take place, and that communication ended up going through me.”
Read more about Dwayne’s lab manager experience, his top tips for optimizing research space, and his hobbies and interests in our Professional Profile series!
Henry noted that his role as the point person was due to his daily, consistent on-site presence, which helped bridge communication gaps. This allowed the project team to clarify expectations, catch potential issues early, and involve key stakeholders like EHS when necessary to ensure the project stayed on track and compliant. Henry was able to involve others who had regular interactions with students, emphasizing that their input was valuable to the design plan.
“We never cut anybody out,” said Henry. “We made sure everyone was a part of the process.”
Communication is everything
Henry repeatedly underscored the importance of clear, continuous communication—both internally among end users and externally with the project team. He stressed the need for designated points of contact who understand lab workflows and priorities, suggesting that these roles are often more effective when filled by someone with day-to-day lab experience.
“If someone is there, whether it’s a project manager or whatever the case may be, to just walk everybody through everything, maybe even before everything starts... that’s something that I think works very well,” he explained, adding that frustration arises when people aren't clear on what to expect.
He also pointed out that attending the annual Lab Design Conference and free digital conferences and webinars throughout the process gave him the background to ask the right questions and communicate effectively. He explained that these events have been valuable in providing practical insights and guidance throughout every phase of a lab project—whether new construction, renovation, or upgrades. Attending sessions with real-world examples helped him better understand the process, anticipate potential challenges, and communicate more effectively with the team.
“Thankfully, my institution was behind me doing that because it enabled me to go into meetings with architects or whoever it may be, and be able to have an intelligent conversation,” Henry said.
Lessons learned: a checklist for lab end users
Throughout the session, Henry compiled a powerful list of lessons—many learned the hard way—that can help other lab professionals avoid similar pitfalls. Here’s a condensed version of his advice:
BEFORE DESIGN BEGINS
Tour your existing facility without the architects, then again with them. Document what works and what doesn’t.
Tour other lab facilities. Look for inspiration and functional design ideas to bring back to your own project.
Know what you want—and what you don’t. “If you don’t know what you want, you need to take the time to find out,” Henry advised. Otherwise, you risk being handed a generic or mismatched solution.
Include EH&S early and often. Don’t let safety reviews wait until the end. Early involvement avoids costly change orders later.
Plan for growth. Avoid over-programming built-in elements that leave no room for future flexibility.
DURING CONSTRUCTION
Understand the punch list process. Know what it is, how to add to it, and follow up regularly.
Align your punch list priorities with the contractor’s. Henry held three meetings a week with the contractor and project manager to do just that.
Maintain legacy equipment—temporarily. Don’t discard old equipment until the new space is fully stocked and functioning. It may save your semester.
Know your building warranty. You may not be allowed to hang a whiteboard or rearrange furniture for a year post-occupancy.
Be mindful of bench and surface colors. Light gray benches, Henry discovered, show every mark. “Why didn’t we get black benches?” he commented.
Set up white glove delivery and installation services. Especially if staff won’t have access to the space until just before classes begin.
Record all trainings. You’ll thank yourself when new staff arrive or if someone misses the scheduled session.
POST-OCCUPANCY
Expect a 12+ month settling-in period. “There may be a one-year-plus move-in and settle-in process,” Henry noted. “People thought they were going to walk into the building and it was going to be heaven on earth.”
Walk your building regularly. Especially during the first year. Henry discovered a ceiling collapse, power failures, burst pipes, and low-flow eyewash stations—none of which would have been caught without routine inspections.
Prepare for a tug-of-war between contractors and facilities. Especially during the transition period when the building is still under warranty. “Emergency situations supersede any of that,” he said.
Inclusion isn’t optional
For architects, designers, and project managers, Henry’s presentation was a reminder that the most successful lab projects are those where lab end users are not just consulted—but actively included throughout.
It’s not necessarily the norm to include lab managers and scientists on this level, Henry admitted. “I had a conversation with the contractor who said, ‘I'm not used to an end user being a part of the process like this.’ But he said this actually was a good thing because it cut down a lot of time.”
For lab managers and bench scientists, Henry’s message was empowering: your voice matters, your insights are valuable, and your involvement can change the outcome of your next lab renovation or construction project.
When your team embarks on a new build, don’t wait until move-in day to ask questions. Get involved early. Walk the space. Communicate constantly. Advocate for yourself and your colleagues. As Henry observed—half joking, fully serious—“Wait, this isn’t what we asked for” could just as easily be: “Wait, we forgot to ask.”
Join fellow lab managers, scientists, and operations leaders at the 2026 Lab Design Conference in Orlando, FL, on May 11–14. Hear firsthand accounts from peers who’ve navigated lab renovations and new builds, alongside insights from architects, lab planners, and project managers who can help guide your next steps. Visit https://www.labdesignconference.com/ to receive regular updates on this interactive, solutions-focused event
