As Everton Football Club prepares to move into its state-of-the-art new stadium, the ambitious vision behind the 52,888 seat venue is becoming clearer. From premium offerings like a Tunnel Club and executive suites, to future-proofed design elements enabling safe standing and hospitality expansion, the stadium is more than just a place to watch football—it’s a multifunctional, fan-focused environment.
With considerations ranging from accessibility and heritage to elite experiences and non-sporting events, how does a project of this scale balance tradition, innovation, and inclusivity? Gardiner & Theobald’s (G&T) Graham Drennan (partner responsible) and Craig Butler (partner and project manager) give an insider’s view of the vision, challenges, and priorities shaping Everton’s future home—but how do you honour the club’s rich heritage while delivering a cutting-edge stadium fit for the future?
Q: What has been G&T’s role in delivering the new Everton Stadium?
Since Spring 2017, G&T has been appointed as Project Manager and Employer’s Agent, overseeing the stadium’s development through to its completion this summer. Our role has encompassed leading the consultancy team, managing stakeholder expectations, ensuring delivery against programme and budget, and maintaining the project’s momentum from concept to near completion.
Q: What have been some of the most complex or challenging aspects of the build?
The planning process stands out as one of the most demanding. Given the scale and national significance of the project, we were at risk of a Secretary of State call-in. This meant we had to produce a planning application of exceptional rigour, supported by an extensive third-party and stakeholder engagement programme.
Q: What’s unique or particularly impressive from a delivery perspective?
Two aspects spring to mind. First, the maritime works involved in infilling Bramley-Moore Dock – an extraordinary feat in itself. Second, the scale of digital engineering and off-site construction. The use of advanced digital models allowed us to virtually build the stadium multiple times before a spade even hit the ground. It was instrumental in de-risking the build and aligning stakeholders on the final vision.
Q: Who have been the key collaborators, and how have you maintained effective teamwork?
We’ve worked closely with an outstanding project team, including Everton FC, Laing O’Rourke, RLB, Slaughter & May, BDP, Buro Happold, and many more. Communication has been key – regular in-person meetings, MS Teams calls, site walks, and workshops ensured alignment while respecting formal lines of communication. The client’s own team, with backgrounds in construction and finance, also brought valuable insight that made collaboration seamless.
Q: Any standout examples of teamwork or knowledge-sharing?
Absolutely. One prime example was our monthly town planning meetings with Everton, CBRE, Slaughter & May, and ourselves. These sessions kept us proactive on third-party agreements, statutory bodies, and planning conditions. It created a collaborative rhythm that helped us stay ahead of challenges.
Q: Were any innovative construction techniques used?
Yes – from the start, we embraced BIM Level 2, enabling all designers and key contractors to work in a shared 3D Revit environment. Laing O’Rourke implemented DfMA (Design for Manufacture and Assembly) techniques, producing elements such as concrete columns, slabs, and cladding offsite. Their “ground zero” policy, constructing as much as possible at ground level before craning it into place, also significantly reduced work-at-height risks.
Q: Can you walk us through the process of infilling Bramley-Moore Dock and the engineering solutions used to make the ground build-ready?
Absolutely – infilling Bramley-Moore Dock was one of the most extraordinary and technically complex aspects of the entire project. It’s not something you encounter on your typical construction site, and it required an incredible level of planning, marine engineering expertise, and environmental sensitivity.
We brought in Boskalis Westminster, a specialist dredging contractor with previous experience infilling the adjacent Wellington Dock for United Utilities. Their expertise was vital in devising a strategy that not only delivered the engineering outcomes we needed but also met stringent environmental and heritage requirements.
The dock infill involved eight key stages:
- Dock Raking: Before any material could be placed, the dock floor needed to be cleared of metallic debris that could interfere with piling operations. This was done using a giant rake dragged behind a purpose-built boat. Any recovered items were lifted ashore via long-reach excavators for proper disposal.
- UXO Survey: Safety was paramount. A remote-operated underwater vehicle (essentially a drone) was deployed to scan for unexploded ordnance (UXO). The survey identified around 400 potential targets, including nine British anti-aircraft projectiles and two mortar rounds, which were safely disposed of on-site by the British Army and Royal Navy.
- Marine Life Protection: Environmental stewardship was key. We removed fish from the dock and constructed new habitats for sea birds, including rafts. To prevent marine life from entering the area during the works, we installed a silt curtain at the entrance to Sandon Half-Tide Dock, just north of the site.
- Dock Wall Protection: The dock itself is a heritage site, with Grade II Listed walls. Protective and remedial works were carried out to ensure the historical integrity of these structures was maintained throughout the process.
- Temporary Dock Isolation: Before we could begin the infill itself, we had to prevent the dredged sand from escaping. This required infilling the entrance to Sandon Half-Tide Dock, effectively isolating the work area.
- Dock Infill: Over 450,000 cubic metres of fluidised sand were pumped into the dock. Boskalis used a vessel called the Shoalway, a trailing suction hopper dredger, to transport sand from a licensed dredging area 20 miles offshore. The sand was pumped through a floating pipeline to a spreader pontoon in the dock. Simultaneously, displaced water was pumped out using a network of pipes and pumps. This operation continued in cycles until the dock was entirely filled.
- Compaction: Once filled, the sand was compacted to stabilise the base. A machine equipped with a nine-tonne circular compactor repeatedly dropped weight onto the surface at a frequency of 60 times per minute, compacting the upper six metres. This was followed by rolling with a land-based compactor to complete the process.
- Monitoring and Validation: A series of settlement monitoring stations were installed across the dock to ensure the ground performed in line with long-term settlement projections. Encouragingly, the actual settlement rates exceeded expectations, which gave us added confidence in the stability of the build platform.
It’s worth noting that while the dock infill created a crucial foundation for parts of the stadium, the structure itself is supported by 2,500 reinforced concrete piles driven deep into the bedrock. Only certain areas, such as the East Fan Plaza and the sports pitch, are built directly on the infill. For those zones, we’ve established comprehensive management procedures to account for any long-term settlement that may occur.
All in all, the dock infill was a phenomenal example of engineering precision, collaborative working, and respect for both heritage and the environment. It was a vital step in transforming a disused dock into the future home of Everton Football Club.
Q: What were the biggest risks – and how were they managed?
Weather was a major factor – particularly wind. We studied historical Met Office data and incorporated crane wind-off allowances into contracts. UXO clearance posed another challenge. Initially planned for daytime only, the discovery of over 400 potential threats meant we had to pivot to 24/7 diving operations to maintain our programme. Planning risk also loomed large – and was mitigated through early, extensive stakeholder engagement.
Q: How did sustainability factor into the project?
It was one of our eleven key principles from day one. We designed for modularity, maximised off-site manufacture, and reused over 95% of materials. Historical dock elements like railway lines and bollards were preserved and reinstated. The stadium features PV panels, LED lighting, waste recycling points and even battery storage to power the site on non-matchdays and export energy to the grid.
Q: Were any heritage elements incorporated into the build?
Yes, many. From cobbles and capstans to mooring bollards and even an air raid siren, these historic features were catalogued and integrated into the design with the help of a heritage consultant. Preserving the legacy of Bramley-Moore Dock was a priority throughout.
Q: What’s been your proudest moment on the project?
Standing in the South Stand during our first test event, surrounded by 10,000 Evertonians. Seeing their reaction as they experienced the new stadium for the first time – it was truly special.
Q: How does this compare to other projects you’ve managed?
We’ve worked on high-value, high-profile builds before, but this was another level in terms of complexity and visibility. The scrutiny from fans, media and stakeholders was intense – but the calibre of the client and consultancy team made it manageable.
Q: What’s something people don’t see behind the scenes?
The impact of the football team’s performance. It may sound surprising, but it genuinely influences mood and decision-making across the club.
Q: What feature of the finished stadium are you most proud of?
The bowl. Every seat has a fantastic view, completely unobstructed. Also, being closely involved in the pitch construction has provided invaluable learning for future stadium projects.
Q: How will the stadium benefit the local community and the club?
It will be a cornerstone of regeneration in North Liverpool – creating jobs, attracting investment, and supporting community initiatives. For Everton, it enhances commercial potential, improves matchday experience, and reinforces its Premier League credentials.
Q: What can other projects learn from this one?
Several things: the value of robust planning, early stakeholder engagement, and the need to plan for the unexpected. This was a project delivered under extraordinary circumstances – COVID, inflation, geopolitical shocks, and more. Yet we stayed on course through proactive risk management and collaborative working.
Q: How was the local community engaged?
Everton’s PR team and Everton in the Community (EitC), alongside Laing O’Rourke’s social value programme, played pivotal roles. Regular communications, community updates, and a Considerate Constructors Scheme score of 45/45 reflect the effort made to be good neighbours.
Q: Were there any specific local initiatives?
Collectively, the project supported numerous outreach efforts: 131 apprenticeships, 670 job creations (many local), 41 education activities reaching over 24,000 students, £258m in local economic spend, and support for charities including EitC and Construction Lighthouse.
G&T hosted stadium tours throughout the construction period for local schools, colleges and universities as well as “Everton in the Community” tours. We also took several PlanBEE work placement students to work on the project.
Q: And finally, how did your project management approach contribute to the success of the Bramley-Moore Dock project?
As project managers, we played a vital role in ensuring the project’s success by managing the process effectively and enabling a strong, collaborative team effort. Rather than working in isolation, our focus was on driving progress, coordinating activity and setting the project up in a way that allowed others to perform at their best. Our management style helped create the right environment for productivity and trust, which was fundamental to delivering a successful outcome.
With long-standing relationships built over many years with both consultants and contractors, we knew how to get the most out of the team, even when the project threw up challenges. Over the six to seven-years duration, we became the glue that held the project together — understanding individual strengths, instilling confidence and maintaining momentum. Our ability to foster trust and cohesion across the wider team was key to sustaining performance and achieving results.
The legacy of Bramley-Moore Dock is already taking shape – not just in steel and concrete, but in its positive impact on Liverpool and the future of Everton Football Club.
Images courtesy of Everton Football Club
