Coming back to the UK from Qatar, took the long route home and travelled through the following countries; China, Tibet, Nepal, Bhutan, Singapore, Indonesia, New Zealand, Australia, India and Canada.

Heading up the Hard and Soft services teams with 7 direct reports, operating a c.£5m p/a Total Facilities Management contract. Portfolio consisting of 100 multi-occupied properties, public areas, and service tunnels (c. 3M ft2) for Msheireb Properties. Team restructure and resource reallocation, providing better line management, faster work-order closure and improved customer and client satisfaction, increased improvement on monthly SLA scores by 20%.Strategic contract review and specialist contractor re-negotiations to provide 20% contract cost saving to the client.Performed strategic Property and Business Focused Maintenance reviews, this was used to develop and implement a ‘Building Mothball strategy’. Approved by client and rolled out across the city, reducing specialist contract costs by 5% and allowing quick occupancy of buildings for new tenants.Initiated and chaired an “Innovations forum” for all team and client personnel. Subsequent changes to our operations and roll out of ideas resulted in being awarded 1st Place “Green Maintenance Provider 2018” by the Qatar Green Building Council.Project delivery of clients CAEMS system and helpdesk operations for asset management and planned maintenance. Monthly costs savings to client due to migration to their software platform earlier than originally planned. Implemented a series of changes to the working practices and maintenance operations. Produced and issued Technical standards, Hard and Soft services Management plans, standardised planned maintenance procedures. Up-skilled helpdesk team to be able to produce the required operational documentation going forward.Challenged the existing recruitment strategy and provided an alternative for team promotion. Resulting in increased worker morale, greater staff retention and communication between all levels. Reduced time for Human Resource and site management teams on recruitment searches and interviewing.

Responsibility for 20+ multi-occupied properties (c 1.8M ft2) across London and the South England with 6 direct Facilities Manager reports. Budget responsibility of £20M revenue and £10M capital p/a spend. Member of the Senior Leadership team, GB lead for R&M and Lift Contracts. Project sponsor with Technical oversight and Project delivery teams for developing client requirements, technical specification approval, project delivery and handover. Working with the business continuity and risk teams, providing periodic audits and updates on mitigating action items and emerging risks.Achievements: Mobilisation of £24M Repairs and Maintenance Contract | R&M delivery review and technology change | £14M refurbishment of Wealth Banking Headquarters | 3-5 year £90M UK capital projects schedule | £200M Aldgate Union and Bankside building exit & handover.

Responsible for the Technical Operations of 12 Buildings within the City and West End of London circa of 1m sq.ft. Ensuring Mechanical and Electrical infrastructures are fully operational to prevent business impact. Buildings managed include UK Investment banking, c.400,000 sq.ft, including 14,000 sq.ft Data Centre, 50,000 sq.ft of Trading Floors, Head Office of Wealth (Coutts) circa 100k sq.ft, including 24hr Telephone banking and Wealth Traders. Private Banks (Drummonds, Adam & Co, Childs) and London main Disaster Recover site circa 230k sq.ft, including, Cash and Coin, 3 major Comms Rooms and Concentrator site.

Responsibility for management of the firm’s Engineering Services and Health & Safety provision for its London officeportfolio of c.280,000 sq.ft. Responsible for the delivery of comprehensive error free service provision with regard to Maintenance Services (M&E, Lifts, Fabric & External cleaning), Health & Safety, Utilities provision, Audio VisualServices, Property Services support (room set-ups, office equipment and helpdesk).

Project Management for Engineering Capital works in excess of £800k, 12 projects in total.Ensured project team resource levels were maintained at appropriate and adequate levels.Approved the project quality and safety plans and oversaw their implementation.Ensured quality assurance services were carried out to satisfy project technical standards.Established and maintained the project plan and ensure the preparation of design, procurement and construction programmes,Preparation of a detailed cost plan and phasing of expenditure for the life of the project until financial closure.Organise and gain approval for the appointment of and subsequently direct, all contractors, consultants and other external specialists necessary for the project works.Formally handover and close out the project in accordance with the Task Manager’s requirements and project procedures.Projects included strip out and upgrading the heating system for the Baker Street Office Block. Re-cladding TelstarHouse (Paddington). Upgrading the Building Management system at 55 Broadway (London Underground HeadOffice).To Provide Engineering and Technical support to the BT Cellnet Property Management team.Development of strategic overview of planned maintenance routines.R&M Contractor works review and monthly invoice sign off.Provided advice to Regional Property Managers for maintenance of the portfolio building services.Review and audit of Business Critical Engineering Systems, PPM, asset verifications and project works.Project Management for small capital projects, including CDM and documentation review.Technical Review of Contractor / Consultant Specifications and Scope of works from a Operationalperspective.Project Management in excess of £750k, including replacement of centralised UPS systems.Provision of environmental engineering and energy management advice.Management all external consultants providing services to Facilities Department (building services only).