Tom Whyte Email & Phone Number

James Cook University Hospital And Roseberry Park Hospital, Middlesbrough

In Sept 2017 I was appointed FGM to manage the services at RPH - the hospital is made up of a number of self contained ward units, clustered around closed landscaped courtyards. It has 365 inpatient beds and all the single, en-suite bedrooms are on the ground floor. The facilities are complemented by various activity and recreational areas with ready access to safe and secure courtyards and gardens. My role includes the management of:* Hard Services* Security*Catering*Landscape servicesIn May 2017 I was also made responsible as FGM for JCUH which is a designated major trauma centre and provides all its specialties from one site which is unique for a hospital of its size. James Cook provides a wide range of district general hospital services and specialist services such as neurosciences, renal medicine, spinal injuries, major trauma, cardiothoracic, vascular surgery and cancer services. It has 1,024 beds, a 24-hour acute admissions unit and an emergency department which houses the major trauma centre for Durham, East Cleveland, Tees Valley and North Yorkshire and has its own helipad.I am responsible for the provision of:*Hard services*Cleaning*Catering*Porters*Laundry*Security*Switchboard and helpdesk.Carillion employ around 900 staff in the provision of these services.Since the demise of Carillion I have reverted back to my FGM role at Roseberry Park (Jan 2018)

Leeds, United Kingdom

In July 2014 I was transferred to Cofely when Telereal Trillium outsourced all FM related activities, including the provision of hard and cleaning services. Due to a restructure of management I was offered the role of Technical Director and became responsible, with the mobilisation team for the integration of hard services into the new Cofely delivery model. I am pleased to say that we successfully moved some 400 hard services employees into the Cofely structure with me taking responsibility for the team until such time as it moved from a national to a regional structure - this has now been completed successfully.

City Walk, Leeds

I managed a Facilities Management team of over 200, responsible for the delivery of a wide range of services, including, M&E, Cleaning, Security, Catering and Furniture provision using supply partners as well as the self-delivery of Health and Safety to the end users, which represent over 2,000,000m2 under management and around 120,000 customers.Key achievementsSince my appointment in 2010 as Operations Director, I have undertaken a strategic review of how our front line services are delivered. This strengthened our service delivery capability and ability to respond to our customers changing business, based upon the following key principles: Greater empowerment for frontline teams: As the designated ‘owners’ of buildings, services and customer relationships, it is essential that our frontline teams are empowered, have the means to resolve issues speedily and can fulfil the role of single point of contact for all buildings.Experts in the frontline: The development of broader technical skills and competencies in our teams - this ensures that problem areas can be more quickly identified and addressed through the presence of technical expertise resident in the frontline organisation. Stronger cross-departmental working: Developing a “one team” ethos working with our internal teams, supply chain and customers. Streamlined business processes: Recognising that process is important in creating a consistent approach to service delivery. Simplifying processes enables our teams to focus more quickly and directly on delivering service to our customers. Customer Service:By implementing the above we have improved our customer service score in 2014 to over 93%, which represents a fantastic result given that great changes in the client organisation.

London, United Kingdom

During this period I was responsible for the Technical Services delivery in a portfilio of commercial and public sector environment using both supply partners and directly employed staff.

5 Strand

During this period I held a number of positions with Land Securities, starting as Senior Engineer and culminating in Head of Technical Services. I was responsible for the delivery of M&E services across the managed portfolio, which included commercial office accommodation and retail shopping centres. I managed a team of 20 staff including Engineers, Building Surveyors, Health & Safety and Environment.