We Specify So Many Things, Why Don’t We Specify Mobilisation and Transition?

20 January 2026

Major contracts typically include extensive specifications running to many pages. Even output-based, specifications provide detailed technical requirements - sometimes excessively so that it limits provider innovation and efficiency – yet mobilisation is often overlooked.

In a recent procurement, I applied the same rigorous specification approach to mobilisation as to other service areas.  This resulted in the most effective mobilisations I have experienced: streamlined, hassle-free, and efficient.  The key areas that brought this success were:

Defined Governance

The right management structure for the mobilisation process let it be managed as the change project it is with defined timescales for all activities; payments linked to milestones and robust risk management processes within a no-blame culture

Mobilisation Team

The Service Provider was required to propose a clear organisation structure and a key staff approval process. This ensured enough people who could work together, avoiding confusion and delay down the line

Engagement 

Clear meeting and reporting requirements for the Service Provider and stakeholders was defined.  Regular engagement allowed concerns to be raised - critical for forming positive relationships for the contract.

Asset Integrity

Assets were identified and their condition assessed before service delivery commenced. This gave clarity on scope and condition, preventing unexpected issues or costs during delivery

The Delivery Team

It is critical to have the right people at every level.  Clear and factual communication was given to employees about their roles and service standard.  This gave reassurance, helped retain talent and ensured service quality.  Training, site access and security clearances were also arranged for delivery staff, as this often takes longer than anticipated

Plan Delivery

Successful service delivery depends on many interconnected elements: ways of working, quality standards, sustainability practices, subcontractors, FM systems, helpdesks, business continuity and disaster recovery planning.  The specification ensured all delivery methods were defined, agreed, and communicated to all stakeholders to establish a shared understanding of goals, responsibilities and processes

Communication

Communication is key to mobilisation success.  Mobilisation impacts numerous stakeholders, yet information about it is often confined to the delivery team.  Always require a comprehensive communication plan to ensure relevant parties receive timely information about the new contract.  A well-executed communication strategy significantly improves stakeholder buy-in and contract outcomes

In Summary

A detailed specification is essential for effective mobilisation. It establishes clear expectations for rigor and commitment, sets the tone for the contract and enables the Service Provider to deliver their best work

Is and inadequately specified mobilisation a risk you can afford?

A New Year – A New Approach?

09 January 2026

Every new year I plan to do things better, get fitter (I am pretty fit for my age!), drink less coffee (no chance with that one) and check my phone less than 400 times a day (never, I am worse than my kids with their ‘socials’!) but have you thought of what you can do to improve your facilities operations?

To make a real difference, just consider taking the following steps and see what a difference you can make:

1) Engage with your team and key stakeholders to understand what really matters to them

2) Consider the overall aims, objectives and values of your organisation and its stakeholders to reflect the degree

     to which the FM service is supporting them

3) Collaborate with your service providers to understand their views and give them the opportunity to both

     objectively demonstrate what they are doing well and articulate client barriers or challenges to success

4) Identify any variations between actual and required service standards and assess whether these differences are

     valid (i.e. driven by specific client needs) or should be eliminated.

5) Learn from external experience of other organisations and apply ideas from them to your operations in a

     considered and impactful way

6) Propose new and innovative ideas where they are appropriate and offer real value

7) Ensure that any proposals for changes embrace your ‘ways of working’ with no pre-conceived ideas or ‘one size

     fits all’ solutions

8) Look for potential savings through efficiencies but only those which are realistic and sustainable and not just

     service level reductions where you pay less for getting less

By doing this, you can generate an action plan which identifies key areas where improvements can be made, and to enable good practice to be shared in a way that prioritises where there is the greatest impact on quality, value and people.

For advice on how to optimise your property and FM or wider operations, please get in touch

The Impact of AI On Property and FM

29 December 2025

There is a lot of discussion about Artificial Intelligence with views ranging from revolution to threat.  While its true impact is uncertain, AI is a powerful tool that brings benefits to property and FM, including:

Efficient Data Analysis
AI-driven insights from diverse data sources can lead to improvements including:
  - Predictive Maintenance: Less failure and longer asset life through data led maintenance
  - Space Optimisation: Space aligned to actual use as data shows what is needed and where
  - Energy Use: Save 10–30% via AI-driven smart building systems

User Responses and Fault Triage:
AI-powered helpdesk chatbots can effectively handle FAQs, queries, and other requests.

AI can objectively triage faults to prioritise responses and route them for action, review, or alternative resolution whilst removing bias. However, responses must be validated to avoid risk
 
Scenario Generation
AI can support scenario analysis and option development – key in areas like building assessment or asset replacement. Remember your organisation's unique context always requires human input

Recognise AI's Limitations
There are many things it can’t, and likely never will, be able to do, including:
 
  - Perform Physical Tasks - It can't replace key site personnel such as engineers, receptionists, or cleaners
  - Meet and Talk - True understanding goes beyond the obvious and needs human input as perceived issues

     frequently differ from the actual ones
  - Something Special - Algorithms are inherently limited by data and can’t replicate the creativity and brilliance

     human thought brings
  - Genuine Empathy - FM is about people, its services are emotive and personal, requiring understanding and

     communication.  Empathy and explanation are key to buy-in


In Summary
As AI transforms our work environment, developing people-focused skills alongside technical capabilities is key. Consider these principles when using it:
   - Use AI Strategically and as An Enabler – Use it for data-intensive tasks like asset analysis to support better

     decision-making and enhance quality, value, and the customer experience
  - Focus on Value Creation – Free up time and resources from data analysis by using AI to let you drive innovation

     and strategic growth
  - Know its Limits – It's only one tool among many others which may be better for your needs - always choose fit

     over fashion! Curate carefully and validate the outputs
  - Learn How to Use It – AI requires proper use to deliver results and you need to grow your emotional intelligence

AI can offer competitive advantage through better knowledge and efficiency, but success depends its thoughtful application in line with your objectives.


For advice on AI in property and FM or your wider operations, please get in touch

This article reflects my personal insights and experience and is not AI-generated (ironic I know)

White Paper - Global CRE Sourcing Strategies

23 December 2025

I am pleased to have co-authored the following document with Abhishek Lal of Beroe Inc

If anyone wishes to discuss with me directly please get in touch

Click here to read the paper....

How to Make Benchmarking Work Effectively in FM & Property

22 December 2025

Benchmarking gives valuable comparative data across facilities which can drive efficiencies and inform strategic decisions. It must be implemented correctly to deliver value and allow the data generated to support informed decision-making rather than leading to costly errors

The following steps are key to success:

1. Define Data Strategically
Measure critical data to focus time and resources.
  - FM: The key metric is typically cost per m² by service and secondary measures focus on workplace quality
  - Property: Key metrics include rental cost and space per workstation (not the very different space per person)

2. Ensure Comparability
Only compare facilities with similar profiles, e.g. offices have different cost and utilisation patterns to factories, data centres, and other facility types.

You should:
  - Categorise by type; or
  - Exclude facilities that cannot be meaningfully benchmarked

I normally only benchmark offices unless there is clear evidence to confirm comparability in other facility types

3. Establish Suitable Benchmarks 
  - FM uses internal comparisons or published data, as competitor data is commercially sensitive
  - Property has greater data availability, including advertised rental rates and published space planning metrics e.g.

    government guidelines

4. Make Fair Adjustments

Consider factors that distort comparisons, e.g. head offices typically have premium locations and higher service levels than regional sites with low client or executive traffic. Address variances with normalisation, revised baselines, or other clear methods, with all adjustments documented and communicated

5. Note Benchmarking is an Indicative Diagnostic Tool OT
Benchmarking shows priority areas for deeper investigation and not a definitive answer:
  - For Positive variances, understand causes to see what can be replicated across the organisation
  - For Negative variances, investigate underlying issues to develop corrective action plans

This dual approach enables optimal operational performance and value across your portfolio

6. Accept That Things Can Be Good 
While continuous improvement is essential, analysis may show you are performing well. Demonstrating efficiency, value, and user satisfaction to senior leadership can be highly valuable. However, always have ongoing focus as standards and business demands continue to evolve.

Summary - Why Benchmarking Matters

Benchmarking enables FM and property organisations to identify improvement opportunities, inform strategic planning, value and maintain a competitive advantage for the core business, all of which have a positive impact on the bottom line.

For guidance on benchmarking and data-driven efficiency, please contact us

Managing Risk in Facilities Management 

17 December 2025

Earlier this week, I successfully delivered my 'Managing Risk in Facilities Management' training course in partnership with Quadrilect (www.quadrilect.com).

I would like to thank all the attendees for their valuable contributions and positive feedback. This course is ideally suited for professionals seeking career advancement, IWFM accreditation, or enhanced risk management capabilities.

This interactive course addressed critical areas essential for safeguarding you, your organisation, and its people, including the following:
  - Risk Management Key Principles
  - Developing a Risk Assessment
  - Business Continuity
  - Disaster Recovery

These interactive sessions helped participants clarify their risks and priorities and understand their implications. All attendees left better prepared to face future challenges with greater confidence.

If you're interested in minimising risk in FM or would like to learn more about my training courses and industry insights, please don't hesitate to get in touch

The Devil is in the Details

17 December 2025

I was on a Durham to York train, and something caught my eye: every window blind is positioned at exactly the same height. Most passengers won't consciously notice it, yet the carriage feels neat, cared for, and somehow right. This detail costs nothing but creates an immediate impression that someone cares.

What Does This Mean for Buildings?

First Impressions Matter – People may not say why, but when details are right, they instinctively trust that everything else is too. We judge spaces quickly and instinctively. If something looks right, people assume it is right - until proven otherwise. Unfortunately, the reverse is equally true.

Details Signal Competence – When someone notices little things like that blinds are aligned, they unconsciously conclude that important things are taken care of, systems must be compliant, building systems must be properly maintained, and safety must be taken seriously. These logic leaps happen instantly.

Small Things Say 'You Matter' – If small details are taken care of, then the people using the building clearly matter too. Their comfort, their experience, their needs are being considered. This can be the difference between one building being chosen over another.

What Should You Do?

1. Define Your Visual Standards – Create a comprehensive branding and presentation plan that documents and specifies exactly what "good" looks like. Include specifics: blind heights, desk layouts, signage standards, presentation schedules. Make it visual with images and diagrams, not just written descriptions.

2. Build a Culture of Caring – Brief your team, show them examples, and train them to spot what's off. More importantly, empower them to fix or report issues immediately. This can't just be one person's job - everyone needs to own it.

3. Walk Your Spaces Like a Stranger – Regular "fresh eyes" reviews reveal what over familiarity blinds you to. Gather feedback using both formal measures and informal conversations to understand how people really feel about your buildings and services.

The Bottom Line

The devil, and the delight, is in the details. Those aligned train blinds cost nothing extra, yet they speak volumes about standards, care, and respect. In facilities management, these moments of consistency and a little extra are your silent ambassadors, working 24/7 to communicate that your buildings are safe, compliant, well maintained, and worthy of trust.

And that is always a good thing.


If you'd like to discuss service improvements and specification development, please get in touch

Driving Innovation in FM

09 December 2025

improvement in FM demands innovation that challenges convention, benefiting both the organisation and its people. An effective approach includes:

An Innovation Culture
Encouraging innovative thinking:
  - Challenge convention
  - Value new ideas, even if not applied right away
  - Default to "why not?" rather than "why?"

The infrastructure and resources for ideas to develop is key

Consider All Ideas
Evaluate Ideas Effectively
  - There is no such thing as a bad or silly idea
  - Consider all ideas; even the impractical may lead to breakthroughs
  - Use defined criteria to assess ideas but be flexible!
  - Avoid negativity with a 'why not?’ attitude
  - Avoid doom phrases such as ‘That's not how we do it here’
  - Avoid attitudes like ‘Not invented here’

Resistance to change is natural. Positive incentives can drive acceptance and progress

Be Proactive In Generating Ideas 
Ideas rarely just happen, and even when they do, clear next steps are often missing. Progress requires deliberate action, such as:
  - Forums and events to encourage creative thinking
  - Suggestion platforms to capture ideas
  - Recognition-driven incentives to maintain active participation

Relaxed environments, free from corporate constraints can be ideal for generating ideas


Reward Good Ideas
Encourage innovation through inclusive recognition
  - Develop a culture that motivates idea generation and innovation for everyone across all levels
  - Implement diverse recognition schemes combining financial and non-monetary incentives e.g. promotion or

    acknowledgement
  - Maintain an open, organisation-wide approach to ensure good ideas aren't overlooked due to hierarchical or 

     historical constraints

  - Provide clear feedback on ideas to show value and maintain engagement

Incentive schemes are cost-effective investments that generate returns beyond their cost and increase motivation


Buy-In From The Top
Executive sponsorship signals genuine commitment to innovation, bringing a genuine innovation culture!
  - C-suite sponsorship transforms innovation from aspiration to organisational reality
  - Leadership must be genuinely committed to innovation or your efforts are unlikely to succeed and your time and

    resources are better allocated elsewhere

Once you have developed the ideas and innovations ‘all’ you need to do is make them happen but that is another story and that can be a lot of work!


For advice on innovation in facilities management or your wider operations, please get in touch

Innovation and Future Trends in Facilities Management Training

04 December 2025

This week, I had the pleasure of delivering the first session of my new 'Innovation and Future Trends in Facilities Management' course in partnership with Quadrilect (www.quadrilect.com)

The interactive session explored critical topics shaping our industry:
- The future of the workplace
- The future of FM procurement and contracting
- The growing importance of sustainability
- The impact of AI
- How to develop and implement ideas

I also included quotes from Homer Simpson and Abraham Lincoln – how many FM courses do that?

The session was attended by an engaged group of professionals who brought tremendous energy to the discussions. I am sure that everyone left thinking differently about innovation and feeling inspired to challenge the status quo.

Interested in exploring the future of FM further or learning more about my training courses and industry insights then please get in touch

Is it Time to Reconsider PFI?

07 November 2025

Private Finance Initiatives (PFIs), known as Public-Private Partnerships (PPPs) in the USA, were used extensively in the UK from the late 1990s until their abolition in 2018 to finance infrastructure such as schools and hospitals. These long-term contracts (typically 25-30 years) encompassed design, build, and operate phases.

While PFIs enabled capital investment in the public sector without immediate government funding, they have faced issues with high interest costs and inadequate focus on operational delivery beyond initial construction.

The Case for Revisiting PFI
With continued pressure on government borrowing, PFIs merit reconsideration for several reasons:
- Enabling projects that would otherwise remain unfunded and simply not happen
- Minimising the impact on government borrowing
- Transferring risk to the private sector
- Government policy objectives can be built into specifications (a secondary benefit)

How Can We Make PFIs Work for the Future?
After 33 years of experience with PFIs (the first was in the UK in 1992) we can use the knowledge gained in that time to make them work. Firstly, remember that if a PFI was let 25 years ago, the world looked very different: Y2K concerns had finally eased, the PlayStation 2 launched, AOL acquired Time Warner, DVD sales in the UK exceeded 1 million units and I drank a lot of coffee – well some things never change!)

To make PFIs succeed, the following areas are key:
1.  Financial transparency to enable benchmarking against alternative funding models
2.  Comprehensive specifications covering both infrastructure delivery and lifecycle maintenance, with particular

     emphasis on operations and facilities management (often the costliest element) and refurbishment to maintain the

     asset to current standards (whatever they may be in the future!)
3.  Effective performance measures with regular reviews to maintain relevance and drive standards
4.  Practical change mechanisms that allow for change to take place without it becoming an industry or prohibitive in

     terms of time and / or cost
5.  Pro-active steps to drive collaborative relationships to prevent an adversarial dynamic
6.  Procurement of the right supply chain based on the whole life value (not just cost) of the contract or the capital

     project alone – why can't it be led by the FM supplier for example?

In conclusion, PFI remains a viable delivery model when properly structured and managed. With lessons learned and renewed focus on operational excellence, it deserves consideration as a delivery model


To discuss PFI implementation, operation, closure or replacement please get in touch

Why I love working with 'difficult' clients

21 October 2025

Anyone who has worked in consulting has encountered challenging clients. If you think you might be one, don't worry - I'm not naming names. And I'll admit, the title is a bit clickbait-y. What I really mean is that I value clients who are prepared to challenge me rather than accept everything I say without question.

Here's why challenging clients make the best partners:

1. Better Outcomes Through Engagement 

When clients actively participate in the process, the final solution is better tailored to their organisation's needs. No consultant can ever claim to understand an organization as deeply as someone who lives and breathes it daily. The phrase ‘that won’t work here’ should always be fully considered by all sides

2. Fresh Thinking From All Sides

Client pushback often sparks new ideas - both from them and from me as and potentially a better solution than originally envisaged. This requires flexibility from everyone but isn’t this a key success

3. Your Biggest Critic Can Become Your Strongest Advocate

I never expect universal approval from day one. Some people will always resist change and the people, including consultants, who bring it, for both rational and / or emotional reasons. But when you take the time to demonstrate not just what you're doing but why it makes sense, winning over a sceptic is incredibly rewarding. Perhaps that's the coach or mentor in me talking.

4. Honesty Saves Everyone Time

I deeply respect people who say what they think. Even when we have opposite viewpoints, honest communication creates a foundation of mutual respect. I can work with anyone who shows that respect and will reciprocate. I'll always try to find solutions that work for them too.

5. Challenge Keeps It Interesting

I'll be honest - I hate being bored. A good challenge energizes me. If there are obstacles to overcome, that’s great. I'm here for it.

The best clients I've worked with - and some have been the best people I have worked with in my entire career full stop - are those who see consultants as integral team members while still holding us accountable. They're comfortable being themselves and aren't afraid to push back when something doesn't feel right or they have an idea. That's not difficult. That's teamwork.

Why use a consultant?

15 October 2025

I must be transparent here - I am a consultant who genuinely enjoys this work and intends to continue in this field so I might just be a little biased here! That said, there are many compelling reasons why engaging a consultant makes sense, IF it's done in the right circumstances and in the right way.

The Cambridge Dictionary defines a consultant as:

               “someone who advises people on a particular subject”

This definition highlights the crucial distinction between a genuine consultant and temporary staff - you're investing in specialist knowledge and expertise, not just filling a resource gap

This distinction really matters. Consultants naturally challenge existing approaches, drive innovation, and pursue improvement. For many of us, improving things is part of our DNA. This means we're prepared to address difficult issues and tackle challenging tasks that are essential for project success

However, this means we aren't suitable for every situation. We excel in time-bound initiatives where specific outcomes need to be achieved, after which our involvement naturally ends (although I do like to keep in touch and am always happy to answer any questions and queries you may have)

When should you engage a consultant?

1. You Need Specialist Knowledge

When your team lacks specific expertise that a project requires, but doesn't need to develop that capability permanently, a consultant can bridge this gap efficiently

2. For Flexibility

For one-time requirements where the cost and administrative burden of hiring permanent staff would be disproportionate or impractical e.g. a contract procurement that only happens once every few years

3. Risk Mitigation

Experienced consultants bring lessons learned from similar projects across multiple organisations, helping you avoid common pitfalls and accelerate your own learning

4. To Bring Objectivity

External consultants operate outside your established practices and internal politics, enabling them to identify the right solutions based purely on merit

5. Value for Money

While consulting fees can appear substantial, they're typically more cost-effective than alternative approaches. In my experience, the value delivered consistently exceeds the investment by a factor of 10 or more - often significantly more.

Engaging a consultant can deliver excellent results and value. Key is ensuring you have a solid business case for the engagement and selecting the right consultant for your specific needs

Including SMEs In Your Supply Chain: A Practical Guide

07 October 2025

Why SMEs Matter

Including Small and Medium Enterprises (SMEs) in your supply chain can deliver significant advantages: diversity, innovation, alignment with CSR / ESG goals, and potentially better value through lower operational overheads. Social enterprises within the SME sector can also strengthen your ESG credentials

However, successful SME integration requires careful consideration based on your organisation's specific needs and the services being sourced

Core Evaluation Criteria

Whether dealing with SMEs or large suppliers, buyers should always assess four core capabilities:

• Value- Pricing that reflects true cost-effectiveness

• Quality- Consistent delivery standards that meet your requirements

• Assurance- The ability to operate safely, legally, and compliantly

• Reliability- Service delivery when and where needed
  

The key is supplier confidence: can the supplier consistently deliver the right service at the right price?

What SMEs Want

Remember that successful partnerships are reciprocal. SMEs seek:

• Genuine Opportunities- Real chances to win work, not tokenistic exercises where they invest time and resources in bids with no real success prospects

• Fairness- Procurement processes that don't automatically disadvantage smaller players through unrealistic requirements or turnover thresholds

• Commercial Certainty- Assurance of payment and reasonable risk allocation, recognising SMEs have limited capacity to absorb risk or late payment

Actions for Buyers

While the primary goal remains optimal procurement outcomes, the following approaches can create meaningful SME opportunities:

• Clarity About the Opportunity- Transparency about contract scope, value, and requirements enables SMEs to make informed bid/no-bid decisions, preventing wasted resources

• Built-in Tier 2 Integration- Consider structuring specifications to promote or mandate SME involvement in specific areas. This can create benefits across all tiers while maintaining main contractor flexibility. (This is my preferred approach and experience shows it's effective but direct supplier nomination should be avoided as it increases client risk).

• 'Meet the Buyer' Events- Organised networking between SMEs and main contractors can create opportunities beyond individual contracts

• Allow Consortia- While there is more complexity, well-structured consortia can provide SMEs and clients with the scale advantages typically associated with larger suppliers

Summary

1. SMEs must demonstrate a compelling business case without expecting preferential treatment

2. Buyers should understand the agility and innovation advantages SMEs may provide

3. The right SME can offer substantial value in suitable contexts, but sometimes a large supplier is the right solution

CV Maintenance: A Consultant's Necessary Evil

September 2025

As a consultant, there are many tasks that come with the role but updating my CV ranks among my least favourite. Yet it's such an important sales document it simply has to be done. And here's the thing: it's never just one CV. You need multiple versions, each serving a different purpose.

1. The Long CV showcases all my key experience and successes, demonstrating both what I've accomplished and what I'm capable of. The constant worry? Have I included so much detail that readers lose interest halfway through and forget how brilliant I am?

The Summary CV distils everything into a single, powerful page. But I'm always second-guessing myself: have I omitted that crucial piece of experience that would land me that fascinating role I'm eyeing? (For me, interesting work trumps day rates every time.) Or worse, have I left out something that could help win a project that benefits not just me, but an entire team?

The Pen Portrait condenses my entire professional identity into just a paragraph or two. Get this wrong, and it reads like I've never done or accomplished anything of note—which is, honestly, ridiculous!

The Ultimate Irony

Here's what's genuinely amusing about this whole exercise: I rarely use these "standard" CVs as-is. They only come out when someone urgently asks, "Can you send me a CV now?" Otherwise, I'm customising them for specific roles, clients, and corporate cultures.

But here's why I need to maintain them anyway - they're massive time-savers. Having these different versions ready means that I can quickly adapt rather than start from scratch each time. It's a strategy I recommend to every consultant.

Just how Linked are Coaching and Consulting?

September 2025

Alongside my consulting expertise, I'm also a qualified executive coach—but perhaps not for the reasons you might expect. While I do offer coaching services when I believe I'm the right fit for the role, my primary motivation for obtaining this qualification was to enhance the complementary skills it brings to my consulting practice, allowing me to deliver even greater value to my clients.

The synergy between these disciplines runs deeper than many realise. Both coaching and consulting share fundamental requirements that are critical to achieving successful outcomes:

1. Building Strong Relationships

Whether working with key stakeholders in consulting or establishing rapport with a coaching client, the foundation remains the same: trust, clear boundaries, and open, honest communication must be established from the outset. These elements are essential for success in either field

2. Uncovering the True Objectives

Both areas require cutting through initial assumptions to identify what clients really need. In consulting, a seemingly straightforward brief like ‘reprocure our facilities and estate services’ often lacks clarity around scope and success metrics. Similarly, coaching clients frequently present symptoms rather than actual causes. This discovery process often leads clients to refine and improve their original goals leading to better outcomes

3. Rapid and Accurate Information Gathering

Both coaching and consulting rely on knowledge - once you have this you can move forward more effectively whether it is because you better understand the person you are coaching or the organisation you are advising. This is because you are giving support and / or guidance based on fact rather than supposition which is more likely to be wrong!

4. Working Within Defined Timeframes

Neither coaching nor consulting thrives with a ‘we'll get to it eventually’ mentality. Clear timelines and deliverables are essential, but so is building in flexibility. People change, organisations evolve, and external factors can create new realities that require flexible approaches

5. Creating Meaningful Impact

The reward in both fields is knowing you've made a real difference. Whether helping an individual advance their career through guidance and support (remembering that coaches facilitate rather than provide solutions) or enhancing an organisation's effectiveness, profitability, ethics, or sustainability, the satisfaction benefits everyone involved.

The foundation of success in both coaching and consulting lies in truly understanding your client - whether individual or organization - and applying your knowledge thoughtfully rather than defaulting to generic, one-size-fits-all approaches. This approach ensures meaningful outcomes for all parties.

The Art of the Specification

September 2025

In procurement, few elements are as critical—or as frequently mishandled—as the specification. Despite its pivotal role in determining contract success, specification development often falls victim to shortcuts and assumptions that undermine the entire process.

Common Specification Pitfalls

1. A copy and paste mentality

Existing specifications are recycled with only superficial changes—names and locations updated while fundamental requirements remain misaligned with actual needs.

2. Inexperienced developers

Junior or inexperienced staff are tasked with specification writing without adequate support. While involving them in the process has huge developmental value, expecting them to capture complex organisational needs and nuances sets both them and the client up for failure. Also, don’t think that AI can write the spec for you – it can’t grasp the subtleties and details that make the difference in a people focused service (yet!)

3. ‘One-size-fits-all’ thinking

Success stories from other organizations are transplanted wholesale, ignoring the unique context, culture, and requirements that make each client distinct.

4. Rigid adherence to specific models

Entrenched approaches—"we only use input specifications" or "we must have a single supplier model"—prevent consideration of what actually serves the organisation best.

Five essential principles for effective specifications

1. Assign the right authors

Deploy people with the genuine knowledge, experience, and capacity to understand your organisation's true needs. Whether internal or external, the specification writers must possess both the expertise and time to do the job properly.

2. Make it uniquely yours

Resist the temptation to copy what others do or what you've done before. Assess your current needs and future aspirations honestly. Your specification should reflect your organisation’s specific context, challenges, and goals.

3. Build in flexibility and adaptability

Provide enough detail for service providers to understand deliverables while maintaining flexibility for innovation and evolution. The best specifications enable providers to use best practices, introduce beneficial innovations, and adapt alongside your changing business.

4. Plan for Implementation

Particularly crucial when introducing significant service delivery changes, your specification should detail mobilisation expectations, including performance measures and transition requirements. Always consider how the new service will integrate with existing operations.

5. Consider your bidders

Structure your specification to make responding as straightforward as possible. Use clear sections, unambiguous language, and logical organization. Support this with a robust Q&A process that eliminates confusion before pricing begins.

The Collaborative Approach

Effective procurement isn't adversarial — it's about creating conditions where motivated Service Providers can deliver optimal value while meeting genuine organizational needs. When specifications are properly crafted, they become the foundation for arrangements that serve building users effectively while remaining financially sustainable and are beneficial to all parties.

The investment in getting specifications right pays dividends throughout the entire contract lifecycle. Take the time to do it properly.

For further guidance on procurement and specification development, please get in touch.

The Future of Facilities Management: A People-First Approach

August 2025

I've been diving deep into developing a training course on the future of facilities management and how professionals should navigate what's coming next. It's quite an undertaking, considering the rapid pace of change we're witnessing.

My research has taken me through evolving workplace dynamics, sustainability imperatives, mounting cost pressures, artificial intelligence, and countless other transformative forces reshaping our industry.

Yet through all this complexity, one fundamental truth emerges: Everything goes back to people!

No matter what technological advances we implement or infrastructure changes we make, success hinges on understanding and serving the people connected to our buildings:

• The occupants who work within these spaces daily
• The visitors and customers who experience our facilities
• The stakeholders who fund and invest in these assets
• The technicians and service providers who keep everything running
• The managers and leaders who make strategic decisions
• And crucially – you – never forget yourself

Whether you're evaluating new suppliers, designing a workspace, delivering services, or implementing the latest smart building technology, the human element must guide every decision.

The facilities management landscape will continue evolving at breakneck speed, but this core principle remains constant: we are people delivering for people.

Interested in exploring these ideas further? I'd welcome the opportunity to discuss the future of facilities management, share details about our training program, or speak at your next industry event. Let's connect.

The Importance of Whole Life Learning

August 2025

My main job is as a management consultant specialising in property, facilities, procurement and change but I do other things as well including coaching, training and assessment even though I often spend more time on it than I should.

However, there is a really good reason for this, I love it! I get a real buzz out of helping people progress in their careers whether marking an assessment or giving the benefits of my knowledge at a training course. It is especially good when someone makes me think and expands my own knowledge as the more you learn, the more you realise you still have to learn!

One of the big challenges of training is to make the courses interesting and fun, which can be a stretch in some of my topics such as risk management, but by using innovative techniques and pushing interactivity, you can get people interested in the driest of topics. I mean, how many trainers actually ask you to get your phones out in a training course!

If you want to discuss training or coaching with me or would like me to speak at your conference, please get in touch

The right look for your support services

July 2025

When specifying a facilities management service there are two key phrases that should always be considered “if it looks right, it is right” and “you only get one chance to make a first impression”

So why is this important?
Support services such as facilities management are enabling services that most people who benefit from simply don’t see, understand or fully understand. This means that they need confidence that the service they receive is safe, legally compliant and of a high quality.

So, for example with their facilities management service, if they see well-presented operatives with clean vans and well-arranged worksites delivering it, they will feel this unless events prove otherwise. Alternatively, if someone arrives looking unprofessional, and that doesn’t mean a cleaner wearing a suit and tie!, they have to prove their abilities in a way that a well presented operative wouldn’t.

This approach should also be extended into all of your communications including signage, documents and updates such as news releases and reports so that, almost subliminally, the message that people are in good, well run space is reinforced which increases end user satisfaction

So how do you make this happen?
1. Build presentation and communication into your delivery specifications
2. Develop a brand for your facilities management and other support services so it is consistent (it doesn’t have to be a name or logo)
3. Communicate in an open and honest manner wherever possible even if it means explaining why someone is saying no
4. Make sure your brand is used consistently by everyone – no Comic Sans or clipart no matter how well intentioned!

If you want to discuss any aspect of service procurement, specification or branding please get in touch

Understanding FM Support Services Operations Training

July 2025

Good to have delivered another successful training course with my friends at Quadrilect. This one was on "Understanding FM Support Services Operations"

The course gave an insight in what needs to happen to allow people to manage facilities in a way that delivers a great service, great value and, of course, a safe and legally compliant environment. It also helps people gain facilities management qualifications and helps me to understand what matters to a wide range of people

From a personal perspective I get a real buzz from helping people progress in their careers.

If anyone wants to discuss training, coaching, consulting or knowledge sharing, please get in touch

Operational Management" Training

June 2025

It was really rewarding yesterday to deliver some training for Quadrilect yesterday where my particular area of focus was on risk and minimising it for building occupiers and their facilities managers.

It is always enjoyable to meet with a range of people from different organisations and backgrounds as I often feel that I learn as much from them as they do from me - well almost!

For those who have never been to one of my training sessions I always try to make them interesting, no matter how dry the subject, by using interactive tools and techniques with this particular course ending with a quiz that always gets very competitive!

Sharing knowledge is great fun and positive for our industry

Delivering Success in Contract Mobilisation

February 2025

I have just led the successful mobilisation of one of this year’s largest facilities management contracts ( worth hundreds of millions of pounds) covering a large and diverse estate for a diverse organisation as part of an Incendium Consulting Ltd. team

Whereas I am not going to say this has been easy or straightforward the following five steps have been key to success:

1. Great People
By having the right people working with and for me, we have been able to deliver the right tasks to the right standard at the right time

2. Working with the Service Provider
The Service Provider also wanted a successful mobilisation and a great platform to build on during the life of the contract therefore understanding what matters to them, their risks, issues and concerns was key. In this case the Service Provider exceeded my expectations

3. A robust specification with strong milestones
I took great care to define the requirements for mobilisation and ensure they were issued in the tender so the Service Provider knew what to expect during mobilisation and therefore could resource and cost it appropriately with no surprises for anyone. This meant that expectations were managed and timescales fixed although a degree of flexibility was allowed meaning several milestones were finished early – which I was not expecting! The fact that payment for mobilisation was entirely linked to milestone completion probably helped too!

4. Great client support
My client understood just how important mobilisation was and that it definitely was not an afterthought. This meant I had sufficient resourcing (with some amazing people) and great executive sponsorship which allowed rapid decision making when needed

5. Communication
This is probably the biggest single success factor as mobilisation does not take place in a vacuum. People need to know how a new contract will affect them, the service they receive and to feel part of a process rather than it is simply being imposed upon them. By using a ‘there is no such thing as a silly or trivial question’ approach people were confident to raise, issues, concerns and comments with me with the understanding they would always be considered. This was really beneficial for me too as it gave me some amazing ideas that really improved the mobilisation process

In summary, I have been privileged to work with some great people and obviously I could not have mobilised a contract like this without a great team and supportive stakeholders.

If anyone wants to discuss mobilisation or has any questions please get in touch

A bit of fun - my NASCAR connection

January 2025

This post is just a bit of fun.

My business is called Spingate, it’s actually named after a house and beyond that we have no idea what it means. However, when you type the name into Google (or Bing or any other search engine) you get two results:
· My company (or companies)
· The 2013 Federated Auto Parts 400 was a NASCAR Sprint Cup Series stock car race held on September 7, 2013, at Richmond International Raceway in Richmond, Virginia, United States

Could you get more different than a company based in England offering a range of class leading management consulting and property solutions (well I would say that!) and car racing? Not really.

So firstly, I got there first with the name! having established my company several years before the race but as Wikipedia notes: “The race was marred by a controversial finish, after evidence surfaced that two teams were found to have manipulated the outcome of the race and Chase positions in the final ten laps. NASCAR ultimately determined that Michael Waltrip Racing, Penske Racing, and Front Row Motorsports were involved in two separate, but intertwined, incidents, first by Clint Bowyer intentionally causing a caution with less than ten laps remaining in the race, and on the ensuing restart, having Brian Vickers pit after a restart from caution so that Martin Truex Jr. would clinch a Wildcard berth over Ryan Newman, and the second was collusion where Penske's Joey Logano earned the final guaranteed berth over Jeff Gordon after passing Front Row's David Gilliland. Both situations were intertwined together because of the tenth place and wild card situation. This scandal became widely known as Spingate”

So, there you have it. No great technical insights or anything that changes the world but it does show how we can be one degree of separation from wildly different things.

And NASCAR is great to watch if you like car racing!

The importance of a good mobilisation team

September 2024

I am currently leading the mobilisation of a large facilities management contract, something that many who have carried out will know can be a really difficult and challenging process but one that is so important as it acts as a foundation for and sets the tone for the whole of the contract throughout its life

The main factors in the success of a mobilisation are firstly planning and making sure that what you want in the mobilisation is as clearly specified as the maintenance of air conditioning or how you want a building cleaned but also having the right team is essential

On my current project, I am very fortunate to be working with some great people with my client, my service provider and Incendium Consulting who are committed to making sure that the right service will be delivered at day one and between us we have worked closely to ensure that we all know what is needed and how we can deliver it. This makes such a difference and reduces risk significantly

How important is coffee in the workplace?

August 2024

Anyone who knows me will probably have never have seen me without a bucket of strong decaf in my hand but as we all know one person does not a demographic make!

I would argue that it is more important than you would think as it’s one of those little details that can make an office or other workplace more attractive thus helping to increase productivity and staff retention. Is it the key factor? – of course not, there are many elements that matter more such as salary and the workplace itself – would you rather work in a dump with great coffee or a beautiful building with only adequate coffee?

However, as the cost of coffee is low – even your favourite gourmet coffee handmade by a barista in your coffee shop only costs a few pence in product costs as most of the costs are in the staff and the property – so people seeing their favourite high street brand or thinking ‘this is better than the coffee shop down the road’ makes a real difference and is a real quick win along with not just providing the cheapest nastiest pens in the stationery cupboard!

In summary this is just an example of how little things can add up to make a difference so don’t forget the little things as they all add up!