Navigation trail

• Home page
• Case studies
• Facilities management consultant: Connel

Facilities management consultant: Connel

This Case Study belongs to Facilities manager.

During a placement as part of his quantity surveying degree, Connel discovered a particular interest in occupancy and how buildings are used once construction is completed. This led him to pursue a PhD in facilities management and property management. While conducting his research, he developed his analytical skills and ability to report precisely and concisely which proved to be ideal for a role as a consultant. He joined a boutique consultancy where he stayed for eight years before moving to PriceWaterhouseCoopers’ real estate team three years ago.

Connel’s undergraduate degree was accredited by the Royal Institution of Chartered Surveyors (RICS) , which helped when he began to work towards chartered status through the assessment of professional competence (APC). There are different entry points to suit varying levels of experience graduates may have in the field. Placements during study can provide extra credit, but it is also possible to qualify from non-cognate backgrounds. Facilities management (FM) is a relatively new faculty of RICS but suited Connel’s background and experience perfectly, with a curriculum matching closely his daily work at the consultancy which was entirely FM centred. Gaining chartership does, however, require a proactive approach to work, to achieve the right depth and breadth to meet all the competencies, so it is important to think ahead and create a career development plan.

His current job blends surveying specialisms and management consultancy, with most of the work being driven by business development plans from the top of client organisations. This means the projects tend to have a more strategic focus than traditional surveying work which can be centred on operational needs. Consultancy is all about helping clients to perform well. Clients usually instruct consultants when they do not have capacity and capability within their own organisations. Often clients need independent, objective expert advice with such activities as business case preparation, options appraisal, implementation planning, project delivery/procurement and management, performance assessment and benchmarking.

Connel is usually dealing with ongoing project management of a range of projects simultaneously, alongside writing proposals to gain new work. He usually works from the office but is sometimes based with clients, particularly for the largest projects. Internally he may be leading and managing a team, taking responsibility for their training and development, as well as maintaining an overview to ensure that the products and services the team offer are in line with the needs and demands of the market.

Clients may be government departments or private sector organisations and consultants tend to organise their teams by market focus. PriceWaterhouseCoopers is a matrix organisation with separate lines of service, so consultants move around and change teams according to where their skills are needed. This provides a refreshing variety which gives scope for interest and development, which Connel sees as another significant advantage.

FM is a wide-ranging field which offers plenty of matches for entrants with different interests, skills and backgrounds. Connel suggests that those with a more technical outlook might enjoy Hard FM or asset management, dealing with premises, plant, equipment and rooms. People who are more customer focused or have a service background might want to move into Soft FM areas including catering, reception or reprographics. There is also a choice between working as a consultant, working within a client organisation or on the supply side, for a contractor. Each specialism uses a different set of skills and offers advantages to suit different priorities and preferences.

Case Study sourced by Alexandra Hemingway of University of Surrey, 10 July 2008.