Construct - Issue 48

Interview

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ON TERM MAINTENANCE

How long have you worked at FM Conway?

What does your job involve?

I’m a civil engineer by profession and joined FM Conway 17 years ago. I initially worked as a project manager and then as a contracts manager in the building maintenance division, before moving to the structures team, where I ran the structures arm of the London Highways Alliance Contract (LoHAC). I have also spent time in civils and rail. In 2022 I took on the role of running the term maintenance division, and in July 2023 was made managing director. In my career I’ve been fortunate enough to experience many different aspects of the business and understand the people here and how FM Conway operates. But I also really understand our clients’ business and how we can help them achieve their goals. Term maintenance is the beating heart of FM Conway. The work we do is our core business, but what we do for the communities in those locations is so much more than that, and it’s something the workforce should be really proud of. We may be in the south of England, but some of those communities are among the most deprived in the country, so the social value aspect of what we offer is really important. Term contracts can be up to 12 years long, which gives us time to build really strong relationships. This is so important as our clients can go through periods of huge investment and experience budget constraints within this cycle. As a key partner to our clients we are best placed to support them when they really need it. What do you like about the job?

Term maintenance is a big business. We have an annual turnover of around £120 million and a workforce of 450 plus 100 managerial staff. We currently have term contracts with 14 London boroughs, and with Transport for London, Brighton & Hove City Council and West Sussex County Council. Those contracts are really varied and call on every aspect of the business, including structures, traffic management, surfacing, lighting and WDM. We also undertake a lot of public realm work for developers, like the recent projects at the National Portrait Gallery and the Old War Office. A key priority for me is building the teams for each of our term contracts. It’s really important to get the right people into the right roles, with figureheads who understand the intricacies of the borough or council. Our clients have all set targets for reducing carbon and increasing social value, but they are also dealing with the cost-of-living crisis. They all have different priorities and it’s important that we understand where these priorities are so that we can tailor our service to provide the best support. The majority of our clients have less money to spend, so we try to help them to do things differently and make sure they’re getting the best value for the money they spend with us. That means that we must make sure our relationships are strong so that we can have a conversation with them about the benefits of doing things differently or using alternative materials. Strong relationships enable us to be a bit more empowered to challenge the way things are done. What are the main challenges for your clients?

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