10 QUESTIONS WITH… Q1
In each issue we ask an FM professional the Tomorrow’s FM 10 Questions. This month we spoke to Colin Dulson, MD of Berrison.
WHAT WAS YOUR FIRST JOB?
My first job upon leaving school was in the post room and print room at Kent Police headquarters. I loved it and learnt a lot of lessons in dealing with people and deadlines.
Q2
HOW DID YOU GET INTO THE FACILITIES
MANAGEMENT INDUSTRY?
I started a training company many years ago and as many of the construction firms that I was supplying training to developed FM services and divisions, we followed our contacts and grew our knowledge of the FM industry dynamics and challenges. We now provide bespoke FM team and leadership training to some of the largest FM providers in the world.
Q3
HOW DO YOU CHALLENGE THE
STATUS QUO?
We coach management teams over the lifecycle of the contract they are responsible for. Our job is, arguably, to challenge their status quo all the time, in order to achieve continuous innovation and improvement. As FM often means dealing with multiple organisations, we help management teams look after the details that often get overlooked: communication, relationships etc. If these break down, FM providers end up working backwards to rectify problems, costing time and money. We help ensure everything works well from the outset to encourage renewal, rather than close of contracts.
Q4
SINCE YOU STARTED IN FM WHAT HAS
BEEN THE BIGGEST CHANGE THE INDUSTRY HAS SEEN/
YOU HAVE OBSERVED? As the industry has matured (referring to age of industry not
64 | TOMORROW’S FM
capability) there has been the inevitable reduction in margins, more selective and demanding clients and, in many cases, an increase in the complexity of contracts. Leadership skills are also increasingly challenged by the constant introduction of new technology and employment legislation.
Q5
WHO, IN ANY OTHER INDUSTRY,
DO YOU MOST ADMIRE?
No one person or company but I do admire habit and rule breakers. People and companies that don’t accept that the current way is the best way.
Q6 Q7
WHAT IS YOUR FAVOURITE FILM?
Shawshank Redemption and Schindler’s List. Both epitomise the human ability to endure against all the odds.
IF YOU COULD HOST A DINNER PARTY
WITH THREE GUESTS, DEAD OR ALIVE, WHO WOULD
THEY BE AND WHY? Stephen Fry – for intellect, humour and warmth; Bruce Springsteen – for observation of people and to find out how the hell you write such amazing lyrics; and, Winston Churchill – for ferociousness, arrogance and brilliance and to keep the dinner party ‘on its toes’.
Q8
ANY ADVICE TO SOMEONE
JUST STARTING OUT IN
THE INDUSTRY? Firstly, if you don’t like working with or leading people, then don’t start out in the industry. Even with future technology, the industry is - and always will be - about lots of people doing lots of different things, from cleaning to engineering, in lots of different places. The technology
and systems will never in themselves provide the customer service that will develop sustainable contracts. That will be down to relationship management. If you want to do well in the FM services industry, get to be very good at developing relationships.
Q9
WHAT DO YOU THINK IS THE FUTURE
OF THE FM INDUSTRY?
Despite the future ebb and flow of in-boarding and outsourcing, I think industry knows the wisdom of outsourcing all non-core activity, allowing them to focus on their real core business. In order to accept and use new technologies and for contracts to become as efficient as they will need to be, all employees will need to become much more multi-skilled and good with constant change.
Q10
IAIN SHORTHOSE, CUSTOMER
EXPERIENCE DIRECTOR, INTERSERVE, ASKS: CUSTOMER EXPERIENCE IS OFTEN CITED AS THE NEW BATTLEGROUND FOR SERVICE LED ORGANISATIONS. WHAT IMPACT DO YOU FEEL THIS WILL HAVE ON OUR INDUSTRY OVER THE NEXT
FIVE YEARS? I think one of the major implications to the focus on customer experience is the need to train all contract staff, regardless of their role and skill set - they need to know that they are a customer service person as well. For example, if you’re on the cleaning team in a public space such as an airport, stressed customers will ask you questions about planes and gates because you have an official badge and a uniform. You need to be prepared. Training is key.
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