Where have you come from?
Project manager on ISIS - a neutron research facility for the Science and Technology Facilities Council (STFC) at Rutherford Appleton Laboratory. This is the single science largest project by a British government in 25 years and has a £49 million construction budget which I’m managing. Before that I worked as a project manager for Davis Langdon.
How do you see will Edwards Partnership developing?
We’re recruiting project managers and QSs at the moment – the plan is to grow to eleven or twelve people before the end of 2008.
You’re based in the sticks, well Swindon – isn’t it tough finding staff?
Recruitment is something most firms find tough. Being London based can count against you – some QSs actually enjoy living and working in the countryside. There are long term benefits to working in a relaxed, informal atmosphere and that’s what we can offer here. Sometimes the profession can get a bit stuffy – we’re offering something fresh.
Why did you leave ISIS for Edwards Partnership?
In career progression terms it was a sensible move. ISIS is STFC’s biggest project and very successful. But I was mindful that when ISIS finished there may not be another project for me.
Smaller firms are ripe for consolidation and takeovers – is that something you fear?
It’s like food shopping - there are a few big players in the market and that doesn’t necessarily mean good service to customers. We’re keen to avoid the pitfalls big firms make. That’s why, for example, we have three monthly reviews making sure clients are happy. Small firms are far more flexible when responding to clients’ needs and can therefore give a more personal service.
As markets consolidate, Edwards Partnership may come under increasing pressure to specialise in a niche market.
Niche is certainly a possibility. Dispute Resolution is part of our service and where we’re seeing more interest. But QSing and project management is still core to the business.
On a cold, wet, wintry Monday morning what makes you happy to come to work?
The fact we can pick where to take this business – I like that flexibility.
What makes you dive back under the duvet?
Wet weather.
Are there any down sides to working for a small firm?
Longer hours and harder work. There’s also the issue of brand awareness - mention Davis Langdon and everyone knows who you are. But then, working here you never feel you’re just cog in a large machine.
Did you always want to be a QS?
Does anybody? (laughs)
No seriously, I always wanted to go into something with good job opportunities.
How is dispute resolution evolving as a core revenue stream?
We’re finding there’s growing interest in mediation. People are looking to resolve dispute quicker and cheaply. Conflicts can be resolved but the question is whether parties really have the will. Some come to the table with fixed ideas - you must have a mind to mediate.
What sort of person makes it as a mediator?
You’ve got to be able to consider facts dispassionately and make a decision – it’s like being a magistrate.
Do you think London will build the Olympics on time?
It’s much like the Jubilee Line – it has to be built on time. Money will have to be thrown at it. The design stage takes longer than planning and therefore the build time gets reduced. This is where contractors can end up taking on more risks which leads to an imbalance in risk responsibility. This will be an issue with the Olympics in that the risks are not proportionate to the person and may lead to disputes. It will all come down to writing good contracts.
Who’s your role model?
Bob Ogilvy – a project manager at Davis Langdon, a great character and my mentor. His approach was all about people and that’s what dispute resolution is all about.
What is your take on the current state of the construction industry?
There are great flagship projects where supply chain management is very good, but too many large contractors are influencing smaller firms. The industry is also too fragmented. Changes need to be implemented but it’s a case of getting these changes implemented further down the food chain and that comes down to better management.
Do you think global warming can be partly pinned on the construction industry?
Current weather is global warming and the construction industry contributes to that. We’re trying to influence our clients to be more environmentally and socially responsible. We’re seeing lots of interest in sustainability and greater purchase of ethical products – this is clearly a growth area.
Could more be done to encourage women in dispute resolution?
We employ two women – one in business development, the other in administration. We’re always looking for the right candidates but there’s a scarcity. More women should be entering the profession. They have very good mediation and resolution skills – they don’t feel the need to shout.
Payment processes has always been a thorny area - are things getting easier?
On the client side things are improving. Clients are increasingly aware of the importance of cash flow to contractors and that withholding payment can be unfair. Contractors are dependent on fair payment in order to pay subcontractors. At the end of the day everyone needs to be paid.
If you were marooned on a desert island what is the one thing you couldn’t live without?
Rioja – it’s good for relaxing. If you’re stranded on an island you might as well be able to drink."
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