How long have you worked for BGIS?

I commenced my employment with BGIS is May 2024. My experience has fundamentally always centred around the delivery and maintenance of social housing, be it with the public and/or not for profit sector from project and development management to contract and executive director positions over the course of 30 years in south Australia and New South Wales.

Tell us about your contract/scope of work.

I am currently employed as the Account Director for the Homes NSW Responsive and Programmed Maintenance (RAPM) contract. BGIS holds a five-year contract with Homes NSW, with the option to extend for a further five years. The contract encompasses the delivery of both responsive maintenance, ranging from 4-hour to 18-day priority works, depending on the urgency of each request and programmed maintenance activities, including vacancy works, dwelling modifications, minor and major capital upgrades, lawns, grounds and common area servicing, and component (statutory) servicing. The scope of the contract covers approximately 13,500 dwellings across northern New South Wales, from the Central Coast to the Tweed region.

The account delivers maintenance works with a help desk and programmed coordination team, who distribute work orders to over 110 vendors including BGIS’ Self Delivery team. Programmed Works are monitored and managed by two area managers and their teams of Works Supervisors most of whom are located in Cardiff to manage works in Newcastle and the Central Coast, and a further five team members to oversee works from Coffs Harbour to the Tweed Region. The account currently employs 68 employees.

Tell us any highlights and/or interesting things about your account.

An interesting aspect of this account is the high volume of work orders being raised by Homes NSW, which has exceeded our initial expectations. As a result, we have had to recalibrate the resources required to deliver the contract, including engaging additional vendors to manage the significant level of maintenance requested by the client. The immediate challenge has been to incentivise vendors to meet their contractual obligations, particularly given that many had previously been selective in accepting work orders due to the sheer volume received. Recently, however, we have successfully onboarded new vendors, which has increased competition for work orders. Combined with ongoing performance management and evaluation, this has begun to deliver improved outcomes for the client.

Also to note, we have dealt with floods and cyclones within the first nine months of the contract!

What is unique to working in your sector?

The client is very committed to improving the lives of current and future social housing residents, an essential social outcome for the NSW Government. For BGIS, this means our people, systems, processes, and vendors must remain focused on delivering maintenance works within agreed timeframes. This ensures Homes NSW can allocate housing to those on priority waiting lists and that dwellings are safe, secure, and maintained to contemporary standards.

Secure, safe and suitable social housing is a major determinant of the quality of life of a public housing tenant and for those who reside within them.  It provides the stability and an environment whereby occupants can seek opportunities such as employment, training, education, improving their physical and mental health while also increasing their participation within the community. BGIS has a significant role to play in assisting tenants seek their full potential, and our team is aware of this and is supportive and motivated by meeting the goals of Homes NSW and the State Government as they relate to the social housing system.

What innovation(s) has your team introduced into your contract?

Recently, we introduced a measurement tool designed to assess the capacity of our vendors. This enables us to determine the number of work orders each vendor can feasibly complete within the contractual timeframes. If a vendor is consistently missing time frames, it may indicate they have exceeded their resource capacity. Capacity limits are now directly linked to vendor performance and their resource expansion. In such cases, they will not be allocated additional work orders until they have reduced their backlog and/or increased their available resources. This approach encourages vendors to complete work orders on time and, with a broader pool of vendors now available, is expected to significantly improve overall work order completion timeliness.

How do you stay client-focussed?  

In relation to this account, it is essential for our team to remain aligned with the strategic objectives and priorities of Homes NSW and the State Government as they relate to social housing. In that regard, we are in constant dialogue with the client to understand and respond to their expectations, which are centred on improving the social housing experience for tenants. For BGIS, this means a continued focus on delivering high-quality, timely services that ensure tenants’ homes are safe, accessible, and appropriate to their needs, all within the boundaries of our contractual obligations.

A key piece of FM career advice…

Two main points I think that are important:

1.  Be responsive to the client, understand their requirements, respond to queries in a timely manner.  Be aware of the clients KPI’s and as far as our service obligations are concerned, ensure we do our best to assist the client KPI’s being met.
2. Understand the contract, and the risk allocation behind its structure, and ensure that your team is fully across this as well.  Don’t assume that the client understands the contract either, and this being the case it’s all too common to be asked to perform services that are not strictly in our remit, and to push back with respect.  In addition, there usually are grey area’s that will require negotiation particularly in a new contract.

How long have you worked for BGIS?

I have worked for BGIS at the Gold Coast University Hospital for two and a half years. I initially joined the team as the Engineering Manager and, after demonstrating strong leadership and performance, was promoted to the Account Manager role, which I have held for the past nine months.

Tell us about your contract/scope of work.

Our contract at the Gold Coast University Hospital covers the full range of hard and soft facilities management services. We have a great team of 80 full-time employees, with approximately 60% being qualified tradespeople, which ensures we can deliver a high standard of technical service in-house. Our people really understand the building assets and how to deliver their services whilst being sensitive to an environment with many stakeholders.

The hospital is a major facility in Southeast Queensland with 750 beds, and is currently expanding to 860 beds, increasing the scale of our service delivery. Our scope includes managing essential infrastructure, preventive and reactive maintenance, asset lifecycle planning, and support services, all delivered in a live clinical environment where reliability and safety are important.

Tell us any highlights and/or interesting things about your account.

A highlight of our account is the responsibility for maintaining a critical environment at the Gold Coast University Hospital. As the hard FM provider, we manage essential infrastructure such as the HV electrical network, chilled water systems, and emergency backup services, all of which are vital to the safe operation of the hospital buildings. This environment demands high-level execution with no margin for error. The consequences of failure are significant, which makes the setting both challenging and rewarding.

What is unique to working in your sector?

Working in healthcare facilities management, particularly in a busy hospital environment, is both complex and dynamic. It goes beyond traditional facilities management by integrating a strong people-based focus, where our FM work is delivered alongside patient care. Problem-solving skills are essential, as no two days are the same. We constantly respond to reactive challenges while ensuring minimal disruption to critical services.

Managing multiple stakeholders, including clinical staff, contractors, and hospital executives, requires clear communication and alignment of priorities. The asset lifecycle in a healthcare setting is also significant, with infrastructure and equipment playing a direct role in patient outcomes. Additionally, the essential services element such as power, medical gases, and water adds another layer of complexity, as these systems must operate with zero tolerance for failure.

What innovation(s) has your team introduced into your contract?

One of the key innovations introduced by our team was the increased regularity to monthly testing of power generators. The increased work and hard yards put in by the team, meant that we were well-positioned in the response to ex-Tropical Cyclone Alfred.

Recognising the slow-moving nature of the cyclone and its potential impact, we quickly formed a joint taskforce with the client, adopting an emergency response mindset. We implemented a range of measures, including installing temporary fencing, securing tools and equipment, and coordinating staffing to ensure key personnel could remain onsite throughout the event.

The routine monthly generator testing proved vital when the hospital lost power for 37 hours, the generators functioned seamlessly, preventing any major disruptions to hospital operations.

The client later shared that they had never felt more supported in an emergency response event, which highlighted the effectiveness of our planning, responsiveness, and innovation under challenging circumstances.

How do you stay client-focussed?  

For me being client-focused begins with transparency and proactive communication. I endeavour to keep our client well-informed, not just about what has happened, but about what could happen sharing potential risks, and progress updates. We operate to strategic account management plans, to keep us aligned with our client’s goals. I find it helpful to try to understand the client’s perspective and anticipate their needs.

A key piece of FM career advice…

Coming from an industrial engineering background, I view my work through a technical lens. However, one of the most important lessons I’ve learned is to never underestimate the value of relationships and your network. Knowing who are the subject matter experts is important, so that you’re familiar with the right people before the pressure is on.

Stay curious, trust your team, and always take ownership.

How long have you worked for BGIS?

I have been with BGIS for 10 years, during which time I have had the opportunity to lead a fantastic team in this diverse and evolving portfolio.

Tell us about your contract/scope of work.

We deliver facilities management and maintenance services to the Department of Communities and Justice (DCJ) across a broad and diverse property portfolio throughout New South Wales. The contract commenced on 3 June 2021 with an initial term of seven years and an option to extend for a further six years.

Our scope of work includes the ongoing maintenance and service delivery across technical and general disciplines. These include heating, ventilation, and air conditioning (HVAC), hydraulic systems, electrical systems, fire safety systems, general building services, security systems, workplace services, and the delivery of project-related works. Our role encompasses both planned and reactive maintenance, compliance, and asset lifecycle works, ensuring all assets are maintained in line with statutory requirements and operational standards.

The Department’s property portfolio includes a wide variety of facilities located in both regional and metropolitan areas of NSW. These facilities support multiple customer agencies within the Department and consist of correctional centres, courthouses, office buildings, and residential properties. The buildings range in type and complexity from single-level and multilevel modern buildings to heritage-listed properties and high-rise commercial facilities.

Our service delivery model is designed to support the continuous operation of these facilities while ensuring safety, compliance, and performance, aligned with the Department’s strategic and operational objectives.

Tell us any highlights and/or interesting things about your account.

 One of the most interesting aspects of this account is the diversity of its property portfolio, both in terms of property type and historical span. For example, Windsor Courthouse, the oldest asset on the account, marked its 200th anniversary in 2023, offering an insight into colonial-era architecture and justice infrastructure. In contrast, Newcastle Courthouse showcases the portfolio’s modern buildings. Completed in 2015, it replaced a facility that had served the region for 124 years and now anchors a $90 million justice precinct in the heart of Newcastle’s CBD. This blend of heritage assets and state of the art buildings ensures the account team has interesting workplaces.

What is unique to working in your sector?

Working in the correctional facilities sector presents a unique set of requirements. There are many considerations in the management of the facilities and buildings that relate to the high security environment. Solutions must be carefully selected with tamper- and vandal-proof features in mind, and access restrictions demand planning and coordination. These facilities operate 24/7, 365 days a year, which adds an additional layer of resourcing to maintenance and service delivery.

A standout feature of this account is the implementation of Sustainability Action Plans that align with the Department’s objectives and the Premier’s priority to reduce recidivism. These plans go beyond environmental sustainability to include social impact goals such as focusing on Indigenous participation, engagement with regional and small-to-medium enterprises, support for people with disabilities, and opportunities for apprentices and trainees. This approach builds on the contract’s strong foundation of social responsibility and contributes meaningfully to community outcomes. We have a role dedicated to the delivery of the initiatives in these plans, and we proudly work with our client to achieve these goals.

What innovation(s) has your team introduced into your contract?

The introduction of an online portal for the Hazard and Asbestos Register has streamlined access to critical safety information, improving compliance and risk management across the portfolio.

We have introduced an AI application to the reactive maintenance invoice validation and reporting process; this has delivered measurable improvements. By automating the validation of thousands of invoices each month, the AI application has significantly improved processing accuracy and efficiency. This not only enhances reporting capabilities but also ensures faster turnaround times and more reliable data for informed decision-making.

How do you stay client-focused?

Staying client-focused begins with taking the time to truly understand the requirements of our contract, the key outcomes, and the challenges they face. Building strong relationships through open communication is key through connecting with people, asking the right questions, and, most importantly, actively listening to their responses.

I also make it a priority to anticipate client needs and provide proactive, tailored solutions. Where possible, I align some of my personal and professional goals with the client’s objectives. This helps maintain a strong sense of purpose and commitment to their success, even if it is done informally as a source of motivation.

Key Facilities Management Career Advice:

Listen first. Effective FM starts with clear, open, honest, and timely communication and that begins by truly listening. Show respect to clients, colleagues, and contractors alike. Anticipate needs and be ready with thoughtful, proactive solutions. Build relationships and foster collaboration. Network within the industry to stay connected and informed. Commit to continuous learning, as the FM landscape is always evolving, so you need to stay curious and keep developing your skills. And remember: “The customer is always right… in matters of taste.” They may not always be right in every decision, but that is where diplomacy, tact, and understanding come in. These skills are often crucial when guiding a client toward a better, more informed outcome that serves their best interests.

How long have you worked for BGIS?

In total I have worked for BGIS for over seven and a half years. I am a boomerang employee, who returned to BGIS around ten months ago to lead the Endeavour Group account.

Tell us about your contract/scope of work.

BGIS is proud to deliver an Integrated Facilities Management solution across a national portfolio of 1,300 sites, encompassing both hard and soft services. Our dedicated team of fifteen professionals includes Facility Managers, Facility Coordinators, Finance Specialists, Soft Services Expert, and a Reporting & Compliance role who all work together to deliver consistent, reliable support.

Our overarching goal is to keep the ‘lights on and the drinks cold’ across the vast portfolio of stores. We ensure operational continuity 24/7 so front-line store teams can focus on serving customers.

We see our team as being more than a service provider, hopefully we are an extension of the team, supporting the business every step of the way.

Tell us any highlights and/or interesting things about your account.

Since the commencement of the contract, the account has undergone a significant transformation. It has been a true change journey, and our team is very pleased to be part of it. One of the most rewarding aspects has been working closely with the client to navigate the change together and achieving progress along the way. Seeing the impact of our collective efforts has been very motivating for everyone involved.

What is unique to working in your sector?

It is exciting to work with Australia’s largest retail drinks network who operates brands like Dan Murphy’s and BWS. Our work takes place right alongside customers in live retail environments, which means we are always mindful of the public spaces we are in. No matter what we are taking care of in the building, our priority is making sure the business runs safely without interruption.

We are proud to support a vast national footprint across all states and territories, with a team that is remotely managed but well-connected. The majority of stores are in urban locations, with eleven remotes stores and over three hundred regional stores in the portfolio.

One of the best parts is the people we work with client-side, they are collaborative, and great to deal with every day.

What innovation(s) has your team introduced into your contract?

The BGIS team has introduced a comprehensive asset audit and capture initiative as a key innovation within the contract. This program was developed to provide greater visibility of assets across all 1,300 sites to our client, enabling better financial decisions and more strategic planning.

With accurate asset data available, we can support future data-driven budgeting and investment decisions, optimise maintenance strategies, and improve overall asset lifecycle management. This also enhances compliance and reduces operational risk by ensuring all assets are tracked and maintained.

How do you stay client-focussed?  

It starts with regular weekly meetings across all levels of the team. That consistent connection keeps us aligned, responsive, and proactive to the needs of the Endeavour Group team.

It is refreshing to have a client who genuinely wants a partnership, not just seeing BGIS as delivering services to their buildings. That kind of mindset motivates us to work hard, go the extra mile, and deliver to their goals.

We do not just meet expectations—we collaborate to exceed them.

A key piece of FM career advice…

Facilities Management can be fast paced and overwhelming at times with conflicting priorities from within the client organisation.  I always find it helpful to remember that no matter what sector your client’s business is in, there is someone on the front line whether it be in a retail store, an entertainment venue, a hospital, critical infrastructure site or any other facility, who needs your help.  Keep that front of mind as you navigate the best way to deliver what your client needs.

How long have you worked for BGIS?

I joined DHMC in 1996 and have held a variety of roles throughout the company. Starting as a painter, I progressed into leadership positions, first as a Foreman and Overseer, then transitioned into an administrative role in 2000. In 2003, I became Office Manager, and by 2010, I stepped into the role of General Manager.

I have been leading the Southern Region for the Kāinga Ora contract in Aotearoa New Zealand as General Manager – Te Mahi Ngātahi since before BGIS acquired DHMC in 2023. While my official tenure with BGIS began with the acquisition, I bring nearly three decades of experience and am fully committed to the continued success of the contract under BGIS.

Tell us about your contract/scope of work.

We manage the Te Mahi Ngātahi contract for Kāinga Ora, a social housing maintenance contract in Aotearoa New Zealand. Covering the lower half of the Te Waipounamu- South Island, this performance-based contract focuses on ensuring high-quality outcomes for tenants.

Our team oversees more than 6,000 properties, working with approximately 170 subcontractors. Around 1,400 individuals have been inducted to support our operations.

Tell us any highlights and/or interesting things about your account.

A key highlight of this contract is our ongoing commitment to improving the living conditions for tenants. We ensure the homes we maintain are safe, dry, and sustainable, which supports tenants living with dignity. This approach helps provide long-term, well-maintained housing.

What is unique to working in your sector?

What makes the social housing maintenance sector unique is the direct impact we have on people’s everyday lives. Our work goes beyond maintaining buildings – it’s about ensuring safe, quality homes for individuals and families in need. The sector is dynamic and constantly evolving, presenting new challenges and opportunities. We work to address these challenges in ways that support tenants’ security and wellbeing. It’s incredibly rewarding to know that our efforts contribute to the overall quality of life for those we serve.

What innovation(s) has your team introduced into your contract?

We are always exploring ways to improve our processes, including leveraging AI-driven solutions to automate tasks, enhance reporting, and streamline communication. While not every idea succeeds, we work in a supportive environment where the client values innovation and listens to our feedback. This enables us to drive efficiencies and reduce manual tasks across the contract.

How do you stay client-focused?

I’m fortunate to work on a single contract, which allows me to stay closely connected to the client’s needs. This contract is consistently seeking smarter and more efficient ways of working, so staying client-focused means adapting to changes and ensuring we align with the client’s evolving objectives.

A key piece of FM career advice…

Stay adaptable and continue learning. The industry is always changing, and being open to new technologies, strategies, and perspectives will help you stay ahead. Building strong relationships with your team and clients is also essential for long-term success.

How long have you worked for BGIS?

I’m what they call a boomerang…I have been with the business nearly 25 years all up although that has been in three separate stints originally starting as a graduate trainee believe it or not!  I have been in the current role coming up to 6 years.

Tell us about your contract/scope of work.

We deliver maintenance services to the company owned  BP Retail portfolio of around 500 sites across Australia and New Zealand.   We deliver the work through a mix of self performed and sub contracted vendors and we cover nearly everything building related from a planned and reactive maintenance perspective.

What is a highlight of your account management?

Well there is never a dull moment, it’s a high transaction contract where an efficient work order process is key.  With over 20,000 tasks a year and just 3 FM’s there is a lot for us to be across.  We have been in this relationship for nearly 6 years and in that time we have managed to hold budgets steady in an environment where the actual cost of delivery has increased by over 20%, this has been a significant outcome, and I am proud of what the team has achieved in partnership with the client’s team.

What is unique to working in your sector?

The health and safety requirements of working in and around hazardous areas and around the general public make this sector both interesting and challenging.  Coupling that challenge with delivering over 100 tasks a day across the 500 sites using over 60 vendors, with a relatively lean team adds to the complexity. We cannot be on site to physically oversee what is taking place and therefore put a lot of focus into hands on training of all of the technicians that support us on the contract, through a great team of vendors.

What innovation(s) has your team introduced into your contract?

We are constantly looking at ways of driving innovation and trialling different approaches, not all ideas work out, but we have an environment where the client supports us to try new ways of working and they listen to the feedback that we provide. 

Last year we held an Ideation session with many of our vendors that identified over 70 ideas to drive innovation, that has led to at least 20 tangible initiatives for improvement that have helped to drive down cost, reduce wasted time, improve first time fix, improve safety or improve customer experience.  Our Vendor and BGIS Technicians are the greatest source of innovation and we simply try to take one idea and share it across all vendors.

How do you stay client-focussed?  

We have a great contract model that keeps our team pointed in the same direction as the client team, and this enables us to pivot our focus quickly as the clients needs change.   The client regularly throws us challenges and we work together to drive the outcomes and it makes us feel we are a core part of their team.

A key piece of FM career advice…

Keeping the trust of the client is the most important factor in a sustainable and enjoyable relationship, and having a contract structure that promotes partnership really helps. Being quick to own our mistakes and to focus on the learning opportunity rather than become defensive certainly pays off.