People Spotlight: Jesse Budhlall, Account Manager

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.