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A global leader in commercial real estate services and building management
Aging facilities infrastructure, insufficiently skilled operatives, deprecated preventative maintenance routines, and increased tenant customization requests had created significant building infrastructure risk and exposure for this Class-A facility. But prior requests for additional personnel and project funding were rejected as unnecessary and expensive.
Assisted Director of Infrastructure in how to identify and properly articulate – in specific business terms – current operational risks, and their short- and long-term impact; near-term operational risks, and their short- and long-term impact; optimal, and minimally-required, mitigation needs; related department restructuring with recommended personnel-change timeline; financial implications with options for funding; and a thorough assessment of the business and operational risks and financial implications of inaction or deferring the decision to proceed.
Developing the discipline to approach these “behind the scenes” infrastructure issues as having important business/financial implications (rather than as facilities/technology funding requests) enabled the executive-in-charge to garner the necessary support and approval needed to restore/upgrade this marquee landmark for the business and financial betterment of its tenants, stakeholders, and the building itself.
Engagement outcomes and post-engagement survey results for this, and other engagements, are available at www.leadershiptraction.com/outcomes and www.leadershiptraction.com/rroi.
