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"What jobs did you do before moving to consultancy?"
I graduated with a first in Civil Engineering and had started out as a construction site engineer, then moved to estimating and planning for construction. From there I did a PhD in engineering and computing and some post-doc work. It was then back to the real world working in construction and bringing in new processes for estimating, planning, cost and performance control. I then joined Dundee University as an industrial consultant working with the oil industry in advanced estimating and planning techniques and developing major cost models for asset operations and development. During this time I did an MBA and was awarded a distinction. After that I joined a major contractor as a manager and was the transition and planning manager for the takeover of assets from a major operator. I also developed and ran a fully incentive based contract for the contractor. I then became the manager in charge of readiness for first gas for a major north sea asset through its development and this graduated into the business planning manager, responsible for performance reporting, business planning, planning and document management. This also includes managing the employee incentivisation process/models. After that I moved into consultancy, specialising in business planning, planning, project management, cost control and incentivisation. I also taught part time at Aberdeen on their Project Management MSc in planning cost management and project management process.
"Why did you decide to become a partner at Facilitators?"
I realised that as an individual I was so immersed in the consultancy work I was doing I did not have time to market or develop other opportunities. I also saw where value could be added to my clients through the provision of skills other than mine and wanted an avenue to help my clients further.
"What are your areas of expertise?"
Problem solving. PhD training is perhaps the finest problem solving training possible. It teaches you how to manage beyond where the text books and experience stops. More specifically: - managing/leading organisations through major process and cultural change - developing effective business planning processes - development of effective project management/control processes (planning, cost control, estimating)- developing incentive structures for individuals and companies
"What kind of work have you done with clients as a consultant?"
My preferred mode of consultancy is to be presented with a problem by my client and given the authority to go after it. When the change is made/problem is resolved to then hand it back to the client. Almost all my work from developing strategic business plans for oil majors to acting as GM for a contractor going through major change to being head of planning for an oil major has fallen into this mode.
"Do you have any qualifications that help you in your line of work?"
My PhD training and my MBA have all brought key skills and understanding that coupled with cross industry experience and many years of teaching experience greatly aid effective consultancy.
"What do you do when you're not working?"
Solve problems. I have to have multiple projects running which involve restoration, design and application of tools and techniques to new situations. One of my favourite things is to drive thousands on miles in old cars in difficult situations as this challenges man and machine www.averybritish.com
"What's the best piece of business advice you've ever been given?"
Always try and employ people better than you are. A measure of the effectiveness of a manager is how well things run without them. With a poor manager everything falls apart. If you consistently work long hours you are either no good at your job or under resourced. Decide which one it is and do something about it.
"Who do you most admire?"
Driven people who design with an artistic flair, develop and project manage. People like Brunel and Telford.
Please also see other
People in our team.
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