Director of Engineering & Facilities

Role Purpose & Context

Role Summary

The Director of Engineering & Facilities is responsible for defining and driving the multi-year engineering strategy and operational standards across a major business unit. You'll oversee everything from the day-to-day maintenance programmes to multi-million-pound capital projects, ensuring our physical assets support our business goals and comply with all the fiddly regulations. This role sits right at the intersection of operational excellence, financial stewardship, and long-term strategic planning, translating the company's vision into tangible, well-maintained physical spaces. When this role is done well, our buildings run like clockwork, our energy bills are optimised, and we're ahead of the curve on asset replacement, avoiding costly surprises. Our CapEx budget is spent wisely, and our operational teams have the best tools and processes. When it's not, we're looking at major system failures, spiralling costs, unhappy occupants, and potentially significant regulatory fines. The challenge is balancing immediate operational demands with long-term strategic investments, often with limited resources and competing priorities. The reward? Seeing your strategy come to life, knowing you've built a resilient, efficient, and safe environment that directly contributes to the company's success, and frankly, getting to present those wins to the board.

Reporting Structure

• Reports to: Chief Operating Officer (COO)
• Direct reports: Roughly 5-8 direct reports (Lead Engineers, Senior Facilities Managers), managing a total team of 25-100+ people, including managers and front-line technicians.
• Matrix relationships: Head of Facilities Engineering, VP, Property Operations, Regional Facilities Director, Director of Asset Management,

Key Stakeholders

Internal:

• C-Suite (COO, CFO, CEO)
• Legal & Compliance Teams
• Finance Leadership (CapEx & OpEx)
• Business Unit Leaders
• Health & Safety Officers
• Procurement & Supply Chain

External:

• Major Contractors & Vendors (e.g., HVAC, Electrical, BMS providers)
• Regulatory Bodies (e.g., HSE, Local Authorities)
• Industry Associations & Professional Bodies
• Specialist Consultants (e.g., energy, structural)
• Insurance Providers

Organisational Impact

Scope: This role directly impacts the operational efficiency, safety, and financial performance of an entire business unit or region. You're accountable for significant CapEx and OpEx budgets, ensuring asset reliability, regulatory compliance, and the overall physical environment that enables our core business to function. Your decisions can literally make or break major projects, influence our carbon footprint, and protect our people and assets.

Performance Metrics

Quantitative Metrics

1. Metric: Portfolio Energy Consumption Reduction
2. Desc: Decrease in energy usage across the business unit's property portfolio.
3. Target: 10% year-on-year reduction (kWh/sq ft)
4. Freq: Quarterly & Annually
5. Example: If our portfolio used 10M kWh last year, you'll aim for 9M kWh this year, showing a clear downward trend on the board report.
6. Metric: CapEx Programme Delivery (On Time & Budget)
7. Desc: Successful execution of multi-year capital expenditure plans for asset replacement and upgrades.
8. Target: Deliver the 5-year, £50M CapEx plan within +/- 5% of budget and schedule.
9. Freq: Monthly & Quarterly reviews with CFO
10. Example: You'll be tracking the £10M chiller plant replacement project, ensuring it's on track for completion by Q4 and not over budget. If it's looking tight, you'll have a plan to get it back on course.
11. Metric: Asset Reliability & Uptime
12. Desc: Reduction in critical business-interruption events due to asset failure.
13. Target: Reduce business-interruption events by 20% year-on-year.
14. Freq: Monthly incident reports, quarterly trend analysis
15. Example: Last year we had five major power outages across the portfolio. Your goal is to get that down to four or fewer, showing the impact of your proactive maintenance and upgrade programmes.
16. Metric: Maintenance OpEx Budget Variance
17. Desc: Adherence to the operational expenditure budget for maintenance and facilities services.
18. Target: Maintain overall OpEx budget variance within +/- 3% annually.
19. Freq: Monthly financial reviews
20. Example: If your annual OpEx budget is £8M, you'll be managing it to stay within £7.76M and £8.24M, justifying any significant deviations to Finance.
21. Metric: Statutory Compliance Audit Score
22. Desc: Performance in external and internal audits related to health, safety, and environmental regulations.
23. Target: Achieve an average audit score of 95%+ across all sites, with zero critical non-conformities.
24. Freq: Annually (external), Quarterly (internal)
25. Example: When the HSE inspector comes calling, your sites will be ready. You'll ensure the fire alarm testing logs are perfect and the pressure vessel certificates are all in date, avoiding fines or, worse, accidents.

Qualitative Metrics

1. Metric: Strategic Influence & Board Engagement
2. Desc: Your ability to effectively communicate engineering strategy and risks to the C-suite and board, influencing long-term investment decisions.
3. Evidence: Regular invitations to present at board meetings; your proposals for major CapEx are typically approved; C-suite actively seeks your input on property-related strategic initiatives; you're seen as the go-to expert for all things physical assets.
4. Metric: Team Leadership & Development
5. Desc: How well you build, mentor, and retain a high-performing engineering and facilities team.
6. Evidence: High retention rates within your direct and indirect teams; clear succession plans for key roles; positive feedback from your direct reports on their development and career progression; your team is recognised for its expertise and proactive approach across the business.
7. Metric: Vendor & Contract Performance Optimisation
8. Desc: Your effectiveness in managing external contractors and service providers to deliver value and high performance.
9. Evidence: Demonstrable improvements in contractor SLAs and KPIs; successful renegotiation of key contracts yielding better terms or cost savings; strong, collaborative relationships with strategic vendors; reduction in vendor-related issues or disputes.
10. Metric: Innovation & Digital Transformation
11. Desc: Your drive to introduce and embed new technologies and processes (like Digital Twins or advanced analytics) to modernise facilities management.
12. Evidence: Successful pilot programmes for new tech (e.g., IoT sensors, AI for predictive maintenance); clear roadmap for digital transformation within your function; increased data-driven decision-making across your teams; your function is seen as a leader in adopting smart building technologies.

Primary Traits

• Trait: Strategic Visionary with a Practical Edge
• Manifestation: You're the person who can see five years down the line, predicting what our asset portfolio will need and how technology will change things. But crucially, you can also roll up your sleeves and explain to a technician why a specific maintenance procedure is critical. You can talk big strategy with the CEO and then dive into the nitty-gritty of a BMS fault code with equal ease. You don't just plan; you make sure the plan actually works on the ground.
• Benefit: At this level, it's easy to get lost in high-level strategy that never hits reality. We need someone who can paint a compelling future for our facilities, get buy-in from the board for multi-million-pound investments, and then ensure the operational teams have the tools and direction to deliver it. Without this balance, we either get stuck in the weeds or build castles in the air.
• Trait: Master of Influence & Negotiation
• Manifestation: You can walk into a room with the CFO, who's only thinking about the bottom line, and articulate the long-term financial risk of deferred maintenance in a way they actually understand. You can negotiate tough contracts with major vendors, ensuring we get value for money without burning bridges. You're skilled at getting different departments—say, IT and Security—to agree on a common approach for building systems, even when their priorities clash.
• Benefit: You're managing massive budgets and complex projects that touch every part of the business. You won't always have direct authority over everyone you need to get things done. Your ability to persuade, negotiate, and build consensus is absolutely critical to securing resources, driving change, and preventing inter-departmental friction from derailing major initiatives. This isn't about telling people what to do; it's about getting them to want to do it.
• Trait: Accountable Risk Manager
• Manifestation: When a major system fails, your first instinct is to understand the root cause, fix it, and put measures in place to prevent recurrence—not to point fingers. You're comfortable owning the outcome of multi-million-pound projects, even when things go wrong. You proactively identify potential risks (regulatory, operational, financial) across the portfolio and present clear mitigation strategies to leadership. You don't shy away from difficult conversations about asset performance or team shortcomings.
• Benefit: You're dealing with physical assets that can fail, causing significant business disruption, financial loss, or even safety incidents. We need someone who takes full ownership of these risks, who can make tough calls under pressure, and who learns from mistakes rather than trying to hide them. This level of accountability builds trust with the C-suite and ensures we continuously improve our resilience.

Supporting Traits

• Trait: Commercially Astute
• Desc: You instinctively understand the financial implications of every engineering decision, from a minor repair to a multi-year CapEx plan. You're always looking for ways to optimise costs without compromising safety or reliability.
• Trait: Coaching Leader
• Desc: You genuinely enjoy developing your team, helping your direct reports grow into senior roles. You see their success as your success and actively invest in their capabilities.
• Trait: Data-Driven Decision Maker
• Desc: While experience is key, you insist on using data to back up your strategic recommendations. You're comfortable with dashboards, analytics, and challenging assumptions with hard numbers.
• Trait: Resilient
• Desc: You can handle the inevitable setbacks, budget cuts, and 2 AM calls without getting burnt out. You bounce back quickly and maintain a positive, problem-solving attitude for your team.

Primary Motivators

1. Motivator: Driving Large-Scale Transformation
2. Daily: You'll spend your days building multi-year roadmaps, securing funding for major initiatives, and seeing those plans come to fruition across a wide portfolio. This isn't about incremental changes; it's about fundamentally improving how we manage our physical assets.
3. Motivator: Building & Leading High-Performing Teams
4. Daily: A huge part of your role is about empowering your managers and engineers, setting clear expectations, and giving them the tools and autonomy to excel. You'll get a real buzz from seeing your team deliver complex projects and grow professionally.
5. Motivator: Solving Complex, Multi-faceted Problems
6. Daily: You'll be tackling challenges that involve technical engineering, financial constraints, regulatory hurdles, and human behaviour. There's no single 'right' answer, and you'll thrive on piecing together solutions that balance all these factors.

Potential Demotivators

Honestly, if you're looking for a quiet life where everything runs smoothly, this isn't it. You'll inherit messes, fight for budgets, and deal with unexpected crises. You'll present a brilliant strategy only to have it picked apart by the board, or worse, deprioritised because 'revenue' needs the money more. You'll spend a lot of time in meetings, trying to get people on the same page, and not always succeeding. The reality is messier than the job description suggests, and if you need constant, immediate gratification for every effort, you'll struggle.

Common Frustrations

1. The constant battle for CapEx funding, often having to wait for a catastrophic failure to get approval for essential upgrades.
2. Navigating organisational politics and competing priorities when trying to implement a portfolio-wide standard or new technology.
3. Dealing with the aftermath of poor decisions made years ago (e.g., cheap equipment, inadequate design) that now cause ongoing operational headaches.
4. The sheer volume of regulatory changes and compliance requirements that demand constant attention and resource allocation.
5. Managing a diverse team with varying skill levels and motivations, ensuring everyone is pulling in the same direction.
6. The inevitable 2 AM calls for major incidents that require your immediate strategic oversight.

What Role Doesn't Offer

1. A predictable, 9-to-5 routine with no urgent interruptions.
2. A role where you only focus on technical engineering without significant financial or people management responsibilities.
3. The luxury of always having perfect information before making a decision.
4. A guarantee that every strategic initiative you champion will be fully funded and implemented without compromise.

ADHD Positives

1. The fast-paced, crisis-driven nature of facilities management can be engaging, offering constant novelty and problem-solving opportunities.
2. The need to quickly triage and switch between multiple high-priority tasks can suit those who thrive on dynamic environments.
3. The strategic oversight and big-picture thinking required for portfolio management can be a strength, allowing for innovative solutions.

ADHD Challenges and Accommodations

1. Maintaining focus on long-term, multi-year strategic plans amidst daily operational fires can be challenging; we can help by breaking down large goals into smaller, measurable milestones and using visual project management tools.
2. Extensive meetings and detailed financial reporting might require focused attention; we can explore flexible meeting schedules or provide templates for report structuring.
3. Managing a large team and delegating effectively requires strong organisational skills; we can provide executive coaching focused on delegation and time management strategies.

Dyslexia Positives

1. Strong spatial reasoning and the ability to visualise complex building systems and their interdependencies can be a significant asset in facilities engineering.
2. Excellent problem-solving skills, especially in non-linear thinking, can be invaluable for troubleshooting and strategic planning.
3. Often possess strong verbal communication skills, which are crucial for influencing stakeholders and leading teams.

Dyslexia Challenges and Accommodations

1. Reading and writing detailed technical specifications, contracts, and board reports can be time-consuming; we encourage the use of dictation software, text-to-speech tools, and proofreading support.
2. Organising vast amounts of documentation (O&M manuals, regulatory guidelines) might be difficult; we use robust digital document management systems with strong search capabilities.
3. Ensuring clarity in written communications to diverse audiences is key; we can offer templates for reports and encourage verbal briefings alongside written summaries.

Autism Positives

1. A deep, analytical focus on complex systems and processes, such as asset lifecycle costing or reliability engineering, can be a major strength.
2. A preference for logical, data-driven decision-making aligns well with optimising building performance and maintenance strategies.
3. Adherence to safety protocols and regulatory compliance, which are critical in facilities management, can be a natural fit.

Autism Challenges and Accommodations

1. Navigating complex organisational politics and unspoken social cues in high-stakes negotiations can be challenging; we can provide clear expectations for stakeholder engagement and offer coaching on communication styles.
2. Unexpected changes or crises (e.g., a major system failure) can be disruptive; we aim for clear communication during incidents and structured problem-solving frameworks.
3. Extensive networking and external representation might be demanding; we can support by clearly defining networking goals and providing structured opportunities, or offering alternative ways to build relationships.

Key Responsibilities

Experience Levels Responsibilities

1. Level: Director of Engineering & Facilities (16-20 years)
2. Responsibilities: Define the multi-year engineering and facilities strategy for a major business unit or country, aligning it directly with the company's overarching business and financial goals. This isn't just theory; you'll own the roadmap.
3. Drive transformation programmes, such as implementing a portfolio-wide Digital Twin strategy or a shift to advanced predictive maintenance, securing the necessary budget and resources (often £5M+).
4. Accountable for the entire CapEx and OpEx budget for your function, typically £2M-£10M+, presenting detailed financial performance and forecasts to the CFO and board.
5. Build and lead a high-performing team of Lead Engineers and Facilities Managers (25-100+ people), fostering a culture of safety, continuous improvement, and technical excellence. You'll be developing the next generation of leaders.
6. Shape the standards and best practices for asset management, maintenance programmes, and regulatory compliance across the portfolio, ensuring consistency and mitigating risk.
7. Represent the organisation externally at industry bodies, conferences, and with key strategic partners, enhancing our reputation and bringing back insights.
8. Lead the technical due diligence and integration planning for any M&A activities related to physical assets, ensuring a smooth transition and identifying potential risks or opportunities.
9. Supervision: Fully autonomous on strategic execution within the agreed business unit objectives. You'll have monthly strategic alignment meetings with the COO, but day-to-day, you're running the show. You're expected to be proactive, anticipating issues and presenting solutions, not just problems.
10. Decision: Full strategic authority within your business unit, including P&L responsibility for £2M-£10M+ budgets, major capital project approvals (up to £1M without board approval, higher with), organisational design for your function, and all hiring decisions within your team. You'll make decisions that impact the entire business unit, consulting the C-suite on enterprise-level shifts.
11. Success: Your success is measured by the long-term reliability and efficiency of our assets, the financial performance of your function (staying within budget, driving savings), the successful delivery of major capital programmes, and the development of a resilient, high-performing team. Ultimately, it's about making our physical infrastructure a competitive advantage, not just a cost centre.

Decision-Making Authority

• Type: CapEx Project Approval
• Entry: No authority. Escalate all CapEx requests to supervisor.
• Mid: Propose minor CapEx requests (up to £5K) for system upgrades, requiring manager approval.
• Senior: Approve CapEx projects up to £50K. Recommend projects up to £250K to Director.
• Type: Organisational Design & Hiring
• Entry: No involvement in hiring decisions. Follow existing team structure.
• Mid: Provide input on junior roles. Operate within existing team structure.
• Senior: Lead hiring for junior and mid-level roles. Propose minor team structure adjustments for own workstream.
• Type: Vendor & Contract Negotiation
• Entry: No negotiation authority. Follow established vendor agreements.
• Mid: Select from approved vendors for routine services. No negotiation.
• Senior: Negotiate and approve contracts for routine services up to £50K. Recommend strategic vendors.
• Type: Strategic Programme Definition
• Entry: Execute tasks within defined programmes.
• Mid: Propose minor process improvements within existing programmes.
• Senior: Design and lead specific workstreams within larger strategic programmes.

Competency Requirements

Foundation Skills (Transferable)

At this level, we expect you to be a master of the basics, but more importantly, to apply them at a strategic, organisational level. It's not just about doing; it's about leading, influencing, and shaping the environment for others to do their best work.

• Category: Strategic Leadership & Vision
• Skills: Defining and communicating a compelling multi-year vision for facilities engineering across a business unit.
• Translating high-level business objectives into actionable engineering strategies and operational plans.
• Building consensus and driving alignment among diverse senior stakeholders (C-suite, business unit leaders, finance).
• Anticipating future trends (e.g., smart buildings, sustainability, regulatory changes) and integrating them into strategic planning.
• Category: Organisational Development & Talent Management
• Skills: Designing effective organisational structures for large engineering and facilities teams.
• Recruiting, developing, and retaining high-calibre engineering talent, including managers and technical specialists.
• Implementing robust performance management frameworks and succession planning for key roles.
• Fostering a culture of safety, accountability, and continuous improvement across a distributed team.
• Category: Financial Acumen & Commercial Management
• Skills: Full P&L ownership and management for multi-million-pound CapEx and OpEx budgets.
• Developing robust business cases for major capital investments, including ROI analysis and risk assessment.
• Expert negotiation and management of high-value contracts with strategic vendors and service providers.
• Identifying and driving cost optimisation initiatives without compromising quality, safety, or compliance.
• Category: Complex Problem Solving & Risk Management
• Skills: Leading root cause analysis for major operational failures and implementing systemic preventative measures.
• Developing and implementing comprehensive risk management strategies for physical assets and facilities operations.
• Making high-stakes decisions under pressure, often with incomplete information, balancing immediate needs with long-term impact.
• Navigating complex regulatory environments and ensuring enterprise-wide compliance.

Functional Skills (Role-Specific Technical)

You'll need a deep understanding of the technical aspects of facilities engineering, but your role is now to set the direction, not necessarily to perform every task. Think of yourself as the architect and conductor, not just a player in the orchestra.

Technical Competencies

• Skill: Reliability-Centred Maintenance (RCM) & Asset Performance Management
• Desc: You'll define the overarching RCM strategy for the entire portfolio, moving beyond simple preventive schedules to condition-based and predictive approaches. This means setting the framework for how we optimise asset maintenance to maximise uptime and minimise lifecycle costs.
• Level: Expert
• Skill: Capital Expenditure (CapEx) Planning & Justification
• Desc: You'll lead the multi-year CapEx planning process for your business unit, identifying long-term asset replacement needs, building robust business cases based on risk and ROI, and securing multi-year funding from the board. This is about strategic investment, not just reacting to failures.
• Level: Expert
• Skill: Building Information Modelling (BIM) for FM & Digital Twins
• Desc: You'll mandate and oversee the strategic use of BIM data beyond construction, integrating it with operational systems (CMMS, BMS) to create a 'Digital Twin' strategy for improved maintenance, space planning, and lifecycle management across the portfolio. This is about leveraging data for enterprise-wide optimisation.
• Level: Architect
• Skill: Energy Management & Sustainability Strategy
• Desc: You'll define and drive the energy management and sustainability strategy for the business unit, setting targets for consumption reduction, exploring renewable energy options, and ensuring compliance with environmental regulations. This is about long-term environmental and financial impact.
• Level: Expert
• Skill: Advanced Root Cause Analysis (RCA) & Failure Mode Effects Analysis (FMEA)
• Desc: You'll establish the organisational approach to RCA and FMEA, ensuring that significant equipment failures are thoroughly investigated to identify systemic causes and prevent recurrence across the portfolio. You'll be reviewing the outcomes and ensuring accountability.
• Level: Advanced
• Skill: Vendor & Strategic Contract Management
• Desc: You'll lead the selection, negotiation, and performance management of major, strategic third-party maintenance contractors and service providers, ensuring value, compliance, and strong partnerships across the business unit. This includes defining technical scopes of work and SLAs for enterprise-level agreements.
• Level: Expert

Digital Tools

• Tool: CMMS/IWMS (e.g., IBM Maximo, Planon, Accruent, FSI Concept Evolution)
• Level: Strategic
• Usage: Leading CMMS selection/implementation projects across the business unit. Developing enterprise-wide data standards and integration with ERP/BMS for full asset lifecycle costing and portfolio-level reporting. You're defining how we use the tool, not just using it.
• Tool: BMS/BAS (e.g., Johnson Controls Metasys, Siemens Desigo, Schneider EcoStruxure)
• Level: Architect
• Usage: Developing the building automation strategy for the entire portfolio. Specifying open protocols (BACnet, Modbus) for new builds/retrofits and approving capital for major system upgrades. You're setting the technical direction for all our smart buildings.
• Tool: CAD/BIM (e.g., Autodesk AutoCAD, Revit)
• Level: Strategic
• Usage: Mandating BIM standards for all new capital projects. Utilising the BIM model as a 'Digital Twin' for lifecycle operations and maintenance planning across the portfolio. You're ensuring these tools deliver strategic value.
• Tool: Project & Portfolio Management (e.g., MS Project, Procore, Asana, Primavera P6)
• Level: Strategic
• Usage: Managing a portfolio of multi-million-pound capital projects. Using platform data to report on portfolio risk, budget allocation, and strategic progress to the executive team and board. You're overseeing the entire project landscape.
• Tool: ERP / Financial (e.g., SAP S/4HANA (PM/MM Modules), Oracle NetSuite, Anaplan, Workday Adaptive Planning)
• Level: Strategic
• Usage: Developing the annual multi-year CapEx and OpEx budgets for the entire engineering function. Using advanced tools like Anaplan or Workday Adaptive Planning for long-range scenario modelling and presenting financial performance to the CFO.
• Tool: Data Visualization & Business Intelligence (e.g., Power BI, Tableau, Qlik Sense)
• Level: Strategic
• Usage: Defining the key engineering KPIs for the entire business unit. Commissioning and using executive-level dashboards (e.g., Tableau Server) to report to the board on asset performance, risk, and strategic initiatives. You're turning data into actionable insights for leadership.

Industry Knowledge

• Area: SFG20 / CIBSE Guide M & International Standards
• Desc: Deep working knowledge of these industry-standard maintenance specifications, but more importantly, the ability to interpret, adapt, and implement them at an enterprise level to ensure statutory compliance, define service level agreements (SLAs) with contractors, and benchmark in-house performance across a diverse portfolio. You'll also be familiar with relevant international standards if we operate globally.
• Area: Asset Lifecycle Costing & Total Cost of Ownership (TCO)
• Desc: Expertise in calculating the total cost of an asset from acquisition and installation through operation, maintenance, and eventual disposal across an entire portfolio. This informs strategic CapEx decisions and long-term financial planning, allowing you to make data-backed recommendations for asset replacement vs. repair.
• Area: Health, Safety & Environmental (HSE) Regulations
• Desc: Comprehensive knowledge of UK and relevant international HSE regulations specific to facilities management. You'll be accountable for ensuring enterprise-wide compliance, developing safety policies, and fostering a robust safety culture across your teams and contractors. This is non-negotiable.
• Area: Construction & Project Delivery Methodologies
• Desc: Understanding of various construction project delivery methods (e.g., Design-Build, EPC, Traditional) and how to manage large-scale capital projects from conception through to handover and operationalisation. You'll be overseeing complex projects, so knowing the pitfalls and best practices is key.

Regulatory Compliance Regulations

• Reg: Health and Safety at Work etc. Act 1974
• Usage: You're accountable for ensuring the business unit's facilities operations comply with all aspects of this act, developing and enforcing safety policies, risk assessments, and safe systems of work for all engineering activities and contractors. This includes reporting to the board on safety performance.
• Reg: Control of Asbestos Regulations 2012
• Usage: You'll establish and oversee the robust management of asbestos-containing materials (ACMs) across the portfolio, ensuring surveys are up to date, risks are managed, and all work involving ACMs is strictly compliant. This is a critical safety and legal responsibility.
• Reg: Electricity at Work Regulations 1989
• Usage: You'll ensure all electrical systems and work practices within the facilities comply with these regulations, establishing safe working procedures, inspection regimes, and competency requirements for electrical personnel and contractors.
• Reg: Pressure Systems Safety Regulations 2000 (PSSR)
• Usage: You'll be responsible for ensuring all pressure systems (e.g., boilers, air receivers) across the portfolio are managed and maintained in strict accordance with PSSR, including regular inspections, written schemes of examination, and competent person oversight.
• Reg: Energy Performance of Buildings (England and Wales) Regulations 2012
• Usage: You'll oversee the compliance with EPCs, DECs, and air conditioning inspections across the portfolio, driving initiatives to improve energy efficiency and ensure our buildings meet or exceed minimum energy performance standards.

Essential Prerequisites

• Proven experience leading large-scale engineering and facilities operations across a significant property portfolio (e.g., multiple sites, diverse asset types).
• Demonstrable track record of managing multi-million-pound CapEx and OpEx budgets, with strong financial reporting and control skills.
• Extensive experience building, developing, and leading large, multi-disciplinary engineering and facilities teams (25+ people, including managers).
• Deep expertise in strategic asset management, including the implementation of RCM, predictive maintenance, and lifecycle costing methodologies.
• Significant experience in high-stakes vendor and contract negotiation and management for strategic facilities services.
• A comprehensive understanding of UK health, safety, and environmental regulations relevant to facilities management, with a strong safety leadership record.

Career Pathway Context

Before stepping into this Director role, you'd typically have spent several years as an Engineering Manager (Portfolio) or a Lead Engineer for a very large, complex site, demonstrating your ability to manage significant budgets, lead teams, and drive strategic initiatives at a senior level. This isn't a role for someone who's only managed a single building; it's about scaling that expertise across a wide and varied estate.

Qualifications & Credentials

Emerging Foundation Skills

• Skill: Integrated Digital Twin Strategy & Governance
• Why: The promise of 'Digital Twins' is finally becoming a reality, integrating BIM, IoT, CMMS, and even occupant data into a single, dynamic model. Competitors are already using this to optimise operations, predict failures, and enhance user experience. If we don't embrace this, we'll be left behind.
• Concepts: [{'concept_name': 'Data Integration Architectures', 'description': 'Understanding how to seamlessly connect disparate systems (BMS, CMMS, IoT, ERP) to feed a central Digital Twin platform.'}, {'concept_name': 'Data Governance & Quality', 'description': 'Establishing enterprise-wide standards for data collection, storage, and validation to ensure the Digital Twin is trustworthy.'}, {'concept_name': 'Predictive Analytics & AI within Twin', 'description': 'Leveraging machine learning models within the Digital Twin to forecast asset performance, energy consumption, and maintenance needs.'}, {'concept_name': 'Visualisation & User Experience', 'description': 'Designing intuitive interfaces that allow various stakeholders (engineers, occupants, executives) to interact with the Digital Twin data.'}]
• Prepare: This quarter: Commission a deep-dive study into leading Digital Twin platforms and their real-world applications in our sector.
• Next 6 months: Develop a clear, phased roadmap for Digital Twin implementation across a pilot portfolio, identifying key data sources and integration points.
• Month 7-12: Secure initial funding and begin proof-of-concept projects, focusing on a specific high-value use case (e.g., energy optimisation, predictive maintenance for critical assets).
• Continuous: Engage with industry experts and attend specialist conferences on smart buildings and Digital Twin technologies.
• QuickWin: Start by identifying one critical asset or building where you can consolidate existing data (BIM, CMMS, BMS trends) into a single, simple dashboard. It's not a full Digital Twin, but it's a step towards integrated data.
• Skill: Advanced ESG (Environmental, Social, Governance) Reporting & Strategy
• Why: Investors, regulators, and customers are increasingly demanding robust ESG performance, especially around carbon emissions, energy efficiency, and social impact of our buildings. Your role will be central to delivering on these commitments, influencing our brand and financial valuation.
• Concepts: [{'concept_name': 'Carbon Accounting & Net Zero Roadmaps', 'description': 'Understanding how to measure, report, and reduce Scope 1, 2, and 3 emissions from our facilities, and developing credible pathways to net zero.'}, {'concept_name': 'Circular Economy Principles in FM', 'description': 'Applying principles of waste reduction, material reuse, and resource efficiency in facilities operations and capital projects.'}, {'concept_name': 'Social Value & Occupant Wellbeing', 'description': 'Integrating metrics and strategies related to occupant health, comfort, and community impact into facilities management.'}, {'concept_name': 'Green Building Certifications', 'description': 'Deep knowledge of schemes like BREEAM, LEED, WELL, and how to achieve and maintain them across a portfolio.'}]
• Prepare: This quarter: Review our current ESG reporting framework and identify gaps related to facilities data. Engage with our ESG team.
• Next 6 months: Develop a specific, measurable action plan for facilities to contribute to our corporate net-zero targets (e.g., 10% reduction in energy intensity).
• Month 7-12: Lead a pilot project for a new sustainable technology (e.g., solar PV, rainwater harvesting) or a circular economy initiative within a building.
• Continuous: Attend webinars and workshops on sustainable facilities management and ESG reporting best practices.
• QuickWin: Identify the top 3 energy-consuming assets in your portfolio. Research and propose immediate, low-cost interventions to reduce their consumption, demonstrating quick wins for ESG.

Advancing Technical Skills

• Skill: Cybersecurity for Operational Technology (OT)
• Why: Our BMS, IoT devices, and integrated building systems are increasingly connected, making them potential targets for cyber-attacks. A breach could lead to massive operational disruption, data loss, or even physical damage. You need to understand these risks and how to mitigate them.
• Concepts: [{'concept_name': 'OT Network Segmentation', 'description': 'Understanding how to isolate building control networks from corporate IT networks to limit attack surfaces.'}, {'concept_name': 'Vulnerability Management for OT', 'description': 'Implementing processes to identify and patch security vulnerabilities in BMS and IoT devices.'}, {'concept_name': 'Incident Response Planning for OT', 'description': 'Developing protocols for detecting, responding to, and recovering from cyber-attacks on operational systems.'}, {'concept_name': 'Supply Chain Security for Smart Devices', 'description': 'Ensuring that vendors of smart building technology adhere to robust cybersecurity standards.'}]
• Prepare: This quarter: Work with our IT Security team to conduct a high-level risk assessment of our current OT infrastructure.
• Next 6 months: Develop a cybersecurity awareness training programme specifically for your engineering and facilities teams.
• Month 7-12: Implement a pilot project for OT network monitoring or an asset inventory solution to identify all connected devices.
• Continuous: Stay informed about emerging OT cybersecurity threats and best practices through industry forums and specialist publications.
• QuickWin: Ensure all default passwords on network-connected building devices are changed. It's basic, but often overlooked and a huge vulnerability.
• Skill: Advanced Data Analytics & AI for Portfolio Optimisation
• Why: Simply collecting data isn't enough; you need to extract deep insights and use AI to predict, optimise, and automate. This will be key to making truly data-driven strategic decisions across your entire portfolio, from energy savings to predictive maintenance.
• Concepts: [{'concept_name': 'Machine Learning for Anomaly Detection', 'description': 'Using ML models to automatically identify unusual patterns in asset performance data that indicate impending failures.'}, {'concept_name': 'Predictive Modelling for Energy Consumption', 'description': 'Building models to accurately forecast energy usage based on weather, occupancy, and system parameters, identifying optimisation opportunities.'}, {'concept_name': 'Natural Language Processing (NLP) for O&M Manuals', 'description': 'Using AI to quickly extract information from vast libraries of unstructured O&M data for troubleshooting and knowledge management.'}, {'concept_name': 'Prescriptive Analytics for Resource Allocation', 'description': 'Using AI to recommend optimal allocation of maintenance resources (technicians, parts) based on predicted demand and asset criticality.'}]
• Prepare: This quarter: Identify a key operational challenge that could be solved with advanced analytics (e.g., optimising chiller plant performance).
• Next 6 months: Partner with a data science consultant or an internal team to develop a proof-of-concept for an AI-driven solution to that challenge.
• Month 7-12: Develop a strategy for scaling successful AI pilots across the portfolio, including data infrastructure and talent development needs.
• Continuous: Read up on AI applications in facilities management, attend specialist workshops, and encourage your team to experiment with AI tools.
• QuickWin: Start using AI-powered tools (like ChatGPT or Claude) to summarise complex technical reports or draft initial analyses of operational data trends. It's a low-risk way to get familiar with the technology.

Education Requirements

• Level: Minimum
• Req: A Bachelor's degree (or equivalent OFQUAL Level 6 qualification) in Mechanical Engineering, Electrical Engineering, Building Services Engineering, or a closely related technical field.
• Alts: We're open to candidates with extensive, demonstrable experience (18+ years) in senior facilities engineering leadership roles, coupled with relevant professional certifications, in lieu of a degree. What matters most is your proven strategic and technical capability.
• Level: Preferred
• Req: A Master's degree (or equivalent OFQUAL Level 7 qualification) in Engineering Management, Facilities Management, or an MBA.
• Alts: An MBA or similar postgraduate qualification shows you understand the broader business context, which is crucial at this level. However, exceptional practical experience can often outweigh this.

Experience Requirements

You'll need at least 16-20 years of progressive experience in facilities engineering and management, with a significant portion of that time (minimum 5-7 years) spent in a senior leadership role overseeing multiple sites or a large, complex portfolio. This isn't your first rodeo; you'll have a proven track record of managing multi-million-pound budgets, leading large teams (25+), and delivering strategic capital programmes within a real estate or facilities management context. We need to see that you've successfully navigated complex operational challenges and driven significant improvements.

Preferred Certifications

• Cert: Certified Facilities Manager (CFM)
• Prod: IFMA
• Usage: Demonstrates a comprehensive understanding of the full spectrum of facilities management, beyond just engineering, which is valuable for holistic portfolio oversight.
• Cert: NEBOSH National Diploma in Occupational Health and Safety
• Prod: NEBOSH
• Usage: Highlights a deep commitment to and expertise in health and safety management, which is paramount in our industry and at this leadership level.
• Cert: Project Management Professional (PMP) or PRINCE2 Practitioner
• Prod: PMI / AXELOS
• Usage: Useful for managing complex capital projects and transformation programmes, ensuring they are delivered on time and within budget.
• Cert: Certified Energy Manager (CEM)
• Prod: Association of Energy Engineers (AEE)
• Usage: Shows specialist expertise in energy management, which is critical for driving sustainability and cost reduction initiatives across our portfolio.

Recommended Activities

• Regularly attend industry conferences and seminars on smart buildings, sustainable facilities, and asset management trends.
• Maintain active membership and engagement with professional bodies like CIBSE, IMechE, or IFMA, contributing to industry best practices.
• Undertake executive leadership training programmes focused on strategic thinking, change management, and advanced negotiation skills.
• Mentor junior engineers and facilities professionals, sharing your knowledge and helping to build the next generation of talent.
• Engage in continuous learning around emerging technologies like AI, IoT, and Digital Twins, understanding their strategic implications.

Career Progression Pathways

Entry Paths to This Role

• Path: From Engineering Manager (Portfolio)
• Time: 3-5 years as an Engineering Manager (Portfolio)
• Path: From Head of Facilities for a Large, Complex Organisation
• Time: 5-8 years as Head of Facilities/Engineering in a comparable sector (e.g., healthcare, manufacturing, large corporate campus)
• Path: From Senior Consultant (Real Estate / FM Advisory)
• Time: 8-10 years in a senior advisory role, focusing on facilities strategy or asset management for large clients.

Career Progression From This Role

• Pathway: VP of Real Estate & Asset Management
• Time: 3-5 years in the Director role
• Pathway: Chief Operating Officer (COO) or Chief Property Officer (CPO)
• Time: 5-8 years in the Director role, potentially with a stint as VP

Long Term Vision Potential Roles

• Title: Chief Real Estate Officer (CREO)
• Time: 10-15+ years
• Title: Chief Sustainability Officer (CSO)
• Time: 10-15+ years
• Title: Chief Operating Officer (COO)
• Time: 8-12+ years

How Zavmo Delivers This Role's Development

DISCOVER Phase: Skills Gap Analysis

Zavmo maps your current competencies against all requirements in this job description through conversational assessment. We evaluate your foundation skills (communication, strategic thinking), functional skills (CRM expertise, negotiation), and readiness for career progression.

Output: Personalised skills gap heat map showing strengths and priorities, estimated time to competency, neurodiversity accommodations.

DISCUSS Phase: Personalised Learning Pathway

Based on your DISCOVER results, Zavmo creates a personalised learning plan prioritised by impact: foundation skills first, then functional skills. We adapt to your learning style, pace, and neurodiversity needs (ADHD, dyslexia, autism).

Output: Week-by-week schedule, each module linked to specific job responsibilities, checkpoints and milestones.

DELIVER Phase: Conversational Learning

Learn through conversation, not boring modules. Zavmo uses 10 conversation types (Socratic dialogue, role-play, coaching, case studies) to build competence. Practice difficult QBR presentations, negotiate tough renewals, and handle churn conversations in a safe AI environment before facing real clients.

Example: "For 'Stakeholder Mapping', Zavmo will guide you through analysing a complex enterprise account, identifying key decision-makers, and building an engagement strategy."

DEMONSTRATE Phase: Competency Assessment

Zavmo automatically builds your evidence portfolio as you learn. Every conversation, practice scenario, and application example is captured and mapped to NOS performance criteria. When ready, your portfolio supports OFQUAL qualification claims and demonstrates competence to employers.

Output: Competency matrix, evidence portfolio (downloadable), qualification readiness, career progression score.