Home' Facility Perspectives : Vol 9 No 4 Contents FACILITY PERSPECTIVES | VOLUME 9 NUMBER 4 79
MEMBER INSIGHTS |
When and how did you get into
Approximately 10 years ago, I entered
into the FM industry after spending many
years in the hotel business and leisure
industry. After starting up the Country Club
facilities at Breakfast Point Country Club,
west of Sydney, I soon moved into overall
management of the FM business for the
developer and the community.
What attracted you to your current job?
The FM business was acquired by a larger
property management business that operates
and manages more than 11,000 buildings on
the eastern seaboard. The role offered variety
in many facets across the business segments.
What do you find most fulfilling
I enjoy helping people in difficult circumstances,
seeing the business grow, and seeing our staff
members flourish in their careers. To be able to
assist someone when they have had a flood in
their apartment, or to help someone in a difficult
position, is very fulfilling.
What is your career highlight to date?
The $2 billion development at Breakfast
Point in Sydney's inner west, which will
house 6000 people in more than 2400
dwellings when it is completed in 2018. This
involves the integration of new buildings
across the site, and settling in new occupiers.
What has been your biggest career
challenge so far?
Managing competing interests among
various stakeholders under one of the largest
community titles in Australia.
How do you think the industry has
changed over the past five years?
Our clients have become more aware of
building costs, and there is more demand
to find lower-cost ways of operating. There
have been many mergers and takeovers
of FM businesses. Technology has had a
profound effect on the industry, with many
systems and modern devices now available
to assist the FM.
In your view, what are the three
biggest challenges that the industry
faces today; and if you could change
just one of those, what would it be
3 Shortfall in trained facilities managers
with necessary technical, client and
3 Constant pressures on FMs, which
sometimes make a consistently high-
standard operation challenging.
3 Constantly changing technologies.
If I could change just one of the above,
it would be attracting more skilled,
enthusiastic people into the industry. The
FM industry is exciting and fast-moving, and
requires a mix of backgrounds and skills.
What do you see in the future of the
industry that you are most excited about?
The FM industry has a very bright future,
with FMers leading the way in new
technologies, and with modern thinking over
international borders. Most exciting is that all
FMers can be a part of this rapidly moving
industry -- it just depends on how involved
they want to get.
What piece of advice do you wish
someone had given you when you
started in FM?
Starting in a complex community association
with many stakeholders requires varied skills;
however, if you read relevant Legislative
Acts, magazines and online articles to self-
educate, and combine that with people
contact, you can take everything you've
learned with you into this constantly
If you weren't in FM today, where do
you think you'd be?
I'm very happy to be in FM; however, if I
wasn't doing this, I may have been running a
large hotel in Asia.
What's great about life for you
The variety of issues, meeting terrific people
associated with the FM industry, and the
flexibility and great opportunities.
FMA EXISTING MEMBER
Name: Simon Paxton
Job Title: National Operations Manager -- PICA
and General Manager -- Estate Managers
Organisation: Prudential Investment Corporation
Oversight of the Facility Management
division, as well as key sales and
marketing activities, staff development,
customer relationships, profit and loss
responsibility for both businesses, and
the development of ongoing strategies
and operational oversight.
Rate out of 10 how important the
following industry hotspots are for
you right now:
3 Providing ongoing professional
development for my team/myself: 9
3 Introducing energy efficiency initiatives: 8
3 Managing flexible working: 9
3 Improving service levels while
cutting costs: 10
3 Delivering good social outcomes: 7
3 Adopting new technologies: 8
3 Aligning services to meet the
business's strategic outcomes: 9
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