Home' Facility Perspectives : Vol 10 No 1 Contents FACILITY PERSPECTIVES | VOLUME 10 NUMBER 1 111
MEMBER INSIGHTS |
When and how did you get into facilities
Like many others in FM, I fell into it by
mistake, and quickly became passionate
about what the field represents.
What attracted you to your
I am a founder and director of a company
that designs and develops software for the
facilities management industry. Over the
years, I have worked with many facilities
managers, and have come to appreciate
and understand how complex good facilities
management really is. In order to ensure that
our software tools were meeting industry
requirements, it was important for me
to understand more about our growing
industry, and so I joined the Victorian FMA
committee in 1999 with the intention to
learn and hopefully contribute! After nine
years on the committee – five of them
as Victorian Chairman – I started on the
national FMA board in 2008. My passion
for FM has only grown, and being a part
of the driving force to raise our profile and
advocate for our industry is exciting.
What do you find most fulfilling
Working with such a strong and cohesive
board and CEO is extremely fulfilling – we are
all aligned with the same vision and passion,
and with such a strong corporate culture it is
easy to drive our agenda. I feel proud to be
part of a volunteer group that commits its time
and energy to driving success. Everyone on
our branch committees and in our portfolio
groups holds a full-time job, and yet they don’t
hesitate to put in extra work for the FMA.
What is your career highlight to date?
Becoming the first female Chairman of the FMA!
And your biggest career challenge
There are constant challenges in my role,
but that’s a good thing because the FM
industry is evolving constantly, and where
there is change, there are challenges.
How do you think the industry has
changed over the past five years?
Five years ago, I was still having meetings
with facilities managers in the basement;
we had little engagement with government,
and so we were hardly acknowledged when
they were driving policy in FM; our industry
still only employed women as 10 per cent of
its workforce; we didn’t have an education
pathway or our own diploma in FM; facilities
teams were still working off spreadsheets; and
very few people had heard of BIM. A new
generation of facilities managers has been
coming through over the past five years, and
with them comes the need to change.
In your view, what are the three
biggest challenges the industry
faces today; and if you could change
just one of those, what would it be
Given the scale of facilities management,
there are many. Three that jump to mind
are compliance, reporting and resourcing.
You can address all three by implementing
an FM system – and that is not a plug for
What do you see in the future of the
industry that you are most excited
I see recognition. For so many years, we
struggled to build a strong enough voice to
be recognised as a true profession, at so
many levels. That is now changing – and very
quickly. The true value of FM is starting to
resonate, and that brings us opportunities and
potential for immeasurable growth.
What piece of advice do you wish
someone had given you when you
started in FM?
Strap yourself in – it’s one helluva ride!
What’s great about life for you right now?
I have a very exciting two years ahead in my
role as Chairman, but also with the changes
in my own business. My daughter finishes
Year 12 this year, so I’ll have some spending
money – so things are looking good!
FMA EXISTING MEMBER
Name: Kristiana Greenwood
Job title: Chairman
In the role of Chairman of the FMA, I work
closely with my fellow board members and
the CEO to drive performance and raise the
FMA profile, which is in the interest of all of
our members and stakeholders.
Rate out of 10 how important the
following industry hotspots are
for you right now:
3 Providing ongoing professional
development for my team/myself: 10
3 Introducing energy efficiency
3 Managing flexible working: 8 and
3 Improving service levels while
cutting costs: Contentious – you get
what you pay for
3 Delivering good social outcomes:
8 and growing
3 Adopting new technologies:
8 and only because not every new
technology is right for everyone, but
it’s important to review constantly
3 Aligning services to meet the
business’s strategic outcomes: 10
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