Home' Facility Perspectives : Vol 11 No 4 Contents 80
FACILITY PERSPECTIVES | VOLUME 11 NUMBER 4
| MEMBER INSIGHTS
FMA EXISTING MEMBER
Name: Simon Paxton
Job title: Director
Organisation: Professional Building Management
Key responsibilities: Business
development, compliance, effective
communication and management of
When and how did you get into
Approximately 14 years ago, a new
residential development – Breakfast Point
– was being developed. The development
included the opening of a country club
facility, which I was managing on behalf
of the developer in Sydney’s inner west. I
entered the FM space within three months
to manage the facilities of the large, mixed-
use estate. This included management of
buildings in residential and retail, along with
development sites around Sydney.
What attracted you to your current
I started my own company more than a year
ago after seeing a niche in the market to
offer a better service and specialised, unique
products to customers. A personalised
service focusing on attention to detail was
my priority, to ensure that repeat business
continues and word of mouth expands the
business. Offering quality client service is key
to business, but is lacking in many areas of
our day-to-day lives.
What do you find most fulfilling
Having your own business gives you the
ability to work hard and deliver for your
clients. Attention to detail is paramount, and
being able to offer a high level of service and
seeing satisfied, happy clients, is extremely
rewarding. It is gratifying when outcomes
are achieved without the large bureaucracies
that operate in many large corporations.
What is your career highlight to date?
Offering a range of services, from
consultancy to building management in
retail, commercial and residential operations,
without having the cumbersome bureaucracy
of a larger company hindering the
requirements of the building.
And biggest career challenge so far?
Leaving the camaraderie, the consistency of
regular pay cheques and then going on to
develop my own business, while balancing
the many risks involved. I left [my previous
workplace] with no business, so it was a big risk
to walk away and start building it on my own.
How do you think the industry has
changed over the past five years?
I believe that exceptional customer service
has declined due to the massive growth in
the industry. The FM industry will need to
attract a variety of new recruits from across
sectors, industries and backgrounds to
fulfil the current boom in housing and new
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 and
1. The critical shortage of experienced FM
providers in the workforce.
2. The lack of knowledge in what can
sometimes be a complex environment
of compliance, with specific industry
differences from strata to commercial.
3. Managing and maintaining the built
environment being seen as a cost rather
than an investment.
I would like to see changes in education,
and recognition of the skills and attributes
required for a better outcome in Australia’s
What excites you most about the
future of the industry?
I see endless opportunities for our
industry to grow in many varied sectors,
with current growth in residential and
aged care exponentially moving ahead.
There is great opportunity for people with
varied backgrounds to take on FM as a
What piece of advice do you wish
someone had given you when you
started in FM?
That I should have entered [the industry]
If you weren’t in FM, where do you
think you’d be today?
Managing five-star hotels in overseas
locations sounds like fun!
What’s great about life for you right
The flexibility of running my own business; the
delivery of service required for specific needs
rather than a one-size-fits-all solution; and the
time I am able to spend on understanding and
delivering for my clients.
Rate out of 10 how important the
following industry hot spots are
for you right now:
3 Providing ongoing PD for my team/
3 Introducing energy efficiency
3 Managing flexible working: 9
3 Improving service levels while
cutting costs: 8
3 Delivering good social outcomes: 8
3 Adopting new technologies: 9
3 Aligning services to meet the
business’s strategic outcomes: 10
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