Tag Archives: matt wilkie

M+E Asset Surveyors with experience.

Experienced and competent M+E Asset Surveyors can be difficult to find. I myself have been in the business for a decade and prior to surveying the maintenance and FM industry for over 20 years.

The biggest problem in the industry is the assumption anyone can do it. The reality is its often too late when people realise that its certainly not that simple. But often you will find budgets have been wasted on incompetent surveyors as well as poor planning which can often result in the survey being done again by competent M+E asset surveyors.

A good M+E Asset Surveyor will have the following :-

  • Experience and knowledge of M+E equipment as well as the maintenance regimes involved.
  • The ability to identify all plant and equipment and if not immediate, having the ability to source the information and identify equipment in an organised manner.
  • Organised and capable of working on their own with good communication skills to deal with onsite staff and clients.
  • Ability to read drawings and create sketches if necessary.
  • Intermediate level Excel knowledge.
  • Ability to adapt to problems that can develop due to remote working (e.g. Asset gathering Apps for a tablet failing they automatically fall back to pen and paper or a laptop for data gathering).
  • Understanding the scope of work required and confirming and resolving anything that may become an issue (E.g. if a client is requesting that all light switches are added to the asset list confirming why they are needed. But also explaining that the switches may not be needed as a costing can be made on the lighting itself or based on the power distribution).
  • Being able to follow tasks, methods, procedures, specifications and terminology required for the survey.

Many people in the FM and maintenance industries have no interest in working as an M+E surveyor due to working away from home, excessive amounts of paperwork, lone working to name but a few reasons. Which is why the skill set required is broad but also people actually willing to do it is fairly limited.

However if you are currently seeking experienced M+E surveyors I recommend getting in touch. Myself as well as the surveyors I am associated with are all experienced and have worked with and for many of the larger Facilities Management and construction companies.

M+E Asset surveying globally we are also interested in. Myself I have experience of working and living in Europe, Asia and the Middle East. With many of the surveyors I work alongside having similar experience.

Beginning an asset survey– What are your objectives (Site Manager(s) ).

Objectives for Asset Survey

The first thing you should look at is the objective of the survey. I have seen for years many companies and people seeing it as simply a process they need to do because they were told.

This isn’t the case and its further down the line they realise that more attention should have been taken at the beginning. This guide will step you through each part of a survey and what you should look to do to achieve the goals needed to make your survey a success.

What is your primary objectives?

  • Obtain an asset list that can generate a full PPM planner.
  • Obtain an asset list that can be cross referenced for compliance.
  • An asset list that can be cross referenced to budget costs.
  • An asset list that can output the labour force quantity and skill types.
  • Identify all critical plant equipment for running the site(s) .
  • Identify all business critical assets and grade maintenance accordingly.
  • Create a knowledge base of assets to identify parts required for repairs.
  • Create a forward planning maintenance program.
  • Barcode assets for easier identification and “scanned” maintenance.
  • Value a contract to confirm that it is viable.
  • Identify equipment, plant and sites that are in and out of scope.
  • Identify business risk.

This list isn’t exhaustive but the key elements above should be the minimum your looking to create. Although you may decide that you have 2 years left on a contract and don’t want a forward maintenance and replacement program. But simply “red flagging” of assets likely to fail before the contract ends.

Engaging with senior management prior to the survey beginning can assist in ironing out any issues before they occur. Also clarifying what is agreed and how it will be carried out and by whom. This also allows the onsite management to put forward ideas and strategies for the survey that may also be utilised on other sites.

Engagement with the surveyors and their management is also paramount to a successful survey. Although senior management have agreed a survey will be carried out confirmation of expectations, scope and terms of reference are extremely important before the survey begins. Also for access requirements, passes, parking etc. to make the most of the surveyors while onsite.

Many surveys are “task based” with low engagement where an external company may be hired by senior management with low to no engagement with onsite management. This creates a divide that does not assist any parties involved. Senior management often have a different objective to those on the ground e.g. confirmation of bid price. Often pushing a strained budget to “just get it done”, while the onsite teams may feel they will not get the quality required to operate the site after the dust has settled. While the surveyors may take direction from offsite management within their company.

Which is why collaboration between all parties is extremely important to have everyone pull in the same direction. Where surveys fail are normally caused by the following :-

  • Poor access issues.
  • Poor planning – Change of scope, assets to be collected etc. mid survey.
  • Poor budgeting with unrealistic targets – Instead of downsizing the data capture pressure is added to get the surveyors to finish quicker. The end result is a poor survey with a lack of detail and risk of mistakes.
  • Unrealistic time frame – One of the most common problems and a survey that wasn’t completed properly 7 years ago in 6 weeks. Doesn’t mean that you can get a new survey completed in 4 weeks. Analysis of the previous survey should have had a lessons learned. If not I recommend speaking to anyone who is still available from the initial survey to find out what went wrong.
  • Collecting wrong assets – This gets back to planning on what you should be collecting before the survey begins. But often its not clarified and as such can create inconsistent data and extend the timeframe of a survey.

These are a few pointers to get managers thinking about what they need to aim for when a survey will be taking place on their site(s).

Interim management on difficult contracts.

Matt WilkieIt may be many years ago that I started dealing with difficult contracts, often brought in at the last minute to cover for contract mobilisations, changes in structure or a contract that is failing.

But still today I find that I get the biggest buzz from putting contracts on the right path. Although working Interim in Facilities Management or managing Social Housing is often seen as a short-term role. The affects and solutions we implement are long-lasting and create the foundations for contracts to run on. Bringing our knowledge and experience into a role that can be demanding, at the same time its because its demanding that it excites us.

Knowing at the end of the contract that a job well done is recognised and our next contract is based on ability and merit we earned on previous contracts completed.

Many of the problems on contracts are better with fresh eyes as sometimes issues have become too engrained and accepted. A problem may exist that has always been there but nobody has looked to resolve it, because its always been there. Fresh eyes come with an Interim manager who will look to resolve as many issues as possible. Fresh eyes come from mobilisation managers and Facilities Managers who are there primarily to get things moving in the right direction.

In social housing many of the contracts I have worked on have been due to inefficient working, backlogs of work generated and people leaving because of stress. Yet as an interim manager you can enter the contract fresh and aggressively look to get the contract back on track. I remember one housing association where I had completed 56 hours a week for a 2 week period. It had been raised as a concern due to a 37  1/2 hour work week policy. Yet at the same time I was praised for it being the first time there had been zero complaints from tenants. A good interim manager will adapt to his surroundings and in this case 15 key members of staff had been allocated leave at the same time. Something that shouldn’t have happened but was also something I had no control over. Which left me managing all locations and all properties for the 2 week period.

This could have been seen as an impossible task, but instead I took it in my stride by seeing the positive. It was a time allocation where I could re-organise the workloads into sizeable chunks that dealt with multiple issues at the same time.  Finding job allocations had been raised multiple times, collating properties to specific surveyors instead of 3 surveyors visiting on different dates for different repairs. Ultimately bringing outstanding work down significantly and getting everyone on the same page when they returned. As its very common to hear people are busy, but what isn’t so common is finding what everyone is actually doing as many tasks are being repeated.

As an interim manager I turned the contract back into profitability giving excess of £12,000 per month  from a loss of £500,000 on the previous year. Having the vision to create change comes with fresh eyes but also as a good interim manager seeks out new techniques, experience and training picked up due to the diversity of the role. Each contract is slightly different but also meeting new people on a regular basis keeps an interim manager alive and with new found knowledge.

What information can you get from an asset list?

An asset list isn’t just about a list of equipment or properties, the asset list itself offers up a lot more use depending how you use the data. I for one have seen it getting used in many ways but also I do believe there is a misunderstanding within the FM industry of the value of asset data.

Bidding on contract –

With an up to date asset list you can actually use it to bid on contracts. But also if you have the maintenance regime that went with it you can also identify where you can generate cost savings and where the contract has risk. You can identify risk in several key areas, risk of loss of life, financial risk to FM company and financial risk to client.

But further more having historic data you can get an idea of hours, number of engineers, problematic equipment and if an initial asset sample is taken identification of assets missing which should be identified and removed from bid cost.

Staff Numbers –

If you know what assets you have you can identify the maintenance regimes required and thus generate the hours needed. The output from that being an accurate estimate of staffing levels to meet contract obligations. If there is historical asset data relating to helpdesk calls you can generate an estimated out of hours figure from the old data but also what assets are generally the problem on the contract and if they are actually on the asset list.

Monthly targets –

For maintenance with all asset captured you can generate your maintenance regime and break it down into monthly maintenance patterns. Using the data you can generate targets for the month from the 1st allowing your maintenance staff to carry out pre-programmed tasks and timescales. This also identifies if there are certain periods with excessive maintenance and as such adjustments can be made to allow balancing of maintenance throughout the year to make sure all targets are met.

Statutory and Mandatory obligations –

As the maintenance is carried out with specific maintenance regimes inline with SFG20 this allows for updating of changes inline with requirements. E.g. Fan Coil Units may have a legislative maintenance regime change or requirements. But having the Asset data and maintenance regime running through a CAFM system (Computer Aided Facilities Management) if you update one you can update all with the changes. If this is managed externally the company providing the CAFM support would update all contracts that it handles (if written into contract).

Downsizing or increasing maintenance –

Environments can change maintenance regimes significantly. E.g. working in the desert means condensers need extra maintenance due to fine sand getting into bearings. But at the same time if you have an occassional use office you may find most assets in that office could be downgraded to bare minimum. Identifying your assets individually allows you to adjust the maintenance per item. But also with the condensers in the desert you could group the assets by parent and child to carry out more maintenance.

Running reports –

There are many processes that can become fully automated once time is invested in understanding what you can get out of the asset data. For example you could run a monthly report on compliance, energy usage, equipment coming to end of life, upgrades, environmental and energy impact as well as recommended changes due to phasing out obsolete with new technologies.

Forward programming of budgets –

Understanding assets allows for forward programming of changes, upgrades, phasing out and new equipment. Not only for this year but the ability to program for the next 20 years even. Also the replacement savings tied with it for possible increased budget ability. E.g. showing lighting upgrades in year one would have an increased energy saving. The money saved by the upgrade could assist in supporting upgrading more lighting throughout a building or contract. In the same way adding things like power invertors, although there is an initial cost its the ability to show a saving over months, a year and years that supports requesting the upgrading. But also gaining the upgrade work adds value to the contract and increased opportunity both financially and with client relationships.

This list may seem fairly extensive but the fact is there are many more things you can do with asset data. The FM industry needs to embrace more what can be achieved but also working with asset integrity specialists you can also aim to ask questions that have not yet been asked or actioned within your contracts. As the more asset management comes into its own the more you will find it can assist in your daily tasks to improve your efficiencies. As well as automate many tasks that are currently time consuming.

Welcome to asset surveyor co.uk

This is a short introductary video for the Asset Survey Co UK channel. I am Matt Wilkie and I have been working in asset integrity, asset surveying and the FM industry for over 20 years.

I aim to share information, hints and tips on not only asset surveying and Facilities Management. But also useful information and tips for things like Excel to help make daily life easier. But also introduce and review software and equipment that could be beneficial to the Facilities Management industry and Asset Management generally.

Asset Verification Surveying In Qatar.

The most recent of clients has seen myself currently out in Qatar pretty much covering everything from accommodation and office buildings to buildings relating to oil and gas processing.

Matt Wilkie in Downtown Doha,Qatar


One of the things when asset surveying for verification you start to pick up a lot of things either missed or not in the system for various reasons. But even so still need to be logged even if removed at a later date.

Primarily because if its on the data collection it can be questioned and then added, removed or retained for the project. Each decision has an impact on cost depending on how its handled.

Adding to that even if the client’s list is 100% accurate and everything they say they have is there you have to analyse and compare for the length of contract type. For example if its all inclusive for 5 years will the equipment last that long? Are there spares or replacements that will need to be budgeted for? What type of maintenance regime is being used?

Because every contract I have worked on has always involved some jiggling be it pricing, moving of assets to different budgets or removing or adding of equipment. Which is why gathering the correct data and making sure you have as much of it as possible even if it seems a little irrelevant sometimes is worth the effort if you have the time.

Sometimes there is only time for a specific task e.g. just confirming things are there which I advise making clear to whoever your client is that this is all that will be carried out due to time restraints. Because if you see something e.g. 10 brand new Chiller units replacing 5 old ones due to a company expansion you may flag up that there is new units and an additional building but time for getting all the information such as serial numbers etc. you may not be able to do.

I do enjoy this type of work and also interesting travelling to different countries as you get to see the variance in standards, equipment and the affects of specific regional weather on equipment. E.g. a regular sand blasting in the deserts doesn’t do air conditioning any good and does affect their life considerably. At the same time another area can be heavily affected by sea air causing corrosion of a different kind with the same result. But the timeframes of damage are different which is why I enjoy understanding the differences and how these impact on equipment. Because lets face it a manufacturers guidelines etc. will often not cover these issues due to harsh environments taking things out of scope and warranty.

UK Asset Surveyor and engineering manager.

I have worked in the FM industry for over 20 years in various roles. I have attached my current CV below of projects I have  been on that most recently include Royal Bank of Scotland and Directline Group.

I am passionate about the work I do and have been working mainly in the FM Industry, Construction and Asset Surveying sectors. This has been for government, social housing and large corporations. I have lived and worked both abroad and in the United Kingdom and extremely flexible when it comes to where the work is needed.
• Work orientated and committed to completing the task on time every time and within budget.
• Client orientated to make sure all contracts run smoothly.
• M+E and Fabric condition surveys.
• Able to work on my own, part of a team or build a team nationally or internationally.
• Asset tagging.
• Compiling surveying data into useable Excel formats.
• Team management – I have trained and run multiple surveying teams.
• Cost book assessment and development for contracting costs.
• Maintenance regime development using SFG20 / existing or merged depending on requirements.
• SCOPE assessment and adjusting survey to suit.
• International experience (I have experience in Germany, UK, Philippines, Hong Kong, Oman, Qatar, Abu Dhabi).
• Experienced in Mobilisation, Transition and Asset Management.
• Working on national and international contracts from £4million to over £80million.

• DirectLine Group (M+E Surveyor)
• RBS – Mobilisation Manager for  Scotland Cluster Manager (Interim)
• NHS – (Asset Surveyor)
• Shell Oil – Qatar (Asset Surveyor)
• Shell Marketing – Sultanate of Oman (Asset Survey Lead)
• Shell Development – Sultanate of Oman (Asset Survey Lead)
• PDO – Sultanate of Oman (Asset Survey Lead)
• HM Prisons – (M+E Surveyor)
• AXA Insurance – (Fabric and M+E Surveyor)
• Siemens – (Fabric and M+E Surveyor)
• Orbit Housing Norwich – (Building Surveyor)
• Jephson Housing Swindon – (Building Surveyor)

Fahud Airport - Oman

Fahud Airport – Oman

Carillion Values Week - Southern Oman

Carillion Values Week – Southern Oman

Scotland Cluster Manager (Interim)

July 2014 – Present (4 months)Scotland

Cluster manager responsible for 33 sites within Scotland for Royal Bank of Scotland on behalf of Carillion PLC.
My responsibilities :-
• Implementation of statutory and mandatory procedures and guidelines.
• Health and safety documentation, procedures and requirements.
• Critical maintenance throughout the United Kingdom.
• Identification of business and health risk within contract.
• PPM regimes for 33 sites and allocation of resources.
• Introduction and refinement of FM processes and documentation.
• Recruitment.

Engineering Manager (dual role)

February 2014 – Present (9 months)Wolverhampton, United Kingdom

Engineering Manager supports the implementation of the standards and service covering all Engineering Services. This includes guidance, advice, support, post incident reviews, audit management, resource optimisation and benchmarking services.
Strong teamwork and relationship management skills. Forming strong links with the Operational Managers and their field teams. Positively contributing to the performance, growth and profitability of the business.
Key parts of role:
•To support the establishment, implementation and maintenance of technical standards, quality system updates, reviews and service solutions to support the performance and profitable growth.
•To understand the Client, and Business requirements, and support and deliver solutions to meet and exceed needs contributing to the satisfaction of customer objectives.
•To ensure compliance with all statutory engineering and relevant company and client policies.
•To manage excellent relationships with all stakeholders including, our client, our suppliers and other partners within a region.
•As a member of an Engineering Team, to be an ambassador and key player ensuring high and consistent standards across the business.
•To support and lead in the provision of technical support to business incidents and failures during business hours and outside business hours.
•To support all the Key Performance Indicators (KPI’s) associated with the role and as required within the contract.
•To regularly review the supply chain to ensure best value product and service is delivered.
•To ensure that records are updated as required.
•To support customer and company audits ensuring optimum results are achieved.
•To ensure engineering staff are suitably qualified and hold current certification.
•To be the controlling manager for statutory responsibilities, reviewing and updating as necessary.
•To ensure excellent communications across the field teams and other central support staff.

Asset Mobilisation Surveyor (dual role)


February 2014 – Present (9 months)Wolverhampton, United Kingdom

Dual Role With Carillion as Engineering Manager and Asset Mobilisation Surveyor the role requirements as surveyor are as follows :-
• This role is home based with the requirement to travel and work nationally and internationally.
• Complete M&E asset verification surveys and reports.
• Provide lifecycle analysis of M&E assets.
• Conduct surveys and report on M&E asset condition.
• Audit and report on statutory compliance with regard to M&E assets.
• Liaise with external M&E consultants as appropriate.
• Manage M&E minor asset care projects.
• Assist in the management and measured delivery of contracted M&E PPM provision.
• Manage internal and external relationships including client, local authorities, service providers and statutory bodies with regard to M&E matters.
• Completion of portfolio of documentation detailing criticality of assets and suggested changes to existing maintenance schedules.
• Provision of an improved, cost effective, efficient service to all customers, both internal and external, through the implementation and monitoring of procedures, and show continuous improvement.
• Provision of support to operational site staff to ensure that their technical queries/objectives can be met and that cost effective solutions can be provided.
Experience, skills and attributes in this role:
• Proven track record of experience of SFG20 task and frequencies.
• Have an awareness of standard CAFM system operations.
• Clean driving licence.
• Computer literate, able to use word and excel to an intermediate level with good reporting skills.
• Proven history of performance based contracts.
• Able to identify cost saving and performance enhancing opportunities.
• Ability to lead from the front and seek to improve and enhance delivery of client services.
• Be self-motivated, client focused and dynamic.

Mobilisation Manager

April 2014 – May 2014 (2 months)Glasgow, United Kingdom

Mobilisation of West Scotland as part of a transition of maintenance contracts to Carillion for RBS.
Main responsibilities :-
• Assess maintenance regimes for statutory and mandatory compliance.
• Assess staffing levels needed to carry out maintenance throughout my region.
• Implement Carillion’s working practices and standards.
• Improve quality of service and identify maintenance and repair issues.
• Manage staff and make sure everyone follows company practices and procedures.
• Assess buildings for risks both financial and health and safety.

BPO 24 Hour Services
Technical Director
BPO 24 Hour Services

March 2013 – January 2014 (11 months)Cebu,Philippines

After returning from Oman and seeing a gap in the market for data processing of Excel sheets that not only needed to be converted from notes but cleansed I began BPO 24 Hour Services with my wife. Initially we started with a handful of trainee staff and using a small office that I had constructed when I returned from Qatar on another assignment. This progressed into purchasing a new building that could accommodate up to 100 staff. Over the year we not only bought and paid for the building from profit but also renovated and purchased computers.
My role was financial,technical and sales orientated to develop the business including learning all aspects of not only the networking but PBX system. Extremely time consuming and interesting to do something new.
The company is primarily engaged in the following activities :-
• Transcription services.
• Data processing and conversion from survey sheets.
• Secretarial and Virtual Assistant roles such as call management and appointments.
• Invoicing, time sheets and payment chasing.
• Data cleansing.
• Processing asset register data.
The business has now reached a stage where I can return to surveying full-time and allow my wife and her team to continue developing the business.

BPO 24 Hour Services - Call Center Cubicles

BPO 24 Hour Services – Call Center Cubicles

BPO 24 Hour Services

BPO 24 Hour Services

Asset Survey Manager For Shell
Carillion Alawi L.L.C.

October 2012 – March 2013 (6 months)Sultanate of Oman

Managing one of our asset teams and coordinating with Shell to arrange site visits as well as making sure the correct data and information is collected. Assessments of the conditions of equipment throughout the sites nationwide as well as checking both Scope and original asset information to confirm that the survey data we are collecting is correct for the contract. This is primarily used to identify key problems within the equipment and contract as well as to make the client aware of anything we discover during the surveys.
As data is collected it is then converted into a format that can be uploaded into a usable format for GENEVA which also involves a time of data cleansing.

Asset Survey Lead For PDO / Shell
Carillion Alawi

June 2012 – March 2013 (10 months)Oman

Trained and managed several teams of surveyors for Carillion Alawi on the Shell / PDO contract to gather a thorough asset list which covered both verification and condition surveys. This was for buildings and equipment throughout the whole of Oman, accommodation facilities and office locations.
• Assessment of SCOPE and adapt survey to requirements.
• Management of staff and training for surveying.
• Client management.
• Organising logistics and access to secure sites (furthest being 1000km from capital).
• Assessment of self delivery and work that would need to be handled by contractors.
• Assessment of staff numbers needed and equipment for contract.
• Built maintenance regime to bring standards up to FSG20.
• Assessment and adjustment of cost book based on budget limitations and staff requirements.
• Compilation of data for uploading into Asset Management program be it GENEVA or SAP.
• Identifying items not on the asset register e.g. generators that had been added recently.
• Identifying potential health and safety issues e.g. roof hoists.
• Life Cycle assessment.
• Asset Tagging and building of register.

Matt Wilkie in Oman at Fahud Aiport with the Asset Team

Matt Wilkie in Oman at Fahud Aiport with the Asset Team

Asset Surveying for Shell
Carillion Qatar

February 2013 – February 2013 (1 month)Qatar

Carrying out asset verification on buildings and facilities in Qatar on behalf of Carillion PLC for Shell. This involves inspecting all equipment on hard and soft services. To assess they are part of the contract and in good condition.
• Assessment of SCOPE and adapt survey to requirements.
• Carry out M+E survey on limited timescale.
• Carry out Fabric condition survey on limited timescale.
• Prepare documentation for handover including potential financial risks for contract.
• Identifying items not on the asset register e.g. generators that had been added recently.
• Identifying potential health and safety issues e.g. roof hoists.
• Life Cycle assessment.
• Asset Tagging and building of register.

Technical Director
BPO 24 Hour Services

February 2008 – December 2011 (3 years 11 months)Philippines

Primary role and function was business development and the technology needs for self delivery of the business. BPO 24 Hour Services is primarily an outsourcing hub which carries out several key support services for businesses and the FM / Surveying industry.
• Transcription services.
• Data processing and conversion from survey sheets.
• Secretarial and Virtual Assistant roles such as call management and appointments.
• Invoicing, time sheets and payment chasing.

Orbit Group
Regional Surveyor
Orbit Group

April 2009 – December 2009 (9 months)Norwich, United Kingdom

Surveyor for Norwich primarily dealing with long-term problems and general housing association needs. It was an enjoyable post that I relocated to Norwich to carry out.
• Void inspections.
• Repair inspections.
• Reduce existing back log of work.
• Work with contractors to improve service and delivery time.
• Deal with long-term issues e.g. collapsed water mains.
• Bring contract back within budget and improve performance.
• Reduce complaints by tenants.

Orbit Housing - Norfolk

Orbit Housing – Norfolk

Asset Surveyor

February 2008 – December 2008 (11 months)United Kingdom

This was a contracting role that crossed several contracts whilst undertaking surveying for Carillion.
The clients included AXA insurance, Siemens Turbines and HMP Brixton.
• Work Nationally.
• Work on my own and with other surveyors.
• Carry out condition surveys for Fabric and M+E.
• Assessment and flagging of critical items that may have a cost impact.
• Flexible working – Most work was done out of hours where possible to reduce impact on staff working in the locations as well as allowing a thorough inspection of buildings.
• Identifying items not on the asset register e.g. generators that had been added recently.
• Identifying potential health and safety issues e.g. roof hoists.
• Life Cycle assessment.
• Asset Tagging and building of register.

Jephson Housing Association Group
Building Surveyor
Jephson Housing Association Group

January 2007 – November 2007 (11 months)Swindon, United Kingdom

Surveyor for Swindon carrying out general repairs throughout my patch which also included Oxford and parts of the South coast of England.
• Void inspections.
• Repair inspections.
• Reduce existing back log of work.
• Work with contractors to improve service and delivery time.
• Deal with long-term issues e.g. collapsed water mains.
• Working within budgets.
• Dealing with flood damage in the Gloucestershire area to properties.

Jephson Housing - Swindon

Jephson Housing – Swindon

Johnson Controls
Senior Engineer
Johnson Controls

February 2006 – December 2006 (11 months)Birmingham, United Kingdom

Contracted as an onsite engineer responsible for the service and maintenance of all facilities. This included cooling, heating, electrical services, lighting and general fabric of the building. I was employed on a temporary basis to bring the building back up to standard and to also generate extra work from tenants within the building.
My main responsibilities were :-
• PPM’s on all M+E equipment including air conditioning.
• Carry out fire tests on smoke screens etc.
• Carry out repairs on damaged parts of the building.
• Call out duty.
• Work with clients in improving delivery.
• Quote and generate work outside of contract for extra value.

Millenium Point

Millenium Point

Integral UK Limited
Senior Engineer
Integral UK Limited

March 2004 – February 2006 (2 years)Birmingham, United Kingdom

I was responsible for repairs and maintenance on several contracts which included the following clients :-
• National Blood.
• Sainsburys.
• Matalan.
• NHS.
• Royal Bank of Scotland.
• Health and Safety Executive.
Although operating out of the Birmingham office as a mobile engineer I covered a large area as most contracts had a minimum of 30 buildings throughout the region. I was responsible for daily PPM repairs and maintenance as well as reactive maintenance. This role overlapped multiple skills including :-
• Carpentry.
• Locksmith.
• Electronics.
• Electrical.
• Quotations.
My work was extremely varied and I enjoyed the contracts. I worked on a call out rota as well as day to day working. Every day was different and call outs generally revolved around robberies needing emergency repairs. A very client focused role that I enjoyed thoroughly while with Integral.





M+E Engineer

April 2002 – March 2004 (2 years)Qinetiq, Malvern

Responsible for general maintenance at the Qinetiq site in Malvern, Pershore and Evesham. This role was primarily as a support role for the existing static maintenance team on site who were allocated specific buildings. The main site houses over 180 buildings on an area of approx 2 square miles.
Duties involved :-
• PPM’s for M+E
• PPM’s for Fabric.
• Small works to assist onsite projects.
• Reactive and responsive maintenance for all sites.
• Surveys and inspections.



Redditch Borough Council

June 2000 – April 2002 (1 year 11 months)West Midlands

Carpenter for repairs and maintenance on housing stock for Redditch council. This role was based on area working primarily collecting job sheets and working alone. This was a multi trade role covering several key skill sets :-
• Carpentry.
• Tiling.
• Plumbing.
• Fencing.
• Glazing.
• Kerb laying.
• Locksmith.

Exhibition Carpenter

August 1997 – December 1999 (2 years 5 months)Worcester, United Kingdom

Working nationally as an exhibition carpenter I transferred between exhibition companies as client contracts started and stopped. This role was self-employed with Hays Montrose acting as my agent alongside Team Up employment agency.
Main roles :-
• Design and build exhibition stands.
• Work to extremely tight deadlines.
• Work long hours (average working day was 16 hours 7 days per week).
• Travel where required as and when needed.

Purpose Built

January 1995 – August 1997 (2 years 8 months)Malvern

Purpose Built construct timber frame buildings and as a carpenter I would construct several timber frame packs per day. This also included not only the framing but also plywood, membrane, doors and windows to allow quick installation on site. Hard work but extremely good company to work for with a good work force until we were made redundant. The company was sold to Prestoplan and the name Prestoplan Purpose Built was formed. Although the work transferred to Preston.
Skills needed :-
• Able to read drawings.
• Physically fit to lift walls.
• Fast paced working.
• Carpentry and joinery.

Safety glazer
Bromsgrove Window Film.

October 1992 – December 1994 (2 years 3 months)Bromsgrove

Installing safety glazing for schools, hospitals and other government buildings throughout the West Midlands. Main responsibilities was working from surveys, installing a plastic film that stops glass from shattering and dealing with clients.

Alarm Engineer
A.S. Alarms

June 1991 – October 1992 (1 year 5 months)Worcester, United Kingdom

Although not left school I had a good electronics knowledge due to my father being an electronics engineer in the military. I originally started at A.S. alarms as a trainee but progressed to an engineer within a few months. Due to my age I wasn’t insured to drive a company van and as such I was given someone older to train on alarm installations and drive me.
My role involved :-
• Install alarm systems.
• Maintain alarm systems.
• Install CCTV systems.
• Install security lighting.

If your interested in using my services please email Matt Wilkie.

Asset Verification Surveys

An Asset Verification survey or “AV Survey” for short is generally carried out at the start of a contract changeover period. I wanted to cover the reasons why Asset Verification is so important in a contract.

Most companies on a large scale leave their general maintenance to Facilities Management companies or some other external body who deals with the day to day maintenance of their facilities and equipment. The problem is between the client and the FM company the data is often not updated on a regular basis.

This creates a problem with contract evaluations as they can be under or over valued for maintenance. For example if your equipment was all 50 years old and constantly breaking down but the basis of the contract is written in as “new” you could expect a huge amount of extra repairs during the contract period. The opposite happens if you have replaced a lot of old equipment yet its still on the asset lists as very old. Because the incoming FM company would put additional repair costs to the equipment or even remove it from contract completely until brought up to standard.

So the asset verification process is extremely important in getting  the right budget for the right maintenance. But going forward as long as the  FM company and client manage their asset lists correctly they should only need minimal updating with changes, repairs etc. as long as its kept up to date!

From a replacement point of view having the asset verification completed often shows a lack of maintenance as well as a lot of equipment in poor condition. These can now be allocated a time period of replacement and expected life before they need replacing.

The reasons I wanted to stress this is that the asset verification is normally coupled with asset condition surveys as they can both and ideally need to be done together. Your paying for a surveyor to assess things are there it doesn’t take much longer to give it a condition code!