Capability Statement

August 2019

Priestland Consulting Ltd

We are an independent, specialist

Consultancy that supports clients on

Technology

for the built environment

Strategy Change

About Priestland Consulting

2

Business

strategy Change

management

Innovation &

technology

audit

Technology

roadmaps

Technology

options

appraisal

Process

mapping &

requirements

capture Technology

procurement

& training

Strategy Technology Change

Our range of services

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3D visualisation

4D planning

Analytics

BIM / Digital Engineering

Building Management

Systems (BMS)

Business cases

Business development

Change management

Circular economy

Concurrent engineering

Cost consulting software

Cost management

Cultural change

Customer experience

mapping

Design for Manufacture and

Assembly (DfMA)

Digital design processes

Digital twins

Factory fabrication and

engineering

Innovation

Laser-based scanning

Planning and project controls

Procurement

Programme delivery

Programme implementation

and risk

Simulation

Strategy

Technology development

Training

Value propositions

Visualisation

Our capabilities and skills

4

We work with blue chip

contractors, consultants and utilities.

Our client list is as follows:

Our list of clients

5

Our leadership team

John is a Director of Priestland Consulting and

is advising contractors, utilities and consultants

on digital innovation and the industrialisation of

construction. Previously, he led digital

transformation at AECOM from 2016 to 2018.

John was Global Strategy Director at WSP at the

time of the acquisition of Parsons Brinckerhoff

from Balfour Beatty. He has also held senior

roles at Hyder Consulting and WS Atkins.

John has a MBA (with Distinction) from London

Business School) and a First Class Degree in

Physics from Keble College, Oxford. He is a

Fellow of the Institution of Civil Engineering.

Sam has 28 years’ experience in integrated

project delivery and the implementation of

technology, processes and development of

people for the construction and wider property

sector.

He has an in-depth background in design-for-

manufacture and construction, construction

industrialisation, as well as advanced

experience in integrated design, planning and

co-ordination and BIM processes.

Sam has held design roles with Amec, WSP

and Crown House technologies. He co-founded

Fulcro Engineering Services, which specialises

in design and construction virtual prototyping.

Toby is a change management professional

who develops, supports and delivers change

and transformation programmes that provide

tangible results for our clients.

He’s an MBA graduate with a substantial

and successful track record in organisational

change. Priding himself not just in

developing transformative strategies but in

working with people at all levels of an

organisation to ensure plans are fully

realised.

Toby led an award-winning team to deliver

digital transformation for a leading UK

housebuilder.

John Priestland Sam Jack Toby Chisnall

Change Management

Director

Technology Director Managing Director

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Software development

BIM products and solutions

3D modelling

A Quantity Surveyor by background, Tom is a BIM

expert with a strong programming background. He

advises clients and develops software to automate

tasks. He is particularly expert in the integration of

design, cost and programme tools. He is also

skilled at optimising workflows and the cultural

challenge of getting new tools adopted.

Tom James

BIM technical

specialist

Revit “superuser”

BIM strategy

BIM training and development

Mike is one of the UK’s leading experts on the

implementation of BIM, and has 12 years’

experience of using Revit. He is an Autodesk Revit

certified professional for Revit Architecture, Revit

MEP, Revit Structure (3 separate qualifications)

Most recently, Mike was Head of BIM at Capita

from 2014 – 17.

Mike Turpin

Revit specialist

and BIM strategy

lead

Project Management

ERP Implementation

Communication and training

Lizzie is a project manager, with extensive SAP

Implementation experience, data migration, data

analysis, organization and communication abilities.

Experienced in training plans, data migration

management, change management, governance

and data validation experience.

Lizzie Mant

ERP Implementation

Project Manager

Our consultants

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Transformation and change

Procurement and purchasing

Logistics

Jaydon is a procurement and commercial

specialist with expertise in realising value through

strategic engagement with the supply chain. Key

skills include: cost control,, logistics, management,

materials management, negotiation, procurement,

SLAs and KPIs.

Jaydon is a Fellow of the Chartered Institute of

Purchasing and Supply.

Jaydon Silva

Transformation

and Procurement

Business transformation

ERP requirements and systems

management

Coaching and mentoring

Steve has more than ten years of experience in

business transformation, first in the financial sector

and then in construction (for McCarthy & Stone).

In this role he spanned change management for

the introduction of BIM with turning round a failing

implementation of an ERP system.

Steve also has experience in delivering coaching

and training as part of cultural change.

Steve Carr

Transformation

Lead

Internet of Things (IOT)

Cloudless technology

AI and Big Data

Nigel is the Co-founder and CEO of Imont, a

company that develops software for IoT device

integration using a "cloudless" technology. He has

over 20+ years of software management &

development at Hive, AlertMe, Canonical, Betfair &

UBS. He is also an AI and Big Data expert.

Nigel has a MSc in Optoelectronics from the

University of Northumbria

Nigel Pugh

IoT and Cloud/Edge

Computing

Our consultants

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Transformation and change

Human performance

Robotics

Louisa has first-hand experience of leading large

strategic programmes - notably at MetLife as

Programme Management Lead and at Prudential

as Programme Director for the development of a

group wide asset data warehouse..

She is also expert on operational excellence

human performance; and she has investigated the

use of robotics in office-type environments.

Louisa Pavis

Transformation,

Programme and

Change

Our consultants

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Training and development

Educational strategies

Digital leadership

Pauline held the role of Executive Director at

BRE. She has more than 20 years’ experience

and is known for establishing and leading the BRE

Academy, which saw fast growth through

digitalisation of training and qualifications and

commercial collaborative contracts. She also led

on the development of educational strategies.

Pauline Traetto

Training and

improvement

specialist

Operational strategy

Operational management

Infrastructure programmes

Nick is the former Head of Transformation at

Thames Water and Head of Commercial Services

at Scottish Water. He has extensive experience of

developing and leading complex multi-disciplinary

business transformation programmes and

successfully delivering operational delivery

solutions across the water and infrastructure

sectors.

Nick Sumption

Operations and

Infrastructure

Expert

• Define objectives,

goals and timeline

• Define the initial plan,

create the project

structure and launch

the programme

• Develop and define

the solution by

identifying, evaluating

and confirming tech

suppliers

• Assess the impact of

change to your way of

working

• Develop and deliver

the case for change

• Understand what has

already been

achieved

• Understand your

structure, skills and

ways of working

• Define the scope and

your requirements

• Develop your vision

and way of working

• Establish and confirm

the priorities

• Define and scope

case for change

Investigate Discover

• Confirm digital

solutions and road

map

• Agree scope,

timelines objectives

and commercials

with suppliers

• Define the delivery

plan

• Develop your

organisational shape

and digital talent

• Define the new way

of working

Plan Deliver

• Business is the

right shape

• Business has the

relevant support

• Ability to respond

to new

technologies

• Develop and

build business

strategy

Sustain

• Standardise

operational

documents and

folder structures

• Build the technical

solutions

• Migrate the data

and documents

• Test the solutions

• Prepare the team

for ‘go live’

• Support the

business

Our Five Step change process

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Case Study Creating an environment for innovation in engineering design

The Challenge

A major international engineering and design

practice was concerned that its application of

digital engineering and other construction-

software techniques was behind its

competitors.

Furthermore, it wanted advice on how to drive

forward a digital improvement programme –

considering not only the steps that were

required to introduce new technology, but also

how to create a sustainable culture for

innovation and growth.

The Solution

Through a set of structured interviews with

directors and managers across the UK and

Europe, we carried out an audit of

“innovations” within the company. We were

able to benchmark the various initiatives

against industry practice; and consider both the

investment and the potential for growth

surrounding each. We then advised on the

most promising innovations to pursue.

We considered a range of models to make

innovation sustainable: our recommended

approach was a mixture of partnering with

software specialists (to bring DevOps and user

acceptance testing skills); and the creation of

Independent Operating Units (IOUs) as

preferred by Geoffrey A. Moore in Zone to Win.

The Result

The client has radically changed its approach

to R&D expenditure, centralising and

optimising its expenditure on a small number of

major initiatives.

It is reducing dramatically the number of

offices that carry out design work, so that it can

invest in centres of excellence that take

forward more advanced aspects of BIM (design

libraries, standardisation etc).

It is looking to partner with a software

developer and a major client to develop a

building surveying software product pioneered

by a dynamic internal team (but who did not

have the resources and experience to

commercialise this properly as a product.

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Case Study Developing future-proofed digital tools for a innovative cost consultancy

The Challenge

The client is a relatively new and innovative

cost consultancy, specialising in the property

sector. It has a particular emphasis on and

vision for digital construction.

The task is to help support the creation of

digital tools to support better management of

the business now, while being future ready for

the changes in professional services and

construction that are on the horizon,

The solution needed to be lean, efficient and

effective technologically, while being

acceptable to the independent and fast-moving

culture of the organisation.

The Solution

We employed an accelerated ‘investigation’ and

‘discovery’ phase to capture, map and optimise

the current processes. We developed

requirements, making sure that we helped

anticipated the trends in the industry (for

example, the convergence between cost ,

programme and design) that are driving

efficiency in construction.

We drove a fast-track software procurement,

focused on these requirements – and ensured

that claims of vendors were put to the test,

Examples of our approach were to stress the

importance an integrated data strategy that

supported the implementation of a new ERP

system today, as well as being able to use

analytics linking project data with performance in

the future. We advised on the choice of cost

consulting software that not only enhanced

current business, but helped support Design –

for-Manufacture and Assembly (DfMA) thinking.

The Result

The project is ongoing, but the client is already

benefiting from a robust and requirements-led

approach to its software procurement.

Software vendors have been keen to

demonstrate the capabilities of their systems

and we have been able to advise on where an

out-of-the-box approach should be deployed,

or whether customisation is better.

By adopting an ‘agile’ approach, we have been

able to install the new functionality in a micro-

system way, ensuring that the most urgent

needs are met, while fitting into an overall

roadmap for change.

By focusing on processes first and foremost,

we have also been able to help deliver the

cultural acceptance and change – and drive

improvements in business efficiency and

control that were fundamental to the client

brief.

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Case Study Implementing digital construction for a leading UK housebuilder

The Challenge

Our client needed to introduce a digital

construction strategy to support business

growth.

They also needed to understand the breadth of

the concept and its benefits.

The industry leading approach needed to be

adopted by people at all levels both within the

company and in its supply chain.

The Solution

Change is not a solo crusade and working with

the client we developed a comprehensive digital

transformation and BIM strategy delivering the

following:

• Re-structured departments, processes and

framework agreements

• Established product and design standards

and information rich 3D building models

• Replaced multiple unmanaged information

stores with a single digital source for design,

development and project specific information

• Introduced best in class technology

• Ensured collaboration internally and externally

• Embraced all aspects of change management

and the people side of change

The Result

The award-winning approach has streamlined

operations enabled digital construction and

generated multi-million-pound savings.

The improved quality of information has

enabled the company to innovate and

continues to build high quality homes.

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Contact: John Priestland | Telephone: +44 (0)7990 081382 | Email: john@priestland.com | priestland.com