John Kevan

for a three-month assignment at one of the most iconic sites in the
MENA region. Responsible for the development and delivery of a comprehensive business improvement program
across CAFM system, operational delivery and client relationship.

(HSBC)
Budgetary control of $11M profit and loss across all services, including small project delivery and all commercials
related to the set-up of the new building, budgets and subcontractor negotiations. Served as the client liaison for
HSBC senior management. Delivered strategy and oversight on talent management needs within the team.
Propelled quality and consistency through UAE and sharing best practice across the MENAT region. Overall
responsibility for HSEQ across the UAE, including site audits and leading indicators for EHS management.
Key Contributions:
§ Unparalleled Leadership Skills: Spearheaded a team of 80 directly employed and subcontractor staff
delivering service to HSBC across the UAE ensuring the attainment of existing contractual deliverables
despite substantial additional workload.
§ Project Management: Led the mobilisation and transition of the new HSBC regional HQ building, a 20-
floor A-grade facility with a gross floor area of 30k square meter (320k square feet) in Downtown Dubai;
earned an award for the successful mobilisation of HSBC’s complex and globally high profile project.
§ Cost-Saving Initiative: Delivered significant savings of $420k on a tight budget for 2018 generated
through a combination of efficiency analysis and contract negotiation along with careful management of
variable spend and effective client billing for out of scope items.
§ Team Development & Recruitment: First team in the region to recruit, mobilise and train dedicated
customer liaison staff as well as recruitment of new facilities management and reception team to deliver
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best in class service to building users, enabling to maintain an excellent status of customer satisfaction as
measured through KPI scores.
§ Optimum Service Delivery: Executed mobilisation of building services on time and within budget despite
challenging conditions and delays in construction completion.
§ Successful Business Transformation: Steered turnaround efforts for Oman from the most problematic,
budget deficit regional office to a profit making and one of the best performing countries in EMEA within
6 months through step change improvements in financial position, portfolio FM risk, contractor
negotiations, commercial management, client relationship and service delivery, resulting to progress
through promotion to lead the country holding the regional HQ for the client.

Advanced to increasingly responsible position as member of the senior contract management team responsible for
contract performance, client engagement and senior-level collaboration over performance management. Oversaw
KPI management and negotiation effecting £12M contract profit per year. Provided review and advice on
maintenance strategy.
Key Achievements:
§ Strategic Contract Management: Boosted contract profitability by 50% over 24 months through efficient
KPI management and a combination of operational improvement and client negotiations.
- Improved contract activities to maximise value added to the PMS scoring and profitability.
§ Process Optimisation: Drove success through continual process improvements of workflows, systems,
and helpdesk management, quality and commercial.
§ System Development: Enhanced Management Information (MI) specifically tailored towards operational
improvements, allowing operational teams to analyse performance and target areas for improvement.

Developed bids through operational FM knowledge and engaged with prospective FM clients throughout the tender
process ensuring the proposal is client-focused and conformed to best practice. Supported large bids ranging up to
£100M per annum. Provided the right information in the most strategic way while demonstrating an understanding
with the needs of the clients. Recommended maintenance strategies to tailor the most efficient solutions for
prospective clients.
Key Achievement:
§ Successful Bid Management: Led operational solutions and strategies for the winning of the Arqiva bid
for Carillion plc, involving a four-year contract valued at £15M per annum with 5 + 2 years awarded.

Owned full P&L management of £5M for the whole region with overall responsibility for HSEQ and benchmarking
of services throughout the North of England and Scotland. Strategic operational review of resource and pricing
methodology for the self-delivery of grounds maintenance to demonstrate resourcing disparities and maximise
asset utilisation across the country. Fostered a positive health and safety culture through regular focus and effective
communication.
Key Achievements:
§ Team Management Across Multiple Locations: Led a large team of 80 directly employed staff and
subcontractors for providing services to 615 BT sites across a wide geographical area in South Scotland,
North East England and Cumbria.
§ Operations Management: Transformed a failing area through a reinvigoration of standards, structure and
prioritisation of tasks.
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§ Strategic Analysis & Troubleshooting: Pioneered the zero service failure campaign across the Monteray
business by conducting root cause analysis of all SLA failures and generating continuous improvement
plans, resulting to a significant reduction in contract failure rate from 15% down to 2%.
- Developed business case to invest further in labour, machinery and training for the achievement of
operational targets.
§ Strong Interpersonal & Communication Skills: Positively influence the rest of the region injecting with
new vigour and increasing standards throughout the North of England.
- Improved efficiency of communication between Monteray and BT through a comprehensive
relationship mapping and development exercise.
§ Relationship Management: Executed regular client engagement and successful improvement of client
relationship through collaborative working and regular review.

Provided commercial operations management across the north of the Siemens contract for security, porterage,
cleaning, grounds maintenance and internal planting. Efficiently managed suppliers and delivered strategic business
improvement, process optimisation and problem resolution within Siemens and Virgin Media contracts in the event
of service failure and process engineering to prevent reoccurrence.
Key Achievements:
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