Executive FM Consulting
PO Box 47124, #20 - 12192 Symons Valley Road NW Calgary, AB T3P 0A0
Organization Overview
Most FM Leaders are Fighting the Wrong Battle
FM struggles because it is not properly positioned within the organization, and there are many reasons for this. Understanding and rectifying them requires an examination and action grounded in organizational psychology and organizational behaviour. The bottom line is that FM will be left to reactively address the consequences of decisions made in rooms where it is not allowed.
With proper positioning, FM can focus on its own organizational maturity and become a high-performing, resilient, and agile organization capable of implementing a program of sustainable change. Organizational maturity within FM is unique and based on 15 dimensions.
Then and only then can FM tackle the 'Relief - Reset - Legacy' process to remove immediate pain points, creating space to reset organizational structures, jobs, and work processes that provide role clarity, efficiency, and effectiveness, empowering the organization it supports. At this point, FM can fully engage as a respected and strategic partner and leave a lasting legacy.
I know this because I've lived it for 17 years as a Chief Facilities Management Officer and now as a management consultant supporting the evolution of FM operations.
I’ve led teams of 750 employees, budgets of $45M, and capital projects totalling over $250M. I've delivered millions in savings and steered teams through crises, restructurings, and cultural resets. I hold an MBA, CFM, CEFP, FRICS, and CMC. I’m a RICS Fellow, current President of the IFMA FM Consultants Council, and published in the IFMA Facilities Management Journal. I also have a book coming out in early 2026.
If you suspect your FM challenges are bigger than people and budgets, you’re probably right. Let’s fix it.
www.executivefm.ca
FM struggles because it is not properly positioned within the organization, and there are many reasons for this. Understanding and rectifying them requires an examination and action grounded in organizational psychology and organizational behaviour. The bottom line is that FM will be left to reactively address the consequences of decisions made in rooms where it is not allowed.
With proper positioning, FM can focus on its own organizational maturity and become a high-performing, resilient, and agile organization capable of implementing a program of sustainable change. Organizational maturity within FM is unique and based on 15 dimensions.
Then and only then can FM tackle the 'Relief - Reset - Legacy' process to remove immediate pain points, creating space to reset organizational structures, jobs, and work processes that provide role clarity, efficiency, and effectiveness, empowering the organization it supports. At this point, FM can fully engage as a respected and strategic partner and leave a lasting legacy.
I know this because I've lived it for 17 years as a Chief Facilities Management Officer and now as a management consultant supporting the evolution of FM operations.
I’ve led teams of 750 employees, budgets of $45M, and capital projects totalling over $250M. I've delivered millions in savings and steered teams through crises, restructurings, and cultural resets. I hold an MBA, CFM, CEFP, FRICS, and CMC. I’m a RICS Fellow, current President of the IFMA FM Consultants Council, and published in the IFMA Facilities Management Journal. I also have a book coming out in early 2026.
If you suspect your FM challenges are bigger than people and budgets, you’re probably right. Let’s fix it.
www.executivefm.ca