Jimi Clarke

Overview

Jimi Clarke

What people say

What people say

At Jimi Clarke, our mission is to help businesses achieve sustainable growth and success by providing them with expert business and management consulting services.

What people say

What people say

What people say

"Working with Jimi was a delight" - Chris John Mcaslan & Partners

"It was apparent, the level of knowledge brought to Higgins" - LRQA

"Flexible and readily accessible" - Felix, Stiff & Trevillion Architects

Experience

Experience

Experience

70% Increase in Live Projects, After Digitalisation

150+ Supported Projects

29 Years learning and resolving industry inefficiencies

Mission

Experience

Experience

Specify Business Cornerstone of Data and Technology.

Improve KPI Managment

Controlling Projects to Protect the Margins.

4 Industry Insights

1. Uncomfortable truth.
During the last 20 years of supporting projects through design and construction phases. it is clear that the developers and investors KPIs and interests are largely unmanaged.
The Developers and Investors responsibilities, to manage the information that drives the KPIs, are left to other businesses to oversee. And this has significant impact on profit margins and should be addressed with Data and Technology Standards.

2. Link the data to your KPIs. Process and technology are specified and implemented for the purpose to provide the data you need to manage your business KPIs. Or, to put it another way. As long as the project can waste your time and money. Data should be collected.

3. Yes, Business Digitalisation concerns ALL stakeholders. A common misconception I hear from developers, repeatedly. Is that "BIM, Digital, 3D, collaboration etc. isn't our responsibility. We pay people to handle that." But, technology, process, standards and digitalisation are there for you to protect your profit margins! So, ALL stakeholders have to make digitalisation their responsibility. The wrong tech, process, standards, communication etc. Cost you time and money.

4. Example in numbers. A 5% cost overrun on a £10M project can wipe out a £200K profit and turn it into a £300K loss—all from unexpected missing, or poor information, delays, inefficient workflows. If we consider an average margins hovering at 1–3%, even minor project mismanagement can result in serious financial risk.

4 Unexpected costs

Leaving variables, in the project plan, to chance. There are a lot of things in construction that require our attention. Some of the things are predictable and risks can be mitigated during the planning of the new project. For example. Project stakeholders not having the right capability and capacity to deliver the project and ask for additional fees for accommodating the projects standards and processes. This is a common scenario that often exceeds 5% off. of the e.g. a 2% margin.

Admin and Operations disconnect. Ensuring that all documentation, standards and strategies are all coordinated to serve the business. Provide a framework for how, the PM, IM, FM, HR and all other roles involved in the project, should provide the best possible service. But, it is clear that with the fast pace of digitalisation. Admin and Operations often cannot keep up. Which leads to errors and miscommunication between all stakeholders. i.e. Waste and increased risks to the bottom-line.

Construction delays. A few years ago, a tube line tunnel was drilled in to by accident near Stratford in London. This ended up costing £1000s per minute until the mistake was resolved. This is an extreme example. But small things like inaccessible control units and service spaces require re-work, I.e. waste. This affects the completion dates, building operation strategy and profit margins.

Cost of poor data, Example.
The front of house light for one building should comply to standards and regulations. Once that asset is under managment with poor data. Call out costs, broken maintainable components, uncontrolled warranty periods and maintenance, delays and risks to insurance premium. Over 10 years of managment, could easily add up to £1000s. For one component! Controlled data would then add those £1000s to your profit margins.

4 actions

Executive Decission. Decide as a business if wasting time and money, of any amount, is acceptable in the organisation?
If it is, no further actions needed.
If it is not, get in touch.

Identify the profit leaks. By looking at specific areas of the business, framework/network and project planning and execution. You can identify where profits are leaking and formulate the strategy to stop the leaks.

Take the Score Card UNDER DEVELOPMENT!

What are you buying? You are paying for a bespoke service and should expect some level of Customer Service. The more specific you can be with what it is you want. The more clarity and information you have for your KPI reviews. Contact me to book in a free consultation.

Change is inevitable. But approach and managment makes change an asset. Aim for your business to only show where changes are marketable. All other changes should be assets to improve on business effectiveness. Send me a text on whatsApp and I make arrangements for an informal chat. +447800955376

4 outcomes

Relief. The actions taken are focused on your business. Not "BIM, Digital Construction, Digital Twin" or any other hot keywords. Controlling the projects to protect your margins is the mission.

Confidence. Having transparency and a strategy that reflects where your business is improving. Means that there are a few new things that are under control.

Clarity. Seeing and understanding how and where the data is coming from and how the data inform on your business KPIs. Let you monitor the projects and assets through dashboards.

Security. Knowing that your technology, resources, standards, processes and communication. Not only meet ISO9001, ISO19650 and ESG standards. It also meet your specific business needs and requirements. Which should be your primary reason for making the executive decission for change in the first place.