Changing places

When Dave Corbin volunteered for the role of ‘integrator’ in a partnering workshop back in March 2004, he didn’t know exactly what he was letting himself in for – the role had yet to be defined. It was a decision that radically changed his career. Corbin, then an M&E design engineer with multidisciplinary consultants White Young Green, had long harboured the ambition to get into the middle of a project team where he could drive things forward. “I used to get frustrated at being on the periphery of the team,” he recalls. “I often felt that the skills I offered weren’t necessarily technical, but more delivery orientated.”

The integrator role came about when the Isle of Wight Council decided to enter into a five-year partnering framework. Under the agreement, WYG worked with construction firm Mountjoy to provide a one-stop-shop for the council’s building projects. “With the relationship between the two companies still in its infancy, we were asked who would act as the integrator for our partnering team – and I volunteered,” explains Corbin.

Since then, Corbin’s role in the company has become almost 100% project management. The role involves managing the entire team, liaising with the other members of the design group and, crucially, keeping an eye on the bigger picture.

It has been a steep learning curve, says Corbin, but his background means he is able to bring something unique to clients.

“As a services engineer, you often get involved late in the project, which generally means the scheme is too far down the line for you to have a real impact,” he reflects. “I think what I bring, to a client, in particular, is the knowledge that if you bring the services guys in earlier, they can explain how the building should be operating and this will affect the building’s appearance.”

Knowing what’s entailed in the design also enables you to ensure a balanced approach to the delivery and create an efficient construction programme, he points out. On the other hand, you have to be careful as there can be a tendency for some project managers to over-focus on the areas they come from.

Too many people have drifted into project management without learning it’s a skill

Since taking on this role, Corbin has completed the Association of Project Managers’ professional exams. “As a member of CIBSE, I felt it was important that I wasn’t just seen as a chartered engineer,” he says. “I think there are too many project managers who have drifted into this without necessarily learning that project management is a skill. It’s not something you can do just because you’re a go-getter, you need to have that structure.”

The most important aspect of this job is, he says, team management. “It comes down to delivery. I’m in the prime position to see where the team is working and where it‘s struggling. It’s a case of casting your eye over the whole scenario and, when things aren’t being delivered, you pick up on it and look for trends.”

As with any project team it’s all about teamwork and teambuilding. “Building and maintaining motivation is one of the biggest challenges,” says Corbin. “Although it sounds like a real cliché, the key to it all is communication.”

So is it a career move that Corbin would recommend to others? “Definitely,” he says. “I got frustrated with M&E and wanted to use my skills in a different way. While it doesn’t suit everyone, I see my future in project management. I don’t think I’ll find myself back as an M&E design engineer.”