New opportunities, new focus and new pressures need new people. Josephine Smit runs through the cvs of the industry's fresh heirs.
Housebuilding's directors are no longer managing and macho. St George's creation of the new post of regeneration director last month, and its appointment of social housing specialist Charmaine Young, confirmed that there are new positions of power and influence in housebuilding for a new breed of manager. Their jobs carry the usual director title, but it is often prefaced with a new area of expertise like regeneration, customer services or innovation, reflecting housebuilding's new business focus on the drivers of customer and process.
The new professionals themselves are as likely to have come from outside housebuilding, and may not be converted to the industry's traditional ways of doing business. But whatever their background, these people have a lot in common. They all want to take their company and the industry forward, they all have CEOs who are as committed to change as they are, and they all speak the same language of adding value, partnering, and service.
If you haven't got this type of new labour in your company already, then maybe you should read their manifesto.
Tina Smith, Regional MD, Maunders Westbury
Challenge of the job: Following in the footsteps of John Maunders. Instituting culture and process change at the former Maunders Homes following its acquisition by Westbury. “Maunders products were pretty good but we are improving the speed and quality of build. Westbury is systems led so we need to go onto the standard product” How does she do it?: Spurned John Maunders’ first floor management suite in favour of a ground floor office among the workers. Brought in Westbury staff on secondment to work alongside existing Maunders staff. Big emphasis on training, starting with health and safety training for site managers. Replanned sites - at The Ridings in Runcorn, replanning resulted in 1500sq ft homes being fitted onto sites Maunders had earmarked for 1200 square footers. Building up a medium-term portfolio of land. “With sites I look for low risk and not too many detrimentals” She says: “I’m not interested in interior design. I’m interested in land. I like deals. I like housebuilding because it’s real” Preparation for the job: Degree in management studies from Cardiff University. Trained as a chartered accountant with Grant Thornton. Joined Westbury in 1989. Appointed to present post in April 1998Brendan Ritchie, Innovation director, Willmott Dixon Housing
Challenge of the job: Realising Egan’s vision. Adding value for clients. “Establishing best practice internally, so that good ideas aren’t in isolated pockets, but are brought forward and spread through the company” How does he do it?: Works with continuous improvement and implementation groups in each Willmott Dixon region. These identify aspects of the build process that should be improved and produce best practice proposals He says: “At first I thought this might be a part-time job, but I soon realised I needed to do it full-time. We are starting at a pragmatic level, with continuous improvement and increasing efficiency” Preparation for the job: 20 years in construction; 10 years in design and build for social housing with Willmott Dixon. Appointed to present post in July 1998Ian Hughes, Sales and marketing director, St James Homes
Challenge of the job: Establishing an image of quality and service for Berkeley Homes’ newest division. “We want to give people a million dollar service, whatever they’re spending” How does he do it?: Fits out sales negotiators in Armani suits and gets them together fortnightly for team-building nights out. Has showhome garages painted with murals showing anything from New York’s skyline to Georgian London He says: “Why leave a garage as a boring garage. The buying process should be enjoyable. This is just the tip of the iceberg. There are a lot more exciting things we can do. We’re catching up with the car industry on service” Preparation for the job: two years in estate agency, nine years in sales with Fairclough Homes. Appointed to present post February 1998Emma Rice , Group customer service manager, Beazer Homes
Challenge of the job: Ensuring the company lives up to the Beazer Plus Promise. “I want us to meet and exceed that” How does she do it?: Initially focussing on after-sales, reviewing current practice in a two-month regional tour. Looking at introducing computer systems to provide pooled information resource. Assessing training needs in skills like managing telephone calls and dealing with customers face-to-face She says: “The customer is more than just someone who is buying and moving into a home today. They are there for life” Preparation for the job: 14 years in the travel division of American Express, with training in business management. “The travel business is very focussed on exceeding customer expectations. We had the processes in place to analyse if customers were coming back to us.” Appointed February 1999.Geoff Fermor-Dunman, Purchasing director, Wimpey Homes
Challenge of the job: Changing procurement from adversarial, transactional process to mutally beneficial relationships with suppliers, improving end product. “Can the industry afford the police-state structure you have to have when you don’t trust?” How does he do it?: Reduced supplier lists. Implementing partnering and assembling best practice. Reckons it will take another 2-4 years before strategic partnering relationships are established. “We’re already seeing benefits in costs going down, improvements in product quality, and greater value for money.” He says: “What the industry is doing now isn’t the best that can be done. Extra value and profit can be got irrespective of the market” Preparation for the job: 30 years in aircraft, electronics and other manufacturing including Japanese companies. Appointed to post January 1998Source
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