John Deasy
director, White Young Green
John Deasy has a pragmatic approach to engineering. "At the end of the day a building is a place for people to work, shop or play in and we should focus on how to deliver that." As director with White Young Green his primary objectives are to deliver a profit and grow the business. Consultancy he says is about selling expectations. "Clients want to be told, 'We've looked at the options from your point of view and we think the best way to go is this'. It's giving them the comfort and confidence that what you're saying is right and that you'll deliver."

Deasy started his career as an apprentice with Drake and Scull. "When I left school I had the choice of working as an electrical engineer for the London Electricity Board, or going to British Airways to do avionics. But then I was interviewed by Drake and Scull, and the guy doing the interview really enthused me."

After six years with Drake and Scull, Deasy moved into consulting, working on a host of projects including the Meadow Hall shopping centre in Sheffield. "I also did a lot of commercial projects, such as the fit out of the Prudential offices, which was a real experience. The job was 36 weeks late. Then you really begin to learn what the industry is about."

Deasy joined multi disciplinary consultants White Young Green in March of this year. As a company traditionally strong in the civil and structural sectors, a large part of his role is to develop the m&e business in the London and Oman offices. Building on a long track record in the financial services sector, Deasy is looking to diversify and move into health, commercial, education and residential markets. Part of this strategy includes a new facilities consultancy division that he has set up, which will provide support to clients on a cradle to grave arrangement. "We will get involved in the planning stage, we'll build the scheme and then we'll help operate it for them."

The group as a whole is looking to move up the value chain, giving clients advice on a wider range of issues other than just engineering. Comparing it to the accountancy profession Deasy says: "Ten years ago they moved from being accountants into management consultants and change managers, some of them are even offering facilities management. We're approaching it from an engineering point of view. I think the facilities consultancy side will lead us naturally into other areas".

Despite problems Deasy believes that PFI is the way of the future. "There has been a lot of criticism of the design, architecturally and otherwise, but I honestly think that type of approach is the way forward. Much longer-term commitment between parties is needed so that you can learn from each other over time and create an understanding that allows it to work."

After 25 years in the building services sector some might have grown cynical, but Deasy retains his enthusiasm and believes that the profession sells itself short as a career. "It's a brand image issue. Recruitment into universities is dire. Why is it different from say architecture. They attract intelligent people, who have a passion for it."

Part of the problem is showing people what building services engineers actually do. Deasy is currently involved in putting together a promotional dvd for the company which will tell a virtual story of how a building is put together. "You'll be able to go in and look above the ceiling and under the floor and see the services, it will show just how complex it is and the skills needed to achieve it."

But engineering is only half of the equation. As a plc with over 1200 employees there are other issues to get to grips with, such as communication and creating an effective knowledge base. "Engineering can also be an exciting business career, learning to run a company can also be rewarding. There is always opportunity."