39 York Road
London SE1 7NJ
1st Floor Malling House
Kent ME19 6QL
Calle Sant Miquel 55
Telephone: 0203 7142400
© 2019 Initiate Consulting Ltd.
Client: London Underground
Project Value: Estimated £3.8 billion for Piccadilly line upgrade project (until 2026)
London Underground plans to provide new rolling stock and associated signalling, track and station infrastructure within the New Tube for London (NTfL) programme, covering Piccadilly, Central, Waterloo & City and Bakerloo lines. The NTfL programme is to increase the capacity of these lines to up to 36 trains per hour at peak hours by late 2020s or early 2030s.
The programme is currently at System Concept Design stage with secured funding for the period of two years, until March 2016. The adoption of increased automation of train service is being explored. If adopted, this will require major infrastructure changes including the installation of platform edge doors (PEDs) and level access to trains at every platform.
Client: London Underground Limited
The Bond Street Station upgrade comprises project Management, detailed design, demolition, civil engineering, tunnelling, fit-out and services installations to provide the following:
Current Programme (6 year construction duration):
Value: £9.3 million
Earl’s Court Station Stabilisation is part of London Underground’s (LU) Station Stabilisation Programme. The purpose of the Programme is to stabilise the condition of the asset base of the seventy-two stations that were neither refurbished nor modernised during the Public Private Partnership (PPP).
The Programme is being managed within the LU Capital Programme Directorate (CPD) and will deliver station premises and systems improvements and to maintain the assets in a fit condition for the next 10 years. Earls Court is a strategic station on the LU network and the following success criteria have been set for the project:
In order to achieve the aforementioned targets a project team was appointed and tasked to deliver a series of works:
Client: Heathrow Airport Limited
In 2013 Heathrow Airport Limited (HAL) embarked on an Asset Management Programme to evaluate how they managed their portfolio of assets. The agreed outcome would be that HAL would be accredited with ISO55001 by the end of 2016. Initially the team developed the vision and strategy for achieving this.
Client: Heathrow (HAL) Engineering – Utilities Team
Project Value: £4.9m
The most significant challenge for HAL in Q6 (2014 – 2018 quinqennium) is generating more than £600m of operational cost efficiencies. Their competitors run successful airports at lower cost and the airlines are demanding greater efficiencies. HAL must continue to cut waste, eliminate duplication, make their structure and processes leaner and more efficient, all while improving safety, quality and service to passengers/airlines.
HAL Engineering have committed to a number of cost saving measures through the Q6 settlement process. This includes a number of utility consumption-based reduction targets primarily focussed on electricity. Additionally HAL has set the goal of 34% CO2 energy reduction by 2020. There is an opportunity to replace and optimise / control some of the older less efficient assets which yield energy saving benefit.
Client: TfL London Tramlink
Project Value: £25m over 4 years
Since Tramlink opened in 2000, services operated have remained relatively static. However passenger journeys per annum have increased by 45%, increasing from 18.6 million in 2001/02 to 27.8 million forecasted for 2010/11.
Because of this growth passenger crowding on Tramlink is an increasing issue. The London Borough of Croydon identified that future demand on Tramlink reveals significant growth, exacerbating the existing problem with crowding and congestion.
In January 2011 Tramtrack Croydon began tendering for the supply of an additional 10 trams for Tramlink to be supplied from the end of summer 2011.
Client: SWIP (Station Works Improvement Programme) for London Overground
Project Value: Current project £1.8 million
The station at West Hampstead station is served by London Overground, Thameslink and London Underground’s Jubilee line. Each train service operates through separate platforms and station buildings. Network Rail is the owner of the station and track infrastructure for the Thameslink and Overground stations.
London Overground has been undertaking a major programme of works to increase the capacity of its train service to meet growing demand. The core of the programme involves increasing the length of the trains from 4 cars to 5 cars, which requires platforms to be lengthened. As West Hampstead is a major interchange, the works at this station include doubling of the width of the platforms from 2m to 4m to cope with the projected increase in traffic. Work at the station is being carried out in stages. The first phase involves construction of the platform structure for the wider and longer platforms. The second stage involves building a new station entrance to the south of the existing building and a new overbridge to provide access to Platform 2. Platform finishes will also be completed in the second stage.
The work on Platform 2 is further complicated by installation of sheet piling to retain a steep bank. The adjoining land is also undergoing commercial development, restricting access for piling works. Access from the track side is limited by the presence of overhead traction power cables. London Overground had awarded a contract to Dyer & Butler for the platform extensions for the whole line, however this did not include the platform widening works at West Hampstead.
London Overground commissioned SWIP to deliver the platform widening works.
SWIP has been established as an internal contracting organisation within London Underground to act as the preferred contractor for TfL/LU upgrade works. This is a complex project with Network Rail as infrastructure owner having to approve the design and construction method for all works.
Modern car production is a constantly changing process in response to consumer demand. Manufacturing facilities in the UK have been expanded, contracted and altered accordingly. Development of existing facilities including paint shops, weld areas, logistics, assembly, vehicle quality inspection areas, panel production and engine plants have all seen significant investment. Business administration has also expanded leading to the need for increased office space.
The recent change in EU legislation on block exemption has led to significant structural change in the car dealership network and a shift towards greater control of brand identity by the manufacturers.
We have been involved in:
The world’s markets are dynamic and ever changing. Deregulation, globalisation and technology have all had significant impacts on this sector.
Seed to market and resilience in the working environment are key drivers. A high dependence on IT is a common theme in investment banking projects.
Our involvement has included:
The government has committed to a massive capital investment programme across the whole of the Health Service. Structural changes in the way the NHS delivers its services have also impacted significantly on how these capital investments are delivered.
The push towards PFI on major schemes over £25million has been a mixed success. New hospitals, extensions to hospitals, new doctor surgeries have all been delivered but whether optimum value has been achieved is another matter.
We have been involved with:
Commercial property development is undergoing significant fundamental change in response to market change and new patterns of use.
Office retail, industrial and mixed use schemes vary in size and complexity from the very small up to the major schemes such as Battersea Power Station. Out of town shopping, retail parks, business parks, and leisure schemes have all been a new breed of developments over the past couple of decades.
The underground has gone through significant change in the last decade and now benefits from the highest ever levels of capital investment slowly correcting the decades of under investment in the railway infrastructure. London Underground is driving forward the investment programmes while continuing to operate a transport network that regularly delivers up to four million passenger journeys per day.
We have provided significant support in this area:
There have been significant structural changes in the rail sector which commenced in the mid 1990s with the formation of Railtrack, the Train Operating Companies (TOCs) and the Office of the Rail Regulator.
The emergence of Network Rail in October 2002 has not changed the fundamental philosophy of the railway which sees the ownership of the infrastructure vested in Network Rail and responsibility for provision train services franchised by the Department for Transport to the TOCs . Thus there has been a fundamental separation of responsibility for infrastructure from operation of the trains.
There has been and continues to be significant capital investment in both existing and new infrastructure on the mainline railway to ensure reliability and increase capacity.
As framework consultants for the Provision of Professional Services to Network Rail we have provided support in two areas of Network Rail’s Investments and Enhancements Group:
We have provided support in:
We are link-up registered in the following categories
The SEERAS White Paper supported the significant growth of the South East regional airports to meet the ongoing demand for air travel. The phenomenal growth of low cost airlines has also dictated significant investment in airport infrastructure throughout the country.
All major airports are expanding including Heathrow Terminal 5, further redevelopment of the central terminal area and potentially a third runway. Stansted has plans for a new runway and supporting infrastructure and expansion is planned at Gatwick, Luton and City airports. We have provided support in this area on:
initiate provide a comprehensive and proactive approach to claims avoidance and management and have highly experienced practitioners in the following fields:
Claim Avoidance strategies – producing and implementing claim avoidance strategies.
Claims Defence – During the construction phase it is important to ensure compliance with contractual requirements and that proper records are kept. It is also important at the outset of a major project that proper processes are put in place to deal with claims as and when they arise.
Claims Analysis – In order for a claim to succeed it must have contractual basis, supported by factual and accurate records.
Delay & Disruption Analysis – many claims revolve around extensions to contract periods and/or delays in completion. Forensic planning techniques are used to show how events have impacted upon the projected programme of works, in order to allocate responsibility for the delay. The effect on productivity must also be analysed and understood.
Claims Negotiation – most claims can be resolved by successful negotiation without the need for formal dispute resolution procedures.
Litigation or Arbitration – Should litigation be unavoidable claims analysis and technical support is provided to legal counsel.
Adjudication – Adjudication in the construction industry offers a quicker and more cost-effective approach to resolving disputes than litigation or arbitration. An Adjudicator’s decision is binding and usually upheld by the courts.
Expert Witness Testimony – experts are available with a thorough understanding of the most complex construction issues and an appropriate expert with the experience and expertise will be provided to support the client’s position.
Forensic Accounting – Cost data is often extremely complex which can lead to costs being incorrectly billed to a project.
initiate provide a comprehensive approach to commercial management:
Cost Management – Accurate cost management is important in shaping and managing construction contracts. Services include assisting in establishing a client’s requirements, advising on construction costs including whole life costs, preparation of cost estimates, provision of cost control and cost forecasts, provision of cash flow forecasts, and performing risk analysis and value management.
Procurement – The procurement process in construction is extremely complex and requires a detailed technical legal and commercial knowledge. Services include advising on procurement and contract strategy, preparation of bills of quantities and schedules of rates, preparation of tender documents, managing and analysing tenders, and managing award of contract.
Legal – Legal arrangements in use in construction range from standard forms contracts to bespoke project specific agreements. All need an expert knowledge of construction and construction law. Services include advising on an appropriate form of building contract, preparation of contract documents, advising on a range of legal and contractual issues, provision of advice on contractual disputes, acting as expert witness and adjudication and mediation.
Contract Management – Following award of contract there are numerous legal requirement flowing from the agreement which must be fulfilled. Services include contract administration, accurate record keeping, preparation of valuation of work done and certifying payments, valuing changes, and the preparation and agreement of final accounts.
Taking action to make sure a project succeeds – monitoring, auditing and rescuing projects that are not going as planned.
To ensure the best results from projects it is vital to monitor progress and quality against agreed criteria. initiate can help ensure delivery to brief, budget and timescale, either on an ongoing or ‘snapshot’ basis. If a project is failing to meet expectations, initiate’s rescue package will identify why there is a shortfall and propose a strategy to realign a project and mitigate any damaging impacts.
Construction Management is an approach to the delivery of construction projects that relies on the procurement and management of trade packages. This allows the client to fast track delivery by overlapping design and construction. It relies on a team to manage the design and construction phases and removes a number of layers of management from within the traditional construction approach of appointing a separate main contractor. This leads to a greater transparency between the client and the trade contractors often leading to more effective payments and reduced cost.
initiate’s experience in providing this service has primarily been with Honda of the UK Manufacturing where this approach has led to significant worldwide benchmarked improvements the value of which has been recognised by the UK Department for Trade and Industry as well as construction bodies.
Managing functionality, design, time, cost, safety and quality so that a project is completed satisfactorily.
initiate is expert in all aspects of professional client project management, actively controlling a project to give clients confidence that cost, time and performance objectives will be met.
At the core of our service offering in Project Management is our Project Execution Plan. This is a fundamental building block in our approach and is tailored to meet the specific requirements of the proposed project.
An approach to the translation of a client’s business strategy/plan into optimum capital choices and the subsequent creation of the best possible platform for delivery of that strategy.
initiate Consulting’s expertise lies in helping Clients identify and understand their key business objectives and configuring the investment choices in the optimum way to achieve these. Our approach takes in the implications of both wide-ranging strategic and detailed issues. We have a particular talent for identifying and transforming threats into opportunities, based on our understanding of the Client’s aspirations. This is achieved through focussing on potential benefits and the different ways in which these can be realised, including the all-important stage of leading the Client through the changes that are necessary to realise the full benefit of their investment programme.
Having arrived at the optimum solution to the Client’s requirements, we set about developing the key ‘building blocks’ and a ‘route map’ for the programme or projects to provide a robust platform for delivery which includes establishing an appropriate capital cost plan, programme and business case for the project, the appropriate delivery organisation and most effective procurement approach.
A method of linking a set of projects to high-level business objectives to ensure benefits are delivered as expected.
Programme Management maps business objectives onto project portfolios to achieve benefits of strategic importance. It maintains a strategic view over the set of projects, aligning and coordinating them within a programme of business change in support of business strategies.
It provides the linkage that connects individual projects to a rapidly changing business environment and constantly evolving strategy.
Programme Management provides the umbrella under which a number of projects can exist. It provides the framework for ensuring that projects are developed with consistency, are coordinated and are provided with policy, guidance and strategy.
initiate has extensive experience in providing programme management services having adopted this approach on many asset based construction and engineering undertakings.
Audrey has worked in the building industry in various roles for 15 years, ranging from estate Agency to working on-site with quantity surveyors, project managers and property developers.
She stepped out of the industry for 3 years to work in advertising but, as she’ll happily tell you, when it comes to efficient administration it’s the same wherever you are…
Audrey’s role within initiate Consulting is the management of HR, Finance and Monthly Business Reporting, Internal Communications, Web Management and Marketing Assistance.
Responsible for the overall strategic direction of the Group comprising; Initiate Consulting, Profile Consulting, Queensborough and JS Projects. He provides board leadership and financial stewardship with hands on involvement with key client accounts underpinning the importance of personal relationships and board level commitment.
Terry founded PDSI as parent company in 2006 to acquire Queensborough from its founder in 2006 followed by JS Projects in 2009, Profile Consulting in 2011 and Initiate Consulting in 2017. The founders of each business were known to Terry with terms negotiated on a mutually beneficial basis ensuring continuity of trading and future security for staff and clients alike.
Before setting up PDSI in 2006 Terry was MD of Schal Management (Carillion) Board Director of Mace Group in 1999 and before that a Director at Bovis running significant client programmes and portfolio projects across UK and Internationally. An industry leader with significant experience advising clients from early development and planning stages through feasibility and viability followed by procurement and delivery.
A construction engineer with over 30 years experience. Terry is an enthusiastic leader and motivator. A strategic thinker with strong management and interpersonal skills. Believes passionately that people are motivated through opportunity and opportunity is provided through growth which is created through service excellence.
For main contractor
Programme Development and Project Controls
£25m – £50m
High End Residential – Structural alteration and extensive refurbishment including swimming pool and sauna
Victoria – London
Extension and total redevelopment of Grade 1 listed theatre
Canterbury – Kent
St Pauls – London
Refurbishment of office block
The preparation of Programmes and Impact Assessment
£50m – £60m
Detailed programming of the new Kings Cross booking hall. We developed all aspects of the programme to manage this project
High End Residential
Bishops Avenue, London
High End Residential – New Build
Civil and Industrial
NAREC / Horiba
Project management, Quantity surveying, Cost management and CDM co-ordinators
Feasibility study to deliver a design solution for a test rug on behalf of the ETI to evaluate the performance of newly developed wind turbine nacelles
Ford / Horiba
Upgrading a number of existing chassis dyno with new chassis dynos
Jaguar land rover / Horiba
Preparation of budgets for JLR board approval and drafting of tender documents on behalf of JLR
Retail / Residential
Russell Square – London
Programme management for the main contractor
Phased redevelopment of retail centre whilst including residential units
Marlborough Stirling Offices
Project management and design co-ordination
Construction of their headquarters building, which occupies 70,000 sq ft of office space
Ricardo / Horiba
Project Management, Quantity surveying and Cost management
New purpose built facility to house climatic test cell with facility to include a further chassis test cell
Cygnet healthcare – multiple projects over 10 years (repeat orders)
£5.2M (Derby) to £20M elsewhere UK
Derby – UK
Project management, Quantity surveying and CDMC
Delivery of a new secure 47 bed hospital housing medium and low secure patients, off town centre scheme with two blocks linked over 3 floors with recreation facilities
Providing planning support to the construction management team
Brand new Fosters designed 5 star development on an island site in The Strand, London
9 new stores – c£1.5M each
Europe – Various locations
Project management and Programme management
Procurement and delivery of several new and re-fit to retail units in city centres including: France, Italy, Germany, UK and others
Quantity Surveying, Project Management, Contract Administration and CDM
Sports accommodation, New build and development, Disabled access services, Performing arts studio, Development plan, Survey of existing buildings, Headmasters building and new swimming pool
Llanelli Scarlets RFC
£23M (Part of £200m development)
Pemberton, Carmarthenshire – UK
Project management, quantity surveying and health & safety
Construction of a new stadium, indoor training facilities, training pitch and athletics centre
Leicester Square – London
Project management and Quantity surveying
Refurbishment and relaunch of a premiere venue to its former glory as a casino, cabaret and restaurant with extensive refurbishment of original fibrous plaster work
Hotel and Residential
Planning and progress reporting
Refurbishment and new of derelict Grade 1 Listed Building into new apartments and 5 star iconic hotel
Project Lead, Planning & Co-Ordination
Project Management Support
Information Management Support
M&E Quantity Surveying
Delivery of design works for new hospital site. Completion to standard
Ian is the Managing Director of Initiate Consulting with full P & L responsibility for the business and its strategic development to an agreed plan within the PDSI Group. Ian is responsible for project and program management and cost consulting services in Transport and Infrastructure, notably frameworks for TfL, Network Rail, Aviation and DfT and more.
Ian’s career began in Construction with Trollope and Colls Ltd and he progressed through the company leaving as a site manager and joining John Lelliott Ltd where over 14 years he worked up to Group Construction Director. After a short period with Bovis he became Managing Director of Bowmer and Kirkland (London).
Ian has been MD of Hadley Property organising the business to enable large equity investment and a major growth of the operation.
Ian is an established professional, well known in his current role working with TfL as Strategic director on both the Northern Line Extension and the early optioneering stages of a major Bakerloo Line extension. He has a long and distinguished career in construction and has been director and managing director of well-known construction businesses and property developers. With 40 years of experience as business leader leading business operations and client portfolios including multi-million-pound contracts.
Leading finance and administration teams across the Group.
Brad has been MD of several property and construction businesses and has led both start ups and mature privately owned businesses.
He was previously Group Development Manager for BAA responsible for £600M aviation projects annually across all UK airports Heathrow, Gatwick, Stansted, Edinburgh, Glasgow and Southampton plus 3 EU airports retail assets.
Brad was involved in the design, planning and development management of the £18M redevelopment of the Daily Express grade 1 listed “Black Glass” building in Manchester. He was also responsible for the design, planning, construction and sales of 12 residential homes in Norfolk (£2.8M ) and 3 houses and 5 flats in Norwich City Centre (£2.4M).
An experienced developer and development manager with over 40 years experience in all property sectors including fund raising. Brad has been a Director of PDSI for 10 years and has been involved in all acquisitions and has been Finance Director and administration team leader since 2015.
Tim has over 30 years industry experience, and joined Profile in 2003, becoming a Director in 2005. He is a construction professional, experienced in all facets of project programming across a variety of sectors, from initial strategic assessments through the production and monitoring of the design, procurement and then construction stages, for both professional and end user clients, as well as contractors and specialist trade contractors. Tim also provides extensions of time and delay expert witness services.
Previous relevant roles include: The refurbishment and extension of Benenden Hospital, £60m programme management of a high end residential new build in London, design programme management of a £300m plus research laboratory for Francis Crick, £120m planning & progress reporting for the refurbishment and new extension to a derelict Grade 1 listed building into new apartments and the five star iconic St Pancras Hotel.
Tim has been with Profile since 2003, and a Director since 2005. Principal Director 2011, MD 2018.
• Review of and advice regarding alternative procurement options
• Management and monitoring of design teams
• Programming and monitoring design teams interfaces
• Interpretation of the critically of contractors bar charts
• Delivery strategy and management
• Client organisation skill gap analysis and ‘in-house’ strengthening
• Project team assembly and management
• Site acquisition assistance and management
• Stakeholder management
• Feasibility studies, cost modelling and bench marking
• Cost planning and detailed cost estimates
• Strategic construction advice
• Procurement and contractual management
• Value engineering and risk management
Our construction planning provide a unique support service to client developers and end users and contractors and also provide expert witness service in construction disputes. Our key offerings include;
• Preparation of detailed construction and tender programmes.
• Preparation of initial scheme feasibility programmes.
• Review of and advice regarding alternative procurement options.
• Management and monitoring of design teams.
• Programming and monitoring design team interfaces.
• Interpretation of the criticality of contractors’ own bar charts.
• Review of the practicability of activity periods and logic to assess programme feasibility and the implications of programme compression.
• The assessment of potential risk to identify particular areas for more intensive management and monitoring including Monte Carlo risk analysis.
• The reproduction of hand-drawn bar charts into fully logic linked critical path networks presented as quality Gantt Charts or line of balance.
• Establishment of project milestones and the identification of their criticality relative to individual project events and tasks.
• Planning support to employers’ and contractors’ own staff from pre-contract through to project completion.
• Full support to produce “As-built” records and for the analysis of the events which lead to delays and subsequent claims for extension of time.
PDSI are able to support and provide legal support services including;
• Expert Witness Services
• Expert Reports
• Dispute Avoidance, Mediation and Resolution
• Procurement and Contract Advice
• Quantification of Disruption and Quantum Claims
• Final Accounts Dispute
• Trouble Shooting / Recovery Management
Taking action to make sure a project succeeds – monitoring, auditing and rescuing projects that are not going as planned.
To ensure the best results from projects it is vital to monitor progress and quality against agreed criteria. PDSI can help ensure delivery to brief, budget and timescale, either on an ongoing or snapshot basis. If a project is failing to meet expectations, PDSI’s rescue package will identify why there is a shortfall and propose a strategy to realign a project and mitigate any damaging impacts.
This service is led by our RIBA qualified personnel. We can provide as a stand-alone service or as part of an integrated offering and includes;
• Detailed 2D and 3D site and logistics diagrams.
• 2D and 3D phasing models and diagrams.
• BIM models and 3D management.
• Full integration of BIM model and construction programme.
• Fully tailored to assignment requirements.
As noted in our opening introduction – in summary;
PDSI people are generally from major company backgrounds and possess in depth experience and will challenge the status quo to drill down into the detail where necessary to find optimum solutions for the client.
We are experienced in new build, refurbishment, and renewal projects across commercial, residential and hotel sectors. Also infrastructure and rail working with Cross Rail, TfL and auto-motive industry working in innovative R&D with Ford, Ricardo, JLR and emissions market leader Horiba.
Managing costs and maximising value for the Client are crucial to the success of any construction project.
At PDSI we maintain a close working relationship with our clients and adapt our services to deliver effective and relevant cost advice with which decisions can be made with confidence.
We work as part of the Client team, providing hands on services to the challenges through all stages of the project cycle.
Our dedicated team apply a vast depth of experience and specialist construction knowledge, when providing strategic advice or cost planning our projects. Furthermore we believe PDSI is a market leader advising on procurement strategy and execution of the works.
PDSI is committed to all projects we are involved in and we pro-actively advise, manage and forecast costs to ensure value and budgetary control is maintained.
Our key Cost Management and Quantity Surveying services include:
• Feasibility Studies, Cost Modelling and Benchmarking
• Cost Planning and Detailed Cost Estimates
• Strategic Construction Advice
• Procurement and Contractual Management
• Value Engineering and Risk Management
• Cost Control, Valuations & Change Management
• Due Diligence and Acquisition Support
• Specialist Procurement Services and Supply Chain Management
• Contract Administration
• Fire Insurance/Replacement Valuations
• Fund monitoring as monitoring surveyor