Michele Simon

Michele Simon - Career to date

June 2020 to date - Amelia Consulting Ltd

After leaving Bridewell Care I decided to set up my own property consultancy and have been involved with a number of projects:-

February 2018 to June 2020 - Bridewell Care Ltd

Managing Director and Nominated individual

After leaving Capco I spent 12 months refurbishing my property portfolio and considering my future. In February 2018 I set up a domiciliary care company delivering care at home to vulnerable people in London. Now that the business is established, I have decided to hand over the day-to-day running of the business and move on to a new challenge.

October 2011 to March 2017 - Capital & Counties Properties

Head of Operations and Property Management - Covent Garden

In October 2011 I was approached by Capco to examine the Property Management of their Covent Garden estate on a consultancy basis. The estate has a mix of retail, residential and commercial occupiers requiring different types of customer service and they felt that the quality provided by their external supplier did not reflect the standards of the company.

My recommendations were that there should be a number of changes in the processes and in the management of the suppliers, including setting up an in-house team to oversee the Property Management and the Service Charge budgets.

My report was accepted by the Board and I was persuaded to take a permanent role at CapCo and to implement the recommendations of the report.

Achievements

July 2010 to September 2011 - Interserve HSBC contract

Director of Operations - Offices

During 2009 Interserve won the contract to supply FM services to HSBC UK offices and retail units. After an initial attempt at running the contract with existing management I joined them to develop the offices team (mostly staff who had TUPE’d from HSBC) to improve service delivery and raise their performance in order to achieve the contract KPIs.

May 2008 to May 2010 - NB Entrust Ltd

Director of Operations

In 2007, NB Entrust was created as a joint venture between NB Real Estate and Helical Bar to provide property services to NB’s 800 properties managed on behalf of investment funds. In January 2008 I was head hunted to overhaul their struggling operations. My remit was to raise the standards of delivery and implement new processes and systems.
In 2009, we won the BIFM Award for "Best Team Servicing Investor Clients" and one of my team was the winner of the BIFM recognition award for the "Rising FM of the Year 2010"

In February 2010 NB was bought by Capita Symonds who had a different focus and the organisation went through a process of dramatic reorganisation.

Responsibilities

Achievements

July 2003 to April 2008 - Grosvenor Estates Ltd

Director - Grosvenor Service Centre

Grosvenor is an international property development and investment group with operating companies covering Britain and Ireland, Australia, Asia Pacific and the Americas.

At the end of 2002, the Grosvenor Service Centre (GSC) was created to bring the Property Management of 360 buildings on the London Estate in-house and offer additional services to tenants. After a false start using an internal appointment I was recruited to be the head of the division with a five year remit to build a property management department providing high quality service appropriate to the Estate, at a cost acceptable to the Investment managers and the tenants.

Responsibilities

Achievements

May 1995 to July 2003 - HQ Global Workplaces

Director of Operations (Europe) - November 2000 to July 2003

The organisation was the largest operator of 5 star serviced office space in the world. HQ’s philosophy was to sell on quality of service rather than price and this attracted blue-chip companies who required high levels of customer care. The period 1997 through 2001 saw rapid growth in the UK division, with an increase from 6 to 40 buildings including 6 in mainland Europe, opened during early 2001.

After September 11th 2001 the US owners changed their worldwide strategy and the company entered a period of contraction. Many of the buildings were closed and there was a major change in culture with extensive reviews of overheads and staff reductions. The UK operation was finally sold in June 2003.

Responsibilities

Achievements



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