Briga Consulting Ltd

Briga Consulting Limited, a sole practitioner consultancy, specialising in construction and commercial management; business growth and strategy. The client list includes May Gurney Integrated Services Plc. – review of the group business assurance system and recommendations for improvement; The European Bank for Reconstruction and Development – senior industrial adviser with the Enterprise Development Programme and the Barnsley and Rotherham Chamber of Commerce – specialist enterprise coach with the Regional Enterprise Programme.
The company has considerable intellectual capital in terms of the knowledge and experience gained within the UK and overseas within both construction management, commercial management (that includes troubled project reviews/turnarounds) and sustainable development business strategy (with regard to the environment, the ‘Green Deal’ and project strategy on significant public private partnership contracts).
Company professional services include enabling enterprises to make structural changes and develop new business skills at senior management level, helping them thrive and compete in market economies. Providing advisory services that transfer management and technical know-how to enterprises, conveying principles of responsible corporate governance and sharing commercial experience directly with senior managers.

Mr D J Stockdale FCIOB
25 South Head Drive, Chapel-En-Le-Frith, High Peak, Derbyshire, SK23 0HU
01298 811757
May Gurney Integrated Services Plc. – 2012-1013 May Gurney is a major support services company that operates in the UK. Commissioned to undertake the review of the existing Quality Assurance/Group Business Assurance System (Group Turnover per annum circa £700m). Scope of professional services required the preparation of a report to the project steering group with recommendations for action and the preparation of a detailed implementation plan with supporting resource and cost plans. Added-value: the deployment of business analytical and critical thinking skills in the review, challenging and providing a gap-analysis of required processes, procedures and methodologies. Research skills – both internal and external – identifying and reviewing current best practice; coaching and mentoring skills with regard to the requirements of a fit for purpose assurance system and required change management behaviours; leadership skills in leading cross-functional senior management to deliver objectives to date. Strategic management skills in the design and communication of the report recommendations; project management skills in the preparation and communication of the recommended project implementation plan. Presentation and communication skills during meetings with the project steering group and members of the Executive Management Team. Outcome: Report signed-off by the project steering group and awaits ratification by the client Executive Management Team.
The Keepmoat Group 2011 – 2012 Frank Haslam Milan (West Midlands) Ltd, a £120m per annum turnover company specialising in social housing and student accommodation in the UK within the Keepmoat Group. A failing business unit with a commercial function that was a major concern to the group. Appointed interim Commercial Director by the Regeneration Executive Director joining the board of FHM (West Midlands) in March 2011. The brief was to find out what was happening and turn the commercial function around and make it fit for purpose. Added-value: Commercial and risk management skills deployed in critically reviewing, assessing the current situation at pre-construction and post-construction stages; stabilising a rapidly deteriorating situation and the preparation of a crisis management action plan dealing with legacy issues/challenges resulting from poor bid management of the previous year. This coupled with significantly high staff turnover of key and experienced managers over the previous 12 month period. Coaching and mentoring skills were required helping young and inexperienced staff with low morale to cope with the significant commercial pressures. Leadership skills in terms of crisis management and the effective re-building of commercial teams. Outcomes: The initial six month contract was extended twice and I received a financial bonus on completion. FHM (West Midlands) Ltd was incorporated within a larger regional business on the successful completion of the Apollo/Keepmoat merger in February 2012.
Enterprise Plc. 2008 – 2011 Enterprise is one of the major infrastructure providers in the UK with group turnover per annum circa. £1.1billion. Tasked to provide a group sustainable development strategy and environmental support as a qualified Chartered Environmentalist. Added-value: up to date knowledge of both technological and managerial challenges that face companies dealing with the potential challenges of climate change in the built environment. Enabling the identification and exchange of best practice across group business units. Coaching and mentoring multi-disciplinary teams at all levels within the organisation on the commercial risks/opportunities and competitive advantage in addressing the challenges posed by adapting to climate change. Outcomes: Successfully highlighting the need to the board of directors in having a formal group sustainable development strategy that addresses competitive advantage. Invited to be a key note presenter at the Ministry of Justice ‘Prison Planning and Development’ international conference on the subjects of ‘Lean Construction’, ‘Product Life Cycle Assessment and Embodied Energy’ (London, 2010). In addition, invited as an industry contributor, to contribute to an EU Report on the subject ‘Sustainable Public Procurement’. In addition, appointed joint chair of the Chartered Institute of Building/Society for the Environment Chartered Environmentalist professional review panel.