Knight Frank - Design for Management brochure

DESIGN FOR
MANAGEMENT

The operational application of
architectural design

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CONTENTS

4. Introduction
8. Feasibility Studies
16. Our Experience
32. Bespoke Trophy Management
34. A Covid 19 Secure Environment
36. Meet The Team
40. Testimonials
41. Why Knight Frank?

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DESIGN FOR
MANAGEMENT

The Knight Frank approach to Design Knight Frank’s Design For Management team have
for Management process was born out over ten years of experience within this field and
of the Spinningfields development in have been involved in bringing out of development
Manchester. and into management in excess of 4.5 million sq. ft. of
commercial office space and 80 acres of public realm.
Since then it has been further enhanced and Due to the team’s skill set, we believe we are
refined in order to support and guide Landlords and uniquely qualified to provide a very specific
Developers throughout the build process in areas consultancy proposition. Through our Design for
that will significantly and positively impact on the Management offering we provide our clients expert
assets functionality and credibility from advice and guidance during every stage of
an operational and financial standpoint. A design development for new or refurbished mixed-use
that looks good on paper may not necessarily estates and mixed-use buildings. We will identify and
translate into an easily managed operation and we resolve any issues before they become an operational
have seen, first hand, how an ill thought out headache or resulting in costly retrospective solutions
operational design or the installation of key building being implemented.
management systems can have a detrimental effect on
the product; impacting the occupiers experience, The Design for Management process is at its
service charge and ultimately, the time it may take to most effective when our team are integrated
let the building. into the wider development team at the outset
of the project and retained throughout the
Our experience in this field enables us to integrate with entire development lifecycle, allowing us to
the design team and provide advice on a range of areas focus and respond to critical pinch points
that will ensure the asset is designed for throughout the build process and create a
purpose, upskills its desirability in the market and seamless transition into management.
delivers an efficient, professional and well polished
onsite operation, whilst still demonstrating great
value for money from service charge expenditures.

In short, we believe operational experience should
play a much greater role when discussing the
feasibility of design, management and installation.

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DESIGN FOR
MANAGEMENT

Core Functions Fundamentals Asset Design & Transitional Period
Operational Considerations
Importantly the Design for Management offering is a •Orientation and Management Plans •On site team appointments and training
process not a rigid document, this flexibility allows us to •Full financial building and estate service charge •Support and advise on design and development •Service charge preparation
adapt our approach with each building or public realm •Void cost negotiation strategies
and respond to specific challenges that may arise modelling, inclusive of variable apportionments as part of the project team attending development •Emergency strategies
throughout the development and into the property throughout the build process meetings •Energy procurement, metering and new
management operation. However, the following
underlying core fundamentals are applied to every •Advise on discharging Planning conditions •Space planning/layout & Functionality - Control connections, CRC, ESOS and heat network
Design for Management process with the management •Management company set up advise and input compliance
plan as its starting point. •Tenant handbooks & Fit out guides Rooms, Management Suites, Loading bays, Business
Lounges, Fire control rooms, WC’s and showers •IT hardware and infrastructure set up
The Management Plan is the cornerstone for all of •Snagging and Defects
our Design for Management instructions. The first •Waste management strategies •Interim or short term management solutions
step would be an orientation meeting to gain an •Access and egress control and traffic management
insight into the development and assets aspirations. •M&E considerations including smart building pre-service charge activation
Following which, the first management plan will be
submitted providing clarity on the building, or estate technology - operational and financial viability The above is far from being an exhaustive list, it
wide operating principles. The management plan is a does however provide an indication of the process.
flexible document that will be continually updated to •Vertical transportation The exact details will be driven by site specific
capture all aspects of the assets operation. Some •Biophilic Design requirements and the particular demands of the
sections of which, could be essential in providing •WiScore technology development, the client and the occupiers.
clarity for planning submissions. •3, 4 & 5G technology planning
•Building or Estate wide apps
•Virus secure and mitigating strategies

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11
FEASIBILITY
STUDIES

Each development will have unique areas for operational
consideration and this is especially relevant for the
likes of building applications, heating networks, Wired
Scored technology, in building mobile technology and
communications infrastructure.

Most of which are now becoming viewed as pre-requisite elements for the modern
building. Throughout our Design for Management instructions we have developed
partnerships with leading suppliers in the marketplace and have established feasibility
studies to assist the decision making process of which supplier to instruct. These studies
are intended to provide like for like examples of, not only the associated
development/installation costs, but also how any ongoing maintenance costs will
impact the service charge.
Furthermore through these collaborative relationships we are aware of future
technologies, applications and market practices that will shape how space is occupied
and as a consequence can offer bespoke innovative solutions.

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IN-BUILDING MOBILE CONNECTED
CONNECTIVITY BUILDING SOLUTION

SERVICE PROVIDER SUMMARY SERVICE PROVIDER SUMMARY

More and more voice calls and data transfers are now being conducted over Implementing fibre/voice connectivity when new tenants move in to a space
mobile networks therefore it is crucial that a strong signal is present within new can be a very lengthy process due to the time it takes to agree and process
commercial buildings. wayleave agreements and installation of the required equipment and cabling.

Signal strength can be impeded by building fabric and conflicting signals at high levels can interrupt This can quite often delay a tenants ‘move in’ date. Being able to offer a connected building
data transfers. There are a number of companies that provide in-building mobile connectivity significantly reduces the amount of time to get a tenant online which would be an attractive selling
solutions which consist of a primary hub (situated at basement level), secondary hubs (within risers point for potential tenants. Implementation of a connected building solution will also aid achieving the
on each level) and local access points (note – these must be positioned below suspended ceilings desired platinum Wired Score rating.
– discreet options can be provided in any colour).

The below comparisons are based on signal repeating of the 3 major operators (Vodafone / O2 /
EE). Three mobile has been excluded for the purposes of this comparison as it is not as widely
used for business comms as the other 3 providers.

Equipment space Option #1 Option #2 Equipment space Option #1 Option #2
requirements requirements
Access points required per 3 x full 47U racks Up to 6 x 47U racks Is additional cooling 6 x full 42U racks 2 x 24U racks
floor (within ceiling void) required for the
4-5 4-5 equipment? Yes No
5G ready
Yes – with an upgrade Yes – the proposed frequency Reception/guest wi-fi Yes Yes
Is additional cooling when local access point band for 5G is supported with included?
required for the equipment? technology no £50,000 £98,884.64
CapEx cost CapEx cost
(see attached proposals) is available upgrade required (see attached proposals) £0.20 per sqft (annual) £0.28 per sqft (annual)
Node will own the equipment. 103 Colmore Row will own all of
OpEx cost Yes Yes OpEx cost
(see attached proposals) (see attached proposals) The solution is a leased the equipment and cabling
Varying from £0 - Varying from £0- service.
Equipment ownership £297,936 (see attached £867,126.09 (see Equipment ownership
proposals) attached proposals)
From £0.30 per sqft - £0.47
From £0.19 per sqft (annual)
monthly per sqft
(annual) 103 Colmore Row will own title
Cabling infrastructure would be of all equipment excluding MNO
owned but hub equipment base
leased as part of the service
stations.

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CONNECTIVITY 1 Number of internet service providers

NODE HUB provides a state of the art connectivity hub, management connected/able to connect to the building
software and fibre optic infrastructure, to enable you to offer the best
connectivity solution for your customers. 2 Optionally included a wireless link as an

Node infrastructure which will deliver wired scored certification and RF testing for 3G, additional connection into the building
4G and future proofing for 5G 3 WIFI present in the lobby for tenant and

1. One Stop Shop for ISP 4. Connecting Floors and Offices guests

Online portal enabling tenants to view available services By pre plumbing the whole building with internet pipes, 4 Multiple communications points of entry
and choose their preferred primary and backup ISP. Once tenants benefit from quick, flexible fibre cross connects 5 Multiple, secure telecoms point of
chosen their provider is piped all the way through their between different floors and offices. Our team then
space. ensure up to date record keeping of fibre network presence room (Nodes)
utilisation.
2. Data Centre Security 6 Availability of diverse telecoms
5. Telecoms Concierge
The buildings digital infrastructure is gated, CCTV Reduced cost of ownership
monitored and access-controlled providing tenants Each tenant receives a dedicated relationship manager to
internet connections with greater levels of security than help them get connected as smoothly as possible. Technology helps to enable the successful development of any building and activation of
those found in traditional office developments. One of our qualified engineers will attend all ISP site associated public realm place making. Digital technology will increasingly enhance the asset
visits and meet the tenants IT professionals to value of new developments, leading to a reduction in total cost of ownership, more sustainable
3. Digital Facility Management understand and implement their connectivity needs.
building operation and enhanced user experiences.
Our specialist infrastructure team become a part of the
buildings FM team. Network engineers monitor and Enduring, futureproof connectivity
maintain the wired infrastructure throughout the
building providing high resiliency and uptime. The ability to offer the infrastructure that will support digitally connected, future ready, flexible and
adaptable buildings will contribute towards setting Node Hub enabled buildings apart from other
1 2 3 4 5 developments.

Internet Service Tenant gives Node Node team run Internet Service Node team patches Better tenant experience
Provider connects team their internet ‘pipes’ Provider is allocated a Internet Service Provider
with Node Hub in Given the strategic importance of building telecommunications infrastructure to support the
basement via fibre or intended comms from tenants dedicated internet through provision of connectivity to tenants, these assets have to be properly managed, maintained and
wireless antenna. room comms room to pipe from both to end tenant via their marketed, with robust processes and procedures for communications provider fibre access to
own dedicated building
location on their both basement comms internet pipes via two tenant premises, with minimal leadtimes.
floor at fit out. communications rooms to tenants
risers.
risers. comms room.

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BIOPHILIC
DESIGN

Benefits •Save energy;
•Absorb noise;
•Improve air quality and humidity levels; •Increase shopper stay-time by half an hour when using in
•Reduce stress;
•Make people calmer and happier; shopping malls
•Reduce workplace negativity;
•Reduce symptoms of discomfort and minor ailments;
•Reduce absenteeism;
•Speed up recovery from illness;
•Improve concentration, productivity and creativity;

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OUR
EXPERIENCE

Over the past ten years the team at MIXED-USE BUILDINGS
Knight Frank have been involved in
some of the UK’s most prestigious •Paddington Square
development schemes. •24/28 Savile Row
•Riverside House
This makes us uniquely qualified to deliver support and •55 Colmore Row
guidance in the design for management sector. •125 Deansgate
•103 Colmore Row
•3 Hardman Street
•20 Cannon Street
•Tower 12
•The Ray

MIXED-USE ESTATES

•New Bailey Estate
• Time Square
•Queens Square
•Spinningfields

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PADDINGTON
SQUARE, LONDON

The Design For Management team were instructed very early in this
development in order to create a management plan that would help
clarify and assist with a number of planning conditions set out by
Westminster Council.

As the development of the public realm has had to incorporate various
land ownership arrangements with Network Rail and The London
Underground, the Design for Management team has had to ensure that
they had taken into consideration every aspect of these unique
stakeholders significant operational requirements.

The management plan has had to be submitted and reviewed multiple
times in order to ensure that all stakeholders were comfortable with the
operational arrangements and management of the public realm, and more
importantly, how it will impact on their customers and tenants.

With the onset of the corona virus we have also had to consider, from an KEY STATISTICS
operational and mechanical view point, how to ensure that the
development is Covid19 secure. Client

Great Western Developments Ltd

Size & Use

420,000 sqft of commercial office space,
80,000 sqft of retail and an associated
public realm

Completion Date

2022

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PADDINGTON SQUARE Vehicle and pedestrian Paddington rail station
access and patrol zones for Public realm;
DFM KEY CONSIDERATIONS
security 680 deliveries a week
Control room/booking
Public Realm & Movement Secure by Design access/ visitor system

•General access •Security control centre
•Cyclist access •Building CCTV/recording systems
•Scenic lifts - The management strategy for the scenic lifts •Access control /alarm monitoring
•Intercom system
has been compiled after various meetings and guidance •Estate road access control
taken from the British transport police •High level estate and building security provisions
for London Underground and Paddington Railway •Fire control room
Station, counter terrorism security advisors and the •Delivery, loading bay and access routes
Metropolitan Police. •Waste management and recycling
•Management offices
•Way finding & signage
•Lighting, electricity points, water points

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24/28 SAVILE ROW, W1 THE RAY, LONDON EC1

Art is integrated into the fabric of the Key Statistics The brief for this building was to provide Key Statistics
building using a bespoke crystalline glazed advice on the layout and space planning of the
ceramic tile on the main elevations, a Client common areas within the property. Client
collaboration with renowned ceramic artist Kate 28 Savile Row - Aerium and Allied London Viridis Real Estate
Malone. 24 Savile Row - Aerium Primarily, the DFM team were to ensure the
functionality of the main reception area, loading Size & Use
28 Savile Row was the first Design for Management bay, BM suite and plant rooms. To produce various 100,000 sq ft mixed use of high end office,
instruction outside of the Spinningfields development documentation including a tenant handbook, fit retail and affordable workspace
with most of the associated issues being around the out guide and service charge documents for the
extremely tight floor plates. The lift package presented property in advance of the occupation phase. Completion
us with some particular issues as it was a bespoke 2019. Linkedin HQ
design/install for the building. The team worked with the new anchor tenant in
order to understand their requirements and ensure a
Draft management plans and service charge negation smooth transition into the building. Knight Frank
strategies were imperative in order to be clear on appointed a dedicated building manager for the
the level of service that we could provide whilst still property in order to familiarise himself with the
managing clients and prospective tenants service charge buildings operational nuances well in advance of the
expectations. It became very apparent that this buildings practical completion.
prestigious address and the occupiers it was likely to
attract would require a fully trained front of house
team.

The Design for Management team worked on this
building at the same time as 24 Savile Row which
has become synonymous for its high end finishes
and artistic input.

Highlight of the project was seeing the individual hand
fired Italian tiles on 24 Savile Row finally in place.

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55 COLMORE ROW, 103 COLMORE ROW,
BIRMINGHAM BIRMINGHAM

Knight Frank were initially appointed in a Key Statistics This is an ongoing Design for Management Key Statistics
Design for Management role to instruction where we have provided advice and
provide advice, guidance and to identify and Client guidance on a number of issues ranging from Client
resolve any issues that may arise throughout IM Properties building apps, 5G technology, district heating Sterling Property Ventures / Tristan Capital
this distinctive development process. networks, Wired Scored certification and Covid 19
Size & Use secure strategies. Size & Use
This was a unique scheme encompassing beautifully 161,073 sq.ft Offices and Restaurant 230,000 sq.ft Offices and Restaurant
restored Georgian architecture with modern grade The site has some unique complications in that it sits on
A office suites with a five star customer service offering a extremely tight floorplate, therefore space Completion
at its heart. saving/planning had to be considered from the offset. 2021

The team established a management plan and a service The DFM team were heavily integrated with the
charge model inclusive of void cost negation strategies, development team and as such have been able to
without impacting on the essential reduce installation costs significantly. A management
adherence to service standards. plan was established and the buildings comms
infrastructure was agreed and evaluated via financial
Utilising our in house trainer managers and induction feasibility studies.
process, all of the front of house team were
recruited from local hotels and given basic facilities The Design for Management team have played such a
management training, before the building reached key role in the development of the business lounge that
practical completion. it has been agreed that we will take this forward into
management once the building reaches practical
The usual advice was also given as to the financial and completion.
operational feasibility of specific mechanical and
electrical installations. This input resulted in a
significant saving on the service charge due to the way
in which we dealt with the on going maintenance of
the buildings VRF system.

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125 DEANSGATE, NEW BAILEY ESTATE,
MANCHESTER MANCHESTER

Knight Frank’s Design For Management team Key Statistics The Design for Management team have been Key Statistics
were appointed in a DFM role to provide supporting Muse Developments and English City
advice and guidance throughout Client Funds for over three years to ensure that the Client
the build process in order to deliver a “best in Worthington Mancap LLP New Bailey scheme and its associated buildings English City Funds
class” development. deliver a well thought out and workable product.
Size & Use Size & Use
Initially the DFM brief was applied and management 125,650 sq ft mixed use The team have not only established a 6 year phased A £650 Million, 50-acre Salford Central
plans established in order to provide operational budget spanning the build process; charting the regeneration scheme. New Bailey will
insights and guidance on specific building Completed associated impact that each asset has on the estate generate over 2.5 million sq. ft. of
management systems for what we thought would be a July 2020 service charge, but have also mobilised every asset on commercial office space, 280,000 sq. ft.
multi let building. However, the teams focus had to be the site to date. of creative and leisure space and 12
redirected, a few months before practical completion, Service Charge acres of public realm.
when the whole building was let to IWG and a Regus £703,500 per annum The creation of a management plan was fundamental
offering. in agreeing with ECF the estate wide principles. We Completion
were also tasked with designing the control room and 2025
Due to our working knowledge of the building the establishing its operational and physical suitability for
landlord retained Knight Frank as the managing agents this developing scheme.
post practical completion.
Each stakeholder has very specific requirements,
Knowledge on key operating systems, i.e lift which the DFM team have had to consider and
packages and access control, and the integration formulate into a workable operational process,
with Regus’ own systems has been key to providing ultimately transferring into a full management remit
a smooth transition for Regus and its main tenant, for the public realm and a number of the commercial
British Telecom into the building. buildings.

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TIMES SQUARE, QUEENS SQUARE,
WARRINGTON CROYDON

The Design For Management team have been Key Statistics This was the first time the Design For Management Key Statistics
involved with this scheme for nearly 4 years, team were instructed in partnership with Knight
supporting Muse Developments with their joint Client Franks residential team. Client
venture with Warrington Borough Council. Warrington Borough Council R&F Properties, London Borough of Croydon
First phase had already been developed so it was essential
Consulting on the master planning and establishing the Size & Use that a management plan was created in order to Size & Use
estate wide operating principles we made use of our Warrington’s new leisure scene, Time Square understand the overall operational requirements of the The site, immediately opposite the Town Hall
design experience to plan the security control is creating history as a signature family- estate and also to show the phased service charge budget and Queen’s Gardens on Katharine Street,
room and establish a central hub in time for practical friendly shopping, restaurant and over the build phases. includes the former Nestle Tower, St George’s
completion at the beginning of this year. leisure hub. Walk, the Grade II listed Segas House and
It was essential that both teams coordinated their various buildings, mostly from the 1960s, made
An estate wide service charge phasing plan was The beginning of a new chapter for operational knowledge in order to establish the estate wide up of shops on the ground floor and offices
prepared in order to provide the client and each tenant Cheshire’s largest town, Time Square operating principles which would translated into a above.
with clear financial service charge information is creating a destination for fun-loving, competitive service charge model.
throughout every stage of the development. metropolitan Warrington locals and North Queen’s Square will deliver homes, public
West’s visitors alike to experience. The £142 An estate security control room was also design and spaces – including a new Town Square – and
Both the management plan and the build phase million mixed use development will see integrated into the wider scheme. commercial properties to central Croydon.
budgets were completed well in advance of any completion in early 2020, having created up to The development will also provide a crucial link
practical completion in order to inform the Council of 400 construction jobs and 400 permanent jobs between the cultural quarter around Fairfield
any pinch points in the operation. in the leisure, retail and restaurant sector. Halls, the civic quarter around the Town Hall,
the shopping and leisure quarter along the High
The management plan also assisted in clarifying any Street and the emerging Westfield
operational questions that Cineworld or the Botanist development to be delivered by the Croydon
posed during initial negotiations. Partnership.

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SPINNINGFIELDS,
MANCHESTER

Although Knight Frank now manage a number Key Statistics
of high profile, commercial office buildings on
the Spinningfields Estate it was Anthony Client
Watson’s involvement in this scheme, as Allied Allied London, Manchester City Council,
London’s operations Director which led to the Civil Justice Centre, Manchester Magistrates
formulation of the Design for Management Courts, Leftbank Apartment’s.
programme.
Size & Use
The remit was to support the development and £1.5 Billion development consists of over 4
construction teams with relevant operational Million Sq. ft. of commercial office
insights into various M&E, BMS, lighting and accommodation, 391 apartments, retail,
management tools that would ensure that multiple food and beverage outlets, a multi storey
buildings were fit for purpose. Exceptional service car park and 21-acres of public realm.
standards throughout every aspect of the
Spinningfields operational team was also taken into
consideration to match this world class
development.

From its inception, Spinningfields was always a
24/7 operation which brought its own set of unique
operational issues. Placemaking, Estate wide security
and cleaning, retail occupier engagement and
support and marketing, all had to be
considered and coordinated as part of the wider
management for this significant development.

Most of this schemes success, and maybe a few of
its mistakes, formed the foundations of The Design
For Management consultancy offering.

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BESPOKE TROPHY

ASSET MANAGEMENT

A ROADMAP TO EXCELLENCE

Our bespoke trophy asset management approach establish if it had evolved over the last ten years.
was developed in response to an overwhelming Although the findings were fairly damming, the BCO
requirement from our clients to deliver a “best in produced an executive summary highlighting 10 areas
class service”. that would significantly improve landlords and
occupier’s approval rating of their managing agents.
Utilising our team’s expertise and experience in 5-star hotel
management and blending it with our property The Key Area Review looks to action and report on all
management background we have developed a truly these areas, giving our clients a regular comprehensive
unique service offering. As an example, most managing update on the performance of their properties.
agents will defer to a sub contracted service provider in
order to deliver a front of house offering whereby Knight Finally, we employ and train a General Manager for each
Frank will directly employ and train all their front of of our trophy assets. Again, we have developed a bespoke
house building hosts. training program, which looks to upskill each individual in
order to control his or her on-site teams and drive a best in
Our in house training and induction program has been class service. This is our roadmap to operational excellence.
developed over a number of years in order to drive service
standards and upskill our operational teams. Our trainer
managers will ensure that all reception staff deliver the
same exceptional standard of service you would expect to
find in a high-end hotel. We externally audit all our staff
with a current deliverable company KPI of 90%. This
approach not only provides a snapshot of performance, it
also provides a succession plan, allowing our front of house
staff to become our facilities managers of the future. We
believe that this management approach and its tried and
tested process, sets Knight Frank apart from other
managing agents.

The heart of our operational and reporting system (Key
Area Review) was in direct response to the BCO’s
recommendations and findings from their 2016 national
survey and working parties. PWC and British Land
partnered with the BCO in order to ascertain the
standard of property management in the UK and to

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A COVID 19 “I can only reconfirm how
SECURE impressed we are by their proactive and
ENVIRONMENT
innovative thinking as well
COVID-19 has irreversibly changed the way in which as their highly professional and
we live our lives and every business has had to
understand, react and adapt in order to safeguard responsive approach”
their customers and employees.
Richard Smith
Never before have we seen a pandemic on this scale or has the property bet365
management profession had to respond so radically. Not only have we had to
consider operational solutions and safeguards, but we have also had to integrate
practical mechanical solutions in order to create COVID19 secure environments.

Utilising our operational skill set and combining it with our knowledge of
specific building management systems we have been able to advise our clients
as to where to focus their attention when looking to alter schemes.
Redesigns and retrofits can be extremely expensive and whilst there are areas that
we would recommend the design team explore, some of the associated risk can be
mitigated by adopting very practical and much cheaper measures.

Areas for consideration post Risk Overlay completion:

•Airflow & Filtration
•WC’s
•Access Control
•Reducing High Touch Areas
•Mechanical v Operational

As we deal, primarily, with new builds and refurbishments we appreciate that
whatever actions we adopt will have to be incorporated into the leasing
strategy in order to reassure prospective tenants that they will be occupying a
COVID19 secure building. Our teams are well versed in explaining the decision
making process around these strategies and are more than happy to support the
leasing agents with detailed information at viewings.

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MEET THE TEAM LONDON

The Design for Management team is a unique national consultancy offering led by TOM DIVINE
Anthony Watson who has developed regional principals who, in turn, have access to a
significant facilities management support. Senior General Manager & DFM Principle

T: +44 798 0947 820
E: [email protected]

Anthony ensures the delivery of exceptional Tom is responsible for the day to day facilities instructions including, 8 St James Square, 30-32
operational management services from initial and operational management of some of Lombard St and 119 Farringdon Road.
“Design for Management” strategies to total FM and central London’s largest and most prestigious
operational management. assets. Current Design for Management instructions
include, Paddington Sq., Bankside Yard and 30
Using his experience as an ex hotelier, Anthony provides a unique Currently based at a landmark property of South Colonnade.
approach to managing commercial properties by blending 239,000 sq ft, managing a service charge
traditional facilities management with a hotel / customer service budget of over £3.5M and a 20 person site Tom works closely with Knight Franks central
style approach. He joined Knight Frank in 2016 and has extensive team whom provide day to day service London property asset management team and as
experience in managing large mixed-use estates and trophy assets. delivery for multiple occupiers, Tom is such has gained an enormous amount of
gaining an impressive reputation as a highly exposure and experience in managing large
Anthony has over 25 years’ experience in operational knowledgeable and sort after FM professional. scale trophy assets.
management, 15 of which have been in commercial
property management. He is considered to be a leader in the field Tom has been part of the Design for Management
of DFM after spending nearly 10 years working on Allied London’s team for over two years with past
Spinningfields development. To date, Anthony has brought out of
development and into management, via the DFM offering, over ANDY TICHOPAD
4.5 million sq. ft. of commercial office space and 80 acres of mixed
use public realm. Associate, Head of Building Services
T: +44 20 7861 5222
Recent instructions include Paddington Square, 125 Deansgate, E: [email protected]
103 Colmore Row and the New Bailey development where he
ANTHONY WATSON acted on behalf of Sellar, IM Properties, Sterling Property Ventures Andy is a Chartered Engineer and joined Knight Andy has significant experience in term
Head of Design for Management and Muse Developments. Frank as an Associate in July 2019 to lead with consultancy, pre-development, project
FM Director, North West & Midlands the M&E offering in the Building Consultancy management and employer’s agent duties in
Prior to joining Knight Frank Anthony held the position of National Team. establishing and managing projects
T: +44 161 696 8571 Operations and FM Director, sitting on the main board for Capital from inception to completion including the
E: [email protected] Properties and Allied London where he was responsible for assets He has extensive knowledge of Mechanical & preparation of contract documents for building
such as Spinningfields, First Street, Clarence Dock, Fort Dunlop, Electrical Services for a widespread range of engineering services. Project values range from
The Windsor Portfolio and Sunlight House. property types ranging from commercial, under £30,000 to £5 million.
residential, offices, retail and general estates. He
acts on behalf of major clients with interests in
London, Midlands and the South in connection
with technical due diligence surveys,
dilapidations, licence to alter, planned
maintenance programs, contract administration,
feasibility studies, condition surveys, project
management, pre-development and statutory
compliance audits.

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MIDLANDS & NORTH WEST SCOTLAND

CHRIS ADAMS SCOTT CHISHOLM E: [email protected]
Area Facilities Manager & DFM Principle FM Director

T: +44 7816 640605 E: [email protected] T: +44 7798 571 675

Chris is responsible for the day-to-day facilities Birmingham, bringing it out of development and Scott has over 20 years’ experience in Facilities ft. business park, Westway Park a 1.6 million
and operational management of a portfolio of into management as part of the design for Management and heads up the Scottish sq. ft. industrial estate and Waterfront Retail
properties in the Midlands region. management team. Facilities Management team within Knight Park where duties include health & safety
Frank. Prior to joining Knight Frank, Scott management, contract procurement, contract
Chris has over 12 years’ experience within Current projects for Chris include assisting in held the position of Facilities Manager for monitoring, financial management and tenant
facilities management, and is extremely Design for Management consultancy services for DTZ and prior to this worked in the Facilities liaison.
knowledgeable in his field both soft and hard FM. 103 Colmore Row which when completed will be Management team in the Student Loans
He is very technically minded and has Birmingham’s tallest office building and a new Company. Scott’s current major clients are Wirefox, Epic
spearheaded a number of technological landmark for a growing city. Asset Management, Canmoor, Mapletree and
initiatives within the Knight Frank FM team. Scott is qualified in IOSH and NEBOSH and KFIM.
Chris is a passionate problem solver with highly has particular expertise in managing multi
Previously, Chris was the general manager for developed analytical skills making him an essential occupied offices, business parks, industrial
the prestigious 55 Colmore Row in member of the Design for Management team. estates and retail parks. Current instructions
include City Park a 300,000 sq. ft. multi
occupied office, Maxim Park a 750,000 sq.

ELIZABETH FEE IAN LIDDELL
Senior General Manager & DFM Principle, Training & Induction Manager Facilities Manager

T: +44 7980 919578 E: [email protected] T: +44 7467 915 720

Elizabeth is responsible for the day-to-day During the development of Time Square, Elizabeth E: [email protected]
facilities and operational management of a has played an integral role in the design for
number of trophy assets in Manchester city management team, working on estate wide strategy, Ian has over 7 years’ experience in Facilities Ian’s current major clients are Wirefox,
centre and the new development Time Square in service charge phasing, management training plans Management and works as a Facilities Hamilton Capital Partners, Scottish Midland
Warrington. She also takes the lead on all training and building mobilisation. Manager within Knight Frank in Scotland. Co-operative Society and Wordie Properties.
plans and building mobilisation and induction Prior to joining Knight Frank, Ian worked as a
requirements across the Midlands and the North Prior to her role at Knight Frank, Elizabeth held the mechanical & electrical engineer for ECG
West. position of Property Manager and Training Manager Facilities Services.
for Capital Properties where she was responsible for
Elizabeth has over 6 years’ experience in managing a number of assets on the Spinningfields Ian is qualified in IOSH and is responsible for the
operational and facilities management. During Estate and the associated training and induction for all day-to-day and operational management of a
this time, she has managed some of the largest front of house staff and induction of all new managers number of properties throughout the Scottish
assets in the North West, working closely with within the business. portfolio. These properties include multi
Muse developments; she was responsible for occupied offices, industrial estates and
transitioning a number of their assets out of retail parks. Ian’s duties include health & safety
development and into management. management, contract procurement, contract
monitoring, financial management and tenant
AILEEN DELEA liaison.
Senior General Manager & DFM Principle

T: +44 7860 844 982 E: [email protected]

Aileen is responsible for the day-to-day facilities has played an integral role in the design for and
operational management of one of the North management team, working on estate wide
Wests largest urban regeneration schemes, strategy, service charge phasing, management
New Bailey. Responsibilities include managing plans and building mobilisation.
the New Bailey Estate West, East, Riverside
House, Two New Bailey and One New Bailey. Aileen’s current focus is to deliver a best in class
service to the blue chip companies that are in
Aileen has over 5 years’ experience within occupation within the New Bailey development,
operational management, which has seen her act as liaison to various clients and stakeholders
manage some of the largest assets in the North and provide a full range of operational facilities
West. Due to the scale of these assets and the and managed services.
knowledge required to manage them, Aileen
has developed her skills as an induction/trainer Prior to her role at Knight Frank, Aileen held
manager and DFM Principle. the position of Property Manager for Capital
Properties where she was responsible for 3
During the development of New Bailey Aileen Hardman Street, Spinningfields largest asset.

42 | Design for Management | 43

TESTIMONIALS WHY KNIGHT FRANK?

Over the course of their involvement in the 103 Colmore Row project, the very high knowledge and
professionalism Anthony and the rest of his team at Knight Frank have, has added immeasurable value.
The impact of their early involvement in the scheme should not be underestimated. Thanks to their
ongoing advice, we will have a world class managed building, the most competitive service charge for
Grade A office in central Birmingham and innovative technologies, such as our building app, the likes of
which have not been seen in the central Birmingham office market, all of which keeps us one step ahead
of the competition. Sterling Property Ventures very much look forward to working with the Knight Frank
management team on our future developments and we would have absolutely no hesitation in
recommending them to anyone else.

Andrew Hawkins
Director, Sterling Property Ventures Ltd

I have worked with Anthony on a number We recognise that the operational
of Allied London developments and his success of a building is of fundamental
advice and experience within the design importance when considering its
for management field has been invaluable. design. Anthony was involved from
The design for management process the early stages and his operational
provides an ideal framework for ensuring knowledge and design for management
the smooth transition of buildings program has proved invaluable in
out of development and into management. the development of 55 Colmore Row.

Stuart Lyell John Hammond
Development Director, Allied London Development Director, IM Properties

Anthony has been involved in a number of our prestigious developments in the North West and he
has become the go to person when we are considering the operational nuances of future
developments. His experience of mixed use estates and trophy buildings is second to none.

Phil Mayall
Development Director, Muse