Trevor Harris

Regional DirectorFull Time

• Job Details:• Created and delivered strategy planning and development for Project Management (PM) for TMF client • Create a Project management delivery model, including all processes and procedures • Create a project pipeline for the 2 year rolling cycle of office renovations and relocations. Key Achievements  Delivered Reduction of Office size in Singapore and converted to Flexible  Office rationalisation in the Hong Kong office 30k Sqft to 24KSqft in live environment.  New office in Shanghai delivered in 7 weeks form conception  Implementing all processes and procedures and standardising Contacts and Tenders  Undertaking procurement governance

Regional Head of WorkplaceFull Time

• Job Details:• Created and delivered strategy planning and development for Project Management (PM), Facilities Management (FM), Energy & Environmental (E&E), and Workplace, providing assurance and governance • Implemented strategies, ensuring avoidance of operational risk across the Bank; 6.2m Sq. Ft portfolio within Hong Kong, China, Taiwan, Korea, Japan, and Macau • Supported the Bank’s transformation initiative with the design and implementation of the Property department, assessing layout and space usage • Led a 3-year Workplace agenda to introduce flexible working, at a ratio of 0.80 to reduce desk vacancy to 0%, changing mindsets to promote and improve staff experience and motivation levels, leading to enhanced productivity and cost savings • Engaged with key stakeholders throughout the business, from floor managers to Regional CEO level, championing the new way of working and provide demonstrations of Bank benefits from financial and staff resource/productivity perspectives • Supported the Service Partner to ensure the Bank is kept safe, secure, clean and tidy at reduced costs, drafted the 367m USD budget and approved major projects and initiatives • Performed as Technical Lead for the region, providing emphasis on achieving cost reductions through energy savings and Life Cycle replacement • Collaborated with the IT team to formulate and implement a cutting-edge FinTech space for both internal and external uses Key Achievements  Delivered a reduction of 1m Sq. Ft and 36% to 11% in desk vacancy; for the GCNA portfolio, during the establishment and implementation of the Property department  Reduced the annual budget from 407m to 367m USD for 2018; improved procurement processes and energy efficiencies, thus creating a reduction in footprint and implementation of technology  Successfully rolling out a 3-year project with capital investment of 41m USD; with a projected payback of less than 4 years, promoting the new way of working  Introduced and rolled out a best in class service delivery; standardised processes to assure innovation and quality throughout the entire business portfolio  Developed a successful operating model, proven by successful internal audits over last 18-months; collaborated with supply partner, CBRE, to change the operating model, whilst controlling risk levels  Instrumental in the recovery of Tianjin, following the explosion in 2015; liaised closely with the business to develop strategies for insurance claim and subsequently returned the LEED building, receiving praise and acknowledgement from the Global CEO

Facilities DirectorFull Time

• Job Details:• Led the delivery of all FM and PM services for the exclusive American Club, across 5 sites, consisting of a 30,000 Sq. Ft Town Club within a central office block, a 90,000 Sq. Ft Country Club set in 5 acres, and 3 x 15,000 Sq. Ft administration offices • Managed a team of 88 individuals, in addition to service partners for cleaning and security purposes, delivering soft and hard services in-house across all sites, including valet, carpentry and event management • Led the team to develop SOP’s, formal Incident Processes and Planned Preventative Maintenance (PPM) schedules, to ensure the delivery of high quality service and the resolution of issues in one visit, whilst limiting impact to members and the overall operations • Explored strategic options for the department and the wider business, including a master plan for the Country Club, a Commissary, and restructuring and locating of Back of House teams, and reviewed and analysed club strategy on property ownership for the administrative offices • Communicated plans and ideas from designers and management teams to the committees and membership, gathering feedback for implementation into designs Key Achievements  Successfully delivered a US$1.5m renovation of the Country Club’s restaurant in 39 days; which led to the final approval for a 20m USD project for the complete renovation of the Town Club facility  Developed and implemented the 20m USD renovation of the Town Club into a world-class, award-winning facility; created and prepared the Country Club's strategy for a 5-year complete renovation  Successfully rejuvenated a previously neglected department; established new and improved internal practices, gaining buy-in from the team, to enhance performance and quality within service provisions, which led to the department being outsourced  Introduced and implemented a condition survey, PPM programme and rolling operating plan; to significantly improve practice and delivery, and linked strategy to forecasted budgets for the following 3 years  Secured 3% less electricity usage compared to 2 years previous; inclusive of a 30% increase in covers and attendance by members. Conducted Energy Audits on 2 main properties, following installation of energy monitoring tools and introduction of a recycling program  Moved Back of House offices into 2 locations, saving 1.2m HKD in rent, per annum; sustained position of core Front of House team in Central and moved Back of House staff into a flexible environment, in a non-CBD location