A M S

A Message from Lord Pickles and Lord Blunkett, followed by A M S's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from A M S is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.amsltd.net

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | AMS
Managing Director StephenMartin
AMS at British Airways
Founded in 1995, AMS Ltd started as a small team in an
Edinburgh office that was determined to create innovative
design and build practices that were more client-focused
than those on the market. While it is still a relatively small team,
its approach has accomplished large-scale projects to the benefit
of clients throughout the world. Managing Director Stephen
Martin discusses how he utilised his experience with consultancy
in order to create better solutions.
Having been client-side for a number of years in the late 1980s, we understood
the frustrations of traditional methods of consultancy. There is a disconnect
between contractors, consultants and architects, while teams become blinkered
to other parts of the project. No one takes responsibility and ultimately it can end
up costing the client more money. By taking charge of the project and creating a
relationship between the design and build processes, AMS not only presents clients
with a clearer through-line but a plan that incentivises contractors to work more
effectively and efficiently.
Our approach always begins with the client. Listening to what they envisage,
developing the brief and, then, not only bringing them our concept solutions but
also helping them comprehend what can be achieved. From there we take care of
the whole project, making sure it will be delivered to those expectations. In doing
so we create a consultant-project management bias where project and construction
management are rolled into one. This is the difference between traditional
consultancy and what we could call smart consultancy.
FACTS ABOUT
AMS
»Managing Director:
StephenMartin
»Founded in November 1995
»Located in Edinburgh
»Services: Project and
construction management,
architecture and M&E design
»No. of employees: 22
»Sponsors of Scotland’s
under-18 women’s hockey
team
AMS
25AMS |
CONSTRUCTION & ENGINEERING
Challenge accepted
One of the key assets of our design
and build approach is the ability to
take on potentially mammoth tasks in
particularly time-sensitive situations.
For some companies this is seen as
either too much of a risk or perhaps an
excuse to haemorrhage clients’ money
and time, but for us it is an opportunity
to prove where we are most useful.
Our first undertaking of this kind came
in 1997 when BT Cellnet hired us to
build 12 new switch sites across the
UK. The roll-out was a success, coming
in on time and reportedly saving
the client £6.5 million. As a result,
they have continued to call upon
ourservices.
Our most challenging project ran
between 2008 and 2013. In the wake
of tightening international security,
we worked in conjunction with CSC’s
technical solutions for the roll-out of
a new network of visa application
centres across Europe and the Middle
East. In Cairo, for example, we turned
around a brand-new centre within 12
weeks while being sensitive to the local
staff’s requirements, thus establishing
our expertise on foreignsoil.
Duringthis process we invented the
VAC-in-the-box system, which was
integral to us winning the NCA Best
International Project award with CSC.
Plans were underway to continue the
project across South America and the
USA but were cut short when the
recession hit. While the economic crisis
brought disappointing news such as
this and was of course a very difficult
time, we are proud to say that we
weathered the storm without losing
any of our respected team. Had there
been more support, however, we
would now have implemented this
effective network worldwide.
The most recent example of our
unique technique on a similar scale
was between 2015 and 2017 when
we were brought in to assist with
the integration of ININ into Genesys.
Across eight European countries,
we designed and built bespoke
offices inclusive of the electrical and
mechanical engineering design and
spatial planning. The new European
headquarters for Genesys also had to
facilitate engineering labs, computer
rooms and Genesys University
spaces as well as all associated back
officerequirements.
KSA base project
Establishing
our expertise
on foreign soil
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | AMS
Managing Director StephenMartin
AMS at British Airways
Founded in 1995, AMS Ltd started as a small team in an
Edinburgh office that was determined to create innovative
design and build practices that were more client-focused
than those on the market. While it is still a relatively small team,
its approach has accomplished large-scale projects to the benefit
of clients throughout the world. Managing Director Stephen
Martin discusses how he utilised his experience with consultancy
in order to create better solutions.
Having been client-side for a number of years in the late 1980s, we understood
the frustrations of traditional methods of consultancy. There is a disconnect
between contractors, consultants and architects, while teams become blinkered
to other parts of the project. No one takes responsibility and ultimately it can end
up costing the client more money. By taking charge of the project and creating a
relationship between the design and build processes, AMS not only presents clients
with a clearer through-line but a plan that incentivises contractors to work more
effectively and efficiently.
Our approach always begins with the client. Listening to what they envisage,
developing the brief and, then, not only bringing them our concept solutions but
also helping them comprehend what can be achieved. From there we take care of
the whole project, making sure it will be delivered to those expectations. In doing
so we create a consultant-project management bias where project and construction
management are rolled into one. This is the difference between traditional
consultancy and what we could call smart consultancy.
FACTS ABOUT
AMS
»Managing Director:
StephenMartin
»Founded in November 1995
»Located in Edinburgh
»Services: Project and
construction management,
architecture and M&E design
»No. of employees: 22
»Sponsors of Scotland’s
under-18 women’s hockey
team
AMS
25AMS |
CONSTRUCTION & ENGINEERING
Challenge accepted
One of the key assets of our design
and build approach is the ability to
take on potentially mammoth tasks in
particularly time-sensitive situations.
For some companies this is seen as
either too much of a risk or perhaps an
excuse to haemorrhage clients’ money
and time, but for us it is an opportunity
to prove where we are most useful.
Our first undertaking of this kind came
in 1997 when BT Cellnet hired us to
build 12 new switch sites across the
UK. The roll-out was a success, coming
in on time and reportedly saving
the client £6.5 million. As a result,
they have continued to call upon
ourservices.
Our most challenging project ran
between 2008 and 2013. In the wake
of tightening international security,
we worked in conjunction with CSC’s
technical solutions for the roll-out of
a new network of visa application
centres across Europe and the Middle
East. In Cairo, for example, we turned
around a brand-new centre within 12
weeks while being sensitive to the local
staff’s requirements, thus establishing
our expertise on foreignsoil.
Duringthis process we invented the
VAC-in-the-box system, which was
integral to us winning the NCA Best
International Project award with CSC.
Plans were underway to continue the
project across South America and the
USA but were cut short when the
recession hit. While the economic crisis
brought disappointing news such as
this and was of course a very difficult
time, we are proud to say that we
weathered the storm without losing
any of our respected team. Had there
been more support, however, we
would now have implemented this
effective network worldwide.
The most recent example of our
unique technique on a similar scale
was between 2015 and 2017 when
we were brought in to assist with
the integration of ININ into Genesys.
Across eight European countries,
we designed and built bespoke
offices inclusive of the electrical and
mechanical engineering design and
spatial planning. The new European
headquarters for Genesys also had to
facilitate engineering labs, computer
rooms and Genesys University
spaces as well as all associated back
officerequirements.
KSA base project
Establishing
our expertise
on foreign soil
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | AMS
Queen Alexandra Hospital
Throughout the years we have become
known for delivering ambitious
projects like these, not only within
tight timeframes but also without
causing disruption to the client’s
operations. It is because of this
reputation that we were requested
to take over from Carillion at Queen
Alexandra Hospital after their collapse
in 2018.
The urgency surrounding the project
was palpable, as Carillion had left a
multitude of incomplete projects in
an NHS hospital trying to function at
full capacity. Our priority was to pick
up these tasks immediately, without
causing any further disturbance to
the staff. Within 12 months we had
already completed approximately
135 of these outstanding projects.
Indeed, the client commented that
we seemed to have achieved more
in eight months than Carillion had in
three years.
Not only did we complete what plans
had already been set out without
break in delivery, but we also improved
upon them. One of the most pressing
and extensive assignments was the
renewal of the underground steam
duct system that had been put in place
in the 1950s and 1960s. Carillion’s
original solution was only to upgrade
the current system and at an even
shallower depth, which we knew
would cause problems in years to
come and would probably need to
be replaced again in the future. By
introducing our design and build
approach, we gave the client deeper
insight and understanding of other,
more innovative options. In September
2018, we completed the total renewal
of the water system to 68 on-site
staffing apartments over a three-
weekperiod.
We were brought into this project
on a short-term contract, knowing
that we could be trusted to stem the
discord following Carillion’s leave.
But having seen the efficiency and
effectiveness of how we work, the
client and the residual Carillion staff
have agreed that we should continue
to lead the project.
Twenty-five years in the
business
Work continues in Portsmouth at
the Queen Alexandra Hospital with
a steady team in place. Business
also takes us to the Highlands and
Islands of Scotland, implementing
new O2 networks, and most recently
to Manchester, installing a system of
government smart meters.
As we approach our 25th anniversary,
we question how much longer
before our methods become the
new traditional. We hope that future
small businesses will be given the
opportunity to prove the worth of
their ingenuity, not just for the good
of their economy but for clients,
the institutions they build and
the generations that will depend
uponthem.
What we call
smart
consultancy
Queen Alexandra
Hospital, Portsmouth
27SUM |
CONSTRUCTION & ENGINEERING
Founder and Managing Director
Andrew Schmidt
Specialist Inclusive Learning Centre,
Leeds North East for Leeds Local
Education Partnership
Sum offer assurance throughout all stages of a construction
project. They work across a variety of sectors but have
particular expertise in the education sector, having
completed over 65 projects with Leeds Beckett University,
alongside working with the University of Leeds and the
University of Hull. Founding Director Andrew Schmidt explains
the issues facing SMEs in trying to win work and how retention
deductions can cause cashflow issues among subcontractors.
At all stages throughout a construction project, we provide professional services
that ensure efficiency, cost-effectiveness and successful outcomes. Whether it’s
a flagship university building, a new school or a commercial tower in the City,
we ensure that the contract and cost management processes of large-scale
construction projects run smoothly.
Our services are tailored to our clients’ requirements, and we have a track record
of developing talented people to work in construction via our academy. Our highly
trained professionals work in specialist teams on each aspect of our business.
In simple terms, our services can be broken down into four distinct segments:
project management, cost management, dispute resolution and niche services.
Niche services encompass our specialist knowledge in areas such as steelwork,
sustainability, measurement, and mechanical and electrical cost management.
By becoming a leading authority in specific areas, such as adjudication case
management and the resolution of payment disputes, our offer to clients is unique.
Even our competitors buy our services when they don’t have the necessary expert
knowledge in-house.
FACTS ABOUT
SUM
»Founder and Managing
Director: Andrew Schmidt
»Established in 2012
»Based in Leeds
»Services: Project management,
cost management, dispute
resolution and niche services
»No. of employees: 16
»www.wearesum.co.uk
Sum

www.amsltd.net

This article was sponsored by A M S. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster