Rise Management Consulting

A Message from Lord Pickles and Lord Blunkett, followed by Rise Management Consulting'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 Rise Management Consulting 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.rise.eu.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
50 | RISE MANAGEMENT CONSULTING
CEO Gareth Stapleton (left) and
Chairman Bob White (right)
Royal Opera House ‘Open
Up Project’, London
In the wake of the financial crash of 2008, Rise Management
Consulting – a professional management consulting company
– was created. It was, as one might expect, a difficult
time in which to start up a new business. Seven years later,
the company is as strong as ever, even in the face of new
uncertainties such as Brexit. Key to this success has been a keen
ability to adapt to whatever circumstances come their way, a
topic covered in greater detail by Chairman, Bob White and
Chief Executive, Gareth Stapleton.
What we do
Working predominantly in the property and construction industry, we are made
up of highly experienced built environment professionals, but we have also
employed rising talent that complements and thrives within Rise’s collaborative
setting. Our mission is to re-establish a culture of integrity and trust across the
delivery of construction projects. This mission extends not only to the quality of our
products, but is also intertwined in our attitudes and approach. We’ve developed
the business on foundations of strong ethical values and we are one of the few
members of the Institute of Business Ethics to represent the construction sector.
Ultimately, we offer valuable and inspiring leadership. We are the stewards of our
clients’ visions and are prepared to be mentors of the project team. Our high-
quality portfolio of projects testifies to the value of an offering committed to
fostering collaborative, value-driven and forward-thinking solutions. We recognise
the significant potential of our clients to inspire the industry.
FACTS ABOUT
RISE MANAGEMENT CONSULTING
»Chairman: Bob White
»CEO: Gareth Stapleton
»Established in 2011
»Based in London
»Services: Management
consulting; PM/CM
»No. of employees: 75
Rise Management
Consulting
51RISE MANAGEMENT CONSULTING |
BEST PRACTICE REPRESENTATIVE 2019
Restless adaptation
To circumvent economic difficulties, we
have had to look further afield. Luckily,
we had a network of people abroad
who could help us. This network
resulted in new activities last year in
the Far East, as well as the completion
of projects in the Middle East. One of
these is a new award-winning hotel for
the Kempinski brand in Oman. More
importantly, though, it has resulted in
the growth of our European activity,
where we’ve benefitted from the
relative ease of travel to well-known
and safe locations.
This, in turn, has resulted in employing
a handful of European managers, for
whom the opportunity of living in the
UK and working in their home country
is particularly attractive. The effect
Brexit might have on this important
growth area for our business alarms us.
Many SMEs are in a similar quandary
and would like to see concern for our
status expressed at a political level.
Construction in new and
established sectors
Despite our concern about the
potential disruption to the freedom
of movement of our staff, we’ve
had a diverse and busy seventh year,
with further diversity not only of
geography, but of types of services,
such as construction activity in both
new and established sectors. This can
be simplified under three headings: (1)
work in established sectors; (2) work
overseas; (3) the evolution of new
sector activity.
Work in established sectors
In our established sectors, we’ve had
a very satisfactory completion of two
of our projects in the arts and leisure
sector. In particular, we completed
the “open-up” refurbishment of
the Royal Opera House in Covent
Garden, which was very structurally
challenging, and the client required
normal functionality for its duration.
Despite the many interventions,
essential for our work, we continued
the works during rehearsals and
productions. This was a construction
management contract, and Rise
managed all aspects of the demolition
and construction.
This year, we were also project
managers for the Royal Academy
of Music’s refurbishment of the
Sainsbury Theatre and the new
rooftop Recital Hall, as well as various
other vital facilities all designed by
the architect, Ian Ritchie. This was an
extensive remodelling of the existing
performance spaces, with much
acclaimed new rehearsal facilities and
modernisation.
Work overseas
Largely because of Brexit, we recently
decided that we should embrace the
opportunity to work overseas. We’d
already secured two projects in Oman,
and we are currently involved in the
team assembly process of a further
project there. In the final quarter of
2017, we were awarded a project
consultancy role for the development
of a mixed-use urban district in the
centre of Bangkok, Thailand.
Kempinski Hotel,
Muscat, Oman
We’ve
developed the
business on
foundations of
strong ethical
values and we
are one of the
few members of
the Institute of
Business Ethics
to represent the
construction
sector
THE PARLIAMENTARY REVIEW
Highlighting best practice
52 | RISE MANAGEMENT CONSULTING
We have project management and
employers’ agent commissions in
various European countries, most
of them secured during 2017/18.
One of our repeat order clients who
helped with this diversification is
Amazon. One of the most interesting
commissions is in Luxembourg, where
the Amazon team, along with Rise
as project managers, is reshaping
and fitting out another large building
as part of the Amazon campus
inKirchberg.
The evolution of new sector
activity
While it’s obviously beneficial to be
experienced in several sectors, we’re
regularly innovating with new services
and products for other sectors. Data
centres are in increasing demand
for the huge technology-based
companies who need to be seen to
collect data in a transparent, safe
and approved manner. As a result,
we have positioned ourselves as a
consultant and potential delivery team
for new data centres throughout the
world. While we are already active
here and in Europe, we’ve recently
reacquainted ourselves with old friends
in the US, in addition to forging new
relationshipsthere.
The future
Over the past 12 months, we’ve
invested in a platform for growth,
despite our acknowledged need to
eliminate non-essential spending.
Better margins rather than turnover
gains are the goal here. This
strategy has directly resulted in the
strengthening of our top team over
the year through the introduction
of a COO and CFO. Both have
already contributed significantly to
our strategic targets and provided
much clarity on our operational
performance, thereby facilitating better
informeddecisions.
We’re searching for future
opportunities in new lucrative sectors,
including energy and sustainability, as
well as in data centres. To enable us to
carry out these commissions, we will
need to grow our workforce by at least
10–20 in the next couple of years. The
new staff may require skills different
from those we already possess, so
as to cater for the work anticipated
from new sectors and clients. We
also, of course, await clarity about
Brexit’soutcome.
Many economies in the world are not
yet developed and they constitute
potential markets for us and our
potential partners. We will continue
to pursue these opportunities,
possibly still on an opportunistic basis.
Doing so will require energy and
adaptability – characteristics of our
dependableworkforce.
This was an
extensive
remodelling of
the existing
performance
spaces, with
much
acclaimed
new rehearsal
facilities and
modernisation
Royal Academy of
Music, London

www.rise.eu.com

This article was sponsored by Rise Management Consulting. 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 The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister