Building The Project Team

THE MARIS METHODOLOGY:

THE INTERNAL DREAM TEAM

At Maris, we advise clients to assemble their internal team before they even speak to a designer. Refurbishment touches every part of the organisation, so the steering group must be cross-functional. Based on our experience, these are the non-negotiable internal roles:

THE PROJECT SPONSOR:

(THE BOARD ANCHOR)

• Role: They own the business case. They do not manage the daily emails; they clear the roadblocks. Their job is to ensure the project stays aligned with the strategic “Why.”
• Criticality: Without a sponsor, the Project Manager lacks the authority to enforce decisions on other department heads.

THE FACILITIES / OPERATIONS MANAGER

(THE BUILDING EXPERT)

• Role: They know the ins and outs of the building like no one else. They know that the air conditioning on the 4th floor fails in July, or that the goods lift is slow. Their knowledge of the existing asset prevents costly design errors.

DEPARTMENTAL CHAMPIONS

(THE VOICE OF THE USER)

• Role: As noted in the Maris Guide, these are “representatives from various teams who can provide user insight.” They act as a feedback loop, testing design ideas (e.g., “Will this layout work for the Sales team?”) and acting as ambassadors for the change.

THE PROJECT LEAD:

(THE DAY-TO-DAY OWNER)

• Role: The single point of contact between your business and the Maris delivery team. They manage the internal approvals, schedule the meetings and hold the budget.

THE IT DIRECTOR

(THE CONNECTIVITY GUARDIAN)

• Role: They ensure the digital backbone remains live during the works. In a refurbishment, protecting the server room from dust and heat is a critical IT responsibility.

DEEP DIVE:

SELECTING THE DELIVERY PARTNER

Choosing a partner for refurbishment is different from choosing one for a new build. You are not just buying a product; you are inviting a team into your workplace while it is still fully operational.

Key Considerations:

• Financial Stability: Construction is volatile. A contractor who becomes insolvent mid-project can leave you with a half-demolished office and major legal and operational challenges. Request their last three years of audited accounts, focusing on cash reserves, not just turnover. Financially resilient partners can pre-order materials and secure labour, protecting your schedule against supply chain disruptions.
• Integrated Capability: Subcontracting dilutes accountability. The ideal partner manages design, cost, and construction in-house, removing friction between “the architect” and “the builder.” When problems arise, they can be solved internally without passing extra costs to you.
• Team Continuity: The team who pitches the project should be the team who delivers it. Often, clients meet a “pitch team” of senior directors, only to be handed over to juniors after contract award. Meet the Site Manager who will run daily operations to ensure continuity and operational competence.

Why It Matters:
Selection criteria must go beyond price. A cheaper competitor may lack the planning or experience needed to operate smoothly in a live environment. At Maris, we advocate for an Integrated Design & Build model. Choosing a partner who anticipates disruptions, maintains alignment, and follows clear protocols ensures your refurbishment is delivered efficiently, safely, and without surprises.

MARIS TOOLS:

THE PARTNER VETTING MATRIX

Use this checklist when interviewing potential partners to ensure they are fit for a refurbishment project.

• Experience in Occupation: “Have you delivered a project of this size while the client remained in the building? Can we speak to that client?”
• The Safety Record: “What is your Accident Frequency Rate (AFR)? Do you hold ISO 45001?” (Safety is paramount in a live environment).
• The Programme Strategy: “How will you manage the ‘buffer zones’ to protect our staff from noise?” (If they don’t have a detailed phasing plan at the pitch stage, walk away).
• Financial Stress Test: “Are you debt-free? Can you bond the project?”
• The Aftercare Promise: “Who looks after us once the keys are handed over?”