Building The Right Team

THE MARIS METHODOLOGY:

THE RELOCATION SQUAD

We recommend a three-tiered team structure to manage the complexity.

1. The Internal Sponsor (The Owner)
Every relocation needs a senior business owner, ideally C-Suite.

Role: Owns the strategic business case and aligns the Board.

Responsibility: Unblocking high-level stalemates and signing off the budget.

2. The Project Lead (The Driver)
This is the linchpin.

Role: Manages day-to-day delivery, tracks the budget, and coordinates stakeholders.

Commitment: During peak phases (design and construction), this role should be 50–100% dedicated to the move.

Profile: Commercially aware, organised, and a strong communicator.

3. The Steering Group (The Alignment)
A cross-functional group that meets monthly (weekly during build).

Composition: HR (Culture), IT (Infrastructure), Finance (Cost), Ops (Logistics).

Function: To make decisions, not just share updates.

THE CFO’S CORNER:

GOVERNANCE & DECISION MAKING

Clarity on decision-making prevents confusion. We recommend establishing a RACI model early.

• Responsible: Who does the work? (e.g., Project Lead).
• Accountable: Who signs off the check? (e.g., CFO).
• Consulted: Who needs to give input? (e.g., HR Director on furniture selection).
• Informed: Who needs to be told? (e.g., Staff).

The Decision Log maintain a central log of all decisions made. If the CEO asks “Why did we choose these chairs?” six months later, you need the audit trail showing it was approved at the Steering Group in March.

MARIS TOOLS:

THE COMMUNICATION PLAN

Information flow can make or break a relocation. Use this framework to keep the business informed.

• The “Town Hall”: Quarterly updates for the whole company. Focus on the vision and the “Why.”
• The “Champion Network”: Weekly updates to departmental reps. Focus on practical details (storage, IT).
• The Dashboard: Monthly report for the Board. Focus on Budget, Programme, and Risk (RAG Status).
• The Intranet: A permanent home for FAQs and floorplans.