Opale and Changestone are the driving force behind the Stop and Think! campaign. The tool-sets, processes, techniques and thinking that underpin this philosophy enable our capable and competent team to guarantee significant cost avoidance and mitigation.
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Archives for Uncategorised
Cash is King
Over the last week, attention has steadily shifted from the medical management of Covid-19 to the economic impact of Covid-19. The message is clear: “Cash is King”. Cost Suppression (Don’t buy what you can do without)
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Space Segmentation
Space Segmentation is a part of the Opale Stop and Think! suite of tools and thinking designed to help FM colleagues overcome the challenges of the Stop (spending) and Recover (to the new normal business) phases of our Covid-19 business response; The “Intermediate” position will
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The FM community needs to stop and think!
Yes Covid-19 is shocking, frightening and causes immense concern for our FM community; it houses many worrying unknowns, but now we need to get our “head out of the sand” and prepare for the future! We in FM have an awesome responsibility to act decisively,
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Transforming the FM operating model in utilities
Industry leading utilities provider has an annual FM spend of £7 million, split across critical infrastructure sites, water treatment facilities and corporate headquarters. Challenge: A core component of the corporate strategy was to consolidate its business functions and people into a single integrated and
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Outsourcing and Transition delivers over 17% Savings
One of the largest national financial services brands with 2,000 national retail locations, 118 corporate sites supported by critical data centres and an overall FM spend of £100m. Challenge: Global pressure and intense competitiveness in the banking sector provided the backdrop to a review
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New FM operating model in financial services
A global financial services brand with a national branch and head office infrastructure, with an annual FM spend of £5 million. Challenge: To develop the FM operating model to support business growth and ensure alignment to the corporate drivers. The FM operating model needed
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