Deborah

I studied Language and Literature at university and wanted to become an English teacher, but that plan didn’t last too long! I took a gap year to work full time as I didn’t want to take on more student debt. What was a 12-week job turned into several years, and now I have 19 years of procurement and supply chain experience and a Member of the Chartered Institute of Procurement and Supply (MCIPS) qualification.

After working at ENGIE for almost seven years, I moved to Bellrock at the end of 2017. Following my promotion to Procurement & Supply Chain Director in 2020, the decision was made recently to separate out the two functions to focus on key priorities and I was made Procurement Director.

Like so many people in procurement and FM, I somewhat fell into it by chance. I took the gap year job as a buyer chiefly because I was working unsociable hours and wanted a better work-life balance.

I have never looked back, in large part because I have benefitted from a hugely supportive group of people around me who have given me their time and cultivate my interest and passion for the profession.

I think there has always been a gender imbalance in this trade, but that doesn’t mean we can’t do more to get women into FM roles. Women can bring tremendous value through a variety of skills such as managing multiple workloads and remaining calm under pressure. I’m not saying that men can’t do that, but eight of my team of 11 people are women – we set the bar high with recruitment, and every time we hire the best person for the job based on skills and experience.

As a sector, we need to be more active and imaginative. We need women to be talking to women at careers fairs. We also need to make work experience more engaging and fulfilling, giving people actual projects. By exposing them to what it is like to actually be in this sector, we can ensure they leave knowing the doors that FM can open for them.

It starts at the top. Leaders must believe in what they are saying and follow it through with action. John Hamilton is the perfect example of that. He has overseen a big cultural shift at Bellrock and you can feel his passion for what he does – that rubs off on team leaders such as me.

It’s also important to make people feel like they can come to you when times are difficult. It is not always sunshine and roses, and I have benefitted from the support of people like John who are very quick to ask ‘how can I help?’ – it might seem like a small gesture, but it goes a really long way.

I would tell myself to trust in my abilities earlier. To get to where I am, people have believed in me, and I need to keep reminding myself of that. Even now, I sometimes get imposter syndrome and wonder how I’ve got here. Bellrock is brilliant in that respect – they make you feel valued and get the most out of you because they let you know they have confidence in your capabilities.