With a penchant for strong communication and creativity, Cushman & Wakefield account director for Victorian Prisons, Emily Carlon, is forever inspired and motivated by the dynamism and camaraderie of facilities management.
Although Carlon never intended to work in the industry, she is grateful for the abundant opportunities for personal and professional development that have come her way and benefited her staff as well. She remains committed to the unofficial facilities management ethos of prioritising proactiveness over reactiveness in the event of an incident, particularly in the demanding and high-risk correctional facility sector.
Cushman & Wakefield’s Emily Carlon relishes the fact that she is never bored at her job, and this is not just because she works at a prison.
“The diversity of the role is what keeps it so interesting,” she says. “I’m truly never bored, which is a huge positive for me.”
Carlon’s facilities management trajectory demonstrates the value and benefit of unexpected forays into other specialties.
“My long-term goal at Corrections Victoria was to transition into psychology, but a career shift came when I was offered the opportunity to join Cushman & Wakefield,” she says.
The dynamism of logistical coordination within facilities management piqued Carlon’s interest. She relied on tenacity and grit to embrace the challenges and rewards of working her way up to account director.
She laments the reality that most people have only interacted with facility managers in the event of asset failure and reiterates that the discipline entails tireless behind-the-scenes efforts. Her team’s response to the COVID-19 pandemic illustrates how a facilities team can be an unstoppable force.
“I think public perception of facility management comes from negative experiences and that is often the only interaction people have with the role,” Carlon says.
In honour of this year’s World FM Day, we sit down with Carlon and run through a ‘day in the life’ of an account director at a correctional facility, identifying niggling industry issues of staff retention at high-risk sites, skilled labour shortages and why flexibility emerges as an occasionally impossible dream in facilities management.
Facility Management: Can you describe your career trajectory and outline what led you to be a facilities manager at Cushman & Wakefield?
Emily Carlon: I began my career in Corrections Victoria in 2008 after returning from maternity leave. My long-term goal was to transition into psychology, but a career shift came unexpectedly when I was offered the opportunity to join Cushman & Wakefield, who held the facilities management (PPP) contract at Marngoneet Correctional Centre.
Starting as a financial administrator, I quickly found myself drawn to the operationalmside of the business, particularly the logistical coordination critical in ensuring the smooth operation of the prison.
I progressed through various roles including facilities coordinator, facilities manager, operational manager and senior operations manager. I eventually landed in my current role as account director for the Cushman & Wakefield Victorian Prisons account, where, along with my amazing team, I manage the Marngoneet Correctional Centre (MCC) and the Metropolitan Remand Centre (MRC).
Can you paint us a picture of your average day and your main roles and responsibilities?
It’s tough to outline an average day given the nature of the role. Each day presents unique challenges. Typically, my day starts with heading to the MCC or the MRC, where I am briefed on critical issues or incidents that may have occurred overnight and provide support if needed.
A key focus of my day revolves around managing the performance of the account in conjunction with the site facilities managers. This includes overseeing service delivery to ensure it meets contractual standards and tracking the financial metrics along the way.
In addition to the immediate operational management, strategic planning and growth of the account remains an integral component of my role. This involves long-term lifecycle planning, identifying areas for improvement, and finding opportunities to enhance the service to the client. The remainder of my day is occupied by stakeholder meetings and managing relationships within the partnership.
What other departments do you work with?
Our account involves frequent collaboration with various central services within Cushman & Wakefield. These include trade services, finance, asset management, human resources and occupational health and safety (OH&S) support. Each of these teams plays a vital role in our success.
What are the biggest challenges and difficulties of your job?
The correctional sector is a high-security environment, which comes with heightened risks and complexities, and safety is paramount.
One of the key challenges I face is attracting and retaining qualified office and trade staff in such a demanding sector. To overcome this, the team and I have needed to think outside the box when it comes to recruitment and retention strategies to mitigate any service impact that would arise due to staff shortages.
Are there any misconceptions about facilities management you would like to address? What do you think people imagine when you say you’re a facilities manager?
I think it’s more about a lack of understanding regarding what a facility manager’s role involves, rather than a misconception.
To be successful, a large part of the job centres around strategic planning and being proactive rather than reacting to failures or incidents. Effective stakeholder management and communication are essential, especially in environments where operational disruptions can have significant consequences. A strong technical background is important, but it’s not the only quality a facility manager needs to do really well in the role.
In my own life, I don’t think my friends or family truly understand what I do because it’s just so diverse. I think a lot of people’s perception of facility management comes from negative experiences, like when assets fail, and that is often the only interaction they have with the role. The behind-the-scenes work that goes into keeping everything running smoothly is often undervalued.
Does smart technology play a part in your day?
Technology is becoming a game-changer in the facility management sector, especially with the rise of smart buildings. For us, technology has been limited due to the constraints of the prison environment, however, improvements and updates are happening regularly. I anticipate we will become more reliant on smart technology in the coming years.
What are your career highlights?
A major career highlight for me is our team’s response to the COVID-19 pandemic.
Our client’s approach was commendable, and the Cushman & Wakefield teams across both sites played a key role in minimising the pandemic’s impact. We successfully managed outbreak cleaning, made necessary infrastructure modifications, implemented touchpoint cleaning, and much more. It was a collaborative effort and I’m proud of how our team came together during such a critical time.
What do you love about your job? What have been some heartwarming moments?
I enjoy the dynamic nature of facility management, especially within our account where no two days are ever the same. It’s challenging at times, but the rewards make it worthwhile.
The most heartwarming moments for me come from seeing the career progression of my staff. Whether they use the experience to move onto new opportunities or progress within our account, it’s incredibly rewarding to know that I have played a part in their growth
What do you see as the biggest limitations and areas for opportunity in the facility management industry? And inversely, what do you see as the rewards and strengths of the industry?
I believe there’s still a shortage of skilled labour in facility management, particularly in technical roles and middle management. The impact of the COVID-19 pandemic has shifted expectations and demanded greater flexibility – something that’s not always possible with site-based contracts. To improve retention, a strong focus on training, upskilling, and creating clear career progression pathways for current staff is essential.
The diversity of the role is what keeps it interesting. I’m truly never bored, which is a huge positive for me! The opportunities for growth within the industry are endless as long as you maintain your passion. My own journey of working my way up from the bottom is proof of that.
Photography supplied by Cushman & Wakefield.
This article originally appeared in our special edition magazine for this year’s World FM Day. Grab your free copy here.
