Describe your journey to AMCL
I joined AMCL UK office back in 2012 as a graduate and have developed my expertise and career within AMCL ever since. My first project with AMCL was supporting the development of Whole Life Cost models for Network Rail, and before I noticed, I had developed models for all UK railway companies. In early 2019, I moved to the US and joined AMCL US team.
What projects are you currently working on?
I have been working with the Federal Monitors appointed to the New York City Housing Authority (NYCHA) Project since 2019. I currently lead the data team which provides data analytics support in monitoring NYCHA’s asset and operational performance, preventative maintenance compliance, and capital project status. A new Monitorship for NYCHA was appointed in early 2024, and the NYCHA data team has expanded the scope which now requires us to work more closely with various NYCHA departments. Overall, the scale of the NYCHA Project has required a broad range of data analytics services with asset management focus, while at the same time supporting technical expertise development within the data team.
What challenges do you see clients facing when it comes to managing their assets?
NYCHA being the largest Public Housing Authority in the US, faces challenges that are not unique to themselves, but given the size of the portfolio and the scale of the problem, dedicated transformation plans are in need. The NYCHA Project’s challenges are related to two factors: its aging asset portfolio and shortage of fundings, and resources to address the aging assets. It also doesn’t help when the already limited fundings which NYCHA manages to acquire, is not used in an efficient manner to improve assets and performance.
How are you supporting clients with data analytics, and what are the most common pitfalls you see?
The NYCHA data team is providing data analytics to help both the Monitorship and NYCHA understand NYCHA’s assets and operational performance. The data analysis answers questions such as how NYCHA is performing, how is the performance changing over time, where is the problematic area/location that needs prioritizing, what are the causes and what are the solutions, and finally, how much improvement does the solution bring to the overall performance. All of which are good practice, but still dependent on NYCHA’s resources in the final realization.
What is something fun and/or interesting about you that your colleagues may not know?
I have a Finance degree. I still remember being interviewed by Martin and Dave and was asked why instead of financial asset management I chose to pursue a job in physical asset management.