Here's how you can navigate discussing budgeting and cost control in a Facilities Engineering interview.

In my experience, the first topic to cover and get out of the way is "We have always done it that way". Once we have cleared that hurdle we can start looking at some amazing technology, innovation, and best practices that can improve how we manage CRE to drive savings, cost controls, and align to budgets that will deliver best-in-class services to CRE and their occupants.

-Life cycle analysis of major components of major equipment - Single point of failure, identifying single point of failure saves money, increasing overall resiliency of the system - Tight control over the budgets, any expense to be justified whether it is required and what benefit it brings to the organization - Procuring energy saving equipment - Asset Management, timely replacement of assets before they breakdown completely or they have lived their life

dans le batiment l'obtention des permis de construire devient de plus en plus difficile (loi sur l'eau) et le banques ne prêtent pratiquement plus comme à leur habitude en période de crise. Les matériaux ont augmenté de 40% et plus et les clients n'ont plus les moyens de construire. C'est le r?le de l'état d'intervenir dans ces cas là car en dehors des régions privilégiées comme st Tropez paris et Monaco tout le monde galère. Alors Monsieur le président ou messieurs les ministres qu'attendez vous pour intervenir auprès des banques principalement qui ne prêtent quasiment plus. Vous en avez parlé mais il n'y a aucun système de contr?le !!!!

I always start with budget approach. One approach is "Run to failure" it has it's place and the benefit is that you use each component of every system to it's fullest, and you only pay for repairs. Many building owners use this approach either by choice or by uninformed habit. Another approach is "Obsolescence Planning" where we know the useful life of all equipment, budget, and plan for replacements. There are many advantages to obsolescence planning. Budgeting, right-sizing equipment, more efficient equipment, planned downtimes, no panic repairs. The list goes on. When approaching stakeholders with this concept it's easy to make the right choice in investment and planning.

I begin by making a detailed plan, including the resources required, estimated costs and possible risks. I constantly monitor and control the budget during the project, making adjustments where necessary to stay within the allocated budget.

When the Covid came in, I was working with ATB Financial & the budget was already approved & monies in our Capex & Opex budgets... Finance had no way to increase the budget to offset the fitups sheilds for tellers and the extra costs for cleaning and everything else that went with Covid. I had a team meeting with my senior managers and relayed that the costs for the branches needed to cut back to make room for the extra costs in Covid.. We had monthly budget meetings to keep it all under control.. With the extra meeting measures we we came in under budget 2% at the end of the year. Regular meetings with your individuals on your team monthly with budgets help big time.. and to discuss one on one what else is working and what is not.

In the interview I would explain how I have run the Capex potential expense & risk management for project selection out of several projects that need done. I have what is called a Risk Project Matrix that helps you put the project in a priority scope of age & risk/ safety. It helps identify the critical projects in priority for the senior managers.. It is put into a master sheet.. and we all get into the board room for a smack down.. We allocate each area fair... but it is also adresses the high level projects for that year.. and it goes on the next years top of the list for projects pushed over for the following year..