With a background in the Royal Air Force, David Bowman is – as you’d expect – a man with the capacity to manage many things without stress. He explains how that helps him in N-ERGY.
What is it the company does?
N-ERGY is a project management delivery consultancy. We deliver capacity market projects throughout the country that deliver energy to end users. A lot of our clients develop these sites and install them. We offer an alternative solution to an Engineering, Procurement and Construction (EPC) contract and deliver on behalf of the developer. Our clients develop the projects and we deliver them as their project management partner, reducing CAPEX and increasing Return on Investment (ROI).
Describe your own job role in no more than 100 words.
My role as MD includes directing the business as well as managing KPIs, detailing and putting together business strategies. It also requires me to take overall responsibility and have an overview of all the current projects that are run within the organisation.
Give us a brief timeline of your career so far – where did you start, how did you move on?
I started my career in the Royal Air Force as an engineer. After this I worked for a company in the power generation industry where my passion for the industry grew. I was then head-hunted to project manage and install power plants for Caterpillar in Africa. I spent several years within the African continent delivering essential power. After that, I came back to the UK and started a business, essentially installing STOR and capacity market projects for Original Equipment Manufacturers (OEM).
What do you believe makes a great leader?
Consistency and transparency are probably the two qualities that are the most important for me. I think without having those, it’s difficult to lead others by example.
What has been your biggest challenge in your current position?
I think the biggest challenge at the moment is changing our clients’ and this industry’s perceptions on EPC contracts, trying to persuade them that appointing a project management firm will benefit the delivery at the same time as reducing CAPEX and increasing ROI. That would allow for a smoother running project. It’s about breaking that client’s perceptions of what they can and can’t do without the team that we have.
How do you alleviate the stress that comes with your job?
This is a difficult question for me to answer, because I don’t get stressed. I think it’s because of my Air Force days, and time in the military. We were taught that there are ways to overcome stress, and that stress isn’t helpful or conducive to finding a solution.
When you were little, what did you want to be when you grew up?
I always wanted to be in the Air Force and I always wanted to become an engineer. Luckily enough, I have been able to achieve that.
Any pet hates in the workplace? What do you do about them?
Sometimes, a project manager will try to mitigate against something, but not report it until it is too late. It’s a common issue in this profession. We’ve pushed against that - a project manager is there to protect that company and the project, and deliver in line with the project execution plan. But without sharing the information, we can’t work as a team and deliver something effectively, so that’s a pet hate of mine. Always share issues!
Where do you see the company in five years’ time?
I believe we could be a market leader in project delivery for the capacity market industry, winning consultancy contracts and delivering throughout the country on behalf of developers.
What advice would you give to an aspiring business leader?
If somebody has a dream, they should plan it. If they want to do it, they should go for it with all confidence and commit to it.
What do you wish someone had told you when you first started out?
I wish somebody would have told me you have to sail before you can sink. Without making mistakes, you won’t learn. I think that’s probably been the biggest thing I’ve learnt.
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