You probably know Ian Pomeroy (or ‘Pom’) as our Remedial Director but what shapes the way he works, the advice he gives and the relationships he builds with clients?
We asked Ian about the problems that keep him thinking, what years in remedial engineering have taught him, what makes a great client relationship – and a few things that have absolutely nothing to do with engineering!
Q: What makes an engineering problem interesting to you?
A: Historic, unresolved and complex. The kind of problem that seems to be attributable to more than one source and continues to frustrate after multiple attempts at rectification. This kind of problem isn’t solved by engineering judgement alone, but with a combined understanding of how the element was built and operates.
Q: What’s something experience has taught you that you couldn’t have learned from a textbook?
A: The core concept of Remedial Engineering, all on the job, real world training. Engineering at University primarily focuses on new build; steel, timber, concrete subjects without consideration for the repair, maintenance and longevity of the existing built environment!
Exposure to Remedial Engineering forces you to think through constraints on existing assets to provide custom solutions for each engagement.
Q: What’s one problem you keep seeing come up again and again?
A: Defects at the interface of different trade packages and the impact on weatherproofing. In particular, the facade curtain wall and mechanical services installation may be more than adequate; however, the entire system fails at the interface between the two. The interface isn’t owned by anyone and with no responsibility comes little care.
The result? The end user has an unintended water feature in their loungeroom.
Q: What’s the difference between giving someone technical information and actually helping them make a decision?
A: Know your audience and their drivers. Technical information needs to be delivered so that it’s useful to different stakeholders. Owners will have different drivers and technical knowledge than Fund Managers so the information needs to be tailored to suit each stakeholder and empower them to make an informed decision.
Q: When is it important for an engineer to challenge a client?
A: Where a safety item is not being adequately addressed, a proposed solution creates a safety risk or does not satisfy their requirements. Listen to your client’s opinion and utilise your experience to provide advice on the suitability of all options.
BE the trusted advisor, not just the transactional engineer.
Q: What’s one thing that can quickly undermine trust between a consultant and a client?
A: Lack of communication. A project is rarely undertaken only between two parties; you and the client. These two typically represent a multitude of stakeholders who rely on communication and progression of the project. Poor communication not only impacts the direct client, but all resultant stakeholders, leading to an echo chamber of negative feedback and loss of trust.
Q: What’s something you could talk about for hours that has absolutely nothing to do with engineering?
A: The impact of camping / nature on your soul and what we can do to ensure its longevity.
Q: What’s the easiest way to distract you at work?
A: Come talk to me about almost anything; Music, coffee, lunch, cladding, why birds fly, why chickens don’t fly, dinosaurs, facade leaks, spalling, whiskey, science, why is the sky blue……you get the point.
Q: What’s something your colleagues would be surprised to learn about you?
A: My high school qualification is an American High School Diploma, from Taiwan.
Q: Favourite cocktail?
A: Dirty gin martini. Olive is a must!
Q: What’s one opinion you’ll defend far more passionately than it deserves?
A: Dogs as the supreme furry companion!
Q: Lastly, when do you feel like you’ve done a really good job for a client?
A: Their client is satisfied; boss, Owner, tenant, family, resident, end user and we have had a tangible impact.
I feel like I’ve done a really good job for a client when we’ve solved a problem that genuinely matters to them. Whether it’s reducing risk, extending the life of an asset, improving safety, or helping them avoid unnecessary costs, the best outcomes are when our technical advice translates into practical benefits.
