Over recent years the National Federation of Builders (NFB) has worked hard to resolve its financial challenges and establish itself as a credible, independent organisation and lead trade federation for SME builders in England and Wales.

Gary delivered the changes that were required within the time and budgetary contraints and has helped establish a fitter NFB that can more ably tackle any problems that are anticipated in a continuingly difficult construction market place

Rupert Perkins, Chairman of the National Executive Board of the NFB

Most recently, the change of legal status and independence from the Construction Confederation were key developments in the progression of the NFB but in this ever changing and difficult business world it needed to undertake further changes and restructuring.

The NFB had to take stock of how they delivered services to their 1500 members and how to improve the service offering to them.

It was essential to ensure that the already committed staff of the NFB became more focused, and were given clarity and resources to enable them to do their jobs of serving the membership more effectively and efficiently. Critically, they needed support and encouragement to take the next steps on this journey of change.

Additionally the NFB needed to refocus their efforts around modern methods of communication, investment in training and education, and to be much more influential in government, both national and local, in order to represent members’ views.

Accordingly, in September 2009, Gary Fisher was asked to lead a significant change programme which addressed the consolidation of the NFB’s operational offices to enable both critical mass and economies of scale, and to streamline and clarify the internal management structure, consolidating and strengthening the service delivery structure into four Directorates namely Operations, Training and Member Services, External Affairs and Finance. All this against strict time and finance constraints.

Working with the senior management of the NFB and an internal change management team, this involved Gary in: preparing a detailed change project plan, ensuring that internal communication needs were addressed via the intranet and staff briefings; consulting with staff over job changes and restructuring; managing the internal and external recruitment processes for new members of staff at Director level; and assisting senior management and the operations team to build their vision, mission and goals for the future.

“Gary slotted in well with the NFB team straight away, gaining respect from staff, even though what he was to deliver was not going to be easy and would be painful for some employees”, recalls Rupert Perkins, Chairman of the National Executive Board of the NFB. “He delivered the changes that were required within the time and budgetary constraints and has helped establish a fitter NFB that can more ably tackle the problems that are anticipated in a continuingly difficult construction market place.”