About
Cliff Logan
Professional Background
I’m a time served electrician - I spent many years working in the electrical industry before moving into building maintenance at the U.S. Embassy. With promotional opportunities limited there, I decided to move to a company where I could progress — that company was Integral I started as shift electrician at Selfridges worked my way up to the position of engineering manager over a decade later, I was advised to move on.
That led me to the role of Critical Engineering Manager in banking world at Santander. From there I moved onto Broadgate Tower then Barclays as Engineering Manager for Mobiles. When Barclays engaged a new provider, I left and took the opportunity set up my own company, repairing, suppling and installing industrial pumps and motors employing 8 people. Running the business taught me some real, practical lessons about what it takes to make a company work.
After COVID, I secured a role with CBRE at the Royal Academy of Art, and that’s brought me to where I am today the engineering manager at OCS & TCC formally Credit Suisse.
Challenges & Opportunities
The Situation
When UBS took over Credit Suisse’s operations at One Cabot Square, the banking functions were stripped out and relocated to Broadgate within 9 months. This left OCS & TCC, a 1.3M sq ft building, with only two remaining tenants. The sudden drop in occupancy created significant operational and compliance risks for a building designed for high-density use.
The Task
Part of my role as the engineering manager, I’m responsible for maintaining full statutory compliance and safe operation of the building despite the low occupancy. Key risk areas included water hygiene/Legionella control, cooling tower operation, passenger lift compliance under LOLER, and the building maintenance unit/window cradle, compliance could not be compromised.
The Action
Reviewed and redesigned PPM schedules to reflect low occupancy while still meeting L8, LOLER, and HSE requirements.
Implemented enhanced flushing regimes and increased water sampling points to mitigate stagnation risk in domestic systems.
Optimised cooling tower operation by adjusting sequencing and chemical treatment programmes to account for reduced load, ensuring Legionella compliance.
Worked with lift contractor to maintain LOLER inspections and ran unoccupied lifts on a test cycle to prevent seizure and flat-spot issues.
Maintained BMU compliance with 6-monthly LOLER inspections and for insurer requirements.
Engaged stakeholders including UBS, remaining tenants, and CBRE senior leadership to communicate compliance status, and risk mitigation plans.
The Result
The building remained compliant throughout the transition with, Water hygiene results stayed within parameters despite low draw-off, and all statutory inspections were completed and energy on the HVAC plant was reduced while protecting critical assets.
The Challenges
Having worked on this contract for the last 3 years, one of the biggest challenges within TCC will be the failure of the legacy B3 controllers. These control AHU’s, this will present the opportunity for a major up grade project.
Thirty - Sixty - Ninety
30 Days Ahead
30 Days Learn & Stabilise. Meet the team 1:1s, Stakeholder Map Landlord, Building manger and Tenants intro meetings.
Compliance & Operations Compliance audit: WRA & FRA actions, LOLER, F-Gas, water hygiene, EICR, emergency lighting. Helpdesk deep dive: Pull last 90 days of reactive jobs.
Cost: YTD spend vs budget by cost code. Review accruals + WIP + Purchase orders.
60 Days Ahead
Reset maintenance team structure: Clear PPM vs reactive allocation. Set weekly WIP meetings
Contractor management: Re-set expectations with underperforming contractors. Issue SLA breach notices if needed.
Start re-tender for any critical out-of-contract services. Tenant comms: Publish escalation contacts.
Cost control: Challenge all recurring spend. Apply agreed mark up on all quotes, backup docs for all spend. business case prep for highest-risk plant failure.
Protect margin: Enforce better buy on all subs/ materials, convert compliance risk into chargeable remedials hold weekly WIP meeting to avoid revenue lag.
90 Days Ahead
Site KPIs: PPM completion target % achieved, Landlord reporting: Monthly compliance %, building, major incidents, Joint walk-round with building manager agree dates for major events like shutdowns that will impact the tenants.
Cost - Budget 2026/27: Challenge all 12-month tender proposal for major contracts exceeding a 5% increase.
Bundle services where it saves on cost without losing quality.
The Stake Holders
CBRE PMFM JP Morgan Chase NYK Group General Pharmaceutical Council
Contact
Get in touch with Cliff Logan I welcome your feedback, it can only help me improve and add value to your organisation.
It's a question of trust, a question of leadership, a question of innovation
and a question of professionalism
I'm Cliff Logan, thank you for listening
ANY QUESTIONS?