The things we do

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The things we do-

Our purpose

At Positive Sums we solve your tricky problems. We do this by engaging with you to convert knowledge into wisdom, applying creative thinking and build commitment to a plan of actions and initiatives needed to realise positive change. Right now, we do this to deliver Workspace and Workplace consultancy along with coaching and mentoring senior managers and business owners.

Our offers

Consultancy for Workspaces – Helping you improve how your organisation provides and runs its estate:

-Capital Programme management and Project initiation.

-Change initiatives including Scope, Options, and Business Case generation

-Capital and Revenue, Facilities Management and Estates Procurement

-Design or redesign of strategic plans and operational models

-Evaluation of, and resetting space standards

Consultancy for Workplaces – Helping you develop how your organisation consumes its estate:

-Occupational analysis and occupation design/rechurn to support culture and productivity

-Asset, Processes and Humanistic change mapping and implementation

-Departmental/Team intervention workshops design and facilitation

-Critical Friend mentoring and coaching

Our Principles  

We stand for authentic professionalism, unbiased intelligent enquiry and honest engagement to design and deliver positive change.

What we know to be true

Change is ubiquitous. Change for organisations today is increasing both in magnitude and frequency – Simply put, the changes organisations are either initiating or being subjected to are getting bigger and bigger and happening far more often.


For an organisation to survive it needs to have an ability to react to and generate change, without this ability the organisation will become uncompetitive and the eventuality is likely to be extinction. Being “built to last” in today’s business environment has mutual dependency on being “built to change”


How organisations procure and operate workspace is in many cases an inhibitor to organisational change. Estates/FM are an unconscious anchor to change. Leased and freehold assets tie-up capital, H&S protocols provide irrational evidence for those unwilling to change, outsourced operational contracts give the best price for equilibrium, but this value soon evaporates along with the goodwill once change occurs. …. In far too many cases the whole workspace industry has evolved a sub servant yet somehow a self-serving mindset which produces a lag to organisational change

What we believe to be true

Consider the supply-side of workspaces (Architects, PM, QS, Contractors and Suppliers) has not changed for years, it is not in its interest to transform and so their offer to help you change are - in some cases- mere political rhetoric:

-The property industry prospers by selling shiny (large and largely generic) property, or leasing it to you on rigid FRI contracts. Ways of procuring and valuing property is outdated and not occupier centric at all.

-The project delivery professional team drag and drop designs, are wedded to old ways-of-working and contracts, they still calculate their fees based on contract sum – so you could be incentivising your QS and architects to make it bigger and more costly, how stupid it that!

-The workplace industry prospers by selling shiny (and preferably expensive) furniture. They use the power of “Free” to entice and mesmerize you.

-The FM industry prospers by winning contracts and managing what they know. Their profit is made by initially refreshing staff and reducing costs, then it soon become maintained by removing goodwill and the ability to flex – leading to higher whole lifecycle costs.

-The rhetoric foregrounds “you”, but the actions scream “us”

-While it works, there is no reason to collaborate or change - Nothing new or progressive will come of this


The Consumers or user-side of workplaces are very often not clear with how they want their property to be run and configured

-The corporate mission and vision is far too often not translated into measurable property objectives

-Accountability is often unclear, technical power is overused for protection and position power when used are too often leads to confusing transitional operational tactics and design fads.

-In all cases, costly and time consuming organisational barriers exist


Isn’t it time we changed all of this?

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We work by balancing “doing things right” with “doing the right thing”

Workplace data is readily available to you, but it is all too often in fragmented data sets, incomplete, corrupt, dirty and in some benchmarking data is not as truthful as it could be. We convert this data into wisdom, by;

-Shape and Clean the Data – combining all the data available from CAFM systems, Finance, Leases, ePims, EMS, ERIC, Peat etc etc

-Generate Knowledge – Merging other data sets from HR, external environments, and qualitative data which defines opinions and aspirations

-Derive Insight – engaging with you to run intelligent enquiries against the data to deliver robust grounded theories and highlighting potential and opportunities.

-Build Wisdom – engender innovation and critique to craft the observations into action research and change options.

Throughout this process we will build commitment and design change programmes which are aimed to be truly and totally in service of your business

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We believe that a workplace strategy has three interrelated facets and so our change programmes are by design aimed to affect one, two or all of three facets, these facets being:

-Occupation Models – Changes to improve how the organisation occupies and consumes the workspace, and how it supports the organisation’s processes, customer contact, staff wellbeing, performance and culture

-Space Standards and Opex – Changes to how the workplace is operated and maintained, along with the procedures, contractual arrangements, and the human element responsible for running the workspace.

-Master planning and Capex – changes aimed at the size, shape, ownership, and location of the estate. Along with how the organisation procures and delivers strategic capital projects.

We know that the first step on the journey to wisdom is to simply say “I don’t know why”, to begin the journey with preconceived theories, experience and limited data will weaken the process and is likely to result in some deformed version of wisdom. However, your business environment has programmed you not to be seen to be wrong, not to say, “I don’t know why” or even admit it silently to ourselves.