The flooding of both L.A.’s Sunset Boulevard and the UCLA campus back in July put a spotlight on a nationwide concern: the country’s infrastructure is old and more specifically, it is not being repaired or replaced at a rate that matches population growth and demand. With a nation literally treading above ticking time bombs, leaders must look to assess the current state of the infrastructure and what can be done to reduce failure, avoid emergencies, and put already limited budgets to more efficient use.
CBS News: The fight to repair L.A.’s aging infrastructure
“With our budget the way it currently is, we are on a 300 year cycle to replace the smaller pipes.” – Jeff Bray, General Superintendent, Los Angeles Department of Water and Power (LADWP)
The Status Quo
The water main breaks in L.A. are just an example of what is happening around the country. According to the Environmental Protection Agency’s Science Matters article, ‘Aging Water Infrastructure,’ “Every year across the country, there are approximately 240,000 water main breaks. As many as 75,000 yearly sanitary sewer overflows discharge three to ten billion gallons of untreated wastewater, leading to some 5,500 illnesses due to exposures to contaminated recreational waters.”
Surveys and studies reveal that the poor condition of the nation’s water system is a known issue. According to the American Public Works Association’s Infrastructure Facts, “In a survey of city mayors, the number one priority for water systems was aging infrastructure (listed by 60.6% of respondents)” and, “In a 2003 GAO study, 75% of experts identified the distribution system as one of the most vulnerable aspects of drinking water systems.”
Beyond a Busted Pipe
- Loss of life
- Costly downtime for affected businesses
- Costly emergency repairs and the need for federal funds
- Bad press and political bickering
- Fear of the unknown and loss of faith in leadership
In the American Society of Civil Engineer’s 2013 Report Card for America’s Infrastructure, ASCE gave the U.S. infrastructure a grade of a D+ and estimates it will take $3.6 trillion to improve this grade by 2020. In the face of failures, bad grades and the projected financial need, what can be learned about the condition of the country’s infrastructure today to help us improve the outlook for the future?
Shortsightedness is a common theme in both the public and private sector. Many plans and budgets are made with the current budget cycle, annual report, or political term in mind. In his blog post, 21 Facts About America’s Decaying Infrastructure That Will Blow Your Mind, Michael Snyder says, “Investing in infrastructure is something that has long-term benefits, but these days Americans tend to only be focused on what is happening right now and most politicians are only focused on the next election cycle.” Snyder goes on to list the conditions of America’s roadways, bridges and ports and the staggering funds required to improve them.
Another factor contributing to the situation is the tendency to simply chip away at a problem that seems too big to truly solve. When speaking in trillions of dollars, the sum can seem daunting and federal and state budgets are limited with many projects and interests contending for their share. It’s hard to determine what projects are most critical, what projects can wait, and what projects need to be scrapped.
Know the Needs Today and Tomorrow
Whether condition assessments of our linear assets or models to help create the best estimates are required, the first step is understanding what we’re dealing with today, and more importantly, what we could be dealing with tomorrow. This is key to creating a long-term capital plan. Local, state and federal representatives will need to consider factors like:
- Condition of infrastructure today
- Systems’ life expectancy and risks of failure
- Projected funding needs with adjustments for inflation
- Effects of climate change and population growth on infrastructure
A long-term plan will reduce downtime and unforeseen emergency repairs, and will also lift the fear of the unknown because future needs are being proactively addressed. The ability to look 5, 10 or even 20 years down the road and consider projected needs gives planners a much better handle on what can be done today to be in a better position tomorrow.
Weigh Needs Against Other Initiatives
Once the financial need has been established, it’s time for a dose of reality. Frequently the projected need is well beyond the average yearly budget and even in the unlikely event of budget increases, the entirety of the necessary projects may not be covered. This is when a decision-making or prioritization strategy becomes key. Decision-makers and stakeholders need to be able to agree on what is critical and what expenditures will best prepare the city, state or organization for the future.
Show Me the Money!
The real question for the involved parties is, where are the additional funds going to come from? Estimating the need is only half of the battle; getting even a fraction of a budget increase is the real hurdle. This is when having the right data and telling the right story is crucial. Those seeking funding need to leverage information that supports their plans, like:
- Cost savings due to emergency repair avoidance and bulk purchasing opportunities;
- Improved system condition rating and efficiency gains;
- Improved customer service and public image.
Whether the additional funds come from public-private partnerships or public service rate increases, the trend of highly publicized infrastructure failures will continue until an effective and long-term plan can be put in place.
Storytelling to Achieve your Business Goals
I was babysitting recently for a friend and when I put her four-year old to sleep, she asked me to tell her a story. Of course, one story turned into four stories, and I kept finding myself making the same mistake: I proceeded more than halfway through the story before I realized I had omitted the lesson that is present in children’s tales. For example, I told the story of the three little pigs without the detail that the pig who built with bricks was mocked by his piggy siblings, only to be the hero at the end. I had all the other details right: the characters and their building materials, the wolf’s destruction of the first two houses, and the fact that the pig who built with bricks thwarted the wolf’s attempts to huff and puff and blow the house down. But, without framing my tale as a story about sticking to your guns in the face of adversity, it just became a tale of senseless property destruction.
Once upon a time, in a land far away…
Fairy tales and nursery rhymes are an excellent example of how to make a point. These stories take a lesson that a parent would like to convey to a child and then puts it in a context that a child can understand and enjoy. This same approach can be used to share ideas and make a business case in a professional setting. It’s not just about having an idea and the data that supports it. You have to tell a successful story. What is the lesson you want people to learn and what context will be conducive to that learning?
Typically when you’re tasked with telling a story, it is because you already have the desired outcome in hand. In other words, you have an idea that you want to move forward and need to sway a group of decision-makers. For your idea to be successful, you must introduce the idea, support it with relevant information, and lead your audience to the same conclusion. Make sure that when you take a high level view of your story, the points you wish to make are introduced clearly, supported by relevant information, and lead to your conclusion.
Know Your Audience
Consider the perspectives and backgrounds of different audience members. Be sure to define and discuss any terms or acronyms that are specific to your department. Also consider any ongoing programs in the respective departments of your audience members and be prepared to address how your initiative interacts with and/or supports these programs.
Know your history. Consider feedback and objections raised by departments or individuals in the past, and be prepared to address them. If your prospective audience is comprised of several departments, you may find it easier to have multiple smaller meetings with your audience segmented into narrower groups. This will allow you to tailor your story to each group and will minimize any interdepartmental conflict or office politics.
Hit Them with the Numbers
Numbers can convey a point directly and dramatically. The key is to select the right numbers. Don’t just show a statistic that quantifies how well your organization is doing; show a statistic that demonstrates how well your organization is doing in relation to similar organizations. Benchmarking is a compelling way to motivate and give context. Showing how your organization is either leading or lagging is a way to put your story in the context of the organization’s overarching goals.
You should also be able to put your numbers in context by explaining what they mean and once again, keep your audience in mind.
- If you’re throwing out an annual figure, let people know the previous few years’ numbers for context and explain the changes. Use those rates of change to help your audience understand what that could mean for the future.
- If you’re talking dollars, say how many things those dollars would buy. You could say an initiative saved the company $25,000 or you could say you saved the equivalent of your annual office supplies bill.
- If you’re talking square feet, give a known structure as an example. Instead of saying something is 76,000 square feet, say it is about the size of a soccer field.
- If you’re talking number of people or clients, use a familiar visual. For example, you could say you have 17, 000 clients or you could say your clients would fill Madison Square Garden.
Visuals can really help your story take flight, and if a picture is worth a thousand words, you want to make sure it’s saying the right thing. Use pictures, graphs and charts that simplify complex ideas. If you are presenting a lot of data, make sure it is neatly organized and lean on color coding that may help clarify the message. For example, a number that is unfavorable or decreasing, you may color red and a number that is favorable or increasing, you may color green. Don’t go overboard with colors and visuals and definitely do your best to minimize distracting clipart.
Finally, it’s always good to end your story with what’s next. This is where you can provide your recommendations for further reading, additional topics for consideration, and specific action items that you believe should be a result of your business case. This will show your audience that you’ve considered the real world application of your case and you are prepared to take steps to put it into action. In essence, you’ve lifted your audience up with your narrative, and you close the story by bringing them back down to earth with the practical application of what you’ve presented.
Take the Next Step
Start organizing your facilities data so you can be a successful storyteller. Download this free planning sheet to help you get started. You can also read related blog posts:
- How to Tell a Facilities Data Story
- Make the Case for Data
- Analysis Paralysis: How I Stopped Worrying and Learned to Love the Data
University of Kansas will Discuss How it Aligns Buildings and Infrastructure with the Overall Organizational Mission
BOSTON—October 28, 2014—VFA, Inc., the leading provider of end-to-end solutions for facilities capital planning and asset management, today announced it will host a complimentary webinar titled “How to Align Your Buildings and Infrastructure with the Goals of Your Organization – A Case Study by The University of Kansas” on Wednesday, October 29 at 2 p.m. EST.
Paul Graves, P.E., deputy director, Office of Design & Construction Management, University of Kansas, will discuss the university’s facilities capital planning and management – the past, present and future – and how his teams work to align facilities with the overall organizational mission. Attendees will learn why a facility condition assessment (FCA) is a critical part of successful asset management, what a dynamic FCA is and why it’s a better decision support tool, and to use the data resulting from FCAs for budgeting, planning and reporting.
This webinar is part of an ongoing series around the theme, “Deliver Strategic Value From Your Facilities Capital Investment.” The series features one webinar each month with speakers including industry leaders and rising stars in facilities management. To view the schedule and register, visit http://www.vfa.com/news-events/webinars/.
To connect with VFA, please follow us on Twitter at @VFAINC, or visit our blog, Foundations, which provides information to readers that serves as a foundation for intelligent facilities capital planning and management.
|To prepare for next week’s webinar, learn a little more about the presenter, Paul Graves, P.E. and Deputy Director of the Office of Design & Construction Management at the University of Kansas.
Don’t forget to register!
What education and/or professional experience led you to your role today?
I earned my Bachelor of Science degree in civil engineering from the University of Massachusetts (UMass) at Amherst and Master of Science degree in environmental engineering from Worcester Polytechnic Institute (WPI). I’m a licensed professional engineer in Massachusetts and Kansas (in the past I was also licensed in four other states). I worked in engineering consulting firms on diverse public works and land development projects in several states; part of this overlapped with my graduate studies in which I took evening classes. After relocating to Kansas with my wife, I worked for Kansas Department of Health & Environment (KDHE) regulating municipal wastewater facilities, and later, solid waste landfills. Following that I was assistant chief engineer for the Kansas Department of Agriculture’s Division of Water Resources, which regulates water rights, dams and other water structures, and interstate water compacts. This broad experience provided a good background for my current position as deputy director of Design & Construction Management at KU, where I assist in managing a staff of 50, an operating budget of $4 million, and capital improvements budget over $100 million.
What do you see as the 3 biggest hurdles that FMs face in the next 5 years?
In our case, I think our top challenges continue to include funding for deferred maintenance needs, streamlining processes, and improving data management. A lot of progress is occurring in these areas and much more is planned. KU invested in VFA.facility software and facility condition assessments to build more robust data on deferred maintenance needs and prioritization methods. We razed two small buildings in poor condition last year, and we’re developing additional revenue streams to address deferred maintenance and modernization of buildings. Recognizing that whole-building renovations are often more cost-effective than numerous piecemeal projects – though with a higher up-front cost – we’re taking steps to utilize that approach more frequently, where practicable. With regard to streamlining processes, KU increasingly utilizes university procurement and on-call contracts to save time and expenses involved with state procurement processes. We’ve increased office automation where possible with database-initiated reminders, letters, and customer satisfaction surveys. We’re exploring additional opportunities for trimming code review times and further facilitating timely inspections. On data management, KU continues transitioning to Maximo for enterprise asset management and we expect to integrate VFA.facility and other systems with that as appropriate. We’re also increasing use of BIM and GIS for the various benefits they bring to O&M, planning capital improvements, etc.
Hear more from Paul Graves as he leads a live webinar on Wednesday, October 29.
How to Align Your Buildings and Infrastructure with the Goals of Your Organization
A Case Study by The University of Kansas
Wednesday, October 29, 2 PM EST – Register now!
With amount of facilities data and reporting programs available, it’s natural to have that deer in the headlights reaction. Where do I even start? How can I maintain the data and my reporting program? What data is important? And what ever happened to tan M&Ms?? [Okay, that last one might be unrelated.]
The granularity of data is the very thing that makes it both powerful and terrifying. When you have too much of it, your spreadsheets and reports seem to close in on you and making heads or tails of it all seems impossible. Take a step back, take a deep breath, and then take this approach to overcoming analysis paralysis.
A Good Look in the Mirror
Having metrics makes your ability to do your job and to show that you’re doing your job easier. Don’t be afraid of what the data says about your job performance or the performance of your department. Understanding the history of your metrics and the current trends will enable you to be more proactive and present opportunities to your team and organization. You need to have a solid understanding of your starting point if you’re going to decide where to go from there.
Cast a Wide Net to Start
Whether you’re new to a company, new to a role or new to reporting, starting or restarting should always involve casting a wide net. You don’t know for sure which data will prove significant so it’s best to start with more than less. It’s also important to analyze different time periods. Some changes to data may not seem significant month to month but maybe quarter to quarter or year to year there is a telling change. There may also be seasonality to your data; try comparing your data to the data of the same period of the prior year to get a different perspective.
Go Down that Rabbit Hole
Anomalies in the data or unexpected trends can throw you. Sometimes you should get lost in the weeds to answer a specific question. The key is not to do it every time you run your data or you’ll never have time for your day job. When data perplexes you, determine what secondary or supporting data might help explain your confusion and systematically rule in/out theories this way. Proceed through this process until you have resolved the issue. This will lead to a better understanding of your data set as a whole and also your ability to vet and explain data.
Narrow the Field
Once you’ve gotten comfortable with your data and you’re on a first name basis, you should start honing in on your KPIs (Key Performance Indicators.) What data do you need to track your success? What data shows your department’s success? What data do other stakeholders care about? By deciding what’s important, you can create measurable goals and a path to achieving them. This will also help you fine tune and optimize your reporting program so that wide net may not be necessary for monthly reporting and your rabbit holes have all been explored and explained. Focusing on your KPIs will make maintaining the reporting program you’ve established more manageable and meaningful. Gain consensus from your peers, management and other stakeholders as to what you will be tracking and reporting so that you create both accountability and visibility for your goals and ultimately, your success.
Overcome your analysis paralysis. Download this free planning sheet to help you optimize your data reporting program. You can also read related blog posts:
With the ‘big data’ buzz flying around, many have tuned out and turned off to the trend. It can be hard to decipher what’s relevant to you and your organization amongst all the hype. The truth is that no matter what your professional discipline, data is your friend. Understanding data and having access to relevant data can enhance your ability to do your job. So whether you are starting out on your data journey or would like to shift your focus to new sets of data, you should make the case for data you need in your department and within your organization.
Trust Your Gut
Much of management and strategic thinking was ‘gut based.’ In other words, years of experience and familiarity with a certain area of expertise would lead one to have the ability to make informed decisions. This has not changed but organizational expectations have. Consider data as ‘back up’ to your gut or intuition. It allows you to put numbers to your hunches.
Don’t Fear the Data
Many people fear data because of the ‘what ifs.’ What if the data makes you or your department look bad? What if it creates more work or opens you up to more questions? The truth is this: you can’t measure growth without a starting point and you can’t measure success without assessing the status quo. You may discover a lot about how your department can improve the way it spends its time and money. So whatever the starting point, you must establish it in order to start down the path towards success.
Making your successes quantifiable makes them easier to communicate to stakeholders and in a sense, makes them more ‘real.’ Metric goals also help unify your department in terms of their mission and objectives. When you are all working towards a recognized metric goal, it’s easier to understand how you can contribute to the success of achieving that goal and that the success can be numerically verified.
My goal? World Peace.
Data enables you to turn nebulous goals like ‘growth’ and ‘improved ROI’ into numerical targets and success metrics. Having real and measurable goals to determine your success allows you to very practically layout a strategy for achieving them. Large goals can be overwhelming. Specific and measurable goals are more approachable and realistic.
Keep up with the Joneses
Other departments within your company and your peers at other companies are already relying on metrics. Start speaking the ‘new lingo’ and introduce your success metrics to the company.
Take the Next Step with Your Facilities Data
Combine Facilities Data & Story Telling to Achieve Your Objectives
Reporting has always been part of most job roles in one form or another. Whether it is hours worked, tasks completed and so on, reporting is the way in which we measure the result of time and money invested. Due to advances in technology and the availability of data, reporting has become a more formalized task in existing roles. It requires data retrieval and storage, software, and a way to communicate to other departments and stakeholders. And with the abundance of data today, it’s easy to get overwhelmed and lost in the weeds.
There are a few roadblocks to overcome when incorporating reporting into your role. Some roadblocks are internal. You might believe:
- you’re not good with numbers;
- you disagree that reporting is part of your job role;
- you simply have no interest in what the data has to say.
My advice for jumping these hurdles is to remember:
- it’s not about the math, it’s about being able to tell your data’s story;
- the ability to analyze and report on data is a skill in demand in any role;
- you’re missing out on opportunities that the data can identify.
The external roadblocks like access to data, reporting tools, and organizational culture can be overcome with a business case that discusses how your ability to tell your data’s story is beneficial to your organization.
Part 1: Get Data [ Casting Call ]
In order to build a story, you’ll need a cast of characters. Identifying the leading and supporting data is crucial to setting up your reporting program. It’s also important to consider which metrics resonate with different audience members and your ability to obtain the data itself.
What data is important and to whom?
It’s easy to get overwhelmed by too much data, particularly if you’re too close to it. Try backing up and taking a higher level view. Consider both departmental and organizational initiatives. How can their successes be measured? What data will help you show this? Consider both your time and monetary expenditures. What data will help show the return on investment? If you’re unsure which metrics are important, it’s best to cast a wide net. A monitoring time period will help you determine which metrics are helpful and which do not contribute or muddy the waters.
You should also determine who your audience is and what data is important to them. Try to put yourself in their role and anticipate their questions. Your finance department will have different concerns than your IT department and so on. Communicating in metrics that speak to them will make your story more successful.
Don’t limit yourself
Consider what data is currently available to you, whether it is provided via already integrated systems, publicly available, etc. Then consider what data you need to be successful. Put together your ideal reporting program and if necessary, make the case for additional resources.
What about stage fright?
Confidence in your data is key. Establishing checks and balances in your reporting program gives you a solid base on which to make informed decisions and recommendations. Corroborating data when possible makes your story even more airtight. One way of doing this is identifying additional sources of data. A second way of doing this is vetting the numbers with a subject matter expert who is particularly close to the data set.
Part 2: Analysis [ The Plot Thickens ]
Once you’ve determined the data at the heart of your story, the next step is to identify what is happening to that data. If your metrics are the characters in the story, then your analysis will unveil the plot. What is the history of the data, what is it today, and can you tell where it will go in the future? Answering these questions forms the backbone of your data story.
What are the trends?
Now that you have the data, what is it saying? Frequently the data can be surprising; metrics that should be show stoppers don’t say much at all and metrics that seem innocuous can unlock a tidal wave of questions. The key is to quantify how the data has changed and investigate why these changes have occurred. This investigation will help you truly uncover which metrics are your stars, or Key Performance Indicators (KPIs), which metrics play supporting roles, and which metrics end up on the editing room floor.
Call the SWOT Team
The final piece to your analysis is translating the trend into something meaningful for your organization. Performing a SWOT (Strengths/Weaknesses/Opportunities/Threats) Analysis based on the trends you’ve uncovered will take your data off the page and into action. What does the data say about the success of current initiatives? Did you identify any opportunities for improved efficiency? Did the data unearth any concerns?
You Do the Math
Assemble any meaningful statistics from your data. Can you determine any rates of completion, percentages of goals achieved, or ratio of return? Identifying compelling statistics will help you write attention getting headlines. You should also consider benchmarking data because it can help create a compelling storyline. How well are you performing compared to your peers and what percentage ahead/behind are you?
Part 3: Report [ Tell Your Story ]
When you have your data and analysis assembled, it’s time to create your story. It’s important to set up your analysis effectively. Consider the objective of your story as well as the perspective of your audience. Lay your story out in a way that is logical and also builds towards your story’s objective. Be sure to include any background or historical information that clarifies your outcomes and leverage visuals and charts that drive your points home.
Who Are the Stars?
Make sure your stars shine. You may need to define some of your metrics or explain how they’re obtained. It’s important to include enough information to support your story without distracting your listeners by introducing information that may derail the plot. Only include what is essential to supporting your objective.
Be Ready for Questions/Criticism
There will always be questions and critics. Anticipating questions and having supporting data nearby will put you in the best position to respond. Having well informed responses on standby will give confidence to the story and support whatever next steps you suggest.
Take the Next Step with Your Facilities Data
Are you ready to tell your story? Download this free planning sheet to help you get started with your data story.
Seeing the effects of different funding strategies overlaid on one chart allows you to understand the impact of different strategies on the condition of your portfolio. It also empowers you to clearly communicate to your finance department or funding body the effects of the different strategies. Each approach matches an investment strategy or a way to anticipate the impact to your facilities based on a change to funding.
The Funding/FCI Options allows you to consider multiple funding approaches and overlay them. You can compare your current level of funding versus increased or decreased levels of funding, as well as its effects on your overall FCI. If you limit your analysis to a specific system, you can also find out the system condition index (SCI).
Which Funding Option to Choose? Maintain vs. Target vs. Specific
How much do you need to spend to maintain the building in its current state? This funding option applies the amount of funding that is required to maintain a consistent facility condition (“staying the course”). For this option, the FCI/RI does not change throughout the forecast term. It shows the years in which funding requirements and renewals peak and ebb, and provides a baseline for comparison with the other funding options.
You might want to target different condition levels for different facilities, due to a number of factors, such as the importance of a facility, whether or not it is used by the public, the use of the facility, etc. Understanding the right amount to invest will help avoid either over or under-funding the capital requirements of each facility. This option allows you to specify a target FCI/RI, and the number of years to reach that target. After the target is reached, funding is provided to maintain the target condition for the rest of the forecast term. This option is useful to compare the costs of upgrading and renovating an existing facility as compared to building the facility new.
There may be times where you have the available capital and want to understand the impact on the condition of your facilities. For example, Finance might want to know what the impact would be with different levels of funding. This option allows you to enter specific funding amounts for each year in the forecast term. You can enter a funding amount in the first year and click Constant Funding to copy this amount to the rest of the years in the forecast, or you can enter a specific amount for each year. You can use the Apply Inflation to Funding checkbox to apply or remove the Forecast’s inflation rate to this funding option.
The other options are variations of these approaches. Percent selects a specific funding amount based on a percentage of the replacement value of the facilities, and Extrapolate sets a specific amount in year one, and then grows the investment by a certain percentage each year.
This graph shows you three funding approaches: Maintain (dark blue), Target (red) and Specific (light blue).
By overlaying the three approaches, you can make a long-term comparison of the impact of spending on your FCI. For example, you can see in the Specific (light blue) option, by choosing this approach to funding, the FCI gradually deteriorates from 0.25 to 0.7. The Target FCI (red) option in this example shows the increased investment required to improve condition over 10 years, as well as the reduced amount required to maintain that condition in the later years. Had we been targeting a higher FCI, then we would have seen the annual cost savings. And for all three options, you see the funding needed on an annual basis.
The Funding Module is a part of VFA’s facility capital planning software VFA.facility.
Learn more about the Funding Module
Check out Parts 1 and 2 of our Funding Module series:
|VFA will be attending multiple events throughout the United Kingdom this autumn. Keep an eye out for our delegates and speakers. Hope to see you there!|
- EuHPN Workshop, October 1 – 3 – Our first stop will be the European Health Property Network’s 2014 Workshop in Edinburgh. VFA is sponsoring the event, which begins October 1 and continues through October 3. Look for Peter Scanlon, Vice President of Professional Services at VFA and Peter Haggarty, Director of Health Facilities Scotland at the NHS, on the programme on October 2. Peter and Peter will be discussing Strategic Asset Management and Prioritisation. Check out the full programme.
- IHEEM Healthcare Estates Exhibition & Conference, October 7 – 8 - Our next stop will be the Institute of Healthcare Engineering and Estate Management (IHEEM) Conference from October 7 to October 8 in Manchester. Peter Scanlon and Peter Haggarty will be continuing their speaking ‘tour’ on the morning of October 8 when they lead their session titled A Strategic Approach to Asset Management.
- Scottish Healthcare Facilities Conference, November 6 – 7 – You can hear from Vice President of Consulting Services, Ray Dufresne, at the Scottish Healthcare Facilities Conference on November 6th and 7th in Crieff.
Read more about VFA in the UK by visiting the Extranet Evolution blog, written by Paul Wilkinson. Paul covers VFA’s presence in the UK market in his post, ‘VFA enters UK SaaS asset management market.’ You can also connect with VFA’s Business Director in the UK, Chris Low.
Chris Low, Business Director, VFA Ltd.
Viewpoints: American City & Council Blog