After spending over ten years in higher education and three years at the Zoological Society of London, how have you found the transition into life sciences?
Transitioning into life sciences has been an exciting career evolution. It has been a natural step, fully utilising the skills and experience I developed in both the higher education and conservation sectors. The chance to be involved in creating the London Cancer Hub attracted me to the role, and it has been both challenging and fulfilling. The interdisciplinary collaboration between academia, industry, and healthcare is unique, and it’s inspiring to be part of a global effort to advance oncology research. I have developed a particular passion for placemaking and urban design over recent years, so it has been brilliant to be able to apply this as we develop our masterplan for ICR’s land at Sutton (which we are terming our Framework Plan) and the wider LCH plan being developed with our partners (particularly the Royal Marsden, Epsom and St Hellier Hospital Trust, Socius and Aviva).
Can you describe the type of work carried out at the London Cancer Hub?
The London Cancer Hub is at the forefront of global oncology research, aiming to become the world’s leading cancer research, treatment, and commercial enterprise district. It involves a mix of cutting-edge scientific research, clinical trials, drug discovery, and the development of new treatments. The hub is not just a research centre but also a thriving ecosystem with commercial spaces that foster collaboration between scientists, clinicians, and industry partners. Recently, the hub has seen significant investment, including the commitment to develop 1 million square feet of research and innovation space to house biotech and medtech companies, making it a driver of economic growth in Sutton and beyond.
How does effective facilities management enable the successful delivery of research outcomes?
Effective facilities management is pivotal in supporting the high standards required for life sciences research. At ICR, our approach to FM ensures that laboratories are equipped and maintained to meet stringent regulatory standards, which is essential for reliable and safe research outcomes. This includes managing complex lab environments, overseeing safety protocols, and maintaining critical infrastructure. By creating a well-functioning environment, we allow researchers to focus on their work, driving forward the mission to defeat cancer without being hindered by operational challenges. My team’s focus on developing a new Workplace Strategy for the ICR is also critical to our success as an organisation as we are focusing now on space being a driver of productivity and well-being rather than an indicator or status – this is something we believe we can have a proactive impact on, rather than just a reactive support service.
What unique challenges does the life sciences industry pose for facilities management professionals compared to other industries?
The life sciences sector poses unique challenges, such as maintaining compliance with stringent regulatory requirements, managing very specialised laboratory spaces, and ensuring the safety of researchers working with hazardous materials. We have to be adaptable to accommodate new technologies and evolving scientific needs, often requiring rapid adjustments to infrastructure. Additionally, life sciences environments demand high levels of precision in environmental control—such as air quality, temperature, and humidity—to protect the integrity of experiments and ensure the safety of personnel. This is made more challenging by the fact that research grants rarely cover the full costs of the research activities, and the environments needed to support them.
What would be your best advice for estates leaders looking to progress their career within life sciences?
My advice would be to immerse yourself in the science behind the facilities you manage as much as possible. I have always been interested in science and read many popular science books (particularly on quantum mechanics), so I have tried to widen my knowledge around chemistry and biology. Understanding the specific needs of researchers and staying informed about industry trends will position you as a valuable partner in the research process. I think it’s also essential to actively engage with scientific teams to learn about their challenges and collaborate on solutions. I also think prioritising sustainability and adaptability is hugely important, as these are increasingly important in modern facilities management within this sector. Sustainability is hugely important to our research community and across the sector, so this must be prioritised in everything you do in FM – it is undoubtedly at the very core of our strategy – fundamentally, we are engaged in creating a sustainable workplace for ICR.
What skills and qualifications are essential for a successful career in facilities management in the life sciences sector?
It’s essential to have a strong understanding of regulatory compliance, project management, and the ability to manage complex, specialised environments such as laboratories and cleanrooms. High-level technical knowledge of laboratory infrastructure, including HVAC, safety systems, and waste management, is also essential. However, I think soft skills like communication, problem-solving, and adaptability are even more vital as they enable effective collaboration with scientific teams and quick response to the evolving needs of research environments.
Can you tell us about the London Cancer Hub’s future plans and how these will impact your role?
The London Cancer Hub is entering an exciting phase of development, with plans to expand research and commercial spaces significantly. This includes the construction of one million square feet of new innovation space, which will provide opportunities for industry collaboration and attract life sciences companies specialising in oncology. ICR has a pivotal role in shaping this development and planning and delivering developments on our own site, both on our own and potentially with our partners on-site. As well as the day-to-day leadership of the team and responsibility for our sustainability strategy, delivering our strategy for Sutton will take up most of my time. The plan is that this expansion will enhance our ability to recruit top talent, foster new partnerships, and drive forward our mission to become a global leader in cancer research. Something I am incredibly proud to be involved in.