SES Engineering Services

Mo Shana’a: Today we’re going to be having talks as I mentioned from a range of community members. But first we are going to be starting with the team from SES Engineering Services, and that’s part of Wates Group. They’re going to be talking about how they’ve been delivering digital from a building services lens.

That itself is an area we’re growing in. Building services as a segment is actually one where we have many new community members. And they’re going to be sharing their perspective on what they’ve been doing. They’re also going to be talking a lot about governance, and I saw a comment from BU in the chat, “love when Morta gets meta and starts syncing with itself.”

One of the things that will be quite meta here is they’re going to be talking about how they’re using Morta to govern Morta, and I think that’s as meta as it gets. So we’ll have James Bishop, Amrik, Eve, and Javier joining us now in order to share their perspectives with us. And I’m really, really excited for this session.

Hi everyone.

Thanks a lot for joining today. Really, really looking forward to your session. I’m really looking forward to having you share everything that you’ve done over the last year and more. Thanks for joining.

James Bishop: Thank you. We’re excited to share it and hopefully we’re logged into the platform as well.

Mo Shana’a: Awesome. I’m just about to remove my screen and then I am adding. I think now people should be able to see your screen and yeah, I’m really looking forward to you sharing this and I’ll be stepping off stage and I’ll be listening.

James Bishop: Cool. Thank you very much. We’ll get started. Good morning everyone. We’re the team from digital transformation function here at SES, which is part of the wider Wates Group. We are a tier two MEP contractor. But we within the group are the home of engineering and innovation. So we focus heavily ourselves in how we can innovate as part of our role to support our business’s growth and our clients’ project delivery.

So today we’re going to kind of take it in three phases: the then, the now and the next. So focusing on the then, we’re going to focus on our digital first strategy here at SES, our history with Morta, and some lessons learned that we’ve had over the journey we’ve been on together over the last two years. The now: our current use cases, how we’re deploying Morta right now, which will be our live demo portion of the event where we’re going to go through how we are utilising Morta to govern Morta’s deployment. Then the next in terms of how our approach to digitisation as a business is structuring how we change our business, our developmental roadmap, a bit of an insight into that and the challenges that we face as a business, or we believe we will face as we go through that period.

So, quick introduction to us. I have the honour of going through who everyone is just to keep it quick in time. So we are headed up by Ben JT, who’s our head of digital transformation. And myself, James, I’m the digital technology manager here. So I’m responsible for bringing in new technology platforms and ensuring that we get the most out of those technology platforms.

And I work very closely with the rest of our team here in digital development. We have Javier, who’s our national digital development lead, Amrik, who works alongside him, Eve, who’s our national digital standards lead, and April Johnson. And we also have our digital services function, who are our animation and visualisations team.

So to quickly dip into digital first. Digital transformation in our business isn’t just a bolt on. We’re not just a function that sits in the background and operates centrally and just tells people, “this is the tech, get on with it.” We are backed by the board. We work directly for our director of business performance, and everything we are doing here is part of our entire business strategy.

So digital first isn’t just our team’s plan, it’s part of our core business strategy, which is backed by our MD and is very much how we as a business are moving forward over the next five, ten and into the future. The way that we approach this isn’t just point solution. Every solution we bring into the business is horizontally deployed as much as possible.

The idea being that we will eventually have a neural network of systems that work in harmony, filtered through Morta in this instance to help our business perform at its peak and gain as much efficiency for us and for our clients as we move forward into the future of our business. So starting off with the then, our history with Morta has been somewhat short in terms of formal contract, but we’ve got a bit of a history there.

So working alongside our partners in Wates, Morta is a standard for a lot of companies who work on the MOJ schemes. That’s where we started to really experience Morta to begin with. Following a year on from that, then our digital transformation lead designed a business plan to leverage Morta to widen the scope of it.

He saw the opportunity in using Morta to digitise more of the design management function, and that was a collaborative project between ourselves in SES and with Wates. Then six months from that, we started to engage within SES to broaden our digitisation roadmap, look at opportunities where we can push more of our function into this new way of working inside of a digitised platform, moving away from old processes.

Six months on from that, the establishment of our digital transformation department. That was June, July. Earlier this year, we were formally a department, whereas before it was myself and Ben and Eve. And then we’ve grown and we brought more people into the fold. And then three months following that, we then as a group signed an enterprise wide contract with Morta.

And three months on from that, which is where we are nearly about to be, is business wide mandatory rollout of TIDPs as a business standard across all of SES projects. From the end of the year, every project will be rolled out on Morta regardless. That’s just our first phase.

You’ll see our future developmental roadmap later on in the talk to go through everything else that’s to come after, which then leads us onto Morta forming the backbone of our business wide digitisation. So I’m now going to pass over to my colleague Amrik, who’s going to go through a bit of our lessons learned about what we’ve learned over this period of time.

We’ve tried to show the timeline here just to give everyone an appreciation. This hasn’t happened overnight, but at the same time, you can see that our timelines are coming a lot shorter. Every step of this process is getting less and less, and we are seeing the appetite and the digitisation becoming faster and faster in our business. We’ll talk about how we manage that inside of our company.

Amrik: Thanks, James. Yeah, so if we were to summarise our key learnings into a series of themes, the themes would involve governance, onboarding, culture, and our approach to building within Morta.

So firstly, from a governance perspective, at the very beginning of that roadmap, our initial approach to Morta was very TIDP focused, very focused on that specific task. And I guess as we started to develop that and started to therefore understand more of its capability on a wider scale, we started to go beyond just the TIDP and what ended up happening was our projects that were using Morta were kind of starting to develop in their own unique ways, which was amazing because obviously we’re increasing interconnectivity within project disciplines and project processes.

But what we know is that it still perpetuated a problem of siloed working across our portfolio. And so we identified two key pillars, if you will, for governing our Morta processes, two key pillars being developments and standards. And we noticed that there’s a symbiotic relationship between the two, so you can’t have one without the other.

So developments without standards is loads of exploration, loads of experimentation, but a lack of scale and consistency. Whereas on the flip side, all standards, no development is great with consistency, but very rigid and can lead to a lack of innovation. So that thinking kind of formed the basis of our team structure.

The next area that we took a lot of learning from was our onboarding. So it was interesting in terms of the response to this new platform. It can sometimes feel when you are enrolling something new, that it’s happening to the project teams rather than for them.

And I guess a key thing moving forward was that the onboarding should feel hands on and it should feel supported and it should demonstrate how the platform is there to help the project teams rather than an extra admin process to add on to their already very busy schedules.

Next we reflected on, in the midst of all of these transformation processes within the business, new platforms, software, strategies, there’s naturally a resistance to change and sometimes an attachment to what is familiar regardless of whether that familiarity is efficient or not. And so for us, the emphasis was more on communicating the principles that underpin Morta. So it’s more of a mindset rather than a finished product.

So for us, we gained a lot more benefit from communicating the importance of concepts like rule-based automation, real-time reporting and structured data. Because that way we’re equipping our teams with the right philosophies to then apply to their disciplines or their processes. And we’re kind of emphasising a trust in a process rather than trust in just one specific product or way of working.

And then finally, following on from that, once establishing the philosophies that underpin the platform, I think it’s important to really explain how that philosophy is then expressed in the functionality. So how documents are set up, how tables and table views are set up. And once we understand that basic functionality really well and are good at the basics, we can then start to implement things like naming conventions and standards around that to ensure a consistent approach across all projects.

So yeah, those were some of our key reflections. So I will pass on to, I think, Javier, are you next?

Javier: Yes. Thank you, Amrik, for giving us the view of the lessons learned from the past. So now we are moving on to the now, the here and now.

So basically, those are the current use cases we have. From back from Mo, that Morta can be applied to many use cases across the board, and as SES and Wates, we have applied all of that. And then we have created some use cases we have built towards those use cases.

Amrik was reflecting on the lessons learned, how to build things has changed. And then we are shaping a new approach to build this. But those are the templates and the use cases that we have up and running at this moment in time.

Starting off with the first one, information delivery planning. This is the use case, the original use case that you all are starting with. This is basically getting the planned deliverables in Morta and then syncing that with the CDE of preference, in our case Deltek UX. We can track actual versus plan deliverables, and then we can see the status that we have in terms of design development delivery, or design delivery.

So far we have these templates, information delivery planning TIDPs and MIDPs, in 10 projects. They’re running. More than 50 users, active users, are actively engaging with the platform. Whether they are inputting data into the TIDPs, or they’re managing the MIDP, they’re actively engaging with that. And as a consequence of that process running, we have been monitoring more than 60,000 documents on a daily basis.

So yes, it’s an ongoing thing. Obviously in three months time it will be a mandatory use, to use Morta to track the TIDPs, MIDPs, and then we will see those numbers going up.

Moving on to the Wates Group Governance Hub. This is a more governing Morta tab. This is what Mo was referring to, and this is like a one stop shop for managing all of those processes that are helping us manage or govern Morta. We are demoing this in a second batch, just to give you the flavour.

This is like a Morta hub managing all those governance processes or processes that are making the Morta enterprise work. Users can request their projects to be created. They can request licenses, they can request changes to existing templates, and they can log and track training. It’s a live environment. It’s a system managing the system enterprise.

As a consequence of that, we have the progress, the approach to date. Then the request to create projects, those projects are being created automatically. Someone, a business user, is filling up a form, and that project is being created in a matter of minutes.

Then also we are tracking down the license requests. Right. So once a user is proficient and literate in the use of Morta, they will request a license and they can become builders so they can become owners of their own house.

And then also we are tracking training, right? So training records is as much important as any other processes. We need to track how many people, how many training sessions have been delivered in the future so that we can start drawing some conclusions out of the rollout.

Moving on into the SES Morta rollout tracking system, this is a consequence of the first one, right? So we have all this data being captured in one central place. And the question was what is our success criteria to make sure that we are rolling out Morta in the best way possible?

So this is sort of a sequel of the central governance hub that is living inside that hub we’ll be showing you in a second. But basically in this section we are tracking the uptake. Okay? How many active users we have on those hubs. We are tracking user feedback and we are tracking sentiments.

Because yes, we want to know if people are confident and if they are self-sufficient in the use of Morta. And then finally the employee engagement portal. This is a current development that we’re working on. And the way we designed it is an SES employees engagement portal where they can see skills, behaviours, and qualifications.

This is pretty much a work in progress, but we are planning that to be like a central place for SES employees to see what are the competencies and what are the skills that are required to deliver the jobs.

Moving on to the next one, James. What we are going to do now is present, run a live demo. And then I’m going to hand over to Eve, who is going to start off the demo for us.

Eve: Thanks, Javier. Good afternoon everyone. So Javier and I will now demo our central hub to you, which I’m excited to introduce. As part of our department forming together, we created a SharePoint page in which all these forms are linked to.

So I’ll just take you through the first page you see when you login. This is our central hub. So we’ve got here all the forms, request forms, training forms, feedback forms that we’ve built here. SES uses UX as our common data environment to centralise the standards. Those processes create forms for SES to submit to us, which notifies us via email.

Once we receive that, our department will then deploy and configure UX and Morta. Once they filled in this form, we’ve got an automated hub request for projects using UX and then for projects also because SES working with other main contractors using other different common data environments. So we’ve got an automated hub creation for that.

In instances where we are using UX and then in instances where we are not using Deltek. In order to track also the licenses, so obviously members are free. However, to track our builders and owners licenses on these hubs, we’ve created a request form for that. That’s all part of our SharePoint, and that’s where you get your training guides, your links to request Morta and UX and any other system.

What we do is, as part of our central hub, when we are doing training and providing training to new projects or new hubs, we have a request form in which we have the projects submit to give us good feedback or continuous feedback about Morta, what’s working well, what isn’t, if they need help in anything or to improve anything.

The below here is just the table that feeds into this form, and it just goes by the impact. So if it’s high, medium, or low, we will deal with it based on the impact.

What we’ve also built, so on every project we’ve got our owners hub project admin survey, and that’s more for the project admins to submit their survey in terms of their confidence on Morta, what’s working well, what’s not, and if they need more support or training from us.

And then the final one is the enhancements change requests that notify the digital development team within our business. If there is continuous improvement on templates that we’ve deployed that might need a tweak or an enhancement in order for it to work. And it’s just a way of us standardising, again, the templates that we have, but giving projects the opportunity to tell us what is and what isn’t working for them.

And we’ve got our training request I spoke about earlier. So we do this before we go to train projects to know who is attending these trainings, and also to give us an idea what trainings they require.

Then this is just an automated hub request documentation. So it’s again linked to our IT SharePoint page, and it’s more internal use. And it’s a documentation guide on how we set up hubs, how we duplicate hubs. It’s just more of a guide, very simple guide to standardise how we do things in terms of deployment of Morta.

And then I’ll pass on to my colleague Javier. He’ll take you through the Wates central Morta dashboards.

Javier: Thanks, Eve. So what we have seen is how we can manage all these processes, requesting training, requesting licenses and requesting all the things. This reports section is more managing and tracking all the things that are happening in those processes, right?

So as you can see, this is a Wates Group view. Combines Wates and SES that you can see all the things that are happening. This is like a one system of how well we are doing the business rollouts that you know of.

The first section is the live hub tracking. If you scroll down, please. Yes. In the live hub tracking we see a big breakdown of all the hubs that have been requested by the different business units, Wates, SES, Smart Space and all the business units. And then we can see the progression. Also, you can see from September to October, there has been a huge hike in the request of projects to be created.

We have also more stats and graphs just to show us the breakdown of the different business divisions and rhythms just to understand what are the gaps, what is the rollout being more active so that we can understand the gaps.

Also, we are tracking down the processing time meaning that, this is the processing time that it takes a hub to be created, a Morta hub to be created. In case the automation is taking longer than expected, then there will be a problem. This is helping us to understand that behaviour.

Moving on to the next section is Deltek UX Sync Logs. So with these graphs we are tracking if those syncs to Deltek UX are working well or not working well. You can see in the graph in the bottom right, Deltek API down. We have a problem on a day in September, and this was because there were some problems with API and this is the graph that we use to identify that problem, right?

So it’s sensible data that we can use to make decisions. Yeah. Moving on to the next one, user productivity. With this central repository, we understand how many users we have active and how many of those users of those business units, we have active on those projects, right? So we can start to see patterns, and we can see all the activity that has been happening in all of those Morta hubs.

Keep scrolling, Eve, please. Training logs as Eve said before, this is an important piece of the puzzle. We need to start tracking how many training requests have been going, if people are going into those training sessions, and how long those training sessions are taking.

This part is a fundamental part of the Morta rollouts. So this is more than we have tracked down, more than 75 training requests so far in the platform.

In the next section what we have also is a cross pollination of our learning system. We have a separate learning system where we have our videos and presentations about the different training material, and we cross pollinate that to what is happening in Morta so that we can understand any training gaps that we have across the enterprise.

And finally, we have license activity. So as we said before, we are empowering and we are driving innovation in all of these Morta hubs that we have across the enterprise. So people are requesting licenses depending on their literacy and their expertise.

They’re given a license and they are free to go to experiment and then create things in Morta. So we are using this section just to track those license activities, and then making sure that the business units, the different businesses are covered by those use cases.

Last but not least, the user feedback and support. What Eve said is we are capturing these sentiments about how the system is going. We have those forms that enable us to capture that intelligence so that if there is any bugs and troubleshooting or maybe if there is any complaints about the system, we can jump in and then fix any templates or the system itself.

And this is the admin survey. This is similar to the feedback request form. In this, the project admins, each of the owners of the hubs, they can submit their response. And we can understand what is the sentiment of using Morta in our projects?

Sentiment is a good metric to have. Because yes, we could have Morta on multiple projects, but if the project teams and the project admins are not feeling empowered or with the right capability, then there is something that is not going well. This project admin survey is serving that purpose, is giving us some intelligence on how well we are rolling out Morta.

So right now. And then also we have the golden standards, which is more aligned to creating things. Very quickly we go through this. So, again, we are focusing on the here and now. At the moment, we have a set of templates, but we are thinking about the future developments.

In this section we are covering the reporting data availability, meaning that those are the functional requirements that we have in regards to data, the data points from projects. We have reds and greens, meaning that we have access to all of these data that is hosted either in UX or Morta. We have red which are opportunities that we need to unlock with any synchronisation or integration through Morta.

So we have that already captured in this section. And this is serving as a communication channel for us to communicate to our stakeholders how, what is possible, what data we have available on the system and what data we can report on as a quick win.

And then finally, what I would do is hand over again to Eve. She’s going to explain in a more specific way, what is the tracking system that we developed specific for SES.

Eve: So over to you. Thank you, Javier. So for SES even though we’ve got the Morta in SES, obviously we work for SES and we try to centralise and standardise. So we need to be able to report to govern and then to give training where required.

Part of that is we’re tracking the projects that we’ve currently got live on Morta, so how many are SES projects and how many are Wates projects. And out of those, as I’ve said earlier, SES, our common data environment is UX, so we’d like to use UX. However, we do work with other tier one contractors that may use other CDEs out there, so that’s also tracking which CDEs they are.

We’ve broken that down by region, so projects that we’re working with Wates, and that’s broken down by region, and that’s just London, MOJ and South. And then SES when we’re working with other tier one contractors, which are non-Wates.

Here we’ve got the SES hub user types. So as Javier took you through, it was looking holistically at Wates and SES, this one’s just tracking more SES hubs and out of those hubs, how many user types we have in every business unit. And then the license consumption again.

So we are tracking the license consumption in SES against other business units, broken down by region and then broken down by the environment.

The training tracker is very important for us to track who’s attended training. We’ll not deploy any systems until we’ve ensured that, so we’ll deploy the systems and then once we’ve trained all members, they’ll be invited to those systems.

So this is just a training tracker. Show us what trainings we’ve carried out, who has attended and who has not. Then the below graphs is by the projects, and then here we are tracking not only Morta, but actually UX. So if this one was for Morta training or UX training, below is just the table, which replicates what the graphs are.

So thank you everyone. And our objective, I guess, in what we’re doing on Morta is to create a Morta community, but also to create a wider information management community and upskill our own people. And we’re there to support and help and standardise as much processes as we can to make their lives, and we are working a lot smarter and easier.

Thank you.

James Bishop: If we could switch back to the slides, please.

I think a key thing to note before we crack onto the next bit is those dashboards you’ve seen are built majority using the sync members and sync projects function inside of Morta. We enrich that with the data from the forms that were showed at the start, and all of that reporting is done automatically.

If there’s any questions, we’ll come to them at the end, but to move on to the next, we’re talking about our approach and I’ll rattle through this quickly.

Earlier in the year, Mo and I did a talk, and the approach that we took in that talk is also the approach that we take as a business. The approach I’m talking about here is our approach to digitisation.

So a lot of businesses, when they’re digitising or implementing new tools, it’s often a top down approach. So the board will make a decision, they’ll invest in a software and enforce it upon their projects. Like Amrik said earlier, the teams will have it happen to them rather than for them. And so that leaves teams wondering, “well, why? Why are we using this? I’m just gonna carry on as normal.”

Another approach is that you have a centralised digital team of wizards that are excellently skilled in technological deployment and use cases, but they don’t support the projects, they don’t support the operational teams, they don’t support wider business function.

So they have all the knowledge, but the rest of the teams are left to operate as normal, and that doesn’t help the business change in any way. Although you’re using tools, it’s not efficient.

What we approach is slightly different. We are a centralised digital team, but our job here is to empower the business to encapsulate digital processes in their day-to-day job.

Our job here is to save everyone time by making them digitally capable, not us. We’re essentially the world’s best tech salespeople without working for a tech company.

So what we aim to do, and kind of this leads from a word from Mo itself, is that digital transformation belongs to the people who actually deliver the work.

So if you want a tool to succeed, you get the planners to buy in. You get your site teams to buy in, and the tool will run itself. You don’t need to force the business. They will take it and they will run.

And what we’re trying to do is change that reluctance to change and change the “why?” to “challenge accepted” and get our teams to be efficient, informed, and empowered to make sure that they are ready for the next stage of their journey as digital professionals in the construction sector.

So as a, to give some metrics on that, as part of our TIDP launch across the business, this is what you’re seeing here: functions and counts of the amount of people that we had to engage with. And we brought them along the journey of developing the tool to make sure it fit their need as end users, but also with the business in mind.

And so you’re looking at just over 440 people in total to bring that tool and to shape it to the finished product that we deployed into the business.

So I’ll be passing on to Javier now. He’ll be going through our next roadmap, what we’re currently looking to develop in the future which is a really exciting thing to be part of. And we’ll be deploying this approach.

Javier: Thanks, James. As you said, this is all about empowerment, right? And also having the business vouching for this change, right?

So as James said, there has been a top down directive to transform the business into a digital first business. The MD is turning the business from being an engineering and technology business that uses digital, plays with digital, to a digital business that delivers engineering and technology. And that’s a shift, a cultural shift, right? It’s not about buying lots of tools or recruiting lots of experts in digital. It’s a shift in the mentality.

In practical terms, what that means is we are going to run a digitalisation programme. As I said before, it’s going to be a top down approach. And also we have horizontal, right? So in the same way that we engaged with all the functions to bring the TIDP, MIDP developments in place, we are going to engage with all the functions that we have here in these slides.

Starting off with information management, then moving on into design, technical management, people and culture, commercial, pre-construction, finance, and you will recognise all of those. All lanes that we are going to deliver a workflow for.

In this approach, we are aiming to bring people along the journey with us, digitising the processes, but also upskilling them. And then creating a sense of digital culture. So we are not creating a silo, a digital silo. We are making them part of the digital transformation culture.

So knowing why we’re doing things, because it is a business directive to become a digital business, not a business that plays with digital. And knowing what we need to digitalise in the next one year. Then we have to figure out how we are going to do that, right?

So we have guiding principles. We are still working on the best strategy to deliver all of those work streams, templates, and products. We have guiding principles that are guiding us to deliver all of that.

Starting with our DNA, right? So the SES DNA is basically empowering and then making the transformation happen, right? So it is innovation. It’s hardcore innovation, removing the noise from the silo so that digital is not in a silo, but it’s a culture. Bringing everyone alongside the journey with us and then making sure that they are accountable for the digital transformation as well.

The second guiding principle is visibility and clarity. So it’s not a digital only approach. It’s a digital first approach. What that means is we are not going to bring technology for the sake of bringing technology. We are going to highlight any outdated processes or systems that teams would have. And then we are going to address those gaps with digital tools, skills, and accountability.

Digitalisation doesn’t happen overnight. We need to bring all of those conversations and all of those principles into the work streams and engagements that we have with the business.

Sponsors, we are going to bring a DIY culture. What that means is prioritising internal developments. And that is going to be a positive in terms of development. We need to be more agile and responsive to whatever is happening in the business and external to the business. And the best way to do it is by bringing no-code, low-code solutions, and then empowering business users to experiment. Creating MVPs that can then scale up in the future.

Moving on to the next one is pragmatic and standardisation. So we need to make anything that we build scalable, and digital standards is one of those things that we need to build and make part of the build up of the product. So that we can keep consistency across regions, sectors and different business units. So it’s something that is really important for us. Make it not only functional, but make it scalable.

And then moving on to the next one, we’ll hand over to Amrik, who is going to explain what is the challenge that we are going to experience to deploy all of these digitalisation programmes.

Amrik: Perfect. Thanks Javier. Yeah, so kind of wrapping everything up, I guess the goal moving forward really is to embed all of these tools mentioned into the company, across multiple projects, multiple disciplines, multiple areas of the business. And we want it to be fully embraced and fully embedded and create a sense of longevity, not something that’s going to be used for a small amount of time, then kind of fizzle out.

And I guess the challenge really sits not necessarily in the build of these tools, but more so creating the right cultural conditions for them to be fully embraced by end users and stakeholders.

To break down the key themes that we’re going to be focusing on moving forward, again following on from earlier in our lessons learned, a constant thing is onboarding.

So how do we create a culture that is willing to innovate and develop in the midst of project delivery? And all of the stresses that come along with that. I think to kind of almost prime our teams to be receptive of these and to embrace them, I think then there needs to be a base level of digital maturity.

So a base level of digital awareness and data literacy. And that will provide the foundation and it would kind of empower the teams to embrace a new way of doing things or a more efficient way of doing things.

Another key challenge is scalability as well. So ensuring that, not just ensuring that the tools are fully backed by stakeholders and sponsors, but they align with our business strategies from a group level to a project level, and are fully compliant with the relevant standards to enable the tools to be issued and released on a wide scale.

And finally, we are going to focus on harmony and coexistence with existing enterprise architecture. So understanding, basically finding that sweet spot between Morta and the existing enterprise architecture to ensure that work’s not duplicated, that all parties are fully confident in what the purpose of each platform is for.

I think it’s easy to kind of fall into the politics of clashing ideologies or perspectives on things. But actually, if you can work in the spirit of connectivity and Morta and things like that, if you can work on a partnership and a common understanding.

There’s actually, each party can be allies and facilitators to each other’s work rather than kind of butting heads and conflicting. So yeah, those are kind of key areas of focus. So we’ll let you know how it goes this time next year.

Is there any kind of final reflections from the team or queries in the chat that we have time for? I’m not sure how we’re doing for time.

James Bishop: We are bang on time, to be honest. I’m quite impressed by how we’ve done that because we’ve not been communicating about it.

But yeah, firstly, just great chat from all the guys here. I’m really proud of how we’ve done there. I’ve been tracking the comments as we go through. And luckily we’ve got a great team, we’ve got Ben from SES working with us, answering the questions for us.

I think one of the big questions, which is why do all of that reporting? And there’s a lot of reporting in there, there’s a lot of data in there. Why do it in Morta or Power BI? And my simple response is, why not?

We were bringing this tool in and we use this dashboard all the time to train people on the functionality of Morta charts. And it’s also our way of pushing Morta charts to their very limit.

To the point where I think I’m speaking to the dev team on a daily basis of going, “can I do this? Can you do that? Can you change this?” And it’s allowed us to really understand the intricacies of Morta and how and what it’s done, and taking the lessons learned.

How we built this dashboard has changed how we build in Morta. In that we now have a really in depth understanding of some really advanced functionality. And I think what we’ve done as a team is we’ve moved from building documents to building databases and representing that data in documents. And that’s what we now use as our approach in our digitisation for everything.

And if we were to show you the back end of that hub, there’s six tables. And all of those tables feed into that one dashboard, and they’re all interlinked, bidirectional, lookups and things like that. It’s, there’s a lot you can do with not a lot of information when it comes to Morta. We’re all quite impressed with what we’ve been able to do with just such a simple amount of tracking really.

Mo Shana’a: I was going to share that was the question that people had and that you’ve triggered a massive debate there. But yeah, you answered it already.

Honestly absolutely amazing. Like everything we saw, I’ve obviously seen this before. Ja just dropped a comment and he also said he’s seen all of this because he’s been supporting you.

But even then it’s just impressive every single time. And I think for me, one of the highlights, to be honest, is I’ve just, in the chat, you can see how many of the people who have actually been using Morta for years as well have been mind blown by what you demonstrated as a team.

And I think that’s testament to exactly why we’ve asked you to join us and to speak about what you’ve been doing. Because it is, I think especially the governance bit and everything you’re doing there, I think is just absolutely mind blowing.

Like I genuinely mean that. The use of charts, the use of tables, how you’ve synced data from different places. And I think again, just taking that attitude of “I’m gonna try and do all of these things within the platform,” I think is just absolutely great.

So thank you so much. Thanks for sharing your insights. Thanks for sharing your learnings. Thanks for trusting us as a company and I just love seeing the engagement and everything you’ve done. That’s, thank you.

James Bishop: Obviously, we’ve just had one comment come in from Sean, actually, which I think we probably finish on is he’s asked how many people are in the team.

So in terms of digital standards and services, which are the team that run Morta, so we call them our business owners. So you have the entirety of our digital development team here on the call. That’s Javier, Amrik. And then our digital standards team is Eve, and she’s supported by a colleague April.

So between the five of us, we have built this in collaboration with Morta, and now we build everything ourselves and we are supporting.

Now, I don’t know the actual numbers of the company, as it’s tested my company knowledge, but the Wates Group is a two and a half billion pound company. SES within that is a half a billion pound business. Working across some of the largest construction projects in the UK, delivering data centres, large industrial manufacturing projects.

As I said, the design function, we engage with about 400 people just for TIDPs. The next project we’re looking at with estimating, there’s about 30 of those guys, every function in every way. And every part of this business is being touched by our business’s approach to digital first.

Yes, we’re a small team, but we are agile and everyone, and the huge thing we have in this business is really important, is the whole business want to do this. We are not forcing anyone to do anything they don’t want. Every time we open a conversation up and go, “oh, let’s make your job easier,” everyone jumps at the chance.

Mo Shana’a: Amazing. Thank you all so much. Thanks for sharing. I think it’s much more than a tech sales team. It’s a tech sales, support, implementation, standardisation. Yeah. It’s a great team and honestly, we wanted to highlight that.

We wanted to highlight that it’s a team effort, so that’s why there are four people specifically on the talk because it’s not any one person doing all of this. It’s a collective effort and I think this has been a really, really great example of that.

Thank you all for joining. Thanks for taking the time and hope you continue to engage with everyone on LinkedIn.

Team: Thank you. Thank you everyone. Thanks everyone. See you next year.