Partners James Hallworth and Ed Moore sit down with Senior Associate Jonathan Kebell to discuss Workman’s digital transformation; and how new systems will give our people the tools they deserve.

After 40 years of growth, we’re investing in the technology and systems our people need to do their best work. It’s not just about unboxing shiny new laptops and software; it’s about creating efficient foundations that will serve us into the next decade and beyond.

And we didn’t dream this up in an echo-chamber; it’s been informed by our anonymous staff surveys, which gathered feedback from 900+ employees and 124 group sessions, as well as 22 client interviews.

This listening project garnered honest feedback from our teams, giving them a voice to say what tools they need to be able to deliver better for clients.

“Investment in IT systems and business processes is absolutely fundamental,” explains James Hallworth, our Head of Building Technology. “It’s not even a question of ‘can we afford to do this?’ We can’t afford not to.”

The transformation begins with getting the basics right. “You’ve got to get those foundations of the IT infrastructure correct before we can build on it,” says Ed Moore, Partner in Building Consultancy.

Some of the early wins? Tactical automations, including a streamlined new desk-booking system for all 11 of our UK offices.

Looking ahead, the roadmap is clear. New property management and finance systems are being installed in the coming months.

“Our key database is our property management system,” James explains. “We’re creating a data lake where we can hold all our data: a single source of truth that brings together data from client systems and our own platforms.”

No more duplicate data. No more manual workarounds. Just clean, accessible information that flows where it needs to go.

And up next, we’ll be moving to cloud-based architecture, upgrading security systems, and creating scaleable infrastructure that lets our teams focus on what they do best.

“If we can reduce manual inputting and improve processes for everybody across the firm, that will have a positive impact,” Ed adds. “It should buy people time back to concentrate on areas of their job they enjoy more, and that are more beneficial to clients.”

We also have Debbie Hayler, our new Learning & Development Manager, on board to help deliver the skills employees need to use new IT tools and systems.

But here’s what makes this different: we’re building everything to work together.

And the benefits extend beyond our teams. With cleaner data and integrated systems, we can provide clients with real-time reporting and analytics that help them make decisions faster.

“We want to hand over reports that are modern and dynamic,” Ed explains. We’re also exploring innovative data capture, like using AI to leverage shopping centre data, giving clients insights they’ve never had before.”

Where do we see ourselves? With new core systems implemented, staff trained properly, and additional platforms integrated seamlessly.

“We want systems that give us the foundation to grow and add other systems as we need them,” James says.

AI will play a role too, but as a co-pilot. “A tool that sits alongside us to help us do our jobs,” James explains. “It’s there to assist and reduce admin time, not take over.”

Our digital transformation is designed by our people, for our people; with our clients benefiting from the results.