In The Business of People

TSA Management

TSA attributes its success to its ability to attract and retain the best people. The company’s mantra is simple – good people that take ownership of their projects will deliver good outcomes. Regardless of the sector or the size of the project, the TSA team works collaboratively with clients and project teams in a way that encourages innovation and improves project outcomes. TSA’s business philosophies mirror those of its clients – the delivery of high value, outcome focused services in a cost effective and timely manner.

TSA provides end to end project services to a range of sectors including rail, rolling stock, ports, health, aged care, residential and commercial. At the front end, TSA works with clients providing advisory services in terms of initiating and planning a project, developing business plans, feasibilities and strategic market and risk analysis. During the procurement and delivery phases of a project, the TSA team is able to utilise a robust suite of project management tools and systems that facilitate the smooth delivery of time, cost and quality outcomes.

TSA’s continued growth can be attributed to the flexible and agile nature of the directors and their ability to diversify, react, and proactively target new and expanding sectors while providing the highest quality management systems and people in the industry. The business has grown significantly both during and since the global financial crisis, with a renewed focus on the health sector and the full suite of project management services. Michael Roxburgh, sector leader of Health and Humanities, suggests that the company’s strong leadership and people-centred philosophy has been integral to TSA’s continued growth during a challenging economic period: “The company has shown great agility, with the ability to move between one sector and another in terms of focus in parallel with the changing market.”

Michael’s role within TSA has been to expand the company’s involvement in Health Sector projects and the company has enjoyed a period of tremendous growth in that field over the past year. In the past, TSA has been involved in two to three Health Sector projects, ranging in capital value of between $20 million and $35 million, with three specialist staff working on those projects. Growth and a renewed focus has seen an increased specialist staff base, with eleven people working on seven health projects with capital values as high as $1.0 billion.

This growth can be attributed to a number of factors. These factors include the acquisition of good and experienced people now forming TSA’s specialist health projects team, the team’s focus on building strong relationships with their clients and an attitude within that team of constantly attempting to deliver projects that exceed even the highest of expectations. Michael states that, “We concentrate on listening hard to the client in order to understand their needs and wants, to make sure we do not fall into the trap that many do of not truly hearing what is being said. We also practice open and candid communication, to tell it like it is and not what might be palatable on a given issue.”

These relationships are created and fostered across all levels of TSA’s staff base. TSA believes in maintaining a high level of project involvement from the company directors and other senior staff members, which has engendered a high sense of trust between the company and its client groups. “I’ve had clients say to me that they’re not used to seeing a senior guy or director with so much involvement in our projects, but that’s our philosophy,” Michael explains.

Emma Jowsey, a Project Manager within TSA’s specialist Health Projects team, suggests that another of TSA’s strengths is in its management systems, which are effective and efficient project management tools that have the flexibility to integrate seamlessly with the various client systems. “Likewise, our project managers have the ability to integrate their systems thinking with that of the client. This allows for a great depth of understanding and communication between the people involved.”

A major ongoing project is currently underway in Dubbo, being the Dubbo Hospital Redevelopment Project. The company was brought in by Health Infrastructure NSW during the planning phase of the project to complete the planning process, including the preparation of the Project Definition Plan, which is a comprehensive costed design brief, and management of the schematic design and planning approval from the Department of Planning and Infrastructure. Michael’s team quickly moved the project forward, aligning the scope and budget requirements for the client, where there were some issues needing to be resolved initially. The team has managed the design and tendering of a package of early works, which includes construction of a carpark and engineering services infrastructure, in parallel with the management of the design process for a new clinical building comprising a maternity centre, operating theatres and day only centre. The development also includes the refurbishment of the existing operating theatres building for use as a renal service centre. Michael expects to go to tender for the construction of the main portion of the project early next year.

Strong and carefully managed communication and consultation with all key stakeholders on the Dubbo project has been essential to the success of the project, as hospital projects are complex and sensitive in nature. Representatives of the Western NSW Local Health District, Dubbo Base Hospital and the local community have been deeply involved in the development of the plans for the project. “We also have a direct connection to the communications groups within Health Infrastructure and the Local Health District and work very closely with them to provide clear and proactive information to the public through the media and other means. There’s a comprehensive communications plan and process guiding that,” explains Michael.

Emma adds that the company’s communications systems are designed to work well with client systems to rapidly address any concerns that arise during a project, both internally within the health system and from the broader community and other interested parties. “Part of our role as project managers is to develop change management and consultation and communications strategies and plans for our projects, in a close working relationship with the senior health service staff involved. The approach is very structured, yet flexibly responsive to suit the different needs of each project,” Emma explains.

One recent accomplishment has been the group’s involvement in development of the proposed Northern Beaches Hospital in Sydney, through winning the tender for the role of Project Director for that large scale project. “That win was a defining moment for TSA,” says Michael, “Prior to this, the company had never been involved in the management of such major health developments with very large capital values.”

With all this growth, 2012 has truly been a landmark year for the company. Michael identifies “we may have been ‘flying’ below the radar somewhat in the health sector previously, but today we are anything but, with a growing list of clients and significant projects.” If TSA Management has been Australia’s best-kept secret, its growing workload and reputation have pushed it towards the front and centre of this very competitive industry.

So the future looks bright indeed for the innovative and relationship-driven company. Future plans include continued measured growth with geographical expansion on the horizon. “It’s the intention of the company to grow, and to grow sensibly and in a sustainable manner,” says Michael. “We definitely don’t intend to stand still.”

The attitude toward growth at the director level is that intelligent, controlled growth is what will best serve clients and company alike, with strategic expansion into new markets and new locales along the eastern seaboard in vision. Victoria has been specifically identified as an area for growth, with plans to expand underway. “At the end of the day, it comes down to good people and having good people in place in these locations.”

In the health sector specifically, geographical expansion is a must, as major health projects are regional in nature and can crop up all over the country at any given time – a prospect the company plans to pursue. As part of sustaining this growth, TSA continues to support students and recent graduates in the industry by providing work prospects and mentoring services – pairing students in the field with senior employees in a mentoring relationship.

Possible areas for growth, apart from its increasing work in health, aged care, and rail, may be a renewed focus in the commercial and retail sectors, which are extremely sensitive to prevailing economic conditions. TSA constantly monitors what is happening in the marketplace and develops new ideas to launch into growth markets.

It is clear that TSA Management’s greatest strength, apart from its highly capable teams and systems, is its focus on the human aspects of what it does and the importance of building strong and trusting relationships with clients. By assisting clients to be successful, through listening and communicating clearly and honestly, TSA Management has created a unique space for itself in the industry.

Home Automation

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January 21, 2021, 9:34 PM AEDT