Susan Broomfield is the EMEA Commercial Manager for Jones Lang LaSalle Ltd. Her responsibilities include business development to sell building management services, mobilizing new accounts by ensuring accurate asset data and setting up financial systems, managing procurement processes to identify contractors, overseeing operations and finances, and setting budgets to identify cost savings opportunities and ensure financial health.

1. Overview of duties for Susan Broomfield
EMEA Commercial Manager for Jones Lang LaSalle Ltd
Business Development
JLL have a business development team to sell the management of buildings with the supply of both
Hard and Soft services.
e.g. A large company will have several offices/retail outlets and branches within its portfolio. The BD
team will negotiate a contract with the client to outsource these services to JLL to manage all the
cleaning, catering, landscaping, air conditioning, repairs and maintenance, plumbing, lifts etc. As part
of the hard services team I work with BD to ensure that the Gross Maximum price is deliverable.
 Obtaining current costs of the personnel (fully burdened)
 Asset data collection to ensure all deliverables are captured and priced according to the
service delivery required.
 Asset condition and life expectancy to ensure that any equipment that is end of life, run to fail
or in poor condition is identified and either excluded from the MSA or sufficient funds included
to manage efficiently for both client and JLL.
 Checking the Master Service Agreement to ensure the pricing and service delivery is as
agreed. This often involves several adjustments to manage the client expectations.
Mobilising and transitioning a new accounts
When the MSA is signed by all parties a date is set for the transition. In the run up to this there are
many stages to ensure a successful handover. The due diligence is a vital part of the mobilisation
Asset validation to ensure that the BD team and client have identified all the assets that are to be
included in the GMP. Although this should be completed before the MSA is signed there are often
unidentified services and equipment that have been missed. This involves Change Requests between
JLL and the client to resolve.
Computerized maintenance management system (CMMS), Currently JLL have 2 systems. One for
maintenance and reactive works and one for financials.
My responsibilities are for the financial system. Ensuring the client is set up with all the correct coding
etc., identifying all users and training on the system.
Setting up and controlling all Engineering Services finance processes and procedures to ensure that
the same practices are carried out across all accounts and countries.
Procurement
Work with the procurement team to identify suitable contractors/partners, ensuring best prices, best
practices and service delivery,
Ensure contracts are in place for 3rd party vendors by go live date. Annual reviews on delivery and
cost to constantly drive down price, increase service delivery and practices.
 Effective Vendor Management
 Clear roles and responsibilities
 Proactive communication
 Evaluation of Incumbent Suppliers and Tendering
 Agreement with the suppliers who met Insurance and EHS requirements, Awarding and
Direct Management of 3rd Party Suppliers
Operations
Liaising with other team members, including interacting with managers of different areas of the
organization, presenting findings to stakeholders and higher management as well as training and
supervising new employees

2. Planning and controlling change.
Researching alternative methods of efficiency.
Setting and reviewing budgets and managing cost.
Finance
 Overview and management of the procurement to payment process
 Write clear and concise processes and procedures so all divisions work to the same method to
avoid gradual variations. Regular overviews to ensure correct process are being followed.
 Setting, and agreeing with the client, budgets for personnel, self-delivery and 3rd party vendors
across all accounts and countries. Identifying client savings, glide paths, profit share over the
life of the contract.
 Establish savings targets, meet Account profitability goals
 Establish set of guidelines to track savings programs.
 Improve SLA performance
 Run monthly reports to ensure that the savings initiatives discussed between the company and
the client are being met.
 Identifying in and out of scope works and ensuring all work outside the MSA is recharged to the
client. This where time needs to be spent on the MSA to manage client expectations. Managing
cost re-classification
 Run monthly reports from the finance ledgers to ensure actual costs against budget and report
to the exec team identifying areas of overspend and where efficiencies can be made.
 Work with the account finance teams to keep the ledgers clean with no costs that should not
be there as this always shows on the bottom line.
 When overspend is identified work with the account teams to identify where the overspend lies
and build action plans to get back to plan.
 Maintain the financial health of the organisation
 Develop trends and projections
 Conduct reviews and evaluations for cost reduction opportunities
 Correspond with other departments to discuss company plans and agree on future paths
 Ensure 3rd party suppliers are paid in a timely fashion and settle disputes as quickly as possible.
 Overview of client invoicing to ensure all costs are captured and coded correctly. Liaising with
corporate finance for prompt payment from the client and to assist in resolving any disputes or
issues..