Global Facility Management Alliance

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Consultancy without borders

We’re a fully distributed team, meaning that we work from around the world!

We all spend at least a third of our lifetime working…. This way our work environment has to be something special….  Living and working in a place that makes you happy is one of our sound beliefs. Only ten years ago none would have imagined how fast our technologies are evolving. New ventures and ideas spring up like mushrooms around the globe every single day. Place and time are no longer obstacles for a thriving and prospering business.  GFMA is an alliance of well trained experts that can serve your needs from all over the world.

Here is where you can find us…..

Where are our roots?

Our roots lie in the world‘s biggest FM organization. All founders of GFMA are members of IFMA and IFMA FM Consultants Council. In 2013 the IFMA FMCC Board established the so called STAG (Strategic and Tactical Action Group). There we were and still are intensively working together in the fields “Membership, Professional Development and Marketing”.

As an acknowledgement for our volunteering the council achieved the “Council of the Year Award” and „Council Award for Programs & Professional Development“ in 2015.

But the greatest benefit was the unwavering confidence and belief in each other derived from our collaborative volunteer efforts. That is what motivated us to pool our knowledge and expertise in a new business venture:
GFMA-big The Global Facility Management Alliance


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Design Review

Early and Detailed to Secure Best Outcome

During construction, costs, time required, and people involved depend strongly on early, pre-design, work. Illusory cost savings have to be paid later and often turn out to be many times higher than estimated, exhausting and frustrating stakeholders unwilling to make another compromise, but forced to do so.



GFMAprovides FM focused early planning at levels of detail that guarantee performance

Time runs out and the whole project may fail. Last minute shallow compromises may at least make it possible to operate the facility on a basic standard, but expectations are not fulfilled and goals not met. Most of the time, there is no room for innovation, optimization, and farsightedness because of deadline pressures and/or lack of experience.

In the early stage of a new building or major renovation, before architectural planning and design begin and well before construction, the basic structure and layout for the whole operation are already presented. Whatever is decided at this time will have a great impact during construction and over the life of the building. Detailed analysis and planning at this stage promise successful construction and operation. Detail brings desired outcomes. Principal consultants of Global Facility Management Associates (GFMA) love detail.

A building project thrives on detail throughout, but the leverage of detail is greatest in the early stage. The most challenging task in this stage is to envision in advance every aspect and consequence that can occur. Taking into consideration that total costs of ownership exceed costs of building many times over, planners should be aware of the cost impact of every detail, not just in construction, but in operation as built and adaptations later on. There lies the core responsibility with regard to construction and operating and costs over the productive life of a building.

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Interim Management

An organization can encounter interim opportunities or necessities involving facilities that exceed existing FM capabilities or should not divert regular FM from other essential work. In temporary or transitional situations, being able to tap a reliable and flexible FM source for a temporary engagement can bring value and assurance.

GFMA services represent the ‘steady hand’ to consistently lead and maintain the operations through a defined period. The organization is assured of constancy and solid performance.

Facility operations are well recognized as a major cost center in most organizations. Typically the cost implications of facility operations are second only to the organizations’ salaries and wages paid. For this reason, it is critical that effects of Facility Management vacancies should be minimized to fully support the mission and vision of the enterprise during prolonged or unexpected absences. 

GFMA strength is focused experience in delivery of operational change, process conversions, and FM speciality projects. Examples include:


  • Transition from in-house services to out-source support

            – includes contract services, contract facility management and TotalFM.

  • Identifying FM technology opportunities

            – computerized maintenance management software (CMMS)

            – building automation and systems integration

  • Design and implementation to convert from out-sourced functions to in-house services

            – defining roles and responsibilities,

            – coordination of transition activities

  • Implementing facility components of Disaster Recovery/Business Continuity programs

            – programming and planning

            – business impact analyses

            – assessing risk and formulating recommendations on risk responses

            – defining acceptable recovery times

            – documenting and training response activities

Your core business functions probably do not include Facility Management.

GFMA is your resource to control and avoid costs, to fine-tune facility operations, and to ensure your investment is wisely managed.


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Performance Optimization


The International Facility Management Association defines Facility Management as the profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology. Sixty percent of executives think of their facilities as essential for their organization to function and a cost of doing business. The provision and operation of facilities is typically the No. 2 expenditure in an organization, following wages and salaries.


Even constant provision of “good” FM services exposes the organization to stagnancy and increased operating costs. While some organizations include periodic reviews to improve facility management, others are complacent, satisfied with underperformance to an unknown degree. Plentiful advances in facility management knowledge, approaches, technology, and methods have potential to enhance the bottom line, where costs count against benefits and asset values.


  • FM-Optimization_07How well are the facility assets maintained?
  • How efficiently are facilities operated?FM-Optimization_08
  • FM-Optimization_09What is the cost per square meter for utilities?
  • Is there a strategic replacement and upgrade plan?FM-Optimization_10

Further considerations such as aesthetics, safety and health, risk, compliance, and sustainability may figure in optimal facility management in your organization.


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Project Management

  • Processes

    We will guide you through all project activities while maintaining the overall communication throughout the whole project time

  • Project Camps

    We will find the perfect solution for you for communication, scheduling and managing your data without the risks of redundancies: a perfect base for a diligent documentation

    Project Camps
  • Project Cycles

    Project Cycles

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Risk Management

Almost 40% of businesses that experience a catastrophic event do not re-open. Of those that do re-open, 25% fail within one year (FEMA) and up to 90% fail within two years (data from US Small Business Association – SBA). Insurance and aid can help cover incurred costs, but it is not the immediate dangers that severely impact the business.

  • An interruption can disrupt or halt your customer base.
  • An interruption to your supplier can disrupt your operations.
  • Events can take an emotional toll on employees and reduce productivity.

Whilst most people consider earthquakes, floods, and fires, along with the more recent additions of terrorism and war, it is the smaller incidents, such as burglary or water damage due to faulty sprinkler systems that can be just as catastrophic to businesses. Even non-catastrophic occurrences can result in immense loss of time and money. To survive, businesses must prepare for emergencies and take steps to prevent, or minimize, the effect of disasters.



GFMA provides initial and ongoing assessment, analysis, recommendations, and participation to mitigate threats to your business or organization. A five-step program, delivers the best options to minimize threats, respond to incidents, and ensure fastest recovery. Readiness begins with assessing the normal.

After response and recovery from an actual incident, GFMA can aid in the ensuing review, an essential step to make changes and additions in preparation of for the next incident.

    • Risk Management with a facility and operations focus
    • Emergency Response and Coordination
    • Crisis Management (leadership involvements)
    • Disaster Recovery (technology continuity)
    • Business Continuity (organizational/operational relocation)

    Get in touch with us to discuss how we can help you get the project outcomes that you need.

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Meet the team

Stephen Brown

Stephen Brown

FM-adviso, Ltd., Belize
"When I am not engaged with FM consults and training, I spend time underwater as a SCUBA DiveMaster – diving in the sparkling, warm waters of the Caribbean and the Red Sea. I relish the tranquility and quiet, marvel at the spectrum of colors displayed in the marine life, and enjoy making new friends in the process."

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Markus Groll

Markus Groll

isar1 AG, Germany
"I am fascinated by the possibilities to connect via social media! There lie big opportunities for marketing and education. But you have to carefully watch yourself, though that you are not drawn into a big, time consuming black hole..... The big challenge for our future is to combine virtual and real life!"

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David Reynolds

David Reynolds

FM Consult-Create PLLC
"My involvement leads to clear, well understood, measurable work processes that stay aligned with the circumstances, strategies and objectives of the client organization. When I am done, people will communicate effectively with one another about reliable processes and measurements, that they themselves have implemented and mastered."

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