海角视频

Sports stadiums, museums and entertainment arenas 鈥� fans, visitors, guests, revel in the excitement and entertainment these built assets provide. But there can be a hidden fragility in these impressive venues.

The consequences of poor asset planning can be damaging to owners and developers. A truly holistic understanding of multiple elements of each built asset is needed to fine tune performance, optimise revenue and decide on future investments.

So, how can organisations strategically manage and future-proof their built assets? How can they build resilience, maximise value, secure long-term revenue generation and make strategic interventions to ensure success? Keep reading to discover the power and importance of an asset鈥檚 evolution, in order to stay ahead.

Asset consultancy

Asset consultancy isn鈥檛 just about fixing things. It is about understanding the entire life cycle of a building, sports ground or concert hall by facilitating strategic planning, future-proofing and aligning buildings with business goals.

Operators may need help to support manage and optimise built assets across their entire life cycle. Expert asset consultants鈥� step into a client鈥檚 shoes to understand daily operations and business goals, finding the balance between cost, performance and risk.

Rob Amphlett is a partner at 海角视频 and leads the UK sport and entertainment sector. He said, 鈥淐entral to successful operation of any built asset is making sure you鈥檝e considered all the technical issues when implementing your visions and plans 鈥� it鈥檚 very easy to get tripped up. Clients get significant benefit from working out what it is they鈥檝e got, what condition it is in and how suitable it is for what they want to do going forward.

“This sounds simple, but it鈥檚 easy to lose sight of the critical factors and so helping clients identify and track this is a key, front-end activity for our asset consultancy team.鈥�

What’s at stake?

When operators do not proactively plan for the whole life cycle of their assets, what are the risks or consequences?

A detailed answer to this depends on the type of asset, but in broad terms it can mean:

• Service disruption 鈥� including failure of operation
• Compliance/legal risks e.g. loss of licence to operate when not meeting statutory requirements
• Health and safety risks
• Revenue loss
• Reduced asset value
• Reputational damage and competitive disadvantage
• Missed opportunities for value creation/failure to diversify revenue

Safeguarding stadium operations

海角视频 works with a broad range of clients when it comes to asset consultancy, but an obvious through-line is our work with sports stadia and large entertainment venues. In sports stadia risks are amplified due to high-profile events, large crowds and the need for consistent operational excellence.

Unexpected failures can also mean events and matches cannot run at all. This can be through infrastructure failing, or from lack of compliance. Ian Petley is associate M&E consultant at 海角视频. He said, 鈥淭here are certain statutory and legal requirements, and operations risks, in terms of assets deteriorating and then failing if not managed appropriately. For sports stadiums, consider critical systems breaking down, causing events to be cancelled and resulting in financial penalties and reputational damage.鈥�

In which case, how can COO/CFOs and other key decision-makers proactively manage their budgets for strategic maintenance/interventions, embed resilience into their built assets and adapt a holistic view of an asset鈥檚 whole life cycle?

Embedding resilience in built assets

Creating resilient assets is key to managing them over a long period. Resilience is not just about reacting to crises but anticipating them, planning for them and considering how they might be a catalyst for growth and innovation.

Phillip Barnett leads the asset consultancy team at 海角视频. He explains that understanding how a client鈥檚 business works is essential to advising on resilience. He said, 鈥淩esilience and continuing operational success is a partnership. We need to understand how an organisation operates and what鈥檚 important to them. Engineers assess technical performance and risks within buildings, but true resilience planning must be led by the client, who is best placed to understand their own business model and operational priorities.

鈥淭echnical expertise must be aligned with the client鈥檚 operational knowledge to build truly resilient asset strategies. When resilience and continued operational success is reframed as a strategic investment, clients see the most success.鈥�

Shrewd C-Suite executives engage in this kind of proactive management to maximise revenue, maximise the longevity of their asset, and ensure that their investments are resilient and futureproofed.

Rob Amphlett, partner and UK sport and entertainment lead, 海角视频

A strategic approach to resilience is echoed in operational realities, as Rob Amphlett highlights the tangible risks 鈥� such as electrical failure during major events 鈥� that can directly impact reputation, revenue and overall experience. He said, 鈥淩esilience 鈥� for example, electrical resilience 鈥� is key. Imagine if the floodlights went out during a match 鈥� this happens.

“A power failure during a large event, especially if it is televised, means not only penalties from broadcasters but also a poor experience for fans and viewers. This can then impact on the premiums charged for tickets and the likelihood of fans returning which undermines the reputation of a stadium鈥�.

Unlocking value and broadening client options

How can operators be sure that their assets are working hard enough? Ian Petley said, 鈥淲e work in order to open up choices for our clients.

鈥淔or example, if a sports stadium doesn鈥檛 fit the criteria for concerts and events 鈥� for example, if the audio set-up isn鈥檛 good enough, or the facilities aren鈥檛 appropriate 鈥� the client won鈥檛 be able to host these and will miss out on potential revenue. When a space supports multiple types of events, it opens up additional revenue streams beyond primary use and makes the asset more competitive.鈥�

This diversification into adaptability and alternative revenue streams is one type of futureproofing 鈥� making sure that diverse income streams are built into long-term plans. Another critical issue is understanding the difference between reactive and proactive activities such as maintenance and budget planning. Phil Barnett said, 鈥淢any organisations believe they鈥檙e 鈥榮weating their assets鈥� 鈥� making them work harder for longer. In reality, they鈥檙e often just deferring maintenance until failure, risking costly disruption and missed opportunities.鈥�

Ian, continuing his theme of 鈥榦pening up choices for clients鈥�, explains how his team provide the options for clients and assist in decision making that will support peak operational success. He said, 鈥淲e run different scenarios for clients, such as 鈥榃hat if we didn鈥檛 spend that? But we spent that, what would this look like?鈥�

鈥淭his approach helps organisations make informed decisions about resource allocation, directly impacting productivity by ensuring investments are made where they will yield the greatest benefit.鈥�.

Positive client outcomes

When assets are properly managed, clients can:

• Avoid crises and downtime: proactive maintenance and resilience planning prevent costly emergencies
• Make smarter investments, as capital is spent where it delivers the most value, not just when and where things break
• Future-proof operations: built assets are ready for automation, expansion or new technologies
• Enhance sustainability credentials to effectively reduce/manage carbon impact and improve energy efficiency
• Stay competitive. When assets are better aligned with market expectations, they are more attractive to tenants and users
• Build stronger business cases and manage Capex decisions.

Unlocking long-term value

In an increasingly uncertain and complex world, the most forward-thinking leaders recognise that asset optimisation isn鈥檛 just about maintenance and revenue. It is also about seizing the opportunity to identify key decision points that evolve your business, unlocking  strategies at the right moment, ensuring long-term value and competitive edge.

In closing, Rob Amphlett said, 鈥淪hrewd C-Suite executives engage in this kind of proactive management to maximise revenue, maximise the longevity of their asset, and ensure that their investments are resilient and futureproofed.鈥�