Key Performance Indicators are a data set that are measured with outcomes. They provide Facilities Managers (FM) with important information on how they are faring on their project or contract. Ian will be covering what Key Performance Indicators (KPI) are, the importance of KPI and why we track them, how to improve them, goal setting and KPI, common accessible data sources and which KPI should be used. 

KEY TAKEAWAYS

• There will be different KPI for all the different FM contracts. They need to be considered in a bespoke manner as each project will have unique requirements.
• When using KPI we consider metrics. Metrics are single points of data with no objective in mind, for instance, a temperature. KPI are measurements that show how well a facility is meeting its objectives. Metrics are utilised to formulate KPI. 
• KPI help FM and organisations set targets and decisions with clear data driven planning. 
• You can improve with the use of KPI. If you discover, for example, you are spending more time on reactive maintenance than preventative maintenance, you can increase your proactive maintenance strategies.
• Continuous improvement in FM relies on focusing on the customer and their requirements, aligning goals using KPI with the objective of the business, consulting frontline workers, and firm leadership support to drive incremental change moving forward.
• Sources of data can be FM information systems, finance systems on costing, staff observations, internal and external surveys, utility companies, service vendors, building information systems and sales systems.
• KPI should be appropriate to usage. Some measurements and tracking can be unnecessary and time consuming so KPI should be specific to the function of the facility and its improvement. 

BEST MOMENTS

‘Every industry uses different sets of KPI to track progress and performance and Facilities Management is no different. We need to make sure the Facilities Management or KPI is appropriate for the contract or the operation as its actually being considered at the time.'

‘For example, a measurement of total maintenance hours would be a metric, while planned maintenance versus reactive maintenance would be a KPI.'

‘Ideally you can set up work orders to automatically generate on times or events and therefore assign to the correct technician with all the correct parts and information necessary without you having to do a thing.'

‘So we've got three tiers here, you've got the metrics which is the actual data, the KPI which is what we're measuring, and then the goals which is the endgame. And all three work harmoniously together to drive the business or the contract forward.' 

VALUABLE RESOURCES
https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD
https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Ian explains what Facilities Management is and what it entails in this comprehensive episode. 

He defines the various terminologies associated with Facilities Management (FM) including Property Management and Asset Management. He will expand on FM strategy, FM delivery, mitigation strategies, planned maintenance, help desk and Ian's personal perspective on FM.

KEY TAKEAWAYS

• Property Management is a third party service hired by a landlord to manage the day to day operations of a property including rent responsibility, tenant responsibility, maintenance and repairs, landlord and tenant law etc.
• Estate Management is the supervision or direction of interests held on land or landed properties toward achieving an optimum benefit. 
• Asset Management is about the management of a clients assets to ensure optimum expected returns and is a niche area dependent on the asset involved. 
• Facilities Managements' ISO definition is ‘the organisational function which integrates the people, places and processes within the built environment with the purpose of improving the quality of life of people and the productivity of core business.' 
• Customer Service is critical, along with communication, leadership, strategy, planning, emergency and disaster preparation to successful FM.

BEST MOMENTS

‘The Property Manager has to have all the requisite call out procedures in place, and also the necessary trades people to respond to that.' 

‘So these three areas here have got distinct areas that they cover, but they don't cover the whole gambit of dealing with a property or a facility.'

‘So the evolution of FM has been around for a while but it probably started off in the 1980's and probably came out initially from the IT industry as to how they managed the IT infrastructure and then got involved with managing the building.' 

‘The consequences again of something simple and identifiable and known about not being done was significant. Somebody lost their life.' 

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD
https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Time and cost overruns in construction projects are what everyone involved are often most keen to avoid, but Ian can tell you how careful planning and foresight can help you escape this eventuality. He covers impacts and consequences of overruns, reasons why they occur, and methods of mitigation you can employ. 

KEY TAKEAWAYS

• Time and cost are the main measure of success of the project yet also the main factors in why they fail. This can result in the investors proposed income from the investment not being realised at the right time, which can have a knock on affect on the whole life project, contractors ongoing schedule being disrupted or even overall failure.    
• Possible reasons for overruns are incomplete design, inexperienced or inappropriate professional team, unforeseen site conditions, poor contractor selection, late payments resulting in cash flow blockages, or poor site supervision.
• Client expectations and requirements are absolutely key to standing a chance of avoiding overruns. A competent management team, precise and correct scheduling, quality contractors with appropriate skills, and risk analysis are all good mitigation tools also. 
• Increasing material costs due to unforeseen circumstances are an issue, especially currently, as the upper end of the budget can be tested by not only material shortages but also unpredicted economic inflation. Waste minimisation is important.
• Poor communication is the cause of project failure in a third of cases. 

BEST MOMENTS

‘Studies have shown us that at least 60% and in some instances 80% of all projects fail in some way or another. That's a pretty damning statement on the industry and the success of the industry.'  

‘Consequences of getting this wrong are substantial.'

‘A lot of this in my opinion stems from what I've already covered in previous shows. It's getting the clients requirements crystal clear right at the very, very beginning. As I say, the phrase I've got here is ‘the cornerstone of cornerstones.'' 

‘The reasons for the overruns were incomplete design, inclement weather, variation in size and specification and it was ten years late and had a cost overrun of $95 million on an original value of $7 million.'

‘Again that's a lot of wastage up front. So what were these non-optimal activities? The culprits were fixing mistakes, looking for project data, managing conflict resolution. All of these sorts of things.' 

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Project Monitoring is particularly beneficial to the financial institutions or individuals who are funding a project. Keeping track of progress in detail allows them to reassure the safety of their investment and also keep track of timescales and possible returns. Ian takes a look at all the areas involved in Project Monitoring starting with why it is an important undertaking  for investors.

KEY TAKEAWAYS

• Project monitoring is separate from the other project management functions undertaken by an independent person.  They report directly to the funders on the adequacy of budgets and estimate the funds and timescales that exist to bring the project to completion. 
• There will be a series of progress reviews throughout to validate all funding requests, and confirmations are given that there are sufficient finances to complete the project.
• The construction industry is a complex situation especially on very large projects. Lenders do not necessarily have the expertise to check all the technical details and cost issues of the proposed design. This is why an independent informed body through Project Monitoring is employed to explain these complexities and what they mean in terms of risk to their investment, often referred to as a Technical Advisor.
• A Project Monitor has the power to cut project funding if a major deviation in budgeting and spending is identified. The lender's main aim is to ensure that a return is met that will result in the loan being repaid with their agreed interest payments intact. This is why the Project Monitor must be free from the influence of the other interested parties in the project. 

BEST MOMENTS

‘An initial review. The proposed project is analysed to ensure it includes all the elements and items normally associated with a project of its kind, that the budget is adequate and complete and that the timescales can be achieved.'

‘This is where BIN comes in so effectively, where you've got the scheduling and the cost control all in the one package, so that the monitor can look at this and see what's on site and make his assessment to make sure everybody's being open and honest as to where this is going.'

‘As with any construction project there are always uncertainties. It's a risky venture in nature and there are all sorts of uncertainties that can come to bear. Clearly the biggest uncertainties are whilst you're in the ground because that's the biggest unknown.'

‘The Project Monitor provides the lender with a valuable service with a combination of technical insights, financial expertise to minimise their risk exposure.'

VALUABLE RESOURCES
https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD
https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

When embarking on a construction project one of the main areas to plan for and identify is risk. In this episode, Ian details how risk identification should be undertaken and some of the problems you could face during your project. He explains the definition and types of risk and the methods, contingencies, tools and management required to deal with them.

KEY TAKEAWAYS

• A risk can be defined as an uncertain event or circumstance that if it occurs will affect the outcome of the project. Risk is forever present. We need to look at risks in terms of impact on the strategy, detailing what potential impacts could be incurred by going down a particular strategic route.
• There are many different areas of risk; contractual, management, supply chain, technical and design, financial and economic, logistical, physical, quality, environmental or acts of god, health and safety and sociopolitical and legal risk. This should form the basis of your risk log and risk register.
• Our first reaction to risk is often to ignore it or pass on the responsibility. You cannot do this. You must log and acknowledge the risk. You must assess the category of risk as high, medium or low and mitigate them. Compile a risk register with control methods identified.
• Possible mismanagement of risks can include not compiling any sort of risk register and ignoring all risks, getting complacent about the register and not updating, failing to evaluate properly, shifting responsibility or not informing or identifying an appropriate party or method to deal with the potential risk.

BEST MOMENTS

‘We need to look at this in a holistic way as well as in a detailed way. The risk can impact upon the project as a whole but can also impact on individual components.'

‘The owner may have a certain mindset that must be corrected. They may say “if we plan this right there's gonna be no risk”. Well that's not true.'

‘There's a whole range of different risks that a supply chain can throw at a project and these all need to be captured and mitigated wherever possible.'

‘I've experienced cultures where there is virtually no health and safety legislation and yet the amount of health and safety accidents is relatively low because people are aware of that, its in their culture.'

‘It may be that we take out project insurances to mitigate some of the risks, particularly some of the delays and business interruptions and things like that.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

The Project Initiation Document (PID) is the starting point of any successful project. It is formulated by all involved and contains the full intent scope and detail of the forthcoming construction. Ian will detail in this episode all the areas that should be contained in the PID to create a solid cornerstone of information for all parties to refer back to throughout the project. The subject has been broken down in to four parts ; the initial information, information gathering, developing the detail and project execution details. 

KEY TAKEAWAYS

• The initial information should include the vision. This is the clients initial desire for the project, everything they hope to get out on completion. This means understanding what the forward strategy of the business is, the future operation of the facility. The client requirements should be listed and looked at in great detail which means understanding your client and their business comprehensively.
• The information gathering stage includes creating an executive summary which should be a snapshot of what the project is about. It should include all information pertinent to successful completion of the project and should identify all the data required including, for example, possible environmental constraints, measurement of deliverables, margins and returns etc.
• Project execution should cover how the construction will proceed. The logistics of required equipment, materials, workspace, personnel and contractor requirements and  key milestones should be fully detailed.

BEST MOMENTS

‘Now I'm  going to be going into a deep dive about what makes up a Project Initiation Document and how you put one together.'

‘Get this wrong and your project is likely to go off the rails later on. Get this right and you've got a good chance of a very successful project.'

‘It could be that there is a lot of specialist equipment to move in from an existing factory or facility. How is that all aligned with the existing operations?'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Building Information Modelling (BIM) is a process of generating and managing building data during its complete life cycle, from conceptual design through to operation of the building. Ian details BIM impacts and benefits, it's process, collaboration, and integration into the project.

KEY TAKEAWAYS

• BIM is a whole life cycle approach integrated completely from inception to operation of the construction project. 
• You have the ability, through 3D modelling, to visualise the design during progress and adapt as you proceed. It contains information on design, construction, logistics, assets, operations, maintenance, budgets and schedules. 
• The integrated platform saves time on communication as all the information on all the disciplines within the construction is available via BIM to everyone.
• It allows decisions to be properly considered before the impact of each choice by the extrapolation of the data.
• Instances of reworking and revisions are reduced. Safety is improved. Foresight is gained to avoid project delays and unforeseen costs. Operation of the building can be overviewed early by a Facilities Manager to pinpoint any future difficulties early.

BEST MOMENTS

‘This is something that I really like. I'm very passionate about the whole life cycle of a building and looking at the endgame at the beginning.'

‘Because everybody is working on the one platform and is collaborating, there is a lot more efficiency because you're not piping data from one person to the next person.'

‘You can look at the cost impact. You can look at the time impact of the various options so the client can make seriously informed decisions.'

‘There is complete transparency from the beginning . So all the parties are building this up together on a common data environment. And then you have graphical and non graphical data which can all be used by all the parties as you build up the specifications and other information. So it really does start to look at this in a holistic way.' 

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Today Ian is going to introduce you to a radical new concept in construction projects, Integrated Project Delivery (IPD). This method of project delivery can ensure design integration at an early stage as it brings together throughout the project the major stakeholders, developer, owner and user around a mutual project outcome. With designers and contractors one team is formed to deliver the entire result. Together they will determine project goals, costs, risk sharing, compensation and general responsibilities.

KEY TAKEAWAYS

• The design team and contractors are brought in for their insights very early. This should also include the Facilities Manager in terms of future operation. 
• Compensation is assigned solely on the contribution of the team member. All information is shared openly and freely with each other party. There is no hierarchy only the team and the benefit of the project. 
• Obstacles can be that there is a a high propensity of software and data incompatibility. Training should be acquired early so as not to cause personnel delay. 
• The industry gets integrated into a single purpose team that creates strategic supply chains relationships that are working off common goals and ideals, shared incentives and risks are managed holistically.

BEST MOMENTS

‘This develops a culture that is collaborative, harnesses the talents and insights of all parties. This optimises the projects results, increases value to the owner, reduces weight and maximises efficiency.'

‘So what we are looking at is the owners intent, the design teams understanding, and the contractors execution all being pulled together in one IPD model.'

‘We put profit for both the builder and the designer at risk for failure to perform as a team, with the corresponding reward shared by both if they hit their brief and perform above the standard of care that is being expected of them.'

‘Because you've all been together from the very beginning you should be able to mitigate major changes right from the outset particularly if you've garnered a really detailed client requirement as to what they want out the building and facilities etc.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

In this episode Ian takes a deep dive into the concept of ‘The Whole Life Approach' and how it can benefit your project. From design to demolition, this is a full holistic approach to the entire duration of your construction, its use and its existence in the community. Ian details the considerations required for long sighted view of design, construction and operation to ensure efficiency and minimisation of pitfalls for decades to come.  Learn the difference between Whole Lifecycle Analysis, Lifecycle Analysis and Lifecycle Costing and the advantages that each can offer you.

KEY TAKEAWAYS

• The Property Initiation Document stage is where the whole life approach should be introduced to ensure its consideration and embed its practices into the project at inception. The client needs naturally inform the project at this stage, but is the client fully aware that a high capital outlay at construction can effective in reducing operational costs of the building during use? 
• Whole Lifecycle Analysis is the costing of the entire ownership of a building over it lifetime. Lifecycle Analysis is the defining the environmental impact of a provided service or product throughout its existence. Lifecycle Costing is the lifetime cost of a specified asset, for example, an air conditioning unit.
• Value Engineering is often misunderstood as keeping the cost of construction down but if considered with a whole lifecycle approach you can ensure that costs are down far beyond the construction phase.
• When costing an asset for its lifecycle consider installation, depreciation and salvage value and keep track of maintenance with a five year Forward Maintenance Register.
• To effectively observe the whole life operation of a building it is wise to bring on board an experienced Facilities Manager who can effectively foresee potential operational costs in the design of a building at the Property Initiation Document stage.

BEST MOMENTS

‘So spending a bit more upfront may end up reducing operational costs long term so that the whole life of the project becomes more cost effective. Is the maintenance of the building being correctly considered?'

‘So in terms of lifecycle cost analysis, this has been around for many years. It assesses the total cost of ownership over the life of the building. So we start off with the the design and the initial experience, etc. We then look at the maintenance implications, the operational performance, the salvage at the end, and look at value versus risk.'

‘A more expensive piece of equipment may have a considerably less energy drain on a building, as well as lasting longer and therefore not requiring so many capital replacements, say a split air conditioning system.'

‘It's all about the environment, the impact and performance design, what changes can be made to the product to lessen its environmental impact. Purchasing which product has a bit less environmental impact. So we're looking at embedded carbon here, carbon emissions, a number of things here in terms of when we're considering a particular asset for purchasing.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.

Many factors including cost, speed of build and environmental conditions inform the decision of which building system and material to use. Ian covers some of the main types used for residential or small commercial building, including concrete block, timber frame, insulated concrete form, precast concrete and structurally insulated panels, discussing the appropriate usage and advantages of each.

KEY TAKEAWAYS

• Concrete blocks are durable, energy efficient in cold climates, vermin and insect resistant, low maintenance, fire resistant and cheap but have a high labour cost, have difficult access to services installed deep in between them and can suffer from water seepage over time. 
• Timber frame, often utilised in America, is recyclable and renewable, can have low construction waste if managed correctly, is energy efficient when insulated and can come pre engineered and quality controlled for simple construction. Your location and access to timber is key in its cost of transportation and sourcing, it is combustible unless correctly treated, and is susceptible to heavy rainfall, decay and burrowing type insects like termites.
• Insulated Concrete Form is an H shaped block with steel reinforcement so it is very strong and sturdy. It can be used to construct multiple types of building up to seven storeys or more, is very quick to build with semi skilled labour, easily accommodates services, is energy efficient and sound resistant and offers a number of aesthetic choices due to its multiple shapes. They come in one size only so need to be cut to fit exact requirements, can be expensive especially if transported long distances and require you to facilitate concrete pouring and curing time.
• Precast Concrete is reliable and, due to its moulding, uniform and repeatable. It is solid and strong, can be moulded into multiple shapes for a multitude of functions, is very durable and can be constructed with a smaller workforce supported by the required machinery. However, the workers need to be skilled and experienced and precast concrete requires cranes and heavy machinery to be placed and can be difficult to cut and drill. It is heavy and needs efficient drainage and requires precise design, placing and construction. 
• Structurally Insulated Panels are board or plywood bonded in layers with foam or polystyrene insulation and various other materials to form rigid, light panels. They are fire and pest resistant if correctly treated and can result in an easy and quick construction. They slot together and can be airtight for insulation and can be rendered or clad in a number of finishes for completion. Currently there can be a shortage of experienced builders available and it is a relatively new system so its durability and lifespan is untested.

BEST MOMENTS

‘And in high humidity environments such as tropical areas, they can be susceptible to black mould if they're not treated correctly and rendered and finished off correctly.'

‘It can be built to exceed a 60 year life, particularly if the timber is treated properly. And it can be energy efficient when insulated and can have a fast heating due to low thermal mass and it can have a reduced time on site.'

‘It improves the indoor air quality because it's a sealed system. It helps to protect the concrete during current curing which can be beneficial in hot climates. And the end result is very energy efficient, which has a significant impact on the energy use either in heating or in cooler climates or on air conditioning in warmer climates. And that has significant sound reduction and temperature stability. So it's got a lot of advantages as a system.'

‘There's a high initial investment for the factory and the moulds and all of that sort of thing. But obviously once you've started off and your producing then that stops. Modification can be challenging and difficult, particularly as inevitably the concrete is actually made to very high density and therefore cutting and drilling into it can be challenging.'

‘My personal favourite is insulated concrete form. As I say, this is not advice. That's just my personal preference because I think there's a lot more flexibility in it. It's very quick.'

VALUABLE RESOURCES

https://www.ianjrogers.com/

ABOUT THE HOST

Ian Rogers is an entrepreneur running businesses in the Real Estate, Construction and Facilities Management arena. Ian has over 40 years' industry experience, as he was effectively born into construction with his father having his own building company and Ian spending time working on sites from the age of 11!. As a result Ian has seen the industry from a trades person perspective, as a chartered quantity surveyor working on large commercial projects, as a project manager and then working on structured project finance through PFI/PPP deals. This has given Ian a unique whole life approach to any project by considering the end game at the beginning.

CONTACT METHOD

 https://www.ianjrogers.com/

Hosted on Acast. See acast.com/privacy for more information.