A president for the ordinary member

What’s he like?

In two words, ‘open’ and ‘friendly’. He has been chosen as president because he has always been heavily involved in his local branch. ‘I am not a great academic. I don’t run a big company. My ability is to be able to reflect what’s important to the ordinary member,’ says Chambers.

Where has he come from?

Wimpey: he started there as a trainee QS and would still be there, he thinks, had Joe Dwyer – a hero of his – not done the asset-swap with Tarmac.

In 1996, after 19 years with Wimpey, he opened a Midlands office for Mace. In 1999 he did the same for Bovis, before moving over to head up the MoD’s project SLAM for Bovis.

Next came an eight-month stint with Laing O’Rourke before he was head-hunted by Network Rail.

What’s he doing now?

Chambers is programme director on the £550m redevelopment of Birmingham New Street station, which will start on site mid 2008.

He has assembled an excellent team, he says, which means he can take time out as CIOB president safe in the knowledge that his project is in good hands. Network Rail is supporting him too, giving him some paid time off for presidential duties.

Chambers and his team are in the process of selecting a lead consultant and are about to issue an OJEU notice for its construction delivery partner.

What does he think about risk and projects which are ‘too tricky’?

Chambers says clients must face up to the fact that they need to retain risk rather than pass it on to the contractor. He sees the next generation of partnering as integrated project teams and he’s pursuing this model on his current job.

‘At New Street, because the railway station is at the heart of the project, the amount of money we would have to pay out to offshore risk would make it totally unaffordable. The debacle of Wembley means that the construction world would look at us very blackly and price the risk very highly.’

What does he think about CIOB?

The institute is very good at setting and maintaining standards and at attracting quality people, who then enhance the quality of the CIOB qualification, says Chambers. But he believes the institute is not outspoken enough.

‘Our policies are boring, pedestrian, safe,’ he says.

‘There’s nothing that’s going to demonstrate to the outside world that we really have a point to make. It does an injustice to our members, who have some firm, positive beliefs.

I think we are here to show leadership.’

What is he going to do?

Chambers wants to see the Blue Book Review, which brought about the reorganisation of the regions, bedded in, since this was a project he led. His year will also see the changes to governance finalised. And he plans to get more out of the presidential chain – the vice presidents and the outgoing president – by getting them to work together.

But his most interesting ambition is to take the CIOB to India, a project which he sees himself continuing for the next three years. Why, India, when many members think there is more the CIOB could be doing here?

‘It’s about influence’, explains Chambers. ‘Historically the UK has been the training ground for construction industry leaders around the world.

‘There are always issues here, but this is a very mature market and we have a very well-established position in it, therefore we can make a difference by being outspoken. But there’s a global market out there and we have a chance to influence it.’

Personal details?

Chambers is married to Sue and has a 22-year-old son David, a psychiatric nurse. He relaxes by fishing and shooting, mostly clay pigeons, grey squirrels and rabbits.

He lives on a windy hill and will soon be installing a wind turbine.

His posts outside work include chair of the Family Housing Association in Birmingham and non-executive director of Millennium Point Property.