Field marshal

Chris Field is responsible for delivering possibly the largest PFI hospital job in Europe: the £185m University College London Hospital, due for completion in 2005. Naturally, he attends lots of important meetings. But the most important in his weekly schedule takes place every Friday evening in the local Scout hut.

That's because his son, who turned 13 in December, has Downs Syndrome and needs his help fitting in.

Field is general manager of a special purpose vehicle - a temporary company that coordinates a PFI job. He reports to the client, the UCLH NHS Trust. It's a role that combines construction, politics and financial management.

"Basically the job is like a large machine. My job is to apply oil to lubricate it whenever and wherever necessary," he said.

The project has a troubled history, with Amec selected as preferred bidder back in 1996. A general election in 1997 and other delays pushed financial close back to July 2000. Now, with an immoveable deadline and an immoveable budget, Field is determined to deliver.

Field brings up his son in the same way he delivers a project: for him failure is simply not an option. "Like anything, the more you put in, the more you get out. I've never had any doubt that Alexander would be an integrated part of my family and the community," he said.

Like anything, the more you put in, the more you get out

Chris field

Things may have seemed less certain back in December 1989. He'd recently been made a director at regional contractor Trentham, but recession was looming on the horizon and Trentham was in trouble. His son was born the day the industry broke up for Christmas and he had two weeks to get his head round the future. It was all he needed. He left the company shortly after and took a regional manager's post with Amec. And he and his wife prepared for a demanding role as parents.

Field is an oddball in the sense that he has "made it" in an industry that demands its pound of flesh from would-be high flyers. He refuses to spend any more than one night away from home each week. To a degree he has been able to choose the right kind of work, but he has had to fight for his lifestyle, too.

When he joined Amec, for instance, he was tasked with winning Marks and Spencer as a client. He led a bid for a major job and won. His boss was so anxious about it that he wanted Field to take personal charge of the project, but it was in Lincoln, which would have meant a lot of time away from home. He didn't want to go, but his boss was insistent. Field was heading for a stand-off when the project was shelved. Luckily M&S had been won over and appointed Amec for another job soon after.

He is used to this sort of battle now, telling colleagues up front what he will and won't do.

"It started to bother me seven or eight years ago. As if I was going around dictating my terms. But I spoke to an occupational psychologist and he said no, it's a strength."