The rise of the FM analyst: why facilities management needs a data revolution

As public sector facilities face increasing demands for efficiency, transparency, and sustainability, facilities management is undergoing a data-driven transformation. Dr. Matt Tucker, director of research at the International Facility Management Association (IFMA), explores why the sector needs a data revolution and introduces the emerging concept of the FM Analyst.

From hospitals and schools to government offices and prisons, public facilities are complex environments that must be safe, efficient and continuously operational. Behind the scenes, it is facilities management (FM) professionals who keep these vital spaces running, overseeing everything from maintenance and energy use to compliance and space planning. As public services continue to face rising expectations, tighter budgets and sustainability targets, FM professionals are increasingly required to use data to monitor performance, justify investment and optimise decision-making.     

While digital transformation in the built environment and FM is not new, the urgency to evolve has never been greater, driven by a post-COVID-19 hybrid landscape, geopolitical instability and rapid technological advancement. Artificial intelligence (AI), smart systems, and digital platforms are producing more data than ever before. But while the data is abundant, the expertise to interpret it meaningfully remains in short supply.     

That’s the premise behind the latest research project from IFMA, which is exploring the emergence of a new professional in FM: the FM Analyst. This is not a job role or title, but a vision for the modern-day FM professional. It is envisioned as a hybrid: part data translator, part strategist, and part FM operator capable of unlocking the insights buried in the data FM teams are already collecting.

Setting the foundation: what the literature tells us

The first phase of this research involved a detailed review of academic and business literature to understand the current state of play. This review uncovered a growing consensus: data is not just a technical tool; it is a strategic asset that is reshaping how organisations operate and compete.     

The idea that “data is the new oil” has become one of the most quoted analogies of the digital age. Often attributed to Clive Humby, who co-developed the Tesco Clubcard, the phrase highlights how raw data, like crude oil, must be refined and contextualised to create value. Tesco’s use of customer data to shape business strategy was pioneering at the time and marked a turning point in how data was understood within the commercial sector [1].     

However, many commentators now argue that the oil metaphor is limited. Unlike oil, data is not a finite resource; it multiplies with use and can be shared, reused, and recontextualised in countless ways. Its value lies not in ownership, but in how it is governed, analysed, and applied [2][3][4].     

Indeed, the large tech companies that have built their models around data are now outperforming traditional oil majors in terms of growth and market capitalisation [5]. At the same time, smaller businesses are also discovering that proprietary data can support new revenue streams, customer insight, and service innovation [6][7].

The infrastructure behind insight

While some organisations have embraced advanced data platforms and architectures, such as data lakes and data fabrics, the human infrastructure to support this transformation remains uneven. Gartner predicts that data fabric architecture will quadruple data E F utilisation efficiency while reducing human intervention by half [8], but this does not eliminate the need for capable people. On the contrary, McKinsey argues that becoming data-driven requires embedding data literacy across all functions, not simply investing in new tools [9].     

Literature from leading HR and organisational research bodies indicates that employers across sectors are now placing higher value on data literacy. The World Economic Forum’s Future of Jobs report lists data analysis and AI skills among the top ten fastest-growing competencies globally [10]. McKinsey and Gartner both report that skills-based hiring is becoming more common, with organisations actively seeking candidates who can translate data into decision-making across departments, including finance, HR, and operations [11][12]. In the UK, The Times recently reported that over 1.5 million people are already employed in data-centric roles, contributing more than £340 billion to the economy [13].

Implications for FM

FM is increasingly data-driven. From predictive maintenance and space utilisation to energy optimisation and asset lifecycle planning, FM is being transformed by new technologies and platforms. A growing body of research, including recent white papers from IFMA, outlines how data supports strategic FM delivery.     

IFMA’s Gamechanger report highlights how AI is reshaping FM service models but also notes that FM teams need greater confidence in interpreting data [14].     

Digital Transformation in FM explores how data-enabled tools are supporting everything from space planning to vendor management [15].     

Cybersecurity for FM emphasises the need for strong data governance as more systems become connected [16].     

Navigating the Technological Landscape shows that FM professionals increasingly need digital fluency to operate in a changing environment [17].     

IFMA’s Circular FM report highlights the role of data in enabling circular economy practices, including repair, reuse, and recovery of materials [18].     

This is echoed in academic literature that explores how FM SMEs are developing new business models rooted in data-driven service delivery [19][20].

Looking ahead: defining the FM analyst

The concept of the FM Analyst is emerging as a response to this convergence of operational complexity and data opportunity. While this concept is not yet widely defined in the literature, IFMA’s research reports suggest that FM professionals will increasingly require: a working knowledge of data analytics tools and platforms; the ability to communicate insights across stakeholder groups; familiarity with key issues in data governance and cybersecurity; and strategic awareness of how data supports broader organisational goals.

Importantly, this is not about replacing traditional FM skills but complementing them with the ability to think analytically and act on evidence.

What’s next in the research?

The second phase of this research is underway, involving over 30 in-depth interviews with FM professionals, data specialists, consultants, and technology leaders from both private and public sector organisations. These interviews aim to explore how data capabilities are currently being deployed in FM teams, what skills are most in demand, and how organisations are approaching recruitment and upskilling.

Final thoughts

The FM Analyst proposition is not about creating a new role in FM, but about signalling a shift in mindset as to how FM needs to position itself moving forward. FM is no longer just about managing space and services – it is about managing space and services through insight and foresight, while demonstrating strategic value to the core business.     

For FM professionals, there has never been a more important time to invest in data literacy. For organisations, it’s an opportunity to rethink the capabilities needed to thrive in a data-led future. And for those working in public sector facilities, the insights from this research could prove especially valuable, supporting better service delivery, more transparent reporting, and progress towards sustainability and policy goals.

www.ifma.org

Footnotes: 1. Humby C, Phillips T. Scoring Points: How Tesco Continues to Win Customer Loyalty. London: Kogan Page; 2003.