60 Seconds with Ross Facta
For our latest ’60-seconds with’, we caught up with Ross Facta, Head of Consultancy at Rendall & Rittner.
1. What does the role Head of Consultancy involve?
In a nutshell, development consultancy is all about advising developers and investors on the operational, financial and regulatory delivery of complex residential and mixed-use sites. As Head of Consultancy, I lead on areas including mobilisation strategy, service charge modelling and compliance frameworks for large and complex developments. I also deliver Design for Management reports for developers, optimising operational efficiencies and sustainable service charge models. It’s a very diverse role and there is always something different to do every day, which certainly keeps it engaging.
2. What do you like most about your job?
The best part about working in consultancy is the challenge. Each project is about analysing complex data points and variables to understand the unique attributes of a development and creating effective operational strategies. In effect, I take the theoretical vision for a development and translate that into something that works practically in the real world.
3. What challenges do you face in your role?
For more complex developments, in particular, there is a large volume of data to consider throughout the lifecycle of the project. Development plans are frequently refined and reworked throughout the build and delivery process. This means a lot of the data we are working with also changes, so we have to be prepared to respond to that.
Our development consultancy services really draw upon our existing operational expertise within property management. By leveraging data from our portfolio, we can provide clear guidance on possible operational costs in the years ahead. Sometimes design choices that enhance operational efficiency (such as ensuring adequate storerooms and staff areas) may slightly reduce the number of units within a scheme. A key part of my role is to highlight how these considerations can support the long-term success and sustainability of a development, often providing value that goes beyond short-term sales outcomes.
4. What are the most valuable insights development consultancy is unlocking?
Currently, one of the big ways we support clients is by helping them understand how design choices made early on directly affect long-term maintenance and running costs. There are ways to build developments that are expensive to maintain, and there are ways to build them that are far more cost-efficient. Good buildings aren’t just nice to live in, they’re affordable to run.
Because maintenance and running costs are typically split amongst the number of units, it is essential to balance resident amenities with the additional cost per unit that each feature introduces. However, adding more units doesn’t always reduce costs. Taller buildings, for example, can trigger additional costs under the Building Safety Act. There is a need to properly balance building height as well as the number of units per floor to make service charges affordable for would-be homeowners.
Another big topic area that developers rely on us for is to provide guidance on optimal sizes for elements like post rooms and staff areas for developments of different scales. Efficiency is often in the details.
5. What made you pursue this career?
I initially studied construction engineering but pivoted to a property-related degree at university, which covered law and estate management. After some time, I quickly realised that engineering wasn’t the right fit for me, I looked at other areas of property that better match my interests and skills. Around that time, the Royal Institution of Chartered Surveyors was shining a spotlight on the property management sector and recognising its role within the wider industry, so I looked into it. My first impression was that property management looked very dynamic and diverse. No two days are the same in property management. I was drawn to the mix of creative thinking and analytical problem solving it required, which is the balance that really suits me.
After working for a few years at a smaller company, I moved to Rendall & Rittner. Since joining, the company has grown significantly, allowing us to expand our services. With regulation and legislation increasing and resident expectations shifting, we saw a growing need from developers for more support ahead of occupation.
4. What are you most proud of?
Career-wise, I’m most proud of how quickly I’ve managed to progress within the industry. Before moving into UK property management, I worked on international construction projects in Luxembourg, which meant that I didn’t immediately tick all the right boxes for the roles I wanted in the UK. There was a clear difference between my experience and what the industry here was looking for, so I dedicated myself to learning as much as possible, absorbing information from my colleagues, going out on site, and engaging directly with contractors. That hard work enabled me to build the right qualifications, and it’s a mindset that has continued to help me push into new areas and progress into more senior roles. Indeed, progress came from staying curious and learning fast.
5. What do you enjoy doing outside of work?
Camping – but not at this time of year!
6. What are you most looking forward to this year?
There’s never been a time when the property landscape has been changing so much. 2026 will be a great opportunity to be innovative to determine new approaches and solutions for our clients, customers and residents.
