I entered the workforce as a 16-year-old apprentice technician in a Mercedes-Benz workshop in Cardiff. Most of my days were spent working under the bonnet of cars, diagnosing faults, figuring out why something wasn't performing and trying not to lose tiny bolts in the engine bay, which happened far too often!
At that age, I didn't have any grand plans – I was just trying to learn a trade, work hard and enjoy my passion for cars.
Looking back, those early years had a much bigger impact on me than I could have imagined. The workshop taught me some key lessons: get the basics right, slow down when you're tempted to rush, keep things tidy and check – don't guess.
It also taught me to think logically; if something fails, there's always a reason, and you won't solve it by ignoring what doesn't make sense.
Even today, in a completely different industry, I still approach problems by asking the same questions: what's the root cause, who does it affect, and what happens if we don't deal with it properly?
When you develop a methodical and structured approach, problem solving can be a universal skill that adapts to any situation or industry.
One step back to take two steps forward
As much as I enjoyed those years, I knew I wanted something different. Over time, I found myself becoming more interested in how buildings worked, and how large projects were planned and delivered.
Not just the technical side, but how decisions were made, how money flowed and how so many different moving parts had to be aligned – similar to how a vehicle works, with all the small parts enabling the larger product to operate as intended.
Every nut, bolt, cable and component plays a key role and is placed with purpose for the greater product to be a success.
After four years as a technician, I made the decision to retrain in construction and quantity surveying, which felt like a huge leap at the time.
I had to start again in a new industry, while also returning to education in the evenings and getting used to a completely new environment.
My degree at the University of South Wales gave me the grounding I needed, and early quantity surveying roles in infrastructure and water projects helped me understand how commercial decisions affect the real world and the massive impact of small decisions.
Over time, I took on more responsibility leading a large team of quantity surveyors on a national programme for Dwr Cymru Welsh Water.
By then, I'd learned that commercial management isn't just about numbers – it's about clarity, discipline, being able to explain your position, having the records to validate it and supporting the people around you to achieve the best outcome.
Comprehensive, contemporaneous records of decision-making are key, as when reviewed later without context, the results can too easily be criticised.
Moving into new opportunities
As my work developed, I naturally gravitated towards procurement and supply chain specialisation. I liked the idea of being involved early in the process, of shaping the approach rather than trying to fix problems once things were already off track.
I found myself focusing more on commercial governance, supplier relationships and the structures that keep programmes moving without constant firefighting.
That became a big part of my identity as a commercial professional: get things correctly aligned early, and the whole team benefits.
Working on large data centre programmes in Europe introduced me to a fast‑paced, technically complex environment with significant commercial pressure to deliver and ensure the programme's profitability.
In this world, you have to be switched on at every moment, because decisions have immediate and significant consequences.
I learned a lot about supply chain capability, procurement and contract strategy, as well as how important good communication really is. It was demanding work, but it gave me the kind of experience you can't get from a textbook.
This work taught me how to stay calm when ten things are happening at once, how to communicate under pressure and how to hold a consistent commercial line in the face of mounting pressures.
I later moved into a commercial leadership role in South Wales for a demolition and civil engineering contractor.
That exposed me to the business side of things in a much more direct way: working closely with the managing director and functional leads, dealing with margins and seeing how commercial decisions affected the sustainability of the company.
It pushed me to think differently about risk, opportunity and the human side of leadership.
My move to the Middle East opened a completely new chapter. I have always been drawn to major projects and my time in Europe was my first real taste of this.
However, nothing could have prepared me for the scale and ambition of the programmes in the Kingdom of Saudi Arabia, which are unlike anything I had worked on before.
I have been involved in three of the Kingdom's largest giga‑projects, and each one has challenged me to adapt and widen my perspective in order to lead and manage complex stakeholders on a much larger stage.
My most recent project, a city‑scale development south of Riyadh, required a focus on governance, end‑to‑end processes, digital tools and supplier‑performance structures that could handle the pace and complexity of the work.
Building a new city means you need every type of service available in the industry, which introduces significant complexity and often conflicting requirements.
It also demands an understanding of cultural expectations and stakeholder dynamics, which became just as important as the technical commercial elements.
Alongside the project work, one of the most meaningful parts of my role now is mentoring people entering the profession.
I work closely with graduates and early‑career colleagues across Mace Consult in the Middle East and Africa, helping them understand procurement and commercial fundamentals, and how to apply them in practice.
I try to give them the kind of guidance I would have benefitted from early in my own journey, helping them build confidence, ask better questions and see the bigger picture behind the detail.
When you see someone find their footing, grow into the role and become a trusted member of the team, it's genuinely rewarding and a source of energy and drive for me.
Chartership – not just another tick box
Achieving MRICS status didn't just feel like another qualification; it helped me feel more equipped to lead and enhanced my confidence in my own judgement.
Obtaining FRICS at 38 years old was a moment of great pride, which gave me a chance to pause and reflect on my career and achievements to date. It is important to acknowledge these milestones and enjoy the moment when it occurs.
My involvement with RICS has played a huge part in shaping my career. Becoming chartered helped me to understand in full the standards expected of a professional, and becoming a Fellow reinforced my commitment to leading and upholding those same standards.
Working as an RICS assessor, counsellor and mentor has kept me closely connected to candidates, many of whom come from non‑traditional backgrounds similar to mine.
I always encourage them not to underestimate the value of real‑world experience.
The RICS framework gives us a common foundation, but it's the combination of standards and lived experience that makes the profession strong.
Seeing how each candidate brings their own perspective and applies it in the industry is enjoyable, as this challenges your own perspective.
'Becoming chartered helped me deeply understand the standards expected of a professional, and becoming a Fellow reinforced my own commitment to leading and upholding those same professional and ethical standards'
Is the surveying profession for you?
For anyone entering the surveying profession today, whether through university, apprenticeships or other routes, my own journey shows that capability grows through exposure, curiosity and applying oneself consistently.
It is to our benefit that there are no shortcuts and no single route into the surveying profession. Instead, this industry benefits from individuals' varied backgrounds.
Project delivery increasingly depends on teams who utilise different perspectives and modern methodologies that are consistent with the standards that the industry is built upon.
From a workshop floor in Cardiff to supporting the procurement and commercial foundations of city‑scale programmes in the Middle East, my career has taken me across countries, sectors and responsibilities.
What has stayed consistent is my belief that a strong commercial understanding, clear processes, good communication and practical experience underpin successful delivery.
My career happened to start with a torque wrench and overalls, but it has been shaped far more by continuous learning, development and the people who enabled me to be fortunate enough to continue working in this industry.
That combination continues to guide me to be an effective leader on major programmes today.
David Abbott FRICS is an associate director at Mace Consult
Related competencies include: Diversity, inclusion and teamworking, Leadership, projects, people and teams, Inclusive environments
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