Professional background and skills
Marcus has worked for the Construction Industry Training Board for more than five years, previously with responsibility for future skills and innovation strategy, now as Head of Analysis and Forecasting and as a member of the leadership team.
Before joining CITB Marcus gained more than 20 years’ experience in corporate communication, strategy and research including:
- Providing strategic consultancy services to major international corporations with a particular emphasis on technology and telecommunications.
- Five years in the public sector as Head of Strategic Communication for HM Treasury’s Office of Government Commerce.
- In a number of major PLCs including as global head of employee engagement and communication for Kerry Group plc.
Marcus has responsibility for CITB’s analysis and forecasting team, publishing a broad portfolio of research reports about construction aimed at guiding Government and other policy makers, employers and training providers. That includes publishing labour market intelligence on future employment and skills requirements. That work has played a significant part in informing the Construction Leadership Council’s Industry Skills Plan as well as guiding CITB’s strategy, business plan and investments in modernisation commissions.
That portfolio is addressing a range of topics, including many of immediate relevance to the Supply Chain Sustainability School including seeking thought leadership on: net-zero; smart construction and offsite; digitalisation; health and wellbeing and meta competencies.
Marcus has frequently presented at key events and supports industry initiatives – most notably on topics including industry digitalisation and modernisation.
Other relevant information
Marcus is an advocate for building effective collaborative partnerships to improve the way industry, training provision and Government policy prioritise their combined efforts. Construction’s addressing climate change and environmental and social challenges are not a choice. Positive change will be achieved by tackling priorities on multiple of fronts. In particular improving productivity and quality outputs by: driving cultural, attitudinal and behavioural change; enabling the adoption of digitalised tools and processes as well as modern methods of construction; and creating an environment that is attractive to work in for everyone.