Since its launch in 2022, FairHeat’s Project Delivery Team has grown from one person to a thriving team and is expanding. The Project Delivery team plays a central role in ensuring that every project is delivered safely, on time, within budget and to the highest quality standards.

We sat down with Neil Mason, Head of Delivery, to talk about his journey, the growth of the team and what’s next for project delivery at FairHeat. Watch the full video or read the interview below.

Tell us a bit about your background and what led you to join FairHeat?

“My first exposure to heat networks was in 2014 when I joined E.ON Community Energy as a Senior Project Manager. I worked on energy centre fit-outs, substations, and secondary systems on London-based projects, before moving on to larger district heating schemes in Sheffield, Newcastle, and beyond. Later, at ENGIE Urban Energy, I managed existing district heat networks across London, Leicester, and Birmingham, and also had the opportunity to work on high-profile projects such as the US Embassy and several hospitals in Liverpool.”

“After years in large, established organisations, I was ready for something new, a chance to build a team from scratch, shape the culture, and raise the bar for quality and performance across the heat network sector. FairHeat offered exactly that opportunity.”

What excited you most about building and leading a new Delivery Team at FairHeat?

“Being able to shape something from the ground up was a huge motivator. I wanted to bring together talented individuals and create clear processes and a culture aligned with FairHeat’s values, professionalism, motivation and continuous improvement.”

“The heat network sector is evolving rapidly with new technical standards and regulation, so it was an exciting time to build a team that could really influence best practice. Ultimately, it was about delivering long-term value for clients and helping to drive higher standards across the industry.”

The Delivery Team launched in 2022 and has since grown significantly. How has it evolved over the past few years?

“It started with just me and some of our very capable engineers, focused mainly on London projects. But as FairHeat’s work expanded nationally, it became clear we needed more dedicated project management capacity. We brought in a Senior Project Manager and then launched our Graduate Project Management Scheme, mirroring the success of FairHeat’s Graduate Engineer Programme.”

“As the workload grew, we started building regional capability, adding a northern team to cover projects in Manchester, Sheffield, and the Midlands. We also expanded our structure to include roles such as Commercial Managers, Planners, and more recently, a Health & Safety Advisor. It’s been a steady and organic evolution driven by the needs of our clients and projects.”

For those unfamiliar, what role does the Delivery Team play within FairHeat?

“In simple terms, we manage the delivery of heat network projects, from tender to completion. That includes managing contractors, procurement, health and safety, programme, quality, and risk.”

“We collaborate closely with other department within FairHeat, Design, QA, Commercial, and Pre-Construction to make sure projects are well-planned and technically sound before we’re on site. We also work together with our Finance team for forecasting and revenue tracking.”

“While we often act as Principal Contractor, we also provide standalone project management services for clients who prefer that structure. Regardless of the setup, quality is at the heart of everything we do.”

Are there any standout projects you’re particularly proud of?

“Yes, quite a few. Our Crewe Retrofit Project stands out, it involved a 50-year-old building performing poorly, but we managed to transform it into a high-performing network. It really set the benchmark for what can be achieved in retrofit projects.”

“Another highlight was a 4-to-2 pipe conversion in Vauxhall, our first of its kind, led by one of our Graduate Project Managers, the results were consistent with our expectations.”

“And our Sheffield project, with over 300 dwellings and 9 plant rooms, was delivered under budget, with no accidents or incidents. Seeing that level of performance and client satisfaction is incredibly rewarding.”

How does your team ensure projects are delivered safely, on time, within budget, and to a high standard?

“Planning is absolutely key. You need to define deliverables early, set realistic timelines and clearly outline responsibilities. Risk management is another critical factor, we identify and cost risks upfront and communicate transparently to clients.”

“Strong commercial control and change management are also vital. We work closely with our QSs to make sure works are accurately measured, payments are correct and budgets are protected. It all comes down to structure, accountability and clear communication.”

Heat network projects can be complex, especially when residents are involved. What are some of the challenges your clients face, and how does your team help overcome them?

“Working in occupied buildings can be challenging. Some residents are welcoming, others understandably anxious. It’s crucial to build strong relationships and communicate clearly, breaking down technical aspects into simple terms so everyone understands what’s happening and why.”

“We act as a single point of contact, ensuring accountability and openness throughout. Ultimately, we don’t want to be seen as “just another contractor.” We’re partners, helping clients achieve lasting improvements in performance and resident experience.”

FairHeat is known for its collaborative culture. How does the Delivery Team reflect that?

“Collaboration is at the core of everything we do, not just with clients and contractors, but across FairHeat’s departments. We’ve built an environment where people feel supported and safe to raise challenges early.”

“We encourage openness and accountability, if something’s not right, flag it. Don’t sit on it. That approach keeps projects moving and fosters trust within the team. We’re disciplined about process, but people always come first.”

What’s been your proudest moment as Head of Delivery so far?

“Without a doubt, seeing the team develop. Watching individuals grow in confidence, take ownership, and build their technical capability has been incredibly rewarding. Building something from the ground up and seeing it succeed.”

What advice would you give to someone considering a career in project delivery, particularly at FairHeat?

“Be proactive and curious, ask questions, learn the fundamentals of heat networks and don’t be afraid to challenge assumptions.”

“Technical skills are important but so is communication and teamwork. When I recruit, I look for people who not only have capability but also fit the team’s collaborative and open culture. It’s a fast-paced, rewarding environment with huge potential for growth.”

Finally, what excites you most about the next phase of the Delivery Team’s journey?

“We’ve built a solid foundation and strong culture, and now we’re tackling larger, more complex city-wide and hospital projects. These bring new challenges and bigger impact, exactly where we want to be.”

“We’re also preparing for upcoming heat network regulations and focusing on how we can help clients stay compliant while maintaining performance. It’s an exciting time for the team and for the wider industry.”

Neil’s leadership has shaped FairHeat’s Delivery Team into a key pillar of the business, one that continues to grow, innovate and sets a high standard for quality project delivery across the UK heat network sector.