THE RISE OF THE
FM ANALYST
Matt Tucker, Ph.D.
Executive Summary
Overview
The FM Analyst is not necessarily a formal job title, but a mindset and working profile that reflects the modern data-enabled facility management (FM) professional. The objective of this research was to understand how FM professionals are engaging with data and analytics in practice, how those capabilities are evolving, and what kinds of roles, mindsets and organizational changes are emerging in response.
As facility management advances through the integration of artificial intelligence (AI) and data analytics, data-driven decision-making is becoming crucial for optimizing FM operations, reducing costs and improving sustainability. The recent IFMA report, “Gamechanger: A Facility Manager’s Guide to Building a Relationship with AI,” highlights how AI is revolutionizing key areas such as predictive maintenance, energy optimization and space utilization. [1] However, the report also reveals a critical gap: while AI generates valuable data, many facility managers lack the expertise to effectively interpret and apply these insights.
Growing reliance on AI and data-driven strategies in FM creates a demand for professionals who possess both advanced data analytical skills and deep technical FM knowledge. Currently, FM teams may employ data analysts but finding individuals who can bridge this gap remains a significant challenge. This research explores the emergence and potential of the FM Analyst, a new breed of FM professional, whose role marries data analytics with FM expertise.
Key questions
The research sought to address the challenge of finding individuals with data competence and/or expertise, and FM operational experience.
While some FM teams are employing data analysts, the lack of emphasis on individuals who can integrate these two skill sets may hinder organizations from fully leveraging data and AI to optimize FM operations. As such, the following questions were posed:
- How is data analytics being integrated into FM operations and strategy?
- Do FM teams employ dedicated data analysts, or are data skills integrated into existing FM roles?
- What are the perceptions of data quality and governance in FM operations?
- What should be the baseline data knowledge for FM professionals?
- If data analysts are employed, how do FM professionals currently collaborate with them?
- What skills are required to effectively combine data analytics with FM technical expertise?
- What would a typical job description and recruitment process for an FM Analyst entail?
Data collection
This research is based on a study of 37 interviews across six global regions: North America, South America, Europe, the Middle East, Africa and Asia Pacific (APAC).
Interviewees represented various roles within the FM ecosystem, including client-side leaders, outsourced service providers, consultants, educators and technology experts.
- Facility managers: From different sectors, to provide insights into the current use of data analytics in FM.
- FM consultants: With experience in implementing data-driven strategies in FM.
- Data analysts: Working in FM teams, to share their experiences applying analytics in an FM context.
- Chief technology officers (CTOs) / IT directors: Responsible for integrating data systems in FM operations.
- Academic experts and researchers: With a focus on FM or data analytics.
- Software developers or data platform providers: Who specialize in FM-specific data analytics tools.
- HR and organizational development experts: To provide insights into job design and recruitment for emerging roles.
Interview insights
Interviewees shared grounded, contextual insights on the realities of data use in FM, from cutting-edge analytics teams embedded in large multinational organizations to professionals in resource-constrained environments navigating digital transformation with limited support.
While many themes proved global in nature, regional differences shaped by market maturity, infrastructure, procurement models and workforce capability added important depth and nuance.
Analysis process
A thematic analysis methodology was conducted, with patterns and categories emerging organically from the interviews. The analysis identified eight core themes, each supported by several sub-themes.
Together, they reveal the technical, organizational and cultural dynamics shaping FM’s transition into a more data-informed discipline.
Summary
The next generation of FM leaders
In short, FM is evolving into a discipline wherein operational expertise must be paired with digital fluency. It is contended that FM professionals are increasingly urged to develop and integrate data skills into their capabilities and career narratives, not as a replacement for practical experience, but as an essential complement.
It enables professionals to frame issues more effectively, influence decision-making and demonstrate how their work contributes to broader goals such as sustainability, user experience and risk mitigation.
The FM Analyst mindset
The FM Analyst mindset is not about performing complex statistical analysis. Rather, it is about developing confidence and curiosity to question the data, interpret what it is saying and apply those insights in a real-world FM context.
It enables professionals to frame issues more effectively, influence decision-making and demonstrate how their work contributes to broader goals such as sustainability, user experience and risk mitigation.
Curiosity
Storytelling
Pattern recognition
Data confidence
Problem-solving
Cross-functional thinking
Key Traits of the FM Analyst Mindset
1. Curiosity
Asking why problems occur and how systems connect
2. Storytelling
Communicating insights effectively
3. Pattern recognition
Seeing connections across systems and services
4. Data confidence
Engaging with metrics without fear
5. Problem-solving
Moving from insight to action
6. Cross-functional thinking
Connecting FM to broader organizational goals
6 Key Insights
1
The FM Analyst is a mindset, not a job title
Professionals across all roles are being called upon to interpret data, identify trends and apply insight in their day-to-day work. The FM Analyst is not a specialist role; it is an emerging profile of the modern FM professional. It reflects curiosity, context awareness and the ability to translate information into meaningful action.
2
Capability development is informal, inconsistent and self-driven
Most professionals acquire data skills through exposure, peer learning and hands-on experience rather than structured training. While some organizations are investing in upskilling, many professionals rely on trial and error. There is a clear need for more tailored, FM-specific learning pathways that reflect operational realities.
3
Organizational support shapes what is possible
Where leadership prioritizes data use, builds trust and provides access to tools, analytics capability flourishes. Where FM is undervalued or seen as purely operational, data work is marginalized. Structural support, including time, recognition and collaboration across functions, is essential to realizing the value of FM insight.
4
Data maturity is constrained by infrastructure and governance
Even in tech-rich environments, challenges with data classification, system integration and user adoption remain. In many regions, legacy buildings, inconsistent platforms and low digital literacy continue to limit analytics potential. Successful organizations prioritize data governance, user-friendly design and long-term systems thinking.
5
Regional context influences the shape and pace of transformation
Each global region brings distinct strengths and constraints. While some professionals work with advanced dashboards and embedded analysts, others operate with minimal systems but high levels of adaptability and initiative. Global strategies for FM analytics must account for local realities, including infrastructure, language and cultural norms.
6
FM insight must be translated to be valued
Data alone does not deliver value. FM professionals must connect insights to outcomes that matter, such as cost efficiency, sustainability, risk reduction and user experience. Storytelling, framing and communication are essential skills for demonstrating FM’s relevance and elevating its voice in strategic conversations.
Download the full report for free to get a deeper dive into:
- Why data is the new oil
- How facility management is being transformed by data
- The analysis of the key themes
- Understanding the regional variations
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About International Facility Management Association (IFMA) IFMA supports over 25,000 members in over 140 countries. Since 1980, IFMA has worked to advance the FM profession through education, events, credentialing, research, networking and knowledge-sharing.