From Designs to Developments: Greg Blaquiere's Planning Journey

Join us for a special episode as we sit down with Greg Blaquiere, founder of Eagle Planning and Development. Discover Greg's fascinating journey in the world of planning consultancy, from his beginnings in local government to launching his own planning business. 

We explore the roles and responsibilities of a planning consultant, the dynamics of public vs. private sector planning, and the importance of relationship-building with architects. Greg shares insights from his first year in business, the impact of technology and AI in planning, and offers invaluable advice for aspiring planners and business owners. Don't miss this engaging discussion packed with practical wisdom and industry expertise!

Creators and Guests

Host

Stephen Drew

Hello! I’m Stephen Drew, Founder of the Architecture Social—an online community and resource hub dedicated to helping professionals in Architecture, Design, Development, and Real Estate advance their careers. I’m here to connect you with insights, tools, and opportunities that lead to meaningful growth, whether you’re just starting out or ready to take that next big step.

What is Architecture Social?

Curated content, insights and opportunities designed to elevate careers and strengthen teams in Architecture and Design.

Greg Blaquiere
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[00:00:00]

Introduction and Overview
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Stephen Drew: Hello everyone and welcome to this special. Now in the Build environment, US architects, Architectural assistants, wherever you are in Architecture practice, we're dealing with people on the design team and we're gonna be speaking to other consultants as well. Now, often while you are building a building.

You will send stuff or consult with the planning consultant. Now, I've heard a few people scream,

go, God, what are they doing? But I've also heard a few people say amazing compliments about a very good in particular planning consultant. Now, today, we're gonna unpack what a planning consultant does, but also we're gonna join my guest who has just set up their planning business going from a large.

Corporate background to now building up their

own business as well. So I [00:01:00] have

Meet Greg from Eagle Planning
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Stephen Drew: got here, Greg. Fantastic. Mr. Eagle Planning, how are you, Greg? You okay?

Greg Blaquiere: I am very well. Yeah. Thank you Steven. and uh, yeah, great intro. I'll take that all day.

Stephen Drew: There you go. I should say you're not Mr. Eagle planning. You are Greg from planning, uh,

Eagle Planning, but that's how it goes when you are on the roll. That's how we are now, Greg,

we met out and about.

Greg's Journey into Planning
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Stephen Drew: However, for those who haven't met you yet, do you wanna tell me briefly a little bit about yourself?

Greg Blaquiere: Sure. Yeah. Thanks Steven. Yeah. So Greg Blackie, um, and I am from Eagle Planning and Development, and I started. Eagle planning, um, sort of last year coming up to, yeah, this summer will be a year in business. Um, and yeah, Eagle e Eagle Planning and Development does what it says on the tin. And, and that is the sense of primarily, um, planning consultancy.

And that is my background in planning. Um, started nearly 20 years ago as [00:02:00] a, a planning officer in, in some London boroughs

at cro. And then. Kensington and Chelsea, um, before I then went into private sector work at, um, at planning consultancies at Terence Oor and then RPS,

and then, yeah, last year started my own company, um, to take everything that I've learned and, and offer it as my, yeah, my own business.

And yeah, it is primarily a planning consultancy, but the development arm is what I also wanted to get into. Um, taking. That side of the skillset to, to almost put forward my own developments. And so it's, yeah, it's, it's wearing two hats and being a planning consultant that is now getting into that world, I feel like that offers clients and potential partners, um, yeah, a good string to the bow as they say.

Stephen Drew: Excellent. Well, we're gonna wind

back, but first of all, congrats because passing your first year in

business is the. I think most businesses don't pass five

years. [00:03:00] So you're a fifth of the way there already? I'm not yet. I'm

like three years in and it's been full on. So anyone that does a business, I think first of all, you should be applauded.

Now we will get onto the business stuff, but I wanna wind back because little Birdie told me, well that's you. 'cause you're the little birdie that's told me all the information

beforehand. But you, you didn't go

into planning, you didn't study planning or anything at first, so you fell into it. So what happened, Greg, if we go wind back

Greg Blaquiere: did, yeah.

Early Career in Local Authority
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Greg Blaquiere: So I, when I was at uni, um, I got a degree in television and film production, um, and wanted to work in TV and was trying to do that. And as

you, as we all know, for every business, um, it can sometimes be quite difficult to do, but, you know, I was

temping in between and doing little work experience

roles here and there for different.

Production companies even did a month on crime watch at, uh, at the pt, which was

good. Um, but yeah. And that as sort of you, you're

picking things up and you're beginning to try and get into [00:04:00] the world of work. I was temping at, um, CO and council, um, in various different departments and one department. Um, I ended up in the planning department in their admin team, sort of checking in applications, um, and beginning to.

Get familiar with that world, which was a really, yeah, really good, um, place to end up in. Having never really entered that world before. It began to be something that took an interest in and sort of in between sort of uni holidays and doing at the time seasons in aha. And then in the last season in Aha.

Jobs were coming up. Um, and so the manager before I left said. Maybe you should apply for these junior grade, um, planning officer roles, which was great to, um, be offered that and yeah, applied for that, thankfully. Got it. And at the same time being sponsored to do a Master's. And whilst that wasn't directly linked to film production, it was linked enough that meant I could just go to do the master's rather than redo an undergrad.

So it was [00:05:00] win-win all round. Um, and yeah, the rest is history.

Stephen Drew: Oh, brilliant. Well, fair play. Can you paint me a picture? 'cause I've never been in the planning office. So what was it like going in there and what's the typical maybe on the

junior end before we get to all the stuff you do now, what kind of thing did you do At the start, Way back when?

Greg Blaquiere: Yeah. At the start, and I'm sure it's really different now if we're talking, what was it? Yeah, 2005,

2006 that, um, you walk in and there's a lot of paper in a, in a, in a form of planning department and a lot of maps on these huge sort of cloths that you had to sort of go through and it, it, yeah, it was, um, micro each data that you would put in old planning applications et that so.

Now in the world for currently. Um, and I

imagine it, there's far less paper. Um, but yeah, it was busy phones ringing.

Quite a large planning

department at the time at Croydon. Um, a lot of applications going on, a lot of offices and yeah, me as a, a junior, um, sort of [00:06:00] admin support at the time where you, where you start that in their career.

It is, yeah. Working through those stacks of papers and, and applications that comes through, marking them all up. And ultimately then you hand those over to the offices.

Stephen Drew: Okay. Fair play because I feel like

sometimes the planning department gets a lot of stick, you know? Yeah. So you were the butt of all the jokes back then. Was it?

Greg Blaquiere: Oh, and you, you, you're the, you're the,

you're the one who answers the phone and has to deal with quite

often someone who's not very happy for whatever reason. So whether it is, you know, that initial sort of neighbor wanting to know how they can object or an applicant wondering where their application is before you sort of are the gateway to the office.

So it's used to sort of deal with that. Um, but I think it's a great grounding, um, working sort of call it on the front line to a point and.

Everyone providing they're happy with sort of

what they've done, um, will always say that's a great route to do. But I

do think working in a local authority, if you're a planner, you do get [00:07:00] exposed to quite a lot early on in your career that perhaps on the flip side, sometimes when you are in a consultancy, when you're junior, you get shielded from things sometimes.

'cause either you know the way the projects work, you're not. Necessarily out there in effect and going on site and making a recommendation. Even if you're starting just looking at, you know, call it a residential extension and a conservatory, you are still the one making that judgment. Whether it is acceptable, InDesign and acceptable in terms of its impact and making that, you know, when you're in your early twenties, I think.

You then scale up as you go. Um, but it's you doing it. It's you have to stand by your recommendations and make that judgment, which you then apply throughout the rest of your career.

Stephen Drew: Fair enough. Wow.

Transition to Private Sector
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Stephen Drew: And so you did that for many years in the local authority, like you said, and then you went to the private sector. What was it like

switching from public to private in planning? Were they just totally different worlds? Was there some similarities?

Greg Blaquiere: They are, they are, [00:08:00] um, different. But as a

planner, whether you're a case officer or a planning consultant, I would say in theory, your goal is the same of trying to get something from a, to be in its best shape, um, get that planning permission and get whatever it is. Ideally to be built. Um, there are

clear differences of, of who is applying the pressure.

When you're in a, um, local authority, the pressures will, yeah. It can be from the public, it can be

applicants, it can be, you know, management, it can be counselors. It can, yeah. It, it, and then the pressure is on you to, to deliver through your caseload that can at times be quite hefty. Um. Pressure, uh, sort of a consultant stage is all sort, all sort of leading up to that submission part and it getting that application in.

So it's almost like the relay that you hand the baton over to from the consultant to the officer. As I say, ideally with the same goal. Um. [00:09:00] But yeah, it's, I think both are, are good. Both have been a good way to doing what I'm doing now, um, for, for, you know, start starting up Eagle. Um, and yeah, as I said, yeah, it's, it's all a good sort of career path.

Stephen Drew: Yeah, no, it seems really, really cool. I think a lot of the listeners, maybe it's 'cause of my bias at the start, 'cause I come from an

Architectural background, an Architectural Assistant. But you've probably

worked Greg with a lot of architects

over the years. I was wondering 'cause.

Now we've got the flip side, so we've got some

architects listening. Right. Um, what in your opinion, makes a really

productive relationship between an Architect

and for someone like yourself who's on doing the more planning role? Have you seen, have you seen some successes of where you've worked together at the start? And maybe have you

seen some

things which, you know, where maybe things are deteriorated and learn lessons along the way and

how to do it right with an Architect?

Greg Blaquiere: Yeah, I think I'd say [00:10:00] most if I can't think of any bad, which is

Stephen Drew: Yeah. Yeah.

Greg Blaquiere: but I think, and as with any sort of team, it's about, um, making sure people know

their roles, respect those roles, um, and as, and when thing, you know, things do come up. Particularly as a planner, I would never say that I am.

The designer, and it can always be not seen if you're giving sort of advice on someone's plans that it's taken as, you know, a criticism we're all the advice is given on what's it gonna take to get planning permission with a view ultimately now. So what's it gonna, and understanding that of

what's it also gonna take?

Planning permission. But is it good? Is it buildable? Is it. It's understanding all that as a planner, um, that's quite key. And if you're working with an Architect who also understands, you know, why you might be giving advice, um, interpreting that feedback sometimes from councils in a way that it's shaping things through from [00:11:00] policy to how we're gonna get there.

It's, yeah, it's, it's, that's the way I sort of see my role of speaking to architects. It's never to a point of, you know. Criticism, but it's how we can shape something from here positively to get the result that we they want. And yeah, I think it's, yeah, it's, it's, it's, it's always been quite good, but then, yeah, maybe you blank out the bad ones.

Stephen Drew: Yeah, absolutely. No, of course. And is there any like little advice

perhaps for the Architect to get the most out of the planning consultant? Do you ever

Greg Blaquiere: I think it's, I think sharing ideas as early as possible, um, I think what. I've sort of come into, in my new business is quite, um, it's not always, I'm not always bought into projects at the earliest. Sometimes I'm now sort of coming in. post-planning sometimes when there's been a problem. Um, and that's sort of the different sort of spheres

now and, and clients and, projects that I can get involved in is, is I [00:12:00] think, way broader than when I've been in previous consultancies that usually you are part of a team from the outset.

Um, so sometimes now I'm sort of looking with through a retrospective lens saying, well, if you've done X, Y, and Z, we might not be in this position now, but as we are, this is what we can do. I think it's always well worth, even if it's not a full instruction of, you know, a, a full, if you are sort of a staggered appointment later for, for whatever reason, I think it's always well worth.

Engaging early, even if you've got a few sketches, even if you know, if you are the architects and the client has come to you and said, I want this on the site, and you go away and start drawing things up. I think it's well worth getting a planner involved even as a sense check from that stage. Is there something that they're missing or something they've not thought about sometimes?

Um, about doing something in terms of whether it's land use, whether it's building height, whatever it could be earlier, the better. 'cause it can save. Time and [00:13:00] cost and problems arising later to get that sort of early feedback.

Stephen Drew: Yeah. Fair play. Hey, I am. Yeah. I think that transcends a lot

of roles as well, but clearly from what you've seen, it's also key here, but fair play, so, and the local authority

and private, you probably working on these big sectors now. When we met a year ago,

you were on the cusp, was doing something quite

Starting Eagle Planning
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Stephen Drew: big in your world, Craig, which is setting up your business now.

Right? So. First of all, congrats. I know we talked about it earlier, but well

done. It's brilliant. How's that been going from a more, perhaps a larger company now to building up a

business on your own from the start?

Greg Blaquiere: Yeah, it's been, I'd say, pleasantly, surprisingly good if I can. And uh, what I think is the biggest sort of mindset change is going from, yeah, working in larger practices and with set clients, but also just [00:14:00] the regularity. I've always had a job, so I've always known, thankfully, that I'm gonna be paid on next date.

Stephen Drew: Yeah.

Greg Blaquiere: And live my life that way, that,

you know, you can do that And I think it's an, it's that mindset shift of,

I don't necessarily know what I'm gonna be doing in two to three months time, but then speaking to sort of a lot of, um. New business owners or, you know, self-employed people, it's, it's just get used to that because the, the peaks and troughs are what they are.

Um, whilst we would all love a pipeline, um, I do sort of find it quite exciting and therefore the,

the needs to continually, you know, grow and put yourself out there and talk to people, um, whilst you did all that. It's a different, it's a slightly different, um, sphere, I would say of, of where I go now to speak to people and hopefully find business.

And so far.

Stephen Drew: Yeah,

it's one of those things, isn't it? [00:15:00] So perhaps this, the. In the immediate thing, um, the scale of the projects has been different than Greg. Has it been in one way, like at the start of when we were talking, you mentioned about the smaller projects. Now with Eagle, it seems like you do a variety of

different, uh, scale sizes, sectors

and stuff. What, what kind of projects have you

been up to at the moment then?

Diverse Projects and Challenges
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Greg Blaquiere: Yeah, I think that's where, you know, you can look at your career path and yeah, when you start, I started out as a junior case officer dealing with. The basic applications, then you steadily go through working on sort of large scale urban regeneration

projects and new sort of settlement extensions

and up, you know, thousands of homes we're talking about. Um, where I'm at now, it's, it's

actually been quite mixed, which is great. So.

A few weeks ago, I'm,

I'm representing a client dealing with a strategic scale site at some local plan hearings of, you know, 1500 homes. But then, [00:16:00] 'cause I'm doing that all in the day at night, then I'm picking up the rest of my clients and I'm then dealing with, yeah.

Single house lots or even, you know, very sort of change of use to HMO and things like that. That it's, I kind of, I'm finding it good to, to go back and deal with everything again. So I've. Case that someone's had some enforcement issues with a marque listed building at a pub, and it's like, okay, right.

Let's go back to it. Well, so on one hand it's dealing with strategic scale stuff, and then on the other it's, it's all the minor. So it's, it do, I am now covering way more than I had done in, in sort of call it the last five, six years, but I find that. Good and exciting because I can do it all and I have done it all.

So I think when I was starting this business, a lot of contacts were saying, well, what are you gonna, you know, specialize in? And it's, well, other than planning, that's my specialism. I will, yeah, I can. And, and, and we'll do it all. And even the smaller projects [00:17:00] are, are satisfying because you're still getting that goal for, and achieving that aim for, for a client who needs your help.

Um, and, and yeah, if I can help them get to that point and get them there as quickly as possible, um, yeah, that's, that's.

Stephen Drew: Tell the goal, and it makes sense to me as well, because why pitch in how yourself

in one sector, I sometimes find that. A bit irritating when people say that, they go, oh, you should be a the specialist in one thing. Well, that's all well and good, but if that, if there was a particular sector which was dropping off, then I don't think that's very intelligent, you know?

So maybe working on private residential as well as you mentioned pubs or commercial properties, that I think that's probably a sensible thing to do, isn't it? I mean. Just while we're on that subject, I mean, what kind of range of,

stuff have you been involved on? Is there anything weird and wonderful or do you tend to do everything from the pubs to the homes or,

Greg Blaquiere: Weird and wonderful. I think in, in,

terms of, yeah, I think [00:18:00] broadly it has been residential as I

think probably a lot, unless you are a planning specialist

a lot, you know, you do cover. Um, but yeah, I think

I can't, nothing jumps out as weird or wonderful if, I'll probably remember as

soon as we finish this.

But, um, I think sort of, yeah, trying and not trying to pigeonhole myself, that's where the development. Of what I'm

trying to do for my own projects

and with partners in terms of, um, yeah, the getting sites ourselves. And in that sense, at this stage, that's very much aimed about the planning gain side of things.

'cause that's what I know and that's what I'm comfortable. So it's finding sites, getting planning, and in theory selling them. Um, but me being. Me now an independent and fully flexible and spoken to a lot of people this year and met a lot of people who all sort of approach things slightly differently and I'm now able to sort of fit into whatever sort of project role that [00:19:00] is.

So yeah, it's, it's, it's, it's exciting of what the future might hold

Stephen Drew: Yeah. No, it's cool. Can I ask one or two stupid questions for like planning, like myths in my head, right? You can, you can debunk them. One, is it, I've always thought that a

refurbishment, it's gonna be more difficult than a new build. Is that a myth?

Greg Blaquiere: Um, from a planning side

of things, um,

not really. I would say planning, you know, it, it, it's all site specific. Um, and if you're doing a change of use, it's ultimately yeah, going

to be bound in some respects by. You can and do under the use classes order and are there any restrictive policies

that mean you can't do what you want? Um, and how we might get round or satisfy a, a restrictive

policy. Um, and, but that can be the same in, in a new

build as well. I think from a planning perspective, what

sometimes become and

known problems, it's almost. [00:20:00] Irrelevant what the starting point is.

Stephen Drew: Yeah. Yeah.

Greg Blaquiere: can be a challenge At, at, regardless of what it's,

Stephen Drew: Maybe we'll ask the poor Architect how they feel about it. They might feel different, but I could.

Greg Blaquiere: I think, yeah, from a, from a point of actually construction. And if you are dealing with,

um, you know, a conversion and refu of a particularly challenging building, and it's sometimes then more cost effective or, or better for the scheme if there is a demolition and rebuild. But from a planning point. Whatever is needed will be. Then sort of the advice that I would try and give.

Stephen Drew: Yeah. Fair enough.

The Role of Technology in Planning
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Stephen Drew: Um, I have a question I had in my head 'cause so even this morning, so before we were doing the podcast, oh my gosh, Greg, whatever you take away from this, not that you're taking my, I'm probably learning more about planning by asking these silly questions than you, but like in a small number business, I use ai.

All the time. Right This morning I was plugging in a little script in the background, which

is gonna take my calendars to do this, this, that. I think it's a [00:21:00] really good time to

save them. Now, when we were talking earlier about, this is way back when, 20 years ago, when you were

kind of coming into the old, you know, the room with the dusty

drawings and the cloth, like, to me it sounds like AI could be.

Involved a lot in the planning space, especially potentially to remove all the data entry or all the

mundane parts of stuff. Do you see an opportunity there with all the technology that's happening,

Greg, at the moment?

Greg Blaquiere: Yeah, I think the opportunity is there. Um, yeah, hugely. And I think if planning's always seen as one of the blockers to. Development and growth. 'cause things take so long and there's no certainty and all the criticisms that, that we hear. Um, and I think yeah, anything that can

genuinely help and improve a service should be, should be looked at.

And there is a drive from the government to

sort of yeah, [00:22:00] improve sort of digital planning. And there's all sorts of, um. Components to sort of a lot of sort of planning reform that that is, is being discussed and, and implemented at the moment. And part of that are, are aspects to try and use AI and, and the technology that is there.

So there's some, you know, an example being that they want to speed up sort of validation processes of planning applications and you know, you can submit an application and it can take. Anywhere between a week to a month to sometimes beyond of even getting it rubber stamped. So you get very excited and tell the client that you've submitted an application.

And then nothing for about a month sometimes. 'cause it's going through what has to be quite sometimes a detailed process that all the documents have to be, um, correct. That were expected and are, you know, are things within those, um, yeah, sufficiently. Detailed or, or to make the application valid. Now, if you could [00:23:00] speed up that process, um, then great.

But I guess, yeah, there's always gonna be risks with any, any new technology. Um, but there's certainly things that, that should or could be done. So I dunno if you could have a permitted development application that is to some extent a box ticking exercise, so you know, is the extension. X meters in depth.

Is it X meters in height? I'm sure there will be ways that those applications can be chucked into a computer and. Five seconds later will tell you if it's permitted development or not, and your certificate could be granted. Now, I, I, I would only say those ones where you don't take, there's no sort of judgment to be had.

There's no balance, there's no nuance to the decision making. So that would be different from an actual application planning application that requires that review. So yes, it's, you know, whatever it is that you are looking at, but it's something acceptable in, in planning terms. [00:24:00] But I think those that are yeah, are simple. Um, does it, is it black and white? Does it meet the criteria? Then I think there's certainly some applications that could be taken out of a case officer's caseload and people could crack on. Um, with the more sort of, um, challenging and time consuming ones or ones where there are judgments to.

Stephen Drew: Yeah, I think so. Or even if it's just getting rid of the mundane, right? And then it brings it up to you, Greg, to make a decision. I mean, that will probably the best bit because there's

probably loads of red tape and we're not really a political podcast at all, but there's a lot of pressure in the government right now to build stuff,

isn't there?

Greg Blaquiere: There is, there is. Um, so it's just making sure that we don't become, um, I think, yeah, I think those that don't require, call it a judgment, um, should and could be taken sort of out of a, a system where they sit in someone's off in, in tray for eight weeks

before they make a decision. I think [00:25:00] things that. Do require some judgment.

Um,

we shouldn't necessarily fully rely on, on AI for that. Um, but there are certainly

some time if, you know, if you, if you are a planning officer and you are going through objections, that might all say the same thing. I'm sure there is a, a review that you could do and look for keywords, but where that is the case, you would still need to probably go back and review that.

I think that's where I am at with sort of.

Balancing AI and Due Diligence
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Greg Blaquiere: Relying on AI for anything is, I sort of use it a bit and I'm sure there's people who use it way more than I do and, and less than I do. But the way I sort of pitch it with myself is put whatever I am doing into it that I need it, um, but almost I don't rely on it and then go and do my own due diligence because I'm, if I'm giving advice to a client, I need to know that.

If

Stephen Drew: Yeah.

Greg Blaquiere: that is correct. So whatever it is, whether it's a bit of planning history, whether it's a flood zone designation, whether it's listed, building, [00:26:00] whatever it could be, and yeah, fair enough. It will. Provide that information, but I will still then go and do

Stephen Drew: I have

Greg Blaquiere: own because, because I don't, I, yeah, maybe that's my, I don't know.

I wouldn't call myself a dinosaur with it, with it all or anything like that, but I'm a little bit untrustworthy of it because.

AI's Limitations and Risks
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Greg Blaquiere: There, there are things that you know, that you hear of the stories of, not necessarily in planning or, but you, you know, it can, the

hallucinations that, that may arise and giving you fake case law or giving you something but then not tell you that and go, yeah, yeah, it's fine.

Don't worry.

It's like, okay, well I don't. I don't rely on it yet. I rely on it for a little bit of Yeah. Um, shortcuts to a degree, a signpost perhaps, but then I will still Yeah. Go and do my own due diligence on whatever. It's that.

Stephen Drew: Yeah. there's a lot of, I haven't used a lot of ai. Now there's different levels, and I think you get what you pay for. [00:27:00] Right and the the different levels there. I think especially when people are on like chat GT free and they whack it in you're gonna get the minimum amount of processing from them.

Therefore it's way more likely to hallucinate, it's way more

likely to sound convincing. So you are completely right. I would never. Get it to make a judgment, however, to

double check like a piece of text or something could be where the opportunity is. Or if you, if like you said, if it was something really, really, really basic, I don't know, like a, I don't know, like my mom's getting a little patty

extension or something so simple, then maybe it'd be all right.

But then the moment it gets to anything complicated, it would be risky.

Greg Blaquiere: Yeah, but I think also in my role in the sense of having to make sure I think everything's right and I understand it myself, even if it was something, call it in theory, as simple as filling in a planning application form, the detail that you have to put on that.

Quite well. [00:28:00] It is very important, so you need to make sure that's right.

So

yeah, I don't think I'd use it for that yet. Even if I had a, an, a little AI

agent that sits virtually next to me to go and do that, because in theory it could be time saving, but I think the risk of

something not being right or you need to double check something yourself, you'd need to know anyway. So, yeah.

Stephen Drew: so the role of the planner is not going away like people.

Greg Blaquiere: not I, I, I, but I would bet that

it can give,

you know, good advice and can do, call it the, the, the basic elements. Um, and there, you know, there could be a world of, um. We're, we're, well, like with any job, it's a case of is it gonna remove the need for that job? I think for where we're at now, it's a case of can it make that person doing that job better, quicker, more

efficient, and providing the people, [00:29:00] us using it are aware of that

and, and, take it as, as what it is at the moment.

Um, we can do it to become. And, and more efficient for things, but.

Stephen Drew: Yeah.

AI in Business Operations
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Stephen Drew: I, have to bite. I have to bite my tongue 'cause I have quite radical views on it. Where I, I, as a business owner, I would like to lean into it, and then you hire two or three key people

and then you have. You have all the ai, but that's very controversial and down the pub, Greg, I've been told off by certain people that you know.

Greg Blaquiere: I, think it is here, isn't it? And only gonna get more advanced. Um, so I think to

a, to a degree we should be incorporating it. Um, but yeah, not, not for the sake of, I think judgment and balance

Stephen Drew: yeah. I.

Greg Blaquiere: and, uh, yeah. putting our own

personality on things as well, because you could get two planning consultants

that could say.

two [00:30:00] different things and that neither would be

necessarily wrong in how to, you know, set a strategy. Um, so I think that there should

and will be a case

Stephen Drew: Yeah.

Greg Blaquiere: of, yeah, individuality about doing things.

Stephen Drew: Fair enough. It's, it's, the last thing I'll say on it is that over the last few months, so I

do this podcast, I always ask this question, but it's kind of a tagal along question. However, I think we've got that point now where AI is not really a tagal along question. Is it? It's basically gonna be changing how we both work for the next four or five years in our

does. I guess that's what the erratic, that's what I'm

realizing. It's, it's, it's that intrinsic now, isn't it?

Greg Blaquiere: Absolutely. And I think if as a new business owner, there is a lot of

things to think about outside of, call it the day job of, of

planning consultancy that I have actually found it quite interesting sort of

the administrative side, um, for now. But the longer it goes on and the longer

I've run things that are just, and [00:31:00] a lot of it to be fair at the moment, is sort of

automated.

I'm, I'm sure you know in terms of just general. Accounting software and things like that, but you, you are still

inputting things and I think if it took that side away,

um, where it can then free up as a self-employed business owner that I'm not going to employ someone to do that because just the way I can work at the moment.

Um, yeah. That it, things like that certainly shouldn't and could be, um, incorporated to what I do.

Stephen Drew: Absolutely.

Exploring Eagle Planning
---

Stephen Drew: We're gonna talk all about eagle planning in one second, but on that note, before you go into it, a few crazy ideas for you in the audience. I'll tell you what I use AI in the business for. Another good one is you make a room or, or like, um, you can do a GPT, I guess. And if you put your, um, management accounts, your profit and loss and all that stuff, and keep it up to date, it's very good.

As the business owner of giving you honest feedback with yourself. Sometimes it's a bit like looking into the void 'cause it's like, hey, you [00:32:00] know hmm, your, your spends crept up. But it's a really nice sound point. It's like, it's like a conversation with an accountant. Um. Without the accountant and then I find it.

Yeah. And I find it also quite good for, again, this is the kind of femia you need a HR consultant, but it's quite nice to sometimes get, you know, you put, you, you query your employment contract, you never draft stuff. But this is the kind of thing that I use it for in the business owner. Or even like say now you put an ad for yourself, so say, now Greg, at some point you're gonna hire in the system or whatever.

Really good to start getting things and bouncing those ideas on. But um.

Yeah, I find the art form is setting up what's called less running

the the prompts, which can be effective, but setting up dedicated GPTs for it, like you are the Eagle Plannings accountant, or we're having a conversation with the business owner.

Here's the profit in the last years of every month in the la [00:33:00] what, what trajectories, what could you do? And that kind of stuff's really cool. So just throwing it in there for anyone that's listening who might find that useful, but

that's what I found really useful at the moment, you know?

Greg Blaquiere: I think, I think it's just trying to try and, yeah, try to use it for anything. See if it

gives you back of what you want in that sense that I think the capabilities and that's it, I'm using it at a

really basic level. Um, there are

things out there that will really Yeah. Blow your mind and if you were able to, to,

use it for whatever business you are in, um, I'm sure is pretty incredible

and will only get. Um, but I think, yeah, and I

think just where there are

yeah. Things to make you efficient and better. investigate.

Stephen Drew: I think we

should investigate and I want to investigate. So let's investigate Eagle

planning while we're winding down now. So here it is. As [00:34:00] long as I can bring it on the screen.

That helps, isn't it? Oh my goodness. Gracious me. Here it is. So here's Eagle. The eagle has landed, Greg. Right?

Tell it. Give me a little, I'll have a little browse around, but we got some other projects that you've done here.

Right? And I'm gonna bring up the website. Link now for everyone in the audience, which is www.eagleplanning.co uk. So this is a mix of all the

stuff that you've worked on over the years, Greg, is

Greg Blaquiere: Over the years. Yeah. And that's where, you know, just the things you think about when you're

starting a business, like a, putting a website up and put, making it clear of what you have done. And, and it, yeah, it, it's clearly starting a new business, you're not gonna have a load of projects

Stephen Drew: Well, you did them all.

Greg Blaquiere: Indeed.

Yeah. So it. was like

Stephen Drew: too shy about

Greg Blaquiere: the Absolutely no, no. And it was, but it's those sort of things that you don't even think

about before you Make the leap and, and do things like that. So yeah, it's thankfully all the previous clients had fully cleared image

rights and, [00:35:00] um, and for me to use them, which is is

yeah, I'm fully appreciative of because I have worked on them and I have sort of led each of these, um, projects to successful conclusions when it comes to, to planning.

And yeah, just show sort of the range of, of experience. And that goes

back to what. I sort of said at the start is you don't, I don't necessarily wanna pigeonhole myself now that, um, I am sort of of call, you know, a sole employee at Eagle Planning. Um, why shouldn't I sort of still pitch myself that I can work on large scale urban regeneration sites because I can and, and do so, um, why, whilst I appreciate sort of, you know, larger sort of.

Developer clients may like to still go with, you know, respectively, larger consultancies. There's no harm in having those conversations and seeing what people can do. Um, and yeah, and [00:36:00] then the flip side, it, it then sort of shows everything else that, that I've done in terms of sort of, sort of smaller heritage, little sort of back land sites education.

And then the final one on the, uh, on the bottom right is, is, yeah, it's my own project that, um. Picked up a site with, with a business partner, in this case for, for our, the, the development sites. And that's been a journey itself. So taking what I've known through my own sort of planning consultancy career into to try and deliver my own.

So yeah, it's all good.

Stephen Drew: Excellent. We got the testimonials and everything so

Greg Blaquiere: Gotta have testimonials.

Stephen Drew: there

Greg Blaquiere: did genuinely say these, these are not made up by chat

Stephen Drew: They're all, they're all real names. They're real people. And we can find them on,

Greg Blaquiere: Ring them up. Ring them up.

Stephen Drew: Yeah. Yeah. No, that's great. And I, I

think that anyone setting up a business should be uploaded 'cause it, and it's, it's hard, it's hard at the start, you know.

I did, um, I did a year on my, um, my own Greg before [00:37:00] I decided to, uh, whoop. I've gone a bit too far in, but there we go. That's okay. No problem. Uh, before, before setting

up, and it was one of the best times, but it is the hardest bit, isn't it? So having done that year now, do you have any like, experience, um,

Starting and Running a Business
---

Stephen Drew: wisdom that you would impart for someone who's thinking of doing it as well?

Greg Blaquiere: My advice would be, if you are thinking about it and are confident in

doing it is to do it because, um, you can often sit. And think and not do. You can perhaps, whilst you do need to think about it and make sure you're financially comfortable, um, certainly for the first few months, um, to get up and running, do, do that. but you know, whereas some people say, oh, it's

when people do say, oh, it's brave

stepping out on your own and doing things like that. I don't think I necessarily gave,

I mean, as do think about things, let's just say that, but I didn't think it's. Overly brave, and I think lots of people do it, and lots of people can be [00:38:00] successful in whatever industry.

And I think if you have the drive within you to do it and you are thinking about it, that's where I'd say go for it, because, um. You know, the worst can happen is at least you've tried, um, and you've given it a go. And if it is for you, then, then you've, you've made the right decision. So I think, yeah, it, it's just get out there, speak to people.

Speak to people in other industries as well, um, who start it. 'cause you pick things up. Don't just surround yourselves with even. Call it in the development industry. I spoke to a lot of people, um, friends who, you know, run sort of different businesses and yeah, people always say, did say you won't look back once you've done it.

Um, and as of today I'm happy and I'm not looking back. But yeah, that's the thing is who knows what's around the corner, but so far, so good.

Stephen Drew: no, absolutely. Well, I mean, you can see that you're busy and I think even going up to the. When Year Mark is, is successful in [00:39:00] the staff and, and, well, I know you're gonna continue, but I say to

people, you know, you can even do it and go back. You learn so much skills from

doing that. And I think especially as you said, you've gone from the public sector to the

private and, and now

you know, you run your own business.

You see that range, Greg, isn't it, of different things

and I think it really is a scale

of that. Uh, once you worked on your, once you've worked on your own, like you said, you wake up and it's like, okay, if I take a day off, nothing gets

done. I think once you, once you work through that and get the balance and

all that stuff, I think it's personally rewarding.

I.

Greg Blaquiere: Yeah, it isn't, it's accepting that, isn't it? It's, yeah. If you, if you don't do something, it's on you to then, um. To do something in effect that you have to go to that networking meeting because if you don't go, you're not gonna get the opportunity. So you need to just put yourself out there, speak to a lot of people.

[00:40:00] Um. Really get people to know you because in the business it is as much, obviously professional skill, but it's also personalities. Um, and everyone would like to work with people they get on with. Um, and like, and yeah, it is doing that, following up on things. If you've met someone, don't leave it. You know, you've got, you've got nothing to lose by picking up the phone or sending that email or, yeah.

It's, it's just keeping in touch with people.

Stephen Drew: Yeah. Fair play. Good, good bit of advice. Normally at the end, Greg, when we wind it down, I say to the, to the, to the, to the guest

if they want to ask me a question or anything. We've met once or twice. Is there any burning questions that you'd like to ask me while we're here?

Greg Blaquiere: I think if you are, yeah, you are. I guess you are further ahead in the journey

of, of setting up. What have you learned from that first year? Because there's a lot that. Happens in the first year and you need to get, you know yourself sort of set up for the future. What sort of [00:41:00] advice for years two and three and beyond, would you

give.

Stephen Drew: yeah. Fair play. And I think for me. Juggling things around the first year is hard, so sometimes I do a bit of marketing and then that almost be cost of the job that I'm currently working on, but the job I'm currently working on, I know it's coming toward the end, so I need to market. So getting through that juggle.

For me personally, I, I've spoken to a few people and I think the big choice for you, Greg, down the line is coming is, do I have this, um, amazing business, which is your job? As in you are running in and you enjoy that and you're still doing the planning, which we know you can do. Look at all the amazing projects you've done.

I mean, if someone picks up and uses you, I think, well, you're basically getting someone extremely credible. Amazing. So do you keep doing that and then you keep working on the projects and it's a lifestyle business for you? Still a lot hard work 'cause you've got all that stuff going on. Or do you at some point then think, I'm gonna bring people [00:42:00] in.

Which has its own set of challenges to grow the business. Now, when it's just yourself, there will be, uh, at some point a capacity of projects that you can work on. It's just natural, isn't it? Like there's only two or three or four that you can spin, that you can give the attention to. Um, but maybe that's enough.

And so the. That's the big decision and I don't think it's as clear cut as like, I have to build this to be the next savis or whatever. You know, everyone's different. So for me, I didn't want to do the, that part of recruitment anymore where you maybe doing some things, which are the

same that I've been doing for 12 years.

So I was like, for me, I have to grow the

business. That's just me. But there are moments where. My day's completely full of other tasks. So I'm doing

HR or I'm building up the ecosystem. I'm trying to get new clients

in. So the, I'm still busy,

but it's

a different [00:43:00] kind of busy and I don't think that's for everyone.

So what I'm trying to say is

there's different types of businesses and, and none of them are wrong,

you know? But I think the next step is working out what one suits you and there's no rush, you know?

Greg Blaquiere: Yeah, I think

that's, that's true. Yeah. 'cause a lot of people, um, you know,

within, call it, within about two weeks of setting up, I get recruiters phone and say, are you looking for anyone? And I'm like, I'm not, I'm not saying no, never, because I don't know,

And I think it's, it's year one I've liked it. Um, it's gone.

Stephen Drew: Yeah.

Greg Blaquiere: so yeah, as, and when things evolve, I'll, I'll see the, the joy of doing what I'm doing is I can be open to things. Um, and whether that's the growth on the planning consultancy side, or growth on the development side. We shall see. Which is exciting. And I think that's going back to the part where, you know, [00:44:00] it's, if you coming from a world that you've always been salaried and you kind of know what's going on for the next six months to a year, to 10 years, who knows?

Um, but now it's, I don't know what the future holds, but I like that now I've kind of got, got, um, used to that and excited by it and being open to conversations and, and being, yeah. Being able to be, do whatever may come my way.

Stephen Drew: Yeah, no, and, and good for you. And like, um, some crazy fact, I know in the, um, the construction build environment, I mean, a lot of. People, I think especially in London, you're used to big companies, but you know, if we're going to broader UK, there's so many smaller Architectural practices, which build up a huge part of the economy.

Huge. You know, and I'm technically an SME, I've got four members of staff now, and that's, you know, has been a challenge as well. But it's all these

companies which build up the UK and it's super, super important. Like someone [00:45:00] can get get, access to all of your skillset. Now, when you are on this part of the journey, I'm sure they can have

access to you in the future, but right now, this is where you are and what you're

doing.

And maybe that's a nice way

to end this podcast on at the moment.

Final Thoughts and Contact Information
---

Stephen Drew: So you've done the amazing first year, you've gone out, you've built up eagle planning. Amazing. Now people can get in contact with you even if it's to have a

tramp. To work with you all this other stuff, Greg, how can they get in

contact with you if they want to?

Greg Blaquiere: Um, they can get me, yeah, on eagle planning.co.uk or LinkedIn. Um, on the website there's just a WhatsApp link if that's easier just to say hello and I've got this site. Or can we just have a chat about things? 'cause. All the, all the new projects that I work on, just start with that.

Let's have a look at the site because I'll be honest with you if I think it's a goer or not, and then if it is, let's

take it forward together.

But if, if it's not, and I think there's

a huge [00:46:00] risk of doing something, I will, I'll say that. I think it's, um, yeah, that. so yeah, reach out if, if you are looking at any, any planning opportunity.

Stephen Drew: Yeah,

you're, you are open. Well open and honest. And why wouldn't

you be honest? 'cause it'd be a waste of your time as well, isn't it?

Greg Blaquiere: Well, it's, it's funny that you think I've, it's some of the projects that I've picked up that sort of alluded to earlier that people would ended up in problems that hadn't engaged. Certainly with me at that stage, it's, I've certainly noticed now in my new environment and sometimes people I've met who either didn't know they needed a planning consultant or they'd had bad advice before, and it's like, well, who's offering? Yeah. Poor advice that

ends up costing a client delays and money is yeah,

Is, is not so good. But yeah, I would try to say I would, well I won't ever do that. Um, I'll be honest from the start and say how we're gonna get it from A to B. So, um, yeah. Anyone who does need a [00:47:00] plan consultancy, feel free to give us a call.

Stephen Drew: And they should. Well, thank you so much Greg for being here. I appreciate you taking

the time out to be here with me and the audience. I personally appreciate it and I'm sure that many people will as well do get in contact with Greg. Um, check out as well. One last time it's www dot. Eagle planning.co.

Okay. We have to support as well, uh, people setting up the business. So I want you all to go to the website, even if it helps the Google algorithm. It is all, it all adds up. As you know, Greg, that's one thing we gotta do as well. You gotta build the website, you gotta do the work. It never ends for us, but we wouldn't have it any other way, right?

Greg Blaquiere: Absolutely not. So, yeah, no, thank you for having me.

Stephen Drew: No, no problem. Well, on that note, I'm gonna end the non livestream livestream in a second. Thank you so much to you in the audience. Was this interesting? Did you learn anything about being a planning consultant? And if you want to pastor me or Greg about anything, [00:48:00] just let us know and get in contact.

Thank you so much. I'm gonna end the livestream now. Have a lovely day wherever you are. Enjoy the weather and speak soon. Take care everyone. Bye-bye.