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Grant Sommerfeld
Canada | Top Global FM Influencer
Grant Sommerfeld (1)

Grant Sommerfeld

Founder and Principal
Executive FM Consulting Ltd.

BIO

Combining executive facility management experience with a systems-level approach, GRANT SOMMERFELD helps organizations rethink how FM is positioned, governed and supported. As founder of Executive FM Consulting and President of IFMA’s FM Consultants Council, he works with organizations to strengthen FM governance, operating models, decision rights, workflows and accountability. His focus is on creating the conditions facility teams need to contribute strategically, rather than simply respond to decisions after they have been made.

Grant brings 17 years of experience as a chief facilities officer across post-secondary education, health care and municipal government, including nine years as a university Associate Vice-President. Throughout his career, he has seen a recurring challenge: FM teams are often held accountable for outcomes shaped by decisions outside their control. Today, his consulting, research and writing focus on helping organizations address those underlying structural issues and better recognize FM as an organizational capability that protects performance, manages risk and supports long-term success.

Grant is the author of Just Because You’re Necessary Doesn’t Mean You’re Important and holds an MBA, along with credentials as a Certified Management Consultant, Certified Facility Manager, Certified Educational Facilities Professional and Chartered Facilities Management Surveyor. He is also a Fellow of the Royal Institution of Chartered Surveyors. Across his consulting and IFMA leadership, Grant is working to elevate FM’s role within organizations and give facility leaders a stronger voice in the decisions that shape their work.

 

MEDIA LINKS

Explore media highlights and mentions featuring Grant Sommerfeld

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PUBLICATIONS

In his 2026 book, Grant Sommerfeld examines how post-secondary institutions position facilities management, the consequences of treating FM as a necessary function rather than a strategic one, and how organizations can correct the system.

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Grant examines why FM performance must be understood as the product of an interconnected institutional system.

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Explores how FM leaders can translate facility risks and investment needs into the institutional and financial language needed to influence decision-makers and secure support.

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Grant challenges the idea that chronic reactive work is simply a planning problem, reframing it as a deeper issue with the FM operating model.

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Explores how paying closer attention to the everyday challenges clients experience can help FM teams demonstrate greater strategic value and strengthen the client relationship.

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