FM Director October 2026 by FMBD Media

Exclusively for FM industry leaders October 2026

In this issue: Pinder Hujan Takes Full Control of Envirotech FM & Explains His Plans for Sustainable Growth The Best Support Call Is the One That Never Has to Happen: Pixel Global AV’s Sebastian Szczesniak on Reinventing AV Care

Nick Rastelli and Justin Moore Two Leaders, One Direction – Excellerate Services UK & Ireland looks back on its first months under shared leadership – and towards the next demands of soft FM Sponsored by

001_COVER_FMDOCT26.indd 3

27/10/2026 17:27

Access Engineers & Façade Maintenance: Committed to Safety First. The Future of Façade Cleaning & Maintenance.

Safe. Compliant. Certified. Skyform Ltd, Unit 1 Denton Wharf, Mark Lane, Gravesend, Kent DA12 2QB

01474 879990

enquiries@skyform.com

October 2026 | 3

EDITOR’S NOTE

Hello and welcome to the October edition of FM Director.

t’s been an eventful few weeks in the FM world and as usual we have been busy gathering exclusive interviews and features from some of the leading voice across the industry. Our cover story this month explores how an unconventional Joint CEO model puts clients and the operational engine behind them on equal footing. Following a senior leadership restructure in July 2026, Excellerate Services UK & Ireland appointed Nick Rastelli and Justin Moore as joint Chief Executive Officers. In this feature, we look back on the company’s first months under shared leadership, and towards the next demands of soft FM. We also speak to Pinder Hujan, co-founder of Envirotech, as he takes full control of the company and explains his plans for sustainable growth. Having built and sold businesses before, Pinder explains why this time, with the Hujan family now the sole shareholders, the answer to every acquisition approach will be a firm no. We also recently sat down with Sebastian Szczesniak, Global Services Director of Pixel Global AV, who explained why predictive monitoring, experience-led service design, and a rethink of first-line support are changing what good looks like in AV. In addition, we also have features from The Tennant Company, PTSG and much more. As always, I hope you enjoy this edition of FM Director and look forward to bringing you more news and insights next month! Thanks

C la i r e Middl et on

Exclu siv In this issu

ely for FM

indus try

leaders Octob er

2026

Pinder Huja n Takes Full Control of Envirotech FM & Expla ins His Plans for Sustainabl e Grow th The Best Support Call Is the One That Never Has to Happen: Pixel Global AV’s Sebastian Szczesniak on Reinventin g AV Care

Nick Ras t Justin Melli and o ore

Two Lea der & Ireland s, One Direction looks bac – Excelle leadershi rat k on its firs t month e Ser vices UK p – and towards s under the nex t shared demand s of sof t FM Sponso red by

003_INTRO_FMDOCT26.indd 3

27/10/2026 17:28

CONTENTS

4 | October 2026

Contents 01482 782287

fmdirector@fmbusinessdaily.com

06 18 Two Leaders, One Direction

An unconventional Joint CEO model puts clients and the operational engine behind them on equal footing as Excellerate Services UK & Ireland looks back on its first months under shared leadership – and towards the next demands of soft FM

Managing Editor Claire Middleton

The Best Support Call Is the One That Never Has to Happen: Sebastian Szczesniak on Reinventing AV Care

What’s currently happening in the M&A market across the FM sector?

Q&A with Nigel Barratt, Senior Partner at HURST Corporate Finance

We recently sat down with Sebastian Szczesniak, Global Services Director, Pixel Global AV, who explained why predictive monitoring, experience-led service design, and a rethink of first-line support are changing what good looks like in AV

Designer and Production Manager Elizabeth Allen

Partnerships Manager Phil Loades

Production Editor James Jackaman

Published by FM Business Daily, Linacre House, Dark Lane, Braunston NN11 7HU © 2026 FM Business Daily. All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. No part of this magazine may be used or reproduced in any manner for the purpose of training artificial intelligence technologies or systems. For subscription enquiries and to make sure you get your copy of FM Director please ring 01482 782287 or email fmdirector@fmbusinessdaily.com The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials, images and all other content is published in good faith.

004-005_CONTENTS_FMDOCT26.indd 4

27/10/2026 17:29

CONTENTS

Two Leaders, One Direction

Pipe Freezing: Saving Water, Energy and Protecting the UK’s Water Supply

The Best Support Call Is the One That Never Has to Happen: Sebastian Szczesniak on Reinventing AV Care

The Hidden Cost of Complexity: Why Standardisation is Becoming a People Strategy

Not for Sale. Built for What’s Next

Closing the Gap: Why Legionella Compliance Can No Longer Wait For The Next Engineer Visit

The storm hasn’t arrived. That’s the point

The FM Power List

What’s currently happening in the M&A market across the FM sector?

Latest Appointments of Senior FM Professionals

004-005_CONTENTS_FMDOCT26.indd 5

October 2026 | 5

12 32 FM Business Daily

38 27/10/2026 17:29

6 | October 2026

INTERVIEW

Two Leaders, One Direction An unconventional Joint CEO model puts clients and the operational engine behind them on equal footing as Excellerate Services UK & Ireland looks back on its first months under shared leadership – and towards the next demands of soft FM

ne chief executive has long been the convention. Two is a more unusual proposition, particularly in facilities management, where clients expect clear accountability and rapid decisions. Yet for a sector balancing intense operational complexity with changing customer demands, shared leadership can be a deliberate choice rather than a compromise.

Clients don’t judge us on an organisation chart. They judge us on the spaces they walk into every morning

Following a senior leadership restructure in July 2026, Excellerate Services UK & Ireland appointed Nick Rastelli and Justin Moore as joint Chief Executive Officers. The arrangement pairs complementary strengths, with distinct areas of authority and a common responsibility for the performance of the business. Nick leads growth, client excellence and service operations; the market-facing outlook by which the company is judged. Justin oversees financial and commercial performance, payroll and scheduling, technology and business operations, including Excellerate’s Service Centre, QSHE, projects and HR.

The appointment of Excellerate’s first Chief Experience Officer is a tangible step in giving client insight greater visibility. Tools including Clientshare and the company’s proprietary Velocity platform offer routes to turn feedback, audit findings and operational data into better conversations and improved strategic decision making.

Neither remit can deliver its full potential in isolation and accountability between Nick and Justin is a core principle behind the success of the partnership. The singular aim of the business is ‘Every space we touch, we leave better than before’ which further aligns Nick and Justin’s client excellence outlook.

“Clients don’t judge us on an organisation chart,” says Nick Rastelli. “They judge us on the spaces they walk into every morning. Sharing the role with Justin means the people who make our client commitments and the people who run the systems behind them are in the same room when decisions are made.”

The First Months: Making Shared Leadership Work

The same thinking applies internally. Scheduling and payroll are not simply back-office functions in a business built on frontline colleagues. They directly affect trust, cleaner retention and the consistency of service.

The immediate question for any Joint CEO arrangement is how it functions beyond the organisation chart. Two leaders could mean competing priorities. Excellerate has clear decision rights resulting in quicker escalation, more focused attention and a built-in sounding board when difficult or fast-moving decisions arise. For Excellerate, the ambition is to combine the pace and personal accountability that clients value, with the rigour needed to run a large, people-intensive operation. In their early months, the agenda has centred on putting the customer experience alongside the operational disciplines that make reliable delivery possible.

006-010_EXCELLERATE_FMDOCT26.indd 6

Nick Rastelli (right) and Justin Moore (far right)

Having these responsibilities represented at Joint CEO level means that client commitments and the systems required to fulfil them are always considered together. “For a cleaner, being paid accurately and on time is the foundation of trust,” says Justin Moore. “When we get scheduling and payroll right, we keep good people for longer, and that continuity is what clients notice on site. That is why these responsibilities sit at the top of the business, not in the background.”

27/10/2026 17:29

INTERVIEW

006-010_EXCELLERATE_FMDOCT26.indd 7

October 2026 | 7

27/10/2026 17:29

8 | October 2026

INTERVIEW

When we get scheduling and payroll right, we keep good people for longer, and that continuity is what clients notice on site

Excellerate pride themselves on understanding when, where and how buildings need support through their proprietary data-led technology platforms. “Rising labour costs affect every provider, and the answer cannot be thinner specifications,” says Justin. “Velocity shows us where and when a building actually needs support. That lets us have honest commercial conversations with clients and put resource where it makes a genuine difference.” Velocity enables Excellerate to bring together attendance, auditing and sentiment to help teams adjust deployment to demand. In a multi-site retail example, Excellerate reports a 27% reduction in cleaning hours through smart rostering.

That balance also informs Excellerate’s approach to growth. Moore Kingston Smith recorded 90 UK FM and property services transactions in the first half of 2026. Excellerate’s own UK business has developed through acquisitions including Templewood, CCM Facilities and Glasgow-based GS Associates. In a consolidating market, adding scale is only the beginning. The harder task is to bring teams and systems together without losing local knowledge, continuity or personal relationships. A shared leadership model gives both sides of that equation executive attention.

Looking Ahead: Efficiency Without Compromise The pressures facing cleaning and soft FM providers are not easing. Higher National Living Wage rates, higher employer costs and increasing supply chain pricing, affect a labour-intensive sector in which clients are also seeking value for money. The sustainable response cannot be to rely indefinitely on cheaper labour or thinner specifications. It calls for transparent commercial conversations and smarter service design.

006-010_EXCELLERATE_FMDOCT26.indd 8

One of several contract-specific examples, not a universal promise, these productivity improvements illustrate the opportunity to improve by challenging obsolete, fixed schedules rather than simply cutting resource.

Technology That Supports People Automation is part of this picture but not a substitute for the people delivering the service. Excellerate is at the forefront of testing technologies, including the latest robotic cleaning solutions alongside AI-enabled functionality within Velocity. The plan is to take repetitive work away from service where it makes operational sense, leaving colleagues with more time for detailed, responsive and customer-facing tasks. New technology still must earn its place through measurable results and a sound return on investment. Recruitment and staff retention remain equally important. Excellerate’s people agenda includes Level FT on demand pay, employee assistance support, reward and recognition, and career development through its Learning to Excel programme. These initiatives are about more than employee benefits.

27/10/2026 17:29

SSIP: Compliance Made Efficient Stop the Duplication. Start Saving. Are you a construction supplier wasting time and money on repetitive health and safety pre-qualification assessments?

SSIP (Safety Schemes in Procurement) offers a smarter solution through Mutual Recognition and the “Deem to Satisfy” principle. Key Benefits: Avoid Duplicate Assessments: Get approved by one SSIP Member Scheme, and your certification is recognised by all others.

Save Time & Money: Eliminate redundant administrative work and assessment fees. This process attributed to over £5.5 million in direct savings in 2024 alone.

Boost Client Confidence: Demonstrate commitment to the highest health and safety standards and ensure smoother project collaboration.

Streamlined Compliance: SSIP certification is recognised as an exemption against Section 4 (Health and Safety) of the Build UK Common Assessment Standard (CAS).

SSIP simplifies your compliance, allowing you to focus on delivering safe, high-quality work.

Certify Once. Satisfy Everywhere. Learn more and find your ideal SSIP Member Scheme today: www.ssip.org.uk 006-010_EXCELLERATE_FMDOCT26.indd 9

27/10/2026 17:29

10 | October 2026

Reliable pay, wellbeing support, proactive succession planning and genuine opportunities to progress all help Excellerate’s leadership teams recruit and retain colleagues that ensure service excellence.

Proving Value, Not Just Promising It The definition of service quality is also widening. Clients expect visible performance data, responsive account management and evidence that suppliers are helping them meet sustainability and social value commitments.

INTERVIEW

Growth only matters if clients feel the benef it

Web-based, intuitive reporting platforms, leveraging trends to highlight positive change opportunities and the implementation of a transparent, CX client management approach support more transparent relationships. AI driven focus trackers also ensure problems can be identified earlier with service adjusted to better manage potential performance issues arising.

Whether expanding geographically or integrating specialist capability, growth must translate into consistency, responsiveness and lasting relationships.

On the environmental side, Excellerate is building on science-based net-zero commitments and its EcoVadis work, while exploring innovation with its supply chain, including cleaning products and methods that reduce environmental impact.

“Growth only matters if clients feel the benefit,” says Nick. “As we build our presence in Ireland and welcome new teams into the business, our focus is on keeping decisions close to the sites we look after, so that scale strengthens the relationship rather than diluting it.”

Their Spark social value strategy also places fair employment, healthier spaces and stronger communities within core service delivery, with a focus on evidential outcomes rather than merely counting activities.

Ultimately, the success of Excellerate’s joint CEO model will not be measured by how unusual it is.

Growth With A Clear Sense Of Direction

It will be measured in faster, better-informed decisions; colleagues who feel supported; and clients who see the difference in the spaces they use.

Ireland is another growth priority for the next phase. As Excellerate develops its presence across the UK and Ireland, the aim is to pair the reach and investment capacity of a larger group with decisions that remain close to local clients and teams.

006-010_EXCELLERATE_FMDOCT26.indd 10

Two leaders, distinct responsibilities and one shared standard of accountability with a deliberately singular direction.

27/10/2026 17:29

FM Business Daily

7am

The definitive FM industry newsletter Monday Hard services and construction focus Wednesday Soft services focus Friday A combo of the week’s biggest stories, video interviews and exclusive features from across the FM industry Subscribe here

12 | October 2026

WATER RESOURCE

Pipe Freezing:

Saving Water, Energy and Protecting the UK’s Water Supply The UK, like many other parts of the world, is facing increasing pressure on its water resources and wasting water is now a critical business priority and major environmental concern

012-016_BISHOPPIPE_FMDOCT26.indd 12

27/10/2026 17:30

WATER RESOURCE

October 2026 | 13

s demand for clean water continues to rise, FM industries and utilities are under greater pressure to carry out essential maintenance without unnecessarily draining valuable supplies. One proven engineering solution that has stood the test of time is Cryogenic Pipe Freezing, a technique that has been used for decades and continues to deliver significant environmental and financial benefits.

Keeping Water in the System Traditionally, repairing or modifying a live water system can require sections of pipework to be drained before work begins. Depending on the size and complexity of the system, this can mean discharging millions of litres of water on pipework up to 762mm (30”) where line pressure is irrelevant. Pipe freezing provides an alternative. By applying specialist freezing equipment and liquid nitrogen to a section of pipe, technicians can create a controlled ice plug within the pipework. This temporarily isolates the section, allowing engineers to repair, maintain or modify pipework and valves without draining the entire system. For Facilities Managers, the benefit is straightforward: if water does not need to be drained, it is not wasted. The technique can be particularly valuable in commercial buildings, hospitals, hotels, manufacturing facilities, ofﬁces and other environments where extensive water systems are critical to day-today operations. It can also reduce disruption during planned and reactive maintenance resulting in further savings to time and budgets.

A Proven Application: Bewl Water An excellent example of the potential benefits of pipe freezing is the work carried out by Bishop Pipe Freezing at Bewl Water. Bewl Water is one of the largest inland reservoirs in the South East of England, with a capacity of approximately 31 million litres. A cryogenic pipe-freezing application was carried out on a 12inch (300mm) cast iron drain line within a pipe tunnel beneath the reservoir. The work enabled the safe removal and replacement of a defective gate valve. Rather than draining the reservoir, which at the time would have taken a number of weeks, technicians created a temporary ice plug using liquid nitrogen to isolate the pipeline. This allowed the work to be completed efficiently while preserving millions of litres of treated water.

Every litre of water that does not need to be drained can avoid some of the energy associated with pumping, treating and redistributing replacement supplies.

Rather than draining the reservoir, technicians created a temporary ice plug using liquid nitrogen to isolate the pipeline

Pipe Freezing Saves Energy Too The benefits extend beyond water conservation.

012-016_BISHOPPIPE_FMDOCT26.indd 13

27/10/2026 17:30

14 | October 2026

Water treatment works, pumping stations and distribution networks consume significant amounts of electricity, so preventing unnecessary water loss can contribute to lower operational costs and reduced associated carbon emissions. Pipe freezing also eliminates much of the disruption verses conventional maintenance. Because the pipeline can be isolated without emptying the wider system, repairs can often be carried out more efficiently, reducing downtime, labour requirements and the need for prolonged shutdowns.

WATER RESOURCE

Preventing unnecessary water loss can contribute to lower operational costs and reduced associated carbon emissions

For facilities with critical water infrastructure, maintaining business continuity can be just as important as the direct water saving.

Experience and Safety Matter Pipe freezing is a specialist engineering procedure and should only be undertaken by experienced, properly trained cryogenic technicians who understand the equipment, pipework and conditions in which freezing is appropriate.

012-016_BISHOPPIPE_FMDOCT26.indd 14

Incorrect applications can create serious risks. Technicians need to recognise the need for correct ventilation and manage the potential for liquid air and associated hazards. Under the wrong conditions, these risks can be catastrophic.

27/10/2026 17:30

METAL DECKING ASSOCIATION

Elevate Your Business with UKMDA Join the UK Metal Decking Association (UKMDA) and place your business at the forefront of the industry. UKMDA offers a powerful network and essential resources to help your company and contracts be successful.

Why Join UKMDA? Leadership & Influence: Be part of a powerful network that shapes industry standards and works with key bodies like HSE, CITB and CSCS Credibility & Safety: Demonstrate your commitment to excellence with our rigorous audits and access to authoritative safety guidance.

Invest in Your Workforce with UKMDA Training

The UKMDA is committed to raising the bar for safety and competency. Our comprehensive training programs provide your team with the skills and qualifications they need. Core Training: Our scheme covers all aspects of metal decking and stud welding installation, taught by licensed trainers. Nationally Recognised NVQs: We provide NVQs that allow you and your installers to demonstrate technical competence. A UKMDA-qualified workforce means fewer accidents, greater efficiency, and an enhanced reputation for quality.

Ready to elevate your business? Visit our website or contact us to learn more. info@ukmda.org.uk | 012-016_BISHOPPIPE_FMDOCT26.indd 15

07923 255086 27/10/2026 17:30

16 | October 2026

WATER RESOURCE

Pipe f reezing offers one practical way to reduce avoidable water loss when repairing or modifying existing systems

That experience is particularly relevant as the FM sector considers how routine maintenance can contribute to wider watermanagement strategies. Pipe freezing is not a new technology, but its role is becoming increasingly relevant as organisations face greater pressure to use water responsibly and maintain resilience.

Making water efficiency part of everyday maintenance Water management is increasingly becoming part of everyday facilities operations. For maintenance teams, pipe freezing offers one practical way to reduce avoidable water loss when repairing or modifying existing systems.

Proper assessment, preparation, equipment selection and monitoring are therefore essential before and throughout any pipefreezing operation. Facilities Managers should ensure contractors have the appropriate experience, competence and procedures to undertake the work safely. The objective is not simply to save water, but to achieve that saving without compromising the safety of people, buildings or systems.

50 Years of Pipe-Freezing Expertise For more than 50 years, Bishop Pipe Freezing has been developing pipe-freezing technology and services, helping clients carry out essential pipework maintenance while avoiding unnecessary system drainage.

012-016_BISHOPPIPE_FMDOCT26.indd 16

Recent drought conditions provide a timely reminder that sustainability is not only about major infrastructure projects or long-term investment. It can also be about looking closely at routine maintenance and asking a simple question: does all this water really need to be discharged? Facilities Managers will need a broader range of practical solutions that protect resources while maintaining business continuity. Pipe freezing offers one such solution: an established technique that, when properly assessed and carried out by experienced specialists, can reduce unnecessary water loss, lower associated energy use and make maintenance more efficient. For an FM sector being asked to do more with less water, that is an opportunity worth considering.

27/10/2026 17:30

FASET & CSCS:

Setting the Benchmark for Temporary Safety System Competence As the premier body for Temporary Safety Systems, FASET is dedicated to ensuring unparalleled safety standards across the industry. We achieve this through our robust partnership with CSCS, delivering comprehensive training, rigorous assessment, and the issuance of industryrecognised competency cards.

The Future is Digital: Benefits for FASET-Qualified Operators All our qualifications now exclusively issue digital cards, offering a wealth of benefits:

Convenience: Easily add new qualifications as you progress.

Security: Enhanced protection against loss or forgery.

Streamline Your Checks: For Employers and Site Supervisors Verify an operator’s competency instantly! Download the CSCS Smart Check App to your mobile device. ADs.indd 1

Stay Updated: Receive timely alerts for expiry dates and crucial safety notifications.

enquiries@faset.org.uk 01948 780652

www.faset.org.uk

20/06/2025 10:23

18 | October 2026

AV SYSTEMS

The Best Support Call is the One That Never Has to Happen: Sebastian Szczesniak on Reinventing AV Care

hen AV systems fail in the modern workplace, the consequences go far beyond a frozen screen or a dropped call. Meeting rooms, boardrooms, and control rooms are now critical infrastructure, and the old break-fix model simply cannot keep pace.

Sebastian stressed that this does not make facilities teams redundant. “Predictive monitoring reduces stress by taking the repetitive checking off their plate, so they can focus on things that actually matter,” he said. “Instead of firefighting and getting blamed every time something goes wrong, they become the ones preventing the fire in the first place.”

Sebastian has spent nearly two decades in the AV industry, and he has a clear view of where the sector needs to go next.

The Support Call That Never Comes

From Firefighting to Fire Prevention

At the heart of Pixel Global Care, Pixel Global AV’s newly launched enterprise managed service, there is a simple philosophy: the best support call is the one that never has to happen.

Sebastian described the traditional approach to AV support as one where technology was treated as an afterthought. “AV used to be something you only thought about when it stopped working,” he said.

“Nobody in a meeting room wants to hear from us,” Sebastian said. “If they do, we’ve already failed.”

“If the screen doesn’t turn on or the audio drops, that’s not just annoying; it can cost a business money and credibility.” The response to that failure, he argued, has rarely been adequate. Calling a support line and having someone open a ticket is not support, it’s administration.

Every device in a room, cameras, codecs, displays, microphones, continuously sends data back: temperature, signal strength, lamp hours, whether a connection is dropping intermittently. Individually these signals may mean little, but watched over time they reveal patterns, and a pattern is usually a warning before it becomes a failure.

The answer lies in combining people, process, and technology proactively. For facilities teams, the goal is straightforward: rooms should be fully operational before anyone walks through the door, and if there is an issue, someone should already be working on it before the occupant notices.

“Instead of waiting for the screen to go black in the middle of a meeting, our monitoring is designed to pick up that a device is drifting outside its normal range,” Sebastian explained. “It gets flagged hours or even days before it would actually cause a problem.”

018-021_PIXEL_FMDOCT26.indd 18

27/10/2026 17:31

AV SYSTEMS

October 2026 | 19

The meeting starts, everything works, and the person in the room has no idea anything ever needed f ixing. That’s the real win

018-021_PIXEL_FMDOCT26.indd 19

27/10/2026 17:31

20 | October 2026

AV SYSTEMS

A lot of companies chase ISO just to get the certif icate, not to actually follow the processes behind it

Traditional SLAs measure whether a supplier turned up on time and resolved the problem within a defined window. On paper that can look impressive. But none of it tells you what actually happened in the room. He recalled instances in the industry where engineers were dispatched across countries without the right tools, purely to avoid breaching a clock. “The engineer showed up on time. The SLA was met. Nothing got fixed.” XLA, by contrast, asks whether the business lost any productivity at all. “SLA tells you whether we did our job,” Sebastian said. “XLA tells you whether the workplace actually worked.”

Remote Access and Real Responsibility This proactive approach is supported by Cyviz software. Pixel Global Care, powered by the Cyviz Software Platform, helps organisations move beyond traditional break-fix support by combining predictive monitoring, intelligent diagnostics, preventative maintenance and continuous optimisation to improve uptime, reduce operational risk and deliver consistently reliable workplace experiences. In many cases, an engineer will never need to visit. A wrong input, a frozen device, a setting that has reset itself – these can be resolved remotely while a meeting proceeds uninterrupted. “The meeting starts, everything works, and the person in the room has no idea anything ever needed fixing,” Sebastian said. “That’s the real win.” This is also, he argued, what separates a Service Level Agreement (SLA) from an Experience Level Agreement (XLA).

018-021_PIXEL_FMDOCT26.indd 20

As AV support becomes increasingly remote, efficiency and accountability must travel together. The ability for an engineer to resolve an issue from another country without entering the building is a significant advance, but it means being inside a client’s network, sometimes inside their most sensitive spaces. Pixel Global AV holds ISO 27001, 14001, and 45001 certifications, covering information security, environmental management, and health and safety. Sebastian explained why those standards matter beyond the certificate. “A lot of companies chase ISO just to get the certificate, not to actually follow the processes behind it,” he said. For Pixel Global Care, the certifications confirmed what the team believed they were already doing: proper risk assessments before any remote access, clear protocols around who can access what, and standards that travel with individual engineers in the field rather than sitting in a handbook.

27/10/2026 17:31

October 2026 | 21

AV SYSTEMS

Referring to ISO 14001, Sebastian said: “I still think it’s important that we all care about the planet, even in small ways, like reducing travel.” Remote monitoring reduces unnecessary site visits directly; he also described conversations with large organisations looking to extend the same principle to lighting and building systems, where energy savings can be substantial.

A Support Model Built to Learn Sebastian’s Care Hub model challenges the conventional wisdom around tiered support. His starting point was a rejection of the traditional first-line function that exists to answer calls, open tickets, and pass problems upward. “If first line is only there to catch the call and open a ticket, you’ve basically built a queue with extra steps,” he said. Instead, first line handles administration and logs accurately while learning to become technical over time. The second line carries the real problem-solving responsibility and works directly with the customer. The learning loop is deliberate. After a ticket closes, ﬁrst-line engineers sit in on how the second line resolved it and ask why. Over time, issues that once required escalation start being handled at ﬁrst line, because the team has genuinely absorbed the knowledge. Third-line engineers bring commissioning, programming, and installation experience, but their primary role is to back up the Care Hub rather than sit on installation projects.

For Sebastian, the hardest challenge in building Pixel Global Care was not getting one location right, it was making the same standard consistent across dozens of countries. A customer in Lagos should receive the same level of care as a customer in London. The target he aims for is clear: 90% of tickets resolved before the customer even reports them, and the remaining 10%, genuine hardware failures requiring a site visit, always met by an engineer who already knows what they are walking into. “Not how fast a ticket gets picked up,” he said, “but whether the same problem takes fewer people to solve six months from now than it did on day one. If it doesn’t, you haven’t built a support team. You’ve built a bigger queue.” To find out more about Pixel Global Care, visit pixelglobalav.com/pixel-global-care

Nobody in a meeting room wants to hear f rom us. If they do, we’ve already failed

“In a lot of companies, if an issue is programming-related, you either wait because the programmer is tied up on a project, or you bring in a contractor who has to spend time understanding how the system was even designed,” Sebastian said. “Ours already know the system, because supporting it is their actual job.”

018-021_PIXEL_FMDOCT26.indd 21

27/10/2026 17:31

22 | October 2026

EQUIPMENT

The Hidden Cost of Complexity: Why Standardisation is Becoming a People Strategy By Sandro Haim, VP and General Manager, EMEA at Tennant Company

022-024_TENNANT_FMDOCT26.indd 22

27/10/2026 17:31

October 2026 | 23

EQUIPMENT

n industrial operations, complexity rarely arrives all at once. More often, it accumulates. A new piece of equipment is introduced at one site. Another facility chooses a different model. Service arrangements vary between locations, while interfaces, operating procedures and maintenance requirements multiply. Each decision may make sense in isolation, but across a large organisation, the result can be a patchwork of equipment and processes that employees have to navigate every day. The cost can be difficult to quantify. It can show up in longer training and onboarding, duplicated processes, inconsistent ways of working and an increasing management burden. This matters when skills remain a significant challenge. Skills England’s 2026 Annual Skills Report found that 27% of vacancies were constrained by skills shortages in 2024, with manufacturing among the sectors facing particular challenges. Across Europe, businesses are also struggling to find people with the right skills while workers face pressure to adapt to changing job requirements (European Commission, Apr 2025). Against that backdrop, standardisation should no longer be viewed simply as a procurement strategy. Increasingly, it is a people strategy too.

Are we training people – or training them around complexity? A new employee entering a large industrial operation may need to learn several pieces of equipment, understand different interfaces and controls and follow site-specific processes. Every additional variation creates something else to learn. For multi-site businesses, an employee confident using equipment at one location may encounter a different setup at another. Training becomes harder to repeat consistently, while managers must maintain knowledge across an increasingly fragmented operation.

022-024_TENNANT_FMDOCT26.indd 23

Skills England reports that total business expenditure on training in England fell by 9% in real terms between 2019 and 2024. In manufacturing specifically, training expenditure per employee fell by 27% [Skills England, Aug 2026]. The answer is not simply more training. Businesses should also consider how easily the knowledge they invest in can be transferred and applied.

Standardisation Does Not Mean Uniformity No two facilities are exactly alike. A manufacturing plant, distribution centre and retail environment will inevitably have different operational requirements. Standardisation should not mean forcing every site into an identical model. The more useful distinction is between necessary and unnecessary complexity. Some variation exists because different environments genuinely require different solutions. Other variation may have accumulated through individual purchasing decisions, legacy equipment or different supplier arrangements. When employees encounter common equipment, interfaces and processes, knowledge becomes easier to transfer. Training delivered in one location can be applied elsewhere and new starters have fewer variables to master.

No two facilities are exactly alike. A manufacturing plant, distribution centre and retail environment will inevitably have different operational requirements

27/10/2026 17:31

24 | October 2026

EQUIPMENT

When new equipment is considered, the question should be how well it integrates with the people, processes, training and support already in place Standardisation is therefore not about removing expertise. It is about making expertise easier to build, retain and deploy.

The Benefits Extend Beyond the Frontline Imagine managing an estate with multiple equipment suppliers, training programmes, service agreements, maintenance schedules and support arrangements. Every additional variation needs somebody to oversee it. Greater consistency can give central operations, procurement and facilities teams better visibility across an estate. Connected equipment can also provide information about utilisation, performance and maintenance requirements, helping organisations identify patterns and make better-informed decisions. When equipment and processes are more consistent, it becomes easier to compare performance between locations.

Procurement teams should ask broader questions. How easily can employees be trained? Can those skills transfer between locations? How straightforward will the equipment be to service and maintain? And will adding it simplify the operation or introduce another layer of complexity? Purchase price remains important, but it should sit alongside the wider operational impact of supporting an asset throughout its working life.

Where Should Businesses Start? For organisations with large or multi-site estates, the first step can simply be understanding how much complexity already exists. Are teams learning multiple interfaces to complete similar tasks? Is training being duplicated between locations? Can employees move between sites and work confidently? How many different service and maintenance arrangements are being managed? The aim should not be standardisation for its own sake. Nor should organisations become so rigid that individual sites cannot adopt better technology. Instead, businesses need a common operating framework that can evolve. When new equipment is considered, the question should be how well it integrates with the people, processes, training and support already in place.

Making Simplicity an Operational Advantage Complex industrial organisations will always contain a degree of complexity. The question is how much is genuinely necessary.

For too long, equipment decisions have been assessed primarily through the lens of purchase price. The cheapest machine to buy can become an expensive machine to live with.

Removing unnecessary variation can deliver benefits well beyond procurement. Common equipment and processes can make training easier to repeat, allow employees to apply their skills more widely, improve consistency and give central teams a clearer view of their operations.

Training, servicing, maintenance, downtime and ongoing technical support all contribute to the wider investment. So too does the ability of employees to use equipment effectively and consistently.

Ultimately, standardisation is not about making every site the same. It is about removing unnecessary complexity from the working environment and making it easier for people to perform at their best.

Looking Beyond the Purchase Price

022-024_TENNANT_FMDOCT26.indd 24

27/10/2026 17:31

Supporting Men. Supporting the Environment. The Male Incontinence Bin joins the Revive range The phs Male Incontinence Bin is now made from 100% recycled plastic, with waste turned into renewable energy through the phs LifeCycle Strategy.

Explore the ReVive Range

Why it matters Thousands of men quietly manage incontinence every day yet most workplaces still don’t provide an appropriate way to dispose of products in men’s washrooms. Installing a dedicated bin is a simple, low cost solution that:

Supports dignity and inclusion

Improves washroom hygiene

Demonstrates visible commitment to employee wellbeing

For more information get in touch today! Introducing the new ReVive Range from phs

www.phs.co.uk/revive ADs.indd 1

07/10/2026 15:55

26 | October 2026

ADVERTORIAL

Not for Sale. Built for What’s Next Pinder Hujan Takes Full Control of Envirotech FM and Explains His Plans for Sustainable Growth

aving built and sold businesses before, Envirotech FM’s co-founder explains why this time, with the Hujan family now the sole shareholders, the answer to every acquisition approach will be a firm no. Having held senior roles in large FM corporates and watched the industry from both sides, Pinder Singh Hujan arrived at a simple conclusion when the time came to start again. “It was quite clear that a lot of the big machines are just missing good old-fashioned service delivery,” he said. What he and Co director Jeff Smith built in response was not just another FM company in the conventional sense. Founded in 2018, Envirotech FM was designed from the outset around a data-first model, at a time when the language of digitisation and IoT was still far from common currency in the sector. “Data is our gold,” Pinder said. “Digital creation in 2018 was our starting point. The basis was: how do we do it differently? And the source was client data, digitisation before the world of AI, so we could represent clearly in real-time format to our clients for decision making.” Around that central data hub, Envirotech built its supply chain and blue-collar service delivery, deliberately buying in best-inclass providers rather than building every capability in-house. The architecture has remained consistent since only working with open source software, allowing for accelerated technology deployment and now connectivity

Built on Relationships, Not Tenders One of the most distinctive aspects of Envirotech’s growth story is the route through which it has won every contract to date. In eight years of trading, the company has not submitted a single cold tender. “The idea is relationships,” Pinder explained.

026-030_ENVIROTECH_FMDOCT26.indd 26

“Follow our friends, follow our clients, deliver great service, and if they have a need, how can we deliver that? Every time you go onto a portal and look at a cold tender, we have no relationships. So we’re quite proud that in eight years we’ve not actually delivered any cold tenders.” Maintaining that approach as the business grows will require discipline, and Pinder acknowledged it will eventually evolve. But the underlying principle – that the strongest commercial foundation is a long track record of trusted delivery – remains central.

We as professional FM people have to consistently learn, be educated and be up to date with our trade

27/10/2026 17:32

ADVERTORIAL

026-030_ENVIROTECH_FMDOCT26.indd 27

October 2026 | 27

27/10/2026 17:32

28 | October 2026

ADVERTORIAL

He was direct about what sustains relationships over time: honesty, consistent service delivery, and a commitment to staying genuinely informed.

“The level of output, responsiveness, and candid conversations that can take place is the difference,” he said. “The proof is in our stats.”

The Hujan Family Buy-Out “We as professional FM people have to consistently learn, be educated and be up to date with our trade,” he said. “When we’re in front of our clients, we are seen as strategic, but ultimately operational: ensuring safety, compliance and reporting, while also understanding how the market has changed.”

An Owner-Led Supply Chain The same philosophy extends to how Envirotech manages its supply chain. Of its 483 supply chain partners, all monitored forensically and assessed through Experian, the core framework of 50 to 75 are owner-led sub £20million Organisations. The reasoning is deliberate. “We know we are going to get their ear and their support,” Pinder said. “The revolving door of senior management will not happen at owner level in the way it does in big corporates.” Some of those partner relationships span generations: one security provider, he noted, is now in its third generation of family ownership. For Envirotech, that kind of continuity is not merely reassuring – it is, as Pinder put it, proof of concept.

The business is not for sale. It is there to create stability for our clients and staff and longevity through a form of generational ability to trade

026-030_ENVIROTECH_FMDOCT26.indd 28

Alongside everything that has defined Envirotech FM’s first eight years, Pinder has now taken a step that signals clearly what the next phase will look like: the Hujan family have bought out all remaining shareholders, and Envirotech FM is 100% family-owned. The decision was a considered one, rooted in the lessons Pinder drew from his own history in the industry. “I still regret in August 2012 when we sold Rollright Facilities to a large multi-national,” he said. “And when I’ve observed other founder-led businesses when they grow and get VC or private equity in, typically those individuals want three, four or five times return within 1,000 to 1,500 days. The people who suffer the most are the clients and the staff.” The contrast with shareholder-driven models was something Pinder returned to directly. “It’s very nice as a founder to walk away and say, I’ve got my seven, eight figures,” he said. “But the people who have been loyal on that journey get totally forgotten.” When Rollright was sold, he noted, the Corporate business had four different CEOs within three years. During the decade Pinder and his team ran Rollright it, there were the three same directors/owners and stability. This time, the answer is unambiguous. “The business is not for sale,” he said. “It is there to create stability for our clients and staff and longevity through a form of generational ability to trade. No to VC, no to PE. Generational stability is what we’re aiming for.” The buy-out was completed amicably and funded from the family’s own resources – a deliberate statement, as Pinder put it, of putting their money where their mouth is. That does not mean closing the door on growth. Envirotech can still access debt and bring in funding without surrendering ownership or control.

27/10/2026 17:32

October 2026 | 29

ADVERTORIAL

“We may make second and third acquisitions as and when we think it’s right for us,” Pinder said. “But it will be on our terms.”

Follow our friends, follow our clients, deliver great service, and if they have a need, how can we deliver that?

Pinder and the Envirotech FM team would also like to extend their thanks to Paul Harrison, Pinder’s co-founder and original investor of Envirotech FM. Pinder looks forward to continuing to work with Paul directly and harnessing the strength of their projects capability

B Corp and the Purpose-Led Business The question of what Envirotech stands for as an organisation is one Pinder has thought about carefully, and the answer has led the company to B Corp accreditation, placing it among only three or four FM businesses in the UK to hold that status. “When I started talking about people and planet before profit, that resonated with us,” he said. The decision was also a deliberate rejection of the short-termism he has observed in shareholder-driven businesses – a conviction now given structural form through the family buy-out. The B Corp status is also, increasingly, a commercial asset. Pinder described approaches from major pharmaceutical businesses and international conversations under way, with multinationals specifically identifying Envirotech through the B Corp movement.

al Office: court Street, , D02 H364

“They’re actually seeing a difference from what we’d call shorttermism of running businesses,” he said.

Passionate Responsive Expert

Technology, AI and What Comes Next Pinder’s view on the technology trends shaping FM’s next five years is characteristically grounded. On AI specifically, he was measured where others have been effusive. “We’re all chasing this golden rainbow to some degree,” he said, “and at the moment I think there are a lot of people running down this particular route without clear definitions of what they’re looking to achieve.” Envirotech’s own position has been to observe, assess and deploy selectively: using the emergence of large language models to enhance its service dashboards and client proposition, making reporting simpler, quicker and more cost-effective, without chasing innovation for its own sake.

Your Technical Facilities Management Provider

1350+

Management led, integrated FM services delivered by skilled people, powered by technology and driven by a commitment to responsible business.

500K+

People First

Expert Delivery

Skilled, trained and accredited teams delivering exceptional service.

Technical expertise backed by modern systems, robust processes and clear accountability.

Customer Service Desk 24/7 helpdesk, CAFM, job tracking and reporting

31M+

Square feet under FM management

Sustainable by Design

Always Responsive

B Corp certified with sustainability embedded across our business.

A single point of contact 24/7, 365 days a year.

Sustainability Net zero planning, ESG reporting and social value

Compliance Health & safety, fire, legionella, asbestos and audits

HQ & Reg Office 26 Roman Way, Birmingham, B46 1HQ London 1st Floor, 4 Princes Street, London, W1B 2LE Regional Office 20 Harcourt Street, Dublin, D02 H364

026-030_ENVIROTECH_FMDOCT26.indd 29

Active sites across the UK

Emails handled every year

47K+

Jobs handled every year

Fit-Outs Refurbishment, works and project management

Hard FM Maintenance, compliance and energy management

www.envirotechfm.co.uk info@envirotechfm.com Customer Service Desk: +44 (0)1675 678 199

27/10/2026 17:32

30 | October 2026

The more significant long-term shift, in his view, is the growing expectation that FM providers will think beyond the building towards the client’s broader objectives. “The first thing I’m interested in when a client acquires a portfolio of 10, 15 or 20 buildings is: what is your holding pattern? Let us build your infrastructure, capital works and service delivery to your tenant profile, not just maintain the building and service the boiler.” The ability to offer strategic, bespoke counsel alongside operational delivery is, he argued, what will separate the businesses that thrive from those that simply survive.

ADVERTORIAL

It’s very nice as a founder to walk away and say, I’ve got my seven, eight figures. But the people who have been loyal on that journey get totally forgotten

Paying It Forward The final thread running through Pinder’s account of Envirotech is the concept he returns to repeatedly: pay it forward. His own career was shaped by a series of individuals who invested time in his development, and that obligation now sits at the heart of how the business develops its people. Management cohorts have been taken through what Pinder calls Essential Management – sessions that begin not with business strategy but with financial literacy: compound interest, the true cost of a salary increase, why pensions matter. “We try to give them some life financial thought process,” he said, “and then build that around: how would this vehicle help you achieve what you want to achieve?” The ambition, as Pinder described it, is to give capable individuals in their twenties and thirties a ten-year career rather than a threeyear stepping stone.

026-030_ENVIROTECH_FMDOCT26.indd 30

He drew an admiring parallel with the John Lewis model: a business sustained for 160 years by founding principles that outlast any individual board. “In our own way, we will look to cultivate that,” he said. “Stability, close company, long-term growth.” It is a perspective that sits comfortably alongside everything else that defines Envirotech FM: a business built on substance over scale, relationships over transactions, and a clear sense of purpose its founders intend to be lasting. “There’s a better way of doing it than the big machines,” Pinder concluded. “And that’s not changed.” To find out more about Envirotech FM, visit envirotechfm.com

27/10/2026 17:32

Are you getting the full value from your car park? One Parking Platform. Total Control. Combining technology, insight and support for complete parking management. More value for your estate. Better parking for your drivers. Access

Pogo Charge

Permits

Payments

EV Bay Protection

Reporting

EV Charging Revenue Across 29 Sites

Compared with revenue before Intelli-Park monitoring.

Find out where your parking could work harder. Explore opportunities to improve access, reduce admin and grow revenue. Book a parking review | solutions@intelli-park.com

ADs.indd 1

intelli-park.com

21/10/2026 13:11

32 | October 2026

ADVERTORIAL

Closing the Gap

Why Legionella Compliance Can No Longer Wait For The Next Engineer Visit Fresh from winning Product or Service Development at the IWFM Impact Awards 2026 earlier this month, PTSG Water Treatment says continuous remote monitoring is changing what Legionella compliance looks like. It also raises an uncomfortable question for the sector: if compliance only happens on visit day, what is happening the rest of the year?

032-037_PTSG_FMDOCT26.indd 32

27/10/2026 17:32

ADVERTORIAL

very year in the UK, around 500 people contract Legionnaires’ disease. It is a preventable illness. Yet in almost every case, the bacteria responsible had been sitting in a building’s water system for some time, undetected, because nobody was looking.

Built for UK compliance

That is not a failure of diligence. It is a failure of design. For decades, Legionella compliance in facilities management has been built around the engineer visit: a qualiﬁed person arrives on schedule, tests temperatures at designated outlets, records the results and leaves.

A cloud portal gives a live compliance view on any device, with audit-ready reports built for HSG274 and ACoP L8. Alert logic mapped to regulation flags what matters legally, such as an outlet left unused for seven days or more, before a manual regime would notice.

October 2026 | 33

PTSG Water Treatment designed its remote monitoring system around UK water hygiene regulation from the start. LoRaWAN sensors automatically report more often as temperatures approach unsafe limits.

The building is compliant on that day. What happens between that visit and the next one is, in most cases, simply unknown.

From periodic checks to continuous monitoring Remote monitoring replaces those snapshots with a constant flow of data. Wireless sensors fitted at outlets and key points in a water system record temperatures around the clock. They send readings to a cloud platform, which checks them automatically against safe limits. Duty holders no longer wait for the next scheduled visit to find out an outlet has drifted out of range. They know almost straight away. This matters most in the buildings that are hardest to manage by hand. Sites with low or irregular footfall, unused outlets and stagnant water are the conditions that raise Legionella risk, and they are also the conditions a periodic regime is least likely to catch.

032-037_PTSG_FMDOCT26.indd 33

PTSG Water Treatment designed its remote monitoring system around UK water hygiene regulation from the start

27/10/2026 17:32

34 | October 2026

P p

ADVERTORIAL

Y y

Each installation uses the same core technology, with sensors and thresholds set to suit the individual building.

What it means for duty holders The benefits go beyond convenience: Better compliance visibility: a live picture across a single site or a whole estate, rather than records that only show how things looked on the day of a visit. Proactive risk management: problems are flagged as they develop, so action can be taken before a risk grows.

Remote monitoring watches every outlet, every hour, without anyone needing to set foot on site

Y w m

Less disruption on site: fewer routine visits just to take temperature readings means less disruption for building users. That matters most in sensitive environments where an unplanned visit has real consequences. A stronger audit trail: every reading is time-stamped and stored, giving a more complete compliance record than any manual regime can.

The harder question The biggest barrier to adoption is not the technology but trust. Clients used to engineer visits are understandably sceptical that a sensor can carry the same legal weight as a person with a clipboard. Mapping every element of the system to HSG274, ACoP L8 and wider health and safety law, and producing a complete audit trail, changes that conversation. Once clients see continuous data, it is hard to go back to a reading that only proves a temperature was safe last Tuesday. “Compliance that only happens on visit day isn’t really compliance. It’s a series of moments, and anything can happen in between,” says Craig Doig, Managing Director of PTSG Water Treatment.

032-037_PTSG_FMDOCT26.indd 34

“Remote monitoring watches every outlet, every hour, without anyone needing to set foot on site. Winning this award tells us the sector is ready for that shift.” Next, PTSG Water Treatment is developing predictive analytics to spot deterioration before thresholds are reached, alongside CAFM integration, flow monitoring and automated sustainability reporting. For duty holders, the lesson reaches beyond one product. The sector has always asked “are we compliant?” The more useful question is harder: how would we know if we weren’t?

PTSG won the IWFM Impact Award 2026 for Product or Service Development for its Remote Temperature Monitor System. Read more about this year’s winners here.

27/10/2026 17:33

PTS

PTSG is a place where...

ADVERTORIAL

October 2026 | 35

You can shape your own future

Your well-being matters

You will always be treated fairly and with respect

Remuneration reﬂects the critical nature of the work we undertake

UNLIMITED OPPORTUNITIES Join one the UK’s fastest growing businesses. We’ve a variety of leadership, services and engineer roles available right now!. Apply today and let’s create something extraordinary together! #UnlimitedPotential #JoinTheTeam #EndlessOpportunities

www.ptsg.co.uk

PTSGrecruitment_B.indd 1 032-037_PTSG_FMDOCT26.indd 35

19/06/2026 17:33 11:25 27/10/2026

36 | October 2026

ADVERTORIAL

The storm hasn’t arrived. That’s the point With El Niño increasing the prospect of a wetter and stormier autumn, NSS, a PTSG company, says facilities teams have an opportunity to address minor roof defects before heavier weather turns them into business-critical problems

here is a difficult period in facilities management between knowing that risk is increasing and knowing precisely when it will materialise.

That is where we are now. The Met Ofﬁce says the UK is more likely to experience wetter, windier and potentially stormier conditions later this autumn and into early winter as an exceptionally strong El Niño continues to develop. Its seasonal outlook suggests the chances of a warm and wet autumn are around one-and-a-half to two times higher than normal. It cannot tell facilities managers which building will be affected or when the heaviest rainfall will arrive.

032-037_PTSG_FMDOCT26.indd 36

But the value of a seasonal warning is not that it predicts the next emergency. It is that it creates time to prevent one.

Start with what you already know Across most property portfolios, there are already clues about where the greatest vulnerabilities lie. It may be the gutter that overflowed last winter, the rooflight that leaks during driving rain or the temporary repair that has remained in place longer than intended. Recurring standing water, ageing roof coverings and outlets surrounded by debris also warrant attention. These issues can be easy to defer during a dry spell.

27/10/2026 17:33

ADVERTORIAL

Now is the opportunity to review previous roof reports, revisit known defects and inspect areas that have historically caused problems

October 2026 | 37

For an individual building, this may mean a focused inspection followed by targeted remedial work. Across a large estate, the challenge is often coordination: different contractors attending for guttering, roof repairs, access systems, glazing, lightning protection or solar panels, each producing separate reports and recommendations. That fragmentation can make it harder to see the condition of the roof as a whole.

From individual repairs to total roof assurance PTSG’s new Total Roof Compliance solution brings together specialists from across the Group, including NSS, to manage roof inspection, maintenance, cleaning, safety and statutory compliance requirements through one programme. Services include roof condition surveys and repairs, gutter and drainage maintenance, fall protection and access systems, lightning protection, glazing and solar panel services.

Persistent rain and strong winds can turn them into operational problems, with water reaching internal finishes, stock or electrical equipment. Areas may have to close while facilities teams coordinate emergency repairs in poor conditions. The choice is rarely between spending money and spending nothing. More often, it is between a small, planned repair now and the cost of an emergency response, consequential damage and business interruption later.

Use the weather window Now is the opportunity to review previous roof reports, revisit known defects and inspect areas that have historically caused problems.

032-037_PTSG_FMDOCT26.indd 37

For facilities teams, this means fewer contractors to coordinate and a clearer view of the risks and work required across the roof. NSS also provides nationwide rapid-response support when urgent problems arise. It is a practical example of PTSG Together: specialists combining their expertise to address the whole problem. Seasonal forecasts deal in likelihood, not certainty. Responsible preparation does not depend on knowing the exact date of the next storm. The storm has not arrived. That is precisely why now is the time to act. For more information visit trc.nssgroup.com

27/10/2026 17:33

38 | October 2026

FM POWER LIST

FM Business Daily

The FM Power List: The Talent Keeps Coming

he Facilities Management sector is built on people. The ones who show up, make decisions and drive things forward: often without the recognition they deserve.

The FM Power List exists to change that. Created by FM Business Daily, the FM Power List is a definitive showcase of the men and women setting the pace across the UK’s facilities management sector. Not a directory. Not a marketing exercise. A carefully curated record of influence, built around the people who are genuinely shaping the future of this industry. As we feature our sixth selection of Power List profiles in FM Director, this month’s line-up shows just how far the sector’s influence reaches. We welcome the CEO of SFG20, the industry standard for building maintenance specification, who has led significant transformation by scaling the organisation, re-platforming the product and expanding into new markets. Alongside her, we hear from leaders in commercial cleaning, workplace solutions, and access and safety compliance and best practice. From boardroom strategists to operational innovators, every profile tells a different story. But the common thread remains the same: these are individuals who lead, inspire and set the standard others follow. We are proud to continue shining a spotlight on them. These are their stories. Simon Taylor, Executive Director, FM Business Daily

Want to be featured on the FM Power List? Visit fmpowerlist.co.uk to secure your place among the industry’s most influential leaders. FM Business Daily

038-041_FMLIST_FMDOCT26.indd 38

27/10/2026 17:33

FM POWER LIST

October 2026 | 39

CEO

Kirsty Cogan Kirsty Cogan is CEO of SFG20, where she leads the strategic direction, performance and ongoing development of the business. She oversees all commercial, operational and product activity, driving growth, market expansion and the evolution of SFG20’s offering within the built environment sector. Key Services:

SFG20 is recognised as the industry standard for building maintenance specification.

Director of Growth EMEA

Christian Berenger Christian is Director of Growth EMEA at WorkWave UK Limited, a leading provider of workforce management software purpose-built for labourintensive, mobile-first service sectors including contract cleaning, security and manned guarding, and facilities management. WorkWave’s platform helps FM and service-sector operators plan, schedule, dispatch and track their frontline workforce in real time – replacing manual processes and disconnected systems with a single source of operational truth. Key Services:

Workforce Management software for the Cleaning, Security and Total Facilities Management sectors

Managing Director - Linaker

Claire Curran Claire Curran is Managing Director of Linaker and former President of the BESA Group, the UK’s leading trade association for building engineering services, and is recognised as a leading voice in the built environment sector. With more than 25 years’ experience in facilities services, she is widely recognised for shaping high-performing organisations while influencing the direction of the industry at a national level. Key Services:

Mechanical, Electrical, Hard Services, Soft Services

038-041_FMLIST_FMDOCT26.indd 39

27/10/2026 17:33

40 | October 2026

FM POWER LIST

Co-founder & Managing Director

Graham Perry Graham Perry is the co-founder and Managing Director of Datore, the UK’s only subscription-based fractional data department. With 40 years in technology and 20 in the built environment, Graham brings a combination of engineering discipline and operational FM knowledge to a problem the industry has struggled with for decades: too much data, not enough insight. Key Services: Data strategy, data capture & cleaning, systems integration, data warehousing & architecture, data security, dashboards & client/supplier portals, analytics & insights, AI

Founder - Empro Business Group

Emma Armstrong Emma is the Founder of Empro, a specialist consultancy helping corporate clients rethink how they buy, mobilise, and manage facilities management. Most FM contracts underperform because they were procured against yesterday’s brief and mobilised in a hurry. Empro fixes both. We advise on FM strategy and tendering, run complex mobilisations and TUPE transfers, and select the workplace technology that actually gets used, backed by our proprietary TupeMe platform. Key Services: M Outsourcing & Tender Strategy · Mobilisation & TUPE Transfers · CAFM & Workplace Technology · Interim FM Leadership

Chairman & Co-founder - Cleanology

Dominic Ponniah Dominic is an award-winning entrepreneur, campaigner, international keynote speaker and media commentator. Having been CEO for over 20 years, Dominic is currently chairman of the multi-award-winning commercial cleaning & facilities management company Cleanology, which he co-founded with his mother in 1999. With a team of over 1,000 people across London and all major UK cities, the business counts embassies, blue-chip corporations, luxury retail and even royalty amongst its clients. Key Services: Contract Cleaning, Commercial Cleaning, Specialist Cleaning, Support Services

038-041_FMLIST_FMDOCT26.indd 40

27/10/2026 17:33

FM POWER LIST

October 2026 | 41

Director of Sales - Pixel Global AV

Danielle Myburgh Danielle Myburgh is Director of Sales at Pixel Global AV, where she leads the company’s UK growth strategy with a focus on enterprise and premium retail clients. Bringing over a decade of experience in videoconferencing and enterprise AV, alongside an early career in luxury retail and customer engagement, she combines technical expertise with a strong commercial instinct. Key Services:

AV Solutions, Logistics, Maintenance, Enterprise AV Integration,Workplace Transformation, Video Collaboration, Hybrid Workplaces, Managed Services, AV Audits, Global Services

Founder - Poplar Project Management

Lawrence Wright Lawrence Wright is the Founder of Poplar Project Management, a deliveryfocused consultancy helping organisations turn complex projects into tangible results. With experience across housing technology, health software, facilities management, and large-scale digital transformation, he specialises in stepping into high-pressure environments and bringing structure, clarity, and momentum where it’s needed most. Key Services:

CAFM, ISO 2001, Project Management

Managing Director – Hard Services (UK) – OCS

Nick Maggs With over 27 years of experience in the infrastructure facilities management industries, including leadership roles at Amey and Enterprise, Nick brings a wealth of knowledge to the OCS team. He has a proven track record of leading and growing businesses, managing acquisitions and divestments, and overseeing large-scale integrations. Key Services: OCS provides integrated facilities services, including cleaning, Hard Services, security, catering, pest control, engineering, and total facilities management.

038-041_FMLIST_FMDOCT26.indd 41

27/10/2026 17:33

42 | October 2026

INTERVIEW

What’s currently happening in the M&A market across the FM sector? Q&A with Nigel Barratt, Senior Partner at HURST Corporate Finance

042-043_HURST_FMDOCT26.indd 42

27/10/2026 17:34

October 2026 | 43

INTERVIEW

here is a lot going on at the moment, with a variety of acquirers actively looking for transactions across all sectors.

Data platform Mark to Market recorded 59 completed transactions in the 12 months to early 2026 and this has continued during the course of the year.

Why are activity levels so strong? FM providers are seen as having resilient business models, often supported by the regulatory requirements of end users. This resilience is attractive in times of economic uncertainty. In my view, there are now two additional factors at play.

Will my business be of interest to acquirers? Acquirers and investors are interested in businesses operating across the sector anywhere in the UK that have at least some, if not all, of the following characteristics: • Consistent and ideally growing profitability • Good levels of recurring or repeat revenue from regular customers, especially where the service is required for a regulatory/compliance purpose • Good levels of customer retention • Revenue is underpinned by contracts with customers • A good spread of customers

A number of companies are actively looking to consolidate the market, creating competition for quality businesses.

• Services that are largely self-delivered

Buyers include UK and international corporates. OCS’s acquisition of Mitie with a price tag of £3bn is the most spectacular recent example.

• Management depth

Many other serial acquirers, such as Ranger Fire and Security, are focused on buying owner-managed operators. The UK is also attracting overseas buyers including Nordic Climate Group, which has completed multiple acquisitions in the UK HVAC market. Private equity investors have also entered into the market with real intent. In part, they are attracted by the consolidation opportunity, but they also see FM as a ‘safe haven’ from the threat of AI. Capital deployment in technology has recently been a mainstay for the private equity industry, but AI is now posing a threat to such investments. As a result, private equity firms are looking for alternative investments such as FM, where AI does not pose a threat to the business model. Services to the ‘built environment’ is now a definite investment theme.

What does this mean for business owners? There is now a ready market for good quality businesses of all shapes and sizes. There are two opportunities for those in the industry: 1. For business owners considering a sale, there are more buyers looking for opportunities across the sector. Competition among buyers is also having a positive impact on valuations.

• Good quality systems and financial data

Some acquirers are prepared to buy relatively small companies which can be ‘bolted on’ to an existing business. If an owner is looking to secure investment for further growth, investors will be interested in larger business generating annual profits of at least £1m.

About HURST Corporate Finance HURST Corporate Finance advises owner managers on company sales and has a number of clients in the hard FM sector. Most recently, the team advised the shareholders of Industrial Door Systems, a technical engineering business, on a significant fundraising from Rockpool Investments to allow some family shareholders to sell their shares and to fund an acquisition programme. For more information, contact nigel.barratt@hurstcorporatefinance.co.uk

Private equity f irms are looking for alternative investments such as FM, where AI does not pose a threat to the business model

2. For ambitious owners looking to grow their business, there is also an opportunity to raise finance to support expansion, whether through investment in their own company or through acquisitions.

042-043_HURST_FMDOCT26.indd 43

27/10/2026 17:34

44 | October 2026

MOVERS + SHAKERS

Latest Appointments of Senior FM Professionals

acilities management service provider Arcus FM has appointed Theresa Bell as its Chief Executive Officer.

Bell, who assumed the role on 1 October, joined Arcus in 2021 as Chief Commercial Officer. She began her career in contract catering at Sodexo, before broadening her FM exposure through senior leadership roles at businesses including ISS and CBRE across Europe, the Middle East and Africa. Since joining, Bell has driven significant growth at Arcus, expanding the business beyond its retail heartland into corporate, logistics, and hospitality and leisure, including securing a landmark five-year contract to deliver integrated facilities management across Santander’s full UK estate. She has also played a central role in strengthening Arcus’s nationwide selfdelivery technical services capability, a key differentiator in an increasingly competitive market. The appointment sees Bell succeed Chris Green, Arcus’ co-founder who has held the role for the first 17 years of the business’s growth. He moves to the role of Executive Chair, overseeing the Arcus board, as well as retaining an executive role to oversee the ongoing development of Arcus’ renewables maintenance proposition.

acilities management provider Anabas has reinforced its senior leadership team with the appointment of JP Stoker as Account Direc tor and Ope RobinsonW i j ngaa rde as Tra ns f orma t ion D i rec t or, supporting the business as it enters a fresh phase of expansion. Both appointments bring specialist expertise in operational excellence, service delivery, and business transformation, positioning the company to further develop its people, service offerings, and operational methods. The strategic hires follow a period of consistent double-digit growth that has cemented Anabas’ status as a £55 million FM enterprise, alongside recent executive changes which saw Alistair Craig transition from Managing Director to Chairman and Paul Bean step in as Managing Director.

044-046_MOVERS_FMDOCT26.indd 44

27/10/2026 17:34

MOVERS + SHAKERS

October 2026 | 45

idvest Noonan has appointed Brandie Deignan as Managing Director, Strategy, a newly created executive role designed to strengthen the company’s long-term growth agenda, accelerate innovation, and ensure the business remains ahead of evolving client expectations. The appointment reflects Bidvest Noonan’s continued investment in strategic capability as demand grows for more technologyenabled, insight-led and outcome-focused facilities management services across the UK and Ireland. Reporting to Chief Operating Officer Cormac Sheils, Brandie will work across the business to identify emerging trends, anticipate changing customer needs, and help align strategic priorities, innovation, and operational delivery to support the company’s next phase of growth. Brandie Deignan brings more than 20 years of senior leadership experience across healthcare, hospitality, aviation and retail. She has an established track record of leading transformation programmes, driving performance improvement, and delivering change in complex, large-scale organisations. Most recently, she served as Chief Executive of Pier Health Group, one of the largest GP partnership groups of its kind in the UK, providing healthcare services to more than 130,000 patients across North Somerset. Prior to that, she was Managing Director at Marco Pierre White Restaurants, overseeing approximately 50 outlets across eight restaurant concepts.

Earlier in her career, she held senior leadership positions including Business Transformation Director at British Airways, where she was responsible for the strategy and delivery of the airline’s onboard product, as well as operational leadership roles with Tesco, Whitbread, Travelodge and Hilton Hotels.

esign and build specialist Workplace Creations is forecasting turnover to exceed £60m in 2026, a 43% increase from £42m in 2025, as it appoints SarahJane Osborne to its Board as Design & Workplace Strategy Director. The strategic hire forms part of the company’s broader investment in senior leadership as it pursues a target of £100m in turnover within the next three years. Sarah-Jane’s arrival completes Workplace Creations’ five-member Board, following two other recent executive appointments. Chris Lee joined as Client & Growth Director in January 2025 following two decades at digital agency Jellyfish, while Colin Negus was appointed Operations & Delivery Director in September 2025, bringing 40 years of sector experience. Notably, both Lee and Negus were former clients of Workplace Creations before joining the firm. The expanded board integrates expertise across workplace strategy, creative design, construction, and operational execution, reinforcing the company’s core approach of merging design studio creativity with construction engineering discipline.

044-046_MOVERS_FMDOCT26.indd 45

27/10/2026 17:34

46 | October 2026

MOVERS + SHAKERS

remier Tec h nica l S er v ices G r o u p L t d ( P T S G) h a s announced four senior appointments to support growth, strengthen financial performance and integrate recent acquisitions. Claire Tisch joins as Director of Finance Improvement, while Ryan Spanswick and Neil Cook become Finance Directors for Water Treatment and Fire Solutions respectively. Craig Ward also strengthens the Water Treatment leadership team as its new Sales Director. Claire joins from Unity Consulting, having already suppor ted P TSG’s f inance improvement projects and legal entit y rationalisation programme. She will lead improvements across the finance function, simplif ying ways of working and strengthening support for the Group. Ryan will work with the Water Treatment leadership team to deliver its growth s t r a t e g y a n d i m p r ove d i v i s i o n a l performance.

Neil moves from his role as CFO of IDSL Group to lead finance across Fire Solutions, supporting acquisition integration and strengthening financial performance. Craig’s appointment follows P TSG’s acquisition of Neptune Compliance on 30 September 2026. As Neptune’s Managing Director, he brings extensive expertise in water hygiene, Legionella risk management and water treatment, alongside strong commercial leadership.

He now takes commercial responsibility for PTSG Water Treatment, a business approximately three times Neptune’s scale. His focus will be on strengthening customer relationships, developing new opportunities and increasing cross-selling. Together, the appointments strengthen PTSG’s leadership and give talent from acquired businesses greater scope to contribute to the Group’s growth.

ward-winning powered access trainer Phil Drayton is using World Sight Day (8th October) to show how visual impairment need not get in the way of continuing a successful career.

After glaucoma left him unable to drive and deliver courses in person, the Senior Training Instructor drew on almost five decades of experience to move into delivering virtual training for managers at Loxam Nationwide Platforms. Phil first operated a mobile elevating work platform (MEWP) in February 1978 while working for EPL Access. Apart from around one year outside the sector, he has spent his entire career – almost five decades – in powered access. Phil was named Training Instructor of the Year at the 2022 International Awards for Powered Access (IAPAs), which he describes as being among the proudest moments of his career.

044-046_MOVERS_FMDOCT26.indd 46

27/10/2026 17:34