The world's leading facility services provider had a clear vision: unify customer management across 12 independent business units to unlock powerful cross-sell opportunities.
We created the strategy that turned fragmentation into collaboration—fueling millions in enterprise revenue.

The Challenge

A global facility services provider—spanning cleaning, security, catering, maintenance, and more—operated 12 siloed business units. Despite frequently serving the same enterprise clients, each unit approached customer management independently.

The Core Issue:

• Units often competed instead of collaborating
  
  
• No integrated customer data or shared client visibility
  
  
• Couldn’t deliver unified proposals to large clients
  
  

The Missed Opportunity:
Enterprise clients increasingly demanded integrated facility solutions, but the organization couldn’t offer a cohesive approach, limiting growth and retention.

The Solution

Our Approach: Strategic customer transformation design to enable enterprise account management across all business units.

The Innovation

Designed a customer transformation model that turned competitive silos into strategic collaborators—unlocking coordinated selling across all service offerings.

Key Components Delivered:

• Enterprise Customer Structure: Unified account management across business units
  
  
• Cross-Unit Collaboration System: Shared customer data & pipeline visibility
  
  
• Integrated CX Platform: Multi-service proposals & customer interaction tracking
  
  
• Customer Management Framework: Prevented units from competing for the same clients
  
  
• Collaboration-Based Incentives: KPIs that rewarded cooperation, not isolation
  
  

The Results That Mattered

Strategic Business Impact:

• Revenue Uplift: Identified cross-sell opportunities worth millions
  
  
• Client Satisfaction: Delivered unified facility service experience
  
  
• Operational Efficiency: Eliminated internal client conflicts
  
  
• Market Positioning: Enabled shift from multi-vendor to strategic partner
  
  

The Strategic Foundation

This transformation didn’t just fix a process—it redesigned the organization’s go-to-market model.
The company was positioned to compete as an integrated facilities solutions provider, offering unified value across all service lines.