Understanding More: SME William Downey Shares His View On Delivering Rail Excellence

What does excellent service look like in your area, and what helps you deliver it?

William describes rail as a uniquely public-facing sector: “Our colleagues are out on trains during the day delivering in-transit cleaning, working overnight in depots, supporting terminal operations in airports, and even preparing equipment at the top of hangars. We also run a large laundry service for a major international carrier, which many people are unaware sits within our operation.”

For him, excellent service is delivering the experience people expect. Whether it is a traveller stepping onto a train or a passenger receiving a fresh blanket on a long-haul flight, the expectation is the same. “If you get on a long-distance intercity service and it is not up to standard, that reflects on us, and when it is great, that reflects on us too.”

Rail is highly time-sensitive. A train that is not cleaned overnight still goes into service the next morning, which can lead to disruption and cost for operators. William credits strong customer relationships and empowered teams for helping OCS deliver consistently high standards in a fast-paced environment.

What challenges do your teams face, and how do you approach overcoming them?

“The plan rarely survives the night,” William says. Outdoor environments, weather and third-party dependencies mean schedules are rarely fixed. A delayed service might reduce a one-hour cleaning window to 40 minutes, requiring teams to adapt quickly while maintaining standards.

An overnight sleeper operator is a good example. OCS teams prepare the service daily, managing everything from making beds to cleaning showers and galleys. “It is essentially a hotel on wheels. If it arrives late, we still have to ensure passengers have their accommodation ready for the night.”

William supports teams by sharing best practices across contracts, helping them think differently and prioritise effectively to deliver the best outcomes for customers.

Is there a recent example where your service has made a tangible impact?

Earlier this year, OCS supported a major rail manufacturer during a national gathering celebrating 200 years of the modern railway. “We prepared their fleets for the event, including a multi-day deep clean of a flagship intercity train. Interiors, exteriors, surfaces, carpets – everything.”

When a heritage vehicle was graffiti shortly before the event, OCS mobilised immediately to remove it, even though it was outside the contracted scope of work. On the day itself, another last-minute request came in. “We pulled teams from nearby depots and got it done. Tens of thousands of people attended, and I was proud that our colleagues played their part. That responsiveness sets us apart.”

How does your work contribute to a better experience for rail users?

William highlights the value of understanding customers’ expectations and supporting improvements to their Service Quality Regime scores. “Several of the operators we support ranked among the top nationally last year. We do not take a strict contract-only view. We look for ways to add value.”

This value-added approach includes broader support, such as water-quality testing for a manufacturer or identifying pest-control requirements for a long-distance operator. “It is about creating integrated solutions that improve outcomes.”

How are you improving efficiency, especially with rising cost pressures in rail?

Digitisation is one of the biggest drivers. “Rail has traditionally been paper-driven. We are changing that. Using digital station models in our NextGenFM system, colleagues record completed work on mobile devices, giving us a live view of the network.”

This real-time information helps identify areas needing attention, redirect hours and create savings for customers. Transparency, William says, is essential to building trust.

What practices help maintain high standards when services are disrupted?

“For me, it is keeping calm and communicating. Our account directors take both the problem and the solution to customers.” Teams are given the confidence and authority to make real-time decisions, which helps maintain resilient services and steady performance even when delays or unexpected challenges arise.

What training or behaviours make the biggest difference day-to-day?

Leadership and empowerment sit at the heart of effective delivery. Many cleaning operatives work independently and often in challenging environments, so building trust and confidence is essential to their performance. Managers are trained to recognise this and to provide the guidance, encouragement and practical support that strengthen that empowerment day to day.

What does success look like, and what trends are shaping your work?

“We monitor data closely, but ultimately success is when passengers have a good experience and customers want to continue working with us.”

He highlights two major industry shifts: increased public ownership and rapid digitisation. Working closely with trade-union partners is essential as technology evolves, and transparency will remain a significant priority.

OCS plays a critical role across the UK’s rail network, supporting operators with people-focused, digitally enabled services shaped by strong ESG ambitions. William’s insight highlights the dedication of colleagues across the sector who work in challenging, time-sensitive environments to deliver safe, reliable and high-quality journeys. As the industry continues to evolve, the combination of trusted partnerships, data-driven improvement, and empowered teams ensures OCS is well-placed to help customers and communities be their best.