Leadership in Action: Our Conversation with Stewart Cross 

From Forklifts to Facilities: A Career Built on Progression 

Q: Stewart, tell us a bit about your journey. What led you here? 

Stewart Cross:
Like many people in FM, I didn’t set out to build a career in it. I started as a forklift driver and wanted to move into an office environment. This led to an opportunity as an administrator in the Ministry of Defence’s security department. 

I made improvements where I could and left my mark. The team there recognised that I had the potential to move into other areas, and that was my first real step into facilities management. I joined Comax, which Amey later bought. From there, I worked my way through performance analyst roles into more senior positions. 

Later, I supported the merger of two FM contracts at Centrica and Electricity Direct, and I took on an area manager role at Amey. After a few years, I moved on to Interserve, where I had to mobilise a contract across 28 government buildings in just three months – including 10 Downing Street and the Cabinet Office. That was intense. I was in the office by 6am and rarely left before 7pm. 

It meant I missed moments at home, particularly with my children at a young age. But I saw it as an investment in the future — building something meaningful, not just for my career but for the impact I could have in the long term. 

Learning the True Nature of Leadership

Q: What did you learn about leadership through that experience?

Stewart:
That contract taught me what it really takes to lead. You can’t succeed through direction alone – you’ve got to build a team that’s engaged, that understands the purpose behind the work. I began focusing more on coaching and development, ensuring that people felt valued. 

We looked at how to bring ideas from the frontline into decision-making. That meant creating space for people to contribute, not just deliver their work. The result was a highly engaged, high-performing team – one that was proud of what we were achieving. 

A New Chapter at OCS and the MoJ Contract

Q: What drew you to OCS and the Ministry of Justice contract?

Stewart:
I joined OCS in 2018 when we won the MoJ contract. It was a complete TUPE transfer with all the complexity that brings. We had to act quickly to reset expectations, define our strategy and start improving delivery. 

One of the first things we did was remove chemicals from cleaning operations. We replaced them with a water-based system, backed by scientific testing, which reduces plastic use, deliveries, and overall environmental impact. It was a practical change that made a real difference. 

We also knew the Ministry of Justice valued innovation. That meant our performance needed to be consistent from day one – and it was. 

Partnership, Communication and Trust

Q: How have you built long-term relationships with public sector customers?

Stewart:
You build relationships through consistent delivery, open communication and mutual respect. The MoJ had good relationships with previous providers, so we had to earn that trust from the beginning. 

We’ve focused on alignment, transparency and shared planning. We hold annual collaboration days to look at joint strategies and discuss what we can do better. The same thinking we used on contracts with the Department for Education and Department for Business and Trade – it’s about using what works and evolving it together. 

And we’ve seen the outcomes: we’ve achieved perfect scores in customer engagement surveys. That doesn’t happen by accident – it comes from day-in, day-out partnership and alignment between teams. 

Values, Honesty and Leading by Example

Q: What are the values that drive you?

Stewart:
Honesty and integrity. I thrive on doing the best I can every day – and that’s what I expect from the team. But I don’t expect it without giving something of myself. You can’t lead from a distance. You’ve got to be involved. 

We run colleague forums where people from across the contract can raise concerns, share ideas or suggest improvements. Everything is documented, and each point is followed up with actions that deliver a feedback loop. 

We’re a unionised contract, and in the early days, that brought challenges. But through consistent behaviour – treating colleagues with respect and giving them a genuine voice – we’ve built trust. We also run informal idea boards and polls, recognising colleagues whose input helps improve how we work. 

That’s the foundation of our culture – a place where people are heard and their contributions acted on. 

Meeting Change with Proactivity

Q: How does your leadership support government customers through ongoing change?

Stewart:
It comes back to collaboration and open dialogue. We don’t just respond to what government customers ask – we take time to understand what’s driving their priorities and challenges. This entails regular meetings, structured reviews, and ongoing two-way communication with senior stakeholders. 

Take the recent pressures around prison releases and the demand for approved premises. The Ministry of Justice had to move quickly. Because we’d already talked through their challenges and understood what was coming, we were able to act ahead of the curve. We put plans in place before problems materialised. 

That’s what partnership should look like – alignment before escalation. 

Adapting and Growing as a Leader

Q: How has your leadership style evolved?

Stewart:
Early on, you think it’s about progression – getting to the top. But you quickly realise it’s about people. You need emotional intelligence, you need to listen, and you need to understand what motivates others. 

I’ve always tried to stay open to learning. I’m doing a Level 7 master’s in strategic leadership now. Before that, I completed a degree via Guildford College and was nominated for an Adult Learners Award. I’ve always believed in continual development – not just for myself, but for those around me. 

We’ve put every supervisor and manager on our Ministry of Justice contract through mental health training. As a result, our mental health absence rate is among the lowest in the company. That’s not luck – that’s awareness and support in action. 

The Power of Recognition 

Q: What role do everyday actions play in leadership?

Stewart:
They’re essential. I make a point of being present – visiting sites, meeting colleagues, taking the time to understand what’s happening day to day. 

If I’m at Petty France, I’ll shake hands with every colleague I pass. Not because it’s a gesture – but because it reflects the reality that everyone plays a part. Colleagues on the ground are just as crucial to OCS as anyone else in the organisation. 

When I hear something positive, I act on it – whether that’s an email or a personal visit. Taking time to say thank you is never wasted. It’s what keeps people connected to the bigger picture. 

Learning from Others 

Q: Have there been leaders you’ve learned from over your career?

Stewart:
Absolutely. Peter Tierney, my line manager, has taught me a considerable amount about strategic thinking. He’s clear, thoughtful and makes you work through problems. He’s been a great mentor. 

Bob Taylor has had a significant impact on me, too. He values directness and clarity – but more importantly, he really sees people. When something good happens, he’s the first to recognise it, the first to take time with people. That’s influenced how I lead. 

I’ve worked with good leaders and average ones. OCS stands out for me because of the quality of leadership here – it’s shaped who I am and how I lead now. 

Q: Stewart, you’ve shared your experience of good leaders – what would you hope your teams said about you and your leadership style?

Stewart:
I’d like them to say I’m dynamic – someone who helps people think clearly, solve problems, and get to the right outcome. Someone they can go to when things are tough and trust they’ll be listened to and supported. 

That’s what leadership is, not about titles, but about making decisions with people and for people.