A conversation with Bob Taylor, Public Sector FM Managing Director
I’ve been in facilities management for over 40 years now. And if there’s one thing I’ve learned, it’s this — if you don’t get the basics right, everything else falls over.
This job isn’t about buildings. It’s about people. Whether someone’s going to a hospital, school, court, or a local council office, they should feel safe, comfortable, and able to get on with what they’re there to do. That’s what this work is really about — helping services to function, so people can focus on what matters.
It Starts With People, Not Plant Rooms
You can have all the systems in the world, but if a ward’s too cold or a classroom’s leaking, nothing else matters. Heating, lighting, air quality, water safety — these aren’t luxuries. They’re the basics. And they need to work correctly, all the time.
That’s why proper maintenance matters. Not just reacting to faults, but also preventing them and addressing the issue before it becomes a problem. Because if someone’s relying on that building — and they usually are — they need to know it won’t let them down.
No Room for Downtime
Public services don’t shut at five o’clock. They keep going. So we do too. Whether it’s preventing a failure from escalating or ensuring the power doesn’t drop out mid-surgery, it’s about being prepared. Quietly, in the background, but always ready.
That’s what resilience means—not writing it in a spec and living it and knowing how to keep things steady, even when they’re under pressure.
Energy’s Part of That Too
Energy management isn’t just about bills or emissions. It’s about making buildings work better. If a plant room’s wasting heat, or the controls are out of sync, it affects everything — comfort, cost, carbon. So sort it.
Start with the basics: good controls, proper monitoring, a kit that’s fit for purpose. Then build from there. You don’t need a grand strategy. You need good people who know how to run buildings properly and make improvements without fuss.
Joining the Dots
Facilities management functions optimally when its various components communicate effectively with one another. Cleaning, engineering, security, catering — it’s not about bundling things together for the sake of it. It’s about ensuring things work as they’re supposed to, with the right people in the right roles, looking out for one another.
If a cleaner spots a leak, someone needs to address it. If an engineer identifies a safeguarding risk, they must flag it. That’s how you build trust. That’s how services stay strong.
“If a nurse can concentrate on her patient, if a headteacher doesn’t have to chase a repair, if a building’s ready when it needs to be — that’s the reward.”
Do the Job, Do It Properly
Public services are under the microscope, and rightly so. Every pound’s got to count. That means being clear, being accountable, and not wasting time dressing it up. Keep systems compliant, people informed and keep the work moving. And when something goes wrong — because sometimes it does — put your hand up, fix it, and learn from it. That’s how we can build trust.
Because It’s Always Been About People
I’ve never cared for shiny slogans. The work speaks for itself. If a nurse can concentrate on her patient, if a headteacher doesn’t have to chase a repair, if a building’s ready when it needs to be — that’s the reward.
That’s what this job’s always been about. Just getting on with it, looking after people, and doing it correctly.
