CASE STUDY / BUSINESS LAUNCH
Launching a fire and security business.
Helping an established facilities management business launch its own direct-labour fire and security operation in the West Midlands. A coordinated programme spanning people, accreditation support, back-office processes, supplier accounts and customer development.
The challenge: building a new in-house capability.
An established FM business wanted to launch its own direct-labour fire and security operation. The ambition was to build an in-house team, support existing customer relationships and win new work. This required more than recruiting engineers: the new operation needed the people, processes, supplier network and accreditation preparation to support service delivery.
The brief: turn the ambition into an operating service.
Coordinate the practical work required to establish the new service, from recruitment and accreditation preparation to operational administration, purchasing and customer development.
The work: connecting people, processes and customers.
Recruiting a new direct-labour team
Recruitment was a central part of the launch, building the team needed to deliver fire and security services directly. The focus was on connecting the new operation’s service requirements with the skills and capacity needed to support customer demand.
Preparing for accreditation
Accreditation preparation formed part of establishing the operating foundations. This included bringing together the relevant processes, documentation and supporting evidence, so accreditation requirements were considered alongside the practical setup of the business.
Setting up back-office processes
The new delivery team needed an effective support structure behind it. Back-office processes were established to support the management and administration of the operation, with practical workflows and clear responsibilities.
Establishing trade accounts and supplier relationships
New trade accounts were set up to support purchasing and access to the equipment and materials needed for delivery. Building supplier relationships helped establish the purchasing foundations for the new service.
Building customer relationships and winning new work
Commercial development ran alongside the operational setup. The work included building customer relationships and winning new work, connecting the new fire and security capability with customer needs and helping establish a commercially active service.
THE OUTCOME
Operational foundations, connected to commercial opportunity.
The launch brought together a newly recruited team, back-office processes, new trade accounts and customer relationship development to support a direct-labour fire and security operation. Winning new work connected the operational setup with the commercial ambition. The project demonstrates the importance of coordinating people, processes, accreditation preparation, suppliers and customers when launching a new business capability.