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Year: 2026

Q3 wins place on major public sector FM framework alongside industry heavyweights

Posted on by Ian Adams

Q3 Services has secured a place on the Government Commercial Agency’s RM6378 Facilities Management and Security Services framework, putting the challenger FM provider firmly in the mix for major public sector opportunities alongside some of the UK’s largest facilities management businesses.

The framework gives public sector organisations access to a wide range of facilities management and security services, including cleaning, waste management, maintenance, landscaping, guarding and risk assessment services. It is valued at up to £120bn and will run for eight years.

Q3 has been successful across five framework categories, including significant opportunities within Total FM and Soft Services lots. For Q3, the award represents a major step forward in its public sector growth ambitions and a chance to bring a more personal, agile and commercially sharp alternative to a market often dominated by major corporate providers. The framework award positions Q3 to compete directly for larger and more complex public sector contracts over the coming years.

Q3’s success is also a useful reminder that size is not the only measure of capability in facilities management. Public sector clients increasingly need providers that can combine strong governance, robust delivery and compliance expertise with fast decisions, senior-level accountability and services shaped around real client need rather than standard templates.

Martyn Freeman, CEO of Q3 Services, said: “We are absolutely delighted to have secured a place on this framework. It is a significant award for Q3 and a clear signal that challenger businesses have an important role to play in the future of public sector FM. We know we will be competing with some very large organisations, and that is exactly where we want to be. Our job now is to show public sector clients that there is a credible alternative – one that brings the experience, systems and discipline they need, but without the layers of complexity that can sometimes get in the way of great service.”

He added: “This is a step-change moment for the business. We have always believed that clients deserve facilities management that is practical, responsive and built around them. This framework gives us the opportunity to demonstrate that approach at greater scale, and we are looking forward to the conversations and opportunities that will follow.”

Q-Who? Meet Kelly Skeels, Q3’s Compliance Manager

Posted on by Ian Adams

Compliance may not always be the most visible part of facilities management, but it is one of the most important. Behind every safe, well-managed building is a framework of checks, controls, evidence and assurance that helps protect people, property and businesses. For Kelly Skeels, Q3’s Compliance Manager, that is where her experience and attention to detail come to the fore.

Kelly has been with Q3 for more than three years and brings over 15 years of experience across construction, facilities maintenance and compliance. Like many working in FM, her career began somewhere completely different – in hairdressing. However, she then moved into the built environment, where she developed a strong understanding of operational delivery, customer service and the importance of getting the detail right.

Before joining Q3, Kelly worked with Anglian’s installation team, then with Chigwell Construction as a Responsive Repairs Manager. She later moved into helpdesk and compliance at O-Two Maintenance, supporting designer outlet contracts and building the experience that would shape the next stage of her career.

Those roles gave her first-hand insight into how buildings operate, how services are delivered and where risks need to be managed. They also helped develop the calm, organised and practical approach that is essential when dealing with compliance, contractors and client expectations.

Kelly joined Q3 as Helpdesk Lead, before moving into her current role as Compliance Manager. That progression has given her a rounded view of service delivery, from the day-to-day operational pressures faced by frontline teams to the assurance and governance needed to keep clients’ buildings safe and compliant.

In her current role, Kelly oversees statutory compliance across a diverse client portfolio. This includes working closely with Q3’s largest clients, contractors and our operational teams to ensure buildings and services remain safe, compliant and operationally effective. Her responsibilities include managing compliance risk, monitoring contractor performance, supporting audit and governance processes, and delivering assurance across key areas such as water hygiene, fire safety and HVAC systems.

“My role brings together technical knowledge, organisation and communication. I draw on qualifications and training including IOSH Managing Safely and City & Guilds accredited Responsible Person training, as well as my experience in risk management, contractor performance, audit processes and stakeholder engagement. A big part of the job is translating compliance requirements into practical action, so teams and clients can focus on what matters most.

“What I enjoy most is knowing that the work I do helps keep sites safe and reduces risk as far as possible. I also like the variety the role brings, particularly the chance to visit sites, speak face-to-face with clients and build relationships across Q3’s portfolio.

“Compliance can sometimes sound process-heavy, but for me it is really about people. It gives me a good feeling to know that buildings are safe, risks are being managed and clients have confidence in what we do. I enjoy being out and about, meeting people and understanding how our work supports them in practice.

“Whether I am coordinating with contractors, reviewing evidence, supporting audits or advising operational colleagues, my job is to bring clarity and assurance to an area that is critical to clients and building users alike. For me, good compliance is about giving people confidence that the right things are being done, consistently and professionally.”

As Q3 continues to grow, roles like Kelly’s are increasingly important. Her knowledge, diligence and collaborative approach help ensure compliance remains embedded in day-to-day operations, supporting safe environments, strong client relationships and consistently high standards.

Away from work, Kelly is based in Colchester and enjoys running for fun. She has also kept a creative connection with hairdressing, helping friends and family with hair for special occasions such as weddings and proms. A self-confessed bookworm, she also spends plenty of time supporting her sisters and their families, who live locally.

OCS buying Mitie is not the surprise. What comes next might be.

Posted on by Ian Adams

By Martyn Freeman, CEO of Q3 Services

Martyn Freeman was Managing Director of the Facilities Management division and latterly Chief Development and Strategy Officer at Mitie spanning a 25-year career, before establishing the Q3 Services challenger business in 2018.

Martyn Freeman Mitie front picture

From an article featured in FMJ magazine, July 2026

The proposed OCS acquisition of Mitie has been described as a shockwave running through the FM sector. The timing may be surprising, but I am not sure it should shock anyone. If anything, it is one of the clearest signs yet that the top end of our market is running out of easy ways to deliver sustainable growth.

This was always where the numbers were heading

At a certain scale, organic business growth does not just become difficult. It starts to become mathematically brutal. Shareholders will always expect continuous growth, but the market does not always provide enough new opportunity to deliver it contract by contract, at the margins they demand. I know from personal experience how uncomfortable that pressure can become.

The numbers tell an interesting story. If a facilities management company has revenues of around £5 billion and roughly 10% of its business comes up for renewal each year, then even in a good scenario it might lose around 5% of revenue through churn. That is £250 million that has to be replaced every year simply to stand still.

Assuming a generous one-in-four win rate, then that business would need to bid for around £1 billion of new work every year, before it has achieved any net growth at all. The resource required to chase that pipeline is enormous: bid teams, sales teams, estimators, business development managers and subject matter experts across ESG, energy, technology, social value, compliance, credit risk and more.

That is the uncomfortable reality behind many of these deals. The headline language will be about scale, efficiency, capability and geographic reach. Those things may all be true, but the deeper driver is much simpler. Very large businesses need very large ways to grow, and acquisition is often the only lever big enough to move the dial.

Once that dynamic takes hold, it is difficult to stop. The big players have become victims of their own success and if the market cannot provide enough organic growth, the next question very quickly becomes, who should we buy next? On this logic, I’m sure further acquisitions will follow.

Consolidation is not just a strategy. It is a symptom.

The OCS/Mitie transaction is not a one-off. It is part of a much bigger shift in the FM market, where the largest providers are trying to position themselves around complex, regulated and mission-critical environments: government, defence, healthcare, infrastructure, life sciences and other sectors where scale still carries weight. It plays to their strengths and excludes smaller players who cannot match the demands or deal with the complexity.

That makes perfect, strategic sense for businesses operating at that scale, particularly when traditional corporate real estate is changing too. Large, lavish headquarters are no longer the default model. Hybrid working, downsizing and flexible workspace have altered the shape of corporate demand, reducing the number of large multi-site opportunities that once were the bread and butter for the biggest FM contractors.

As a result, the battleground for the biggest players is shifting towards public sector, industrial, infrastructure and highly regulated environments. But even here, the picture is not straightforward. In government, for example, the appeal of insourcing is growing. Recent policy direction around ending “outsourcing by default” signals that future public sector contracts may face more scrutiny, with a greater emphasis on public value, accountability and in-house capability.

This creates a paradox. The largest FM businesses need bigger and more complex contracts to justify their scale, but the pool of those contracts may not be growing at the desired rate. At the same time, FM itself is moving beyond traditional service provision into infrastructure, compliance, energy, technology and transformation. That brings the sector into competition with organisations from adjacent markets like Babcock and Serco and increases the pressure on providers to seek even larger, broader and more international opportunities.

The likely outcome is yet more consolidation at the top end of the market. That may create larger balance sheets and broader service lines, but it also creates a real risk for clients in the shape of fewer credible choices, less competitive tension and a market where size starts to be mistaken for value.

We should also be more honest about the real cost of chasing these contracts. FM providers routinely pour huge amounts of time and intellectual capital into tenders, giving away ideas, innovations, technical solutions and transformation plans before a contract has even been awarded. Too often, that thinking can be absorbed by clients and repackaged elsewhere. If the industry wants genuine innovation, it needs to ask whether the bidding model itself is becoming part of the problem.

The opening is there for SMEs brave enough to take it

For SMEs, this is not a moment to look nervously at the giants. It is a moment to look at the gaps they leave behind.

As the largest providers become bigger, they inevitably become more layered and complex – often more complex than the clients they serve. Decision-making moves further away from the front line. Senior leaders become less visible to clients. Processes become more rigid and standardised, and the ability to create a distinctive customer experience tailored to a specific business or culture, becomes more difficult to achieve.

That is where entrepreneurial, well-run SME providers can offer something different. At this end of the market, the owners are often still the operators. Senior people know their clients personally. They can respond quickly, make decisions without unnecessary layers of approval and shape services around the customer rather than forcing the customer into a standard operating model.

It is the difference between a five-star hotel, where the general manager knows the most important guests by name, and a mass-market hotel where the customer checks in on a screen and may never speak to a member of staff. Both models have their place, but they deliver very different experiences.

For clients who feel out-scaled by the emerging giants, the middle market and SME sector now has a chance to step forward with confidence. Not by pretending to be mini versions of the biggest providers, but by being clear about the value of human scale: access, accountability, agility and genuine partnership.

The OCS/Mitie deal may redraw the competitive map at the top of UK facilities management, but the change is impacting every level. For ambitious SMEs, this could be the moment to show that personal relationships, fast decisions and service delivered close to the customer are not old-fashioned values. They are competitive advantages.

Let’s dispel the myth that SME providers cannot organise, mobilise or manage larger contracts. In many cases, that is simply not true. Running a bigger contract is not a mysterious art available only to the largest corporates; it is a matter of having the right systems, governance, people and discipline, then scaling them properly. Many SME leaders have already won, mobilised and delivered major multi-million-pound contracts for the biggest names in the sector. They understand the complexity, the risk, the operational pressure and the client scrutiny because they have lived it first-hand. The difference is that they now bring that experience into businesses where decisions are faster, accountability is closer and the senior people who made the promise are still involved when the service is being delivered.

In a consolidating market, scale will always attract headlines. But scale is not the same as service. For clients who want a provider that understands their business, knows their people and can act when it matters, this may be exactly the moment for SME FM businesses to stop apologising for their size and start competing on it.

Q3 lands cleaning role at Jersey Opera House

Posted on by Ian Adams

Q3 has been appointed to deliver cleaning services at Jersey Opera House, one of the Channel Islands’ most recognisable landmark venues.

The contract, which started on 6 July, will see Q3 provide daily housekeeping, pre- and post-event cleaning, and periodic deep cleans across the historic St Helier venue.

Opened in 1900, Jersey Opera House has recently undergone a major refurbishment and has returned to its role at the heart of the island’s cultural life. The venue’s programme ranges from theatre, music and comedy to community performances and special events, creating a varied and sometimes unpredictable operating environment.

Q3 worked closely with the Opera House management team to develop a bespoke cleaning specification that reflects both the heritage of the building and the flexibility required by a live events venue. Unlike a conventional hospitality or commercial setting, the Opera House is not in constant daily use, and every month’s performance or event programme can place different demands on the cleaning programme.

The service will be delivered by two dedicated housekeepers, supported by an additional post-show team as required. This approach gives the client a consistent core team, while providing the agility to scale cleaning resources around the venue’s performance schedule.

Q3 was selected for its operational knowledge, local experience and partnership-led approach. The company worked with the Opera House to shape a solution that met the building’s specialist requirements while remaining aligned with the client’s budget.

Matthew Galvin, Managing Director at Q3, said: “We are delighted to be working with Jersey Opera House, a landmark building with a special place in the island’s history. This is exactly the kind of environment where a flexible, thoughtful and partnership-based cleaning model can make a real difference. Our team is looking forward to supporting the Opera House as it continues to welcome audiences, performers and visitors back through its doors.”

The win further strengthens Q3’s presence in Jersey and reflects the company’s growing reputation as a leading cleaning business across the Channel Islands.

Square deal for Q3 at Camberley

Posted on by Ian Adams

Q3 Services has secured a new five-year contract with The Square, Camberley’s leading retail shopping centre, following four years of successfully delivering cleaning and security services at the site. The new contract starts in August.

Home to around 140 national and independent retailers, The Square spans 550,000 sq ft in the heart of Camberley town centre, which is benefiting from an ongoing regeneration programme through to 2034.

Q3’s successful bid was supported by its proven track record of innovation, including chemical-free cleaning, as well as the agility and responsiveness it brings as an SME.

Commenting on the new contract, Q3’s COO, Stuart Bellew, said: “This is a significant win for Q3. It reinforces our position in the retail shopping centre sector and reflects the value we deliver as a trusted soft services partner.”

Gavin Vidler, Shopping Centre Manager, said: “We have built a strong team ethos with Q3 and look forward to continuing our partnership as we take The Square to the next level as a premier shopping destination for the Surrey, Hampshire and Berkshire catchment.”

 

Compliance in Facilities Management: Why It Matters More Than Ever

Posted on by Ian Adams

By Kelly Skeels Compliance Manager, at Q3 Services

In facilities management, statutory compliance isn’t a nice-to-have. It’s a legal, operational and moral obligation. Yet, across the sector, it remains one of the most misunderstood and underestimated areas of responsibility.

At Q3 Services, we see first-hand the consequences of that gap between perception and reality. Compliance is often treated as a checklist. In reality, it is a system and one that demands accurate data, clear accountability, and consistent management.

Compliance Is Not Optional

Statutory compliance sits firmly at board level. Organisations have a legal duty to maintain key building systems and ensure they are safe and fit for purpose. There are no grace periods, no allowances for oversight. Once something is overdue, you are non-compliant – simple!

Crucially, compliance isn’t just about completing tasks. It’s about identifying issues and resolving them. If defects are raised but not addressed, the organisation remains exposed. And if there’s no evidence to prove that work has been carried out, from a compliance perspective, it simply hasn’t happened.

The Real Consequences of Failure

The risks associated with non-compliance are significant and multi-layered.

First and foremost, there is the moral responsibility. Failure in areas such as fire safety, electrical systems or water hygiene puts people at risk – employees, visitors, and the public.

Beyond that, reputational damage can be severe. Organisations risk losing trust from clients, partners and stakeholders if compliance failures become visible.

Financial implications follow closely behind. Increased insurance premiums, failed audits and lost tender opportunities can all stem from poor compliance management.

And finally, there are legal consequences. These can include substantial fines and, in the most serious cases, imprisonment for those deemed responsible.

Where It Goes Wrong

In our experience, compliance rarely fails because people don’t care. It fails because systems, processes and understanding are misaligned.

Common issues include:

  • Inaccurate or incomplete asset data
  • Limited understanding of complex legislation
  • Confusion over roles and responsibilities
  • Poor alignment between client and contractor
  • Weak record keeping and audit trails
  • Failure to effectively manage remedial actions
  • Over-reliance on “100% compliance” reporting without scrutiny

These challenges create a dangerous illusion of control — where organisations believe they are compliant but lack the evidence or systems to prove it.

The Compliance Gap

One of the most persistent challenges in FM is what we call the “compliance gap” – that’s the difference between what organisations believe is happening and what is actually taking place on the ground.

We regularly encounter assumptions such as:

  • “We’re compliant,” without supporting data
  • “That’s someone else’s responsibility”
  • “The task was done, so we’re covered”

In reality, compliance responsibilities sit with the client or duty holder. Completing a task does not automatically equate to compliance, particularly if follow-up actions are not managed.

This gap is further compounded by governance structures where boards are reassured that “everything is fine”, despite underlying issues remaining unresolved.

Compliance Is a System, Not a Checkbox

True compliance requires a structured, system-driven approach.

At its core, that means:

  • Accurate, validated asset data
  • Clear allocation of responsibility across stakeholders
  • Robust processes for tracking and evidencing actions
  • Effective management of remedial works

Without these elements, compliance becomes reactive and fragmented, rather than managed and transparent.

Moving Towards True Compliance

To bridge the compliance gap, organisations need to shift their approach from task-based activity to strategic oversight.

At Q3 Services, we advocate for a model that embeds compliance into everyday operations, supported by:

  • Dedicated compliance expertise
  • Clear board-level reporting and visibility
  • Integrated CAFM systems to manage data and workflows
  • Alignment with industry standards such as SFG20
  • Strong supply chain assurance and performance monitoring

This approach ensures that compliance is not only achieved but sustained.

What Good Looks Like

When compliance is managed effectively, the outcome is clear:

  • Operations run smoothly and safely
  • Risks are controlled and proactively managed
  • Data is transparent and auditable
  • Stakeholders have confidence in the system

Ultimately, compliance becomes an enabler, supporting business performance rather than hindering it.

Final Thought

Compliance in facilities management should never be viewed purely as a risk to avoid. When done properly, it becomes a foundation for operational excellence.

The organisations that succeed are those that recognise this early — and invest in the systems, expertise and governance needed to get it right.

Q3 and Maximus partnership helps create employment opportunity in Leeds

Posted on by Ian Adams

A collaborative approach between Q3 Services and Maximus has helped to fill a key cleaning operative role at Coronet House in Leeds, while also supporting someone back into sustainable employment.

The vacancy arose as part of the transfer of the Maximus cleaning operation from an in-house arrangement to Q3, becoming part of the integrated facilities management contract. With the service due to go live on 15 June, Q3 needed to move quickly to identify the right person for the role and ensure a smooth transition for the site team and client.

Rather than following a conventional recruitment route, Q3 approached Maximus directly. As a business whose core purpose is to help people move into sustainable employment, Maximus was ideally placed to recommend suitable candidates who were ready for work and already supported through the employment process.

Maximus quickly put forward four candidates and arranged interviews for Friday 12 June, with support from Lucy Hayes, Q3’s HR Director. Deborah Pollard, Cleaning Account Manager at Q3, conducted the interviews and selected Cheryl Leyland as the best fit for the site.

Cheryl was able to start with Q3 the following Monday, in time for the go-live date. This rapid turnaround helped ensure continuity of service at Coronet House and demonstrated the value of a close, practical working relationship between client and service provider.

Deborah said that Maximus’ support made a real difference because the team knew the prospective candidates, understood their readiness for work, and were able to provide people with the right documentation already in place. Without that support, Q3 would not have been able to source and interview candidates so quickly.

The result is more than a successful appointment. It is an example of how partnership working can create social value, strengthen mobilisation, and deliver positive outcomes for clients, service teams, and individuals looking for the right opportunity.

Cheryl has already become a capable and valued member of the Q3 cleaning team. She has fitted in well at Coronet House, and the Maximus staff have responded very positively to her work. Q3 hopes this successful approach will continue to benefit both organisations and help more people access meaningful employment in the future.

Mastering Mobilisation: Turning a Contract Win into Operational Success

Posted on by Ian Adams

Fabio Goncalves LinkedIn

By Fabio Gonçalves, Key Account Manager, Q3 Services.

In facilities management, winning a contract is an important milestone but it’s what happens next that really defines success.

Mobilisation is often treated as a transitional phase. In reality, it’s the foundation on which the entire contract is built. Done well, it reduces risk, builds confidence and ensures operational readiness from day one.

From my experience, successful mobilisation isn’t a single event. It’s a structured process and one that demands planning, discipline and a relentless focus on people, communication and detail.

Here’s my blueprint for a smooth contract mobilisation:

Start with Structure, Not Assumption

Every mobilisation should begin with strong governance.

Before any operational activity starts, there needs to be clear ownership, defined responsibilities and a fully mapped mobilisation plan. This includes setting milestones, assigning accountability and tracking progress closely – ideally through a shared platform that gives full visibility to all stakeholders.

When everyone understands what needs to be done, by whom, and by when, the team can proactively manage delivery rather than react to problems.

Understand the Estate in Detail

No mobilisation succeeds without a clear understanding of the environment you’re stepping into.

Detailed site surveys and due diligence are critical from reviewing buildings and assets to assessing compliance records, documentation gaps and site-specific risks.

The goal is simple: create a complete picture of the operational landscape before services begin. When that insight is in place, decisions become faster, risks become clearer and mobilisation becomes controlled rather than unpredictable.

Turn Insight into Action

Information alone isn’t enough. It must be translated into structured action.

This is where risk assessment becomes central. By developing a clear risk register, defining mitigation actions and assigning responsibility, teams can manage uncertainty rather than reacting to issues as they arise

Common risks such as asset condition, resource availability or incomplete documentation should be identified early and actively managed before they impact delivery.

Communicate Early, Communicate Often

If there is one principle that underpins every successful mobilisation, it’s communication.

Regular, structured mobilisation meetings ensure alignment across all stakeholders, providing progress updates, escalating risks and enabling timely decision-making.

The guiding principle is simple: no surprises. Consistent communication builds confidence and prevents small issues from becoming major blockers.

Put People at the Centre

Mobilisation isn’t just about systems and processes, it’s fundamentally about people.

Where TUPE applies, managing the transition of employees with clarity and care is critical. This means transparent communication, thorough consultation and strict compliance with legal obligations.

More broadly, mobilisation success depends on engaging teams, maintaining morale and retaining the knowledge that ensures continuity of service.

Be Ready Before Day One

Operational readiness doesn’t happen by chance… it’s built in advance.

From system configuration and reporting frameworks to helpdesk readiness and team onboarding, every element must be in place before go-live.

This is validated through a formal pre go-live review with the client, confirming that mobilisation actions are complete, risks are mitigated and the operation is ready to proceed.

If you’re still solving problems at this stage, you’re already behind.

From Go-Live to Gaining Momentum

Sadly, Go-live isn’t the finish line, it’s just the starting point.

The early days of service delivery require increased communication, visible leadership and rapid response to issues.

Handled well, this period builds trust quickly and sets the tone for long-term success.

What Success Looks Like

Ultimately, a successful mobilisation is measured by outcomes:

  • No disruption to service
  • An engaged and confident workforce
  • Fully operational systems and processes
  • Strong governance and stakeholder confidence
  • A platform for a long-term client partnership

Because mobilisation isn’t just about starting a contract. It’s about creating confidence from day one.

Q3 secures IFM contract with Health Sciences University

Posted on by Ian Adams

Q3 has secured a three-year integrated facilities management contract with Health Sciences University (HSU), worth £2 million, covering cleaning, security and engineering services across the university’s Bournemouth and London campuses.

HSU is a specialist health sciences university delivering education, research and clinical services, with a growing reputation in disciplines including chiropractic, osteopathy, physiotherapy, psychology, sport and exercise science, and radiography and imaging sciences.

The appointment strengthens Q3’s presence in the higher education sector and reflects growing demand for agile IFM partners able to support complex, multi-site campus environments.

The contract will support around 30 on-site roles and sees Q3 deliver a coordinated service model designed to enhance operational resilience, user experience and estate performance.

Q3 said its successful bid was driven by a combination of service innovation, sector understanding and SME agility.

  • A technology-led operating model including Q3’s bespoke Facilio CAFM platform
  • The proposed use of cobotics to support smarter, more efficient service delivery
  • Toucan chemical-free cleaning technology, aligning with sustainability goals

HSU was also attracted by Q3’s position as an agile SME, offering a flexible and responsive approach tailored to the operational demands of a specialist university estate.

Commenting on the contract award, Stuart Bellew, COO at Q3, said “The win marks an important step in the company’s continued growth in the university sector and underlines the strength of its integrated, customer-focused IFM offer.”

Elizabeth Sharma, Senior Estates and Facilities Manager at HSU, said: “Health Sciences University is excited to be entering this new partnership with Q3 and looks forward to the benefits it will bring across our campuses. The contract will provide greater consistency and resilience to support our growing student population, alongside enhanced planned and preventative maintenance to minimise downtime and improve reliability. Increased cleaning and engineering presence throughout the week, combined with new opportunities for students to share feedback, will further enhance the overall student experience and support continuous service improvement.”