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Year: 2026

Q-who? From the Dance Floor to the finance team

Posted on by Ian Adams

Four years after joining Q3, Amy Hossin’s role has grown alongside the growth of the business itself. Starting out on the soft services side when the finance team was just three people, she has steadily taken on more responsibility as Q3 has expanded.

Today, she is Finance Manager for Q3’s fast-growing technical services and IFM operation, helping to support a part of the business that continues to evolve at pace. Here’s the story of her journey:

“My route into finance was not entirely straightforward. After studying accounting at college in Kent, I completed work experience with a local accountancy firm. That placement turned into a summer job and then, almost immediately into a full-time position, with the firm supporting my AAT studies one day a week. It was a solid start to my career and gave me the technical grounding that carries through to my work today.

“But my story also includes a surprising detour. A lifelong passion for dancing led me into a very different role as a social media marketing specialist for International Dance Shoes, a company I had known for years, because they sponsored me through the competitive world of dance. With such a strong personal connection to the industry, it felt like a natural fit at the time and gave me experience in a completely different environment.

“Dancing had been a huge part of my life from an early age. Throughout my teens, weekends were spent travelling across the UK and Europe with my dance partner, competing in Latin and Ballroom competitions as well as national and world championships. At one stage I was ranked third in the UK, eighth in Europe, and was also a Nordic Open champion – an experience that taught me a huge amount about discipline, hard work and commitment.

“Eventually, the practicalities of balancing a career with such a demanding passion led me back towards finance. That decision brought me to Q3, and into a sector I knew very little about at the time.

“Like many people at Q3, I did not set out with facilities management in mind. But what I found was a business full of variety, challenge and opportunity. For me, Q3 has the mindset and processes of a large corporate organisation, but with the friendliness, open dialogue and care of a family business… and that combination has made a lasting impression.

“One of the biggest challenges in my current role has been helping to integrate Q3’s hard services and IFM operations with the wider business, aligning standards, processes and financial procedures along the way. It is a role that demands flexibility, attention to detail and a willingness to get stuck in wherever needed — whether that means supporting payroll, assisting with head office functions, or helping different parts of the business work more seamlessly together.”

Amy’s journey is a great example of what makes Q3 such an interesting place to build a career. From accountancy to dance, from social media to finance leadership, her path has been anything but conventional. But that mix of experience, adaptability and drive is exactly what helps Q3 continue to grow and why Amy is playing such an important role in its future.

Cobotics go live at Chelsea Harbour

Posted on by Ian Adams

Following a trip to the Channel Islands to see how our Q3 colleagues had successfully deployed cobotics in a major contract on Jersey, COO Stuart Bellew and Contracts Manager Ferhat Goual returned to the London with clear ideas for trying a similar approach at Chelsea Harbour.

Introducing cobotics cleaning isn’t simply a case of plugging in the robot cleaner and letting it go. For a deployment to really work, it’s important to work closely with the client to understand their expectations and to identify the specific demands and challenges the machine is likely to face at that location. Then, through talking to the technology provider, one has to match the machines’ capabilities to these requirements.

As well as scoping the project correctly, the team was aware of the need to manage the roll out through proper staff training and education, to ensure technology worked smoothly alongside regular cleaning staff.

The result is that there has been an easy transition with “the first machine, a Phantas Vacuum from Bunzl called “CJ,” now on site. CJ will be working across Level 5, The Emporium open-showroom, area and although nobody is particularly clear as to how CJ got his name, we’re sure CJ will prove a popular, regular feature as he glides around.

Q3 enhances Facilio CAFM and Helpdesk system with Bruce and Bernard apps incorporating AI

Posted on by Ian Adams

Q3 is expanding the scope and functionality of its Facilio CAFM system with exciting, new developments which will make it even more intuitive and user friendly to clients, workplace end-users and Q3 mobile engineers.

Q3 works with Facilio because of the inherent flexibility of the platform’s architecture and the ability to integrate easily with other systems. We’ve already connected our CAFM with finance systems, IoT sensors for real-time fault detection, and compliance tools like SFG20. We also use Facilitiesline to monitor supplier accreditations.

So, adding an interface with WhatsApp and incorporating voice-based bot agents was a natural next step.

Bernard Bot is an agent which allows customers to log issues and requests via voice, email and WhatsApp and to obtain progress updates on the actions being taken through the same channels. AI allows Bernard to learn and understand these users, so it becomes unnecessary for them to repeat key details like contract, location, or job responsibility, every time they make a call. So, long as the user can quote the right job number, Bernard can interrogate the CAFM database and provide the answer. Only, a broad Glaswegian dialect has confused the voice activated channel on a couple of occasions.

Alongside Bernard is Bruce Bot. Bruce provides a simple interface for mobile engineers to access the works management system and report on their jobs without having to directly access the Facilio portal.

It works like this. Via WhatsApp, an engineer reports he is working on Job 123, and Bruce checks whether this is starting now, or whether the job may have started earlier, perhaps when the engineer was in a basement without phone reception. Everything is timed and date-stamped and once the job is completed, the engineer goes through a prompted series of checklist and water-risk compliance questions.

Lynne English, Operations Director at Q3, said “Like any FM system these days, it’s all about the data. These innovative steps make it quicker and easier to ensure that all the data is collected accurately and on time, giving us a 360° view of what’s happening. Frankly, it shifts CAFM up to a whole new level!”

 

Learning at Work: Unlocking Potential Beyond the Classroom

Posted on by Ian Adams

An article by Paul Courtney, HR Advisor, Q3 Services, written for Learning at Work Week, May 2026

For many people, the word “learning” still carries memories of classrooms, exams, pressure and, sometimes, failure. The experience can often put people off the prospect of learning for life.

School works brilliantly for some, but not for everyone. Traditional education often relies heavily on one style of learning – reading, memorising and repeating information. Yet people are not one-dimensional. Some learn visually, some aurally, some through experience, movement, mentoring or practical application.

That is why learning in the workplace can be transformational.

At work, learning becomes real. It has context, purpose and immediate relevance. Instead of studying theory for an unknown future, people develop skills that help them contribute, grow and succeed today. For many individuals, this can completely change their relationship with learning.

Workplace learning is not simply about qualifications or training courses. It can take many forms: mentoring, apprenticeships, buddying systems, coaching, shadowing experienced colleagues, practical demonstrations and hands-on experience. Often, people who struggled in formal education thrive in these environments because the learning feels natural and connected to what they do in real life.

Importantly, learning at work also creates something deeper – a sense of belonging and purpose.

When employers invest in people, they send a clear message: you matter, and we believe in your potential. That investment builds confidence, motivation and engagement. People become more willing to contribute ideas, take ownership and develop themselves further because they can see a future within the organisation.

Without that investment, businesses can unintentionally create stagnation. Roles evolve constantly. Technology changes. Customer expectations shift. Industries move forward. If organisations fail to develop their people, employees can gradually fall behind the requirements of their roles, sometimes through no fault of their own.

Equally, businesses themselves risk becoming stale.

Learning keeps organisations fresh. It introduces new thinking, new skills and new perspectives. It encourages innovation and adaptability. In challenging times especially, a workforce that is continuously learning is far more resilient than one that has been left behind.

One of the most rewarding aspects of workplace learning is seeing individuals achieve things they may once have considered unattainable.
At Q3 Services, we firmly believe people should never feel pigeonholed into one role or one level. With the right support, development and encouragement, individuals can break free from perceived limitations and progress far beyond where they first imagined.

A great example of this can be seen in the career journey of Fabio Goncalves, whose development within the business demonstrates what can happen when opportunity, commitment and learning come together. Stories like this remind us that talent is often unlocked, not discovered instantly.

Developing people properly also creates practical advantages for organisations. Promoting internally can be hugely beneficial because existing employees already understand the culture, systems and values of the business. However, internal promotion only succeeds when people are supported with training, coaching and mentoring.

We have all seen examples where somebody excels technically in a role but struggles after promotion because they were never developed for the responsibilities that came next. A classic example is the outstanding salesperson who becomes Sales Manager without ever being taught how to lead, coach or manage people. Success in one role does not automatically prepare someone for another.

That is why learning and development must be continuous, intentional and aligned with future opportunities.

Learning at work is not a luxury or a tick-box exercise. It is an investment in people, in resilience and in the future of the business itself.
When individuals grow, organisations grow with them.

And perhaps most importantly of all, workplace learning gives people permission to believe that they are capable of more than they once thought possible.

 

Thoughts from Martyn Freeman on World FM Day 2026

Posted on by Ian Adams

World FM Day, Wednesday 13th May, 2026

This year’s World FM Day theme, “FM: Cultivating Belonging Through Built Environments,” perfectly captures something those of us in Facilities Management have always understood.

Buildings are about far more than bricks and mortar, systems, and infrastructure.

The environments people work in everyday influence how safe they feel, how effectively they collaborate, how supported they are, and ultimately how well organisations perform.

That is why Facilities Management matters so much.

At Q3 Services, we see every day how good FM creates the conditions for people and businesses to succeed:
• Safe and compliant workplaces
• Clean and welcoming environments
• Reliable building services
• Responsive support teams
• Spaces that allow people to focus on their work with confidence
• A great vibe, and a great culture

Much of this work happens quietly in the background, often unnoticed when it is done well. That’s the way it ought to be. And its impact is enormous.

As the workplace continues to evolve, there is understandably a lot of focus on technology, data, and workplace experience. These things absolutely have their place.

But the foundations remain the same.

People value workplaces that are dependable, professional, inclusive, friendly and well managed. Environments where they can do their jobs effectively and feel part of something bigger than themselves.

That is what great Facilities Management delivers.

On World FM Day 2026, I want to recognise all the FM professionals who keep workplaces, public spaces, and critical services operating every single day.

Your work enables organisations to function, teams to perform, and communities to thrive.

Thank you for what you do, because without you we wouldn’t have a business.

The Workplace Isn’t the Problem

Posted on by Ian Adams

Q3’s marketing manager, Ian Adams has some misgivings about the current direction of travel on the productivity, CX and getting people back to the workplace debate…

There’s an ongoing narrative in facilities management around the “intelligent workplace” and “workplace experience.” Offices that adapt to us, respond to us, and ultimately entice workers to come in every day and perform like superstars.

It’s been going on for a while now, and lots of individuals and organisations are laying claim to being thought leaders and experts on the subject. Fair enough, the debate is topical and stimulating, and a lot of the arguments makes perfect sense.

  • Using data to inform best practice? Absolutely. It’s transforming the way FM works.
  • Workspaces that actually function properly? Long overdue, and no one can argue with that.
  • Facilities that respond quickly to real time needs, creating great comfort conditions and a welcoming place to work? That’s using tech to its best advantage. Tick!

But here’s the uncomfortable question… Are we beginning to confuse an efficient well-run workplace with a high-performing organisation?

A lot of the conversation right now suggests that if we just get the environment right and incorporate the sensors, the flexibility, and the “workplace experience,” then improved employee productivity and engagement will follow automatically.

Really? Is there any evidence to support this cause-and-effect hypothesis?

A workplace should support and stimulate the work and yes, the office should allow you to work better. Beyond that, a lot of the current commentary is all cherry on the top stuff.

For people like me, who have worked in quite a few workplaces over the years, the simple basics haven’t changed. People need:

  • Clear expectations
  • Strong leadership
  • Accountability
  • Freedom to do their job and make mistakes
  • A team around them that relies on everyone showing up, playing their part and delivering

I have seen this formula prove successful for teams surrounded by some pretty shambolic workplaces environments. It’s about the people and culture, more than the bricks and mortar.

By all means, fix the things that frustrate people. No one is arguing to retain noisy background distraction, broken coffee machines, unreliable tech or unusable meeting rooms.

But let’s not drift off into a position where we strive to make the workplace compete with home life to earn high attendance rates.

At some point, work is still work, and we have to deliver it, in return for that thing called remuneration. That’s the long-established deal between employer and employee.

If people need to be persuaded by sexy lighting systems, flexible walls and bells and whistles just to turn up, we might not have a workplace problem, we have a culture problem. And a spangly workplace will never correct a toxic culture.

Good facilities management enables good performance; it shouldn’t try to replace the need for it. FM can support the success of an organisation but that shouldn’t make us the driving force.

We mustn’t puff ourselves up to pretend we are so clever and important that we can determine the ultimate success of a client organisation. We can however support our clients achieve success by doing a lot of the smart, heavy lifting.

 

 

 

Greenhouse Gas Reduction Award for Q3 from Greenly

Posted on by Ian Adams

As part of their supply chain audit process, our client Maximus required Q3 to undertake an extensive, online Greenhouse Gas (GHG) emissions audit.

The result, a silver medal, for demonstrating a strong commitment to decarbonisation of our operations and placing Q3 in the top 5% of the Greenly climate network.

The detailed online survey examined factors including the precision of our GHG assessment, carbon reduction objectives, climate actions in process, employee awareness, and ESG impact.

The recognition reflects Q3’s ongoing involvement with the Planet Mark organisation which has been independently auditing and advising the company on its journey to Net Zero – a target we have committed to achieving by 2035.

Q3 at 8 years old!

Posted on by Ian Adams

This week, while checking through LinkedIn, I noticed numerous prompts to congratulate many of my colleagues on their “eight years at…” work anniversaries. Of course, it then dawned on me that it was eight years ago in April, when the newly born Q3 emerged blinking into the world of FM.

Where has the time gone?

We arrived against a strange market backdrop, witnessing the collapse of Carillion, and a sector-wide financial malaise which saw many other FM companies restructuring and struggling to survive.

At Q3 however, the new team exuded feelings of excitement and optimism, bringing with us a lifetime of industry experience and a determination to make an impact as the new challenger-disruptor brand.

Despite some early challenges, such as no suppliers, or previous clients wanting to take a chance on us, no credit, no mobile phone contract, and no income stream, things gradually started to click. We won a shopping centre in Barnsley, an M&E contract at Chelsea Harbour and bought a cleaning business in the Channel Islands.

Things were all going swimmingly, but if in 2018, had we known what was coming down the line, we would probably have all called it a day right then, and walked off into the night.

Nobody had been reckoning on Covid 19, but In a way, it was the making of us. The team’s experience came to the fore, and we stepped up to work with our clients, adapting to the new situation and continuing as much as was possible, to deliver business as usual.  This was pro-active FM and partnership-working at its best.

But the rocky road continued. There followed a stream of successive Prime Ministers and Chancellors and then a change of Government, which led to a never-ending stream of legislation changes – impacting employment and paternity rights, National Insurance, not to mention jumps in the Real Living Wage. For good measure, there were also three major wars and a fuel crisis – with the consequent negative impact on the UK economy.

But I am proud to say that we have ridden the storms, and been resilient, steadfast and innovative to keep ahead of the game.  We stuck to our guns and have always been communicative, open and transparent with clients, employees and suppliers alike.

This has allowed us to create a profitable, sustainable business I am proud of – sustainable in the broadest sense, not just “green”.  The growth trajectory looks great through 2026-27 and I realise we are living the dream, even if at first it appeared to be a bit of a nightmare.

Patience is a virtue. We realised very early on that not everything would go our way. We just had to ride each situation and manage it – not overreacting and throwing the baby out with the bathwater.

I learned also that in a crisis you have to trust and stick by your people and follow your moral compass. Then, you will come out the other end, better and stronger. The original strategy of choosing the right clients to work for has paid off because the diversity of our client base has helped sustain us through difficult and challenging times. And particularly, seizing the potentially risky opportunity to increase our scope of operation to include the Channel Islands, has paid dividends. Today, it has evolved into the largest cleaning operation across Jersey, Guernsey and Alderney, contributing significantly to the Group’s turnover and profitability.

So, as we embark on our 9th year, I extend a grateful “Thank-you” to everyone at Q3 who has come along for the ride. It has certainly had its moments, with more to come, I’m sure.

Q3 strikes partnership with RAW Social Enterprise

Posted on by Ian Adams

Q3 is an FM challenger brand with a reputation for doing things differently. Supply chain, innovation and sustainability are integral to this approach and, in a new partnership with RAW Social Enterprise, the company is looking to further enhance its position as a service provider with social value, responsible procurement and the circular economy at the heart of its offer.

RAW is Europe’s most socially impactful supplier of commercial furniture and provider of sustainable circular economy services. With 75% of its staff having overcome some of life’s toughest challenges, including addiction and mental health issues, RAW also creates opportunities for people to thrive.

RAW designs, manufactures and sources high quality indoor and outdoor commercial furniture from its base in Oxford and also operates RAW Harvesting, providing class-leading, sustainable, circular economy services maximising furniture re-use.

“In the UK, it’s disgraceful that businesses are accountable for disposing of over 50% of unwanted office furniture to landfill – that’s 300 tonnes of furniture, every working day”, says Martyn Freeman, CEO of Q3. “Partnering with RAW will enable us to offer clients both new furniture options with real social value built-in, as well as routes to bring current furniture back to life.”

Q3 believes that FM companies can play an important role in helping clients adopt a more sustainable attitude to new build, refurbishment and fit out projects, by investing in a more responsible approach to the procurement of their furniture.

Through its relationship with RAW, Q3 is looking to offer clients furniture that is not only more cost-effective, but also durable, attractive, and featuring design-led aesthetics. RAW’s exceptional manufacturing capabilities will make it possible to incorporate a high degree of personalisation, incorporating corporate branding and matching colour schemes.

Rick Mower, MD of RAW, said, “I think this relationship has such huge synergies and underpinned by our shared values, I’m excited by the impact we can create together”.

Martyn Freeman concluded, “This is a great opportunity to help both Q3 and our clients achieve ESG, Net Zero and social value goals”.

Jayne Lilley – IWFM Level 3 success, with distinction

Posted on by Ian Adams

Back in January, we published an article in our “Q-Who?” series, featuring Jayne Lilley who is Assistant Facilities Manager at one of Catapult Satellite Application’s key sites, the Westcott Space Cluster.

Alongside her day-to-day duties, Jayne had also been undertaking IWFM’s Level 3 qualification in Facilities Management. Just recently, the results have been published, and we are delighted to announce that Jayne has passed with flying colours – with across-the-board distinctions!

She explained, “To be honest, I had a little cry because I had been initially hesitant about doing this qualification. It had been many years since I had undertaken any form of further education because, back in the day, I really disliked the traditional school system of learning by rote and testing by exam.

“However, the IWFM tutor encouraged me to think differently, explaining that the IWFM qualification was a very different process, with workshop learning, that was much better suited to my visual learning style.”

The L3 qualification is structured in three parts:

  • submission of a 2,500-word project related to the candidate’s role,
  • a 20-minute presentation with an independent assessor focusing on the candidate’s knowledge, skills and behaviours
  • a 20-minute Q&A and a further 40-minute general interview discussion.

Jayne explained, “I threw myself into the challenge and worked very hard. Nevertheless, I still had self-doubt, worries about failing and having to confess to my colleagues! But when I opened the portal and discovered the results, I was completely bowled over! I have received so many good wishes and congratulations from colleagues at Q3 and Catapult and I am glad I made the commitment.”

Paul Courtney, HR advisor, said, “We are very proud to support colleagues like Jayne who invest in their personal and professional growth through apprenticeships and recognised qualifications. Her success is an excellent example of how commitment to learning benefits both the individual and the wider business, and we look forward to seeing Jayne continue to build on this fantastic achievement in her role”.

Maria Russell, Estates and Facilities Manager at Space Applications Catapult, said, “It’s been a real pleasure working alongside Jayne and seeing the dedication she’s put into achieving this qualification. Earning distinctions across all three categories is an outstanding accomplishment and a reflection of her commitment, professionalism, and depth of knowledge. The result comes as no surprise — she consistently brings a high standard to everything she does. This is a well-deserved success, and the whole Estates team are incredibly proud of her. “

Some additional thoughts from Paul Courtney, HR Advisor and the driver behind Q3’s apprenticeship programme:

Paul Courtney - HR Advisor

“When Jayne started with Q3 Services, it was a business requirement for her to undertake an L3 Facilities Management Apprenticeship.

I remember the first initial call with Jayne, who admitted that she was extremely nervous about taking on an apprenticeship, especially as it has been a while since she undertook a structured formal qualification. So, I was delighted when Jayne messaged me to inform me that she had her results back.

When Jayne informed me that she had achieved a distinction in all 3 assessments, I was not surprised as Jayne had constantly overachieved in all aspects of this qualification, and it was a real privilege to attend the review meetings with her development coach, who constantly praised Jayne’s dedication to all tasks.

As a business, we are absolutely delighted to learn that Jayne has achieved a distinction in all three areas following her End Point Assessment for the Level 3 Facilities Management qualification.

This is an outstanding accomplishment and a real testament to Jayne’s dedication, professionalism, and commitment to her own development, especially in the context of changing work demands and responsibilities.

We are very proud to support colleagues like Jayne, who invest in their personal and professional growth through apprenticeships and recognised qualifications. Her success is an excellent example of how commitment to learning benefits both the individual and the wider business, and we look forward to seeing Jayne continue to build on this fantastic achievement in her role.

Furthermore, we are extremely fortunate to work alongside clients who share Q3’s commitment to recognising, developing, and investing in individuals, helping to create opportunities for long term growth and success.”