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For facility managers

Align services and rooms with how the building is actually used

Cleaning, catering and meeting rooms are often agreed for occupancy of five days a week. With use per space and per hour, and with booked next to used, you see where demand and supply diverge and when the peaks fall.

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From complaints to services that follow real use

Where you are

A service contract or a floor change is coming up

  • Services contracted for five full days
  • Peaks you only hear about as complaints
  • Rooms booked and not used

How the solutions work together

  1. OccupancyAnalyzeUse per space and per hour, with observation, sensors or Wi-Fi, chosen per building.
  2. BookingManageWhat was reserved; with Occupancy added, booked next to used and the no-show rate per space type.
  3. DynamicsAnalyzeWhy a floor is avoided: what teams need in sound, light and enclosure, per team.

What can happen

Services and rooms matched to how the building is used

  • Cleaning, catering and rooms sized to demand and peaks
  • Usage figures you can show the supplier
  • A space problem told apart from a service problem

Twelve months on, compare the building with its objective and measure again.

Sound familiar?

What gets in your way

  • Cleaning, catering and rooms contracted for five full days
  • Rooms booked and not used, and no-shows you cannot see
  • Peaks you only hear about as complaints
  • Booking tools nobody keeps up to date
  • Service contracts renegotiated without usage figures

When it comes up

  • A service contract up for renewal
  • Complaints about crowded days or empty floors
  • Introducing shared desks or a booking system
  • A change in office days or hybrid policy
  • Opening, closing or redesigning a floor

Three outcomes for facilities

Use per space and per hour

Occupancy measures peak, average and frequency per floor and space type and, with observation, which activities take place. That gives you a basis for the conversation about cleaning frequency, catering volumes and the number of meeting rooms.

Booked next to used

Booking shows what was reserved. With Occupancy measurements added, through an integration, you compare that with what was actually used and see the no-show rate per space type.

The reason behind an avoided floor

Dynamics shows per team what they need from the space, such as sound, light and enclosure. That tells you whether a floor has a space problem or a service problem.

How it runs, from your seat

  1. The building is being run on complaints

    A floor is being handed back, rooms are 'always full', or a service contract is up for renewal and the volume in it is a guess. Most facility managers first call at this point, usually with a supplier meeting already in the diary.

  2. Check what is already known

    Some buildings have been measured before. Where a baseline exists, the next step is sized against it rather than guessed; where one does not, a quick scan of current use is the cheapest way to get one.

  3. Choose the method per building, not per portfolio

    Observation, sensors and Wi-Fi trade accuracy against cost and privacy exposure differently. The method is chosen for each building, the privacy position is agreed with the works council before anything goes in, and the specification is written against the method, not the other way round.

  4. One space model instead of four feeds

    Sensor, Wi-Fi, booking and calendar signals are reconciled against one definition of a space. This is where multi-vendor deployments usually fall apart, and it is the part your technology partner and the platform do together.

  5. Run the building on live demand

    Use by hour, peak frequency, booked against used, no-show rate by room type, reported per floor and per team, never per person. Contracts, room supply, cleaning frequency and floor openings follow the number, and the number is one you can show the supplier.

  6. Report against the business case, and re-measure

    Twelve months on, the building is compared with the objective it was measured for. One building measured well is the argument for the next eleven, and for the contract you renegotiate next.

Products that fit facilities

What other organisations found

  • 1,200-person technology company

    Occupancy

    ~$1.2M in annual expansion costs avoided

    Proving the existing workplace had enough capacity

    Challenge
    The company was preparing to lease additional office space to support future growth.
    What we found
    Occupancy data showed how much of the existing workplace was actually being used and revealed sufficient spare capacity to accommodate the projected workforce.
    Impact
    The organization avoided the planned expansion, saving approximately $1.2M per year in additional real estate costs.

  • 600-person hybrid organization

    Booking

    No-shows reduced from 18% to 10% · utilization increased to 60%

    Turning reservations into better space utilization

    Challenge
    Desks and meeting rooms were frequently booked but left unused, reducing availability and making office days harder to coordinate.
    What we did
    We combined booking activity with Occupancy sensor, IoT and observation data to compare reservations with actual space use.
    Impact
    No-shows dropped from 18% to 10%, while utilization increased from 52% to 60%, making approximately 120 additional bookings available each week without adding space.

  • 500-person professional services firm

    Dynamics

    Turnover reduced from 18% to 15% · ~$900K potential annual value

    Understanding what was driving employee turnover

    Challenge
    Turnover had reached 18%, but leadership could not determine whether culture, the workplace or hybrid working was driving employees to leave.
    What we found
    The analysis uncovered issues around autonomy, comfort, privacy, hybrid coordination, meeting spaces and the experience of newer employees.
    Impact
    Addressing the highest-impact issues reduced turnover to 15%, significantly lowering replacement costs while improving the employee experience.

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A conversation of 45 minutes. You get a reply within one working day and a short written summary afterwards. Describe in your request the building, the period and the contract or decision you need data for.

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