Inside the success of our Integrated Services model

Neranje Dunuwille has seen first-hand how the right leadership and team culture can transform a site. As Group Director, Operations & Service Delivery, he’s at the forefront of a service model that’s not only changing how we work – but showing just how powerful a united team can be.

The Integrated Services model is Glad Group Services’ approach to delivering multiple services, including cleaning, security, maintenance and guest services – through one cohesive, collaborative structure. Teams work together under a single leader to meet the unique needs of each customer. The result is better communication, stronger relationships, higher standards and real business impact. 

We sat down with Naranje to talk about what makes the model successful, how it supports both our teams and our customers and why integration is gaining momentum with customers.

What’s behind the success of the integrated services model?

There are two main reasons. Internally, we’ve put the right people in the right roles. Our Integrated Services Managers (ISM) possess strong leadership skills. They’re not necessarily experts in one service, but they’re great leaders who can pull the best from each division.

Our ISMs are flexible, people-focused and lead by example. They demonstrate empathy, emotional intelligence and a natural ability to build trust with both supervisors and frontline teams. They guide their teams through challenges and foster a culture of shared accountability.

Externally, the model succeeds when customers are open to a new way of working. While national procurement teams might sign off on contracts, it’s the day-to-day relationships with on-site customer teams that make-or-break implementation. Success relies on trust and collaboration at the ground level.

What do you think are the key benefits for our customers?

The model delivers clear value. Instead of having a manager for each service, we have one ISM supported by supervisors and a strong frontline team. That means there’s fewer layers and faster decisions. There’s a time-saving benefit too: one catch-up with an ISM replaces several service-specific check-ins, delivering a smoother customer experience.

Customers also benefit from consistent service levels, quicker response times and fewer issues falling through the cracks. The result is more than operational, it’s strategic. Integrated Services feels less like outsourced support and more like an embedded facilities partner, fully aligned to the unique service goals of each site.

What role does collaboration, both internally and with customers play in achieving strong outcomes?

Collaboration is at the heart of the Integrated Services model. Internally, it’s what transforms a group of service streams into a high-performing team. Supervisors across cleaning, security, maintenance and guest services don’t work in isolation they’re collectively accountable for the overall site experience. If one area slips, the others are expected to step in and support.

With customers collaboration is equally important. The model doesn’t work without buy-in from the sites’ management team. While contracts may be agreed at the national level, it’s the day-to-day interactions, open conversations, responsiveness, and proactive support that build trust and long-term success.

When both internal teams and customer stakeholders work as partners, outcomes improve across the board from performance and efficiency to team morale and service quality.

As demand grows, how is the model evolving to stay ahead setting the standard in integrated services?

By staying responsive to both customer needs and operational opportunities. There’s a focus on expanding integration into new areas where the same team-based approach can add value. The goal is to identify where customers need more support and bring those services into the fold under a single leadership structure.

There’s also measured adoption of innovation, including robotics like robotic floor scrubbers which free up team members to focus on higher-detail tasks, improving efficiency and productivity. Any technological addition is considered carefully, ensuring it complements team performance.

What would you say is the lasting impact of the Integrated Services model?

The success of the Integrated Services model comes down to culture, care and the calibre of our people. Our ISMs are the driving force behind its performance – setting the tone, supporting their teams and living our company values of Trust, Respect, Integrity and Innovation every day. From leadership to the frontline, no one walks past a problem. That mindset builds pride, lifts standards and creates places people want to work.

As demand grows, we’ll keep evolving, adapting to customer needs, expanding our service offering and continuing to invest in our people. Because when we work as one team, we deliver more than service, we deliver confidence, consistency and results our customers can count on.