Doug Cooke founded Principle Cleaning Services Ltd in 1989. Since its inception, he has built the company into one that drives for results, in turn creating a culture in which service professionals can thrive. Read the exclusive WFBSC Executive Insight interview with Doug below.

What trends have you observed in the BSC industry on a global scale, especially over the course of the last two years?

The pandemic has seen a huge rise in awareness of cleanliness and hygiene in the workplace together with the important role that our janitors and cleaning staff play. This, linked with the move to a more technologically driven offering, has given the industry more credibility. It is the hope that we can profit from this by attracting the younger generation and encouraging them to take up a career in the cleaning sector. Technology is the way forward and many of our clients are requesting more innovation based around data driven processes. Also, the client base has been changing over the years as we see more of them outsourcing their facilities to global property management organizations. 

What advice do you have for those looking to break into the industry?

It is a very challenging, competitive, tough industry, and I would advise anyone wishing to enter the market to spend at least two-four years with a reputable BSC before going in alone. Cleaning is not as simple as many people think!

Are there opportunities new BSC business owners should take advantage of as the industry begins to settle into its new normal?

BSCs must be flexible and adapt to the new ways of working, often referred to "hybrid" working, and as much as we want everyone to return to their offices it will be a few years yet before that happens. Over the last two-three years the M and A market has been very active with BSC owners looking to exit the industry. This has led to a reduction in the number of mid-size, good quality BSCs (certainly here in the UK) and this has given the opportunity for smaller BSCs to grow and develop.

Can you speak to a notable challenge in your career? How did you handle it?

My biggest challenge was getting to a £5m turnover as once I achieved this I was recognized as a serious company; that was back in the early 90's. It was tempting to spread our wings and take on any sort of contracts, but we steadfastly stuck to our strategy by continuing to market our services to the professional sector, in London, where a high quality of service is important as well as getting paid on time! This strategy still applies, as 95% of our £67m turnover is London based and includes numerous iconic buildings and high profile clients.

What is the best piece of advice you have received throughout your career?

Throughout my career I have taken as much advice as possible, some good some not so good! However, what makes us stand out from our competitors is our care for our employees and we have one of the best retention rates in the sector.  'Look after your staff and they will look after your clients' is such a true statement.