SKG Services Group CEO on why frontline experience is the leadership edge most executives never get.
Leadership is often viewed through the lens of strategy, financial performance and long-term planning. While these responsibilities are certainly part of executive leadership, some of the most valuable lessons I have learned came long before I stepped into a boardroom.
More than 30 years ago, I started my career in the cleaning industry in an entry-level frontline role. At the time, my focus was simple: do the job well and learn as much as possible. I had no clear career roadmap, nor any expectation that I would one day lead the same national organisation where I began my career. Looking back, however, that frontline experience became one of the most important foundations for the decisions I make today as Group CEO.
Seeing the business through a different lens
One of the greatest advantages of starting on the ground is gaining an understanding of how a business actually operates day to day. Frontline employees experience challenges, customer expectations, operational pressures and service delivery realities in a way that cannot always be fully understood from reports or dashboards.
As my career progressed through supervisory, managerial, operational and executive roles, I gained exposure to every aspect of the business. That journey provided a broader understanding of workforce management, customer relationships, financial performance, risk and strategy. And, importantly, it gave me an appreciation for how executive decisions ultimately affect the people responsible for delivering outcomes on the ground. When you’ve experienced both perspectives, you develop a stronger awareness that even well-intentioned strategies must be practical and achievable in execution. What may appear effective on paper can create unintended challenges operationally if the realities of frontline work are not considered.
That understanding continues to influence my decision-making today.
Why frontline experience matters in executive leadership
Facilities services is an industry that often operates behind the scenes, yet plays a critical role in keeping hospitals, schools, commercial buildings and public spaces functioning safely and efficiently and at SKG Services, this is where our clients are.
Starting on the frontline gave me visibility into aspects of the business that senior leaders do not always see firsthand. It highlighted the importance of operational efficiency, workforce engagement, customer expectations and the countless small decisions that contribute to overall performance.
It also shaped my leadership philosophy.
Experiencing leadership from both sides taught me a great deal about how people want to be treated, supported and communicated with. It reinforced the importance of respect, trust, and transparency, particularly during periods of change. When leaders understand the realities of frontline work, they are often better equipped to make decisions that are both commercially sound and operationally practical.
Understanding the impact of decisions before they reach the frontline
One of the less obvious benefits of frontline experience is the ability to anticipate how decisions will be received and implemented by the people responsible for delivering them. Executive teams are often tasked with making decisions that improve efficiency, reduce costs, manage risk, or drive growth. While these objectives are important, the success of any decision ultimately depends on how effectively it can be executed in practice.
Having worked on the frontline, I have always tried to consider not just the intended outcome of a decision but also the operational realities that sit behind it. Questions such as whether teams have the right resources, whether a new process is practical or whether expectations are realistic, become just as important as the commercial objectives themselves.
This perspective helps bridge the gap between strategy and execution. It encourages leaders to seek feedback, challenge assumptions and make decisions that are grounded in the realities of the workplace. In my experience, organisations achieve stronger outcomes when executive leadership understands not only what needs to be done, but also what it takes for teams to deliver it successfully.
Making better decisions during times of change
Over the past three decades, the industry has undergone significant transformation. Technology has changed how services are delivered, customer expectations have evolved, and businesses face increasing pressure to improve efficiency while maintaining quality outcomes.
Throughout that period, there have also been challenges. Difficult trading conditions, contract losses, workforce pressures, operational setbacks, and periods of uncertainty are realities every leader will encounter at some point. In those moments, frontline experience becomes particularly valuable.
Understanding the day-to-day realities of employees helps leaders assess how decisions will affect teams, service delivery, and organisational culture. It encourages a more balanced approach—one that considers not only financial outcomes, but also operational sustainability and employee wellbeing. Some of the most effective decisions are made when leaders remain connected to the people delivering the work and maintain visibility of what is happening across the organisation.
Staying connected as organisations grow
One challenge many organisations face as they expand is maintaining a connection between executive leadership and frontline operations. For me, staying close to the workforce has always been important. It provides valuable insight into emerging challenges, opportunities for improvement, and the practical impact of business decisions.
It also reinforces an important reality: organisations are built by people.
Whether someone is working on the frontline, managing a team, or sitting in an executive role, every position contributes to the organisation’s success. Understanding and valuing those contributions creates stronger cultures, better communication, and ultimately better business outcomes.
The leadership lessons that endure
While industries evolve and business priorities shift, several leadership principles have remained constant throughout my career.
- Consistency matters. Sustainable success is built through steady effort over time rather than isolated achievements
- Learning never stops. Effective leaders remain open to new ideas, new technologies and different perspectives
- People drive performance. Organisations achieve their best outcomes when employees are supported, trusted and given opportunities to grow
- Trust underpins everything. It is built through transparency, reliability and follow-through, and it influences every successful relationship within a business
- Most importantly, leadership is never an individual achievement. Success is shared among teams, mentors, colleagues, customers and families who contribute to the journey along the way.
Looking ahead
Reflecting on my career, one lesson stands out above all others: frontline experience provides a perspective that can strengthen leadership at every level.
It builds empathy, operational understanding, and an appreciation for the practical realities behind strategic decisions. It creates leaders who are better equipped to balance long-term business objectives with the needs of the people responsible for delivering them.
As industries continue to evolve through advancements in technology, automation, data, and sustainability, the need for effective leadership will only grow. While the tools and systems may change, the fundamentals remain the same.
The best decisions are often made by leaders who understand both the boardroom and the frontline – because they recognise that lasting success depends on connecting the two.
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