Contract management; doing it the Expeditious way.

It is not uncommon for Expeditious Services team members to hear new clients say, “I’ve never seen anything like this before!”, or “your style is so refreshing!” in reference to our contract management style.  To understand why, it is important to first understand what traditional contract management looks like and how ours is different.

What does traditional security contract management look like?

Traditional security contract management within other security companies often rests entirely on the success of the contract/account/regional manager. This dedicated person will oversee one large or several smaller accounts. Ordinarily, this role looks like:

  • Long hours spent driving between sites, which is not only time wasted, but contributes environmental damage, poor wellbeing, and low job fulfilment. It also relies on the contract manager’s memory or note-taking when it comes to follow-up administration and implementing any change requests. Often, administration is required to be completed out of hours, reducing work/life balance, and putting unnecessary strain on the contract manager. The contract managers operate as an island of isolation, not fully part of a team which is bad for effective collaboration, positive results and the loneliness experienced by the contract manager. This also means the supplier has very little control over the standards of output from the contract manager as he is so self-delivered, and brand representation and reputation can easily be diluted or jeopardised, with limited consistency across the other contract managers.
  • Contract solely reliant on 1 person, which means the success of the contract rests entirely on the contract manager’s shoulders and the relationship they build with the clients. If this contract manager leaves, the new contract manager will have to start completely from scratch in building that relationship and some knowledge or contract nuance may be lost. If another member of the supplier team had to support this contract, they may not have full knowledge of the contract, issues occurred or promises made.
  • Planned/staged meetings at each site, which do not give the full and honest picture of the success of the contract. Many problems within the contract can be easily hidden by the client, or the contract manager may not wish to report them back as it would be a negative reflection on his own success. This means results are biased and not a true reflection of contract results, often meaning KPIs and SLAs are not successfully met.
  • Client touch points only face to face, which is not frequent enough for successful contract management. This again, impacts on KPIs and SLAs struggling to be met, any changes happening efficiently, or implementations and improvements being made in a timely way. This style of contract management heavily relies on the availability in the contract manager’s diary, or speed of response to emails and phone calls, meaning answers and results are often slow to obtain.
  • Reactive response to contract demands, which further impacts the speed of improvements and results. All actions taken tend to be as a reaction to an incident or observations, rather than pro-actively and pre-emptively.

What does Expeditious Services contract management look like in comparison?

  • Central contract management fully contained and managed within in-house Critical Control Helpdesk; CCHD. This delivers 24/7/365 contract management, with incidents responded to, problems resolved, and answers given rapidly. It frees up account directors time to dedicate more attention to contracts virtually, giving deeper focus on conversations and more honest evaluations of contract success. It also improves team wellbeing, reducing the number of hours spent on the road, the impact this has on the environment as well as improving collaboration and job fulfilment. Brand consistency is maintained, and brand reputation is protected as the delivery of contract management is shared, not solely resting on one person.
  • Contract success reliant on entire team, which spreads the burden, stress, and responsibility of the contract. It also creates opportunities for team members to play to their strengths and deeper relationships to be built with clients. If a contract manager leaves, the rest of the team are fully informed on the contract, its history, the site, its objectives, its problems, and any nuances. This maintains service consistency to the client, bringing better results.
  • Unplanned on-site meetings are conducted by our Service Excellence Director and Customer Success Coordinators to spot-check sites, and conduct integrity checks. These are often supported by further checks and tests, such as penetration tests, which are extremely effective in shining a light on true strength and any vulnerable areas at risk of incident or problems. These deliver an honest and thorough depictions of the success of the contract and opportunity for improvements.
  • Client touch points are frequent and varied. It starts with weekly chats with the ‘Customer Success Coordinator’ and ad-hoc check-ins with the CCHD operators, monthly meetings with the Senior Operations Coordinator, right up to quarterly with Service Excellence Director and annual meetings with Executive team and CEO. The touch points a client can expect to experience from Expeditious are regular and made throughout all levels of our service hierarchy. This gives multiple opportunities for trusting relationships to be made, for issues to be resolved, for innovation and efficiencies to be discussed, for the contract resilience to be strengthened.
  • Pro-active and pre-emptive contract management. Our contract management style really plays to its strengths when we can proactively spot opportunities and resolve issues before they escalate. With the different service and experience levels working in collaboration together, our team pre-empt issues before they happen, use knowledge of trends and previous experience to guide and advise decision making.
  • Environmental & CSR is worked on collaboratively between client and service provider, helping to make a more impressive impact. We also recognise that working on sites where service providers have changed every few years can prevent feelings of belonging to a team. A big part of our contract management is how we liaise with security officers, from the first point of the TUPE transfer, making them feel seen and heard, working to resolve the grievances they had with the previous provider. Alongside the charity, volunteer and environmental work encouraged, this significantly improves comradery, morale, quality of work and employee retention by helping them to feel part of something bigger.

Are there any other benefits to our security contract management style?

  • Management information is something continually gathered throughout a contract lifecycle. This used by our team to support fully informed decision making, as well as forecasting for opportunities for efficiencies. This is information is available to our clients to support their own research and development.
  • Global data further supports fully informed decision making, trend monitoring, efficiencies planning and overall crime reduction.
  • Subject matter experts in security. As a team, there’s over 40 years collective experience within the security and protection industry throughout all team members, all distilled into a client contract. When something happens, or something needs doing, we draw on this experience to deliver the most appropriate response, collaboratively and consultatively, for the best results.

Our contract management style is forward-thinking, progressive and collaborative. It’s our key point of difference in the security and business protection market. It underpins the positive results we get, helping us to increase protection, efficiencies, and cost-savings to all our clients. It’s what makes us Expeditious.

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