When a new facilities management (FM) contract is won, the real work begins long before the first day of service delivery. This mobilisation phase – the transition period between contract award and full go-live – is a critical window that can make or break the long-term success of the FM partnership. In 2026’s high-stakes environment of tight budgets, stringent compliance, and talent shortages, getting mobilisation right is more crucial than ever. The following is a practical checklist (with UK-focused insights) for estates and facilities leaders to plan a smooth mobilisation, avoid hidden pitfalls, and set up a new contract for success.

What “Mobilisation” Covers in FM (Hard, Soft, TFM, CAFM, Helpdesk)

In simple terms, mobilisation covers everything that happens between winning the contract and day-one of service operations. It’s a whirlwind of preparation across all service lines – either from hard FM (technical building maintenance) to soft FM (cleaning, security, catering) or a Total Facilities Management (TFM) bundle combining both. During this phase, the provider and client work together to ensure no aspect is overlooked before the new team takes the reins.

Key elements that FM mobilisation typically encompasses include:

• Asset Data & Systems: Gathering and verifying all building and asset information is an immediate priority (MostonASSET is a leading provider for asset collection, verification and CAFM-ready data services - learn more here). The incoming FM team should obtain asset registers, maintenance histories, floor plans, and any CAFM (Computer-Aided Facilities Management) data from the outgoing provider or client. Asset verification is vital – if the data is inaccurate or incomplete and not physically verified, operations will suffer later. Providers often conduct thorough site surveys to reconcile asset lists with reality, noting equipment condition, locations, and any gaps. All this data then feeds into the new FM’s CAFM software and helpdesk systems so that planned maintenance schedules, work order processes, and reporting tools are ready on day one.

  
  

• Hard vs Soft Services: Mobilisation isn’t just about property plant and equipment; it also covers soft services setup. For hard FM, mobilisation means ensuring all critical M&E (mechanical and electrical) systems and compliance requirements are understood and scheduled – e.g. HVAC maintenance, lift servicing, water hygiene tests, electrical inspections, fire safety checks, etc. For soft FM, it means planning cleaning schedules, security post orders, reception protocols, waste management routines, and so on. If it’s a TFM contract, these plans must be integrated so that technical and cleaning/security teams work in sync. For example, timing deep cleans around maintenance works or aligning security access with maintenance crew schedules. Every FM function – hard or soft – needs a smooth handover of responsibilities and knowledge so that there are no service gaps.

  
  

• People & HR Transfer: Often in the UK, existing on-site staff will transfer under TUPE (Transfer of Undertakings Protection of Employment) regulations. Mobilisation covers all aspects of that people transition: HR consultations, vetting, onboarding, and training for both transferred employees and any new hires. The culture and expectations of both client and provider need to be aligned for staff early on. This may involve briefings on the FM provider’s mission and the client’s values, introductions to new management, and reassuring everyone of their roles. A poorly handled TUPE transfer can lead to confusion or resentment among staff – a known risk if integration is sloppy. So mobilisation is the time to engage employees, answer their questions, and get everyone “on the bus” with the new operation.

  
  

• Operational Setup & Access: Behind the scenes, a myriad of operational details are addressed. Site access is one: the new team must arrange ID badges, keys, fobs, alarm codes, and permits so they can physically enter plant rooms, offices, and all areas without hindrance. This often involves working with the outgoing provider or client’s security to transfer keys and reset access rights. Helpdesk and communication channels are also established – for instance, setting up a dedicated helpdesk phone line or email for the client, configuring the CAFM helpdesk module, and training staff on logging and dispatching service calls. Additionally, mobilisation covers setting up supply chains (from cleaning supplies to M&E spare parts providers) and ensuring all necessary subcontractors (like fire system inspectors, lift engineers, grounds maintenance crews) are in place or novated into the new contract. In short, mobilisation embeds the new operational framework and philosophy – making sure every person, process, and tool needed to deliver the FM services is ready to go.

From a recruitment perspective, mobilisation success or failure is rarely about intent, it’s about whether the right people are in place at the right time. At MostonRECRUIT, we support estates teams and FM providers through contract awards, re-tenders, and mobilisation phases, giving us a clear view of where resourcing gaps typically appear - and how they derail delivery if left unaddressed, learn more here.

The 30/60/90-Day Plan: Setting Up in Phases

Mobilisation may feel overwhelming, which is why breaking it into a structured 30-60-90 day plan (or similar phased milestones) is considered best practice. In many cases, the mobilisation period for an FM contract can span anywhere from one to three months, and a phased approach ensures that by day 90 (or whatever the agreed period), all bases are covered. Here’s how a typical timeline might unfold:

• Days 0–30: Discovery & Project Planning. In the first month, the focus is on information gathering, risk assessment, and detailed planning. The new FM provider performs due diligence by reviewing every clause of the contract, every service level agreement (SLA), and all Key Performance Indicators (KPIs) promised. Kickoff meetings with key stakeholders set the tone – aligning expectations on both sides. A mobilisation project plan is drafted in this stage, mapping specific tasks, responsible owners, and deadlines. During these early weeks, data transfer is front-loaded: the client (and outgoing supplier, if applicable) hands over asset lists, maintenance records, statutory compliance certificates, building drawings, and any open work orders. This is also when the provider’s team conducts site surveys and asset verification checks on the ground. Any discrepancies (missing assets, faulty equipment, overdue inspections) are noted for action. In parallel, critical support is put in place: supply chain partners (subcontractors) are engaged or briefed, the CAFM/helpdesk system is configured with imported data, and initial recruitment or TUPE consultations begin. Early emphasis on compliance is paramount – for instance, reviewing when every statutory test is next due (fire alarms, water hygiene, lift inspections, etc.) so none lapse during transition. By Day 30, the goal is to have a detailed mobilisation roadmap and to have identified any show-stopping gaps or risks while there’s still time to address them. As FM experts note, preparation cannot be rushed – unresolved questions must be surfaced early to avoid problems later.

  
  

• Days 31–60: Implementation of Services & Systems. In the second month, the plan moves from paper to practice. This phase often features simulated operations and dry-runs. For example, the FM team might begin scheduling planned preventative maintenance (PPM) tasks into the CAFM for the next 12 months and setting up recurring job plans. The helpdesk might start logging calls in parallel (or in a test environment) to ensure workflows are ironed out. Training and onboarding of staff happens here: both transferring staff and new hires are inducted into the provider’s processes, culture, and the specific site procedures. Uniforms and ID for new staff are issued. Often a “buddy” or shadowing system is used where incoming personnel shadow the outgoing team or existing site staff, to absorb site-specific knowledge (locations of shut-off valves, alarm panel resets, etc.). Meanwhile, compliance audits are conducted – the provider’s QSHE (Quality, Safety, Health, Environment) specialists will audit the sites to ensure health & safety measures are in place and up to the provider’s standards. Any remedial actions needed (e.g. fixing a faulty emergency light discovered during audit) are scheduled. Supply chain contracts should be finalized by now – e.g. confirming which subcontractor will handle specialized maintenance like elevators or pest control, and aligning them with the start date. Regular check-in meetings with the client (weekly or biweekly) are vital in this period. These meetings track progress against the mobilisation plan, provide status updates, and flag any emerging issues so they can be jointly resolved before go-live. By Day 60, the aim is to have all systems in place and tested: CAFM is populated and producing reports, the helpdesk is fully functioning, PPM schedules are live, staff are badged and trained, and preliminary KPIs tracking can begin.

  
  

• Days 61–90: Final Handover and Go-Live Prep. In the final stretch, the mobilisation enters fine-tuning and contingency mode. Any “outstanding issues” identified earlier (e.g. missing asset info, incomplete repairs, pending hires) should be closed out or have mitigation plans. For instance, if an initial asset survey found a number of overdue maintenance tasks left by the previous provider, the FM team should by now have an agreed backlog clearance plan to tackle them (often new contracts stipulate creating an “Outstanding PPM Backlog Programme” within the first few weeks to address inherited maintenance tasks). The handover pack from the outgoing contractor (if there is one) should be fully digested – typically this includes documents like as-built drawings, O&M manuals, warranties, open purchase orders, etc. The incoming provider compiles their own welcome pack or playbook for the client, summarising all key contacts, escalation procedures, maintenance calendars, and any changes in service delivery approach. There’s usually a final review of readiness with the client: walking through the first week’s scheduled activities, confirming helpdesk numbers and reporting formats, and ensuring the client knows how to interface with the new team. Crucially, any go/no-go checkpoints are assessed – for example, verifying that all critical compliance items due in the first month of service have been planned or that temporary measures are in place if something couldn’t be done yet. By Day 90 (or whatever the agreed mobilisation period), the contract should be effectively in “business as usual” mode behind the scenes, so that the official start date is seamless. Testing emergency procedures might be part of late-stage prep too – e.g. running a fire drill with the new team, or a helpdesk outage simulation, to ensure resilience. When done right, the actual switchover to the new contract should appear routine and uneventful to the building’s occupants – lights stay on, rooms stay clean, and services run without disruption. As a veteran FM mobilisation director put it, the true mark of success is when the transition is so smooth that end users “don’t even notice” anything changed.

Throughout these phases, maintaining a structured plan with clear milestones and owners keeps the mobilisation on track. For example, you might set targets like “All asset data verified by Week 4” or “First monthly KPI report delivered by end of Month 3.” This creates accountability and allows course-correction if something slips. It’s also wise to document a formal risk register for mobilisation – identifying potential risks (e.g. “delays in IT system setup” or “TUPE transfer dispute”) and mitigation actions – so that nothing falls through the cracks. In 2026, given the FM landscape, such rigorous planning is non-negotiable. The industry is facing tighter compliance demands, more tech integration, and pressure for efficiency, so a sloppy mobilisation is simply a risk not worth taking.

The Hidden Failure Points to Watch (PPM Backlog, Statutory Testing, Spares, Onboarding)

Even with a solid plan, certain often-overlooked issues can derail an FM mobilisation if not proactively managed. Estates leaders should keep these “hidden” failure points on their radar:

• Inherited Maintenance Backlogs: A new FM contractor often inherits assets that might not be fully up to date on maintenance. Perhaps the previous provider let some planned preventive maintenance (PPM) tasks slip in the final months, or there were outstanding repair works not completed. These backlog items are ticking time bombs – if not identified and addressed, you risk early failures or compliance breaches under your watch. Statutory testing is a prime example: imagine the emergency lighting tests or fire alarm inspections were overdue at handover – if the new team doesn’t catch that immediately, the site could fall out of legal compliance. To avoid this, insist on a clear list of any outstanding PPM or compliance tasks during transition. In fact, many UK contracts now require the outgoing party to provide an “Outstanding PPM Tasks” list at handover, and the incoming supplier to produce a plan within ~20 working days to resolve them. Make this a priority in mobilisation: audit the status of all statutory requirements (lift certifications, water treatment logs, fire risk assessments, etc.) as well as upcoming preventive maintenance. Any backlog should be scheduled for catch-up early in the new contract, with appropriate client approval if extra resources or costs are needed. Overlooking a backlog can lead to service failures or safety issues that tarnish the new contract from the start.

  
  

• Compliance Gaps and Documentation: Beyond PPM tasks, consider the wider compliance framework. If the previous provider had any lapses in safety protocols or if critical documents (e.g. asbestos register, pressure vessel written schemes, electrical test certificates) are missing, the new provider must uncover that quickly. Compliance failures can be highly damaging – to operations, to reputation, and legally – so the mobilisation phase should embed a robust compliance review and handover of all documentation. A hidden pitfall is assuming “no news is good news.” Instead, mobilising a contract in 2026 means actively looking for compliance blind spots: Are all risk assessments up to date? When is the next insurance inspection due? Is there any remedial work pending from previous inspections? For instance, perhaps an HVAC test revealed a major repair need that wasn’t done; if the new team isn’t told, that unit might fail unexpectedly. The new FM provider’s HSE/QSHE manager should be involved in mobilisation precisely to sniff out these issues. It’s far better to discover a non-compliant item on Day 5 and fix it than have an accident or audit finding on Day 50. Hidden compliance issues sink mobilisations – don’t let them hide.

  
  

• Lack of Spare Parts & Critical Supplies: It’s the small things that can cause big headaches. One commonly overlooked area is ensuring critical spare parts and consumables are available from day one. If asset data is incomplete, the new team might not know which service kits or spares to have on hand for upcoming maintenance. For example, if a boiler requires a specific gasket kit every year and the outgoing contractor fails to mention the part number, the new engineers might show up to service the boiler and find they can’t complete it due to missing parts. Similarly, things like specialised air filters, lift brake pads, or even basic supplies (lightbulbs, cleaning chemicals for a unique floor, etc.) should be checked. Mobilisation teams should ask: What spares did the last team keep on site? What supply agreements were in place for consumables? Ideally, asset registers should include supplier contacts for spare parts and warranty info so that replacements can be sourced quickly. A good practice is to do a stores inventory during mobilisation – see what spare parts inventory exists (if transferring) and evaluate if it’s sufficient. If the site is remote or has critical single-points-of-failure, stocking an emergency cache of important spares (or arranging rapid supplier support) can be a lifesaver. Many mobilisations fail in the first months because a critical system went down and the part needed had an 8-week lead time – a scenario that proactive planning can mitigate. Don’t let a £5 part’s absence cause a £5,000 headache.

  
  

• Staff Onboarding and Morale Missteps: A frequently underestimated challenge is the human factor. If a large team of facilities staff (maintenance techs, cleaners, security guards, etc.) is transitioning into your organisation, how you handle their onboarding will directly impact service quality. MostonRECRUIT specialises in Facilities Management and is activity engaged with the very best FM professionals in the market, get in touch for more here. Change is unsettling, and mobilisation is a time of uncertainty for employees – new employer, new processes, possibly new shifts or expectations. Poor communication or lack of support to transferring staff can quickly lead to low morale or even resignations. For instance, if ID cards or payroll aren’t set up correctly by day one, staff may feel neglected. Or if new procedures are introduced without training, people can get frustrated or make mistakes. The “hidden failure” here is assuming all staff will just adapt automatically. Instead, invest time in engagement and training: hold welcome sessions, introduce the management team, clarify roles, and importantly, listen to any concerns (there will be many questions around job security, changes in terms, etc.). Make sure every transferred employee knows how they fit into the new structure and how their contribution matters. Also plan for knowledge capture: often some individuals carry critical site knowledge – if those people aren’t properly engaged, that knowledge could be lost or not shared with the new team. Consider pairing incoming managers with veteran site staff to learn the ropes. It’s about winning the hearts and minds of the team who will deliver the service. High turnover or unhappy staff in the first months are red flags that the mobilisation missed the mark on people. Conversely, if you get staff buy-in early, they will go the extra mile to make the contract shine.

  
  

• Knowledge Transfer & “Gotchas”: Beyond formal documents, there are many tacit knowledge areas that can trip you up if not transferred. Examples include: building quirks (“the 4th floor AC trips if you run it below 18°C”), client preferences (“CEO’s office must be cleaned before 7am”), or safety nuances (“the loading bay floods in heavy rain”). These operational details often live in the heads of the outgoing team or client stakeholders. Mobilisation should include robust knowledge transfer sessions – essentially downloading these “gotchas” so that your team isn’t caught off guard. Having some staff shadow or informal Q&A with the outgoing provider’s team (when possible) is invaluable. If the contract is a re-tender that you lost previously and regained, treat it like new: verify everything, because things change over time (one FM team recounted re-winning a contract and finding compliance assets that had been missed in the interim data, which they had to address to avoid budget surprises). The hidden risk is complacency or assumptions. Encourage a culture in your mobilisation team of “trust but verify” – double-check info and don’t assume that no news means all is well.

By anticipating these failure points, you can create countermeasures in your mobilisation plan, get in touch to ensure you have the right talent for a successful mobilisation. Essentially, think like a pessimist during mobilisation: ask “What could go wrong here?” at each step – whether it’s a lapsed certificate, a missing part, or a disenchanted staff member – and address it preemptively. Mobilisation is the time to flush out problems in advance, not after they’ve already impacted service.

What Good Looks Like: Handover Pack, KPIs, Governance Cadence

So, what does a successful FM mobilisation look like in practice? If all goes well, what should an estates leader expect to see at the end of the mobilisation period and into the early months of the contract? Here are the hallmarks of “good” mobilisation:

• Comprehensive Handover Documentation: A smooth mobilisation results in a tidy knowledge handover from the old regime to the new. This often takes the form of a Handover Pack or suite of documents that compile all critical information. By go-live day, you should have at your fingertips: updated asset registers (with condition notes and service histories), a full inventory of keys/access cards, contact lists for all stakeholders and contractors, copies of all compliance certificates and risk assessments, equipment O&M manuals and warranties, and a schedule of PPM and statutory tasks for the year ahead. Nothing is left lurking in a file somewhere – it’s all assembled and accessible. Achieving this requires diligence during mobilisation (tracking down documents, validating data, updating lists). The payoff is huge: with a complete handover pack, the new FM team can hit the ground running and the client gains confidence that the provider has captured everything. “Solid handover” is a phrase often used – meaning not just the physical docs, but that the outgoing FM team has fully briefed the incoming team, and internally the sales or bid team has fully briefed the delivery (mobilisation) team. There should be no loose ends where someone says “Oh, I assumed you had that info.” One best practice is having the incoming Account/Contract Manager involved early in mobilisation; this person will run the contract long-term, so their deep understanding of the KPIs, SLAs and site nuances from the start ensures nothing gets lost between a mobilisation project team and the steady-state operations. In summary, good mobilisation means excellent knowledge capture and transfer. If an auditor or the client asks for any facility-related info, the new team knows exactly where to find it.

  
  

• Clear KPIs and Performance Monitoring from Day One: In a successful mobilisation, the new provider doesn’t wait months to start measuring performance – they establish the Key Performance Indicators (KPIs) and reporting cadence immediately. A hallmark of “good” is that all parties agree on the KPI definitions, baselines, and tracking methods during mobilisation, so there is no ambiguity once the contract is live. For instance, if the contract has a KPI for reactive maintenance response times, the mobilisation should configure the CAFM/helpdesk to log response and rectification times from day one, and perhaps even do a test run to ensure reports are generated correctly. Early alignment on KPIs and SLAs prevents disputes later. The incoming Contract Manager should gain an intimate understanding of the client’s specific KPIs and expectations during mobilisation – this enables a seamless handover from mobilisation to business-as-usual operations with those targets in focus. By the end of mobilisation, you should be receiving the first KPI report or dashboard, indicating that the measurement systems work. Moreover, good mobilisation often involves agreeing on some initial performance baselines. For example, measuring energy consumption or helpdesk ticket volumes in the first month to set a benchmark for improvements. The client and provider should also agree how they will handle any teething issues with KPIs in the first few weeks (a grace period or collaborative approach to resolve root causes, rather than immediate penalties, is common when mobilisations are done in a partnership spirit).

  
  

• Governance and Communication Rhythm: A successful contract launch is accompanied by a strong governance cadence – meaning there are structured meetings and touchpoints established to review performance, address issues, and foster continuous improvement. Mobilisation is the time to set this up. By the close of the mobilisation phase, a schedule of regular governance meetings should be in place: e.g. weekly operations meetings to discuss open issues, monthly service reviews with the client to go over KPIs and key events, and quarterly strategic meetings to evaluate broader goals. Having this cadence means nothing festers in silence; both client and provider know there’s a forum to raise concerns or celebrate wins on a consistent basis. An example of good governance practice might be the institution of a joint Steering Committee that meets after one month of go-live to assess how mobilisation went and what needs fine-tuning. Regular meetings and reporting are indeed cited by FM firms as a key to keeping activity on track. Good mobilisation sets the tone for open, transparent communication – no question as to when the next update is or who is accountable for what. Additionally, internal governance within the provider’s team is crucial: the best mobilisation teams run daily or weekly internal check-ins to ensure all workstreams (HR, maintenance, procurement, etc.) are coordinated. By go-live, the client should feel that the provider has a firm grip on operations and a culture of communication. When mobilisation is done right, the contract doesn’t enter a vacuum after start; instead, it transitions into a well-oiled routine of managing and reporting that was established from the outset.

  
  

• Proactive Issue Resolution and Continuous Improvement: Another sign of a great mobilisation is that early issues are addressed before they escalate, and lessons learned are actively applied. For instance, if during mobilisation it became apparent that the asset data was incomplete in some area, a good provider will not only fix it but also update their process to prevent it happening on future mobilisations or extend the verification into the contract’s first months. Essentially, good mobilisation creates a foundation for continuous improvement. The provider shows that they can adapt and respond quickly – if a potential “failure point” surfaced, by go-live it’s either resolved or there is a clear plan (with resources allocated) to resolve it imminently. The client sees that the mobilisation wasn’t just a box-ticking exercise, but a phase where the team went above and beyond to ensure a smooth start. For example, a client might notice that by the first month, the new FM team has already implemented some quick wins (maybe an improved cleaning rota or an energy-saving tweak) – this is often the fruit of a thorough mobilisation where the provider identified improvement opportunities early. Also, a good mobilisation often means any “minor teething issues” in the first weeks of service are just that – minor and quickly fixed. There will always be some hiccups, but if the mobilisation was solid, there should be only minor issues on day one and no critical disruptions. Essentially, good mobilisation delivers operational continuity: the lights stay on, the buildings stay clean and safe, and users of the facility might not even notice that a change occurred (aside from perhaps some new uniforms or logos around). Internally, the client should feel a sense of relief that the transition was handled professionally.

In short, what “good” looks like is a mobilisation that appears almost boring in its success – all planned activities occurred, risks were mitigated, and the new FM team is already performing as promised. One could say the ultimate compliment is when stakeholders say, “The mobilisation was so smooth, we hardly noticed any difference – it just worked.” Achieving that requires tremendous work behind the scenes, of course, but it’s exactly the outcome to aim for. As one expert noted, mobilisation is the hidden engine room of contract delivery – if done well, no one notices; everything just works. That is what good looks like.

The Resourcing Reality: Which Roles Get Stretched (and How to Mitigate)

Finally, a candid look at resourcing during mobilisation. A common reason mobilisations struggle is not technical at all – it’s having the right people with enough time to do the work. Mobilising a contract is an intense project, and even large FM providers have finite specialist resources. Estates leaders should be aware which roles on both the provider side and client side tend to feel the most strain, so they can ensure those gaps are filled or supported.

From a market perspective, this is where theory often collides with reality. At MostonRECRUIT, we support estates teams and FM providers through contract awards, re-tenders, and mobilisation phases across the UK, and consistently see strong mobilisation plans undermined by resourcing assumptions that don’t reflect live market conditions.

On the service provider’s side, a successful mobilisation usually involves a dedicated, cross-functional team. Key players often include a Mobilisation Manager or Project Lead, a Contract/Account Manager, HR and IT leads, a QSHE (compliance) lead, and technical supervisors or engineers for site knowledge. In practice, especially for smaller contracts or companies, some people wear multiple hats. The Mobilisation Manager might also be the Account Manager; the H&S advisor might be covering several mobilisations at once; the helpdesk team might be simultaneously handling business-as-usual for other clients while setting up your contract. This can lead to stretched capacity. Early warning sign: if the individuals running your mobilisation are slow to respond or constantly firefighting other tasks, they may be over-allocated. On the client’s side, roles like the Estates or Facilities Manager (your liaison) can also get stretched, since they must coordinate from their end (providing data, facilitating site access, answering questions) on top of their day job. Acknowledge that mobilisation creates extra workload for everyone and plan for it: the provider should allocate sufficient backfill or dedicated staff, and the client should ensure their key people have the bandwidth (or temporary support) to engage fully in the transition.

Some roles that typically experience the biggest crunch in the first 2-3 months of a new contract include:

• Helpdesk and CAFM Administrators: As the new contract goes live, the volume of service requests and data to be entered can spike (users are testing the new system, logging pent-up requests, etc.). The helpdesk staff might suddenly have more calls than usual while still learning the account specifics. If under-resourced, call wait times or data entry errors can occur. Mitigation: staff the helpdesk a bit higher during the initial weeks, or have experienced personnel overseeing to catch issues. Also ensure they had thorough training on the client’s sites and FAQs during mobilisation.

  
  

• Maintenance Technicians/Engineers: They are on the front line addressing any immediate issues and starting the PPM routines. If there was a maintenance backlog, they might face a pile of urgent tasks in month one. Often, providers will bolster the engineering team with a few extra hands initially (or authorise overtime) to clear backlogs and cover any surprises. If the team is lean and something major hits (like a boiler failure), they can be overwhelmed. It’s wise for providers to have a contingency plan – e.g. an on-call specialist contractor or floating engineer to deploy if needed in the early phase.

  
  

• Compliance Managers/HSE Advisors: The compliance lead often has to review all documentation, perform site audits, and close any gaps quickly – a heavy workload on tight timelines. If one person is doing this for multiple contracts, there’s risk of oversight. Ensure your provider’s safety team is adequately engaged; some clients even bring in an independent compliance consultant during transitions for an extra layer of assurance. Remember that in the UK, 68% of FM leaders are finding it challenging to hire and retain skilled staff currently – so if the provider is stretched thin, roles like H&S advisers might be covering a lot of ground. Don’t be shy to ask how many projects your mobilisation lead or safety manager is handling simultaneously.

  
  

• Contract Manager/Account Lead: This person is accountable for the success of the contract overall. In a tricky mobilisation, they can become a catch-all problem solver – jumping into HR issues one minute, client meetings the next, and chasing subcontractors another. If the provider doesn’t dedicate a separate mobilisation manager, the Contract Manager may effectively fill that role on top of preparing to run the contract long-term. That can lead to burnout or things slipping through cracks. Best practice is to have separate mobilisation leadership so the Account Manager can participate without carrying the entire project. If you sense your single point of contact is overwhelmed, escalate the concern – the provider may need to deploy extra support.

  
  

• Client’s Facilities Team: On your side, consider interim support if your in-house team is small. During mobilisation, your FM or Estates manager will field many queries, gather internal data, coordinate with outgoing suppliers, etc. If they are also overseeing business-as-usual tasks, it’s a lot. You might delegate some duties or bring in a temp project manager to assist with the transition tasks (especially for large, multi-site contracts). This investment can pay off in a smoother start.

Given the broader industry context in 2026, resource strain is a real risk. Surveys indicate that FM teams often end up in “firefighting mode” – 73% of teams report resorting to reactive problem-solving weekly, which consumes time that could otherwise go to planned work. Combine that with staff shortages and vacancies (the FM talent gap remains a challenge), and you see why careful resource planning for mobilisation is essential. If a provider is promising the moon but their team is stretched, the mobilisation will suffer. As the client, insist on knowing who your mobilisation team are and that they have sufficient capacity. And for your own team, don’t underestimate the effort required on your side too.

Mitigation strategies: Start by scheduling dedicated time for key players to focus on the mobilisation (for instance, block out certain days where your estates team will do nothing but mobilisation tasks). Encourage the FM provider to be realistic with timelines if certain specialists are in short supply – it’s better to adjust a deadline than to cut corners. Also, maintain open dialogue about workload in regular meetings; if the provider’s team is struggling, you want them to tell you early so you can collaboratively find solutions (e.g. prioritising critical tasks or bringing in extra help).

If gaps are identified, one solution is to tap into external resources or recruitment. For example, if you realise you need an extra CAFM data administrator for a month, or an interim facilities coordinator to help with document collation, consider bringing someone in on contract. Many FM recruitment agencies can provide short-term specialists or recommend professionals experienced in mobilisations. The same goes for permanent roles: if the new contract requires roles that are yet to be filled, expedite that hiring process (perhaps using recruiters who know the FM market) before the contract starts, rather than trying to hire under crisis later. Given the tight labour market, you may need to offer competitive packages – benchmarking salaries for key FM roles can ensure your offers attract talent and don’t leave positions vacant. The worst scenario is starting a contract with a skeleton crew because hiring was slow or under-resourced.

(Conversion tip: If you’re uncertain whether your mobilisation team has the right capacity or if you need to augment your staff, consider benchmarking your FM roles and rates against the market. Engaging a specialist FM recruitment partner can help identify the talent needed or provide interim support to get you through a complex mobilisation.)

Bottom line: Successful mobilisation isn’t just about processes, it’s about people. The right team, in the right numbers, with the right skills – at the right time – is what brings all those plans to life. As an estates leader, one of your jobs is to ensure the mobilisation is properly resourced and to speak up if you sense strain. Providers might have the experience, but even a star player can’t play three positions at once. Wise clients and providers plan for the “people factor” so that the mobilisation machine runs smoothly rather than grinding gears due to overload.

Mobilising a new FM contract in 2026 is undeniably challenging – it’s a period of intense change, high client expectations, and no small amount of complexity. But it’s also a golden opportunity to lay the foundation for a truly effective facilities service. By understanding what mobilisation entails, following a structured 30/60/90 plan, pre-empting common pitfalls, and ensuring the right resources are in place, estates leaders can greatly increase the odds of success. When mobilisation is executed correctly, the results speak for themselves: a seamless transition, continuity of service, and a platform for long-term partnership and performance. In the best cases, a well-run mobilisation not only avoids failure but actively sets the stage for improvement – introducing better processes, stronger compliance, and engaged teams from day one.

As you approach your next new contract or re-tender, use this checklist to guide your planning. And remember, in facilities management…

“by failing to prepare, you are preparing to fail”.

Invest the time and effort in a thorough mobilisation now, and you’ll reap the benefits throughout the life of the contract. Here’s to a smooth launch and a successful partnership – one that starts on the right foot and never looks back.