For too long, soft facilities management has been boxed into a predictable narrative—an operational cost, a visible workforce, a necessary but often undervalued function. But that narrative is wearing thin. In this candid conversation, Ricardo Pascoal, Chief Operating Officer – Facilities Management at Initial, challenges the industry to confront a hard truth: if soft FM continues to be delivered as manpower, it will continue to be priced as such. 

What follows is not just a critique, but a clear-eyed roadmap for transformation. From data-driven performance and technology integration to shifting client perceptions and aligning with Saudi Arabia’s ambitious Vision 2030, Pascoal lays out how soft services can—and must—evolve into a measurable, strategic driver of asset value, tenant satisfaction and operational excellence.  

Soft FM is often perceived as a cost line item. What will it take for the industry to reposition soft services as a strategic business enabler rather than a commodity? 

Soft FM will continue to be treated as a cost line item if it is delivered as headcount alone. 

The shift happens when soft services are managed with the same discipline as hard FM. Activities must be planned properly, scheduled in advance, benchmarked and tracked digitally. Cleaning, landscaping and pest control are often repetitive by nature, but repetition does not mean they should be unmanaged. 

Once you define assets, set time standards and track performance through digital tools, you create visibility. Visibility enables optimization, which drives consistency and improves tenant experience. 

Another shift that must happen is in perception. In many markets, value is still associated with visible manpower. If clients see large teams on site, they assume productivity is high. However, presence does not always equal performance. What matters is output, quality and consistency. The industry must move from counting people to measuring results. When reporting focuses on performance metrics rather than headcount, the conversation changes. 

Across Saudi Arabia, clients are managing increasingly complex portfolios. Soft FM must evolve from being manpower focused to being performance-led. When delivery is controlled and data-driven, it becomes a contributor to asset performance rather than simply an operating cost. 

In high-profile assets across the Kingdom, how is Soft FM contributing to tenant satisfaction, brand perception and overall asset value? 

Soft FM is the most visible layer of facilities management. Hard services protect infrastructure and are often unnoticed when functioning correctly. Soft services are seen and experienced daily and are the teams most exposed to tenants, visitors and internal stakeholders. That visibility makes their professionalism and presentation critical. Clean environments, well-maintained landscaping and professional service teams shape how tenants and visitors perceive quality. 

Presentation standards matter. Uniform condition, grooming, behavior and responsiveness influence first impressions. In developments, service teams are part of the brand experience. 

While hard services protect core infrastructure, soft services protect how the asset is experienced. Landscaping, in particular, has a direct impact on condition. Inefficient irrigation or neglected grounds can lead to deterioration and replacement costs, while effective pest control protects reputation and continuity. 

Tenant satisfaction is built through consistent standards delivered every day. Soft FM plays a decisive role in maintaining that consistency and reinforcing brand confidence. 

With robotics, AI-driven monitoring and smart cleaning systems gaining traction, where do you see the balance between automation and human expertise in Soft FM? 

Technology is an enabler, not a replacement. Robotic cleaning equipment can significantly increase coverage and efficiency compared to manual operations. It also generates performance data that improves transparency. 

Soft FM will always require human judgement. Technology handles repetitive tasks effectively. People manage quality control, adaptability and client engagement.  

The balance lies in disciplined integration. Technology should be introduced where it delivers clear performance gains and supervisors must be equipped to interpret data and adjust operations accordingly. 

Adoption also depends on client education. Introducing robotics requires a shift in mindset. Demonstrating performance improvements on one project can unlock confidence across a portfolio. Once clients see measurable gains in coverage, efficiency and reporting transparency, resistance reduces and momentum builds. Overcoming that initial hesitation is often the most important step. 

As efficiency improvements become visible, adoption accelerates. Over time, automation will enhance delivery models across Saudi Arabia, but human oversight will remain central to quality. 

Saudi Arabia’s regulatory landscape and Vision 2030 ambitions are rapidly evolving. How is this reshaping expectations from Soft FM providers? 

Vision 2030 is raising the benchmark across efficiency, sustainability and localization.  

In landscaping, water consumption is a key focus. Smart irrigation systems and monitoring tools allow the same visual standards to be maintained with lower resource usage. As developments scale, efficiency becomes increasingly important. 

Localization is also reshaping the workforce model. Providers must invest in structured training and technical development pathways to build supervisory and leadership capability locally. 

Clients are expecting more accountable service delivery. Reactive models are no longer sufficient for large-scale developments. Planned, transparent and performance-led operations are becoming the standard. 

Providers who operate with discipline, data and capability development will be best aligned with Saudi Arabia’s long-term ambitions. 

Green cleaning and sustainable waste management are widely discussed, but how do you ensure sustainability initiatives are measurable and commercially viable? 

Sustainability must start with data. Before introducing reduction initiatives, consumption levels need to be quantified. Water usage, chemical volumes and paper consumption must be clearly understood. Without a baseline, targets lack credibility. Once consumption is clearly understood, reduction programs can be implemented. Microfibre systems reduce chemical dependency, controlled dispensing reduces waste and smart systems in washrooms help manage overconsumption. 

Commercial viability requires evaluating the full operational impact. For example, reducing paper consumption may affect electricity usage if alternative systems are introduced. Decisions must be supported by data and aligned with client objectives. 

Sustainability becomes effective when it is embedded into operational planning, tracked continuously and reported transparently. 

Post pandemic, has the Kingdom institutionalised higher hygiene standards, or are we witnessing a gradual return to baseline service models? 

The pandemic increased awareness around hygiene management and filtration, particularly in healthcare and critical facilities. 

In some sectors, chemical specifications and compliance documentation are more clearly defined than before. Air filtration standards also received greater attention.  

Across the wider market, service intensity has normalized. However, accountability has increased. Clients expect clearer documentation and verification of compliance. 

The lasting impact is stronger discipline in reporting rather than permanently intensified cleaning programs.  

Hard FM has long leveraged asset data. How can Soft FM harness analytics and performance metrics to demonstrate tangible ROI to clients? 

Soft FM must first define what it manages. In landscaping, this includes grass areas, tree quantities and irrigation zones. In cleaning, it includes corridor sizes, washrooms and traffic density. Once assets are defined, service frequencies and time benchmarks are established. 

Digital platforms and tools enable performance tracking against those benchmarks. Without reliable data, optimization is not possible. Measurement shifts soft FM from reactive supervision to controlled performance management. 

When delivery is structured and measured, service becomes predictable, complaints reduce and presentation improves. As a result, overall tenant experience strengthens. 

Return on investment in soft FM is demonstrated through consistency, reduced rework and sustained asset condition. Data-driven delivery allows continuous improvement. 

With Saudisation, skill development and workforce localisation priorities intensifying, how is your Soft FM workforce strategy evolving? 

Workforce transformation requires structured capability development. Supervisory roles must be supported by technical knowledge. A supervisor cannot manage standards effectively without understanding the methodology behind the task, including safety procedures and quality controls. 

Structured onboarding and competency-based training programs are essential. Partnerships with technical institutions and colleges can strengthen recruitment pipelines and create career pathways for Saudi nationals. 

Training is fundamental to maintaining service standards while supporting localization goals. 

How can Soft FM providers align more directly with clients’ ESG frameworks, particularly in areas such as water stewardship, chemical reduction and waste diversion? 

Alignment begins with transparency and reliable data. Water consumption, chemical usage and paper volumes must be tracked before reduction targets are set. 

In landscaping, irrigation monitoring ensures water is not wasted and consumption can be tracked accurately. In cleaning operations, controlled dosing systems reduce chemical overuse and improve efficiency. Washroom consumables can also be monitored to ensure paper and other materials are used appropriately rather than excessively. 

The key is putting systems in place that allow measurement, adjustment and continuous improvement. When performance data is reported in line with client ESG frameworks, accountability becomes clear. Soft FM delivers the greatest impact when sustainability targets are embedded into service agreements and tracked consistently over time. 

Looking ahead five to ten years, what structural shift will most redefine Soft FM in Saudi Arabia? 

Technology will be the primary catalyst for change. Digital monitoring, smart equipment and analytics platforms will continue to reshape service models and delivery.  

Soft FM will progressively move away from manpower density as the primary metric and toward performance optimization and transparency. 

Client expectations will evolve alongside this shift. Demand for measurable standards and accountable reporting will increase and regulation is likely to develop in parallel. 

Workforce capability will remain critical. Supervisors will require stronger data literacy, while operational teams will continue to rely on structured training and clear processes. 

At its core, facilities management is about removing complexity for clients. Large developments generate operational pressure. Soft FM should reduce that pressure, not add to it. The future model is one where data, technology and disciplined planning eliminate uncertainty and allow clients to focus on their core business. 

The defining shift will be the transition from manpower led models to technology-enabled, performance-driven soft FM operating at a national scale.