Sectors
The technical work of modernising a lift varies less than owners expect. The constraints around it change completely: who cannot be disrupted, what an outage costs, and who has to defend the budget to a board.
Tenants judge a building by how long they wait. A lift that is technically compliant can still lose a lease.
Traffic analysis against measured occupancy, staged modernisation that keeps cars in service, and handover timed around tenant moves.
What we do in office buildings, and who we do it for.
Escalators carry the trading floor. Downtime costs turnover, and the work has to happen around a centre that never really closes.
Night and staged works programmes, hoarding and pedestrian management planned with centre management, availability tracked daily.
What we do in shopping centres, and who we do it for.
Bed and service lifts are clinical infrastructure. An outage stops patients moving between wards, theatres and imaging.
Redundancy analysis before programming, infection-control-compliant methodology, and works sequenced with clinical services.
What we do in hospitals, and who we do it for.
Station lifts and escalators carry continuous public load and a heavy compliance obligation. Accessibility is not discretionary: when a lift is out of service, somebody cannot enter the network at all.
Duty-rated equipment selection, accessibility compliance built into specification, and asset-life planning across the network.
What we do in stations, and who we do it for.
Apartment towers, usually with one lift and no alternative. Major works have to be planned and funded years in advance.
Whole-of-life costing an asset manager can take to a board, condition audits that put a date on the replacement, and single-lift outage planning that residents can live with.
What we do in apartment buildings, and who we do it for.
Guest, service and back-of-house flows that must not meet. Ride quality is part of the room rate.
Separated traffic strategy, acoustic and ride-quality specification, and works staged around occupancy forecasts.
What we do in hotels, and who we do it for.
The constant
How much life is left, what it costs to keep running, and what happens when it stops. Each sector answers those three differently, and the programme is planned around its answer.
Your building
Industrial, education, defence and civic buildings all have their own version of the same problem. Ask.