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October 19, 2026 | 6 Mins Read

My Top 10 Highlights of IFS Unleashed 2026 (Part 1)

October 19, 2026 | 6 Mins Read

My Top 10 Highlights of IFS Unleashed 2026 (Part 1)

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

Last week, more than 3,000 people from over 100 countries descended upon Orlando, Florida for IFS Unleashed – including yours truly! I’ve been attending IFS Unleashed events (formerly called World Conference) since before my time at IFS began (in my former role, with Field Technologies, I attended as press). The 2026 version was truly something to behold.

I’m sharing my top 10 highlights from the week, part one here in this article and part two on Wednesday’s podcast. But a quick disclaimer first that these are my personal stand-out observations, not a list intended to be comprehensive of what the event covered in any way. The week was jam-packed with information, stories of transformation, displays of innovation, reminders of the power of networking and human connection, and much, much more. But among the action-packed days, these are a handful of moments that made me truly take pause and reflect.

#1: The Opportunity of Industrial AI Became Palpable

In his keynote, IFS CEO Mark Moffat shared a thought-provoking statistic: most industrial operations are running at 60% of their potential. Sixty percent. Just beyond half.

If this is true, imagine what’s possible. The possibility contained within that remaining 40% is really interesting to consider – so is what it would take for any individual organization to increase its number from sixty.

What stood out to me throughout the week was how the ways in which industrial AI and other forms of digital sophistication can help organizations reach more of their potential. Not hypothetically or theoretically, but tangibly. It was on display, session after session, all week long. Real businesses sharing real stories of what’s been done, and technology innovators showing what more is possible, today and tomorrow.

In previous events, there’s been a feeling of knowing AI is becoming important but not feeling sure precisely where and how. Last week, there were countless crystal-clear examples of how it’s having an impact and what more it can do.

#2: Success is a Constantly Moving Target, Therefore Agility is Key

Tony Hemmelgarn, President of Siemens Software, joined Mark on stage and in his session, he said, “We’re in the age of innovation, that means we’re never finished.”

This statement made me reflect on the reality of how not so long ago, success was a clearer – and more stable – target. You could set a bold goal, work toward it, and then take a breather once you achieved success. That model today would be a recipe for disaster, because success is a moving target and – as Tony stated – the work is never finished.

As both leaders and as businesses, I believe we need to do more reflecting – and reconciling – what this truly means. It seems that we know the game has changed, that the old playbook no longer works, but we aren’t sure what (all) to do about it.

To me, while much is uncertain and there’s no single path to follow, the attributes that are universally important are resilience, agility, tenacity. How are these characteristics represented in your business, or within your team? How do you nurture, evolve, and expand these qualities?

An era of innovation, in my opinion, doesn’t revolve around the technology – the true innovation is in the application of the technology; to make better decisions, faster. To serve customers in new ways. To build a business that’s nimble, able to continuously improve and evolve, and adept at change.

#3: Creativity Matters Now More Than Ever

When Badri Narashimhan, CTO of William Grant & Sons took the stage to speak of the company’s transformation, he began by speaking about heritage. “For us, heritage is defined not by history, but by character,” he said. “We pride ourselves on zigging where others zag; daring to do something different.”

For a business established in 1887, this ethos is refreshing – and so smart.

In the AI era, creativity will become even more of a competitive differentiator. Doing what you’ve always done well may have gotten you this far, but Badri’s wise words of daring to do something different will be increasingly important to reflect on in the coming years.

#4: How AI Helps Address the Workforce Gap is Clear, But #5. So is Reverence for the Human’s Unique Role

If you come here often, you know I feel strongly that the future will be won not by digital prowess or human touch, but by the perfect marriage of both. I was delighted, and honestly a bit surprised, at how fairly represented – and how well articulated – this crucial balance is throughout the week’s sessions.

From a variety of perspectives, the message was reinforced that AI is here to elevate human potential; to augment  what our people – and therefore our businesses – are capable of, not to detract from, dilute, or threaten it.

There was framing of the realities of the workforce gap. Mark Moffat spoke of it in his opening keynote, giving one illustrative example that in the US, 500 aircraft sit without a technician to conduct necessary repairs.

Kiva Allgood, Managing Director of the World Economic Forum, spoke about the organization’s Smart Start program and its work to attract high-school age youth into industrial career paths. She reinforced the fact that, while AI is a powerful multiplier, a focus on people must remain at the core of what we do.

In the session with Badri mentioned above, Kriti Sharma, CEO of IFS Nexus Black joined him on stage to speak of the partnership. She shared that, when spending time with William Grant & Son’s frontline workforce, one experienced engineer said of the Resolve mobile application, “I don’t need this to do my job, but I can see how it brings others up to my level.”

Capture of tribal knowledge and how it can then be democratized among new talent entering the workforce is a powerful example of the role AI can play in helping alleviate some of the pressure of the workforce gap. Less experienced engineers who have a wealth of knowledge at their fingertips and support at the ready can create value for the business sooner, but are also more likely to feel fulfilled and be retained.

A series of leaders took the stage following Badri to showcase the impact AI is having on businesses across different service and asset-centric industries. Each example was a real-world illustration of how businesses gain back some of that potential being lost, but each also underscored the importance of people.

Mo Dawood, CIO of Eight Group, joined to talk about the company’s journey, explaining that each decision is made through a lens of people-centricity. He explained that he asks first, “Is it right for our people? And then, is it right for our customers?” Excellent anchoring for strategy. The example was shared how, with Resolve, documentation has been reduced from 25 minutes down to one with image analysis. Significant time savings that eases burden from the frontline’s day and lets them focus more time on what matters most.

Pedro Buhigas, CIO of Kodiak Gas Services, shared a glimpse into the company’s incorporation of agentic AI. He stated that, “our business is driven by people, but they’re a scarce resource – augmenting with agents helps with scalability.” Kodiak’s first IFS Loops agent is a material replenisher that helps technicians identify the right part for the asset, locate it within inventory, and, if needed, assists in procuring. The incorporation of just this one agent has increased the efficiency of that process by 85%.

Joe Marcella, VP of Planning & Performance, Technical Operations at Southwest Airlines shared the company’s journey of transitioning from paper and pen to digital as recent as 2021. When looking at where AI fits today and into the future, Joe said there’s a tremendous opportunity for AI to support the frontline workforce but reinforced that the best way to put it to its best use is to “find out what your employees need to do their jobs better.”

The way these examples (and others) brought clarity to specific AI use cases making a measurable impact today – but were shared by leaders who are framing its use by how it best elevates the human talent that makes service special – embodied the balance of digital prowess and humanity that is so important.

Believe it or not, that’s just the start! If you’re interested in part two of my top 10 moments of IFS Unleashed, tune in for this week’s podcast on Wednesday.  

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October 5, 2026 | 6 Mins Read

The Soundtrack of Future of Field Service Live London

October 5, 2026 | 6 Mins Read

The Soundtrack of Future of Field Service Live London

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

At our recent London event, I welcomed Rob Stephenson, keynote and TEDx speaker, mental health advocate, author of Music is the Answer, and Founder of Choose Your 3, to deliver a guest keynote. Before we got into the “task” of the day that everyone was expecting to tackle – knowledge sharing among peers on how to navigate today’s biggest service challenges and opportunities – I wanted to offer leaders a session focused on them.

Why? Because I believe we’re at a pivotal role in service where strong leadership is more important than it’s ever been. And we often get right to it, without much thought to what such an important role requires of the individuals living it.

I’ve known Rob since 2024 when he appeared on UNSCRIPTED as a feature for Mental Health Awareness month. When we began planning the London event, he immediately came to mind as someone who would perfectly set the tone for the day – and that he did.

Rob spoke about the importance of wellbeing, but more specifically about how to manage energy. He shared different types of energy and talked about why it’s crucial for leaders to do this for themselves before they can create a space for their teams to do the same. It was an important message, one that I plan to revisit in a future article (and hopefully another podcast!).

But Rob also shared not only his love of music, but his belief in how it can help us conserve, create, and shift energy. He asked the room to share in a Slido one song that always lifts their mood, and it was so fun – and interesting – to see the different responses pop up.

The Day as a Mixtape

On last week’s podcast, Berend Booms of Future of Assets guest hosted to share his key reflections from the event. Berend and I have been working closely together for the last year-plus to create Future of Assets, but a fun fact is that the London event was actually our first time meeting face-to-face. I asked him to do the summary podcast because I felt, having planned the event myself, his perspective as a more objective party would be more interesting.

It was indeed, and if you haven’t yet, you should have a listen. But my favorite part is that he took a cue from Rob’s keynote and selected a musical track to pair with each session of the day. How creative and fun is that?

So much so that I felt it was deserving of its own recap, here, as a documentation of the “soundtrack” of Future of Field Service Live London 2026. Without further ado, here’s the tracklist:

The White Stripes – We’re Going to Be Friends. Berend chose this track for my opening keynote on the three seismic shifts I am witnessing in service. He said, “The song that I would pick for Sarah’s opening session is We Are Going to Be Friends by The White Stripes. First of all, it's a vibe thing, right? It catches the vibe of the event really, really well. But it also pays respect to Sarah's friendly disposition and how she goes out of her way to make sure that everyone feels welcomed, feels included. Even myself, someone outside of the field service ecosystem, I could come in, I could participate and have a fantastic day.”

Bill Withers – Lovely Day. Berend chose this track for Rob’s guest keynote to honor the exercise Rob asked the audience to take part in. “This is the song that I picked during Rob’s prompt as the one song that never fails to bring me energy and never fails to set me right. It always just puts me in a great mood and I'm ready to start the day.”

ACDC – High Voltage. Berend chose this song for my interview with Natasha Nelson, CTO for Services at Schneider Electric, who spoke about the company’s journey of incorporating agentic AI into services. “So, a great song that I think fits Natasha's background really well, and it's also a classic for me, is ACDC's High Voltage.” Not only is this a nod to Schneider’s business, but perhaps also to the power – and delicacy – of expanding AI’s role in service.

X – Xzibit. This is Berend’s pick for my interview with Patrycja Sobera, SVP and GM of Digital Workplace Solutions at Unisys, who spoke about her award-winning shift to XM (experience management) and from SLAs to XLAs (experience level agreements). “I really enjoyed the session and going through my notes, the very first thing I actually put down was the big X, right? X for X factor, X for experience, X for expanding, X for XLA. And in my mind, there's only one song that is going to do justice to this, and that is X by Mr. X to the Z Xzibit. If I recall correctly, his first bar in that song is ‘the first day of the rest of my life.’ I really like that; I think it fits the forward look and building that future together through events and through communities like Future of Field Service exceptionally well.”

Bonnie Tyler – Holding Out for a Hero. The next session was a workshop given by Simone Schneider and Torben Petersen of Simon-Kucher, based on our joint research around the potential for service growth. They spoke about the opportunity that exists to better leverage field technicians to contribute to revenue. “Thinking about that maintenance technician showing up to save the day, there's only one song that comes to mind that fits that perfectly for me, and it is Bonnie Tyler's Holding Out for a Hero. This is your cue to check out that song once again. It is a banger.”

Queens of the Stone Age – Go with the Flow. Next up was a Think Tank on the human side of digital transformation, which featured Clinten van der Merwe of TOMRA, Yasir Sheikh of Honeywell Technologies, and Nick Vandivere of IFS Nexus Black. “My song pick for this one was heavily influenced by Clinten’s comments, but I'm going with Queens of the Stone Age, Go with the Flow, which is one of my favorite songs by them, actually. It's a great song first and foremost, but it's also a great reminder of what we're all facing, right? This hesitation, this fear that we have, and how can we all deal with this change? We can all go with the flow when it comes to transformation.”

The Beatles – With a Little Help from My Friends. This is the song Berend selected to represent our ‘grand finale’ of the day, which was our announcement and celebration of this year’s Stand Out 50 leaders. “Roy Dockery, one of the judges this year, explained really well this feeling that I think a lot of people have where we mostly recognize sales; we mostly recognize revenue and revenue creation. Where are we rewarding people for showing great leadership? Doing so helps people feel seen, it helps them feel understood, it helps them feel appreciated, it helps them feel supported by having people take an interest and taking your peers into consideration. And I think Sarah summed it up perfectly, saying that leadership is action, it is not a position. So, my suggestion for a song to listen to in this case would be the Beatles’ rendition of With a Little Help from My Friends.”

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September 28, 2026 | 6 Mins Read

Celebrating Stand Out Leadership: The Crucial Bridge to the Future of Service

September 28, 2026 | 6 Mins Read

Celebrating Stand Out Leadership: The Crucial Bridge to the Future of Service

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

I’m headed home from London, just having wrapped our Future of Field Service Live event. It was a wonderful day full of lightbulb moments, knowledge sharing, and community building – but one of the most special parts was announcing this year’s Stand Out 50 leaders.

If you’re not familiar, Future of Field Service began the Stand Out 50 in 2024. Having spent many years working with service leaders, I have a deep respect for the unique role they play and all that they juggle. Stand Out 50 accepts nominations over a two-month period each year and then awards 50 leaders who are having a truly exceptional impact. Our objective is of course to recognize their hard work, but also to create broader awareness of it within their businesses and beyond (as service leaders are often not celebrated enough).

Toward the end of Thursday’s event, we unveiled the 2026 Stand Out 50 and were fortunate to have nine individuals with us in-person to receive their award and celebrate with the community. Please join me in giving these leaders another massive congratulations!

In my morning keynote, I shared some reflections on why I see strong leadership as particularly crucial in service right now. So much is changing, so rapidly and leaders really are the link between the service of today and what it is becoming. The challenges are real, but the opportunities are exciting. In my view, though, the potential that exists won’t be possible to attain without stand out leadership.

Why? Well, first and foremost, today’s talent demands it. Emotional intelligence, authenticity, empathy, psychological safety, the ability to create a culture that is change adept and resilient – these aren’t “fluffy” ideals, but leadership imperatives.

Further, leaders will be responsible for overseeing a delicate time of transformation. AI is here to stay and should be wielded, but not at the expense of what makes service special (which is the people). Striking the right balance, and pace, of innovation without sacrificing ample focus on human talent is of paramount importance if we want the future of service to look bright.

So, it was an honor to celebrate 50 leaders who are giving their all to meeting today’s challenges head-on, who are pouring themselves into their teams, and who want to nurture the best of what service has been while ushering in what it can be going forward.

In our process of nominations, we’ve debated how specific to be, but I’ve maintained that I don’t want the process to be prescriptive. While certain attributes are universally important, uniqueness should be celebrated too. As such, reading through the nominations is such an interesting and heartwarming process each year.

What we ask is that those nominating share anecdotes (and evidence, where applicable) of how they feel the candidate stands out across three categories: purposeful innovation, authenticity, and ability to execute. The entries that roll in illustrate a wide variety of impressive efforts – and a big impact on teams, customers, and companies.

I’d like to share an anonymous example from each category to offer a sense of why celebrating these leaders is such a worthwhile cause.

Innovation: Prioritizing Long-Term Impact

“He is an open-minded and forward-thinking leader who actively seeks diverse perspectives and encourages constructive challenge. This mindset not only strengthens decision-making but also fosters a culture of collaboration and innovation across his teams. He creates an environment where people feel empowered to think differently, take ownership, and focus on outcomes that genuinely matter.

What sets him apart is his ability to balance commercial realities with strategic vision. He does not shy away from short-term pain when it is necessary to deliver long-term impact. Instead, he leads with transparency, bringing his teams and stakeholders on the journey, building trust and alignment along the way.

His leadership consistently translates into stronger customer relationships, improved service outcomes, and a more resilient, future-focused organization. He demonstrates that great leadership is not about quick wins, but about making the right decisions for lasting success.”

Authenticity: Action To Makes People Feel Valued

“At his very core, he is a servant-based leader. As his career advanced into senior service roles, he has established a reputation for being approachable, trustworthy, and results-oriented. He leads with compassion and empathy, creating a safe environment where differences of opinion are valued. No question is out of bounds.

During a time of great internal change, he proactively took the company's core attributes and translated them into the global service organization operating norms. As he introduced them through a series of town-hall style meetings, he openly shared how he lives them and provided examples of how we can hold each other accountable. More important than focusing on “the what”, he stresses “the how;” ensuring people feel valued, honored, listened to, and that they make a difference.

He reads every comment from our employee engagement surveys and consistently challenges us to take care of the people who care for our customers. He leads by example in tangible ways. He has been known to have ice cream delivered to your house for your kids after a tough week, or to send a handwritten card to acknowledge a significant event or personal challenge. In speaking with team members around the world, the most common feedback I hear is that he listens, he cares, he acts, and I trust him!

On a practical level, since stepping into his current role, our employee engagement scores have increased by 20%, reflecting a stronger sense of trust across the team. He supports employee recognition and also reinforces development and investment in people, leading the charge for role alignment, career progression, and team equity.”

Execution: Focus Far Beyond Quick Wins

“One of his greatest strengths as a leader is his ability to turn strategy into execution. I've watched him throughout his career develop thoughtful plans, gain buy-in from the people around him, and then follow through until those plans produce measurable results. He doesn't chase quick wins or short-term fixes. He builds processes, develops people, and creates accountability so improvements are sustainable.

Throughout his leadership career, he has consistently been entrusted with growing and transforming service organizations. That trust isn't accidental. Organizations continue to place him in increasingly larger leadership roles because of his ability to improve operational performance, strengthen customer relationships, and build high-performing teams. His progression from technician to executive leadership reflects a track record of delivering results wherever he's gone.

What has always impressed me is that he understands successful execution requires more than good ideas. He believes strategy only works when everyone understands the objective, their role in achieving it, and how success will be measured. He has a unique ability to align people around a common vision while maintaining accountability at every level of an organization. I've also seen his commitment to continuous improvement throughout his career. He is constantly evaluating processes, asking what can be done better, and implementing changes that improve efficiency, customer experience, and long-term organizational performance. Rather than accepting the status quo, he creates a culture where improvement becomes part of the organization's identity.”

The Stand Out 50 awards wouldn’t be possible without the time of my co-judges. A sincere thank you to Lauren Neal, Founder of Valued at Work; Ged Cranny, retired service leader who spent more than 45 years with Konica Minolta; and Roy Dockery, Founder of Visionary Service Operations who kindly volunteered their time on the awards because they also feel strongly about the value of celebrating strong leadership.

In the coming weeks and months, you’ll see insights shared from the Stand Out 50, so stay tuned! This is just the beginning.

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September 21, 2026 | 8 Mins Read

Successful AI Innovation in Service Requires a Strong Defense

September 21, 2026 | 8 Mins Read

Successful AI Innovation in Service Requires a Strong Defense

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

While I’ve been on the receiving end of plenty, I’m not personally one to throw around a sports analogy too often.

However, when I was talking with Dr. Aymen Gatri for a recent episode of UNSCRIPTED, the conversation about AI risk brought one to mind that I couldn’t shake (or pass up sharing).

My eldest son, Evan, plays basketball. He absolutely loves the game, and over the past few years I’ve found myself repeatedly reminding him of something that isn’t always especially exciting to hear when you’re young and focused on scoring:

Offense gets the glory, but you can’t win games without strong defense.

You shoot a basket, it goes in, and everyone celebrates. It’s visible. It’s exciting. It’s easy to point to the scoreboard and say, There’s the impact.

Defense is different.

Good defense can be less noticeable. It’s about positioning, anticipation, awareness, and discipline. It’s often about preventing the other team from capitalizing on an opening, but strong defense doesn’t only protect your team – it creates opportunity. The challenge – especially for young kids – is that sometimes, the value of a defensive play is only obvious because of what didn’t happen.

(As a quick sidebar, I am so passionate about this point that I’ve been known to yell from the bleachers (sometimes very passionately), “Rebounds win games!” We took the boys to see a Cleveland Cavaliers playoff game this past season, and there as an area where you could make your own signs. My sons quickly said, “Mommy – you should put ‘Rebounds win games!’” It was a nice reminder that they do listen.)

So, it dawned on me during my conversation with Aymen, and I’ve thought more about it since, as a useful way to think about where we are with AI in service.

Right now, AI offense is getting a lot of attention. And for good reason; the potential is enormous.

Aymen wanted to be clear in our discussion that, while he wants to draw more attention to the risk that’s inherent in AI that he feels many are overlooking, he isn’t at all trying to diminish the excitement that the potential of AI brings. He feels it, too.

But if service organizations want to capitalize on that potential sustainably, they need to give just as much thought to their AI defense as they are their offense.

6 Aspects of a Strong AI Defense

One hypothesis I have is that leaders know they need a stronger AI defense, but they haven’t yet determined exactly what that looks like. In the rush to keep pace, offense is getting more focus not only because it gets the glory, but because it’s the clear starting point.

Aymen weighed in with his thoughts on what defensive concepts service organizations should consider augmenting their offensive approach with:

1. Start with strategy, not the technology.

One of the most important points Aymen made during our conversation was that the initial risk is implementing AI simply because AI is happening (without clear objectives).

That sounds obvious, but I think it's increasingly difficult to avoid the pressure.

There is a new capability, a new model, a new application seemingly every day. Organizations know they need to keep pace, and that urgency can easily turn into a mentality of racing rather than reasoning.

But the starting point should be intentional. Put very simply: What problem(s) are we trying to solve?

Aymen suggests starting the conversation with a fundamental question: Why does service matter, and why does AI matter for service?

The underlying objectives of service haven't suddenly changed because AI exists. Organizations are still trying to get things fixed, reduce downtime, increase uptime, improve customer outcomes, and address the very real challenge of getting knowledgeable people where they are needed.

AI can help with those challenges. But it helps most when the technology serves the strategy — and often goes awry when technology becomes the “strategy.”

A strong AI defense therefore starts before implementation, with clarity around what the organization is trying to accomplish and where AI genuinely fits.

2. Establish clear governance and accountability.

Aymen was sure to underscore that the risk profile changes significantly when we move from AI that assists people to AI agents that can take action. As we move toward systems that can ask questions, reason, make decisions, and potentially conduct work on our behalf, he suggests organizations seek answers to some fundamental questions:

  • Who governs what?
  • Who owns what?
  • Who is accountable for what?
  • And can an AI agent itself be held accountable?

These aren't necessarily questions with simple answers today. In fact, part of the challenge is that we're moving into territory where many organizations haven't yet established the appropriate frameworks. That's precisely why governance can't be an afterthought.

Aymen compared this evolution to cybersecurity. As cybersecurity became increasingly important, responsibility expanded beyond traditional IT security into areas including OT and IoT, ultimately creating a need for broader organizational governance.

He sees a similar requirement emerging with AI. Whether that means a dedicated AI leadership role, an existing executive taking on the responsibility, or some other structure will vary by organization.

There isn't one model that fits everyone, but what matters is that there is a clear home for AI governance, accountability and risk.

3. Build risk and compliance into the AI strategy.

A strong AI defense isn't about identifying every possible risk before moving forward. That’s not possible. The technology is developing too quickly, and there are questions we don't even know to ask (and more to come). But that doesn't mean risk should be left out of the equation.

Aymen's recommendation is to incorporate AI risk and compliance directly into accountability, risk, and strategy planning. He pointed to the evolution of cybersecurity and the established management systems organizations have developed around quality, information security and other areas as useful parallels.

The idea is essentially to create a management approach around AI that allows an organization to pursue the opportunity while deliberately managing the risk. That distinction is important. Risk awareness isn't an argument against AI adoption; it's part of responsible AI adoption.

4. Know your data — and protect it.

For service organizations, this becomes particularly important because AI may operate across an ecosystem involving the service organization, its customers, suppliers, and technology providers.

Aymen raised a deceptively simple question: Who owns the data? Customer data. Corporate data. Supplier data.

Also: Who is processing it? Where is it going? What infrastructure sits behind the AI agent? What happens to that data throughout the lifecycle?

Those boundaries aren't always clear. And when an AI agent is acting on behalf of an organization, the implications of unclear data ownership and processing can extend beyond a technical concern. There are privacy implications. Cybersecurity implications. Intellectual property implications. And, ultimately, business and reputational implications.

A strong AI defense therefore requires organizations to understand the data ecosystem surrounding their AI use — not simply the AI application itself.

5. Protect the trust of customers and employees.

This was another part of our conversation that I found particularly interesting because it moves the discussion beyond technology: AI has to be trusted to be adopted.

Aymen gave the example of remote service. It took years for some customers to become comfortable with the idea that a service provider could remotely access their machinery or systems and perform service.

Now consider asking a customer to trust an AI agent to conduct service. That's a very different threshold. And the same applies internally.

If employees don't trust the technology, they won't necessarily use it effectively. If customers have a poor experience with an AI capability, their confidence in the technology — and potentially in the organization providing it — can suffer.

This is why usability belongs in the AI defense conversation. So do accessibility, data privacy, and cybersecurity.

Aymen described these elements collectively as creating a kind of “middle layer of trust” in B2B relationships — a zone that helps establish confidence between the parties involved. This extends the goal from simply building AI capabilities that work to building capabilities that customers and employees are comfortable allowing to work.

6. Build AI literacy, not just AI capability.

Finally, I think there's a distinction emerging that organizations need to pay much more attention to: AI capability versus AI literacy.

There's a lot of focus right now on acquiring the people who can build AI, implement AI, and operate AI. Those capabilities are important.

But organizations also need people who can understand what is changing, connect those developments to business objectives, and determine what matters for their particular organization.

Because the pace of AI development creates a unique challenge. If there's another major development every day, it's impossible for an organization to chase every one of them. The answer can’t be to implement everything, but to develop enough understanding to make informed decisions about what deserves attention.

Aymen's perspective is that organizations that don't start building this knowledge now will face a much larger effort later.

And I think this is particularly important for service leaders. You don't necessarily need every service leader to become an AI expert. But you do need enough AI literacy throughout the organization to ask the right questions, understand the implications, and recognize where an opportunity aligns — or doesn't align — with the problems you're actually trying to solve.

A Balanced Approach to AI Innovation

As I said to Aymen during our conversation, I think it's easy to fall into one of two extremes with AI. On one side, there is the belief that AI is going to solve everything — including the skilled labor shortage — and that we should move as aggressively as possible.

On the other, there is fear of the unknown that can cause organizations to move too cautiously and miss meaningful opportunities. Neither extreme is particularly helpful.

What we need is the ability to hold both realities at the same time: There is enormous opportunity. And there is real risk.

Aymen's message wasn't to avoid the opportunity. His message was to adapt — with a strategy behind that adaptation. And that's where I keep coming back to the basketball analogy.

Offense gets the glory. It's the three-pointer everyone remembers. It's the new AI capability that gets announced, demonstrated, and celebrated.

But defense is what protects the lead. It means understanding where the vulnerabilities are, establishing the rules of engagement, and having people in place who can recognize when something changes.

In AI, that means defending the business, the information, privacy, intellectual property, customers, employees, and ultimately the trust that makes service relationships work.

We don't know everything that can happen next. We probably don't even know all of the questions we should be asking yet. But we can make sure we're building the awareness, governance, accountability, data protections, trust, and organizational capability needed to respond as the game evolves.

Because AI offense is getting the headlines. But a pairing strong offence with a strong AI defense is what will allow service organizations to keep playing.

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September 14, 2026 | 7 Mins Read

8 Traits the Next Era of Service Transformation Will Demand from Leaders

September 14, 2026 | 7 Mins Read

8 Traits the Next Era of Service Transformation Will Demand from Leaders

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

Next week we’ll announce the Stand Out 50 of 2026 – a group of leaders being recognized for their notable impact in the areas of authenticity, innovation, and execution. As we prepare for what is both an incredibly taxing and rewarding event, you can understand why I have leadership on my mind.

My fellow judges and I poured over the nominations, reading tales of how these individuals have not only accomplished impressive feats but – more importantly – how they’ve impacted peoples’ lives.

When the news is full of headlines of individuals that don’t seem to lead with integrity, care, or even humanity, it’s comforting to be reminded that there are plenty of leaders out there putting good into the world (while working hard).

How AI Impacts Leadership

I believe there’s a groundswell underway that demands more of today’s leaders. This shift, precipitated by the talent evolution and perpetuated by the expansion of AI, is significant and will create a point of differentiation for businesses in the coming years.

Which companies are set apart in the future will have to be adept at keeping pace with technology, certainly. And they must adapt to meeting today’s – and tomorrow’s – customer demands. What work looks like for all levels of the business will undoubtedly change, yes. But, in my opinion, strong leadership has never been more important as it is today – and will only be increasingly so.

However, there are a couple of variables that make this especially tricky. First, some of what constitutes good leadership has changed – and not all leaders have taken note. Second, in service specifically, we have many leaders within the ranks that really weren’t ideal for the role – they were put there as a progression from being strong individual contributors, but not necessarily because they’re good people leaders.

The next era of service transformation isn’t going to look like the last, in more ways than one. AI is far more capable – and complex – than any technological evolution that’s come before. The frontline workforce is in a precarious position. Service leadership isn’t an easy feat – it never has been, but even more so – which is why we care so much about recognizing the individuals that take it on.

When I reflect on my conversations with leaders across industries, around the world, as well as with frontline employees, these are the leadership traits that come to mind that have never been more important. That’s not to say they haven’t always been valuable traits, but rather that they have either taken on new meaning or are even more valuable given what’s changed.

Authenticity & Emotional Intelligence

In my recent podcast discussion with Kris Oldland, we spoke about how authenticity becomes an even more crucial characteristic in the AI era. I believe we’re only seeing the very beginning of how so, and it’s a trait that today’s workforce really needs from leadership.

We’re all weary of BS, of individuals who offer nothing more than towing the company line, who show no interest in getting to know people, or being known. We want realness, humanity, and to know someone gives a damn.

Beyond authenticity, other elements of emotional intelligence play an important role in meeting the needs of the new generation of workers. Leaders need to listen more – not only in quantity, but in depth. Psychological safety is an attribute that hasn’t always existed in the workplace but is an expectation and right today.

Employees want to feel connected, they want to understand their purpose and fulfill their potential, and they want to know they matter. The concept of mattering, and its power, was the topic of a podcast a while back with Zach Mercurio which is well worth a listen.

But the thing about these traits is that it isn’t just about being effective at applying these traits – leadership today and moving forward needs to have a very keen understanding of where these traits are most needed in the business.

As leaders determine where AI fits, and what it can and should do, a deep respect for authenticity and the ability to apply emotional intelligence are musts. Without ample respect for where humanity is needed within the business, and in the customer experience, there is massive risk.

More Curiosity & Creativity

Many of today’s leaders have spent decades acquiring skills, mastering experiences, and collecting accolades that – quite frankly – aren’t all relevant today. And that can be a really tough pill to swallow. Some leaders are excited about the opportunity to learn new skills, live new experiences, and collect fresh accolades – but others long for yesteryear.

Leaders who can’t, or won’t, unfurl themselves from the warm embrace of the status quo don’t stand a chance in the next era of service transformation. It requires boundless curiosity – not just about what’s changed or changing, but about what motivates individuals, about how differences create strength, and about the knowledge to be gained from considering new perspective and new possibilities.

Only with this type of curiosity can leaders foster the creativity that today and tomorrow’s landscape requires. Today’s challenges can’t be solved for with yesteryear’s formulas for success; greater creativity is essential. This can be frustrating because it feels like harder work – and it is. There are leaders who will be excited by the work itself, not just the outcome – and those are the leaders best fit for the future.

Temperance and Tenacity

Leadership in the next era of service transformation requires a unique combination of temperance and tenacity. In my recent conversation with Peter George about Alfa Laval’s service innovation, I asked him what he found most challenging.

“I would say what's been most challenging is the pace that we want to move at. Once you’ve identified what it is you need to do, you just want to get on and do it. But you have to allow the organization to move at a pace where it can digest and come along on the service journey,” he said. “It’s not just service on that journey; it’s the whole organization – and taking the time to make sure we get it right can feel challenging.”

There’s tremendous pressure on leaders today to keep pace with change, to move fast, to achieve results – and that pressure can cause a rush that often creates more damage than progress. Temperance is important.

Tenacity is as well, though. This isn’t about being lackadaisical at all, it’s about moving with intention and conviction. To achieve what many set out to achieve in service today takes a lot of grit. It’s being told no multiple times before you get a yes, failing ten times before you finally succeed. Leaders who are up for the task aren’t in it for the glory, but for the outcome – and they’re willing to stay that course.  

The Ability to Challenge

Leadership leading well today – and in the future – is not weak. It’s not afraid to push back when expectations are unrealistic, the time isn’t right, or they disagree with a path. Strong leadership requires a willingness to stand up for what you believe in, go to bat for your teams, and to voice the unpopular opinion.

At our NYC event in June, Natalia Shuman, CEO of MISTRAS Group, shared that when she began with the company, she told the board she needed 90 days before she’d begin discussing financials. Her priority was to get out in the field and spend time listening to customers and employees – only then, she said, could she properly set a strategy.

That’s a wonderful example of setting a boundary – to question the standard or push back on an expectation to instead do what you’re being asked to do in a way you believe is right and necessary.

Expert Curation & Choreography Skills

At some point, a strong leader was the person everyone turned to for the answer. Today, a leader who thinks they have all the answers is a massive liability. Dynamics have evolved in a way where the best leaders understand that their role is to curate and choreograph a variety of talents.

Leadership isn’t about knowing all or being able to do all but rather understanding context and seeing the big picture. Being stellar at listening, aligning, motivating, and rallying.

I remember having lunch with a leader in Copenhagen a couple of years ago who said to me how humbling she’s found leadership in recent years. She retold how she’s found herself having evolved from the go-to person to the conductor of greatness.

Humbling is a great way to put it, and that’s what it takes. Going back to my recent conversation with Kris, we talked a bit about “ego deaths” – and that’s a concept that may fit here. Ego is one trait there’s no room for in leadership today.  

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September 1, 2026 | 7 Mins Read

From Black Box to Glass Box: The Real Transformation of Servitization

September 1, 2026 | 7 Mins Read

From Black Box to Glass Box: The Real Transformation of Servitization

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

When I first spoke with Dave Mackerness for an episode of the podcast in late 2021, Kaer was well into its journey toward fully transitioning to a CaaS (cooling-as-a-service) company.

Fast forward several years, and Kaer has built upon its initial success. The company has expanded beyond its Singapore base into markets including India, Indonesia and Malaysia. Cooling as a service has moved from something that might have seemed like a bold experiment to an increasingly accepted business model. And technology—particularly AI—is creating entirely new opportunities to improve the performance of the assets Kaer operates.

But when I recently reconnected with Dave for a new episode of UNSCRIPTED, one point stood out to me above all others: The most challenging part of as-a-service isn't necessarily changing what you do, it's changing the relationship around what you do.

Kaer has been in the cooling business for roughly 70 years. Its evolution has been gradual: from distributing equipment and technology, to becoming a turnkey contractor and system integrator, to performance-based contracts, and then to CaaS.

As Dave shares, in many respects, the underlying work hasn't fundamentally changed. Kaer still designs cooling systems. It still procures equipment. It still installs and operates those systems. What changed was who owns the responsibility for the outcome—and therefore who owns the decisions about how that outcome is achieved.

In a traditional model, the customer buys the equipment and tells the provider what needs to be done. In an as-a-service model, Kaer takes responsibility for delivering the outcome. The customer doesn't need to care which chiller is running, how the system is optimized, or exactly how maintenance is scheduled, as long as Kaer delivers the agreed result.

That sounds straightforward, right? Theoretically, yes. In reality, not quite. Because the customer has to give up some control, and giving up control requires trust.

Transforming CX: From the Black Box to the Glass Box

Dave described one of the biggest lessons Kaer learned in a particularly memorable way.

Initially, the company thought about its operation as a black box. We'll take care of everything inside. You just care about the outcome.

But customers weren't necessarily comfortable with that. Imagine you've spent years owning and managing a critical piece of infrastructure. Suddenly, a provider tells you, essentially, “Don't worry about what we're doing. We'll take care of it.”

Even if the business case is compelling, that's a difficult psychological transition.

So Kaer changed its approach. Rather than a black box, it created a glass box.

Customers don't control how Kaer operates the system, but they can see what is happening. Through Kaer's customer experience application, customers can access the data and information that demonstrates performance, including historical temperatures, service records, checklists, and other documentation.

With the glass box, transparency replaces control. The customer doesn't need to dictate how the outcome is achieved. But they receive confidence that it is being achieved.

Organizations exploring servitization should pay close attention to this lesson Kaer learned. When you take responsibility for an outcome, you're not simply taking responsibility for the physical work. You're taking responsibility for creating enough confidence that the customer is comfortable allowing you to take control.

The 80/20 Lesson of Servitization Nobody Tells You

Another important consideration for anyone considering servitization is the reflection Dave shared on how Kaer's understanding of its own business changed as the company matured.

As a traditional contractor, the focus was largely on designing and installing equipment and ensuring it operated. With cooling as a service, Dave says, those technical activities represent only about 20% of the work.

The other 80% is managing the customer relationship: ensuring customers are happy, creating confidence, making the service auditable, and building the experience around the outcome. It's easy to focus solely on the commercial and operational aspects of moving to an outcome-based model, but it’s crucial to understand it’s more than that.

It's a customer experience transformation.

When you're selling equipment, the transaction has a relatively clear endpoint. When you're selling an outcome, the relationship is continuous. The customer needs to understand what they're receiving, trust that you're delivering it and have an easy way to engage with the information that matters to them.

As-a-Service Doesn’t Suit All

Another thing I appreciated about Dave's perspective is what he’s learned about what types of businesses “fit” the as-a-service model. He shares that, earlier on, he was of the mindset that anyone and everyone should consider the journey – but over time, he’s realized there are use cases where it simply doesn’t make sense.  In fact, he developed a framework of thinking about whether a product or industry is actually suited to as-a-service that considers two dimensions: complexity and cost.

If something is cheap and simple, customers may choose as-a-service primarily because it provides a better experience or greater convenience. If something is expensive but relatively simple, the economics and cost of capital become more important.

But when you move into products that are both expensive and highly complex, the opportunity becomes much more compelling (provided the provider has the expertise to operate and optimize them effectively). That's where cooling sits. The equipment itself matters, but so does the complexity of operating it well.

As Dave points out, buying the best equipment and installing it perfectly doesn't necessarily result in the best performance. Poor operation can dramatically increase energy consumption and carbon emissions. The ongoing optimization is where significant value can be created.

And that's a critical consideration for any organization thinking about servitization: Where is the expertise that your customer doesn't have, or doesn't want to develop themselves? That may be the real source of your service value.

AI Amplifies As-a-Service Capabilities, But it Can’t Become Another Black Box

Kaer began its AI journey in 2017, developing an AI platform to optimize cooling systems. The impact of AI in CaaS is that Kaer’s highest-performing system isn’t the newest, but the asset for which it has the most data.

The company's first cooling system installed in 2013 remains its highest-performing system, because it has accumulated the most data and that data allows Kaer's models to continually improve how the system is operated and optimized.

That's a powerful concept for asset-intensive industries: The value of an asset doesn't have to deteriorate simply because the asset ages. If data, intelligence, and optimization capabilities improve over time, the operational performance of that asset can actually become better understood and potentially better managed. AI is part of the mechanism through which an outcome is continuously improved.

While AI presents significant opportunity in as-a-service, it must be leveraged responsibly. Just as customers need transparency to trust an as-a-service provider, employees need transparency to trust AI.

Dave described the challenge of introducing AI into mission-critical cooling infrastructure. An AI system might identify an optimization opportunity, but if engineers don't understand or trust why the system is changing something, they may be reluctant to rely on it.

And unlike a consumer using an AI assistant, a cooling system can't simply produce an occasional bad answer. The consequences are far different.

Kaer addressed this by building a second validation layer around its machine learning. The AI can make recommendations, but those recommendations are checked against the physical realities of the system—thermodynamics, pump curves, fan curves ,and the defined service requirements—before action is taken.

That's a useful model for industrial AI more broadly: Intelligence needs guardrails.

The more mission-critical the environment, the more important it becomes to combine AI's ability to learn with domain expertise, physical constraints, safety mechanisms and transparency. The goal isn't simply to make AI autonomous, it's to make AI trustworthy enough to act.

Servitization Creates a Different Kind of Continuous Improvement

Perhaps the biggest lesson from Kaer's journey is that moving to as-a-service removes your endpoint, which changes the incentive structure around improvement.

If you're selling a piece of equipment, there’s a natural end to the transaction. When you're responsible for the outcome, you have a reason to keep asking:

  • Can we deliver this more efficiently?
  • Can we make the asset perform better?
  • Can we reduce energy consumption?
  • Can we improve reliability?
  • Can we make the customer experience easier?
  • Can we use what we've learned from one asset to improve another?

That creates a powerful feedback loop between operations, data, technology, and customer value. And it's one reason Kaer sees the as-a-service model continuing to expand into other industries. Dave points to the growing adoption of models such as lighting-as-a-service, transport-as-a-service, and data-as-a-service.

The Real Transformation is in the Relationship

Kaer's story is obviously about cooling, but the lessons are much broader. Servitization isn't simply about changing the contract from buying something to subscribing to something.

It requires organizations to reconsider:

  • What the customer is actually buying
  • Who owns the responsibility for the outcome
  • How much control the customer needs—and how much they are willing to give up
  • How transparency can replace control
  • What capabilities the provider must build to continuously improve
  • Where data and AI can create new value
  • How customers need to be supported through the behavioral shift
  • Whether the economics and complexity of the product actually make servitization a good fit

And perhaps most importantly, it requires a different definition of the customer relationship. When you sell a product, you give the customer ownership. When you sell an outcome, you ask them to give you some of that ownership back.

That's a much bigger shift than changing a pricing model; it is a shift in trust.

Kaer's experience suggests that the companies most likely to succeed will be those that understand this nuance. They won't simply tell customers, “Don't worry—we've got it.”

They'll say: “Let us take responsibility for the outcome. And we'll give you enough visibility, transparency, and confidence to know we're doing it well.”

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August 24, 2026 | 8 Mins Read

The Jigsaw Puzzle of Service Transformation at Alfa Laval

August 24, 2026 | 8 Mins Read

The Jigsaw Puzzle of Service Transformation at Alfa Laval

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

When organizations talk about transforming service, particularly given today’s pressures, the instinct is to look for the big move. Is it a new service strategy? A technology investment? A shift toward servitization? A new operating model? More digital services? Better talent?

The reality is that it’s all of those things—and none of them in isolation.

In a recent conversation for the UNSCRIPTED podcast, I spoke with Peter George, Head of Global Sales and Service for Alfa Laval’s Industrial Food and Heat Transfer Division, about the company’s journey to bring service into greater focus. I loved how Peter described that journey as a “big jigsaw puzzle with a lot of pieces.”

It’s an apt analogy.

Because what makes successful service transformation so complex is quite similar to the challenge of a jigsaw puzzle; it isn't simply that there are a lot of pieces, it’s that the pieces have to fit together just right to complete the vision.

You can’t redefine the service proposition without considering what that means for the people delivering it. You can’t ask technicians to become more consultative without giving them the competence, tools, and information to do so. You can’t build digital service capabilities without thinking about new roles and career paths. And you can’t expect the organization to invest differently in service if the business still fundamentally sees it as a reactive, break-fix function.

Service Transformation Starts with Changing the Vision You’re Aiming to Build

Historically, Alfa Laval viewed service as important—but, like many manufacturers with a strong product heritage, it didn't necessarily receive the same level of focus as product development.

That began to change as the company listened more closely to customers.

Peter explained that customer conversations were increasingly moving beyond traditional concepts like reliability and maintenance toward efficiency, sustainability, and ROI. Those are all areas where service can have significant impact, but they require a different way of not only thinking about but talking about service.

That became an important starting point: understanding that the value customers seek through their lens and allowing that to fundamentally change the service conversation.

Instead of, “Your machine is broken, and we can fix it,” the conversation becomes, “What are you trying to achieve, and how can we help you get more value from this asset across its lifecycle?”

That shift may sound subtle, but it has significant implications for everything that follows. And while the pieces to any one organization’s jigsaw puzzle will be unique, here are those that were vital to Alfa Laval’s success.

Puzzle Piece #1: Redefine the Service Vision

The first piece of Alfa Laval's puzzle was redefining what service should be.

The company brought service leaders together to establish a new service vision and then looked at its existing offerings through the lens of the customer lifecycle. Rather than simply retaining traditional service names and descriptions, the organization reconsidered how those offerings fit into the customer's journey and, critically, what value each one delivered.

That meant moving away from describing activities and toward describing outcomes. In the eyes of the customer, a reconditioning service isn't simply reconditioning. An upgrade isn't simply an upgrade.

What does that intervention enable the customer to accomplish? What happens when the equipment isn't performing as it should? What can be done to prevent recurring problems? How can the asset contribute more effectively to the customer's broader objectives?

And not only considering the view of the customer but adopting their language so that you express your understanding and so what you say resonates because it’s in their terms.

But redefining the offering creates another puzzle piece: if you're asking your people to have a different conversation with customers, they need to be equipped to have it.

Puzzle Piece #2: Build the Workforce Around the New Value Proposition

The frontline role changes when service changes.

A technician who is expected to simply diagnose and repair a problem has a different job from someone expected to act as a trusted advisor, identify opportunities to improve performance, and help a customer understand how to get more value from an asset.

Alfa Laval recognized that distinction. Peter emphasized the importance of attracting people with the right mindset and behaviors, but he also highlighted something that can sometimes get lost in conversations about frontline transformation: the human experience of doing the job.

For Peter, who began as a service engineer himself, work-life balance is one of the first considerations when thinking about attracting and retaining field service talent. Recognition, appropriate workload, training, tools and support all matter, but so does making sure people have a life outside of work.

Another important piece is career development. Not every field engineer wants to become a manager (nor should they). Alfa Laval has created learning programs and pathways that allow people to develop their skills and move into other roles when they're ready, including newer digital service roles.

That is a perfect example of why the puzzle pieces interconnect. Digital transformation creates new roles. New roles create new career opportunities. Career opportunities help attract and retain talent. And better talent enables the organization to deliver a more sophisticated service proposition.

Puzzle Piece #3: Give the Frontline Workforce the Tools to Succeed

One area Alfa Laval focused on was making information much more accessible to technicians in the field. For an OEM, critical information can live across multiple systems and repositories. A technician may need a drawing, parts list, standard operating procedure, or other piece of information while standing in front of equipment at a customer site.

Alfa Laval worked to centralize that information and make it accessible through tools such as IFS, reducing the friction involved in finding what technicians need to execute their work. The company also simplified reporting so technicians could complete documentation in real time rather than spending additional hours at the end of the day.

Notice the dual benefit here: Better technology can improve operational efficiency, but it can also improve employee experience.

Reducing administrative burden doesn't only mean a technician can potentially complete more jobs. It can mean less time spent working after hours, less frustration and more time away from work. That's an important mindset shift: technology investments shouldn't be evaluated solely through the lens of productivity. They can also be investments in the people who use them.

Puzzle Piece #4: Extend Beyond the Physical Field with Digital Services

As mentioned, Alfa Laval's transformation involved the creation of new digital capabilities. The company has established digital service centers where experts monitor connected equipment and provide predictive services. Those teams also act as a support mechanism for field engineers, helping them troubleshoot problems and access expertise when they need it. Alfa Laval has expanded this capability globally and incorporated technologies including augmented reality.

Again, this is more than the surface-level technology story. Digital service creates new capabilities for customers. It creates new support mechanisms for technicians. And it creates new career pathways for employees.

The pieces reinforce one another. The frontline doesn't become less important because digital capabilities expand. Instead, the definition of the frontline ecosystem becomes broader. Expertise can flow between the field and digital teams, with each making the other more effective.

Puzzle Piece #5: Create R&D Specifically for Service

Perhaps one of the most tangible indicators of Alfa Laval's changing perception and prioritization of service is the development of dedicated R&D activity for service.

Product R&D is a natural concept in a product manufacturer, of course. But service R&D requires a different mindset: proactively looking at what could be improved once products are in the field and creating new tools, services, or interventions to improve performance, efficiency, and customer value.

And critically, Alfa Laval's service organization is feeding those opportunities into dedicated R&D resources.

That creates a feedback loop: The field sees the opportunity. Service captures it. R&D develops it. The customer receives more value.

That is a very different model from waiting for something to break and then responding. It is service innovation becoming an intentional discipline, which only happens in a business that truly values the opportunity service presents.

Puzzle Piece #6: Build the Organizational Infrastructure Around Service

There's a lot of infrastructure required to make all this work. Peter talked about ensuring service has the right footprint, service centers, and infrastructure to support the installed base, while also embedding service systems into the broader IT landscape so employees can access the information they need seamlessly.

But it’s more than just infrastructure. It’s the understanding that to achieve true success, you have to accept that service transformation isn’t a “service initiative,” but rather a business transformation.

Marketing has a role because the organization needs to communicate value differently. HR has a role because talent models, career development, and employee experience have to evolve. R&D has a role because service opportunities need to influence innovation. IT has a role because information and systems need to support execution. Sales has a role because the conversation around customer value has to extend beyond the initial product sale.

In Peter's words, the transformation requires the whole organization to come along, not just service.

Advice for Service Transformation Success

The fact that the pieces can't be solved in isolation is, ultimately, what I find most compelling about the jigsaw puzzle analogy. The complexity isn't simply that there are many things to do; it's that each thing changes the requirements for the others.

Pull one piece out, and the picture changes. That's why transformation can feel overwhelming. There isn't necessarily one obvious starting point, and there certainly isn't one initiative that will solve everything. What’s helpful in achieving success is to understand upfront the interconnectedness of the pieces.

When I asked Peter what he found most challenging about this journey, it wasn’t the complexity itself he named, or any certain aspect of it, but rather the temptation to move too fast.  “Once you know what needs to change, the temptation is to move quickly,” he shares. “But transformation has to be digestible for the organization for it to work.”

Alfa Laval has deliberately brought the pieces together over time, allowing different functions to adapt and ensuring changes become embedded.

That may be one of the most important lessons for organizations embarking on their own transformation: Service transformation is not a project you complete; it's a new way of operating that you progressively build.

The goal isn't to put every piece in place as quickly as possible. It's to make sure the pieces fit—and that they stay in place.

There’s a wealth of knowledge in the full conversation with Peter, I’d recommend giving it a listen.

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August 10, 2026 | 7 Mins Read

Is Mentoring an Underutilized Aspect of Your Field Service Workforce Strategy?

August 10, 2026 | 7 Mins Read

Is Mentoring an Underutilized Aspect of Your Field Service Workforce Strategy?

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

We talk a lot about the future of the service workforce. And we’re going to do so again here, because it’s one of the biggest challenges the leaders I speak with face.

While the questions are infinite, we tend to focus on a few specific (and somewhat short-sighted) ones: How do we attract younger generations to careers in service? How do we compete for talent when the skills we need are increasingly scarce?

In last week’s article, I reflected on the reality that, while these questions are certainly important, we need to dive deeper if we want sustainable outcomes. As such, we need to explore questions like how do we retain experienced technicians long enough to transfer their knowledge? How do we create an employee experience compelling enough that people choose to build a career in service rather than simply passing through it?

There are many pieces that will play a role in solving the puzzle, including strong leadership, technology, career pathing, flexible work, better compensation, skills development and more.

But in last week’s UNSCRIPTED conversation with Samantha Campbell, Senior Director of Field Services at Brightstar Lottery and a 2025 Stand Out 50 leader, offered an additional puzzle piece that is both remarkably simple and, perhaps, more strategically significant than we give it credit for: “I don’t think we’re going to recruit our way out of this talent gap. We really have to mentor our way out of it.”

That statement stuck with me.

Because it acknowledges an important truth about the workforce challenge facing field service: we don't just have a talent acquisition problem. We have a talent development, knowledge transfer, belonging, and retention problem.

And mentoring has the potential to address all of those things at once.

Mentoring is More Than Developing Individual Talent

Samantha shared her experiences in mentoring from both sides of the relationship.

Throughout her career, she has had three mentors and a sponsor who profoundly influenced her development. What struck me was how she described those relationships—not simply as sources of advice, but as connections that ultimately gave her greater confidence, empathy, and perspective.

Like many find, those relationships didn't necessarily end when the formal mentoring arrangement did.

Her mentors became people she could continue to call for guidance. Some became friends. In other words, the value wasn't confined to a six-month program or a particular set of objectives.

We can approach mentoring as another box to check in a talent development strategy: Match people together. Establish some goals. Schedule meetings. Complete the program.

But the real power of mentoring is much more human than that.

It's having someone who knows your potential, challenges your thinking, helps you see possibilities you may not see yourself and gives you the confidence to take the next step.

And for field service, where experience and institutional knowledge are so valuable, that relationship can have an impact far beyond the individual.

Mentoring as a Tool for Knowledge Transfer

One of Samantha's most compelling observations was the opportunity for mentoring to serve as a mechanism for both knowledge transfer and confidence building.

One of the most significant challenges with the aging field service workforce is that many experienced employees have decades of knowledge that can't simply be captured in a manual or transferred through an online training course.

They know how to troubleshoot the unusual problem. They know what questions to ask a customer. They understand the nuances of a particular environment. They've developed judgment through years of experience.

The Best Mentoring Isn't Necessarily Top-Down

And that brings me to another lesson from Samantha and I’s discussion.

She shared a really fascinating and I think unique experience, in which she and a colleague were asked to mentor their CEO.

The objective was initially to help the CEO better understand the changing expectations of Millennials and Gen Z in the workplace. But the relationship evolved into something much more meaningful.

They researched what other companies were doing with emerging talent, explored how Brightstar could better leverage that talent and ultimately helped create an employee impact group called Next Gen, which continues today.

The experience reinforced something Samantha considers fundamental to effective mentoring: The best leaders remain curious.

Mentoring isn't simply about an experienced person imparting wisdom to someone with less experience. It can—and perhaps should more often than it does—work in both directions.

That is particularly relevant in field service today. The people closest to the work may have perspectives that leaders desperately need to hear. They may understand changing employee expectations, customer behaviors, or technology adoption in ways that aren't readily visible from the executive level.

A frontline employee doesn't need to have 20 years of experience to have something valuable to teach a leader. When mentoring is viewed in this mutually beneficial lens, there’s even more to gain.

If You Want Mentoring to Work, Prioritize and Protect It

When Samantha was mentoring the CEO, the COVID-19 pandemic began, and she assumed the program would be one of the first things to disappear as the business dealt with unprecedented operational pressure.

Instead, the CEO told them the mentoring session was the most important meeting on his calendar; that it would be protected regardless of what else was happening.

Think about the message that sends.

We talk constantly about employee engagement and whether people feel valued. We ask whether employees feel that their voices matter.

There may be few stronger ways to communicate that than to consistently show up.

If mentoring is always the meeting that gets moved when something “more important” comes along, we're telling people exactly where they sit on the priority list.

Samantha's experience was that protecting that time created loyalty and a deep sense of commitment, and she’s protected that time in the same was in all of her mentoring relationships since.

So there’s an opportunity with mentoring beyond launching a program. By protecting it, treating it as crucial, you send a message about how much you value your employees and their perspectives.

Structure Creates Accountability, Humanity Creates Impact

Samantha has been fortunate to work within a fairly structured mentoring program at Brightstar, and she identified several elements that have made it successful:

  1. Establishing a defined timeframe. For external mentoring relationships, she has found six to nine months to be an effective window. A defined endpoint gives both people the opportunity to establish goals and smaller milestones rather than allowing the relationship to become vague or perpetually deferred.
  2. Brightstar also builds in progress notes, feedback and check-ins that are driven by the mentee.
  3. Confidentiality is established from the beginning. That creates the psychological safety required for people to be honest.

But structure alone isn't enough to make mentoring successful.

Samantha's advice to mentors is remarkably simple: turn off the distractions, listen, and be vulnerable. Her phone isn't in the room during mentoring sessions. She makes a deliberate effort not to jump immediately to an answer. Instead, she tries to help the mentee work through their own logic and arrive at their own conclusions.

That distinction matters. The objective of mentoring isn't to create another version of the mentor. It's to help someone become a stronger version of themselves. And sometimes that means resisting the temptation to solve the problem for them.

Samantha highlighting vulnerability is important, because it’s something I think we underestimate in leadership generally.

She tries to demonstrate it early in mentoring relationships because it gives the other person permission to be honest and open as well.

That makes sense. It's difficult to ask someone to share what they're struggling with, where they lack confidence, or what they don't understand if you’re presenting yourself as someone who has everything figured out.

Mentoring works better when it feels like a human relationship rather than a performance review. And in field service, where many employees are accustomed to being measured primarily by operational outcomes, creating space for that kind of conversation can be especially meaningful.

Mentoring as a Broader Workforce Development Strategy

Perhaps the biggest opportunity for organizations isn't simply what happens between mentor and mentee. It's what happens because of those conversations.

At Brightstar, Samantha shared examples of mentoring relationships contributing to changes in communication across the field, culture, talent development, and career mapping.

Emerging talent gains visibility. Ideas move upward. Leaders gain perspective. Employees see that their experiences can influence the organization.

Brightstar has a process for anonymizing themes emerging from mentoring relationships and sharing those themes among mentors and leaders. That means the organization can learn from what employees are saying without compromising the confidentiality of individual mentoring relationships.

But if multiple mentoring relationships begin surfacing similar themes around communication, career progression, tools, culture or workload, the organization should be listening. Mentoring is an incredibly valuable listening mechanism.

And when employees see that something they raised ultimately contributes to positive change—even if their name is never attached to it—that creates another layer of value.

The company is listening to us.

That is where mentoring begins to move from an individual development initiative to a broader workforce strategy.

It’s been said by countless leaders on this platform: there is no future of service without people. We simply must undertake the hard work of determining not just how to attract new talent, but how to build fulfilled employees with long careers.

I loved Samantha’s take on the role mentoring can play in this process.  “Mentoring is one of the most human ways we can build a stronger business,” she said.

As we race to keep pace with technology and changing customer expectations, there is a risk that some of the practices that seem less “innovative”—mentoring, coaching, listening, relationship building—get pushed down the priority list.

But perhaps those are precisely the practices we need to protect.

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August 3, 2026 | 9 Mins Read

5 Frontline Insights That Should Shape Your Field Service Talent Strategy

August 3, 2026 | 9 Mins Read

5 Frontline Insights That Should Shape Your Field Service Talent Strategy

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

"Getting 300,000 people into a training program is not the same thing as getting 300,000 people into a career."
— Andrew Brown, Founder and CEO of Trades Media LLC

There have been numerous recent headlines about significant investments geared toward addressing the massive need for more skilled workers. Google recently announced a $50 million investment to help prepare more than 300,000 American workers across more than 20 states.

Maggie Johnson, Global Head of Google.org says, “Building and maintaining the infrastructure for America's future requires a massive, coordinated workforce of skilled tradespeople — from the welders and pipefitters securing complex cooling systems, to the electricians and fiber technicians powering advanced network grids. These jobs offer high-wage careers that can support local communities. There are hundreds of thousands of skilled trade roles currently open across the U.S waiting to be filled.”

Around the same time, Meta announced its America’s Workforce Academy (AWA) initiative in which it’ll invest $115 million in the first year. The program, which will launch in Louisiana, Ohio, Indiana, and Texas as the 2026 pilot locations, not only provides free training but also offers a guaranteed job for graduates.

Earlier in 2026, BlackRock’s Future Builders initiative was announced as a $100 million philanthropic initiative to reach 50,000 Americans with training and support to address urgent labor needs and promising to build long-term financial security for workers.

“Throughout our history, tradespeople have built our country,” said Larry Fink, Chairman and CEO of BlackRock in the release. “America needs an estimated $10 trillion in infrastructure investment by 2033 to modernize aging systems and build new energy, digital, and AI infrastructure. Capital alone is not enough – people are central to building our nation’s future. By bringing policymakers, corporate leaders and labor champions together, we’re helping ensure this growth delivers shared prosperity and greater economic mobility for more Americans.”

Recruitment is Only One Piece of the Puzzle

While it’s great to see programs like those outlined above being introduced, Andrew Brown, founder and CEO of Trades Media LLC, makes an excellent point in this Contractor Magazine article. He cautions, “Getting 300,000 people into a training program is not the same thing as getting 300,000 people into a career.”

Not only do I agree, but I’d take that point a step further – it isn’t the same as getting 300,000 people into a career, but even if it were – what will we do to keep them there?

BlackRock, Google, Meta and the like have a vested interest in the creation of programs like what’s outlined above. And that’s OK – to the extent they expand awareness of the career potential of many of these roles, in addition to the individuals they’ll directly help, it’s a win/win.

But there’s a sustainability piece of this puzzle that needs to be considered; recruiting more frontline workers only solves one part of the problem – arguably the easier part. Retention – the responsibility of the future employers of this talent - deserves equal, if not more, attention. This is a complex challenge because the expectations and desires of new talent entering the workforce differs from that of the talent aging out.

Companies don’t have an easy task at hand in shaping a strategy not only to create an employee experience that will flow over to the customer experience, but also to keep strong talent engaged, nurtured, and satisfied. But they must.

Tapping into the Voice of the Frontline

While the solution is individual to each organization, I do think there’s a wealth of insight that is often overlooked – the voice of the frontline. If leaders were to want to understand what matters most, what challenges are most difficult, what the organization does especially well, or what is lacking from the employee experience – they could unlock a treasure trove of perspective by simply asking.

This isn’t to say leaders don’t listen to the frontline – I think the good ones do. But when it comes to creating a talent strategy that’s fit for purpose in the future of service work, I think many avoid asking the questions because they’re unsure what to do with the answers. While I can empathize, ignoring the problem won’t make it go away.

In March we introduced a new monthly series of our weekly UNSCRIPTED podcast – Frontline UNSCRIPTED. After years of interviewing service leaders, I’ve learned so much after just a few short months of interviews with frontline talent. And it’s made me realize how much knowledge they hold, not only related to the problems they are responsible for solving each and every day, but that leaders could tap into to determine what’s likely to be successful in keeping employees happy and effective.

Understanding What Matters to Your Target Talent

As I look back through the four episodes we’ve released so far, there are already numerous insights to influence change. Here are five truths shared by our initial guests that send a strong signal to leaders about what matters most (which should influence how the talent strategy evolves):

  • A sense of purpose matters – and it motivates. In episode number one, Phil Manchester, Service Team Lead at AirTight FaciliTech spoke about what he loves most about his work. “I mean, it’s never good that someone has a problem, but it’s always a good feeling when you go in there and help. When they're sweating because it's 95 degrees out or their business is about to shut down, and you go in and you figure out what's wrong and fix it,” he explains. “You’ve made their day – they’re always so happy. You know? And that’s such a good feeling. Like, I didn’t save the world – but I definitely made their day better, which makes me feel better, and it makes me proud of what I’m doing.”

This sense of accomplishment – of making a difference – is appealing. And, as Phil mentions, it doesn’t have to be on the grandest of scales – service keeps the world running in a variety of ways; it’s the sense of fulfillment that comes from helping others that is significant, not necessarily the type of job being done.

  • One-size-fits-all leadership is out. Another really insightful point that came up during my conversation with Phil is the reality that today’s leaders must put in more effort to meet people where they are. In his team lead role, he’s learned a lot about communication preferences and has taken the onus to tailor his approach.

“With the older age group, people are a little bit more blunt a lot of the time, and you can just be straightforward to the point. Like – alright, let’s get off the phone – we don’t need to be talking all day. Which I like. With some of the younger guys, things have to be set a little nicer and maybe tiptoed around a little bit, which is not a problem. Everybody’s just a little different and learning that is the hardest part,” Phil explains. “If you're set in the ways of being too blunt and too honest and just here's your information, bye; it's not going to work for the younger generation. They want they want a little bit more of the why behind things. The younger guys on my team, I tell them to go do something and they ask why; why am I doing that? They don’t know why – so, I’ll show them, we’ll go over it, and I’ll explain why we do what we do. You can take this as someone talking back to you, or you can take it as them wanting to learn. They don’t want to just be told what to do, they want to understand. It presents its challenges, but it’s a good thing – it means they’re hungry for knowledge, and I love that.”

  • A path for growth is crucial. In our second episode, Jacob Brumbelow, a service technician at MaxAir Mechanical, spoke about the fact that having opportunities to grow are something he prioritizes in any career decision. “Growth my number one in terms of what’s important. If there's a ceiling, it’s a no for me,” he says. “In this industry, it feels like there's so many different opportunities for growth to develop myself to be the best me that I can be. And that's something that I really value, and which pulls me forward, that personal growth. Of course, how the company treats their employees, how they value them, matters too. The company I’m at does a great job of making you feel seen, listening to your thoughts and opinions, and including you.”

There’s plenty of data that supports this desire is widely shared. What I think companies should try harder to understand is how progression is a motivating factor. Often leaders assume this drive is a delusional ‘race to the top’ or tied directly to seeking dollars, but in reality, progression offers a sense of achievement, development, and accomplishment. This emotional fulfillment isn’t the only objective, but it would be worthwhile to consider it further.

Further, companies need to determine a path for growth that isn’t dependent on promoting each field engineer to supervisor to manager to director and so forth. Not every frontline employee that desires progression wants to manage a team – and not every service leader who’s been given a team to lead should have been. Quality of leadership is so important in today’s ever-changing landscape; companies need to adapt accordingly.

  • Flexibility and work-life balance need to be reimagined. In our third episode, I spoke with Fernando Ferreyra, Service Engineer for the Technical Solutions Center at QuidelOrtho, who used to be a field engineer and then took his current remote role. “This role has the benefit of work-life balance. Now I get to work from home, which was really appealing to me,” he says. “I was already in this position when my wife decided to go back to school to become a nurse practitioner. Now that I'm working from home, it's easier for her to go back into her career.”

Companies will be well-served to put more time and effort into considering how to leverage today’s digital capabilities to offer greater flexibility to the frontline. Individuals want to feel some autonomy – there are plenty of options to provide that sense in a way that’s aligned to what the company needs to achieve. Tomorrow’s talent will demand it, in my opinion.

  • In the AI era, the impact of the soft (or human) skills of the frontline are magnified. For our fourth episode, I talked with Marina George, who at the time was a Field Service Engineer at Oxford Instruments, about her path into field service and what she’s learned in the role. She came in well-prepared technically, but less so from a soft skills perspective.

“So, I came in, and I know the technical details. And I know how academia works, but everybody has so many different personalities and different goals. There is a really large range of personalities and also priorities from customers,” she says. “The biggest piece of advice that I got was to just be myself. You don't need to perform. You don't need to have a specific way to work with customers. If you just come to the customer as yourself, like another human being and say, okay. Number one, I’m listening. I hear what you're saying. This is our plan. And then following up on the plan. That was really important advice, because in our tool belt we have all of these sophisticated skills, but I wasn’t really sure how to act or what to say.”

Marina’s experience is food for thought when we consider not only the historical tendency to not provide enough soft skills training, but how the frontline role will evolve as a result of AI and automation. I’d venture to guess those human skills become the priority, and companies should be both seeking and supporting talent in ways that align.

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July 27, 2026 | 3 Mins Read

Investing in Service-Led Growth

July 27, 2026 | 3 Mins Read

Investing in Service-Led Growth

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By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

Last week, Otis reported its Q2 earnings. Via LinkedIn, Chair and CEO Judy Marks credited “strong momentum in our service business helped drive a solid second quarter.” She also shared that “as we look to the second half of the year, we are taking a measured approach while remaining confident in the durability of our service-led growth model. Continued investments in service quality, pricing initiatives and digital technology are strengthening execution across our global operations and creating a foundation for sustainable growth and long-term value creation.”

On the company’s website, the news release states that for Q2, net sales were up 7% and organic sales up 6%, driven by service net sales up 11% with organic sales up 9%. In the release, Marks also states, “We remain confident in the long-term growth opportunities across our service portfolio. An aging installed base and our customers' increasing focus on reliability, uptime and service quality are driving favorable demand in both modernization and repair, contributing to drive sustained growth and value creation."

The Delta Between Service Potential and Execution

Reading this news took my mind right back to the findings of the joint research we conducted in late 2025 with Simon-Kucher. That research, worth digging into if you haven’t, illustrated the following:

  • The positive sentiment about the opportunity for service-led growth
  • The gap between the potential that exists and the services being delivered today (only 2% of respondents currently offered outcomes-based services)
  • The challenges that exist in bridging that gap, which range from business identity and digital sophistication to workforce woes and commercial immaturity

That research acted as a springboard for a variety of discussions on the themes throughout, including a series of podcast conversation where leaders across industries weighed in and shared insights from their businesses:

Understanding Common Challenges

While it’s been really interesting to learn more about how different companies approach service-led growth, it’s particularly insightful to understand where the common challenges lie. In a leadership summit at Simon-Kucher’s NYC office in February, the conversation homed in on a major one: defining the field technician’s role in the sales process.

This topic became the premise for a workshop that the Simon-Kucher team ran at our Future of Field Service Live event in NYC in June, again sparking strong engagement from the leaders in attendance and a variety of ideas on what works best (and what won’t work at all). The Simon-Kucher team recently published this article on how to design field service compensation that drives value without breaking trust.

While the role the frontline plays in sales growth is a big decision, it’s far from the only challenge to solve. Foundationally, a business has to agree and align on the service potential and what service-led growth will require and entail. The research also showed how businesses who are lagging in digital sophistication will struggle to achieve growth goals without a modern and capable tech stack in place.

What More Motivation is Needed?

Let’s revisit the quote above from Marks:

We remain confident in the long-term growth opportunities across our service portfolio. An aging installed base and our customers' increasing focus on reliability, uptime and service quality are driving favorable demand in both modernization and repair, contributing to drive sustained growth and value creation.

She speaks directly to what customers are seeking: reliability, uptime, and service quality. Those demands are not unique to Otis’ industry. Nor are the long-term growth opportunities that she references.

I’m not sure what more motivation businesses need to seize the service potential – to invest in service-led growth. While some continue to ponder the opportunities or the path or the play or let strong emotional ties to the business’s product legacy prevent forward progress, companies like Otis are doubling down.

And there are very clear cues in Judy’s wording to what it takes:

  • A measured approach
  • Continued investments
  • Digital technology

See, service growth doesn’t come without proper investment. Of mindset, vision, strategy, digital capabilities, change leadership, workforce development, and so on. The businesses of tomorrow will reap the seeds they are sowing today - what will your service investment yield?

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