Tag: podcast

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

May 11, 2026 | 3 Mins Read

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

May 11, 2026 | 3 Mins Read

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

FRONTLINE UNSCRIPTED — EPISODE 3 - Fernando Ferreyra didn’t give up his field service career — he evolved it. In the latest episode of Frontline Unscripted, the QuidelOrtho service engineer shares what the transition from FSE to remote technical support taught him about career growth, work-life balance, and why the human side of service can’t be automated away.

There’s a version of a field service career that hasn’t changed much in decades: take the territory, log the miles, fix the equipment, repeat. Fernando Ferreyra lived that version - and was very good at it. A three-time Ambassador Club award winner at QuidelOrtho, recognized as a top-performing field service engineer nationally. But when his daughters were born and his wife returned to school to become a nurse practitioner, the calculus changed.

Not with regret. With intention.

Fernando’s move into a second-level remote support role — troubleshooting complex issues for field engineers and customers without leaving home — wasn’t a step back. It was a natural next step that gave him the ability to scale the part of the job he’d always loved most: solving hard problems and helping the people around him do the same.

Career Paths in Service Are Rarely Straight - and That’s the Point

Fernando came to field service the long way around — through a technical high school in Argentina, a medical laboratory technician degree in the US, years in a blood bank and at the United Nations, and a growing curiosity about the engineers who showed up to fix the equipment he used every day.

That background gave him something that proved invaluable in the field: he’d been the customer. He understood the urgency when equipment goes down, the pressure of a lab that can’t run results, and the relief when someone shows up and actually fixes it. “Sometimes you don’t just fix the equipment,” he says. “You gotta fix the customer first.”

It’s a reminder that the technical and the human are inseparable in service — and that the best engineers are fluent in both.

Work-Life Balance Isn’t a Perk - It’s a Retention Strategy

Fernando’s story is also a quiet case study in what it means for an organization to actually support its people at different stages of life. His transition to remote support happened to coincide with his wife going back to school. Today, he’s the one at home when the kids get off the bus. She’s the one building her nursing career. They take turns. It works.

But it only works because QuidelOrtho offered a career path that made it possible. The question for service leaders isn’t whether your technicians value flexibility — they do. It’s whether your organization has built the options that make it real.

As Fernando puts it: “When you take care of them, it shows everywhere.” The top performers — the ones who hold teams together, raise the bar on service quality, and keep customers coming back — are not infinite resources. They’re people in a particular season of life, weighing whether the role they’re in still fits.

On AI: Useful, But Not the Point

Fernando is, by his own admission, a technology enthusiast. He builds computers at home, tracks new AI tools, and uses them daily in his role to search parts, pull procedures, and work through technical queries faster. He’s not skeptical of AI — he’s a genuine believer in its practical utility.

And yet he’s clear: it isn’t replacing the field. “Customers still want to talk to somebody. An engineer to come to the site. I think we still want the human connection.”

It’s a perspective we hear again and again from frontline voices — and it’s worth service leaders keeping front of mind as AI investment continues to accelerate. Technology optimizes the work. It doesn’t replace the relationship.

Fernando closes the episode with a quote he’s carried since his early career days: “Life is 10% what happens to you and 90% how you react to it.” It’s the kind of quiet wisdom that doesn’t require a slide deck. It just requires a leader willing to listen.

Listen to Episode 3 of Frontline Unscripted:

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Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

May 7, 2026 | 5 Mins Read

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

May 7, 2026 | 5 Mins Read

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

Episode 364 | UNSCRIPTED

What if the future of service isn’t about fixing products—but maximizing customer outcomes?

In this episode of UNSCRIPTED, host Sarah Nicastro sits down with Ravichandra Sheersagar, Digital Energy Services VP at Schneider Electric, to explore how service organizations must evolve from transactional support models to long-term, outcome-driven partnerships.

As AI, digital transformation, and connected systems reshape customer expectations, Ravichandra explains why services are becoming the primary competitive differentiator—and why companies that continue organizing around products instead of customers risk falling behind.

From designing products with serviceability built in, to reimagining operating models with AI, this conversation offers practical lessons for service leaders navigating the next era of field service.

Watch the Full Episode

Why Services Are Becoming the Core Competitive Advantage

One of the strongest themes throughout this conversation is the idea that services are no longer an add-on to the product business—they are becoming the business itself.

As Ravichandra explains, customers are no longer looking for vendors that simply deliver products. They want partners that can help them design, operate, maintain, and continuously improve outcomes over the full lifecycle of their systems.

That shift fundamentally changes how service organizations create value.

Instead of focusing on:

Break-fix support
Transactional service delivery
Reactive maintenance
Billable labor hours

Leading organizations are focusing on:

Lifecycle partnerships
Outcome-based services
AI-enabled optimization
Long-term customer performance

In this model, services become the engine for:

Recurring revenue
Customer retention
Expansion opportunities
Competitive differentiation

And increasingly, market valuation reflects that reality.

Designing Products for Service From the Beginning

Another major takeaway from this discussion is that service excellence cannot be bolted on after a product is built.

Ravichandra stresses that products and platforms must be designed for service from inception.

That means embedding:

Connectivity
Serviceability
Lifecycle intelligence
Remote visibility
Upgrade pathways

directly into product strategy.

Without that foundation, organizations struggle to:

Understand how customers use their products
Deliver proactive support
Create meaningful lifecycle value
Scale recurring service models

The organizations leading in digital services are the ones building products with long-term service relationships in mind—not treating service as an afterthought.

Why the Future of Service Is About Outcomes, Not Fixes

One of the clearest insights from this episode is that the future of service differentiation will not come from fixing issues faster.

It will come from helping customers achieve better outcomes.

That’s a significant shift.

Customers increasingly expect service providers to help them:

Improve operational performance
Reduce risk
Increase efficiency
Optimize energy usage
Support sustainability goals
Maximize uptime

In other words, value is moving upstream.

The expectation is no longer:

“Fix my problem.”

It's:

"Help me perform better."

That requires service organizations to rethink:

How they structure teams
What capabilities they invest in
How they measure success
What skills their workforce needs

The Rise of the Customer Performance Engineer

To support this shift, Schneider Electric has introduced a new role: the Customer Performance Engineer.

This role represents a broader evolution happening across service organizations.

Instead of simply dispatching technicians to solve issues, companies are building roles that combine:

Technical expertise
Data analytics
Customer advisory
Portfolio-level thinking
Strategic optimization

These individuals help customers understand:

How systems are performing
Where value is being lost
What modernization opportunities exist
Which improvements will create measurable outcomes

This approach enables organizations to scale value creation without relying solely on linear workforce growth.

It also creates more strategic career paths for service professionals while strengthening long-term customer relationships.

AI as the Foundation for Operating Model Transformation

AI is another major focus of the conversation—but not in the way many organizations approach it today.

Rather than using AI as a standalone tool, Ravichandra explains how AI should be used to fundamentally reimagine service operating models.

One example is AI-driven scheduling and planning.

Traditionally, planners manually coordinate:

Technician schedules
Customer requests
Travel time
Resource allocation

AI-driven systems can now optimize these decisions dynamically by analyzing:

Asset criticality
Distance and travel efficiency
Customer priorities
Revenue opportunity
Technician capabilities
Historical service patterns

The result is:

Faster response
Better resource utilization
Improved customer outcomes
Reduced operational friction

More importantly, it frees human talent to focus on higher-value work.

Organize Around Customers, Not Products

A particularly important lesson from this discussion is Ravichandra’s perspective on organizational design.

He argues that companies must stop organizing around:

Products
Platforms
Internal silos

and instead organize around customer segments and customer outcomes.

Because different industries have fundamentally different operational priorities.

For example:

Data centers prioritize uptime and redundancy
Healthcare prioritizes reliability and emergency responsiveness
Life sciences prioritize compliance and traceability

Trying to force all customers into the same service model creates friction and limits value creation.

Instead, service organizations need:

Segment-specific strategies
Tailored value propositions
Specialized expertise
Flexible operating models

This customer-centric approach becomes increasingly important as service complexity grows.

Why the Existing Service Playbook Is Becoming Obsolete

Perhaps the biggest takeaway from this episode is Ravichandra’s belief that the traditional service playbook is becoming irrelevant.

AI-enabled services, connected assets, lifecycle intelligence, and outcome-based partnerships are rapidly becoming baseline expectations—not future concepts.

The organizations that continue optimizing legacy operating models incrementally risk falling behind competitors willing to fully reimagine service delivery.

That doesn’t mean adopting technology for the sake of innovation.

It means:

Deeply understanding customer environments
Designing around outcomes
Embedding AI intentionally
Connecting products and services
Building systems that scale value consistently

The future of service belongs to organizations that can combine technology, process, people, and customer understanding into one integrated system.

Key Takeaways for Service Leaders

Services are becoming the primary competitive differentiator in digital industries Outcome-based partnerships are replacing transactional service models Products must be designed for service from inception AI should reimagine operating models—not just automate tasks Customer-centric organizational design is critical for scaling value Specialized roles like Customer Performance Engineers will shape the future workforce Connected systems and lifecycle intelligence are foundational to modern services Incremental optimization is no longer enough—service organizations must rethink the playbook entirely

The Future of Service Is Outcome-Driven

What Ravichandra outlines in this conversation is a much larger shift than simply adopting new technology.

It’s a shift in how service organizations define value.

The future of service will not be measured by:

How many tickets are closed
How quickly technicians arrive
How efficiently work orders are processed

It will be measured by the outcomes customers achieve over time.

That requires:

Stronger partnerships
Better data visibility
AI-enabled intelligence
Connected ecosystems
Workforce transformation
And a relentless focus on customer success

The organizations that embrace that shift early won’t just improve service delivery—they’ll redefine what customers expect from service altogether.

Join The Conversation

Follow along and stay connected with the Future of Field Service community:

Follow Future of Field Service on LinkedIn here

Subscribe to The Insider Newsletter here

Follow Sarah Nicastro on LinkedIn here

Subscribe to the Future of Field Service YouTube Channel here

Stay Connected

Subscribe to The INSIDER, our exclusive monthly newsletter, and get a first look at what’s new, what’s next, and what’s only shared with our inner circle.

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

April 29, 2026 | 3 Mins Read

AI in Action: Less Chasing Trends, More Creating Value | UNSCRIPTED

April 29, 2026 | 3 Mins Read

AI in Action: Less Chasing Trends, More Creating Value | UNSCRIPTED

What If Your AI Strategy Is Holding You Back?

For service leaders, AI isn’t just another technology trend - it’s a major opportunity to transform how work gets done.

But as many organizations are discovering, moving fast with AI doesn’t always mean moving in the right direction.

In this episode of UNSCRIPTED, host Sarah Nicastro sits down with Jayda Nance, AI Product Owner at IBM, to explore why clear problem determination beats trendy tech adoption, how to distinguish between automation and true AI, and why pilots - not large-scale rollouts - are the key to proving real business value.

The result? A practical, no-hype approach to AI that helps service leaders create value — not just activity.

Listen to the Full Episode

Stop Chasing Trends: Why AI Strategies Often Miss the Mark

One of the biggest risks in AI adoption today is the tendency to chase momentum instead of solving meaningful problems.

Organizations feel pressure to:

Keep pace with competitors
Align with industry trends
Demonstrate progress with AI

However, as Jayda explains, this often creates short-term momentum without long-term impact.

Without a clear understanding of the underlying problem, AI initiatives can lead to:

Misaligned investments
Low adoption
Solutions that fail to scale

Start With the Problem - Not the Technology

A central theme of the conversation is adopting a “reporter mindset.”

Before selecting any technology, leaders must take the time to:

Observe what is actually happening
Ask deeper, more meaningful questions
Understand root causes

In many cases, what appears to be an AI opportunity is not a technology gap at all.

More often, the issue lies in a lack of process clarity.

Fix the Process Before Adding Intelligence

One of the most practical insights from this discussion is that not every challenge requires AI.

In many instances, the real issue can be addressed by:

Redesigning workflows
Improving data quality
Clarifying roles and responsibilities

Introducing AI into a flawed process does not resolve the issue — it amplifies it.

A strong operational foundation must come first.

AI vs. Automation: Understanding What You Actually Need

Another important distinction is understanding when to use automation versus AI.

Automation is suited to repetitive, rule-based tasks
AI is required when systems need to learn, adapt, and make decisions

Applying AI where automation would suffice increases cost and complexity unnecessarily, while failing to use AI where it is needed limits potential impact.

The objective is not to use AI everywhere, but to use it where it creates the most value.

Why Pilots Beat Large-Scale Rollouts

Rather than committing to large, complex initiatives from the outset, Jayda emphasizes the importance of starting with pilots.

Pilots enable organizations to:

Prove value quickly
Minimize risk
Build confidence across stakeholders

For example, testing a solution on a small number of service requests over a short period can validate whether the approach is viable before scaling further.

This approach ensures that investment decisions are based on evidence rather than assumption.

AI Doesn’t Work Without the Right Mindset

Technology alone does not drive transformation — people do.

A common barrier to AI adoption is mindset.

Concerns such as job displacement, lack of technical expertise, or perceived complexity can limit engagement.

However, AI tools are becoming increasingly accessible.

The differentiator is not technical background, but curiosity and willingness to engage.

Organizations that foster a culture of learning and experimentation are better positioned to succeed.

Building Momentum Through Early Wins

AI adoption should be viewed as a journey rather than a single initiative.

Early successes play a critical role in building trust and momentum.

Starting with focused pilots allows organizations to:

Demonstrate tangible value
Reduce resistance to change
Create internal advocates

Over time, this momentum enables broader and more effective adoption.

Key Takeaways for Service Leaders

Begin with clear problem determination before selecting technology
Address process inefficiencies before introducing AI
Understand the distinction between automation and AI
Use pilots to validate value before scaling
Build trust through early, measurable successes
Prioritize mindset and culture alongside technology

The Future of AI in Field Service Is Intentional

This conversation reinforces that AI is not about chasing trends or deploying technology for its own sake.

It is about solving real problems, creating measurable value, and building strategies that can scale sustainably.

For service leaders, the implication is clear:

Organizations that succeed with AI will not necessarily be the fastest adopters, but the most deliberate in how they apply it.

Stay Connected

Subscribe to The INSIDER, our exclusive monthly newsletter, and get a first look at what’s new, what’s next, and what’s only shared with our inner circle.

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

April 22, 2026 | 4 Mins Read

How AI and Connected Security Are Enabling 95% Remote Issue Resolution at Fenway Park

April 22, 2026 | 4 Mins Read

How AI and Connected Security Are Enabling 95% Remote Issue Resolution at Fenway Park

Episode 362 | UNSCRIPTED

What if you could resolve 95% of service issues without sending a technician to the field?

For service leaders, that’s not just an efficiency gain — it’s a complete shift in how service is delivered, priced, and experienced.

In this episode of UNSCRIPTED, host Sarah Nicastro sits down with Greg Parker, Vice President for America’s Life Cycle Solutions at Johnson Controls, to explore how intelligent connected systems, AI-powered monitoring, and centralized command transformed security operations at Fenway Park.

The result? A proactive, data-driven model that reduces truck rolls, improves uptime, and enables outcome-based service agreements to become the new standard.

Listen to the Full Episode

From Reactive to Proactive: The Shift That Changes Everything

One of the most striking insights from this conversation is just how limited visibility is in traditional service models.

On average, 25% of customer assets aren’t even being monitored or fully understood.

That creates a reactive environment where:

Issues are only addressed after failure
Technicians are dispatched without full context
Costs rise while outcomes remain inconsistent

By contrast, Johnson Controls’ Connected Security model enables continuous monitoring of assets — from camera positioning and firmware to performance deviations — allowing teams to act before issues impact operations.

This shift from reactive to proactive service is what makes 95% remote resolution possible.

Connected Assets: The Foundation of Modern Service Delivery

Security systems — like all asset ecosystems — only work when everything is connected and aligned.

A single misaligned camera, outdated firmware version, or malfunctioning reader can compromise the entire system.

That’s why connected assets are no longer optional.

They are becoming:

A baseline expectation in service agreements
A critical enabler of risk mitigation
A requirement for delivering consistent outcomes

As Greg explains, the future of service isn’t about asking whether assets should be connected — it’s about assuming they already are.

AI as a Force Multiplier - Not a Replacement

A key theme in this episode is how AI is being applied in a very intentional way.

Rather than replacing human decision-making, AI is used to:

Filter and prioritize massive volumes of data
Surface the most relevant alerts
Enable teams to respond faster and more effectively

This approach — referred to as the “human in the middle” — ensures that:

Critical decisions still rely on human judgment
False alarms are reduced
Risk is managed more effectively in high-stakes environments

The impact is significant.

A small centralized team can now scale operations without linear increases in headcount, fundamentally changing the economics of service delivery.

Why Remote Resolution Is a Game-Changer for Field Service

Achieving a 95% remote resolution rate isn’t just a technical milestone — it’s a business transformation.

It means:

Fewer truck rolls and lower operational costs
Faster issue resolution and improved uptime
Reduced disruption for customers
More scalable service operations

In many cases, issues are as simple as a connectivity glitch — something that can be resolved instantly from a central command center.

What used to require a site visit can now be handled in minutes.

Outcome-Based Service Agreements: From Aspiration to Reality

Historically, outcome-based contracts were difficult to implement because of limited visibility into asset performance.

Today, that’s changing.

With connected systems and AI-driven insights, service providers can:

Monitor asset health in real time
Predict and prevent failures
Confidently commit to performance guarantees

This makes outcome-based agreements not just possible — but expected.

Customers are no longer willing to pay for:

Unnecessary site visits
Reactive troubleshooting
Unpredictable service outcomes

They want performance, reliability, and accountability — and the technology now exists to deliver it.

Designing Managed Services: Why End-to-End Thinking Matters

Another critical takeaway is the importance of end-to-end service design.

Launching a managed service isn’t just about technology — it requires alignment across:

Field operations
Central command teams
Connected systems
Order-to-cash processes

Using a stage-gate approach, Johnson Controls ensures that:

Cross-functional teams collaborate early
Operational gaps are identified before launch
Small issues don’t become large-scale failures

Because in complex service environments, even minor oversights can create significant execution risks.

High-Stakes Environments Require a Different Level of Discipline

Not all service environments are created equal.

Managing security at a venue like Fenway Park — with tens of thousands of people in one place — introduces a completely different level of risk and complexity.

Compared to other sectors:

The margin for error is significantly smaller
The consequences of failure are far greater
The need for precision and diligence is exponentially higher

This requires:

Deeper planning
More rigorous testing
Greater alignment across teams

In high-density environments, service delivery must operate at an entirely different level.

Key Takeaways for Service Leaders

Proactive asset management is essential to reduce costs and improve outcomes Connected systems are becoming table stakes for modern service delivery AI should augment human decision-making, not replace it Remote resolution is the key to scalability and efficiencyOutcome-based contracts depend on visibility and dataEnd-to-end service design prevents execution gapsRisk levels should dictate service delivery rigor

The Future of Field Service Is Proactive, Connected, and Outcome-Driven

The transformation at Fenway Park is more than a success story — it’s a preview of where field service is heading.

A future where:

Most issues are resolved before they’re even noticed
Field visits are the exception, not the rule
Service is measured by outcomes, not activity

For service leaders, the message is clear:

The organizations that invest in connectivity, data, and proactive capabilities today will define the service models of tomorrow.

Stay Connected

Subscribe to The INSIDER, our exclusive monthly newsletter, and get a first look at what’s new, what’s next, and what’s only shared with our inner circle.

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

April 16, 2026 | 2 Mins Read

Adapt or Die: Natural Intelligence as Nature’s Secret Playbook | Assets UNSCRIPTED

April 16, 2026 | 2 Mins Read

Adapt or Die: Natural Intelligence as Nature’s Secret Playbook | Assets UNSCRIPTED

Assets UNSCRIPTED | A conversation on resilience, adaptation, and what leaders can learn from nature about building smarter organizations.

What if the future of field service leadership could be inspired by nature? In this episode of Assets UNSCRIPTED, host Berend Booms speaks with Floris Regouin, Chief Visionary Officer at The New Tomorrow and author of Natural Intelligence. Together, they explore how principles observed in nature—such as adaptability, collaboration, and resilience—can help field service organizations navigate complexity and change.

Watch The Full Episode Here

To explore these insights in more depth, watch the full Assets UNSCRIPTED episode featuring Floris Regouin:

Key Insights for Field Service Leaders

1. Leadership Through Alignment, Not Control

Nature demonstrates that complex systems can operate effectively without rigid command structures. Much like starling murmurations, field service organizations thrive when leaders provide clear direction while empowering teams to adapt and respond to real-time conditions.

2. Resilience Comes from Diversity and Collaboration

From lichen ecosystems to interconnected natural systems, resilience is built through collaboration and diversity. For field service organizations, this translates into cross-functional teamwork, strong partner ecosystems, and inclusive workforce strategies.

3. The Power of Leverage Points

Nature achieves maximum impact with minimal energy. Field service leaders can apply this concept by focusing on high-impact initiatives—such as optimizing scheduling, enhancing knowledge sharing, and leveraging digital tools—to drive meaningful outcomes without unnecessary complexity.

4. Embracing AI as a Tool for Adaptation

Artificial intelligence should not be viewed as a threat but as an enabler of more human-centered work. By automating routine tasks, AI allows field service professionals to focus on customer relationships, creativity, and strategic decision-making.

5. Adaptation Is the Ultimate Competitive Advantage

The central message of the episode is clear: organizations that fail to adapt risk becoming obsolete. Field service leaders must foster a culture of continuous learning, experimentation, and flexibility to remain competitive in an evolving landscape.

Stay Connected

Subscribe to The INSIDER, our exclusive monthly newsletter, and get a first look at what’s new, what’s next, and what’s only shared with our inner circle.

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

April 15, 2026 | 4 Mins Read

Field Service Next West 2026: Key Insights Shaping the Future of Service | UNSCRIPTED

April 15, 2026 | 4 Mins Read

Field Service Next West 2026: Key Insights Shaping the Future of Service | UNSCRIPTED

UNSCRIPTED | A conversation on technology innovation, talent transformation, and culture-driven leadership.

Field service is evolving rapidly, but the conversations at Field Service Next West 2026 in San Diego made one thing clear: success isn’t defined by technology alone. Instead, it lies at the intersection of innovation, people, and culture.

In this episode of UNSCRIPTED, host Sarah Nicastro recaps the standout sessions, pivotal conversations, and personal reflections from the event. From balancing globalization and localization to redefining the service value proposition, the discussion highlights how industry leaders are navigating the complexities of today’s service landscape while preparing for what comes next.

For organizations striving to remain competitive, the key takeaway is clear: sustainable transformation requires not only modern technology, but also a deep commitment to customer-centricity, workforce development, and strong organizational culture.

Watch The Full Episode Here

In This Episode, We Explore

Why standardizing and modernizing the technology stack is essential for scalable service operations
How organizations are positioning service as a revenue and outcomes-driven engine
The importance of customer obsession and truly listening to customer feedback
How employer brand and the concept of “emotional salary” influence talent attraction and retention
The role of technology and AI in strengthening field service culture
Why leaders must balance innovation with strong execution of core business functions
Creative approaches to recruitment and workforce development - -
Insights from the Women in Service Breakfast and Stand Out 50 Leadership Dinner

Balancing Globalization and Localization

The event opened with a keynote from Brad Haeberle, Executive Vice President of Services, Smart Infrastructure Services at Siemens. Brad explored how global organizations can strike the right balance between standardization and localization.

A recurring theme throughout the week was the critical importance of standardizing the technology stack. Establishing global standards enables scalability and efficiency, while thoughtful localization ensures that regional customer and operational needs are effectively addressed.

Service as a Revenue and Outcomes Engine

Sasha Ilyukhin, SVP of Services at Tetra Pak, shared insights into positioning service as a driver of growth rather than a cost center. He highlighted the Advanced Services Group’s “Four Es” framework—Explore, Engage, Expand, and Exploit—as a powerful, iterative approach to continuously evolving customer value.

This perspective reinforces the shift toward outcome-based service models, where organizations focus on delivering measurable business results for their customers.

Customer Obsession Starts with Listening

During a panel on redefining the service value proposition, Tanya Singh, CCO at Biotronics3D, emphasized a simple yet often overlooked principle: true customer obsession begins with listening.

Understanding not only where organizations excel but also where they fall short provides invaluable insights for continuous improvement. This commitment to honest feedback is essential for shaping meaningful and differentiated service experiences.

Employer Brand and the Power of “Emotional Salary”

Talent transformation was another central theme. Marta Riggins, Strategic Consultant for Employer Brand and Engagement, introduced the concept of “emotional salary.” Beyond financial compensation, emotional salary reflects how employees feel about their work environment, opportunities for growth, recognition, and overall sense of purpose.

As the industry grapples with a widening talent gap, strengthening the employer brand and creating meaningful employee experiences will be critical to attracting and retaining the next generation of service professionals.

Technology’s Role in Shaping Culture

In a co-keynote, James Mylett, CEO of Smart Care, explored how technology can actively shape and strengthen field service culture. Rather than replacing human expertise, modern tools and AI can:

Empower technicians to perform at their best
Amplify recognition through real-time customer feedback
Improve work-life balance by optimizing scheduling and utilization
Enhance the visibility and impact of frontline contributions

These capabilities demonstrate how technology can serve as a catalyst for a more engaged and resilient workforce.

Rethinking Recruitment and Workforce Development

The challenge of attracting new talent was a recurring topic throughout the event. Megan Schlom of Schneider Electric highlighted the need for creative and flexible recruitment strategies, emphasizing that there is no one-size-fits-all approach.

While some organizations succeed with apprenticeship programs, others may find greater impact through partnerships with trade schools or alternative pathways. The key is for leaders to take an active role in shaping recruitment strategies and adapting to the evolving expectations of today’s workforce.

Balancing Innovation with Strong Execution

Another important insight came from discussions around AI and technological advancement. While innovation is essential, leaders were reminded that technology should not be used as a substitute for strong execution of core business functions. Sustainable success requires a balance between embracing new possibilities and maintaining operational excellence.

Community and Connection

Beyond the formal sessions, the event fostered meaningful connections across the field service community. Highlights included the Women in Service Breakfast, which provided a platform for open and empowering dialogue, and the Stand Out 50 Leadership Dinner, celebrating leadership and collaboration within the industry.

These moments underscored the importance of community and shared learning in shaping the future of field service.

Why This Matters for Service Leaders

Field Service Next West 2026 reinforced several critical shifts shaping the industry:

Service is becoming a strategic growth engine, not just an operational function.
Technology standardization and modernization are essential for scalability.
Customer-centricity and listening are foundational to value creation.
Talent attraction and retention depend on strong culture and employer branding.
AI and digital tools should enhance, not replace, human expertise.
Leadership and community play a vital role in driving sustainable transformation.

Organizations that successfully integrate these elements will be better positioned to build resilient, adaptable, and future-ready service operations.

Join the Conversation

Follow Future of Field Service on LinkedIn here
Subscribe to The Insider Newsletter here
Follow Sarah Nicastro on LinkedIn here
Subscribe to the Future of Field Service YouTube Channel here

About the Host

Sarah Nicastro is the founder of Future of Field Service and a leading voice in service transformation. Through the UNSCRIPTED and Frontline UNSCRIPTED podcasts, she brings together industry leaders and practitioners to explore the trends, challenges, and opportunities shaping the future of service.

Stay Connected

Subscribe to The INSIDER, our exclusive monthly newsletter, and get a first look at what’s new, what’s next, and what’s only shared with our inner circle.

Most Recent

Building Change Resilience from the Inside Out

From Field to Remote: How One Engineer Redesigned His Career Without Leaving the Work He Loves

Lessons in Commercial Excellence in Digital Energy Services at Schneider Electric

April 8, 2026 | 4 Mins Read

Decoding Generational Differences: Insights on Loyalty, Growth & What Actually Motivates the Frontline | Frontline UNSCRIPTED

April 8, 2026 | 4 Mins Read

Decoding Generational Differences: Insights on Loyalty, Growth & What Actually Motivates the Frontline | Frontline UNSCRIPTED

Frontline UNSCRIPTED Episode 2 | A conversation on generational differences, career growth, and what it really takes to attract and retain younger frontline talent.

For many younger workers, the trades aren’t the obvious first choice—they’re the opportunity they discover after realizing the expected path may not be the right one.

In this episode of Frontline UNSCRIPTED, Sarah Nicastro sits down with Jacob Brumbelow, Service Technician at MaxAir Mechanical, to talk about his path from college to HVAC, what made the trades click for him, and what his experience reveals about how younger talent views growth, loyalty, leadership, and long-term opportunity.

Because for many organizations, the challenge isn’t just finding talent—it’s creating an environment where that talent can see a future.

Watch The Full Episode Here

In this episode, we explore:

Why the trades deserve more visibility as a meaningful and rewarding career path
How Jacob discovered that working with his hands offered more fulfillment than the college path he originally pursued
Why younger technicians often define loyalty differently than previous generations
Why growth opportunities are critical to attracting and retaining frontline talent
How small actions—like listening and inviting feedback—can make employees feel seen and valued
What senior leaders often misunderstand about younger workers’ motivation and work ethic
How leadership development can open up new possibilities early in a frontline career
Why trying new things matters more than simply following the path you think you’re supposed to take

From College Assumptions to Career Clarity

One of the most relatable parts of this conversation is Jacob’s description of how he ended up in the trades.

Like many young people, he assumed college was simply the next step. It felt like the default option—the expected path, reinforced more by assumption than intention. But once he got there, it became clear that the work itself wasn’t giving him the satisfaction or sense of purpose he was looking for.

What changed everything was exposure to hands-on work.

Once Jacob realized how much he enjoyed fixing things, solving problems, and seeing the direct impact of his effort, the trades stopped feeling like a lesser alternative and started to look like a far better fit.

That shift matters—not just for individuals, but for the industry. It highlights how important visibility and early exposure are in helping younger talent understand the breadth of opportunity that exists in field service and the trades.

What Younger Talent Wants Isn’t the Same as What Older Generations Wanted

A key theme throughout the episode is the difference between how younger workers often think about work compared to older generations.

Jacob makes the point that younger technicians are often highly motivated—but not always by the same things. Growth, development, leadership opportunities, and long-term trajectory matter a great deal. Many aren’t just looking for a stable role; they want to understand where the path leads and how they can continue building toward something bigger.

That doesn’t mean they aren’t loyal.

It means their loyalty is often tied less to the company itself and more to what the experience offers:

Growth
Purpose
Team connection
Feeling heard and valued

This is an important distinction for leaders to understand. If companies continue measuring loyalty and work ethic by outdated standards, they risk misreading the mindset of the very talent they need to attract and retain.

Why Feeling Heard Matters More Than Leaders Realize

Another standout point in the discussion is how much impact seemingly small moments can have on the frontline employee experience.

Jacob shares that one of the things his company does well is create opportunities for employees to speak up, offer feedback, and share their opinions in team settings. While these actions may seem simple, they go a long way in helping people feel included and respected.

In field service environments—where employees are often remote, spread out, and disconnected from a physical office—those small moments matter even more.

They can shape whether someone feels like:

A valued part of the team
or
Just another number

And when it comes to retention, that difference is significant.

Leadership Development Starts Earlier Than Many Think

One of the most compelling parts of Jacob’s story is his experience in MaxAir Mechanical’s leadership academy.

He joined initially to build confidence in public speaking and push himself outside of his comfort zone. But what the experience opened up was something bigger: a new understanding of leadership itself.

Rather than seeing leadership as a title or a role defined by giving orders, Jacob began to see it as something rooted in service, example, and influence.

That mindset shift is powerful.

It reinforces an important idea for service organizations: leadership development shouldn’t begin only when someone steps into management. It should start much earlier—helping individuals build the awareness, confidence, and skills that make them better teammates, stronger contributors, and future leaders.

Why This Matters for Service Leaders

If organizations want to close the talent gap, they need to do more than recruit younger workers into the trades.

They need to create environments where younger talent can:

See opportunity
Build skills
Feel heard
Grow into leadership
Understand the “why” behind the work

This episode is a reminder that attracting and retaining frontline talent isn’t just about compensation or filling roles.

It’s about challenging outdated assumptions, broadening visibility into career paths, and creating experiences that align with what today’s workforce values most.

The companies that get this right won’t just hire better—they’ll build stronger, more engaged frontline teams for the future.

Join The Conversation

Follow along and stay connected with the Future of Field Service community:

Follow Future of Field Service on LinkedIn here
Subscribe to The Insider Newsletter here
Follow Sarah Nicastro on LinkedIn here
Subscribe to the Future of Field Service YouTube Channel here

Stay Connected

Subscribe to The INSIDER, our exclusive monthly newsletter, and get a first look at what’s new, what’s next, and what’s only shared with our inner circle.

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How Unisys Is Closing the Value Gap in Field Service

April 2, 2026 | 3 Mins Read

How Unisys Is Closing the Value Gap in Field Service

UNSCRIPTED Ep. 360 | A conversation on value, pricing, and how field service is shifting from cost center to growth engine.

Field service is no longer just about execution—it’s about value.

Yet many organizations are still struggling with a critical disconnect: the value they deliver in the field isn’t reflected in how they price, position, or scale their services.

In this episode of UNSCRIPTED, Sarah Nicastro sits down with Vivek Swaminathan, Director of Products & Solutions for Digital Workplace Services at Unisys, to explore why closing this “value gap” is essential—and what it takes to do it successfully.

Because for many organizations, the challenge isn’t capability—it’s alignment.

Watch The Full Episode Here

In this episode, we explore:

Why field service is no longer a back-office function—but the face of your brand
The “value gap” in service pricing—and how to close it
Why execution must align with commercial strategy to avoid margin erosion
How to articulate value beyond time on-site in a digital-first service model
The role of human-machine collaboration in driving better outcomes
Why operational excellence is now the baseline—not a differentiator How service organizations can shift from cost control to growth enablement

Closing the Gap Between Value and Pricing

One of the central themes of this conversation is the growing disconnect between the value service organizations deliver and how that value is captured commercially.

As Vivek explains, many businesses are still anchored in legacy pricing models—focused on inputs like time and labor—rather than outcomes and impact.

This creates a “value gap,” where organizations deliver far more than they are able to monetize.

Closing that gap requires a shift in mindset:

From effort → value
From transactions → outcomes
From cost recovery → growth enablement

Field Service as the Face of the Brand

Another key takeaway is the evolving role of field service within the business.

Field technicians are no longer just executing work—they are representing the brand in every interaction.

In a world shaped by digital expectations, the service experience plays a direct role in:

Customer perception
Retention
Long-term value creation

This makes field service a critical lever—not just for operations, but for growth.

Execution and Strategy Must Be Aligned

A strong commercial strategy means little if execution doesn’t support it.

One of the challenges many organizations face is a disconnect between what is sold and what is delivered in the field.

When execution falls short:

Value is diluted
Margins erode
Customer trust is impacted

Bridging this gap requires tighter alignment between:

Strategy
Operations
Technology

Human + Machine: The Next Phase of Service

As AI and automation continue to evolve, the conversation highlights an important shift:

The future isn’t about replacing people—it’s about augmenting them.

Human-machine collaboration enables organizations to:

Enhance decision-making
Improve efficiency without sacrificing experience
Deliver more consistent and scalable outcomes

The organizations that get this balance right will be best positioned to move forward.

Why This Matters for Service Leaders

Field service is at a turning point.

Operational excellence is no longer enough to stand out—it’s expected.

What differentiates organizations today is how they:

Capture and communicate value
Align execution with strategy
Leverage technology to amplify outcomes
Position service as a growth driver, not a cost center

Those that successfully close the value gap won’t just improve performance—they’ll redefine the role of service within the business.

Join The Conversation

Follow along and stay connected with the Future of Field Service community:

Follow Future of Field Service on LinkedIn here

Subscribe to The Insider Newsletter here

Follow Sarah Nicastro on LinkedIn here

Subscribe to the Future of Field Service YouTube Channel here

Stay Connected

Subscribe to The INSIDER, our exclusive monthly newsletter, and get a first look at what’s new, what’s next, and what’s only shared with our inner circle.

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How Field Service Management Has Evolved & What Comes Next | UNSCRIPTED Ep. 359

March 25, 2026 | 3 Mins Read

How Field Service Management Has Evolved & What Comes Next | UNSCRIPTED Ep. 359

UNSCRIPTED Ep. 359 | A conversation on transformation, decision-making, and how AI is reshaping resilient field service operations.

Field service management is no longer just about tools, scheduling, or efficiency. It has become a far more complex and strategic discipline—one that sits at the center of how service organizations operate and deliver value.

In this episode of UNSCRIPTED, Sarah Nicastro sits down with David Alazraki, Partner in PwC’s Field Service and Operations Practice, to explore how field service management has evolved, why many organizations struggle to navigate today’s landscape, and what leaders should focus on next.

For many organizations, the challenge isn’t a lack of technology—it’s knowing which decisions actually matter.

Watch The Full Episode Here

In this episode, we explore:

How field service management has evolved from fragmented tools to more connected platform strategies
Why not every requirement is a “key decision”—and how to avoid unnecessary customization
Why operational excellence is now table stakes, not a competitive differentiator
The importance of an end-to-end view across the service lifecycle (IPSECA)
How to navigate a crowded vendor landscape without decision paralysis
Why consolidation and integration are becoming critical How AI is acting as an amplifier—not just a tool for efficiency
Why industry and domain expertise are essential to transformation success

From Fragmentation to Connected Platforms

One of the biggest shifts in field service management is the move away from long-term, monolithic systems toward more flexible, connected platforms.

At the same time, the market has become increasingly fragmented. While more choice can be beneficial, it also introduces complexity—making it harder for organizations to confidently select the right solutions.

As David explains, success today isn’t about finding a perfect tool. It’s about making the right decisions—focusing on what truly drives outcomes while avoiding unnecessary customization that slows progress and creates long-term challenges.

Field Service Doesn’t Exist in Isolation

A key theme in this conversation is the importance of thinking beyond field service itself.

Using the IPSECA model (Initiate, Plan, Schedule, Execute, Complete, Analyze), the discussion highlights how field service is heavily influenced by upstream decisions—such as how work is created, planned, and prioritized.

When organizations struggle with scheduling or execution, the root cause often lies elsewhere.

For service leaders, this reinforces the need to take an end-to-end view of operations rather than trying to optimize field service in isolation.

AI as an Amplifier, Not Just Automation

AI is often framed as a tool for efficiency—reducing costs, automating tasks, or replacing manual work.

But this conversation challenges that perspective.

The real opportunity is using AI to:

Bridge workforce skill gaps
Improve resilience in the face of disruption
Support better, faster decision-making
Scale service outcomes without simply adding headcount

Organizations that approach AI as an amplifier—rather than just an efficiency tool—are far better positioned to create long-term value.

Why This Matters for Service Leaders

As field service continues to evolve, organizations are facing increasing pressure—from rising customer expectations to workforce constraints and growing operational complexity.

This episode highlights a critical shift:

Operational excellence is no longer enough.

What matters now is how organizations:

Make better, faster decisions
Align technology with a clear vision
Connect processes across the entire service lifecycle
Use AI and modern platforms to expand what’s possible

Those that get this right won’t just improve efficiency—they’ll build more resilient, adaptable service organizations for the future.

Join The Conversation

Follow along and stay connected with the Future of Field Service community:

Follow Future of Field Service on LinkedIn here

Subscribe to The Insider Newsletter here

Follow Sarah Nicastro on LinkedIn here

Subscribe to the Future of Field Service YouTube Channel here

Stay Connected

Subscribe to The INSIDER, our exclusive monthly newsletter, and get a first look at what’s new, what’s next, and what’s only shared with our inner circle.

Most Recent