Service Experience as a Managerial Advantage

Transcript

Narration: Welcome to the “Talking IFM” podcast, where we explore the diverse and evolving worlds of the IFM field. We speak with content experts, examine different aspects and how they serve organizations, understand the challenges we face, and discover what the future holds for IFM.

Idit: Good morning and welcome to the Electra FM podcast series. In this episode, we will focus on a topic that truly interests all of us: service experience as a managerial advantage. Electra FM operates with the understanding that facilities management is no longer just a supporting function, but a strategic management layer that drives organizations forward.
My name is Idit Shani, VP of Strategy & Business Development at Electra FM, and I invited a valued guest, Tuvia Yahalom, Project Department Manager, FM Hi-Tech Industry Field at Electra Tomer, who brings an organizational and practical perspective to the conversation.
In this episode, we will discuss service experience not just as a slogan, but as a management approach that characterizes leading, innovative, and long-term organizations, and how we at Electra FM are already implementing this approach today. Tuvia, good morning and welcome.

Tuvia: Good morning, Idit. Thank you for inviting me, I’m happy to be here.

Idit: We’re happy to have you. When we talk about service experience at Electra FM, what do we actually mean?

Tuvia: Service experience is not a single moment or a one-time interaction. It is built over time through a sequence of touchpoints between the organization and the client. Organizations often measure experience through exceptional events, malfunctions, or fast responses, but the true experience is actually built in routine, stability, transparency, the ability to anticipate issues in advance, and the way an organization operates even when there is no problem. Ultimately, service experience is the result of proper management, not a one-off gesture.

Idit: So it’s something that is built at every interface or point of contact with the client.

Tuvia: Exactly. From your perspective, as someone who meets with management teams and clients, why do you think there is still confusion between customer service and managing service experience?

Idit: That’s an interesting question. The confusion stems from the fact that customer service, in the traditional sense we know, is a familiar and tangible concept that is relatively easy to learn. Service experience, on the other hand, is something different. It is a broader, long-term approach.
Customer service usually focuses on immediate response and addressing a specific request or incident. Service experience focuses on expectations, a sense of security, and consistency over time.
Take a hotel, for example. Your service experience begins the moment you arrive at the reception desk. People are welcoming, you immediately know where to go, someone escorts you and carries your luggage to the room.

Tuvia: And the refreshments in the lobby, it’s not just picking up the key and going to the room.

Idit: And the scent in the lobby, not to mention. Everything creates an emotional experience from the moment you arrive and throughout your entire stay.
An organization can provide excellent service and still fail to create a good experience. When a client does not know what to expect or who is managing the overall picture, they feel uncertain. Each interaction feels like it starts from scratch, creating a negative experience. Even if a specific issue is handled professionally, the overall experience remains.
Proper management of service experience reduces friction and creates clarity and a sense of continuity long before any issue arises.
So when we talk about IFM, many people still say: no problem, IFM simply means putting maintenance, cleaning, landscaping, security, and pest control under one provider. But what does IFM really mean in practice at Electra FM?

Tuvia: That’s exactly the point. IFM is not just about consolidating suppliers, it’s about organizing management. Every organization is different. Some focus on operational continuity, others on user experience, and some deal with complex interfaces across multiple sites and stakeholders.
We start by understanding the organization: what truly matters to it, where friction exists in daily operations, and where management time is wasted on coordination instead of leadership.
Clients today understand IFM better. They expect more than fixing issues. They expect partnership, shared thinking, and joint decision-making. Partnership is the key word.

Idit: That’s interesting, especially since you work with an organization that fully adopts the IFM model.

Tuvia: Our client is a large security organization. If you look at our development over the past five years, the difference between the beginning and today is dramatic.

Idit: Which is interesting, because at the start they also thought IFM was simply consolidating services under one roof.

Tuvia: Exactly. But it’s not about that. It’s about shared discussions, exchanging ideas, and finding solutions together as partners.

Idit: That’s impressive. A meaningful journey.

Tuvia: A significant one. When one entity holds the full picture instead of the client chasing multiple vendors, management can prioritize, measure, and ensure things don’t only move when there’s a problem.
Often what seems like a small issue is actually a coordination problem between services. Cleaning, maintenance, security, reception, all affect how people experience a space. IFM allows us to manage everything as one system. Do you see it the same way?

Idit: Absolutely. A client once asked me how this looks in practice. They receive maintenance, cleaning, and security services, but the real value lies in integration and coordination. When all teams communicate and work together, the client receives a seamless, end-to-end service experience without disruptions.

Tuvia: Clients want to open one request, not multiple ones. They want full coordination under a single call.

Idit: Exactly. And this also means the organization evolves alongside the service provider, and vice versa.

Tuvia: Completely. Organizations constantly change. Workloads, regulation, technology.
A good example is the “Swords of Iron” war we all experienced recently. It created enormous challenges.

Idit: Absolutely.

Tuvia: The activity level was intense, and we had to adapt ourselves to the client’s needs. But Electra Tomer has learned over the years how to operate in uncertainty, respond to unexpected events, and adjust its operating model over time. That’s the essence of IFM.

Idit: From your experience, what is the most common mistake organizations make when talking about service experience?

Tuvia: They treat it as a one-time response to an incident. True service experience is holistic. It is built over time, measured, consistent, and managed by one entity that holds the full picture. Clients are not looking for extraordinary gestures, but for stability, clarity, and operational peace of mind.

Idit: So less reaction, more management.

Tuvia: Exactly.

Idit: When management is structured, transparent, and accessible, service experience naturally follows.

Tuvia: Technology often comes up in this context. How do you see its role?

Idit: You can’t talk about service experience today, especially in 2026, without technology. Technology is a management tool. It enables transparency, control, data analysis, and continuous improvement.

Tuvia: So it’s about management approach, not just systems.

Idit: Exactly. Data allows us to move from subjective feelings to measurable insights.

Tuvia: And that’s how we become proactive.

Idit: Proactive, data-driven, and able to prevent issues before they happen.

Tuvia: And that leads to better service experience.

Idit: Finally, we can’t talk about service experience without talking about people. How do you see the connection between employee experience and customer experience?

Tuvia: They are directly connected. When employees feel supported and valued, they deliver better service.

Idit: It’s felt throughout the organization.

Tuvia: Absolutely.

Idit: To conclude, if we had to leave listeners with one thought?

Tuvia: Service experience is not something added at the end. It’s the result of management, planning, and culture over time, with a strong focus on employees.

Idit: Exactly. Organizations that manage experience don’t just respond, they set standards.

Tuvia: And that’s where full IFM connects people, technology, and processes into one clear picture.

Idit: Thank you, Tuvia Yahalom, Head of Operations, Projects and Soft Services at Electra Tomer, for joining us.

Tuvia: Thank you, Idit. It was a pleasure.

Narration: You have been listening to the “Talking IFM” podcast. We hope this episode enriched your understanding in the pursuit of excellence, professionalism, and innovation. More information is available on our website.