Facility owners and operators are reaching a breaking point. Delayed service calls, inconsistent technicians, unclear agreements, and a lack of strategic support have pushed many to bring building automation system (BAS) work in-house. At Smart Buildings Academy, we are seeing an influx of owners enrolling their teams in training programs. Their goal is simple: to become self-reliant so they no longer have to wait days or even weeks for a contractor to show up and solve a problem.
This trend is a warning to contractors, but it also presents a massive opportunity. Those willing to evolve can reposition themselves not just as vendors, but as trusted advisors and indispensable partners.
Why Owners Are Frustrated
Owners are not leaving contractors because they want more responsibility. They are doing it because they feel abandoned and underserved. Here are the top reasons we hear from clients:
A New Technician Every Time
One of the biggest complaints is the revolving door of service techs. Every visit brings a new face, unfamiliar with the building, systems, and people. Operators spend valuable time walking them through the same issues over and over. This lack of continuity erodes trust, slows progress, and makes clients feel like they are starting from scratch each time.
Service Agreements with No Measurable Value
Most BAS service agreements are poorly defined. They include vague promises like “quarterly maintenance” or “priority support,” but fail to specify what those actually mean. Owners often have no idea what was done, what issues were found, or what risks remain. Without tangible deliverables or reporting, it becomes difficult to justify the cost.
No Strategic Insight or Guidance
Another major gap is the lack of proactive planning. Contractors often focus on fixing what is broken, but fail to advise on long-term needs. They do not ask about capital planning, budget timelines, or upcoming renovations. As a result, owners feel like they are working with a task-oriented vendor rather than a strategic partner.
The Shift to Internal Training
In response, many facilities are choosing to build internal capacity. They are training operators, engineers, and technicians to manage BAS systems independently. This movement is not theoretical. It is already happening.
Owners are telling us they are tired of waiting for help, tired of vague reports, and tired of feeling like their contractors do not understand their buildings. When given the tools and training to succeed on their own, they are taking that path.
But this does not mean contractors are obsolete. It means the bar has been raised. Contractors who are willing to evolve and adapt can still thrive.
A Practical Strategy for Contractors
Here is a realistic, step-by-step plan to help BAS contractors salvage and strengthen their client relationships, even with limited resources.
Step 1: Assign Dedicated Technicians
Make sure each client has a primary and backup technician. These techs should be familiar with the site and its systems. Provide them with a building profile that includes diagrams, sequences, control points, and client notes. This reduces the learning curve, builds trust, and improves service quality.
Step 2: Define Outcomes in Your Service Agreements
Move away from generic descriptions and focus on clear outcomes. For example:
- “Test 100 percent of terminal unit controllers per year”
- “Eliminate all stale overrides within 30 days of discovery”
- “Document and report all failed devices within 48 hours”
Include a summary report after each visit. Even a short checklist with photos and notes adds transparency and shows clients you are delivering value.
Step 3: Build a Service Summary Dashboard
Use a simple spreadsheet, PDF report, or affordable dashboard tool to track:
- Site visit dates
- Tasks performed
- Open issues
- Equipment lifecycle concerns
- Budgetary recommendations
Review this dashboard with your client once per quarter. This keeps you aligned with their capital plans and demonstrates long-term thinking.
Step 4: Offer Tiered Support Options
Rather than offering the same support to every client, build a few packages with clear expectations. For example:
- Remote-only support with response time guarantees
- Quarterly onsite visits plus phone support
- Full-service model with priority dispatch and analytics
Let the client choose the model that fits their budget and risk tolerance. When you control the expectations, you can meet them more consistently.
Step 5: Proactively Support Internal Training
Owners are going to train their staff with or without you. Be the one who helps them succeed. Offer hands-on sessions, bring junior operators along during service calls, and partner with training companies to provide formal education.
When your clients learn from you, they remember who helped them get better. That loyalty is hard to replace.
Step 6: Align with Capital and Budget Planning
If you do not know when your client’s fiscal year begins, you are already behind. Ask about their capital plans. Provide equipment assessments and forecast when replacements will be needed. Offer budgeting guidance that helps them prioritize upgrades and reduce risk.
When clients see you as a forward-looking partner, they invite you into the planning conversation. That creates long-term opportunity.
Step 7: Acknowledge Your Limits, Be Honest About Capacity
Do not promise what you cannot deliver. If your tech team is stretched thin, be honest. Use triage protocols to handle the most urgent issues first. Offer virtual diagnostics when onsite work is delayed. Set realistic timelines and communicate proactively.
Clients will forgive delays if you are honest and offer alternatives. They will not forgive silence or broken promises.
What the Future Looks Like
The old model of reactive service is gone. Owners want more. They want strategic insight, consistent technicians, clear reports, and support that fits their goals. Most of all, they want to feel like their contractor understands their building and their business.
You do not need a massive team or enterprise software to make this shift. A few changes in process, communication, and accountability can make a huge difference.
The contractors who succeed in this new landscape will be the ones who partner with clients, empower their teams, and focus on results, not just billable hours.
The choice is yours. Adapt and thrive, or stand still and watch your clients build the team you should have been.
