City Wide Facility Solutions is a building services management brand that manages over 20 different services to keep any commercial property looking and running effectively. The company’s National Business Development (NBD) team is in place to help franchise owners grow, and they shared what they are doing to reach City Wide Facility Solutions’ goal of becoming a $1 billion organization in 2026. By Nancy E. Williams
City Wide Facility Solutions is a building services management brand that manages over 20 different services to keep any commercial property looking and running effectively. The company’s National Business Development (NBD) team is in place to help franchise owners grow, and they shared what they are doing to reach City Wide Facility Solutions’ goal of becoming a $1 billion organization in 2026.
How does NBD actively look for national/regional accounts?
We employ a multi-channel approach to identify national account opportunities. This includes proactive cold calling, responding to requests for proposals and leveraging referrals from clients, City Wide locations and vendor partners. We focus on accounts that align with our ideal client profile, shaped by years of experience across multiple industries. High-quality targets typically include accounts such as logistics and distribution centers, manufacturing facilities, medical clinics and automotive dealerships.
What impact do national/regional accounts have on franchisees?
National accounts are poised to create significant growth opportunities for franchisees in 2025. The vision is for NBD and local sales teams to operate collaboratively, sharing leads, making warm introductions and co-training to enhance execution. These accounts often require a range of managed services – from janitorial and handyman to power washing and beyond – creating multiple revenue streams. Servicing recognizable, high-profile clients also builds community visibility and brand equity.
What’s the plan for growth of national/regional accounts in 2025?
Step one is to deepen relationships with existing national accounts to expand the scope of our work, and step two is to actively pursue new national and regional opportunities to accelerate top-line growth.
Specific targets include achieving at least 8% growth in top-down revenue and a 13% increase in preferred account revenue. We are also expanding our team by hiring three additional national enterprise sales executives to support this growth trajectory.
National accounts contribute to approximately 16% of City Wide’s total annual revenue. As this number increases, so does the growth potential for each franchise. Furthermore, national clients often influence purchasing decisions across all their locations, meaning their adoption of City Wide services can generate immediate and long-term revenue for franchisees.
Nancy E. Williams