When it comes to selling services to the biggest names in commercial real estate and integrated facility management, it’s not about products—it’s about problem-solving.
That’s the central message John Kelley, Global Janitorial SME Leader with JLL’s Work Dynamics Division, delivered to an audience at the Business Growth Strategies event at ISSA headquarters in June. Those attending were eager to understand what drives decision-making inside some of the world’s largest property and facility management firms.
With more than 30 years of industry experience—including time spent on both the vendor and facility management (FM) sides of the table—Kelley offered a candid look into what works, what fails, and why trust and scalability are everything.
Property management vs. IFM
Kelley began by clarifying a crucial distinction that vendors often overlook: the difference between property management and integrated facility management (IFM). Property management, he explained, involves the oversight of leased buildings on behalf of owners, where tenants on every floor may have vastly different needs. IFM, on the other hand, is about managing owner-occupied space—think global brands like Google or Bank of America—where the client is the employee, and expectations for seamless, efficient building operations are high.
“In property management, every tenant is a different customer. But in IFM, it’s the client’s people who are your customers,” Kelley said. “They expect consistent comfort, appearance, and uptime—across thousands of buildings, globally.”
Focus on trust, not a pitch
Selling to a company like JLL or CBRE isn’t about cold calls or catchy demos. “It’s about showing up with a solution tailored to our client’s problem,” Kelley said. “We rarely use off-the-shelf anything. If you’re not bringing us something customized and innovative, you’re not going to win.”
He stressed that the best vendors aren’t just selling services—they’re helping JLL educate their clients, navigate compliance, and deliver value beyond the basics. “We don’t want to own your tech. We want to integrate with your tech—around inspections, employee engagement, geofencing, you name it.”
Get in the door
Despite his own industry connections, Kelley recalled struggling to break into JLL as a vendor before eventually joining the company. “I did millions in business with CBRE but couldn’t crack JLL until I went to work for them,” he said. “It’s a closed world for a reason—we’re trying to protect our internal resources.”
His advice for breaking through? Get in via the client. “If you’re already servicing a client and JLL wins the FM contract, you’re now on our radar,” Kelley said. “From there, it’s up to you to show your value.”
He also encouraged suppliers to attend FM-focused industry events like IFMA, CoreNet, or BOMA. “Sometimes a pen with your logo on a desk is the reason you get a second look,” Kelley explained. “Recognition matters.”
Be ready to scale
National FMs need partners who can either scale broadly—or deliver niche services in hard-to-reach places. “If you’re the only one who can do cleanroom services in a remote market, you just became indispensable,” Kelley said.
That also means bringing the right infrastructure for emergency response, compliance, and safety. “We’re judged by the Wall Street Journal, not just by our clients,” he said. “If your staff isn’t properly documented or trained and something happens, it reflects on us. We take that seriously.”
Compliance, consistency, and culture
Kelley emphasized that JLL now requires all major vendors globally to be certified under programs like the ISSA’s Cleaning Industry Management Standard (CIMS) and Global Biorisk Advisory Council (GBAC) STAR. “We’re standardizing quality through these programs,” he said, noting that ISO and other frameworks were considered, but CIMS offered the best blend of rigor and cost-effectiveness.
Cultural fit also matters. “If you’re servicing a high-end law firm, your day porter’s uniform can’t look like it came from a warehouse gig,” he said. “Our clients expect professionalism that aligns with their brand.”
Kelley underscored JLL’s identity as a technology company that happens to manage real estate. “We’re piloting AI to track cleaning needs from security cameras,” he said. “We’re integrating platforms like JLL’s Corrigo and [our] client’s own CMMS systems into our operations. If you bring tech to the table, it better be ready to talk to ours.”
But innovation doesn’t have to mean software. “Even offering a complimentary annual carpet clean for common areas can be the thing that wins you the bid,” he said. “It’s not about giveaways—it’s about showing you understand what matters.”
It all comes down to reliability
At the end of the day, Kelley said, trust and execution are everything. “Some of the largest suppliers in the world fail in certain markets. And some of the smallest companies absolutely shine,” he said. “It’s about consistency, turnover, responsiveness, and having the right manager in place.”
For vendors trying to win with JLL or any major FM firm, the blueprint is clear: do your homework, solve real problems, show your value, and be ready to grow with them.
“Our sales cycles can be six to 24 months, suppliers’ sales cycle can be two to nine months,” Kelly said. “But once you’re in—and once we trust you—the opportunities can multiply fast.”
