At Macro, our strength comes from the collaboration and leadership within our teams. In this conversation with Giorgia Baker, our newly appointed Operations Director, we explore how her experience and approach will help strengthen our teams, drive collaboration across geographies, and shape the future of facilities management (FM) together.

Can you tell us about your career in FM so far, and how it has prepared you for an Operations Director role at Macro?

I’ve been fortunate to work across several industries and manage facilities at a truly global level. That experience has given me a broad view of the challenges and opportunities that come with operating in different markets, cultures, and sectors.

It’s also helped me understand the importance of adaptability; no two clients or sites are ever the same. Stepping into the Operations Director role at Macro feels like a natural progression. It gives me the opportunity to take everything I’ve learned so far and expand it further, working across even more industries and geographies.

What attracted you to working at Macro?

For me, it was three things: the people, the global footprint, and the opportunity to grow. Macro is a people-centric business, and that focus came through in every interaction I had during the recruitment process.

I was also drawn to the scope of our work, we operate in markets all over the world, which opens up endless opportunities to learn and contribute. And finally, there’s the chance to expand my industry network while also helping to grow the business.

How do you balance delivering operational excellence with driving innovation and change?

I see operational excellence and innovation as two sides of the same coin. For my teams, I set clear strategic targets, so they always know what success looks like. Once those foundations are in place, we can focus on building a culture of continuous improvement which in turn impacts our clients.

Innovation isn’t always about dramatic changes all at once, it’s about the steady, thoughtful enhancements that keep us moving forward while maintaining the high standards our clients expect.

What’s your approach to building and motivating diverse, high-performing teams across multiple geographies?

Communication is everything. My priority is to make sure people feel heard, supported, and connected, no matter where they’re based. Feedback is a critical part of that, and so is availability - I want my teams to know they can always reach me. At the same time, I drive collaboration by setting clear success targets and making sure everyone understands their role in achieving them. High-performing teams don’t just happen; they’re built through trust, communication, and shared goals.

Macro prides itself on long-term client partnerships. How would you approach building trust and credibility with a new client?

The first step is always to understand the client’s business and their strategic goals. From there, it’s about showing how we can support them, not just in words but through actions. Building trust is a process. It requires transparency, consistent delivery, and open communication. When clients see that we understand their priorities and can deliver against them, credibility follows naturally.

How do you balance meeting client expectations with staying aligned to Macro’s commercial goals?

It comes down to clarity. I make sure I understand the targets on both sides, the client’s and Macro’s, and then work to manage the boundaries. When both parties are aligned, it’s possible to build partnerships that are sustainable in the long term, where success is defined by mutual benefit rather than compromise.

What’s your process for identifying inefficiencies and driving operational improvements?

Data is my starting point. I interrogate performance data against our targets to see where the gaps are. Once we’ve identified those, the next step is to dig deeper to understand the root causes and then implement solutions that close those gaps. It’s about being both analytical and practical, using the numbers to guide us but always grounding changes in what will actually work on the ground.

How do you measure the success of an operations team?

Success isn’t just about financial performance, though of course that matters. For me, the true measure is feedback - from clients and from our own people. If our clients feel supported, if they see us as an intrinsic part of their strategic direction, and if our teams feel engaged and valued, then I know we’re succeeding. Long-term retention, of both clients and talent, is the best indicator of success.

How do you see digital tools (IoT, AI, predictive analytics) shaping the future of operations in FM?

Digital tools are already transforming our industry, and their impact will only grow. On an operational level, they allow us to deliver compliance activities with far less intrusion or downtime, which is a clear benefit for clients. Strategically, these tools give us access to data we didn’t have before, helping us identify opportunities to improve efficiency, reduce costs, and deliver greater value. AI and predictive analytics, in particular, are game changers for how we anticipate issues rather than simply reacting to them.

Macro places a lot of emphasis on inclusion and belonging. How would you foster a culture of inclusivity in your teams?

I believe inclusivity starts with intentional leadership and clear communication. It’s not enough to say the right things; you have to create environments where people genuinely feel they belong. I also encourage my teams to take part in Macro’s seminars and initiatives so they’re constantly building their awareness and contributing to our culture. Creating space for everyone’s voice is essential.

How do you ensure wellbeing, development, and retention of your people in what can be a high-pressure industry?

I see people as our greatest asset, and I take a very personal approach to supporting them. That means setting annual goals and strategic targets that are specific to the individual, communicating them clearly, and staying in touch regularly. It also means being available — nothing undermines wellbeing faster than leaders who seem unreachable. Development and retention come from making people feel supported, valued, and connected to the bigger picture.

Sustainability is a priority for our clients, what strategies would you put in place to help Macro deliver measurable impact in this area?

The starting point is always to understand the client’s sustainability strategy, because one size doesn’t fit all. From there, it’s about collaborative contract management with our subject matter experts. This is an area where FM can make a huge difference, both for client retention and for long-term commercial impact. Our role is to ensure that sustainability goals aren’t just aspirations but measurable outcomes.

What do you see as the biggest challenges and opportunities for FM over the next 3–5 years?

The industry is facing some real challenges; supply chain resilience, the ongoing need for innovation, and the importance of attracting new talent into FM careers. But those challenges also bring opportunities. Companies that can adapt, embrace digital tools, and create environments where people want to build careers will be the ones that thrive. I see Macro as well positioned to be one of those companies.

How do you personally drive for “a better way” in your work?

For me, it comes down to a few simple but powerful practices: networking, communicating, and making sure I understand the market, people, industry, and legislation. I prioritise education, both my own and that of my teams, and I believe in sharing and collaborating wherever possible.

And above all, I stay flexible. Change is constant in FM, and the only way to stay ahead is to be open to it.