I remember when I first moved to New York (from London, to which I had moved from Sydney) in 2004 that one of the most striking things about the American economy was the specialisation of services.

Like most apartments in New York, the one into which I was moving was unfurnished. Like most young men of my age, the first piece of ‘furniture’ I needed was a TV. So, off to Circuit City I went (remember them!). I found the biggest TV I could afford and went to the checkout. When I was purchasing the TV, I was offered a number of additional options: delivery (by a third party), an upgrade package (by a different third party) and insurance (by yet another third party).

I recognise that the ‘age of the conglomerate’ ended in the 1980s. I also admit that this could have been the case in the States for many years and best practices were slightly slower to travel the world than they are today. (I hope I didn’t just not acknowledge this being the case in Australia and the UK.)  Still, it struck me that efficiencies were to be wrought from companies focusing on their core operations and ‘outsourcing’ other services to specialists within this (other, fairly unrelated) area. At a later date, I was able to have some numbers put to this when my professor taught us about the ‘Diversification Discount’.

Today, the popularity of this ideology only seems to have increased and within both the startup world and mature industry, the overarching tendency is to focus on one particular market (or niche) and nail the value proposition for them.

One of the ways this can be seen is the rise of the ‘X as a service’ moniker, which combines not just the refinement of the customer’s business or personal mission but also often has a strong undercurrent of disruption. It was software as a service that unshackled the customer from the purchase, receive, upload, update cycle of the existing solutions and heralded this new era.

Now, we see it everywhere … AWS has changed the world of computing power and storage via their ‘infrastructure as a service’. Uber loudly proclaim their ‘mobility as a service’. Within real estate, there have been a lot of startups adopting this approach as well with ‘space as a service’ being applied to co-working, co-living and anything else that allows more dynamic utilisation of fixed assets. One of the notable exceptions to this trend is The We Company which deals with education, living, workspace (and wave pools) but we will have to see how that all plays out.

And today, Homyze makes its own push along this path with what we would term ‘maintenance as a service’. Homyze has been operating with as a maintenance solution in London, Sydney, Bath & Bristol since 2016. We have undertaken tens of thousands of jobs and have been building our systems and platform to allow us to improve the performance of maintenance work. Shortly, we will be making this available to third parties and delivering a complete maintenance as a service solution to our customers and partners. So, whether our clients need a complete or a complement to their existing contractor network we can welcome them onto the HomyzePro platform.

Performance measurement

Benchmark contractors

When you want to know whether your (other) suppliers are performing up to the standards that you would expect, you can now get this insight through reports and analytics.

When you want to forecast your maintenance expenditures for the following years and see whether certain properties have abnormally high costs, you can see this in your portal.

Or, if you want a complete outsourced solution … from issue reporting through to contractor appointment and benchmarking HomyzePro can help you with this also.

Homyze has always been on a mission to deliver standardisation of property maintenance. Today, we take another big step on this road with the launch of HomyzePro. We are ready to help you with whatever your particular pain point may be with regard to property maintenance. It’s ‘maintenance as a service’ with great service.