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88 disciplines, one partner

Eight disciplines.One operating partner.

Some portfolios take the whole operating standard. Some take one discipline and nothing else, because one thing is broken and the rest is fine. Both are normal, and this is the whole list either way.

Talk to an operatorSee the Catapult™ program
  • 8Disciplines
  • 3Lifecycle stages
  • 6Programs
Why a portfolio drifts

A portfolio does not fail one discipline at a time.

It fails where two of them meet. Maintenance is planned by one party, the asset data is owned by another, and the incident that reaches the executive summary started in the space between them.

Every site runs to whichever standard arrived with it

A site inherits the practices of whoever commissioned it, whoever staffed it and whichever vendor was available in that market. Each one is defensible on its own site. Together they mean the same asset class is maintained three ways across one portfolio, and no two sites report a number that means the same thing.

  • Practice set by market availability rather than by consequence
  • The same equipment on three different intervals
  • Executive reporting that cannot be compared site to site

The handoffs between disciplines are unowned

The planner schedules against a register the data team maintains, the technician closes a work order the training program never covered, and the governance review reads all of it as a single number. When one link is weak, the whole chain reports green until something fails, because nothing in the arrangement is responsible for the joins.

  • Asset data maintained by a party that never uses it
  • Crews qualified on a system, not on the building
  • The first honest signal is the incident itself
The standard

One operating discipline written down and audited.

Every discipline on this page runs on the same standard rather than on eight of them: procedures that exist before they are needed, an asset register that matches the building rather than the drawings, and a governance cadence that puts the same numbers in front of the same people every month.

See how Catapult™ works

58%reduction

fewer critical incidents, measured over nine months across a client portfolio, after risk-based work orders replaced site-by-site practice

30%

Maintenance cost saved

25%

Asset life extended

Benchmarked toISONFPASMRP
Every discipline

The eight disciplines.

Grouped by where they sit in a building's life, each one is its own page: what it delivers, what it moves, what it costs you to leave it alone, and who on your side owns it.

How an engagement runs

The same four moves, every time.

A procedure exists before the work does, and an audit is a normal Tuesday. That is the whole method, and it is why the order below never changes.

  1. 01

    Assess what is actually running

    Do not assess what the contract says and not what the system reports. A walked assessment of the sites in scope, against the standard, produces a ranked list of what is missing and what it is costing. Most portfolios learn something here that no dashboard was reporting.

    AssessmentA ranked gap report, per site
  2. 02

    Write down the standard

    We write procedures, intervals, criticality ranks and escalation paths and set them against the equipment actually installed rather than against a manufacturer's default. We write them once, apply them everywhere, and they are specific enough that a technician who has never been to the site can follow it.

    The standardprocedures and intervals by asset class
  3. 03

    Stand it up in the systems you already own

    The standard is worth nothing in a binder. It goes into the CMMS you have, with the register corrected, the work-order path rebuilt around how the crew actually moves through the building, and the crew qualified on the plant rather than on the software.

    Systemsone configured system, one trained crew
  4. 04

    Run it, and govern it every month

    Embedded operators run the standard day to day, and a monthly review puts the same measures in front of operations and the executive at the same time. Drift is visible in weeks rather than discovered in an incident review.

    Governancea monthly operating review with the numbers
Proof of work

The engagements and what moved.

Each one started with an assessment and ended with a standard the client's own team runs. The figures below came from work like this.

Portfolio-wide uptime recovery

Critical incidents were happening weekly across a multi-site portfolio with millions lost to SLA penalties. No two sites were running the same way. We produced one standardized work management model, one incident command, and one place where leadership could see it all.

58%fewer critical incidents in nine months
9months to the measured result
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Catapult™ day-one readiness

A developer was treating operations as an afterthought, which resulted in incomplete handovers, no asset data, no work management, no maintenance plans, and design oversights that became expensive by the time anyone found them. Catapult™ moved readiness to the front.

170+hidden issues resolved per site before Day Two
95%asset data accuracy
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Global training standardization

More than thirty sites were on four continents with no centralized training. Technician readiness varied by location. Emergency response was never tested. The audit risk was climbing. Steadfast created one qualification standard for every location.

30+sites brought to baseline competency
12months to full coverage
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Straight answers

What do operators ask before they pick one?

These three arise on every first call about a portfolio rather than about a single building.

We already have a CMMS. What would you change?

Usually, we would not change the system. A CMMS go-live is not an adoption, and most of what we find is a work-order flow that does not match how the crew actually moves through the building, plus an asset register that was accurate on the day it was exported.

What do you get from an operational assessment?

An operational assessment gives us a prioritized roadmap benchmarked to ISO, NFPA and SMRP and a partner through its implementation. An assessment that ends at a findings document is an expense rather than a deliverable.

Can you manage a whole portfolio or only one site?

That is the point of the operating model. A portfolio that grew by acquisition runs as many operating models as it has sites, and none of them lets you compare two sites or move a team between them. Governance is what makes the footprint worth counting.

Not the question you have? Send it over, and one of the people who would run your account answers it.

Ask an operator
The rest of it

A discipline is ongoing. A program has an end date.

The above eight disciplines are how a building is run. Catapult™ is a program that gets a new building ready to be run at all, and it hands into three of them at the gate.

Talk to an operator
Where you are

Two starting points. Pick yours.

You have seen every discipline. The one you start with depends upon whether the building is running yet.

Our sites have run reactively for three years.

We benchmark a deep operational assessment to ISO, NFPA, and SMRP and end it with a prioritized roadmap instead of a report.

Book an assessment

Our building tops out in nine months.

Start with a readiness review. Catapult™ runs alongside construction across twenty-plus zones, and the earlier it starts the less of it happens after your building is already live.

Start a readiness review