Our experience shows that maintenance should and can be managed as an integral part of their business – not a cost center. It can be structured and evaluated accordingly. Providing value at a competitive price to customers is the driving force of our company. Desired outcomes must be defined, managed, and measured. We developed a balance between the technical culture and customer service culture in our organization that results in the best value to our customers. Instead of seeing maintenance as a long-term burden, you can now view maintenance as an opportunity to make significant contributions to the bottom line.