Equipment is the smallest part of a working car park. We plan it, design it, install it, staff it and keep it running - and we are still there when something fails at seven in the morning.
A parking facility is an operation. It has shifts, cash, exceptions, disputes, breakdowns and a peak hour that arrives whether or not anyone prepared for it. We are set up to carry that, not to hand it over at commissioning and leave.
Engaged individually, or as a single line of accountability from survey through to daily operation.
We run the facility day to day: staffing, shift cover, lane supervision, cash and digital collection, escalation and daily reporting. You get an operator, not a supplier who leaves after commissioning.
Independent assessment of an existing or planned facility. Where the queue forms, where the revenue leaks, what the deck can actually hold, and what to fix first.
Bay counts, ramp and aisle geometry, lane provisioning, entry and exit separation. Decisions taken at this stage set the ceiling on how the site performs for the next decade.
Equipment schedule, lane layout, power and cabling routes, network topology, and the interfaces to lifts, fire systems and building management.
Connecting the parking system to what you already run - CCTV, visitor management, tenant billing, ERP and access control - so it becomes one estate instead of several.
Civil interfaces, loop cutting, mounting, cabling, configuration and lane-by-lane testing. Commissioned against a written acceptance list, then handed over with as-built documentation.
Recruited, uniformed, trained and supervised parking staff, with defined shift patterns, escalation lines and conduct standards.
Tariff configuration, collection discipline, reconciliation, exception review and reporting to the property owner on an agreed cycle.
Preventive schedules for barriers, readers and sensors, plus a defined response commitment for faults. Spares and consumables held against the site's actual failure profile.
A structured review of an operating facility: throughput, revenue integrity, staffing, equipment condition, safety and compliance, delivered as findings with a priority order.
Vehicle counts, queue observation and peak modelling to establish how many lanes a site genuinely needs, and where the bottleneck really is.
01
We walk the site at peak, not at ten in the morning. Counts, queue lengths, ramp behaviour, existing equipment condition and how the current process actually runs versus how it is documented.
02
Capacity, lane provisioning, and the operating model. What is automated, what stays attended, and what the site needs to hold at its worst hour rather than its average one.
03
Equipment schedule, layouts, power and network routes, integration points, and a tariff and access rule set agreed before anything is ordered.
04
Civil works, mounting, loop cutting and cabling, sequenced so the facility keeps operating. Phased handover where the building cannot close.
05
Lane-by-lane testing against a written acceptance list, staff training on the live system, and as-built documentation handed over rather than promised.
06
Running the facility: shift cover, collection, exception handling, escalation and a reporting cycle agreed with the property owner.
07
Preventive maintenance, fault response, periodic audit and a standing review of whether the configuration still matches how the site is being used.
Not in week one. The tariff turns out not to match how people actually use the site, a lane that was fine in testing queues every Friday, or a reader starts failing in the rain. Support is written into the contract with a defined response, a preventive schedule and a periodic review of whether the configuration still matches reality.
