To mark the tenth edition of Springbok magazine, we invited Philip Paelinck, managing director of Multi Masters Group, to reflect on the past ten years and look ahead to the next ten. How has he experienced the changes within Multi Masters Group over the years? What role has he personally played in the company’s evolution and growth, and what ambitions does he hold for the future? You’ll find all the answers in this interview.
You joined the family business in 2005. How did you experience that as the only ‘outsider’?
Philip Paelinck: “Before that, I worked in a publicly traded US company, and I actually wanted to do something where I could get closer to people, where decision lines were shorter. That’s how I ended up at Multi Masters Group. As an ‘outsider’, I then had the role of a bridge builder: looking for structure while respecting the existing DNA. I really had the ambition to look forward, and I then gained enough confidence to take that step.”
Integrated facility partner
You say structure was needed; in what way did that manifest itself?
“We started with one brand, Cleaning Masters. On the one hand, there was the client’s need for a single partner for different disciplines. We often responded to opportunities as long as they matched with our DNA and those family values. As a result, we now have eight divisions and have evolved into an integrated facilities partner, with a clear focus on structure. On the other hand, we needed to build a concrete operation around sustainability and ESG, which also required a thoughtful approach.”
In your opinion, what are the three biggest achievements in the last decade?
“For me, there were three clear evolutions. First and foremost, the effort to closely align our eight services and bring them under one integrated facilities group. In recent years, we have also focused heavily on the ESG and sustainability story. Look at our long-standing partnership with the organisation River Cleanup, the switch to ecological products, and donating clean water to regions in need through the Made Blue Foundation. Lastly, I am proud that, despite our great growth, we have remained a family-run company without losing our culture and humanity.”
Values, freedom and ownership
How have you ensured that your employees carry the same DNA?
“It really starts with the basics: attracting people by embodying our values ourselves. We also increasingly test that DNA against our clients, so that they are as close as possible. This makes our employees feel good in the workplace. And we actually have very little turnover because of that. I also think it is important to give people ownership and freedom; I really believe in that. And it may sound strange, but just paying people fairly and on time; it’s not that clear-cut in every organisation.”
“We have been working with some clients for 25 years; something like that only works if you grow with those organisations”
What challenges are more prominent now in 2026?
“Clients are becoming more demanding: transparency, flexibility, and innovation are increasingly important. We are expected to think strategically, so Multi Masters Group positions itself more as an extension of what that organisation needs. We can challenge each other and become strong together. We have been working with some clients for 25 years; something like that only works if you grow with those organisations.”
Trends in the facility services industry according to Philip Paelinck
And if we look a bit more broadly at the sector? Do you see any particular trends there?
“There is huge price pressure today that wasn’t as obvious a decade ago. The financial picture is analysed under a microscope. On the other hand, you then have a greater interest in innovation. How can our employees work more ergonomically? How can we offer our services in a sustainable way? How can we work more efficiently and safely? Robotisation and cobotisation fit neatly into that narrative.”
Philippe Paelinck (right) talking to Jan Jambon during the Maypole planting at the new headquarters of Multi Masters Group.
In recent years, you’ve secured a number of major clients. How did these successful partnerships with Brussels Airlines and De Lijn, among others, come about?
“True, actually, these projects are again opportunities that we seized because they fit into our growth story. The client had a complex need that we were able to meet with the right experience, knowledge, and innovation at that time. Different departments joined forces to make a difference for those clients in creative, innovative ways. This is also how Mobility Masters came into being. Sales, Operations, and HSEQ (Health, Safety, Environment & Quality) then worked together to develop a planning application specifically for aircraft cleaning.”
“An architect doesn’t build a house alone, so I am confident that our employees will continue to carry forward the Multi Masters Group DNA.”
What are your ambitions for the coming decade?
“That we grow healthily. Those big projects continue to challenge our staff, but we remain true to our DNA. That clients notice that we take those few extra steps and that we can make a difference. My personal goal over time is to let go of responsibilities and pass them on to colleagues, but I will continue to oversee the maintenance and strengthening of the structures. I see myself somewhat as the architect of the eight divisions, so I will continue to guard that continuity and our values. But an architect doesn’t build a house alone, so I am confident that our employees will continue to carry that DNA forward.”
