How to resolve AdBlock issue? From frontline cleaner to group CEO: A journey of persistence, people and purpose
Prabin Shrestha sums up his amazing 30-plus-year journey from cleaner to group CEO of SKG Services using the time-honoured Three-Ps to prove his point. But proving Prabin’s point are three words beginning with ‘p’ that are his own – that is, different to the acronyms regularly used in management, leadership and operational circles. Not people-process-product in business management and manufacturing. Not people-purpose-passion in leadership circles … or the ‘resilience’ mantra of passion-patience-persistence. And not the ‘extra-p’ added to surf rescue radio messaging: position-problem-people-progress. Shaped over 30 years on his extraordinary journey from cleaner to group CEO, Prabin Shrestha built his business acumen on the Three-Ps that have always worked for him and his beloved 50-year-old group of companies: Persistence. People. Purpose.
By Prabin Shrestha >>
My career journey is proof that leadership is not defined by where you start, but by your willingness to learn, work hard, and create opportunities for others along the way.
More than 30 years ago, I began my career in the cleaning industry as a frontline cleaner. Like many people entering the workforce, I was focused on doing the best job I could, supporting myself, and building a future through honest hard work.
At the time, becoming the group CEO of one of Australia's leading integrated services businesses was not something I had imagined. However, every role I undertook provided valuable lessons that would ultimately shape my leadership philosophy and career progression.
The cleaning and facilities management industry is often viewed as a behind-the-scenes profession, yet it plays a critical role in keeping workplaces, hospitals, educational institutions, and public facilities operating safely and efficiently. Starting on the frontline gave me first-hand insight into the challenges our employees face every day and instilled in me a deep respect for the people who deliver essential services across Australia.
Throughout my career, I embraced every opportunity to learn and grow. I moved through operational, supervisory, management and executive roles, gaining experience across workforce management, customer service, contract delivery, financial performance, business development, and strategic leadership. Each role broadened my understanding of what it takes to build a successful and sustainable business.
Challenges faced along the way
One of the greatest challenges along the way was learning to navigate change.
The facilities services sector has evolved significantly over the past three decades. Customer expectations have increased, technology has transformed service delivery, and businesses have faced growing pressures around efficiency, compliance, and sustainability. Remaining adaptable and continuously learning became essential.
Like many leaders, I have also faced setbacks and difficult periods. There have been contracts lost, operational challenges, economic pressures, and moments when difficult decisions needed to be made. What I learned during those times is that resilience is often built during adversity. Challenges force leaders to think differently, engage more closely with their teams, and find innovative solutions.
Another challenge was balancing operational excellence with people leadership. As organisations grow, it becomes increasingly important to maintain strong connections with employees at every level.
Having started on the frontline, I have always believed that every employee deserves respect, recognition, and the opportunity to succeed. Some of the most valuable insights I have gained throughout my career have come from listening to the people closest to the work.
Key wins and career milestones
Looking back, there have been many significant milestones that I am proud of. Progressing from frontline operations into senior leadership roles was an important achievement, but the milestones that stand out most are those involving people and organisational growth.
Helping build high-performing teams, supporting employee development, securing major contracts, expanding service capabilities, and contributing to the long-term success of the business have all been incredibly rewarding.
A particularly significant milestone has been my appointment as group CEO of SKG. It is both a privilege and a responsibility to lead an organisation with such a strong reputation and talented workforce.
This role provides an opportunity to help shape the future direction of the business while continuing to invest in our people, customers, and communities. As group CEO, I am focused on ensuring SKG continues to evolve and innovate while remaining true to the values that have underpinned its success.
The future of our industry will be shaped by technology, data-driven decision making, sustainability initiatives, and workforce development. Organisations that can successfully combine operational excellence with a strong people-first culture will be best positioned to succeed.
Practical wisdom gained over 30+ years
Over the years, I have learned several lessons that continue to guide me as a leader.
- Never underestimate the value of hard work. Talent is important, but consistency, commitment, and a willingness to go the extra mile are often what differentiate successful people and organisations
- Remain curious and never stop learning. Industries change, markets evolve, and customer expectations shift. Leaders who continue to learn and adapt are far more likely to thrive in changing environments
- Leadership is ultimately about people. Strong businesses are built by engaged employees who feel valued, supported, and empowered. Investing in people is one of the most important investments any organisation can make
- Integrity matters. Trust takes years to build and can be lost quickly. Making decisions based on honesty, transparency, and accountability creates stronger relationships with employees, customers, and stakeholders
- Finally, success should always be shared. No individual achieves success alone. Every milestone in my career has been supported by mentors, colleagues, frontline teams, customers, and family members who have contributed to the journey. Recognising and appreciating those contributions is essential.
Looking ahead
When I reflect on my career, I am grateful for the opportunities I have been given and the people I have worked alongside.
My journey from frontline cleaner to Group CEO has reinforced my belief that career progression is possible for anyone willing to work hard, embrace challenges, and continue learning. I hope my story demonstrates that leadership opportunities can emerge from any starting point.
Titles may change over time, but the values that drive success – humility, perseverance, respect, and a commitment to people – remain constant.
As I look ahead, I remain excited about the opportunities for SKG, our employees, and the broader industry. The future presents both challenges and possibilities, and I am committed to ensuring we continue to grow, innovate, and create meaningful outcomes for our customers and communities.
Looking ahead, I believe the facilities services sector is entering one of the most exciting periods in its history. Advances in technology, data analytics, automation, and sustainability initiatives are creating opportunities to deliver smarter, more efficient, and more responsive services for customers.
At the same time, workforce development will remain a critical priority.
As industries evolve, attracting, retaining, and developing talented people will become an increasingly important differentiator. Organisations that invest in their people, provide meaningful career pathways, and foster inclusive workplace cultures will be best positioned for long-term success.
I am particularly passionate about creating opportunities for the next generation of leaders. Having started on the frontline myself, I understand the impact that strong leadership, mentorship, and development opportunities can have on a person's career.
One of my goals is to ensure that others within our organisation have the same opportunities to grow, develop, and realise their potential.
While technology and business models will continue to evolve, I believe the organisations that succeed will remain those that never lose sight of the importance of people.
About Prabin Shrestha
Prabin Shrestha is group chief executive officer of SKG Services, a national commercial cleaning, maintenance and security services company marking its 50th anniversary. He has more than 30 years of experience across frontline operations and executive leadership within the business, beginning his career as a part-time cleaner while studying accounting and finance. Since joining SKG, he has progressed through a range of operational and leadership roles, including group chief operating officer (COO), where he helped drive service integration, operational performance and national growth as the business expanded, leading more than 2,000 employees. Prabin now leads SKG Services’ overall strategy and growth agenda, with a focus on disciplined expansion, acquisitions, technology-enabled operations and building a strong people-first culture across the organisation.
ends