ISSA Show North America 2025 did not disappoint. Automation and innovation were everywhere, including on the show floor, in education sessions, and in conversations among operators actively rethinking how cleaning work gets done. Between time spent at the booth discussing robotic cleaning and the opportunity to present to building service contractors (BSCs) on Crossing the Chasm, one theme stood out clearly.

The conversation has shifted.

In my presentation at ISSA Show, the audience, primarily BSC operators, with a few manufacturers and distributors mixed in, asked a different kind of question than I heard even two years ago. Based on the data, case studies, and what we now observe across North American facility management, the answer is increasingly clear: The chasm has been crossed, and the tipping point is behind us. Robotic floor cleaning is no longer an emerging technology. It is now a mainstream operational tool, accelerated by labor shortages, rising wages, and client expectations for consistency, safety, and proof of performance.

From “Why robots?” to “How do we start?”

What struck me most was not the enthusiasm for automation but the nature of the questions. Historically, ISSA audiences have wanted to debate return on investment (ROI), affordability, and whether robots can clean as well as people. This year, those questions had largely disappeared. Instead, BSC leaders asked:

• How do we get started?
• How does this change our workloading and operating model?
• How do we train our frontline workforce?
• How do we finance robotic cleaning?

This shift matters. It signals that adoption is no longer theoretical. The industry has moved from curiosity (early adapters) to intent (early majority). The real challenge now is execution: How to adopt robotics in a way that strengthens culture, improves outcomes, and scales sustainably.

It was refreshing to hear fewer questions about whether automation works and more about how it changes the business. Leaders are no longer asking whether robots will help them clean floors; they are asking how robots will change their companies.

Technology is accelerating, and so is cleaning

We all recognize that technology is advancing faster than ever. Artificial intelligence (AI), the Internet of Things (IoT), sensors, and robotics are reshaping how work gets done across every labor-intensive industry. As technologies mature, they become more affordable, more capable, and more universal. Robotics follows that same pattern.

Robots are not new. I had the opportunity to participate with one of the first commercial cleaning robotics companies in the late twentieth century. What has changed is not the concept of automation, but its reliability, usability, and integration into real operations. Today’s robots are purpose-built, sensor-rich, data-driven machines designed to handle repetitive, physically demanding work with consistency and precision.

Companies across industries have learned that machines excel at repetitive or hazardous tasks and, when deployed correctly, free people to focus on higher-value work. Cleaning is no exception.

Mainstream adoption does not happen because robots exist. It occurs when robots are integrated into daily operations, measured against clear key performance indicators (KPIs), and supported by processes that ensure reliability and continuous improvement. This is especially critical as AI capabilities expand and robotics becomes part of a broader digital operating model.

Learning together at CLX

The second major highlight of ISSA North America 2025 was participating in ISSA’s Cohort Learning Experience (CLX) session. CLX is precisely what our industry needs: A fast, social, peer-driven way to learn new technologies and skills from experienced colleagues.

I was fortunate to share the session with my longtime colleague and friend, Holly Borrego. She and I share a similar perspective on where cleaning is headed. Our discussion focused on floor-cleaning robots, sensor technologies, and the practical future of data-enabled cleaning.

What made CLX valuable was not just the content, but the format. Operators learn best when they can compare notes, challenge assumptions, and learn from peers who are navigating the same transitions. This collaborative learning model promotes shared and continuous learning.

Automation as a competitive advantage

In high-cost labor markets like North America, robotics allows BSCs and in-house providers (ISPs) to reclaim work that has been difficult to staff, supervise, or scale consistently. The greatest threat to employment is not automation but the inability of companies to remain competitive if they don’t.

Robotic floor cleaning transforms operations by automating repetitive tasks, improving consistency, and reducing dependence on increasingly scarce labor.

Just as important, it creates new roles: Robot champions, data reviewers, trainers, and operators who manage technology rather than pushing equipment or swinging a mop.

This shift is particularly powerful for small and mid-size BSCs. These organizations are often more agile than national firms. They can adapt sooner, differentiate quicker, and realize productivity gains faster. Large firms benefit too, but mid-size companies have the most to gain by acting early.

Industry analysts reinforce this trend. The Boston Consulting Group (BCG) predicts that robotics will drive a roughly 30% increase in productivity over the next decade. In an industry defined by tight margins and rising expectations, that productivity gap will separate leaders from laggards.

The time is now

The conversations at ISSA North America and CLX made one thing unmistakable: Robotic floor cleaning has crossed the chasm.

The questions facing BSC leaders today are no longer why automation matters, but how to adopt it profitably. Those who focus on execution, deployment, training, data, and culture will define the next chapter of our industry. Those who wait will find themselves reacting to competitors who have already built the competency.

The technology is ready. The economy is shifting. The workloading reality is clear. The only remaining decision is how quickly leaders choose to move.