In a recent episode of BSCAI’s Contracting Conversations podcast, longtime industry leader Tom Kruse shares how humility, attentiveness, and care have guided his rise from a frontline cleaner to Chief Development Officer at Marsden Holding, LLC. With decades of experience under his belt — and over 45 acquisitions completed — Kruse offers unique insight into how to retain core values and service excellence through growth and change.

At Marsden, a $600 million integrated facility services firm with 63 offices across 25 states, Kruse leads the organization’s mergers and acquisitions strategy. He specializes in identifying companies with shared values and crafting deals that work for both sides. It’s a role that requires not only strategic thinking, but a deep understanding of people and operations — something Kruse developed early on in his career.

“I think you have to stay close to the work,” Kruse shares in the episode. “That’s where you learn what matters most to both your customers and your teams.” His personal framework for success — pay attention, ensure competence, and show care — has served as a guiding principle throughout his career, whether leading teams, navigating transitions, or negotiating deals.

Kruse’s M&A experience is especially unique because he’s sat on both sides of the table. Before joining Marsden, he owned and operated Scioto Services, an industrial and commercial services firm that Marsden acquired in 2005. This 360-degree view of the acquisition process informs the way he approaches every deal — with empathy, transparency, and long-term partnership in mind.

A longtime BSCAI member, Kruse appreciates the role the association has played in his development and the broader facility services community. “There’s always something to learn,” he says. “Whether you’re in operations, sales, or strategy — BSCAI brings together people who are committed to excellence.”

Kruse knows the importance of evolving without losing touch. With Marsden’s broad client base and diverse service lines, he believes adaptability and onboarding are key to sustaining quality. “You need a process that brings people in the right way,” he says. “Culture and alignment don’t happen by accident. They’re built intentionally — and that takes time.”