Enquirer Consulting Group

Reachable Buyer Map

Prepared for Josephine Franzese · RKB Facility Solutions · August 2026
You offered your perspective, so here is ours first. The useful thing about facilities work is that the buying unit is the operator, not the building. A chain with four hundred sites is one decision, not four hundred. That makes the addressable market far smaller and far more reachable than a location count suggests. This is where those operators sit across the US, who signs inside each group, and roughly how many there are. It describes the market rather than your business, and there is nothing to buy at the end of it.
Multi-site retail operators
The classic multi-trade account: many small sites, no on-site engineer, and a head office that needs one number to call at two in the morning. Decisions concentrate in a small facilities team that is usually managing a national provider they inherited rather than one they chose.
Who signs: VP or director of facilities, director of store operations, facilities manager, sourcing or procurement lead.
4,000 to 4,800
US retail operators running ten or more locations; the wider retail employer base is in the hundreds of thousands and mostly single site
Restaurant groups and multi-unit franchisees
The segment where the operator layer is most misread. Brand headquarters sets standards, but the franchisee group owns the building and signs the repair. Franchisee groups are not listed under the brand name anywhere public, which is why they stay underworked by everyone selling into the sector.
Who signs: director of facilities, franchise operations director, area or multi-unit owner, controller at owner-operator groups.
6,500 to 7,500
US food service employers operating more than one unit; the franchisee ownership layer behind national brands is not separately published
Health systems, clinic groups and outpatient networks
The fastest multiplying site count in the country, because care keeps moving out of hospitals and into leased suites, urgent care and ambulatory sites. Those satellite locations rarely get their own plant operations team, so they get outsourced by default.
Who signs: director of facilities or plant operations, VP of real estate, regional practice administrator, supply chain director.
5,000 to 5,600
US health care employers at 100 or more people operating more than one site; roughly 1,900 of those run ten or more locations
Banks, credit unions and branch networks
Small buildings, high standards, tight compliance and a low tolerance for an unattended failure. Branch networks are consolidating, which means portfolio changes are frequent and each one reopens the maintenance question.
Who signs: VP of corporate real estate, facilities manager, branch operations director, vendor management lead.
3,800 to 4,400
US depository institutions operating branch networks; roughly 1,200 run twenty or more branches
Distribution centers, warehousing and logistics
Fewer sites, larger sites, and the segment most likely to already carry in-house maintenance. That makes the sale a different one: overflow, specialty trades and multi-region coverage rather than the whole scope. It is also the segment least dependent on retail foot traffic, which matters when the others slow down.
Who signs: regional maintenance director, site facilities manager, VP of network operations, EHS manager.
9,000 to 10,000
US warehousing, distribution and logistics employers; roughly 2,600 at 100 or more people
Hotel groups and hospitality operators
The buying unit here is almost never the hotel. Management companies and owner groups hold the contract while the flag on the door belongs to someone else, so the reachable name is the operator or the asset manager, not the property.
Who signs: director of engineering, regional facilities director, VP of asset management, head of capital projects.
5,500 to 6,200
US accommodation employers; the management company and owner group layer above them is a few hundred names and is where the contract sits

Where the openings are

1
The market is thousands of decisions, not hundreds of thousands of buildings. Across the six groups above, the number of US operators large enough to need a national multi-trade provider comes to roughly 34,000 to 38,000, and the core running ten or more sites is several thousand of those. That is small enough to name every one of them, which is a very different problem from advertising to a sector.
2
Nobody shops for facilities maintenance on a schedule. They shop at a moment: a new VP of facilities arrives, a portfolio is acquired, a national provider misses one too many service levels, a store rollout is announced. Those moments are visible from outside if someone is watching several thousand named accounts. They are invisible if you are waiting for the phone.
3
The franchisee layer is the one lists cannot sell you. Restaurant and retail franchise groups are the operators who actually own the repair decision, and they do not appear under the brand they carry. Reaching them takes identification one at a time rather than a purchased list, which is precisely why the segment stays open.
4
Emergency work opens the door, the recurring scope is a different signature. The person who calls at two in the morning is often a site manager. The person who signs a national program is a VP two levels up. A channel that only catches the first one wins the callout and never gets the portfolio.
Built from public registries covering US employers, current to the most recent published filing year, and counts are banded deliberately. Sector codes are self-reported, single-site and owner-only businesses are excluded, and franchise ownership and hotel management structures are not recorded in any public register, so those layers are described here rather than counted.
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