Our team in Marrakech

Worth writing down straight away, because it is a decision and not an oversight.

What will be published, once documented: people's roles, the scope they answer for, how to reach them, and their photograph if they have authorised it in writing — never their name.

What will never be published on this site:

• a headcount figure for as long as it is not stable and verifiable — a number announced today and contradicted on the first job destroys more than it earns,
• a company age or founding date that is not documented,
• a certification or qualification not evidenced by a document,
• a stock-library team photograph presented as ours,
• the name of an employee: no private individual is named on this site, the manager included.

The same principle applies to our client reviews and to our published jobs: an empty page can be fixed, a false one cannot.

Recruiting a field operative is not decided on a CV. It is decided across three sequences, in this order:

1. A short interview covering one thing only: which surfaces the person has already worked on. Marble, travertine, bejmat, zellige, tadelakt, sofa fabric — someone who has never seen porous stone does not work it out on site.
2. A supervised trial in real conditions, on a live job. We watch whether the order of work is respected, how a product is diluted, how an already-delivered zone is protected, and how the person reacts to something unexpected.
3. A mentoring period paired with an experienced operative, before any independent assignment to a sensitive room.

The most frequent reason for rejection is not slowness: it is taking initiative outside the protocol. On a limestone floor, someone who "knows a product that works well" costs more than someone who works slowly.

An operative is not trained in a classroom. They are trained on the points where a mistake is irreversible, and there are few of them:

• Identify the surface before choosing a product, and be able to say "I do not know".
• Refuse acid on limestone, with no exception and no discussion.
• Fit the right consumable to a rotary machine and know the forbidden surface-pad pairings — the detail is on the equipment page.
• Respect the reference area: treat, dry, show, wait for approval.
• Hold the order of work even when it costs a quarter of an hour.
• Report rather than patch up: a fault declared gets treated, a fault hidden gets discovered at handover.

These points are the foundation. They are carried over unchanged into the intervention sequence, because a method the team does not know by heart is nothing but a sales document.

The most visible organisational point for a client is also the simplest: the person who did the visit is the one who writes the quotation, follows the intervention and signs the handover with you.

In practice, that means you never explain the nature of your floor twice, the timing constraint you gave over the phone appears on the schedule, and a problem raised during the job does not pass through three people before reaching the one who decides.

On a post-construction job, the estimate already states the expected duration for a team of 3: this lead contact confirms it after photos or a visit — see how a post-construction job runs.

Internal checking rests on a single rule: the person who verifies is not the person who cleaned. An operative rereading their own work sees what they did, not what is missing.

The control grid is the same on every job, walked through in the same order, room by room, in raking light on floors and glazing. A refused line is redone before handover — that is not a return visit under guarantee, it is work that is not finished. What the handover then opens, where a reservation is written down, is described in our commitments.

This organisation is what allows the same standard to be held on a villa handed over after building work and on an in-home textile treatment, two jobs that share neither the same equipment nor the same movements.

A team page takes ten minutes to fill: five faces, five first names, five flattering job titles. We will not do it, and that is a decision, not a delay.

Putting an operative's first name online commits that person, not the company: so no private individual is named on this site, neither operative nor manager. A photograph requires a written, revocable agreement setting out the medium and the duration; until it is signed, nothing appears. An employee should not discover their own face on a sales page because their employer found the page too empty.

That rule has a visible cost and a useful flip side. In the public reviews left on our Google Business Profile, clients name of their own accord the operative who came to their home — sometimes spelt three or four different ways from one review to the next, which is enough to see that those texts come from them and not from us.

We do not lift those names onto this page: a client thanking someone is not signing on that person's behalf. Those reviews are read at their source.

What actually concerns you does not depend on a staff gallery anyway: the lead who does the visit is the one who signs the handover, the person who checks is not the person who cleaned, and the number of operatives assigned to your job appears on the quotation with the duration in team days. Describe your job or ask before you commit: you will know who comes to your property and who answers afterwards.