Adam Taylor and the art of keeping the local keys

Before Adam Taylor took charge of a network of home-service businesses, he had been the customer on the other side of a software contract. Working in airline operations, he used Springshot to help address a troubled business relationship. In another airline deployment, he brought a large workforce onto the system after a two-week implementation effort. Years later, he joined the company that made the software. There are tidier career introductions. Few are as useful.

The detail puts Taylor close to a particular kind of business problem: people working in different places, physical tasks that have to happen, and information that needs to reach someone who can act on it. A software demonstration can proceed beautifully without a single suitcase moving. An airport operation has fewer opportunities to be so philosophical.

In 2026, Taylor became chief executive of Legacy Service Partners, the Tampa-based platform supporting local home-service companies. He is based in the Atlanta metropolitan area. The change brings him into a business where a national organization must earn its usefulness one local team at a time. The question running through his career has acquired a different address.

The introduction that came around again

Taylor earned a bachelor’s degree in finance and an MBA at the University of Georgia. His route into aviation included an introduction with a long afterlife: Doug Kreuzkamp recruited him from graduate school to Air Serv. Taylor spent 12 years at Air Serv and ABM, eventually becoming senior vice president of U.S. operations. Kreuzkamp later founded Springshot.

A finance education and a service operation make an interesting pairing. One teaches a language for assessing a business; the other supplies the daily events that give the numbers meaning. Taylor’s subsequent roles kept bringing those two kinds of understanding into contact. His work involved teams whose activity was spread across locations, rather than gathered conveniently within sight of one executive office.

At Unifi, formerly Delta Global Services, he served as president. Its work covered services around airport operations, including ground handling, aircraft cleaning, cargo, security, and facilities. That is a considerable collection of responsibilities hiding behind the deceptively modest word “services.” For a passenger, most of the activity belongs to the background. For the people running it, the background is the whole job.

When Unifi announced Taylor’s departure, it credited him with helping establish its joint venture with Delta Air Lines. The acknowledgement matters because it places him inside the construction of an organization, as well as its operation. His career had involved managing the relationships and systems that allow separate parties to work together.

Useful tools have to survive the working day

Springshot announced Taylor’s appointment as chief revenue officer in May 2021, with responsibility for its customer team. The earlier introduction to Kreuzkamp had come around again. Taylor was now joining a technology business with experience of having put its product to work.

“We are experts, but we also listen.”

Adam Taylor, on working with Springshot customers, 2021

The sentence is short enough to escape the usual corporate thicket. It also contains a practical concession: knowing the product does not mean knowing every customer’s working day. Listening gives the user a role in the design. For someone who had implemented the system himself, the conversation could begin with what happens on the job.

That perspective is a useful way to read the move. The operator became part of the company selling a tool to other operators. The relationship changed, but the work remained close enough to inspect. A feature could be assessed against a task, a workflow against the people using it. The distance between purchase and use was part of his experience.

An airport connection, even off the runway

Another 2021 appointment put Taylor’s aviation background to a different use. Green Boom named him to its board and gave him a consulting role focused on aviation relationships and the development of products and services for that industry. The company makes oil-spill absorbents.

It was a concrete application for an operating network. Aircraft, ground equipment, and the businesses supporting them create a market in which understanding the customer’s environment matters. Green Boom wanted that industry knowledge alongside its product work. Taylor’s assignment was to help connect the two.

The appointment adds a useful small turn to the career story. Aviation experience could travel into software and into a physical product business. Each offered a different way to help an operation function. The connection was the work being done, and the people who understood where a new tool might fit.

Twenty offices, a much larger working map

In October 2022, Taylor became president of non-aviation operations at The Facilities Group. The company’s announcement described an organization with 20 offices serving more than 27,000 locations across the country. Those are historical figures from his appointment, and they reveal the shape of the assignment: a relatively small office footprint connected to a much larger field of activity.

The Facilities Group paired local, regional, and national providers with technology while retaining their brand identities. That gave Taylor another setting in which separate businesses and working teams needed support from a larger organization. Familiar names could remain on the customer-facing side while operating resources were shared behind them.

There is an organizational question inside those numbers. An office is a place where management can meet. A service location is a place where the promise has to be delivered. Expanding the first is easier to describe than consistently supporting the second. Taylor’s role sat between the two.

A founder hands over the chief executive’s chair

Legacy Service Partners was founded in 2021. Taylor arrived as CEO in 2026, succeeding co-founder Robert Millock, who moved to the board. The handoff kept Millock involved in strategic direction while placing day-to-day leadership with an executive whose recent work had crossed aviation, technology, and facilities services.

A succession of this kind carries two stories at once. One concerns the person arriving and the experience he brings. The other concerns the organization already built and the people whose work continues after the announcement. Taylor’s background helps explain the choice; the continuing local businesses explain the assignment.

Legacy describes a decentralized approach in which local teams run their businesses with central guidance, shared services, and access to capital. That arrangement puts a boundary around the CEO’s work. He leads the platform supporting the operators; the operators remain responsible for the businesses serving their communities.

The distinction is worth taking seriously. A company can retain a familiar name and still change how people experience it. The meaningful test is in decisions: who understands the market, who can respond, and whether the extra support helps the local business function. A brand name alone cannot answer any of those questions.

Branchville and Milton make the promise specific

In April 2026, Willco Air Conditioning in Branchville, New Jersey, joined Legacy. Established in 1988, it brought decades of local experience. Taylor welcomed Doug Willis and his team and connected the partnership to support for local operators. Willis emphasized that Willco would remain locally managed and community-focused.

That is the bargain from the owner’s side of the table. The appeal includes resources and systems, alongside respect for the identity already built. A partnership announcement can fit that bargain into a paragraph. Making it work requires the two sides to keep finding it in ordinary business decisions.

July brought Lunsford Air Conditioning and Heating in Milton, Florida, into the platform. Founded in 1981, the company had served Northwest Florida for more than four decades. Taylor’s welcome focused on the trust the business had earned and investment in its continued growth. General manager Chris Lunsford stressed local leadership, culture, and the company’s customer reputation.

These partnerships give Taylor’s new role geography and history. Branchville and Milton are places with established businesses, rather than interchangeable marks on an expansion map. Their long operating histories are part of what Legacy is supporting. Growth begins with something already there.

The next operator may already be on the team

Legacy’s Blueprint Program offers a structured route through frontline management, general management, and senior leadership. Taylor has publicly supported the investment. The program gives a practical form to a familiar management ambition: developing people who can take on more responsibility.

Its stages address different working needs. Frontline managers develop people-management skills; general managers work on sales, financial operations, and service execution; senior leaders undertake assessment and development planning. A title can change in an afternoon. Learning to use the authority attached to it takes longer.

This is a fitting place for Taylor’s career to land. He has led service workforces, joined the supplier of a tool he had used, and moved through organizations built around multiple operating locations. At Legacy, those experiences meet a network of local leaders with businesses of their own to run.

The chief executive’s chair is a more visible seat than most of the jobs in that network. Its usefulness depends on what reaches everyone else: a better-supported manager, a workable system, resources that arrive when needed. In Taylor’s next chapter, the local keys remain an unusually good place to look.