Do I need to upload a list of contacts?

No. You paste your website and the agent finds matching companies and decision-makers itself, verifying each email address before anything is sent.

Does it send from my own domain?

No. Outreach is sent from warmed lookalike domains we operate on your behalf, so your real domain's email deliverability is never put at risk.

Prepaid credits, no subscription. Sending an email costs about $0.03 and verifying a contact about $0.01. New accounts start with $30 in credits.

Is cold email legal in the EU?

Business-to-business outreach is permitted in most EU countries under legitimate interest, provided the message is relevant to the recipient's role and opting out is easy. Pipestork includes a one-click unsubscribe and a postal address in every email, and blocks countries that require prior consent, including Germany, Austria, Italy and Switzerland.

How far ahead of a contract renewal should I email?

Three to six months. Inside three the buyer is usually committed to a rollover; beyond six it is not yet on their desk and the email will not be remembered.

Is undercutting the incumbent worth it?

Rarely on its own. Buyers assume a low first-year price is recovered later, and price alone does not address the transition risk that is actually stopping them.

Cold email by industry · facility management

Cold email for facility management and workplace services

Facility management is a contract-cycle business, and that single fact should dictate your entire outbound calendar. For most of the year the buyer cannot move even if they want to: they are locked in, and switching is a project nobody has asked them to run. Your email is worth something in a narrow window before renewal and worth almost nothing outside it. Everything below is about finding and arriving in that window.

Who you are actually selling to

Head of Workplace / Facilities Manager: Owns the contract and the complaints. Cares far more about not being embarrassed than about saving money — a failed transition is their problem, not the supplier's.
Office Manager: The buyer below roughly 200 people, where FM is one line in a much broader job. Buys bundled services because managing four suppliers is the thing they are trying to avoid.
COO or Finance Director: Enters when the driver is cost or a portfolio change — a move, a consolidation, a new site. Frames everything per square metre.

The trigger worth waiting for

An office move, a lease event, a headcount jump, or a new site opening. All four force a decision that is otherwise permanently deferred. A move is the strongest: the incumbent contract is often tied to the old building, so for a few weeks switching costs almost nothing and the buyer is actively shopping.

What works

+Timing to the building rather than the company. Planning applications, fit-out notices and new-site announcements are public and dated, and they name the moment the buyer becomes reachable.
+Talking about transition risk rather than price. The buyer's real fear is a fortnight of visible mess in front of their colleagues, so a concrete handover plan is more persuasive than a lower rate.
+Naming your actual coverage and staffing model. FM is bought on whether the people turn up, and everyone claims they do.
+A single, narrow entry service — one floor, one site, one service line — instead of the full portfolio. It makes the first yes small.

What fails

−"We can reduce your facilities spend by 20%" without knowing what they currently pay. It is unfalsifiable, everyone says it, and it implies their current judgement was poor.
−Long service lists. A reader scanning eleven service lines learns only that you are generic.
−Emailing in the middle of a contract term with no event behind it. Even a perfect email has nowhere to go.
−ISO certifications as the opening line. They are table stakes and they do not distinguish you from the incumbent.

A worked opener

Subject

your move to the new site

Body

Moving usually breaks the existing cleaning and maintenance arrangement anyway, which makes it the one moment changing supplier costs nothing. We take on single floors before whole buildings, so you can watch us work for a month before anything else moves. Same team every day, named supervisor, no subcontracting. Worth a conversation before the move is finalised?

Why it works: It uses a dated, public event the reader is already living through, removes the switching risk that actually blocks the decision, answers the staffing question every FM buyer asks, and keeps the first commitment to one floor.

Compliance notes

Ordinary B2B. Where this vertical gets careless is site detail: floor plans, access arrangements and security rotas sometimes appear in outreach to prove familiarity, and a prospect reading their own access arrangements in a cold email will treat it as a security incident rather than as diligence.

Questions

How far ahead of a contract renewal should I email?: Three to six months. Inside three the buyer is usually committed to a rollover; beyond six it is not yet on their desk and the email will not be remembered.
Is undercutting the incumbent worth it?: Rarely on its own. Buyers assume a low first-year price is recovered later, and price alone does not address the transition risk that is actually stopping them.

Have the agents do this for you

Everything on this page is what a good facility management campaign needs someone to work out. Pipestork works it out from your website — the profile, the companies, the decision-makers, the sequences — and sends from warmed mailboxes, not your domain.

Try it with $30 in credits →