Commercial Cleaning – From Financial Worries to Scaling at a Record Rate

| Overview

| Outcome

| Stages of Development

| Initial Analysis

| Key Metrics

| Initial Impression

| Summary

| Overview

Commercial Cleaning

An owner of a newly formed commercial cleaning agency goes from being overworked and worrying about paying his staff to needing more staff to complete the work as well as being in a strong financial position. 

Revenue

Before: $238,000 After: $750,000

Hours Invested In Business Per Week

Before: 70+     After: 45+

Total Investment In QN: $38,000 (Paid After Achieving Target)

Percentage ROI On Revenue: 1368%

| Summary

James (real name not used) left a corporate job because he felt he could serve a particular niche in the cleaning industry. He went out on his own and started this business from scratch four years ago. It was initially a sole trader operation and as he acquired more work, he had to onboard more staff to keep up with demand.

This owner was involved in every part of the business which was making him overwhelmed, overworked and paying himself last to ensure he could meet the financial demands of paying his staff.

James was torn between remaining staying on the tools and working on cleaning sites to remain profitable and working on the business to grow it to a size where he can become the Business Development Manager that he always envisioned himself being.

| Initial Impression

When I spoke with James, he was overworked, overstressed and not sure of when he will find the time to work ON the business instead of in the business.

He had unpredictable staff and it was very time-consuming for him to follow up on their performance instead of being able to trust that they could complete the work at a very high standard.

The type of work he had was also very sporadic and last-minute due to the type of work he was securing.

As a result of the type of work that was being won, James had to anxiously watch the bank account every week to ensure there were enough finances in there to pay his staff.

| Initial Analysis

In summary, although he was the Director and CEO of the business, James was very much on the frontline and working on the tools. He was the business owner with all the responsibilities yet no financial asset or financial reward.

As business owner and technician, James had become established in being on the tools to ensure profitability without any clarity on the steps required to grow and maintain profitability. He was headed for burnout and was even contemplating from the towel. Minimal financial security and constantly being overworked awaited if the business failed to generate leads sustainably and on-demand. 

•    Revenue: $230,000

•    Hours Per Week: 70+

| Stages of Development

STAGE 1 - Days 0 to 30 – Performance Management

QN helped James establish the priorities of maximising the ROI on his employees' performance and increase productivity workflow. We helped identify and set KPIs in the first 30 days as well as establish and document key processes to ensure a high-quality outcome of work consistently. This led to increased performance of the employees as well as earning back several hours a week for James.

STAGE 2 - Days 30 to 90 – Business Development

Developing the profile of the business within the local community and key referrers. Development and execution of a lead generation strategy which targets the ideal customer and work situation. There was minimally invested from a financial perspective but a large amount of time creating and understanding their point of difference to the market as well as streamlining the cleaning agencies sales and tender process.

STAGE 3 - Days 90 to 180 - Leadership Development

With an increasingly stable financial position and more secure contract hours, we targeted leadership development and expansion. The focus on the development of James as a leader, procedures and policies because the development of the business owner’s mindset and leadership is essential for this business to succeed. The cleaning agency hired countless more numbers of cleaners as well as a full-time manager to oversee the quality inspection as well as management of the cleaning team. With our help, James was able to secure larger, exciting development projects for his business.

STAGE 4 - Days 180 to 420 – Expansion

What we did: found a new and suitable warehouse, increased the cleaning agencies profile further, establish recruitment processes for key personnel and positioned James as an executive with total oversight of business performance. We reviewed the business strategy and one more key employee, a part-time administrative manager.

| Outcome

Business owner is now in a healthy executive position after he engaged in QN Coaching’s services. The cleaning agency continues to employ cleaning technicians to help meet the demands of the new work coming in. Revenue increased drastically and the clinic now generates far healthier profit. Now the business owner has total oversight and control, as well as the tools and capacity to grow and develop his business in the direction required. James is now the Business Development Manager with a profitable business and strong asset.

Revenue: $750,00

Hours Per Week: 45+

| Key Metrics

Revenue

Before: $230,000 After: $750,000

Role In The Business

Before: Employee/Occasional BDM After: Full-Time BDM, Completely Off the Tools

Hours Per Week

Before: 75+ After: 40+

Total Investment In QN: $38,000 (Paid After Achieving Target)

Percentage ROI On Revenue: 1368%