Trades & Field Operations
Production & Supply
Healthcare, Staffing & Education
Professional & Financial
Technology, Media & Events
Cleaning & Janitorial Capital
Structured working capital for crew payroll, new contract mobilization, equipment and supply purchasing, and multi-site expansion.
ELIGIBLE OPERATORS
- •Commercial janitorial companies
- •Building services contractors
- •Facility maintenance firms
- •Post-construction cleaning operators
- •Specialty and industrial cleaners
- •Multi-site route operators
CAPITAL USED FOR
- •Weekly and biweekly crew payroll
- •New contract mobilization
- •Equipment and floor machinery
- •Supplies and chemical inventory
- •Recruiting and crew training
- •Insurance, bonding and workers comp
CAPITAL USED FOR
- •Weekly and biweekly crew payroll
- •New contract mobilization
- •Equipment and floor machinery
- •Supplies and chemical inventory
- •Recruiting and crew training
- •Insurance, bonding and workers comp
Estimate Your Capital Need
Capital Needs Assessment. Cleaning & Janitorial
Enter your operating profile to estimate your working capital gap and recommended facility structure.
Estimated Capital Profile
Contract payment gap
$600,000
Revenue held in the collection cycle
Payroll exposure
$259,800
Monthly crew payroll obligations
Estimated capital gap
$829,900
Identified capital need
This figure reflects the capital carried between the day your crews are paid and the day your commercial contracts settle. Cleaning and janitorial operators typically structure around that timing rather than around a single lump sum, using a working capital line that draws as payroll and supply obligations come due and pays down as contract invoices clear. A typical first facility ranges from $150,000 to $450,000 depending on contract count, payment terms, and how much crew cost is carried between billing cycles. Enter your contact information below to see how this would be structured for your operation.
Request a Capital Review. A capital advisor will review your assessment and follow up to discuss structure options.
Estimates are for advisory reference only. All structures subject to full financial review.
Built for Active Cleaning & Janitorial Companies
We work with established cleaning and janitorial operators managing weekly and biweekly crew payroll against commercial contracts that settle on net 30 to net 60 terms.
- Commercial janitorial companies servicing office, retail, and institutional portfolios
- Building services contractors holding multi-year facility agreements
- Facility maintenance firms managing recurring scheduled service across several sites
- Post-construction cleaning operators mobilizing crews on general contractor timelines
- Specialty and industrial cleaning companies working in food processing, healthcare, and manufacturing environments
- Disaster restoration and remediation cleaners deploying on short notice ahead of carrier payment
Most clients generate $200K to $1M+ in monthly revenue and hold recurring commercial service contracts.
Typical Working Ranges
Payroll bridge and route expansion.
New contract mobilization and equipment.
Multi-site contract awards and regional expansion.
All structures are tailored to contract payment cycles and crew payroll timing.
Where Capital Is Deployed
- Weekly and biweekly crew payroll
- Mobilization on newly awarded contracts
- Floor equipment and service vehicles
- Supplies and chemical inventory ahead of billing
- Recruiting, onboarding and crew training
- Insurance, bonding and workers comp obligations
- Regional expansion against anchor contracts
Structured Review Process
- 1.Review of contract portfolio, payment terms, and payroll cycle
- 2.Review of recent business performance
- 3.Capital structure options presented
- 4.Facility sized to contract billing and crew deployment schedule
A Capital Advisory Approach
We work directly with private capital sources and specialty lenders who understand commercial cleaning and janitorial services. That means funding structured around net 30 to net 60 contract terms, weekly payroll obligations, and the cost of mobilizing crews before the first invoice is sent. Not generic terms from a bank that doesn't know the industry.
- Facilities sized to contract billing cycles, not calendar terms
- Draw structures that match payroll timing
- Capacity to mobilize on a new award before billing begins
- Long-term capital access as operations expand
Illustrative Structures
Illustrative examples of how capital is typically structured in this sector. These are composite scenarios for reference, not past engagements.
Situation
A regional janitorial company running $420K in monthly revenue across 34 commercial contracts was awarded a six-building institutional portfolio. The award required hiring and training roughly 40 crew members, purchasing equipment, and staffing the buildings for five weeks before the first invoice could be issued. Payroll ran biweekly. The contract paid net 45.
Structure Deployed
A $400K structured credit facility was put in place as a revolving working capital line, drawn against the existing contract receivable base. Draws were scheduled to match payroll dates and the initial equipment and supply purchase. The line paid down automatically as invoices from the new portfolio cleared.
Outcome
Crews were hired, trained, and mobilized on the general contractor's timeline without pulling from operating reserves. The facility returned to an undrawn position within four months of the first billing cycle and remained available for the next award.
A regional janitorial company running $420K in monthly revenue across 34 commercial contracts was awarded a six-building institutional portfolio. The award required hiring and training roughly 40 crew members, purchasing equipment, and staffing the buildings for five weeks before the first invoice could be issued. Payroll ran biweekly. The contract paid net 45.
A $400K structured credit facility was put in place as a revolving working capital line, drawn against the existing contract receivable base. Draws were scheduled to match payroll dates and the initial equipment and supply purchase. The line paid down automatically as invoices from the new portfolio cleared.
Crews were hired, trained, and mobilized on the general contractor's timeline without pulling from operating reserves. The facility returned to an undrawn position within four months of the first billing cycle and remained available for the next award.
Situation
A building services contractor at $260K in monthly revenue was expanding into a second metro market on the strength of a single anchor contract worth $85K per month. The move required auto scrubbers, two service vehicles, a supply stock, and close to 90 days of crew payroll before the anchor client's first payment arrived.
Structure Deployed
Capital was split into two parts. A $150K asset-based portion covered equipment and vehicles, secured by the equipment itself. A $100K bridge facility covered the payroll and supply gap between crew deployment and first collection, sized to retire as the anchor contract moved onto a normal billing rhythm.
Outcome
The second market opened on schedule with a fully staffed crew. The bridge portion was retired in four months once contract billing normalized, and the equipment portion amortized against the recurring revenue it helped produce.
A building services contractor at $260K in monthly revenue was expanding into a second metro market on the strength of a single anchor contract worth $85K per month. The move required auto scrubbers, two service vehicles, a supply stock, and close to 90 days of crew payroll before the anchor client's first payment arrived.
Capital was split into two parts. A $150K asset-based portion covered equipment and vehicles, secured by the equipment itself. A $100K bridge facility covered the payroll and supply gap between crew deployment and first collection, sized to retire as the anchor contract moved onto a normal billing rhythm.
The second market opened on schedule with a fully staffed crew. The bridge portion was retired in four months once contract billing normalized, and the equipment portion amortized against the recurring revenue it helped produce.