Business financial model file
Cleaning Service Financial Model
Price a commercial cleaning route from paid crew time, travel and supplies, with opening vehicle/equipment cash kept separate.
Opening investment and working cash
The original case is a two-cleaner commercial-visit team, not a national cleaning-franchise investment quote. Storage deposit and supplies are working cash; the service vehicle and extraction equipment are separate capital payments.
| Cash use | $ |
|---|---|
| CAPEX: Service vehicle | 25,000 |
| CAPEX: Cleaning/extraction equipment | 7,000 |
| CAPEX: Storage setup | 3,000 |
| Pre-opening: Insurance, screening and training before opening | 4,000 |
| Pre-opening: Launch sales materials | 2,000 |
| Refundable deposit / tied-up cash | 1,800 |
| Opening stock / initial working inputs | 1,500 |
| Reserve: 2 selected fixed-cost months | 27,896 |
| Selected opening cash total | 72,196 |
CAPEX totals $35,000, pre-opening expense $6,000 and working cash $31,196. The deposit and opening stock tie up cash; they are not added again as monthly rent or consumed inputs. The reserve is a chosen fixed-cost buffer, not proof of full funding. Obtain actual installed/tax-inclusive quotes and dated opening payments.
Monthly fixed and variable OPEX
Each cleaner is budgeted for 160 hours at $22/hour plus 20% employer costs; coordination is 80 hours at $25 plus 20%. These original assumptions cover the scheduled team even when a customer cancels. Per-visit chemicals/travel do not include the same crew wages again.
| Commitment | $ per month |
|---|---|
| Two cleaners: loaded 160-hour rosters | 8,448 |
| Coordination: loaded 80-hour roster | 2,400 |
| Vehicle fixed services | 400 |
| Storage/workspace | 900 |
| Insurance | 350 |
| Scheduling/software | 250 |
| Marketing | 600 |
| Admin/fees | 250 |
| Base utilities | 150 |
| Maintenance | 200 |
| Total selected fixed cash | 13,948 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 310 |
| Chemicals/consumables per visit | 10 |
| Incremental travel/disposal per visit | 12 |
| Percentage-only fee allocation (3%) | 9.3 |
| Contribution before scheduled payroll/fixed OPEX | 278.7 |
The percentage fee is an aggregate allocation, with no fixed per-payment charge assumed. Unit contribution is not owner income: the full listed monthly roster and overhead still need coverage.
Capacity, break-even and a lower-sales case
A visit consumes four person-hours: two cleaners for two hours. From 320 paid cleaner hours,75% productive time leaves 240, or 60 visits. The selected route also fits only 60 slots over 20 days. The 55-visit plan must still fit drive times, keys/access and the promised service window.
For this fixed mix and commitment, whole-unit cash break-even is 51 completed two-person two-hour visits per month: ($13,948) ÷ $278.7, rounded up. The aggregate capacity is 60 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 42 | 13,020 | -2,242.60 |
| 51 | 15,810 | 265.70 |
| 55 (planned) | 17,050 | 1,380.50 |
| 60 | 18,600 | 2,774 |
At 42 completed visits the crew is still scheduled. A route that looks profitable before travel can fail when distant jobs remove a third daily slot; the prior guide's crew/contract comparison remains a separate decision.
Practical KPI definitions
Measure net visit value and contribution per completed visit after supplies/travel. Productive utilization is customer-cleaning person-hours divided by all paid cleaner hours, not the elapsed two-hour visit duration. Track cancellation and re-clean visits against their original customer cohort.
A current-month cash collection assumption is used. Actual commercial receivable terms, insurance requirements, tax, debt and future vehicle replacement need their own dates.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the model includes
The official FinModelsLab listing describes an editable five-year Excel model. Marketing spend and acquisition cost drive new customers; service allocation, customer lifetimes and monthly fees build revenue. Salary and staffing inputs sit alongside supplies, recurring expenses and dated investments. Stated outputs include profit and loss, cash flow, break-even analysis and dashboard charts.
Make the roster assumption explicit
Our guide's assumed dense route sells twelve jobs at $110 instead of ten at $120. With the same $880 paid roster and $10 of materials per job, contribution rises from $220 to $320 per week. Four hours are freed, but wages do not fall unless they are actually avoidable.
Translate the chosen route into recurring-customer, fee and staffing inputs. Use timed cleans, access delays and actual payroll commitments to test the offer. The Cleaning Service planning guide develops the original worked case.
Planning guide