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To request the CIM for for this opportunity, please submit your NDA and complete the intake form here: https://spic-and-span.visionpointcapital.com/ This is an opportunity to acquire a scaled, a... Businesses Franchises Brokers Loading... Multi-Location Commercial Janitorial Services franchise in Virginia Newport News City County, VA Previous Next Asking Price:Not Disclosed Cash Flow (SDE):Not Disclosed EBITDA:$860,000 Gross Revenue:$7,750,000 Real Estate:Not Disclosed Established:2005 Multi-Location Commercial Janitorial Services franchise in Virginia Business Description Provides recurring commercial janitorial & specialty cleaing services To request the CIM for for this opportunity, please submit your NDA and complete the intake form here: https://spic-and-span.visionpointcapital.com/ This is an opportunity to acquire a scaled, a provider of recurring commercial janitorial and specialty facility cleaning services across the broader Greater Hampton Roads / Tidewater market in Virginia. Founded in 2005, the Company has built a durable regional platform with a strong reputation for service quality, disciplined operating processes, and long-term client relationships across healthcare, education, industrial, office, financial, hospitality, government, and institutional end markets. The shareholders are seeking to sell a controlling stake in the company. Investment Highlights ● Recurring revenue profile: more than 85% of revenue is generated from recurring janitorial services, creating attractive visibility and retention characteristics. ● Scaled regional platform: approximately 250 employees service more than 2.27 million square feet of commercial facilities each day and night across 19 cities. ● Strong recent performance: TTM 5/31/26 revenue of approximately $5.75 million and adjusted EBITDA of approximately $860 thousand, with 2026E revenue and EBITDA of $6.52 million and $1.10 million, respectively. ● New higher run-rate: recent large recurring contract wins in H1 2026 support a go-forward monthly EBITDA run-rate that materially exceeds the Company's prior baseline. ● Long-tenured customer base: the top 10 recurring janitorial customers average approximately 10.3 years of tenure, with certain relationships spanning roughly two decades. ● Differentiated operating infrastructure: proprietary job costing, disciplined pricing processes, detailed KPI tracking, role-based staffing, and specialized project performance data support service consistency and margin control. ● Attractive growth runway: current territories remain under-penetrated, outbound sales capacity is limited today, and additional sales resources could accelerate new account acquisition. ● Expansion and consolidation opportunity: adjacent territory growth, specialty service expansion, government and institutional work, and selective acquisition of other franchise territories create multiple paths to scale. To request the CIM for for this opportunity, please submit your NDA and complete the intake form here: https://spic-and-span.visionpointcapital.com/ Ad#:2528843 Detailed Information Inventory: $800,000Included in asking price Employees: 241 (47 Full-time, 194 Part-time) Facilities: Sq. Ft.: 7,500 sq. ft.Type: Class A Office BuildingFuture: Sellers are open to selling the real estate to the same buyer or are willing to separateThe Company currently owns a fleet of six branded service vans, alongwith three Toyota Camrys and one Honda, available for manager use thatwill be included in the sale. Growth & Expansion: Growth Strategy- Scale Area Manager top end from $1.2 million to $2 million (implying each areamanager has additional capacity)- Build a Sales Team (Janitorial and Project Services)o Expand upon our success with verticals: Public & Private schools,Medical (Acute and Non-Acute), Financial, Government/Municipal,Manufacturingo Expand Services (Fire watch, specialty cleaning)o Grow market share of Southside licenses/territory- Re-organize Project Division for greater capacity- Maintain excellent service quality to retain current customers- Maintain or reduce COGS, especially labor, as a percentage of revenue- Utilize OH resources more fully before adding staffThere is also significant potential to expand the Company's service footprintthroughout Virginia. Franchise: This business is an established franchise Business Location Location: Newport News City County, VA Real Estate: Owned Financial Benchmarks for Virginia Cleaning Businesses Gross Revenue Benchmarks Cash Flow (SDE) Benchmarks EBITDA Benchmarks BizBuySell EDGE Demographic Information for Newport News City County Area Household Income Population Age Population Trend Population by Race/Ethnicity BizBuySell EDGE Listing Statistics Saved This Listing Listing Last Updated Appeared in Search Listing Detail Views BizBuySell EDGE Know the True Market Value Before You Make an Offer Get valuation data to negotiate with confidence. Get a Valuation Report Business Listed By: Matt Stein Phone Number 813-397-3656 Voice only (no SMS) Ad#:2528843 The information in this listing has been provided by the business seller or representative stated above. BizBuySell has no stake in the sale of this business, has not independently verified any of the information about the business, and assumes no responsibility for its accuracy or completeness. Read BizBuySell's Terms of Use before responding to any ad. Learn how to avoid scams. Contact Form Full Name* Enter a valid Full Name Phone Number Enter Phone Number Email Address* Enter Email Address Optional Message Yes, send me the Buyer Newsletter for popular businesses, tips, & email promotions. Optional: Check if you want to use IRA/401k funds ($75K+) to buy a biz - Guidant will call Send Message By clicking the button, you agree to BizBuySell’s Terms of Use and Privacy Notice Business Listed By: Matt Stein Phone Number 813-397-3656 Your request has been sent. What Happens Next? is reviewing your details. A representative will reach out soon to discuss your options. Expect a response in 1-2 business days. 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Why we like it
- Earnings quality is anchored in genuinely recurring revenue: more than 85% of sales come from recurring janitorial contracts, and the top 10 customers average 10.3 years of tenure. That kind of retention gives real forward visibility on the ~$860K EBITDA base and de-risks the cash flow that services the debt.
- The moat is operational discipline, not proprietary technology. Proprietary job costing, disciplined pricing, KPI tracking, and role-based staffing are exactly what separate a profitable janitorial roll-up from a low-margin bidding war. In a labor-driven business, the operator who prices and staffs accurately keeps the margin.
- Demand is structurally recession-resistant. Facilities in healthcare, education, government, and industrial settings need cleaning every night regardless of the economy, and these are exactly the sticky institutional verticals the company already serves. This is boring, essential, non-discretionary spend.
- There is a clear operator advantage in the diversified, institutional end-market mix spread across 19 cities and 2.27 million square feet daily. Concentration risk is spread across healthcare, schools, government, and industrial accounts rather than a single large customer, which makes the base durable and the platform a credible consolidation vehicle.
How to improve it
- Build out the outbound sales team the listing admits is missing. Management explicitly says outbound sales capacity is limited and territories are under-penetrated, so hiring one or two dedicated janitorial and project-services closers is the single highest-ROI move to convert existing capacity into new contracts.
- Push area managers toward the stated capacity ceiling. Management notes area managers currently run about $1.2M and could carry up to $2M in book, so filling that gap through denser routing and account additions grows revenue with minimal incremental overhead.
- Attack labor as a percentage of revenue, the biggest cost line in janitorial. Use the existing proprietary job costing and KPI systems to tighten scheduling, reduce overtime, and improve labor utilization across the 194 part-time staff. Even 100-200 basis points of COGS improvement flows straight to EBITDA.
- Expand the higher-margin specialty and project division. Fire watch, specialty cleaning, and one-off project work carry better margins than base janitorial, and re-organizing the project division for greater capacity captures more wallet share from existing tenured accounts.
- Pursue selective acquisition of adjacent franchise territories. The listing flags consolidation of other franchise territories as a path to scale, and bolting on nearby books of recurring business is the fastest way to add EBITDA at accretive multiples in a fragmented local market.
- Deepen penetration in government and institutional verticals. These contracts are stickier, longer-term, and less price-sensitive; leaning into municipal, public school, and acute/non-acute medical bids leverages the company's existing reputation and service infrastructure.
- Formalize contract renewal and price escalation processes. With average customer tenure over a decade, embedding annual CPI-linked price escalators into renewals protects margin against wage inflation without risking the relationships.
Diligence notes
- Reconcile the conflicting revenue figures before anything else. The listing header shows $7.75M gross revenue while the narrative cites TTM 5/31/26 revenue of only ~$5.75M and 2026E of $6.52M. Understand exactly which entity, period, and definition each number reflects, because the valuation hinges on it.
- Stress-test the 2026E jump. Management projects EBITDA rising from ~$860K to ~$1.10M on the back of H1 2026 contract wins, so verify those contracts are signed, in service, and durable rather than pilots or short-term work before paying a forward multiple.
- Scrutinize the franchise structure. This is a franchised operation, so review the franchise agreement for royalty fees, territory rights, transfer approval requirements, renewal terms, and whether the consolidation of other territories is contractually permitted. The franchisor relationship can materially change the economics.
- Dig into labor: 241 employees with 194 part-time creates turnover, scheduling, and wage-inflation exposure. Confirm worker classification compliance, any union presence, wage trends, and whether the KPI/job-costing systems can actually hold labor as a percent of revenue as the company scales.
- Clarify what is being sold. The shareholders are selling a controlling stake, not necessarily 100%, and the real estate (a 7,500 sq ft Class A office) is offered either bundled or separate. Nail down the equity percentage, the real estate treatment, and how the six branded vans and four cars factor into price.
Source
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