Janitorial, specialty, and facility services, we put your team in front of the facility and property managers who buy recurring cleaning contracts across their buildings.
Ask Ava anything about cleaning prospecting
Commercial cleaning is a recurring-revenue business sold one building at a time. Nearly every facility already has a cleaning vendor, and most switch only when service slips: missed trash, dirty restrooms, turnover on the night crew, a supervisor who never answers. The outbound job is to be the known alternative when that frustration peaks, and to get a walkthrough on the calendar before the contract comes up for rebid. Most of these buyers already have a contractor, so new accounts come from a target list built around the right buildings, contact with the people who sign, and follow-up timed to their contract end date and rebid window. An outsourced appointment-setting team runs that work as an extension of yours and puts qualified meetings on your calendar.
Occupied buildings cleaned on a set schedule, with a manager who owns the vendor, inside the area your supervisors can actually inspect.
Start with whoever hears the complaints, usually the office, facility or property manager, then confirm who signs the contract.
Contract end date, new manager, ownership change, inspection findings, a new building.
Square footage and building type, cleaning frequency, current vendor, contract end date, current complaints, who signs, special requirements such as healthcare protocols.
Re-contact before the contract end date and after known pain points such as a busy season or staff turnover; offer a floor care trial or a walkthrough.
Ten cleaning meetings a month takes about 1,420 dials: roughly 68 every working day, every month. Who is going to do it?
We are, and we love it. Our U.S.-based SDRs make those calls every day and keep the activity going through every season, so your team can walk buildings, price the work and close. Compare it with hiring an SDR yourself.
Prospect industries, fewest dials per appointment first
Titles that book fastest
Estimates from national averages in our sales-center data: 142 dials per appointment, 23.9% of opportunities reaching a proposal and 21.7% of proposals won. Historical results, not a promise.
Dials per appointment, national cleaning programs. Source: Abstrakt sales center, Performance Intelligence, 2026-10. Rows with fewer than 30 opportunities are left out. Historical results, not a promise.
Commercial cleaning is a recurring-revenue business sold one building at a time. Nearly every facility already has a cleaning vendor, and most switch only when service slips: missed trash, dirty restrooms, turnover on the night crew, a supervisor who never answers. The outbound job is to be the known alternative when that frustration peaks, and to get a walkthrough on the calendar before the contract comes up for rebid.
Buildings cleaned nightly or several times a week carry a real contract. Spaces cleaned occasionally are one-off jobs.
Most cleaning switches come from service failures. Complaints from tenants, staff or patients are the strongest signal you can learn on a call.
Healthcare, food handling, schools and senior living face inspections and audits. They pay for documented process and trained crews.
Somebody has to own the cleaning relationship. Where nobody does, decisions stall and price becomes the only lever.
One contract across several buildings justifies a dedicated supervisor and makes the route profitable.
Infection control and documentation. Ask how they verify what the crew did last night.
Many hospitals run in-house environmental services for patient areas, so ask which buildings or wings they contract out.
Resident and family perception. Ask where in-house housekeeping falls short and what gets outsourced already.
Tenant complaints reach the property manager first. One good building can open the rest of the portfolio.
Owners feel every complaint personally. Ask how often they end up calling the cleaning company themselves.
Security and consistency across branches. Ask whether they want one vendor for the whole branch network.
Audits and shift schedules. Ask which areas the production crew cleans and which they wish someone else did.
Summer floor work and nightly consistency. Contracts often align with the school year, so learn when it renews.
Showroom appearance and customer experience. Dealer groups often buy across several rooftops.
Most buy through RFPs. Learn the bid calendar and how to get on the bidder list before the next cycle.
Reach the person who knows the building, the person who signs, and whoever controls the vendor list.
Consistent crews and fast response when something is missed.
Accountability. Ask what they had to chase the current crew about this month.
Fewer tenant calls and inspection reports they can show the owner.
Trained, documented crews that fill gaps without adding compliance risk.
Get on the bidder list early. Procurement runs the process, but the facility team usually writes the scope.
The fact that matters most. Many janitorial contracts run on a fixed term or renew annually, and the end date is when a frustrated customer can switch cleanly.
Missed areas, crew turnover and an unresponsive supervisor are why most buildings switch cleaning vendors.
New managers inherit vendors they did not choose and often review them in their first year.
New owners and management firms rebid service contracts or bring their preferred vendors.
A poor health survey, customer audit or accreditation finding makes cleaning quality an urgent topic.
New space needs a cleaning contract from day one, and post-construction cleaning can open the door.
Many organizations rebid service contracts when the new budget year starts.
Why "not now" is still a prospect. Almost every building already has a cleaning company, so a no on the first call is usually a timing answer or a sign the incumbent is doing well for now. The useful outcome is the incumbent's name, the contract end date and what the manager wishes were different. Recorded and revisited, that turns a no into a scheduled walkthrough ahead of the rebid, or a quick response the next time the current crew slips.
The end date tells you whether this is a proposal now or a walkthrough scheduled ahead of the renewal.
A specific finding gives you the reason to change and the standard your proposal has to answer.
This separates the scope that needs trained, documented crews from general janitorial and shapes pricing.
If the answer is that they cannot, checklists and documentation become the core of your pitch.
Access and privacy concerns are often the quiet reason a practice stays with a crew it is not happy with.
Multi-site groups and leased suites often move the decision away from the person you are talking to.
This defines the real opportunity, which is usually medical office buildings, outpatient sites or administrative space.
The bid path decides whether you sell to the EVS director now or get registered with purchasing first.
Findings tied to contracted space are the strongest reason a hospital will look at a new provider.
The answer tells you whether your staffing, training records and reporting can clear their bar before you bid.
New buildings often get a fresh contract decision instead of being added to the incumbent's scope.
Most communities keep resident-room housekeeping in-house, so the opening is usually floors, carpet, common areas or move-outs.
Staffing gaps point to the scope they would hand off first and the urgency behind it.
Perception during tours ties cleaning directly to move-ins, which is the language the executive director uses.
A recent finding creates a deadline and a reason to act this quarter.
Turn speed is a concrete service you can price and promise, and it often gets you in the door before a full contract.
Regional buying means one approval can open several communities, but you need the regional contact involved.
Portfolio contracts often end on different dates, which gives you a building-by-building calendar to work from.
Repeat complaints tell you what the incumbent is missing and which building to target first.
Day porter scope changes staffing, pricing and how visible your crew is to tenants.
The answer shows whether you are bidding one site or positioning for the portfolio.
New buildings under management are the easiest point to bring in a new cleaning company.
Knowing where approval sits keeps the deal from stalling after the property manager says yes.
Owners who are chasing their own vendor are already halfway to switching.
Specific misses give you the walkthrough agenda and the proof points for your proposal.
Month to month means you can move now; a fixed term means you schedule the conversation before it ends.
Periodic work is often neglected and can be a smaller first job that proves your crew.
If an office manager deals with the crew, they are the one whose frustration drives the decision.
A patchwork of local vendors is the opening for a consolidation pitch.
Your ability to meet these is a pass or fail requirement before price comes up.
Inconsistency across locations is the problem a single provider is hired to fix.
Network changes are when facilities teams revisit vendors and scope.
A procurement-led process means you need to know the bid calendar and vendor registration steps.
The date sets your follow-up plan and tells you whether to ask for a pilot branch now.
Work that pulls operators off the line is the scope a plant manager will pay to hand off.
Shift schedules decide staffing, access and whether the job fits your crews.
An upcoming audit creates a date and makes high dusting or floor scrubbing an easy yes.
Office-side cleaning is often a separate, smaller contract that can be your first job in the plant.
Plant requirements affect your cost and show whether the plant manager or EHS needs to be involved.
Growth expands the scope and is a natural point to bring in a new provider.
School-year contracts renew on a predictable date, so you know exactly when to be back.
Complaints that reach the head of school create pressure the business manager wants to resolve.
Summer projects are a smaller first job and a chance to show quality before the nightly contract rebids.
Projects are often decided in winter and spring, so this tells you when to propose.
New space adds scope and often triggers a fresh look at the cleaning vendor.
Split vendors or porters doing the work in-house both point to a consolidation opportunity.
Customer-facing misses are what a general manager will act on.
Brand standards raise the cleaning bar and give you a timeline to work toward.
Group buying means one good store can lead to the rest.
The terms decide whether you push for a start date or schedule a follow-up.
Many campuses outsource specific buildings, residence hall turnover or events, which is where you fit.
Getting registered before the RFP is released is often the difference between bidding and missing it.
Gaps show the scope they may need help with before the formal bid cycle.
New buildings are often bid separately from existing contracts.
Peak-period work is a common first contract that does not require displacing the main provider.
Talking with the person who writes the scope lets your approach influence the RFP instead of just responding to it.
Nearly everyone does. Ask how long they have used them and what they would change. Tenure and complaints tell you how loyal the account is.
Next step: Record the incumbent and contract end date; schedule contact ahead of the rebid.
That is a date. Ask how long the term is, when it ends and whether it has a cancellation clause for poor performance.
Next step: Nurture to the end date; offer a walkthrough so you have a proposal ready when it opens.
Sometimes true, often polite. Ask what they would fix if they could fix one thing. Small complaints grow when crews turn over.
Next step: Record the answer and check back periodically; quality tends to change when the incumbent's staffing changes.
Cleaning cannot be priced responsibly without seeing the building. A price request is often a sign of a budget review or a quiet rebid.
Next step: Ask about scope and frequency, then book a walkthrough so the proposal reflects the actual space.
In-house teams often cover daily tidying but send out floor care, deep cleans, windows or coverage gaps.
Next step: Ask what they hire out or put off. That is the opening.
Send a short recap the same day that lists what you saw in the building, the problems they named and the scope you heard, then ask them to correct anything you got wrong. Confirm the date you will deliver pricing and who else should see it. If a regional manager or owner signs off, ask to include them on the recap.
Avoid: Do not send a generic capabilities brochure in place of a recap of their building.
Book a short call to walk through the proposal instead of emailing it and waiting. Go through the cleaning schedule, how you will check quality and how the transition works, since those are the questions that stall a decision. Ask directly what would need to change for them to move forward.
Avoid: Do not follow up with an email that only asks if they had a chance to look at it.
Find out what the decision is waiting on: a contract end date, an owner, a budget or a bad night with the current crew. Set the next touch around that event and send something useful in between, such as a sample inspection checklist for their building type. Keep the contact name, incumbent and end date in the CRM so the follow-up actually happens.
Avoid: Do not cut the price to force a decision that is really waiting on a contract date.
Thank them, ask what tipped the decision and confirm when the new term ends. Offer to be the backup for floor care, carpet extraction or a building the incumbent does not cover. Check in after the first few months, when service slips most often after a renewal.
Avoid: Do not criticize the incumbent or disappear until the next rebid.
Get back in touch well ahead of the contract end date, before the manager has decided to renew by default. Ask what has changed since you last spoke and offer a fresh walkthrough so your pricing reflects the building as it is now. For RFP accounts, confirm you are on the bidder list and ask who is writing the scope.
Avoid: Do not wait for the RFP to be posted or the renewal to be signed before calling.
Your ICP, target list, messaging and calendar handoff are built and approved.
Most partners see their first qualified appointment set by day 11.
Typically four appointments scheduled and two meetings already held.
Fourteen appointments set, with eight of those meetings completed.
The first closed deal typically comes by the end of month five.
Twenty-eight appointments set and eighteen held, with proposals out the door.
A typical partner timeline from Abstrakt's programs, not a promise for any single program. Your guaranteed activity or appointment number is agreed in writing before launch, and outbound pipeline builds over 6 to 12 months.
The core of the business. Every occupied building has a cleaning scope, an incumbent and a contract end date, which makes it one of the most predictable outbound targets in commercial services.
Medical offices, surgery centers and senior living need documented infection-control protocols. Buyers here switch over compliance risk, and they value a vendor who can show training and logs.
Sold to busy lobbies, medical buildings and multi-tenant offices. Usually an add-on to a janitorial contract rather than a standalone first conversation.
Strip and wax, burnishing and carpet extraction are a natural wedge into a building where the incumbent's floors are visibly worn. Works well as a trial job.
Driven by the project schedule and usually bought by the general contractor. Worth relationships with GCs, but timing is set by completion dates, not by your call.
Our SDRs open the door. Our creative and inbound teams make sure what a buyer finds next, your website and the material your reps send, closes the gap.
Local contractor counts, buildings worth calling, territory and the push months for bid meetings across 100 metros. Most room per contractor right now: McAllen, Saginaw, Grand Rapids, Detroit, Chattanooga.
| Market | Contractors | Larger buildings | Per contractor | Eligible targets | Push months | Largest category |
|---|---|---|---|---|---|---|
| Birmingham, AL | 220 | 1,095 | 5.0 | 1,071 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Huntsville, AL | 145 | 422 | 2.9 | 560 | Year-round | Manufacturing plants |
| Phoenix, AZ | 918 | 4,250 | 4.6 | 2,749 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Tucson, AZ | 229 | 775 | 3.4 | 623 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Little Rock, AR | 140 | 702 | 5.0 | 606 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Central Valley, CA | 422 | 1,971 | 4.7 | 1,274 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Los Angeles, CA | 2,526 | 13,607 | 5.4 | 10,053 | Year-round | Manufacturing plants |
| Oxnard, CA | 207 | 708 | 3.4 | 585 | Year-round | Manufacturing plants |
| Riverside, CA | 808 | 2,964 | 3.7 | 2,362 | Year-round | Manufacturing plants |
| Sacramento, CA | 523 | 1,736 | 3.3 | 1,335 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| San Diego, CA | 751 | 2,920 | 3.9 | 2,190 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| San Francisco, CA | 1,180 | 4,264 | 3.6 | 3,714 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| San Jose, CA | 528 | 1,732 | 3.3 | 1,514 | Year-round | Manufacturing plants |
| Santa Cruz, CA | 60 | 221 | 3.7 | 390 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Santa Rosa, CA | 118 | 533 | 4.5 | 646 | Year-round | Manufacturing plants |
| Stockton, CA | 156 | 504 | 3.2 | 739 | Year-round | Manufacturing plants |
| Colorado Springs, CO | 172 | 603 | 3.5 | 489 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Denver, CO | 791 | 2,702 | 3.4 | 2,647 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Bridgeport, CT | 275 | 1,007 | 3.7 | 1,668 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Hartford, CT | 313 | 1,322 | 4.2 | 1,450 | Year-round | Manufacturing plants |
| Washington, DC | 1,977 | 4,710 | 2.4 | 4,222 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Cape Coral, FL | 416 | 509 | 1.2 | 624 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Daytona Beach, FL | 303 | 481 | 1.6 | 1,934 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Jacksonville, FL | 517 | 1,334 | 2.6 | 1,062 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Miami, FL | 2,371 | 5,975 | 2.5 | 3,562 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| North Port, FL | 453 | 766 | 1.7 | 644 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Orlando, FL | 1,054 | 2,185 | 2.1 | 1,934 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Tampa, FL | 1,256 | 2,809 | 2.2 | 2,110 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| West Palm Beach, FL | 716 | 1,512 | 2.1 | 1,273 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Atlanta, GA | 1,595 | 5,355 | 3.4 | 4,425 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Honolulu, HI | 361 | 690 | 1.9 | 808 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Boise City, ID | 336 | 774 | 2.3 | 452 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Chicago, IL | 2,137 | 9,170 | 4.3 | 7,760 | Year-round | Manufacturing plants |
| Indianapolis, IN | 669 | 2,142 | 3.2 | 2,022 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| South Bend, IN | 66 | 359 | 5.4 | 928 | Year-round | Manufacturing plants |
| Des Moines, IA | 186 | 680 | 3.7 | 691 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Wichita, KS | 154 | 745 | 4.8 | 567 | Year-round | Manufacturing plants |
| Lexington, KY | 142 | 547 | 3.9 | 518 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Louisville, KY | 369 | 1,500 | 4.1 | 1,157 | Year-round | Manufacturing plants |
| Baton Rouge, LA | 231 | 758 | 3.3 | 509 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| New Orleans, LA | 275 | 919 | 3.3 | 917 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Portland, ME | 218 | 762 | 3.5 | · | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Baltimore, MD | 615 | 2,368 | 3.9 | 2,067 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Boston, MA | 1,300 | 5,372 | 4.1 | 4,246 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Springfield, MA | 91 | 545 | 6.0 | 575 | Year-round | Manufacturing plants |
| Worcester, MA | 187 | 956 | 5.1 | 700 | Year-round | Manufacturing plants |
| Detroit, MI | 700 | 4,465 | 6.4 | 4,462 | Year-round | Manufacturing plants |
| Grand Rapids, MI | 234 | 1,620 | 6.9 | 1,438 | Year-round | Manufacturing plants |
| Saginaw, MI | 23 | 212 | 9.2 | 506 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Minneapolis, MN | 1,074 | 4,542 | 4.2 | 3,776 | Year-round | Manufacturing plants |
| Kansas City, MO | 559 | 2,199 | 3.9 | 1,923 | Year-round | Manufacturing plants |
| St. Louis, MO | 593 | 2,744 | 4.6 | 2,561 | Year-round | Manufacturing plants |
| Omaha, NE | 289 | 920 | 3.2 | 770 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Las Vegas, NV | 621 | 1,595 | 2.6 | 947 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Manchester, NH | 147 | 521 | 3.5 | 802 | Year-round | Manufacturing plants |
| Albuquerque, NM | 187 | 705 | 3.8 | 533 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Albany, NY | 284 | 824 | 2.9 | 801 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Buffalo, NY | 383 | 1,276 | 3.3 | 1,174 | Year-round | Manufacturing plants |
| New York, NY | 4,780 | 17,910 | 3.7 | 15,682 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Poughkeepsie, NY | 184 | 547 | 3.0 | · | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Rochester, NY | 344 | 1,128 | 3.3 | 1,100 | Year-round | Manufacturing plants |
| Syracuse, NY | 200 | 627 | 3.1 | 624 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Charlotte, NC | 785 | 2,655 | 3.4 | 2,034 | Year-round | Manufacturing plants |
| Greensboro, NC | 220 | 899 | 4.1 | 1,466 | Year-round | Manufacturing plants |
| Raleigh, NC | 486 | 1,123 | 2.3 | 1,401 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Akron, OH | 182 | 843 | 4.6 | 4,105 | Year-round | Manufacturing plants |
| Cincinnati, OH | 583 | 2,260 | 3.9 | 2,098 | Year-round | Manufacturing plants |
| Cleveland, OH | 532 | 2,699 | 5.1 | 4,105 | Year-round | Manufacturing plants |
| Columbus, OH | 460 | 2,072 | 4.5 | 1,835 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Dayton, OH | 185 | 923 | 5.0 | 1,092 | Year-round | Manufacturing plants |
| Oklahoma City, OK | 316 | 1,305 | 4.1 | 1,084 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Tulsa, OK | 188 | 1,114 | 5.9 | 1,068 | Year-round | Manufacturing plants |
| Portland, OR | 883 | 2,688 | 3.0 | 2,327 | Year-round | Manufacturing plants |
| Allentown, PA | 174 | 901 | 5.2 | 727 | Year-round | Manufacturing plants |
| Harrisburg, PA | 125 | 634 | 5.1 | 1,598 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Philadelphia, PA | 1,443 | 6,299 | 4.4 | 4,033 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Pittsburgh, PA | 477 | 2,829 | 5.9 | 2,473 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Providence, RI | 485 | 1,791 | 3.7 | 1,510 | Year-round | Manufacturing plants |
| Charleston, SC | 223 | 677 | 3.0 | 434 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Columbia, SC | 244 | 655 | 2.7 | 516 | Year-round | Manufacturing plants |
| Greenville, SC | 214 | 902 | 4.2 | 1,178 | Year-round | Manufacturing plants |
| Chattanooga, TN | 96 | 600 | 6.3 | 850 | Year-round | Manufacturing plants |
| Knoxville, TN | 185 | 899 | 4.9 | 808 | Year-round | Manufacturing plants |
| Memphis, TN | 280 | 1,156 | 4.1 | 1,012 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Nashville, TN | 447 | 2,095 | 4.7 | 1,466 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Austin, TX | 497 | 2,025 | 4.1 | 1,300 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Dallas, TX | 1,555 | 7,519 | 4.8 | 5,500 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| El Paso, TX | 104 | 623 | 6.0 | 543 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Houston, TX | 1,072 | 5,940 | 5.5 | 5,154 | Year-round | Manufacturing plants |
| McAllen, TX | 59 | 590 | 10.0 | 321 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| San Antonio, TX | 424 | 1,965 | 4.6 | 1,347 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Provo, UT | 160 | 663 | 4.1 | 1,717 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Salt Lake City, UT | 456 | 1,439 | 3.2 | 1,717 | Year-round | Manufacturing plants |
| Richmond, VA | 413 | 1,175 | 2.8 | 844 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Virginia Beach, VA | 448 | 1,462 | 3.3 | 1,017 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Seattle, WA | 1,185 | 3,493 | 2.9 | 3,063 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Spokane, WA | 211 | 620 | 2.9 | 500 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Charleston, WV | 47 | 206 | 4.4 | 410 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Madison, WI | 200 | 771 | 3.9 | 770 | Year-round | Manufacturing plants |
| Milwaukee, WI | 442 | 2,248 | 5.1 | 2,406 | Year-round | Manufacturing plants |
Most eligible targets in Abstrakt's records: New York (15,682), Los Angeles (10,053), Chicago (7,760), Dallas (5,500), Houston (5,154). Eligible targets: Abstrakt territory record counts, 2026-10, estimated decision-maker records per territory; some territories cover more than one metro.
Contractors: U.S. Bureau of Labor Statistics, Quarterly Census of Employment and Wages, private ownership, 2025 Q2, janitorial services establishments (NAICS 561720). Larger buildings: U.S. Census Bureau, County Business Patterns 2023, establishments with 20 or more employees in cleaning-buying categories. Prospecting windows from NOAA NCEI nClimDiv county monthly series, 1991-2020 averages.
Best for $2M to $10M revenue. A dedicated U.S.-based SDR at 50% capacity, a custom 1,500-account target list, phone, email and LinkedIn.
Best for $10M to $50M. A dedicated SDR at 100%, plus direct mail, intent and trigger data, and nurture up to 18 months.
Best for $50M+. A team of 2 to 6 specialists across territories and divisions.
Guaranteed. The activity or qualified-appointment number is agreed in writing before launch. If we miss it, we keep working at no additional cost until we hit it.
Exclusive. One program per trade per market: we will not run cleaning appointment setting for your direct competitor in your territory.
See everything each plan includes or compare with hiring an SDR.
Pick a metro and see whether a cleaning program is still available there, with the local numbers. No form to see it.
Check a market →An opener, reason for the call, discovery questions, a voicemail and objection notes built from this playbook.
Build a script →Do-not-call lists, calling hours and registration rules for all 50 states, and why most teams hand this to a dedicated floor.
Look up a state →Commercial cleaning is a recurring-revenue business sold one building at a time. Nearly every facility already has a cleaning vendor, and most switch only when service slips: missed trash, dirty restrooms, turnover on the night crew, a supervisor who never answers. The outbound job is to be the known alternative when that frustration peaks, and to get a walkthrough on the calendar before the contract comes up for rebid. Most of these buyers already have a contractor, so new accounts come from a target list built around the right buildings, contact with the people who sign, and follow-up timed to their contract end date and rebid window. An outsourced appointment-setting team runs that work as an extension of yours and puts qualified meetings on your calendar.
Recurring janitorial contracts, specialty and deep cleaning, multi-site programs, and post-construction/one-time work.
Facility and property managers, operations directors, and procurement leaders who own the cleaning contract.
Most agencies sell leads , names and emails you chase. We sell booked meetings with qualified buyers, each verified against three checks: Right Company, Right Contact, Right Timing.
Most programs launch in 2–3 weeks and produce a first qualified meeting within 30–45 days, with full ramp by roughly day 60.
Both. Whether you serve a single metro or operate across multiple states, we build the target list to match your footprint.
We do, every working day, and we love it. Your team focuses on closing cleaning work.
Photos: janitorial worker with a cleaning cart in a commercial hallway by Caleb Oquendo on Pexels; cleaning cart parked in a building hallway by Thomas balabaud on Pexels (Pexels License, cropped).
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