Finding The Right Pricing For Deep Cleaning Services
As a small business owner and single mom of three, I’ve learned quickly that pricing isn’t just about covering costs—it’s about knowing your worth and not undervaluing your time. In the cleaning industry, especially with deep cleaning, it’s easy to underprice just to get the job. But I’ve realized that the type of work we do—the dirty, time-consuming jobs that others avoid—requires not only effort, but skill, consistency, and attention to detail. One thing I’ve been working on is finding that balance between staying competitive and making sure I’m actually profitable, not just busy. For those who have been in business longer How did you figure out your pricing structure for deep cleaning services? Did you base it more on square footage, time, or level of buildup? And how did you gain the confidence to raise your prices? I’m focused on growing my business the right way, building something stable for my family, and I’d really value hearing what’s worked for others.
Need guidance
Hi I’m new to this community but to sum it up I’m a dad of two looking to become self employed and I’m ready to branch out on my own but I have no way of securing enough jobs to maintain my finances and I need to go all in to make it happen but at the same time my current full time job won’t allow me to what can I do
From One Truck to Two Brands – Scaling a Power Washing & Lighting Business in NJ
Hey everyone—Daniel here, owner of Garden State Exterior Solutions out of New Jersey. I started with just power washing, grinding it out one job at a time. Over time, I built Bayside Power Washing into a 5-star service, and recently expanded into permanent exterior lighting with North Pole Lighting. Now I’m running two service divisions under one company, and I’m focused on scaling the right way—better systems, stronger branding, and building a team. A few things I’ve learned: Customers care more about trust and communication than just price Systems (quoting, scheduling, follow-ups) are EVERYTHING Upselling additional services (like lighting) can completely change your revenue Right now, I’m working on: Expanding across New Jersey Hiring and training reliable team members Investing in better equipment and marketing I’d love to hear from others in the space— 👉 What’s been your biggest breakthrough when scaling past the “owner/operator” phase? 👉 And if you run multiple services, how do you keep everything organized and profitable? Always looking to learn and connect 🤝
How to convert more leads into booked jobs without sacrificing quality?
Running a general contracting business through UA Handyman, Uniquely Authentic LLC has shown that success isn’t just about doing great work—it’s about converting opportunities. We generate a strong flow of leads, which reflects our brand and demand, but the real challenge is turning those leads into completed jobs. Between scheduling, estimates, follow-ups, and active projects, it’s easy for opportunities to slip if systems aren’t tight. General contracting isn’t just about building—it’s about efficiency, communication, and consistency from first contact to project completion. The question is: If we’re already getting a high volume of leads, how do we increase our turnaround rate and convert more of them into booked, completed jobs without sacrificing quality?What’s one thing you changed in your business that actually moved the needle?
I’ve been really focused on tightening up my systems this year—everything from estimating to scheduling—and I’m starting to see how much the small stuff adds up. Curious what’s worked for you guys. Was it pricing? Hiring better people? Systems? Marketing? Looking for real answers, not the generic stuff.The Handyman Business Machine: Non-Negotiables for Scaling
Non-negotiables that turn a handyman business into a repeatable machine—systems that make the business operate whether you “feel like it” or not. Think standardized scope, flat-rate pricing, SOPs, quality control, scheduling discipline, job costing, and a comp plan that rewards speed + quality. If you had to boil scaling down to 5–10 tenets, what are yours—and which ones moved the needle the most? Make sure they are measurable actions and results. “What doesn’t get measured doesn’t get done.” - Peter Drucker
