The Fourth Quarter Reset

Key Takeaways:
• Leverage the fourth quarter to proactively align commercial cleaning services with a facility’s changing needs and operational goals.
• Conduct thorough facility walk-throughs to uncover changes in building occupancy and scope of work requirements.
• To prove their value, BSCs should adapt cleaning frequencies dynamically to actual building usage.

By Michael Hebda and Erick Wheelock

Fall offers a natural pause to reflect on our achievements, refine our focus, and capture new opportunities. As a Master Franchise Owner in commercial cleaning, I see the fourth quarter as more than managing holiday schedules, staffing, and annual budgets. It is a critical window for contractors to deepen client relationships, assess evolving needs, and position themselves as indispensable partners for the year ahead.

I’ve seen too many account reviews become a formality. The contractor asks whether everything is going well, the client mentions one or two concerns, and both sides return to business as usual. A better year-end review should answer a more useful question: Does the cleaning program still match what the facility needs?

Buildings rarely operate the same way they did 12 months earlier. Occupancy changes. Tenants turn over. Events increase. Budgets shift. A facility that requires one cleaning frequency in January may demand something different by November. In my experience, I often see those changes uncovered during a walk-through, not in the original scope of work.

Identify Cleaning Opportunities

Instead of starting with the contract, begin with the facility. Walk the property with the client and see how the building is used at present. For instance, on one account review, we noticed that an entrance near a newly reopened parking area was carrying far more soil into the building than the main lobby. That detail changed the conversation from whether the scope was being followed to whether the scope still fit the building.

These observations show whether the original scope still makes sense. Ask whether entrances receive more traffic, whether conference areas sit busy or empty, and if new tenants change restroom or break room usage. If carpet extraction or extra floor work came up repeatedly, build those needs into the plan instead of treating them as surprises.

One service issue does not signal a broken process, but repeated versions of the same issue probably do. Cleaning managers can use year-end reviews to identify patterns. Which areas generated the most callbacks? Did shifts, locations, or tasks require follow-up? Did staffing changes affect service delivery?

Those patterns provide valuable operational intelligence. Instead of defending what went wrong, use the information to improve the system. Adjust onboarding, change inspection frequency, add supervision, or clarify responsibilities between the building service contractor (BSC) and the client.

The goal is not to produce a perfect report card. It’s to show the client that the contractor is paying attention.

Labor remains one of the industry's most persistent challenges. Staffing shortages, wage competition, and workforce shifts continue to pressure cleaning operations. In my experience, clients don't expect perfection, but they do expect a plan that protects service continuity.

Discuss disruptions directly. How quickly were vacancies covered? Were new franchise owners properly briefed before taking responsibility for an account? Does cross-training protect services when someone is absent? These conversations can build trust when contractors frame them around continuity rather than excuses.

A staffing issue becomes a client problem only when the contractor lets it affect service without a plan.

Budget pressure will continue into the new year, so BSCs should not automatically answer every service challenge with more labor. First, look for inefficiencies. Could equipment reduce repetitive work? Are cleaning teams losing time because supplies are stored poorly? Could routes be reorganized to enhance efficiency?

Productivity also requires more than asking employees to work faster. When working with clients, the best solutions often come from eliminating wasted steps, matching cleaning frequencies to building use, and adding equipment or technology that reduces rework. Sometimes, a better recommendation is to apply existing resources more intelligently.

A Problem-Solving Plan

A BSC can become a commodity when it waits for the client to identify every problem. A year-end review can change that dynamic. I advise franchise owners to bring two or three specific recommendations based on what the team observed. For example, a different floor-care schedule could protect a finish, while entrance matting could reduce soil entering the building.

Not every recommendation needs to increase spending. The real objective is to show that the contractor understands the facility well enough to help manage it.

The most productive account review ends with clear next steps. Document what will change, who owns each action, and when the team will review results. That follow-through matters because it turns a conversation into accountability and gives both sides a reason to revisit progress.

Michael Hebda and Erick Wheelock are the Master Franchise Owners for Anago of Fort Worth, part of the Anago Cleaning Systems brand, supporting more than 1,800 franchises across the U.S. and Canada. For more information about Anago of Fort Worth, visit: www.AnagoCleaning.com/FortWorth.