Cleaning & janitorial
Cleaning Revenue Per Cleaner Calculator
Work out revenue per cleaner and what it implies about routing and pricing.
Result
An average hides a lot. One strong performer and one struggling one produce the same average as two mediocre ones, and the management action is completely different.
Get a Free Business AuditWhat moves the number
- Billable hours per cleaner, which routing determines.
- Average hourly rate achieved across their round.
- Whether they work domestic, commercial or both.
Where this one goes wrong
Comparing cleaners on different rounds. Someone on a dense urban round will always outperform someone covering a scattered rural one, and that is a scheduling outcome rather than a performance one.
Questions
About this calculator
What is a useful figure?
Revenue per cleaner day compared within similar round types. Across different geographies it measures the round rather than the cleaner.
How do I raise it?
Route density first, then rate. Adding billable hours to a paid day is worth more than a small price increase.
Should domestic and commercial be compared?
Not directly. Commercial rates are lower per hour with better density, so the figures are not comparable without context.
The formula
revenue per unit = revenue / number of units; contribution = gross profit - cost of the unit
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Please keep the attribution line. It is the only thing we ask in return.
How to use this calculator
- Number of cleaners. Enter your own figure; the page starts at 12.
- Revenue per month ($). Enter your own figure; the page starts at $51,000.
- Cost of one cleaner per month ($). Wages with burden, vehicle, tools, phone.
- Gross margin (%). Enter your own figure; the page starts at 42%.
The result updates as you type, so you can try a figure, see what it does to revenue per cleaner, and change it back. Nothing you enter is sent anywhere or saved.
A worked example
These are the figures the calculator opens with. Every number in the results column below is produced by the same calculation the page runs, so you can follow it through before putting your own figures in.
What goes in
| Input | Value |
|---|---|
| Number of cleaners | 12 |
| Revenue per month | $51,000 |
| Cost of one cleaner per month | $7,200 |
| Gross margin | 42% |
What comes out
| Result | Value |
|---|---|
| Revenue per cleaner main result | $4,250 |
| Per cleaner per year | $51,000 |
| Gross profit each cleaner generates | $1,785 |
| Contribution after their own cost | -$5,415 |
Each cleaner brings in $4,250 a month and contributes -$5,415 after covering their own cost. Anything below zero there means adding people makes things worse, not better.
How sensitive the answer is
Holding everything else steady and changing only revenue per month, this is what happens to revenue per cleaner. It is worth knowing which of your inputs the answer actually hinges on, and which barely move it.
| Revenue per month ($) | Revenue per cleaner |
|---|---|
| $25,500 | $2,125 |
| $38,250 | $3,188 |
| $51,000 example above | $4,250 |
| $76,500 | $6,375 |
| $102,000 | $8,500 |
Every other input is held at the example value while this one changes, which is not how a real job behaves. Treat it as a guide to which number matters most, not as five separate quotes.
What each figure means
- Number of cleaners
- A number, between 0 and 2000, starting at 12.
- Revenue per month ($)
- A money amount, starting at $51,000.
- Cost of one cleaner per month ($)
- Wages with burden, vehicle, tools, phone.
- Gross margin (%)
- A percentage, between 0 and 95, starting at 42%.
What the results tell you
| Result | What it is |
|---|---|
| Revenue per cleaner | The headline result. A money figure. |
| Per cleaner per year | A money figure. |
| Gross profit each cleaner generates | A money figure. |
| Contribution after their own cost | A money figure. |
Time is the variable that bites
Pricing that works out on paper fails when the job takes longer than quoted. First cleans, heavily soiled sites and access problems all run over, so it is worth pricing the first visit separately from the recurring one.
Estimating is the easy part
The jobs you never hear about cost more than the ones you mis-measure. BDEVY builds the marketing, systems and automation that bring them in.