Hire Data Analyst for Cleaning Services
Senior, direct, no layers

Cleaning firms live or die on reliability, and reliability is hard to see from a billing total. A route can look full while its cleaners spend half the day travelling between scattered jobs, a team can look productive while its sites generate the most complaints, and a client list can look stable while one site type quietly churns and another quietly grows. The business average hides all of that, because a dense route and a scattered route average into a reassuring utilisation figure.

The analyst work splits the business by route, site type and team before anything else is counted. Jobs are grouped by route with travel time shown beside cleaning time, so a scattered route is visible as a route problem, not a cleaner problem. Clients are split by site type for churn, consumables are allocated by job type, and complaints and recleans are counted by site and team, so a training problem is separated from a site that is genuinely difficult.

With that split, the firm can redesign routes around density, fix rotas where overtime is really a route failure, and aim quality effort at the sites and teams that generate recleans. Book a free discovery call to check whether your rota, route and complaint records can support a route-by-route view before scoping the work.

Cleaning businesses typically run a scheduling or rota system, a billing or invoicing tool, and complaint records that may live in email, messages or a logbook. The engagement reads exports from those sources, and the job or visit identifier is agreed before any route figure is produced, because a rota entry, a completed visit and an invoice are only the same job if the business can say how they are linked.

Travel time needs a stated method: where GPS or route records exist they are used, and where they do not, travel is estimated from job addresses and sequence and labelled as estimated. A travel figure is never presented as measured when it was estimated.

A cleaning business that completes this work should be able to say, for each route, how much time was cleaning and how much was travelling, for each site type, whether clients are being gained or lost, and for each team, where complaints and recleans concentrate. Consumables become a cost per job type rather than a bulk purchase line.

The work cannot make a scattered route dense or stop a site being hard to clean. It can show which routes, site types and teams create the cost and the churn, so management effort goes to the routes and sites where it changes the result.