Business Development Proposal

Part 1

The role & the deal

The Chief Operating Officer transforms a multi-van cleaning operation into a self-operating, multi-division service company — one that runs without the original owner and is built to sell at a premium.

Compensation

Onboarding

$27,000 over 3 months ($9,000/mo) to build the full tech & ops backbone — advertising, automation, CRM, and billing.

Base commission

10% of all steam-cleaning revenue across every sales channel, flat as the business grows.

Exit

20% of the company sale proceeds upon resale.

New divisions

Participation stake (% TBD) in new revenue lines the COO creates — rentals, pressure washing, merch/ecom.

Core mandate — an “ownerless” company

Self-operating systems so the business runs profitably without the owner's daily involvement.
Standard Operating Procedures documenting every role so anyone can step in.
Operational efficiency — streamline van and employee operations into repeatable output.
Financial reporting & KPIs — dashboards on revenue/van, CAC, close rates, and churn.

People & organization

New-hire onboarding, owner-independent.
Training cycles — certification and quality standards.
Employee comp plans that grow income with tenure (retention).
Hiring pipeline so routes stay staffed.

Growth — new divisions

Equipment rentals, pressure washing, merch/ecom.
Residential & commercial sales expansion.
Expansion into new cities (see expansion plan).
Pricing strategy — tiers, bundles, upsells.
Recurring revenue that raises the exit multiple.

Risk & protection

W-2 classification, workers' comp, licensing.
Quality control & review generation.
Vendor & supply chain contracts.
Knowledge transfer — survives anyone leaving.

Why it pays off for the owner

Documented SOPs and recurring-revenue systems are exactly what move a buyer from a 4× to a 6× EBITDA valuation — applied to the whole company. The work that earns the commission is the same work that raises what the business sells for.

The expansion play

Prove it once. Then replicate, city by city.

The real value isn't one busy market — it's a repeatable playbook a buyer can see rolling into the next ten. Once a location runs profitably without the owner, the same systems clone into new cities.

Perfect the model

Get one market to an owner-independent, profitable state with documented SOPs.

Package the playbook

Turn the systems into a launch kit: hiring, training, ads, pricing, tech stack.

Open the next city

Deploy the kit into a new metro — vans, local lead-gen, a trained crew lead.

Repeat & standardize

Each launch gets faster and cheaper as the playbook tightens.

Why new cities matter to the sale

Multi-market = multiple of value. Buyers pay more for a proven, replicable system than a single-location operation tied to one owner.
De-risked revenue. Spreading across cities means no single market or large client can sink the business.
Bigger total market. Each new metro is a fresh pool of residential and commercial demand on top of the original.
Brand & buying power. Scale earns better supply pricing, stronger recruiting, and a recognizable name across regions.

The COO's role in expansion

Building the launch playbook, picking target cities, standing up local lead-generation, and hiring & training the first crew in each new market — so growth doesn't depend on the owner being in two places at once. Each new city compounds the revenue, owner profit, and exit value shown in the model below.

Part 2

Pro forma — the 5-year model

A projection for planning, not a guarantee. Adjust the assumptions and watch revenue, owner profit, and the owner's return move in real time.

Starting vans3

New vans / yr3

$/van/wk$7k

Total revenue Owner profit (after commission) COO commission

Steam cleaning Pressure washing Rentals Merch / ecom

The owner's ROI — 5-year view

Key assumptions

Driver	Assumption	Basis	Note
Per van	$350k gross / yr	$7k/wk × 50 weeks	Core unit economics
Labor	22.5% of steam rev	W-2 wages + payroll tax + workers' comp	Fully loaded
Van opex	$24k / van / yr	Fuel, maintenance, supplies, insurance	Excludes financing
Overhead	$60k + $8k/van	Office, software, admin	Scales with fleet
Ad spend	10% of revenue	Keeps vans booked	Biggest swing factor
Divisions	Phased yr 2–4	Pressure wash, rentals, ecom	Sized off steam rev
Commission	10% flat	Does not slide as revenue grows	On steam revenue
Exit	5× EBITDA	Conservative for home services	20% COO share

The model looks favorable partly because division revenue is optimistic and cost ratios are clean. Real operations run messier — treat this as the opportunity, not the promise. The single biggest variable is whether each van holds $7k/week, which depends on the lead-generation engine built during onboarding.

Part 3

90-day onboarding

A focused build sprint. The goal: install every system the company needs to grow predictably and run without the owner.

Month 1

Foundation

Audit tools, lead sources, booking flow.
CRM, pipeline, and lead routing live.
Conversion site with call & form tracking.
Payments & recurring billing configured.

Deliverable: a working CRM + booking + billing spine.

Month 2

Demand & automation

Google + Meta campaigns launched.
AI receptionist capturing every lead.
Automated post-job review requests.
Lead→booking→job→invoice flow automated.

Deliverable: live lead gen with measured cost-per-job.

Month 3

Measure & systematize

KPI dashboards: revenue/van, CAC, close rate.
First SOPs documented.
Channels tuned to lowest cost-per-job.
Roadmap for vans, hiring, divisions.

Deliverable: a documented, measurable acquisition system.

The $9,000/month runway

Three things: the build fee, the software stack, and a live ad test budget. Monthly figures are typical standard-tier pricing and may vary by vendor.

Tool & software stack

$800

Ad spend (test budget)

$3,000

COO build fee

$5,200

Total per month

$9,000

3-month total: $27,000. The ad test budget is flexible — it scales with results. The tool stack becomes a permanent operating cost the company carries after onboarding.

Tax treatment. This onboarding spend — software, advertising, and contracted build work — is an ordinary business expense and is generally fully deductible against company income in the year incurred. Exact treatment depends on the company's entity structure and accounting method; confirm specifics with the company's CPA.

What the company owns at day 90

A full acquisition engine — ads, landing pages, CRM, AI receptionist — running and measured.
Automated billing, booking, and review generation.
Dashboards showing exactly what each van and channel produces.
Documented SOPs — the first building blocks of an owner-independent company.
A roadmap for vans, hiring, and new divisions.