Franchising Paul Stafford · 23 February 2016
Franchise profile: Domestic cleaning network Cleanhome
? Franchised since: 2012
? Number of franchisees: 16
? Network turnover: 500, 000
? Typical start-up cost: 9, 995 + VAT (1) Describe your business. Cleanhome offers ambitious entrepreneurs a rewarding business opportunity in the domestic cleaning industry. The company promotes a flexible business model with a robust training programme for every franchisee and ongoing head office support. Cleanhome’s bespoke cloud-based operational system enables franchisees to run their business flexibly from anywhere in the world. (2) What did you do before you founded Cleanhome? I previously worked for Virgin Atlantic as head of sales for the UK and Ireland and in the Disneyland Paris UK operation as UK country director. I started as an account executive at Virgin in 1991, when the company was still a fairly new operation, and was promoted to the position of a national account manager before securing the first global contract with Lehman Brothers and being further promoted to the role of head of sales. I was responsible for the training of all national account executives and created multi-skilled teams and multi-skilled managers. I was with Virgin for ten years but after 9/11 I knew that the airline would have to change and I decided that it would be the right time to go elsewhere. Richard Branson will always be my idol, so it was a huge compliment when he asked me to stay but I stuck to my guns. I took a sabbatical and then secured the position of country director for the Disneyland Paris UK operation, based in Hammersmith. I was responsible for the sales channels and marketing, had a team of 22 people and managed a multi-million pound budget. (3) Why did you decide it was the right time to start a business? About five years ago, when I was approaching 50, I felt the time was right to start my own business. I no longer wanted to spend long hours commuting to London every day and wanted to spend more time with my friends and family so I decided to build a business that would allow me to do just that but would also be profitable and become a pension pot in the long-term. (4) it’s quite a leap from corporate high flyer to starting a domestic cleaning franchise! Why this sector, and why did you franchise the business? I wanted it to be something that I knew about, whether as an operator or as a consumer, something that was a growth industry, something that was relatively low cost to set up, but from which you could get very good rewards, something with no commuting, something that was flexible so I could achieve a good work/life balance, and something that would give me a pension and be an ongoing source of income. Unbelievably, I found domestic cleaning ticked every single box and in addition I could use my sales and recruitment skills to sell to the clients and recruit cleaners. I established Cleanhome in the Thames Valley right after the economic downturn and within 23 months the turnover was 72, 319 80 per cent of which was profit. The business model proved successful as well as recession-proof. I felt a lot of people could benefit from its flexibility and from the unlimited potential it offered and after two years I decided to franchise the business. I started to build infrastructure to support other franchisees and created a prospectus to tell people about how successful our business model had proved to be. Cleanhome is about building relationships between cleaners and customers, and I knew that with the right people operating their own Cleanhome franchise, they would have a huge commitment to build very successful businesses and expand the brand right across the country. (5) Do you think your experience gives you a good perspective on supporting and growing individual franchisees? I have had a lifelong passion for training and helping people to make the most of their talents. My experience in managing and training sales executives at Virgin Atlantic and Disney came in useful, as I was able to use this experience to tailor my approach to suit my franchisees? specific business needs. I also place a lot of importance on compliance. Many franchise operations don’t teach all the legislation issues franchisees need to know about. it’s essential that the franchisees understand all legal aspects of our business from the terms and conditions of our contracts to the employment laws that they will come across. From my experience I also know that it’s important not to overwhelm people with too much information all at once which is why I have combined the legal training with developmental exercises, which include role-playing and shadowing experienced franchisees. I believe it’s really important to build your knowledge and confidence in a training room rather than missing out on signing a client from lack of confidence.
ABOUT THE EXPERTPaul Stafford
Paul Stafford is the British Franchise Association's PR manager, which allows him ample opportunity to indulge in two of his passions: writing and business. A background in various SMEs led Stafford to the franchise sector in 2012 and a role which sees him work closely with businesses of all sizes and sectors, from international giants to kitchen table startups.