Team cleaning time
From your entered weekly hours
13.5hrs/week
Potential team time redirected
58.5 hrs/month702 hrs/year
Explore your potential
How much more could your team accomplish?
Give your hospitality team time back while keeping windows, walkways and waste guest ready.
Good cleaning gives your team more than time—it gives them room to focus on what guests notice.
First Impression Value Calculator
Your properties. Your possibilities.
Example values to start. Replace them with your own.
01Set your service rhythm
02What could move off your plate?
Add everyone's hours together. Enter observed hours if available; a rough guess is still an estimate. This input does not change with visits.
Example: 75%. Cleaning staff still do between visits is not transferred and stays in the remaining hours.
03Give coordination its own space
Include scheduling, checking, chasing, coordination and rework for the same scope. If a manager also cleans, don't count those cleaning minutes here again.
Advanced assumptions & optional values
Example 1.75. Used only to disclose provider production and combined labor, not to change your observed staff hours.
For illustrative opportunity value only. Redirected staff time is not a payroll reduction.
Your results · potential, not a promise
More time for hospitality.
A chance to put your team's attention back where guests feel it.
Owner / manager time
Separate coordination estimate
0.8hrs/week
Potential management time back
3.3 hrs/month39 hrs/year
Staff and manager hours are separate, not added together. Months use 52 ÷ 12 weeks. All results depend on your inputs and actual service scope.
Staff baseline: 6 entered hours/week × 3 locations. Redirected time is 75% of that baseline.
Labor stays visible: 5.3 T&T total crew-hours + 4.5 remaining staff hours = 9.8 combined hours/week, versus 18 staff hours before. We do not assume total labor decreases.
How these estimates are calculated
Observed staff weekly = entered staff labor-hours per location/week × locations. Pace estimate = total crew-hours per visit × visits/week × locations × assumed staff multiplier. Reclaimed staff weekly = staff weekly × scope transferred ÷ 100.
T&T production weekly = crew-hours per visit × visits/week × locations. Combined labor = production + remaining staff hours. Crew-hours sum all workers’ time on site.
Manager weekly difference = locations × (current minutes − proposed minutes) ÷ 60. Negative means more managerial time. No overlap is assumed or added to team hours.
Monthly = weekly × 52 ÷ 12. Annual = weekly × 52. Actual time, coverage, costs and opportunities may differ. Your rough guesses remain estimates; the 3× example is not measured performance.
If staff and vendors both clean, explore each separately. Vendor management estimates should not be added to the staff scenario for the same minutes.
Explore your potential
Where could the reclaimed time go?
Choose a focus or balance all four. These are possibilities for your team, not measured improvements.
Allocation total: 100% · changing one share rebalances the others · staff time only
Guest experience
Guest greetings, floor checks, barista service and service recovery.
3.4 hrs/week
Food & station readiness
Kitchen prep, line setup and food quality checks.
3.4 hrs/week
Training & skills
Shadowing, menu mastery and practicing safety standards.
3.4 hrs/week
Leadership & coaching
Staff coaching, pre-shift conversations and team support.
3.4 hrs/week
AI-generated illustrative scenes, not photographs of completed customer projects.
Skills growth
Room to practice. Room to grow.
Time in the shop can become a chance to shadow a skilled teammate, master a menu, practice barista service or coach through a service recovery.
Your team could use 6.8 hours/week for coaching and training with this allocation. What develops depends on how you use that room — no calculated skills gain or productivity multiplier is promised.
Consistency / coverage value
Your upside is more than hours.
Readiness, peace of mind and a cared-for first impression. These are potential process benefits, not guaranteed outcomes or dollar values.
- A guest-ready appearance
- Clear ownership of the Three Ws
- A clear cleaning calendar
- Fewer loose ends for the manager
- More room to focus on hospitality
- Clean entryways for arriving guests
Tidy
The Three Ws every two weeks
A yearly service calendar in every plan.
Tidier
The Three Ws once per week
A yearly service calendar in every plan.
Tidiest
The Three Ws three times per week
A yearly service calendar in every plan.
Windows inside and out; walkway leaf blowing and pressure cleaning of defined entrance and rear main areas; litter collection in agreed entrance and parking areas. Service is planned around restaurant operations to avoid disruption. Our 86 The Excuses Guarantee covers missed work within agreed scope, corrected within one business day. Communication and documentation are agreed for your property.
Want to see what this could look like at your properties?
Explore your plan, then let’s talk about the right scope and schedule.
Free front entrance window cleaning is subject to eligibility, availability and confirmation. We reach out to arrange scheduling.
Explore the Founding 15