How Much Medical Office Cleaning Owners Make: $126k-$941k EBITDA
You’re planning owner pay in a business with recurring healthcare cleaning contracts, but the first two years can be cash-heavy This model shows -$72k EBITDA in Year 1, -$28k in Year 2, then $126k to $941k EBITDA from Year 3 to Year 5 before personal taxes, debt service, reserves, or owner distributions
Owner income-$72k to $941kNet margin-30% to 36%Revenue for target pay≈$2.63MBusiness difficultyHard
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Owner income calculator
Estimate owner take-home and the target-pay gap from revenue, margin, costs, reserves, and target pay.
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Planning note: This is a researched planning estimate, not guaranteed salary, tax advice, or owner distribution advice. Actual owner income depends on revenue, margin, payroll, taxes, debt, and reinvestment.
Want the six income drivers?
1
Labor Productivity
$200K-$1.09M
Wages rise from $200K in Year 1 to $1.085M in Year 5, so every extra service hour per tech has to cover a bigger payroll base.
2
Contract Value
$750-$1.4K
Standard cleaning at $750-$850 and premium disinfection at $1,200-$1,400 set the revenue per account, so higher-priced contracts push take-home up fast.
3
Route Density
3.0%-2.2%
Fuel cost drops from 3.0% of revenue to 2.2%, so tighter routes and cleaner schedules protect margin.
4
Service Scope
20%-75%
Premium disinfection grows from 20% to 75% and terminal cleaning from 10% to 30%, which lifts revenue per site without the same jump in base overhead.
5
Owner Leverage
1-2 FTE
The model adds an operations manager in Month 1 and more support roles later, so the owner can shift from hands-on work to sales and control.
6
Compliance Cost
12%-10%
Direct cleaning supplies fall from 12.0% to 10.0% of revenue, and training stays on the books, so weak standards can still eat margin.
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What is a good profit margin for medical office cleaning?
A good profit margin in Medical Office Cleaning depends on labor hours, not just the cleaning price; labor productivity is what decides owner take-home. For startup cost context, see What Is The Estimated Cost To Open And Launch Your Medical Office Cleaning Business? and note that Year 1 direct supplies and fuel are 15% of revenue, while total variable costs including commissions, payment fees, and variable marketing are 255%.
Margin math
745% contribution margin before wages in Year 1
791% by Year 5, per the model
$200k wages in Year 1
$1085M wages in Year 5
What eats margin
Medical-grade supplies and PPE add cost
Training, insurance, and documentation matter
Rework can erase profit fast
Underpriced visits hurt when labor runs long
How many medical office cleaning accounts do I need to make money?
You need about 30 active Medical Office Cleaning accounts to make money before owner pay at Year 1 pricing; here’s the quick math: $1,010 weighted monthly value per account × 30 × 12 = about $363,600, close to the model’s $358,000 breakeven revenue. Track retention and service quality with How Is The Patient Satisfaction Level For Your Medical Office Cleaning Service? because churn can push breakeven past the modeled Month 10.
Account Targets
5 accounts = about $5,050 MRR
10 accounts = about $10,100 MRR
30 accounts = simple breakeven range
Breakeven occurs around Month 10
Cost Pressure
$200,000 Year 1 fixed wages
$516,000 Year 1 overhead
$15,000 Year 1 marketing
Owner pay needs revenue above breakeven
Is medical office cleaning profitable if I hire cleaners?
Medical Office Cleaning can be profitable, but hiring early can crush cash flow: this model adds 3 cleaning technicians and 1 operations manager in Year 1, which means about $200k in annual wages before owner pay. EBITDA is -$72k in Year 1, -$28k in Year 2, and turns positive at $126k in Year 3, so owner-run work protects early cash while staffing only works when routes are dense and quality control stays tight.
Cash impact
3 technicians add payroll fast.
1 manager lifts fixed costs.
$200k wages hit before owner draws.
-$72k Year 1 EBITDA hurts take-home.
When it works
Use owner labor to save cash early.
Staff only with dense route groups.
Book tight after-hours schedules.
Keep quality control high to cut churn.
Key Takeaways
Recurring contract count drives most monthly income.
Price scope to cover extra labor and supplies.
Labor efficiency protects margin more than top-line growth.
Dense routes and owner focus raise take-home pay.
Build low, base, and high medical office cleaning income scenarios
Owner income scenarios
Owner income swings with account count, service mix, and labor hours. Early ramp is tight, while a fuller book can support meaningful pay before reserves.
Compare low, base, and high owner income cases for a medical office cleaning business.
Scenario
Low CaseLow case
Base CaseBase case
High CaseHigh case
Launch model
The owner stays in ramp mode, and income stays weak while the team builds the book.
The book is close to simple Year 1 breakeven, but owner pay is still thin before reserves.
A fuller account book can fund a $100k before-tax owner-pay target before reserves.
Typical setup
Expect 5-10 accounts, heavy owner involvement, and a mix that still leans on standard cleaning.
Expect about 30 active accounts at roughly $1,010 monthly value per account, with standard cleaning still the core.
Expect 41+ active accounts, a stronger premium and terminal mix, and enough gross profit to hold the model's 25.5% variable costs.
Cost drivers
5-10 accounts
heavy owner labor
low premium mix
fixed wages and overhead
slower cash build
About 30 accounts
$1,010 monthly value
standard cleaning mix
wage ramp
fixed overhead
41+ accounts
stronger premium mix
25.5% variable costs
better labor density
reserve buildup
Owner income rangeBefore owner reserves
Below zeroDownside case
Near breakevenCore case
$100k before-tax targetUpside case
Best fit
Use this to stress-test a slow launch with thin capacity and heavy owner labor.
Use this for a normal first-year book that is close to breakeven before owner pay.
Use this to test a fuller, premium-heavy book that can support owner pay.
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Planning note: Research-based planning assumptions only; not guaranteed earnings, salary promises, tax advice, or distributions. Churn, labor hours, and pricing can move take-home fast.
Medical Office Cleaning Core Six Income Drivers
Recurring Contract Value
Recurring Contract Value
This driver is active accounts × average monthly contract value. In Year 1, the weighted value is about $1,010 per active account, rising to about $1,887 by Year 5 as premium disinfection and terminal cleaning take a bigger share. More recurring contract value lifts cash flow fast because it pays for payroll, supplies, insurance, and owner draw.
Here’s the risk: low-price clients, late access, and high complaint volume can turn a “full” route into weak margin. Churn also adds acquisition cost, starting at $300 per account in Year 1 and easing to $240 by Year 5. One bad-fit account can look busy and still reduce take-home pay.
Track Value per Account
Measure monthly contract value, churn, complaint rate, and service mix by account. Split revenue by standard cleaning, premium disinfection, and terminal cleaning so you can see which contracts really cover labor and rework. If a client needs more access time or more callbacks, raise price or reset the scope.
Use a simple rule: keep the account only if its monthly fee clears extra labor, supplies, and CAC. Track the floor on each contract, then test price increases on low-margin accounts first. The goal is clean recurring revenue that stays above the cost of serving it.
Track active accounts monthly.
Compare fee vs. service hours.
Flag late access and callbacks.
Raise prices on poor-fit clients.
Healthcare Compliance Costs
Healthcare Compliance Cost Drag
Healthcare compliance costs include cleaning supplies, PPE, training, insurance, documentation, and quality control. In this model, direct supplies run 12% of revenue in Year 1 and 10% by Year 5. Add $400 for general liability, $600 for workers compensation, and $350 for ongoing training each month. That fixed $1,350 per month hits cash flow before owner pay.
Control the Compliance Load
Price the full cleaning protocol, not just the visit. Cheap disinfectants, poor logs, or weak training can push up rework and cost client trust, so the owner should track supplies as a share of revenue, log exceptions, and review callbacks each month. A 2-point drop in supply cost, from 12% to 10%, saves $20 per $1,000 billed.
Track supply % monthly
Audit logs and callbacks
Budget $1,350 fixed monthly
Owner Role And Management Leverage
Owner Role And Management Leverage
If the owner cleans jobs, early cash can look better, but sales time and crew management shrink. If the owner supervises crews, quality control improves, yet direct cleaning output now depends on employee hours and payroll coverage. In this model, the $80k salary line can become owner pay for operations work, not passive profit.
Estimate it from owner hours, active accounts, crew size, and supervision time. Here’s the quick test: if the owner is still the main cleaner, scale stalls; if the owner is the ops manager, income can rise only when supervisors, scheduling, and training cover the work without more callbacks or missed visits.
Track owner hours, not just revenue
Track how many hours the owner spends on cleaning, sales, scheduling, and field checks each week. That shows whether the $80k line is wage income or true profit. The key inputs are active clients, service visits, supervisor coverage, and payroll backup. If owner time drops below cleanup and client response needs, service quality and renewals can slip.
Build leverage with simple controls: written checklists, route schedules, new-hire training, and a named backup for every shift. Keep a log of rework, late starts, and client complaints. If those rise while owner cleaning falls, the business is growing revenue but not owner income.
Owner cleaning hours
Supervisor coverage
Callback rate
Payroll backup
Visit Frequency And Scope
Visit Frequency and Scope
Visit frequency and scope set the monthly price. Standard cleaning runs $750 per month in Year 1 and $850 in Year 5; premium disinfection is $1,200 to $1,400; terminal cleaning is $200 to $240. More visits, more square footage, more restrooms, more exam rooms, and after-hours access all push revenue up, but only if the rate covers the extra labor, supplies, PPE, and rework risk.
What this estimate hides: a bigger scope can lift top-line revenue and still cut owner pay if pricing stays flat. The clean rule is simple: add only the work you can price above its extra labor and supply load, or gross margin will thin even when sales look better.
Price to the actual visit map
Track each account by visit count, square footage, restrooms, exam rooms, disinfection scope, and after-hours access. That gives you the inputs needed to set a fair monthly rate and spot low-margin jobs before they eat cash flow.
Test scope changes before you renew. If a client wants premium disinfection or terminal cleaning, reprice the contract first so added revenue covers added labor hours, supplies, PPE, and any rework risk. Otherwise, the owner absorbs the extra work and take-home income drops.
Route Density And Scheduling
Route Density And Scheduling
When clinics sit far apart or only allow after-hours access, you pay for unpaid drive time, idle time, and reschedules. Here’s the quick math: route density protects margin because two accounts close together can use one crew path better than two higher-priced accounts far apart. In this model, fuel for service delivery is 3% of revenue in Year 1 and 22% by Year 5, plus $400 per month in fixed fleet maintenance. Inefficient routing lowers owner take-home even when MRR looks strong.
Cluster Jobs Before You Add Accounts
Track travel minutes per visit, idle minutes, and revenue per route hour. Build the schedule around visit frequency, service windows, and nearby zip codes, then price tight windows and long gaps higher. If a new account adds distance but not density, it can cut profit faster than a smaller account on the same block.
Measure fuel as a revenue percent.
Count paid idle time weekly.
Pair nearby accounts on one route.
Charge more for tight windows.
Drop far, low-margin jobs.
Labor Productivity
Labor Productivity
Labor is the biggest controllable cost here, so small hour creep can wipe out owner pay fast. The model grows from 3 technicians in Year 1 to 20 in Year 5, with technician pay at $40,000 per FTE. Total wages rise from about $200,000 to about $1.085M, so every extra hour on route, in supervision, or on callbacks hits profit directly.
The key input is service hours per active customer, which rise from 15 to 17 per month. That sounds small, but one missed hour per visit across many accounts turns into payroll drag, paid travel, and overtime. One extra hour is not a rounding error. If labor runs ahead of contract price, gross margin falls and the owner’s draw gets squeezed.
Track Hours, Not Just Headcount
Measure scheduled hours, actual hours, overtime, callbacks, supervision time, and paid travel by account. Then compare those hours to the monthly contract price and the 15 to 17 service-hour target. If one site needs extra touch time, reprice it or tighten scope so labor stays below what the contract funds.
Use a simple test: if a route or account needs repeat fixes, it is not productive. Cut rework, improve handoff notes, and group visits to reduce travel. The goal is straight: more billable cleaning hours, fewer paid non-billable hours, and a cleaner path to owner profit.
