This is Linh’s story.
How to sell a cleaning business at the right time, to the right buyer, for the right price is the question Linh Nguyen had been turning over for almost three years before she finally picked up the phone. When the right time came, she called CGK Business Sales. Linh ran a $6.8 million Northern Virginia commercial cleaning company with $1.5 million in Seller’s Discretionary Earnings, 47 W-2 employees split across two main shifts (the 3 a.m. to 11 a.m. day-clean crews and the 5 p.m. to 1 a.m. evening-office crews), and a service mix that ran roughly 60 percent commercial janitorial inside multi-tenant office and retail centers, 35 percent specialty medical-office cleaning under HIPAA-compliant infection-control protocols, and 5 percent post-construction final cleaning for general contractors closing out new build-outs. She had founded the firm in 2007, nineteen years before this page was written, after a decade of supervising hospital housekeeping crews for a regional health system. Her single largest customer relationship represented about 28 percent of total revenue and ran through a regional medical-office tenant network of 14 buildings spread across Northern Virginia (Tysons, McLean, Falls Church, Arlington, Vienna, and Reston), a relationship that had begun 11 years earlier as a single multi-tenant office building and grew into the medical-office network when the property manager rolled up the medical practices’ real estate. She was 54. Her daughter Mai was finishing a residency in internal medicine at Inova Fairfax Hospital and had no interest in coming home to run a cleaning company. The commercial cleaning consolidation thesis had been live for years, with privately-held multi-state janitorial enterprises, PE-backed facility services platforms, and a layer of regional Mid-Atlantic operators calling firms in her revenue band more aggressively. She came to us in early 2025 because her body was telling her nineteen years of split shifts was enough, and because she had a second-chapter dream she had been carrying since the day she started the firm. This page is what happened next, and what could happen for you. Linh is a composite, not a single real CGK seller, but the patterns and details are pulled from real cleaning-services engagements.
The night before Linh called us.
Most owners who decide to sell a cleaning business have been carrying the decision quietly for two or three years before they make a single phone call. Linh was no different. She was 54. For nineteen years she had been the person who personally signed off on every new bid above $50,000 in annual contract value, the senior account manager on the eleven-year medical-office tenant relationship that had grown from one building into the fourteen-building network now representing 28 percent of the firm’s revenue, the recruiter and trainer for every new shift supervisor, the bilingual point of contact for crew leads who spoke Vietnamese, Spanish, and Amharic at home, the on-call escalation point for any 2 a.m. customer complaint about a floor that had not been buffed correctly, and the senior negotiator on every contract renewal across the multi-tenant portfolio. The business did $6.8 million in annual revenue, $1.5 million in Seller’s Discretionary Earnings, 47 full-time W-2 employees split across two main shifts that ran 3 a.m. to 11 a.m. and 5 p.m. to 1 a.m., and a small day-porter day shift inside a handful of class-A medical buildings. About 60 percent of revenue came from commercial janitorial work inside multi-tenant office and retail centers, 35 percent from specialty medical-office cleaning under HIPAA-compliant infection-control protocols including terminal cleaning of exam rooms and procedure suites, and 5 percent from post-construction final cleaning when general contractors needed final-walk readiness on new build-outs.
Why owners decide to sell a cleaning business
Linh’s reason was physical, financial, and personal at the same time. The split shifts were genuinely exhausting after nineteen years. She had been waking up at 2 a.m. on weekday mornings to be at her Wilson Boulevard office in Falls Church before the day-clean crews rolled out at 3, and she had been signing off on the evening shift’s daily incident log at 1:30 a.m. on most nights. Her cardiologist had been blunt at her last physical. Her daughter Mai was a third-year internal medicine resident at Inova Fairfax Hospital in Northern Virginia and had told Linh four years earlier, gently and clearly, that she would not be coming home to run a cleaning company. There was no successor inside the firm at the principal level. The bigger reason, the one Linh had not told her sister, her brother, or anyone outside her own kitchen, was a second-chapter dream she had carried since the day she signed her first cleaning contract in 2007. She wanted to start a Vietnamese-language cultural enrichment school for the children of immigrant families in the Falls Church and Annandale corridor along Wilson and Arlington Boulevards, the heart of the Eden Center Vietnamese-American community. She wanted to teach the language, the holidays, the history of the diaspora, and the music she had grown up with in Saigon and then in the refugee camp and then in the apartment in Seven Corners where her parents had built an American life on twelve-hour shifts at a textile-finishing plant. She had put that dream on hold for nineteen years to build the cleaning company that would pay for it. The commercial cleaning M&A market had been live for years, with privately-held multi-state janitorial enterprises, PE-backed facility-services platforms, and a layer of regional Mid-Atlantic consolidators calling firms in her revenue band more aggressively over the prior eighteen months. Linh had been approached nine times in the prior year by acquirers ranging from a Mid-Atlantic-based PE-backed janitorial roll-up to a privately-held multi-state enterprise out of the Mid-Atlantic to a national facilities-management platform with operations in 38 states. Linh did not know what her firm was actually worth at $6.8 million revenue and $1.5 million SDE with 28 percent customer concentration. She did not know whether the buyers calling were the right buyers for her crew leads, her shift supervisors, or the immigrant families whose first job in the United States had been the one she had given them. She did not have a single peer in her life who had ever sold a cleaning business at this size with this concentration profile.
That is the night she found CGK and submitted the form. We called her back at 7:51 the next morning, before her day-clean crews had finished their shift.
The conversation we had on the first call.
The first call was 58 minutes. Linh did most of the talking and we did most of the listening.
Linh talked about her shift supervisors and the way each one carried a different kind of book. Her senior commercial-janitorial supervisor, a man named Dawit who had been with the firm for fourteen years and who oversaw the multi-tenant office and retail accounts, had started as a Friday-night solo porter in a single suburban office park. Her medical-office cleaning supervisor, a woman named Patricia who had spent eight years in hospital environmental services before joining Linh in 2017, ran the HIPAA-compliant infection-control protocols across the fourteen-building medical-office tenant network and was the one who had personally trained every crew lead on terminal cleaning of exam rooms, procedure suites, and high-touch surfaces in pediatric and oncology offices. Her post-construction lead, a man named Jorge who had come over from a general contractor’s punch-list crew six years earlier, ran the small but high-margin post-construction final-cleaning team that turned over completed build-outs for handoff. Linh talked about the eleven-year medical-office tenant relationship and the way that single property-management contact, a woman named Karen at the regional medical-office REIT, had personally introduced Linh into each new building as the REIT had rolled up additional medical-practice real estate across Fairfax, Arlington, Loudoun, and Prince William counties. Linh talked about the customer concentration question with a kind of careful pride: she knew that 28 percent of revenue running through one relationship was a diligence flag, but she also knew that the relationship had been built one building at a time over eleven years, that the contract had renewed every two years on the same terms, and that the property manager had personally sent two referrals during the prior winter. Linh talked about the staffing question (shift supervisors were getting harder to recruit at her revenue band, and the immigrant labor pool that had been her hiring base for nineteen years was shifting as second-generation children chose different careers from their parents). She talked about her daughter Mai. She talked about the school she wanted to start. We asked about the business in the way you would ask if you were trying to understand it, not in the way you would ask if you were trying to win the engagement. What we were listening for was not just the financials. We were listening for whether Linh was actually ready to sell, what she was working toward, and whether her expectations on price and structure were grounded in what the market would actually support given the concentration profile.
At the end of that call, we set up a working session: an in-person conversation where one of our Managing Directors would walk Linh through our valuation model and tell her honestly what her firm was likely to command. We did not promise her a written report. Written valuations involve substantially more work, and we charge for those when a seller actually needs one for estate planning, a partner buyout, a divorce, or another documentary purpose. The walkthrough was free because Linh was clearly thinking seriously about selling, the way someone thinks about it before they actually do it. Whether that ends up being in a year, three years, or longer, we make the same call.
The valuation session was the following Monday at 9:30 a.m. at the firm’s Wilson Boulevard office in Falls Church, after the day-clean crews had clocked out and before the operations huddle.
Linh was not ready to sell a cleaning business yet. She went home and waited seven months.
The valuation session showed Linh that her firm was worth meaningfully less than she had been hoping, and the gap to her hoped-for number lived almost entirely in two places. The first was the 28 percent customer concentration to the medical-office tenant network. The relationship was real, eleven years deep, and it had renewed every two years for a decade, but a sophisticated buyer’s diligence team was going to underwrite the loss-of-anchor scenario aggressively because the contract sat with the property manager rather than with the practices themselves and could in theory be re-bid if the property manager left the REIT. The second was the documentation around the HIPAA-compliant infection-control protocols inside the medical-office work. Patricia’s training program, the exam-room terminal-cleaning checklists, the chain-of-custody documentation on regulated medical waste handling, the proof of staff training on bloodborne-pathogen protocols, and the OSHA compliance posture were all real, but they lived in a series of three-ring binders in Patricia’s office rather than in any kind of formal SOP library a buyer’s diligence team could review and take comfort in. The buyer pool, especially the privately-held multi-state janitorial enterprises and the larger PE-backed facility-services platforms, paid premium multiples for documented medical-office cleaning depth because that documentation translates directly into the diligence comfort needed to underwrite the medical-office work as a defensible long-hold revenue stream.
We told Linh honestly: she could go to market now and accept the discount, or she could spend six to nine months working on three things in parallel. First, she could engage Karen at the property-management REIT in an early conversation about a multi-year contract extension that would push the renewal cycle past any near-term sale and give a buyer a contractually defensible runway on the anchor relationship. Second, she could work with Patricia to convert the three-ring binder library into a formal SOP manual that documented every HIPAA-compliant infection-control protocol the firm executed, every staff-training cycle, every regulated-medical-waste handling procedure, and the firm’s full OSHA compliance posture. Third, she could elevate one crew lead in each of the three service lines (commercial janitorial, medical-office, and post-construction) into a formal deputy-supervisor role with a written job description, defined scope, and a documented succession path so that no single supervisor was a single point of failure for the buyer. We said the second path would likely command a meaningfully better number from a wider range of buyers, especially the privately-held multi-state janitorial enterprises that pay premium multiples for diligence-clean cleaning firms with documented medical-office capability.
This is the part most brokers skip. Most brokers would have signed Linh that day, taken her to market, and made the commission whether or not the deal was the best one for her. We told her to wait, even though it meant we did not get paid for seven months and might never get paid at all if she changed her mind.
Linh went home and waited. She spent the next seven months turning Patricia’s three-ring binders into a 92-page SOP manual that any buyer’s compliance team could read in an afternoon and understand. She quietly engaged Karen in a long lunch at a quiet restaurant near Tysons, walked her through her thinking about the next chapter, and walked away with a signed two-and-a-half-year contract extension on the medical-office tenant network at slightly improved pricing. She elevated Dawit’s strongest crew lead into a deputy-supervisor role on the commercial janitorial side, elevated Patricia’s most experienced infection-control trainer into a deputy-supervisor role on medical-office, and gave Jorge a written job description for the deputy he was already mentoring on post-construction. She tracked active acquirer activity through resources from the ISSA trade association, read the trade press on the privately-held multi-state janitorial enterprises building Mid-Atlantic density, and quietly studied which of her nine prior inbound suitors had actually closed deals in the prior twelve months and which were still talking. She called us back in late 2025 and said she was ready to sell a cleaning business that was finally in the shape it needed to be in.
What we did when Linh came back.
What it takes to sell a cleaning business properly
When an owner is ready to sell a cleaning business with CGK, the speed surprises them. We took Linh’s firm to market in just under three and a half weeks once she got us her updated financials, the signed two-and-a-half-year contract extension on the medical-office tenant network, the 92-page HIPAA and infection-control SOP manual, the deputy-supervisor bench documentation across all three service lines, the customer concentration schedule with the top-twenty accounts by revenue and tenure, the workers compensation experience modifier history with the Virginia state insurance fund, the I-9 audit posture and E-Verify enrollment documentation, the full P&L breakouts across commercial janitorial, medical-office, and post-construction, and the working capital schedule with payroll-funding cycle detail.
The blind teaser went out to 91 buyers we had pre-qualified across five buyer types. Sixty-four signed NDAs and received the full Confidential Information Memorandum. Thirty-eight submitted Indications of Interest. Seventeen advanced to Letters of Intent. We narrowed to eleven for management presentations. Six advanced to the final round. Three submitted final-final LOIs. One closed. The five buyer types we pre-qualified looked like this:
- Privately-held multi-state commercial janitorial enterprises building regional density inside two- to six-state footprints, capitalized with family or operator-CEO capital rather than a fund timer, treating acquired firms as standalone branded operations under a parent-company structure rather than absorbing them into a national playbook.
- PE-backed facility-services platforms running national consolidation theses across janitorial, day porter, and integrated facilities-management lines, typically in the third or fourth year of a five- to seven-year hold and aggressive on platform additions inside the Mid-Atlantic.
- Strategic acquirers from adjacent verticals including national property-management firms looking to vertically integrate cleaning, hospital systems looking to bring outsourced environmental services in-house through acquisition, and large building-services firms looking to add medical-office cleaning to a commercial-only book.
- Individual operator-buyers with commercial cleaning industry experience using SBA-leveraged or personal capital, generally interested in firms slightly below Linh’s size band but a few of which had partnered with searchers and family offices to compete in the $1M-plus SDE band.
- Search funds and independent sponsors with committed capital from family offices and HNW investor pools, hunting for owner-operator transitions in fragmented industries with sticky recurring revenue and labor-intensive service models.
Linh decided between two of the top three LOIs. They were materially different. One was a higher headline price from a PE-backed facility-services platform that wanted to absorb Linh’s firm into a national integrated facilities-management platform, with a conventional escrow structure, an aggressive 36-month earnout tied to medical-office customer retention metrics (a structure Linh found uncomfortable because the medical-office tenant relationship had eleven years of personal trust embedded in it that does not survive a forced rebrand and a national operations playbook), a uniform-and-vehicle harmonization mandate that would have stripped the local brand the firm had built in Northern Virginia over nineteen years, and a fund-cycle hold horizon. The other was a slightly lower headline price from a privately-held multi-state commercial janitorial enterprise out of the Mid-Atlantic, a family-owned firm running roughly $140 million in revenue across a five-state Mid-Atlantic footprint (Virginia, Maryland, DC, Delaware, and Pennsylvania), building regional density through bolt-ons, treating acquired firms as standalone brands inside a parent-company structure rather than absorbing them into a national operations playbook, with a 15-plus-year hold horizon and patient family capital rather than fund-cycle pressure. We walked Linh through what each LOI would actually deliver under realistic and pessimistic scenarios, including what the cultural continuity would look like for Dawit, Patricia, Jorge, and the deputy-supervisor bench under each owner. The privately-held multi-state janitorial enterprise was the better one for Linh. The cash position day one was meaningfully stronger when normalized for the absence of the medical-office customer-retention earnout, the brand and uniform preservation was structurally cleaner than a forced rebrand, and the cultural fit with a family-owned platform that valued long-hold operating performance over fund-cycle exits mattered to Linh deeply. She took it.
Through the whole process, the same CGK Managing Director who had taken Linh’s first call seven months earlier was the person walking her through every conversation.
What the deal actually looked like.
How the deal looks when you sell a cleaning business with CGK
Linh’s deal closed roughly five months after we restarted the engagement. The buyer was a privately-held multi-state commercial janitorial enterprise running roughly $140 million in revenue across a five-state Mid-Atlantic footprint (Virginia, Maryland, DC, Delaware, and Pennsylvania), capitalized with multi-generational family capital plus a senior credit facility from a Mid-Atlantic regional lender that knew the building-services industry. The platform was not PE-backed and had no fund-timer pressure to flip the firm inside a defined hold period. They acquired the firm as a stock purchase, with Linh’s company operating as a standalone branded branch inside the parent-company structure, retaining the firm’s name on its trucks and uniforms for a minimum of five years, retaining its OSHA documentation and HIPAA SOP manual as the operating standard for any future medical-office expansion the parent platform pursued elsewhere, retaining the eleven-year medical-office tenant relationship with the same property-management contact and the same crew leads who had cleaned those buildings, and integrating into the platform’s broader Mid-Atlantic accounting, payroll, and benefits administration over the first nine months.
The deal structure was meaningfully more cash-heavy than the headline LOI from the PE-backed competitor. About 87 percent of the price came as cash at closing, funded by the platform’s family capital plus the senior credit facility. About 8 percent was held back in escrow for 15 months to cover indemnification claims, a working-capital adjustment, and small carve-outs for any I-9, workers compensation, or HIPAA documentation issues that could surface during the transition window. About 5 percent was a small rollover equity stake into the buyer’s holding company at the parent level, structured without a performance hurdle, giving Linh modest alignment with the platform’s broader Mid-Atlantic operations and a participation right in any future liquidity event. The 87 percent cash at close was the deepest cash position Linh saw across any of the three final-final LOIs, and the rollover-into-the-parent structure rather than into a regional sub-entity gave Linh exposure to the full multi-state platform rather than to a single Mid-Atlantic region. Wire hit on a Friday morning in March.
Linh’s hands were shaking when the wire confirmation came through. She walked outside her Wilson Boulevard office, called Mai at her residency at Inova Fairfax, and did not speak for the first 90 seconds. Then she said, in Vietnamese: “Mẹ làm được rồi.” Mom did it.
Linh stayed on as a paid Branch President for the platform’s Northern Virginia operations for twelve months after closing, which let her personally introduce Dawit, Patricia, and Jorge to the new ownership, walk Karen at the property-management REIT through every senior leadership relationship at the parent platform, lead the integration of one tuck-in acquisition the parent platform completed eight months post-close in a sister Maryland-suburban market, and shape the medical-office cleaning playbook for any future Mid-Atlantic expansion the platform pursued. After twelve months, Linh stepped back to a quarterly strategic-advisor role that gave her room to focus on the Vietnamese cultural enrichment school she had begun planning the week after closing and that opened its first 22-student cohort fourteen months after the wire transfer.
What happened to Linh’s people.
Linh cared most about her three shift supervisors (Dawit, Patricia, Jorge), the deputy-supervisor bench she had elevated during the seven-month wait, her 47 W-2 employees across the two main shifts, and the immigrant families behind those names. About 30 of her crew leads and crew members were first-generation immigrants from Vietnam, Ethiopia, El Salvador, Honduras, and Mexico for whom the firm had been their first or second job in the United States, and a meaningful share of them had children in Fairfax County, Arlington, and Falls Church public schools whose afterschool stability depended on the consistency of Linh’s pay schedules, her health insurance benefits, and her policy of paying time-and-a-half on holiday work without making anyone ask for it.
The privately-held multi-state janitorial enterprise was a permanent-build operator who would actually run the branch with the existing leadership rather than parachute in a corporate consultant from a Big Four playbook. That made the people part substantially cleaner than it would have been under a PE-backed facility-services platform that would have absorbed Linh’s supervisors into shared regional operations, harmonized the crew compensation against a national standard, and stripped the local brand the firm had built in Northern Virginia over nineteen years. The buyer kept all 47 W-2 employees, honored the existing pay structure across shift supervisors, deputy supervisors, crew leads, and crew members, kept the policy of paying time-and-a-half on holidays without anyone needing to ask, and committed to keeping all three shift supervisors in their roles with expanded scope under the parent-company structure. The deputy-supervisor bench Linh had elevated during the wait period was preserved with formal stay-bonus packages tied to two-year performance windows. The bilingual benefits-enrollment process Linh had built over nineteen years (where every plan document was available in Vietnamese, Spanish, and Amharic, and where the open-enrollment meetings ran in those three languages plus English) was preserved as a model the parent platform began rolling into its other Mid-Atlantic branches in the eighteen months that followed.
Linh’s daughter Mai drove down from her residency at Inova Fairfax for the closing weekend and stayed two extra days. Linh’s brother and sister came over for dinner the Sunday after the wire hit. Her parents, who had worked twelve-hour shifts at a textile-finishing plant in Seven Corners for two decades to keep her in a Fairfax County public school, came to the small celebration she held with her supervisors and crew leads at a Vietnamese restaurant inside Eden Center in Falls Church the following Saturday. The school Linh had been carrying in her head for nineteen years had its first lease signed on a small storefront on Wilson Boulevard in Falls Church six weeks after closing.
What Linh told us afterward.
Why owners who sell a cleaning business with CGK keep coming back
About six months after closing, Linh called the Managing Director who had run her deal. She said two things that the Managing Director still tells new sellers about.
The first was about the seven-month wait. She said: “Three of the buyers calling me before I called you were ready to move in 30 days. Two different brokers I had spoken to over the prior year had told me they could take me to market that month with the customer concentration question wide open and the HIPAA SOPs still living in Patricia’s binders. The reason I sold with you is that you told me the truth about how the 28 percent concentration would actually be priced by a sophisticated buyer’s diligence team, the truth about how the medical-office work would be discounted without documented infection-control SOPs, and the truth about what an extended contract on the anchor relationship would buy me in the LOI conversations seven months later. You told me what would happen to the price if I went out without fixing those things. I would have left a real number on the table. The price difference was almost certainly more than what the seven months cost me in patience.”
The second was about who she sold to. She said: “I almost signed with the PE-backed facility-services platform because the headline price was bigger and they had a polished presentation team. The fact that you walked me through what each buyer would actually do with Dawit, Patricia, and Jorge, what each buyer would do with the eleven-year relationship I had built with the property-management REIT, what each buyer’s hold horizon would mean for the firm three and five years out, and how an integrated transaction with a multi-state family-owned platform was structurally different from a fund-cycle PE buyer that wanted to harmonize my uniforms against a national playbook, is a conversation I never even thought to have until you raised it. I sold to a buyer who is going to grow this firm with the team I built it with, and the school I am building now exists because of that decision.”
This is what we mean when we say we sit with you in the decision, not just the transaction. Linh is one composite story, but the pattern is real. The owners we work with who decide to sell a cleaning business usually find their way to us through versions of Linh’s situation, and the relationships start with a long listening session and a free walkthrough, not a pitch.
Ready to sell a cleaning business? Where are you in Linh’s story?
If you are starting to think about how to sell a cleaning business, we should talk. There is no commitment and no pressure. The first conversation is free. The valuation walkthrough that follows is free when you are seriously thinking about selling, whether that is in a year, five years, or longer. We only charge for formal written valuations, and only when you actually need one for estate planning, a partner buyout, or another documentary purpose. Submit the form and a senior CGK Managing Director will reach out within one business day.
If you are Linh at month 1: just exploring
You are not sure if you want to sell yet. Maybe a privately-held multi-state janitorial enterprise has been calling you. Maybe a PE-backed facility-services platform has sent you a teaser. Maybe your largest customer relationship is a meaningful share of revenue and you have not stress-tested how a buyer would price that concentration. Maybe your medical-office work is real but the SOPs live in three-ring binders. Maybe your shift supervisors are genuinely strong but your deputy bench is thin. Maybe your body has been telling you that nineteen years of split shifts is enough. Most of our best engagements start here. Submit the form and we will schedule a working session. You walk away with a real number and a clear sense of what to do next, with no obligation to do anything.
If you are Linh at month 7: ready to go
You have done the work to clean up the firm. The financials are tight. Your customer concentration risk has been mitigated through contract extensions on the anchor relationships. Your HIPAA, OSHA, and infection-control SOPs are in a documented manual any compliance team can read in an afternoon. Your shift supervisor bench is two-deep across each service line. Your I-9 audit posture, E-Verify enrollment, and workers compensation experience modifier are all clean. Your top-twenty accounts schedule is documented with revenue and tenure detail. Maybe a buyer is already in the conversation. You want to run a real process. Submit the form and we will be in touch within a business day to talk about timing, scope, and what your first 30 days as a CGK seller would look like.
If you are not sure where you are
Most owners are not sure. Submit the form and start with the conversation. We will figure out together where you are. We are equally happy to tell you to wait twelve months as we are to take you to market in three weeks.
Or call us directly at (888) 858-7191.
Start your own story
A senior CGK Managing Director will respond within one business day. Strictly confidential. For owners of cleaning businesses doing $1.5M+ in annual revenue, including commercial janitorial firms, specialty medical-office cleaning operators, post-construction final-cleaning firms, day-porter services platforms, and integrated commercial cleaning enterprises. The first conversation and the valuation walkthrough that follows are free for any seller seriously thinking about selling, on any horizon.
Confidential. No obligation. Direct routing to a named CGK business broker, not a junior screener.
One of these eight people would lead your engagement.
When you decide to sell a cleaning business with CGK, one named senior Managing Director stays with you from the first call through the wire transfer, just like Linh’s Managing Director stayed with her for twelve months and then for the engagement that followed. Our Managing Directors come from Wall Street investment banks, hedge funds, Fortune 500 corporate finance, and operating-business leadership. Cornell MBA. U Chicago Booth MBA. CFA. CMT. Naval Academy. Goldman Sachs. Merrill Lynch. Deutsche Bank. AIG. T. Rowe Price.
What sellers say after they sell a cleaning business (and other businesses) with CGK
I could not be happier with the experience I had selling my business with CGK. Greg did a detailed analysis of my business and helped me price and position it right for the market. After receiving multiple offers at full asking price, the rest of the process went very smoothly, and we closed in less than two months.
Hanna M.Selling my business was a once-in-a-lifetime experience, and I’m incredibly grateful to have had Wes by my side throughout the process. He brought perspective, pushed when necessary, and always had my best interests in mind. His experience and strategic approach allowed me to maximize the sale price while minimizing long-term risk and obligations. If I had to do it all over again, I wouldn’t hesitate to choose him as my broker.
Adam NevilleDerik located multiple interested strategic buyers that produced more than one serious offer. The negotiations were tough but Greg and Derik’s experience helped us overcome. We got a great result for our employees and for the owners. We would recommend them without reservation.
Bob TaylorWe sold a business that was 47 years old and being run by second generation within a year of working with Wes. CGK has a system that attracts serious prospects to review opportunities. Wes was able to make the overwhelming feeling of selling easy and to a certain extent enjoyable. I never felt alone or in the dark throughout the entire process.
Jennifer WilliamsWe decided to sell our company in 2025. Talked to another M&A company in the Houston area. We felt very comfortable with Greg and Matthew at CGK. Could not have made a better choice. From day 1 till final closing and even after 30+ days, they have been here helping us with documents and support during the transition. Thanks can not be said enough.
Rickey ThomasInside the Blueprint, on Bloomberg TV and Fox Business News.
Linh’s brother, who runs a small dental practice in Annandale and who had referred her into two of the medical-office buildings in her network seven years earlier, was the one who first sent her a clip of CGK on Bloomberg. He had been watching the segment in the morning before his first patient and recognized the name from a trade-press article on how to sell a cleaning business he had emailed her four months earlier. He sent her the link with a note that read, in Vietnamese, “Chị, đây là người.” Sister, this is the firm. CGK Business Sales is featured on Inside the Blueprint, the syndicated business television series. Our episode aired on Bloomberg TV and Fox Business News. Watch the segment, then start a confidential conversation.
The CGK office Linh called was in her local DC-metro market. Yours might be one of these.
When you sell a cleaning business with CGK, whichever office you reach, you get the entire firm. Linh worked with a CGK Managing Director who covered her DC-metro market, but her deal benefited from a buyer pool we sourced firm-wide, including the privately-held multi-state Mid-Atlantic janitorial enterprise that ultimately won the deal. Click any city to learn about our local presence and the named Managing Director leading that market.
Other Questions Linh and Other Cleaning Business Sellers Ask Us
Practical answers to what comes up before, during, and after the kind of engagement Linh went through, when you sell a cleaning business with CGK.