This is Devon’s story.
How to sell a window cleaning business at the right time, to the right buyer, for the right price is the question Devon Williams had been turning over quietly for almost two years before he picked up the phone. When the right time came, he called CGK Business Sales. Devon ran a $1.9 million revenue residential window cleaning and pressure washing operation out of a Ritchie Highway garage shop in Glen Burnie, in Anne Arundel County on the south side of the Baltimore metro, with eight W-2 employees plus two 1099 sub-crews he flexed up during the March-through-October peak. The work split across three lines: residential window cleaning at about 50 percent of revenue (interior and exterior, on quarterly and semi-annual subscription cycles), residential pressure washing at about 35 percent (driveways, decks, siding, fences, walkways), and small commercial work at about 15 percent (4,000 to 10,000 square foot office buildings, retail strip centers, and one HOA common-area cleaning contract on a 320-home Severna Park subdivision). The customer file was naturally diversified across roughly 840 individual residential homeowners on subscription cycles, with that single Severna Park HOA contract carrying about 11 percent of revenue and the rest a long tail of one-off cleanings and referrals. Devon was 47. He had built the firm over twelve years out of the same Glen Burnie shop, holding International Window Cleaning Association membership, running on a GOLDD-tier deionized water system he installed in 2019, and managing the whole subscription book on a Jobber CRM he set up himself. He had been featured on WBAL-TV in 2022 talking about residential pressure washing safety after a competitor had a bad ladder accident in the metro. His knees and shoulders had been giving out for years and the rotator cuff surgery in 2024 was the wake-up call. His son Marcus is a software engineer in Seattle and is not coming back. His wife Sherryn wanted Devon to slow down before he wrecked himself. He came to us in early 2026 because he was thinking seriously about how to sell a window cleaning business at this size, with this subscription mix and this physical toll, in a market where the buyer pool is mostly individual operator-buyers and adjacent home-services consolidators rather than PE-backed roll-ups. This page is what happened next, and what could happen for you. Devon is a composite, not a single real CGK seller, but the patterns and details are pulled from real residential-services engagements.
The morning Devon finally called us.
Most owners who decide to sell a window cleaning business have been thinking about it quietly for a year or more before they call. Devon was no different. He was 47. For twelve years he had been the lead estimator on every residential subscription, the relationship person on every long-tenured customer, the recruiting and training lead for every new technician, the on-call escalation when a customer’s slate roof got scuffed or a pressure washer chipped a stained deck, and the senior arbiter on every customer complaint that landed at the principal’s door. The business cleared about $1.9 million in annual revenue and roughly $475,000 in Seller’s Discretionary Earnings on the kind of margin profile that lives in residential subscription work, with eight W-2 employees and two 1099 sub-crews he leaned on hard during the March-through-October peak. The customer file ran roughly 840 deep on residential subscriptions, the Jobber CRM he had set up himself ran the whole quarterly and semi-annual cycle, and the GOLDD-tier deionized water system he had installed at the Glen Burnie shop in 2019 was the operational asset that made his exterior work cleaner and faster than most of the local competition.
When owners decide to sell a window cleaning business
Devon’s body was the wake-up call. Twelve years of ladder work had cost him both knees and a rotator cuff, and the surgery in 2024 had taken him out of the field for sixteen weeks. Sherryn had told him, more than once, that if he did not slow down voluntarily he was going to be slowed down by a fall he could not get up from. Marcus, their son, was settled in Seattle as a software engineer and was not coming back to take the truck routes. Devon had been thinking about a smaller second chapter for two years (more time with his grandchildren in Glen Burnie, the church youth ministry consulting work he had been quietly turning down because the business kept pulling him back, the rebuild on the back deck Sherryn had been waiting on). He did not know what a $1.9 million subscription-driven residential window cleaning and pressure washing book in Anne Arundel County was actually worth. He did not know whether the 840-home subscription file on Jobber translated into a real recurring-revenue premium under a buyer’s lens or whether buyers in his band would discount it back to project-by-project cleanings. He did not know who the buyers actually were for an operator at his size, with the GOLDD deionized water system, the IWCA membership, and the WBAL-TV local feature on his shop wall. He did not have a single peer in his life who had ever sold a window cleaning business at this size in metro Baltimore. The morning he finally called us, he was sitting at the kitchen table with the second cup of coffee and the laptop open to the CGK contact form. We called him back at 9:14 the next morning.
The conversation we had on the first call.
The first call ran 47 minutes. We did most of the listening.
What we look for when we sell a window cleaning business
Devon talked about his eight technicians and the way each one carried a different kind of work (one was the senior window cleaning lead with seven years at the firm, two were the experienced pressure washing techs who had grown up running soft-wash and surface-cleaner work on driveways and siding, one was the commercial lead who handled the Severna Park HOA route and the small office buildings, and the rest were the rotating residential techs who flexed across both lines). He talked about the 1099 sub-crews and how those were the surge capacity that made the March-through-October peak possible. He talked about Jobber and the way the quarterly and semi-annual subscription book was actually more disciplined than buyers usually assumed, with auto-routing, automatic re-booking, and a low-friction credit-card-on-file rebill cycle. He talked about the deionized water system and what it actually did for the firm’s exterior window work and customer review trail. He talked about the IWCA membership and the way the trade-association safety reputation had mattered after the WBAL-TV feature in 2022 about residential pressure washing safety. He talked about the seasonal pattern and why Q2 and Q3 are the strongest quarters in his book once Baltimore weather opens up in May, summer carries the bulk of revenue through September, Q4 turns quieter as fall sets in but pulses back in November on pre-holiday cleanings, and Q1 is essentially shut down for exterior window cleaning and pressure washing through January and February when Baltimore winters keep the routes off the calendar. He talked about his knees and shoulders. 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 Devon was actually ready to sell, what he was working toward, and whether his expectations on price were grounded in what the market would actually support for a $475,000 SDE residential-services book in metro Baltimore.
At the end of that call, we set up a working session: an in-person conversation where one of our Managing Directors would walk Devon through our valuation model and tell him honestly what his firm was likely to command. We did not promise him 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 Devon 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 Wednesday at 7 a.m. at the Ritchie Highway shop, before the crews loaded their trucks and rolled out for the day’s routes.
Devon was almost ready to sell. We told him to wait four months.
How to sell a window cleaning business confidentially, on the right timeline
The valuation session showed Devon that his firm was worth more than he had been guessing, but not at the multiple he could be commanding if he gave us four months to package three things first. The first thing was the subscription book on Jobber. Devon’s quarterly and semi-annual cycle was real, and the credit-card-on-file rebill was real, but the way the data lived inside Jobber required a buyer to read it route by route and customer by customer. We told Devon a small-band buyer is going to underwrite the subscription book quickly and conservatively unless the seller hands them a clean recurring-revenue picture: number of subscribers, average revenue per subscriber, retention rate by cycle (quarterly, semi-annual), tenure distribution, churn detail, and the percentage of new-customer growth that comes from referrals versus paid acquisition. Owners almost never extract that picture cleanly from Jobber on their own. We told him CGK would help him pull it.
The second thing was the Severna Park HOA contract. The 320-home Severna Park subdivision had been on a year-to-year handshake renewal for three years, and that single account carried about 11 percent of revenue. We told Devon a buyer is going to underwrite that account aggressively at handshake terms (will the new owner be able to renew this contract, will the HOA board want to re-bid it on a transfer-of-control event, what does the loss-of-this-one-account scenario do to the EBITDA bridge), and that getting it on a written multi-year agreement before going to market would meaningfully de-risk the customer-concentration question without changing the operating reality. The third thing was the bench-depth question on the commercial lead. The Severna Park HOA route and the small office buildings ran through one technician, and his pay structure and informal stay agreement with Devon had never been written down. We told Devon to formalize the commercial lead’s compensation and to elevate one of the experienced pressure washing techs into a deputy-commercial role, so the commercial side of the book had two-deep coverage on the books before a buyer’s diligence team asked the question.
This is the part most brokers skip. Most brokers would have signed Devon that day, taken him to market, and made the success fee whether or not the deal was the best one for him. We told him to wait four months even though it meant we did not get paid for four months and might never get paid at all if he changed his mind.
Devon went home and did the work. He pulled the Jobber data into a clean recurring-revenue report with cycle-by-cycle retention, average revenue per subscriber by route, tenure distribution, and the referral-versus-paid-acquisition breakdown. He sat down with the Severna Park HOA board president after the spring landscaping committee meeting and got the contract renewed on a written three-year agreement with a small annual price step. He elevated his senior pressure washing tech into a deputy-commercial role and put both the commercial lead and the deputy on a written stay-bonus agreement tied to the transition window. He kept reading and brushed up on what active acquirers were paying for residential-services books through resources from the International Window Cleaning Association and the Power Washers of North America. Four months later he called us back and said he was ready.
Who actually buys a $475K SDE residential-services book like Devon’s in the Baltimore metro.
When an owner is ready to sell a window cleaning business with CGK at this size, the speed surprises them. We took Devon’s firm to market in just under three weeks once he handed over the cleaned-up Jobber recurring-revenue report, the renewed Severna Park HOA written agreement, the technician compensation and stay-bonus documentation, the GOLDD deionized water system service and maintenance log going back to 2019, the IWCA membership and certification roster by employee, the WBAL-TV feature clip and the safety-record narrative behind it, the seasonal P&L breakouts showing the May-through-September peak versus the Q1 winter shutdown and the November pre-holiday pulse, the route-density map across Anne Arundel County, and the truck and equipment fleet condition report. The blind teaser went out to 41 buyers we had pre-qualified across four buyer types: individual operator-buyers with home-services or trades experience using SBA 7(a)-leveraged or personal capital (the natural primary pool for a $475K SDE residential-services book), adjacent home-services operator-buyers running landscaping, lawn-care, exterior-services, or pest-control firms in the Baltimore metro who wanted to add window cleaning and pressure washing as a complementary residential-services line for cross-sell to their existing customer bases, single-line window-cleaning consolidators building regional density in pure window cleaning operations under SBA-leveraged or family-office capital, and a small set of strategic acquirers from larger residential-services platforms looking to add an Anne Arundel County footprint as part of a broader Baltimore build-out. The buyer pool for a $1.9 million revenue residential-services operator does not look like the buyer pool for a $20 million HVAC platform: it is dominated by individual operators and adjacent home-services consolidators, financed through the SBA 7(a) program and personal capital rather than committed PE funds. CGK’s structured competitive process makes the best buyers in those four buckets compete against each other so the highest-quality match for the operator surfaces.
Twenty-seven of the 41 teasered buyers signed NDAs and received the full Confidential Information Memorandum. Sixteen submitted Indications of Interest. Eight advanced to Letters of Intent. We narrowed to five for management presentations, three for final round, and two for the final-final.
Devon decided between two of the top LOIs. They were materially different. One was a slightly higher headline price from a single-line window-cleaning consolidator out of Pennsylvania that wanted to absorb Devon’s firm into a regional Mid-Atlantic platform under a SBA-leveraged structure, with a longer earnout tail tied to subscription-revenue retention through a forced re-platforming of his Jobber CRM into the consolidator’s national operations stack (a structure Devon was uncomfortable with because the re-platform would have disrupted the subscription auto-rebill and the route-density customer relationships). The other was a slightly lower headline price from a 38-year-old African-American operator-buyer named Anton Hill, who ran an established $1.5 million residential landscaping company called Hill Outdoor Services in Catonsville for the prior eight years and wanted to add window cleaning and pressure washing as a complementary residential-services line to cross-sell into his existing landscaping customer base and to fill the seasonal gaps in the landscaping calendar. We don’t usually see adjacent home-services operators acquiring laterally to add a complementary residential line, but when we do, we underwrite the cross-sell math carefully: does the buyer’s existing customer base genuinely overlap with the target’s customer base in a way that justifies the acquisition premium, or is the cross-sell thesis only directionally true on a map? CGK ran the cross-sell math for Anton on Devon’s customer database before Anton submitted his LOI. We pulled Devon’s 840-home subscription file by ZIP code and routing zone and overlaid it against Anton’s existing landscaping service area in Catonsville, Arbutus, Halethorpe, Ellicott City, and Linthicum. The answer was that 47 percent of Devon’s residential subscribers lived inside Anton’s existing landscaping service area, which made the cross-sell math sing. Anton’s financing package was an SBA 7(a) loan plus $90,000 in personal capital plus a bank line of credit from a regional Baltimore lender that had financed his landscaping firm for the prior six years. The cultural fit also mattered. Anton was not a fund-cycle consolidator looking to harmonize Devon’s Jobber CRM into a national operations stack. He was an operator-buyer who planned to run the combined firm under a single integrated home-services brand and to keep the Glen Burnie shop running the window cleaning and pressure washing routes the way Devon had always run them.
Through the whole process, the same CGK Managing Director who had taken Devon’s first call four months earlier was the person walking him through every conversation. Other authoritative resources on home-services M&A in this band: the International Business Brokers Association and M&A Source.
What the deal actually looked like.
How the deal looks when you sell a window cleaning business with CGK
Devon’s deal closed roughly five months after we restarted the engagement. The buyer was Anton Hill, the 38-year-old operator of Hill Outdoor Services in Catonsville, financed through an SBA 7(a) loan plus $90,000 in personal capital plus a working-capital bank line of credit from his existing regional Baltimore lender. The transaction was structured as an asset purchase under a newly-formed acquisition entity that combined Hill Outdoor Services with Devon’s window cleaning and pressure washing operation under a single integrated home-services brand, with the Ritchie Highway shop in Glen Burnie continuing as a discrete operating location for the window cleaning and pressure washing crews and the Catonsville location continuing to anchor the landscaping side.
The total deal size was approximately $1.7 million, which mapped to a 3.6x multiple of trailing-twelve-month SDE on a $475,000 SDE base. Roughly 88 percent of the consideration came as cash at closing, funded by the SBA 7(a) loan plus Anton’s personal capital plus the senior bank facility. About 5 percent was held back in escrow for 12 months to cover indemnification claims, a working-capital adjustment, and small carve-outs for any subscription-retention or customer-cancellation issues that surfaced through the transition window. About 7 percent was a seller note from Devon to Anton, structured to amortize over 5 years at a market interest rate, with subordination to the SBA senior debt under the standard SBA 7(a) intercreditor terms. There was no rollover equity. The SBA 7(a) structure does not naturally accommodate seller-rollover above the SBA limits without complicating the loan, and Devon was clear that he wanted to be fully out of the operating equity at close. The structure summed cleanly to 100 percent. Wire hit on a Friday morning in late summer 2026.
Devon was at the Ritchie Highway shop in Glen Burnie when the wire confirmation came through. He walked out to the parking lot where Anton was loading a Hill Outdoor Services-branded truck for the first joint cross-sell route across an Ellicott City subdivision where 18 of Anton’s existing landscaping customers were also Devon’s window cleaning subscribers. Devon shook Anton’s hand, said “Mi seh respect, mon,” and Anton finished loading the truck.
Devon stayed on as a paid Senior Advisor to the combined operation for six months after closing, which let him personally introduce his eight technicians and his two 1099 sub-crews to Anton, walk through every long-tenured residential subscription customer in person on the routes that mattered most, hand the Severna Park HOA board president to Anton with a written endorsement, and shape the cross-sell rollout against Anton’s existing landscaping customer base over the first peak season under combined ownership. After six months, Devon stepped back to a quarterly check-in cadence that gave him room to spend time with his grandchildren in Glen Burnie and to start the church youth ministry consulting work he had been turning down for two years.
What happened to Devon’s people.
The closing process when you sell a window cleaning business
Devon cared most about his eight technicians (the senior window cleaning lead with seven years, the two experienced pressure washing techs who had run soft-wash and surface-cleaner work for years, the commercial lead with five years on the Severna Park HOA route and the small office buildings, and the four residential techs who flexed across both lines), the deputy-commercial role he had elevated during the four-month wait, the two 1099 sub-crews that effectively became the firm’s surge capacity from March through October, and the long-tenured residential subscribers who had been on the quarterly cycle for half a decade or more. Anton was an operator-buyer who planned to actually run the combined firm with the existing leadership rather than parachute in a corporate consultant from a national playbook. That made the people part substantially cleaner than it would have been under the single-line consolidator that wanted to harmonize the Jobber CRM into a national operations stack and re-route the routes through a regional dispatcher.
The buyer kept all 8 W-2 technicians, honored the existing pay structure and the deputy-commercial stay-bonus agreement Devon had put in place during the wait, kept the two 1099 sub-crews on the same vendor terms they had operated under for years, retained the Ritchie Highway shop in Glen Burnie on its existing lease, kept the GOLDD deionized water system in operation as the firm’s exterior-cleaning advantage, retained the IWCA membership, and kept Devon’s Jobber CRM running on its existing configuration so the subscription auto-rebill and route-density customer relationships were preserved. Anton committed to a single integrated home-services brand build-out across the combined operation but allowed for a 12-month brand transition window so existing residential subscribers and the Severna Park HOA board could see the brand evolve gradually rather than in one disruptive cutover.
Devon’s grandchildren came to the shop the Saturday after closing for a family barbecue. Sherryn made oxtail and rice and peas. Marcus flew in from Seattle for the long weekend. The Glen Burnie church youth ministry leader Devon had been quietly advising for two years stopped by Sunday afternoon and asked Devon to take on a formal consulting role for the youth program, which Devon accepted. The following Monday, Devon walked Anton through the Severna Park HOA route in person, handing the relationship to the new owner one cul-de-sac at a time.
What Devon told us afterward.
Life after you sell a window cleaning business
About three months after closing, Devon called the Managing Director who had run his deal. He said two things that the Managing Director still tells new sellers about.
The first was about the four-month wait. He said: “Two of the buyers who had been calling me directly were ready to write a check inside thirty days, and one M&A advisor I talked to before you told me he could take me to market the next week even though my Jobber data was a mess and the Severna Park HOA was on a handshake. The reason I sold with you is that you told me the truth about how my subscription book was actually being valued by buyers without a clean recurring-revenue picture, the truth about what the loss-of-the-Severna-Park-account scenario would do to the EBITDA bridge in a sophisticated buyer’s diligence, and the truth about what packaging the deputy-commercial bench would buy me in LOI conversations four months later. You told me what would happen to the price if I went out without fixing those things first. I would have left a real number on the table.”
The second was about who he sold to. He said: “I almost signed with the consolidator out of Tennessee because the headline price was a little bigger and they had a slick pitch deck. The fact that you walked me through what each buyer would actually do with my eight technicians, my two sub-crews, my GOLDD deionized water system, and the 840 residential subscribers I had built over twelve years, what each buyer’s hold horizon would mean for the Glen Burnie shop three and five years out, and how an operator-buyer with a real cross-sell math advantage was structurally different from a fund-cycle consolidator that wanted to re-platform my Jobber CRM into a national operations stack, 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.”
This is what we mean when we say we sit with you in the decision, not just the transaction. Devon is one composite story, but the pattern is real. The owners we work with who decide to sell a window cleaning business usually find their way to us through versions of Devon’s situation, and the relationships start with a long listening session and a free walkthrough, not a pitch.
Ready to sell a window cleaning business? Where are you in Devon’s story?
If you are starting to think about how to sell a window 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 Devon at month 1: just exploring
You are not sure if you want to sell yet. Your knees and shoulders are telling you something. Your Jobber data is messy. Your largest commercial account is on a handshake. Your one experienced commercial tech is a single point of failure. You have been thinking about a smaller second chapter for a year or two but are not ready to commit. Maybe an adjacent home-services operator in your metro has been calling you, or a single-line consolidator out of state has been emailing. 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 Devon at month 4: ready to go
You have done the work to clean up the firm. The financials are tight. Your Jobber subscription book is reported cleanly with cycle-by-cycle retention and tenure distribution. Your largest commercial account is on a written multi-year agreement. Your commercial bench is two-deep on paper with stay-bonus documentation. Your IWCA and equipment maintenance records are organized. 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 window cleaning, pressure washing, and exterior-services businesses doing $1.5M+ in annual revenue, including residential window cleaning subscription operators, residential pressure washing specialists, soft-wash and surface-cleaner contractors, small-commercial window and exterior cleaning firms, HOA common-area cleaning operators, and integrated multi-line residential-services platforms. 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 window cleaning business with CGK, one named senior Managing Director stays with you from the first call through the wire transfer, just like Devon’s Managing Director stayed with him for nine months from first call through the post-close advisory window. 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 window 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.
Devon’s brother-in-law in Pasadena, MD, who runs a small handyman service across Anne Arundel County, is the one who first sent him a clip of CGK on Bloomberg. He had been watching the segment one Saturday morning and recognized the firm name from a residential-services trade article on how to sell a window cleaning business he had forwarded to Devon a few months earlier. He sent him the link with a note that read “Devon, 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 Devon called covered metro Baltimore. Yours might be one of these.
When you sell a window cleaning business with CGK, whichever office you reach, you get the entire firm. Devon worked with a CGK Managing Director coordinating across our Mid-Atlantic network, but his deal benefited from a buyer pool we sourced firm-wide, including the adjacent home-services operator in Catonsville who ultimately won the deal. Click any city to learn about our local presence and the named Managing Director leading that market.
Other Questions Devon and Other Window Cleaning Sellers Ask Us
Practical answers to what comes up before, during, and after the kind of engagement Devon went through when you sell a window cleaning business with CGK.