This seismic shift is not merely about adopting new gadgets or software; it represents a fundamental redefinition of how the science of drying and the art of project management are executed.

At the heart of this transformation is artificial intelligence (AI), an innovation with the potential to become the smartest, most data-driven operational co-pilot on every team. Along with the promises, unprecedented gains in speed, accuracy, and profitability can prove to be beneficial. However, it is by no means a silver bullet.

AI introduces new operational challenges and demands a strategic, measured approach to implementation. For contractors prepared to navigate this new landscape, AI fundamentally shifts their posture from reactive to predictive, transforming risk management into a data-driven science. This article explores the profound impact of AI across four critical workflows of a water damage project:

• Monitoring
• Scoping
• Reporting
• Estimating

Monitoring

The strategic core of any water damage project is monitoring. It is the central data-gathering activity that informs every subsequent decision, requiring a flexible, adaptable mindset essential for restorers. For decades, this has been a manual process of taking readings and making adjustments.

Today, “connected” equipment and remote sensing are changing the game. AI is elevating this workflow to an entirely new level—AI-enhanced project monitoring moves the process from reactive readings to predictive drying.

Positive impacts of AI: The true paradigm shift will be realized as the industry moves toward a critical mass of “connected” devices. Data from these sensors will ultimately afford the development and implementation of predictive drying models. AI will transform this process from a rear-view mirror into a predictive GPS. While today’s tools report what has happened, AI will model what will happen, allowing contractors to prevent issues rather than react to them. Instead of collecting atmospheric readings and moisture content, an AI system will:

• Analyze real-time data streams from dehumidifiers, air movers, and environmental sensors.
• Forecast drying progress, anticipating when drying goals will be met.
• Prescribe drying environment adjustments to achieve optimal efficiency.
• Flag anomalies—such as a sudden spike in humidity or a stalled drying curve—that require immediate human attention.

This capability will give technicians an action plan before they even walk through the door to monitor a drying project.

Strategic challenges and mitigation: However, this powerful technology is not without its risks, which must be managed strategically. The challenges the industry is currently and will continue to struggle with as the implementation of AI grows include:

• Complacency: A significant danger is that restorers or other stakeholders may mistakenly believe connected sensor systems and AI replace the need for daily site visits. However, the reality is that no amount of technology will completely replace the need for an on-site technician. The complexity of the restoration process will still require manual implementation of adjustments to equipment, confirmation through manual metering, and other physical activities that require on-site labor. The technician, however, will be vastly more informed and prepared for each visit.
• Connectivity and data integrity: AI is dependent on a constant flow of accurate data. Connectivity issues can disrupt this flow, and the “garbage in, garbage out” principle means flawed sensors will lead to flawed conclusions. This mandates a rigorous equipment maintenance and calibration schedule, making data integrity a core operational discipline rather than an afterthought.
• Loss of intuitive skill: Over-reliance on automated recommendations could dull a technician’s intuitive ability to “read” a job site. The imperative, therefore, is to evolve training to focus on data interpretation, teaching technicians how to evaluate critically and, when necessary, override AI suggestions based on their professional judgment.

Once data provides foresight into the drying environment’s behavior, next is to use that intelligence to define the scope of work required to control it precisely.

Scoping

Accurate and adaptable scoping is foundational to a project’s success, especially as projects grow in size and complexity. The axiom that “no two projects are the same” becomes even more critical in the face of significant commercial losses, when risk factors can multiply.

AI offers intelligent scoping and real-time plan adjustment, a powerful solution for managing this complexity, turning the initial assessment from a manual effort into a data-driven, nearly instantaneous process.

Positive impacts of AI: The introduction of floor plan “scanning” technology has already been hailed as an “OMG moment” in the restoration industry. AI elevates this from a static snapshot to a dynamic, living model of the job. While current floor plan scans allow you to capture project measurements quickly, AI is already being implemented to transform digital scans into project scope items. The blending of AI and digital project data is already beginning to deliver a range of benefits in the restoration industry:

• Generating a highly detailed initial scope of work within minutes, identifying affected materials, and calculating quantities automatically.
• Dramatically reducing forgotten details that require costly return trips.
• Efficiently revising the scope of work as new project data is received.

Additionally, AI-assisted scope development is being used to improve transparency and thorough development of visual records that validate the scope for all stakeholders, from the client to the insurance carrier.

Strategic challenges and mitigation: While the efficiency gains are significant, an over-reliance on AI for scoping presents new challenges that require a strategic response.

De-skilling the workforce: Technicians who depend solely on AI-generated scopes may not develop the critical thinking skills needed to assess a situation without technology. The strategic imperative, therefore, is not to avoid AI but to reinvent training. Programs must prioritize critical thinking and data interpretation skills, teaching technicians to validate and override AI suggestions rather than simply following them.

Lack of contextual nuance: An AI’s scope is based on physical data; it may struggle to incorporate critical and unique “customer drivers.” A hospital has vastly different priorities than a warehouse. Success will hinge on developing hybrid workflows where AI generates the technical scope, which is then enriched by human-led project management that accounts for stakeholder-specific priorities.

Inability to identify pre-existing conditions: AI excels at documenting the current state of a loss but may struggle to differentiate new damage from old. This underscores the need for AI systems that allow for, and even prompt, human annotation and verification, ensuring the final scope is a product of both machine precision and human experience.

Reporting

Robust documentation is not simply good practice; it is essential for compliance, communication, and validating services rendered. In an industry governed by the “standard of care,” proving that work was performed correctly is as important as performing it. Historically, this has placed a significant administrative load on technicians and project managers. Therefore, wouldn’t automating the burden with AI-generated reporting and summaries be helpful?

Positive impacts of AI: Modern documentation tools are already reducing the technical burden on technicians. AI represents the next leap forward. AI elevates this from data collection to intelligent communication. While current industry tools create a comprehensive log, AI tools are being used to synthesize those logs into tailored narratives, automatically generating a high-level summary for the homeowners, a technical justification for the adjuster, and a performance analysis for the operations manager, all from the same data stream. Performed properly, AI-driven summarization and reporting can:

• Automatically compile daily logs, moisture readings, equipment status reports, annotated photos, and technician notes into a single, comprehensive, and standards-compliant report.
• Generate executive summaries tailored for different stakeholders.
• Ensure consistency and accuracy across all project documentation, eliminating the risk of human error or omission in reporting.

Strategic challenges and mitigation: The efficiency of automated reporting must be balanced against the potential loss of critical human insight, requiring new management strategies.

Loss of narrative context: An AI-generated report will be factually correct, but it may lack the crucial narrative that a project manager provides to build trust. The forward-thinking restorer will use AI to generate the factual foundation of a report, freeing the project manager to add a concise, high-value executive summary that provides the crucial “why” behind the “what.”

Over-standardization: While consistency is a benefit, automated reports may fail to capture a project’s unique story. Leading firms treat AI report templates as a baseline, not a boundary, training their teams to customize and append documentation to tell the unique story of each project and justify the work performed.

Estimating

The estimating process is the financial backbone of any restoration project. Accuracy at this stage directly impacts profitability, client satisfaction, and carrier approvals. Historically, estimating has been a blend of art and science, relying heavily on the experience of the estimator. Today, scoping and estimating may be AI-driven.

Positive impacts of AI: Today’s software provides a consistent price list; tomorrow’s AI will offer a dynamic pricing engine, justifying every line item with project-specific data and historical precedents. Tools specific to the restoration industry have already begun deploying this synergy, speeding the estimating process. As this integration matures, AI will continue to improve the accuracy and defensibility of estimates, doing so in a fraction of the time.

Strategic challenges and mitigation: The push toward automation in estimating carries significant risks that could reshape the industry’s business model if not managed proactively. Predominantly, the most significant risks are like those discussed earlier: de-skilling of the workforce and a lack of context for critical context, such as unique client requirements. Restorers who have begun the path to implementing AI-assisted estimating are learning to reinforce training and systems that require AI-generated content as the draft or starting point, with human input as the final step.

Managing the revolution

AI presents a genuine paradigm shift for the water damage restoration industry. It offers transformative benefits, promising to enhance efficiency, supercharge data-driven decision-making, and automate burdensome administrative tasks. From predictive drying and instantaneous scoping to automated reporting and data-backed estimating, AI will redefine what is possible on a job site.

However, this revolution must be managed, not blindly embraced. The primary risks—over-reliance on technology, the potential for de-skilling the workforce, and the loss of critical human context—are significant. The true competitive advantage will not be the AI itself, but the process that well-prepared companies implement and build around it. The full benefit of AI will belong to the leaders who strategically integrate technology into a culture of excellence, training, and an unwavering commitment to the “standard of care.” AI is not a replacement for the skilled technician. However, it promises to be the most powerful tool on the truck.

The post AI and the Future of Restoration appeared first on Cleanfax.

“Without specialized training, responders may not recognize exposure risks, early symptoms, or proper response procedures, increasing the likelihood of serious medical emergencies,” said Brenden Williams, general manager and co-owner of PuroClean in Manatee and Sarasota, Florida.

One of the major issues with any clandestine drug event is the risk of cross contamination.

“Many in the disaster clean up industry fail to understand the risks and proper procedures for determining the extent of contamination, the scope of work, the required training of employees dealing with a hazardous substance, and the closure report by a third-party consultant with hard lab analysis,” explained Thomas Licker, senior vice president of regulatory business practice at First Onsite Property Restoration, Monroe Township, New Jersey.

Michael Renfroe, Denver-based national environmental project director at BluSky Restoration, again has observed  the primary challenge as insufficient training and awareness of fentanyl’s dangers. For example, 2 micrograms of fentanyl, which is smaller than a grain of salt, can be a lethal dose, and touching it can be fatal.

“Restoration companies have years of experience cleaning contaminants like smoke, mold, and fecal coliform, but little to no experience cleaning hazardous chemicals like fentanyl,” Renfroe explained.

Unlike most restoration cleanups, fentanyl scenes involve hidden, lethal hazards at trace levels.

“These jobs require specialized PPE [personal protective equipment], strict contamination controls, and trained protocols to prevent exposure and cross contamination,” Williams explained. “The risks, liability, and need for emergency preparedness are significantly higher than in standard restoration work, making specialized training essential.”

Training first

A 40-hour, hands-on Occupational Safety and Health Administration (OSHA) Hazardous Waste Operations and Emergency Response (HAZWOPER) training, which is a general course required when working with most hazardous substances, is recommended for fentanyl-related cleanups. HAZWOPER training teaches workers to identify hazardous substances, protect themselves properly, and avoid accidental exposure.

Restoration professionals dealing with handling fentanyl-related cleanups also need clear decontamination training, Williams said. This training teaches them how to remove fentanyl safely without spreading it to other areas, following structured methods such as the SoRite decontamination protocol. Williams also recommends using testing kits to check surfaces before and after cleaning, helping confirm the space is safe—not just visually clean.

Licker also mentioned that one day of PPE and instrument training for general site workers, along with three days of field experience, are required for supervisors and managers involved in fentanyl-related cleanups. Although guidelines are available through the Environmental Protection Agency (EPA) and the American Bio Recovery Association’s (ABRA) Bio Recovery Site Assessment, the Institute of Inspection Cleaning and Restoration Certification (IICRC) has just published the ANSI/IICRC S900 standard.

Regulations

Currently, no federal or state regulations specifically to address fentanyl cleanup exist. The EPA published the Voluntary Guidelines for Methamphetamine and Fentanyl Laboratory Cleanup in August 2021, but they are voluntary and not regulated.

That said, restoration companies are still required to follow existing safety rules, especially OSHA’s HAZWOPER.

“Those rules require proper training, protective equipment, and safety procedures whenever dangerous substances may be present,” Williams said. “As fentanyl contamination becomes more common, it’s widely expected that clearer, more specific guidelines will be developed.”

Regarding waste disposal requirements, the EPA regulates waste in the U.S., but fentanyl or other potential analogs are not yet classified as hazardous waste, Licker added. However, recently the EPA had discussions with the Drug Enforcement Administration (DEA). “With fentanyl and/or similar events with contamination with Schedule I drugs, it has been determined that the DEA requirement of rendering such drugs unretrievable means incineration,” he explained.

Best practices  

The minimum requirements for the actual cleanup practices are in the ANSI/IICRC S900. However, risk assessment and scope development, especially when you are dealing with an unattended death overdose comingled with drug residue, is outlined in ABRA’s Bio Recovery Site Risk Assessment.

“The EPA has put out their guidance on meth and fentanyl cleanup in clandestine drug labs, but it does not include the cross contamination from casual drug use,” Licker explained. “Be cautious of conflict of interest—always have a third-party environmental consultant be responsible for the extent of contamination sampling and clearance sampling, and report. Always have hard lab data to back you up. You need quantitative data to back you up on both sides of the remedial action.”

Renfroe added that the EPA recommends isolating the work area and heating, ventilation, and air conditioning (HVAC) system using poly sheeting.

Best practices for fentanyl-related cleanups also start with treating every scene as potentially hazardous, even if contamination isn’t visible. “Professionals should first secure the area, limit access, and wear proper protective equipment designed for hazardous materials,” Williams explained. “Using a structured decontamination process is critical, rather than relying on general cleaning methods that can spread residue.”

PPE

Because fentanyl is dangerous in very small amounts, cleanup crews need more protection than normal. This usually includes gloves, protective suits, eye protection, and a respirator.

“Workers also need to remove and throw away that gear carefully, so residue isn’t spread to other areas,” Williams added. “This helps make sure the space—and the people cleaning it—stay safe.”

PPE can include self-contained breathing apparatus (SCBA), supplied-air respirators (SARs), and hooded powered air-purifying respirators (PAPR). “I wouldn’t recommend anything less,” Licker explained, adding, “You need to set up a three-stage contamination reduction corridor to properly decontaminate equipment and personnel leaving the exclusion zone.”

Renfroe agreed that employees should wear appropriate PPE and be thoroughly trained in handling hazardous chemicals. “Contaminated materials should be neutralized with a neutralizing solution before handling,” he explained. “All materials should be bagged and disposed of in accordance with local, state, and federal regulations.”

While PPE levels are based on the potential for exposure and the level of contaminants, at a minimum, chemical-resistant suits with head and foot coverings, eye protection, a National Institute for Occupational Safety and Health-approved air-purifying respirator, and chemical-resistant gloves should be worn, Renfroe added. “It should be noted that fentanyl particles can be as small as 0.2 microns, which is smaller than the filtering capabilities of a HEPA [high-efficiency particulate air] filter at 0.3 microns,” he said.

Preparing for the future

As the use of fentanyl grows, the possibility of employee exposure grows with it.

“Fentanyl-related cleanups should only be done with trained personnel and supervised by an experienced supervisor who has extensive training in hazardous waste,” Renfroe said. “I recommend having a CIH [certified industrial hygienist] write a company policy on how to work in areas where fentanyl exposure is possible and have a strict health and safety program that ensures employee safety.”

As fentanyl and other synthetic opioids increasingly appear more often in homes, vehicles, and public spaces, Williams anticipates more fentanyl-related cleanups in the years ahead. “That means restoration companies will need to be ready, not just for traditional jobs like water and fire damage, but for scenes with hidden hazards that require careful handling,” he explained.

To be prepared, companies should invest in proper training, including safety training such as HAZWOPER and hands-on instruction on safely decontaminating spaces.

“It also helps to adopt clear cleanup methods and testing so that teams can check before and after cleaning to make sure the job was done safely,” Williams said. “In short, being prepared means treating fentanyl cleanups with the same seriousness as other hazardous jobs—training people well, using the right tools, and following safe practices every time.”

Licker said the best advice he can give is to bring in professionals who have experience.

“Too often, industry players jump at the chance to get into something lucrative, and it ends up destroying their reputation,” he explained. “These events can kill someone, or if not properly decontaminated, can be brought back home to their loved ones. This is not for your typical restoration company that is primarily focused on the commodity events. This is for people who have invested in the time, training, equipment, and people to mitigate the risks to their employees, their families, and occupants of the spaces that they are remediating.”

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If you’re still chasing the “more jobs equal more money” dream by lowering your prices, I’ve got news for you: You’re attracting the worst kind of clients, and they’re killing your business.

I’ve lived this. I’ve cleaned for these clients. I’ve been burned by them. And I’ve learned the cheaper the client, the more hassles involved. Every. Single. Time.

What cheap clients cost you

Cheap clients don’t just nickel and dime you. They cost you time, energy, reputation, and growth.

Here’s what price shoppers bring to the table:

• Endless “quick questions” that waste your time.
• Last-minute schedule changes.
• Complaints about how “it didn’t dry fast enough.”
• Requests for free add-ons. (“You’re already here. Could you just…?”)
• Four-star reviews with a 500-word essay of nonsense.
• Zero loyalty, referrals, and respect.

Worse yet, they’ll try to squeeze you, leave a bad review if you push back, and ghost you the moment a cheaper offer pops up on Facebook.

These people don’t want quality. They want a deal. And you are not a discount bin.

More isn’t more

So why do cleaners fall for the price trap? Because they believe more jobs equal more money. But the truth is this: More of the right jobs equal more money. More cheap jobs equal burnout, stress, and low margins.

If you fill your calendar with low-paying, high-drama clients, you’ll never have time to serve the good clients, those who rave about you and rebook every six months.

Use price as a filter

Pricing isn’t just about what you charge. It’s about who you want to attract.

Low prices scream: “I’ll work for anyone.”

High prices scream: “I know what I’m worth.”

When you raise your rates, you upgrade your clients. You attract homeowners who value peace of mind, service, and professionalism. And you repel the ones who were only ever looking to save a buck.

Better clients = better business

Want a calendar full of dream clients? Raise your standards.

These are the clients who:

• Trust your process.
• Don’t argue with your quote.
• Tip you well.
• Refer people just like them.

One premium client can be worth five bargain hunters, and without the emotional exhaustion. Do this:

1. Set a minimum and stick to it. Have a base rate that makes it worth getting out of bed. No $40 hallways. No one-room “test drives.”
2. Stop competing on Facebook specials. Your dream clients aren’t bargain hunting online. They’re in gated communities, referrals, or they find you through your authority (your blog, book, or brand).
3. Position yourself like a pro. Start blogging. Get reviews. Publish a small book. Speak at community events. Build a reputation so strong that people expectyou to be more expensive and are fine with it.
4. Don’t explain. Don’t apologize. When someone balks at your price, don’t start backpedaling. Just smile and say: “I completely understand. We’re not the cheapest, but we are the best for clients who value premium service.” Let them go. And let someone else deal with their coupon-cutting drama.

The bottom line is that cheap clients are poison, will burn you out, waste your time, and never help you grow. To build a business with real margins, stop chasing crumbs. Raise your prices. Respect your time. Attract quality.

The post Price Shoppers Are Poison appeared first on Cleanfax.

Recent provisions in the National Defense Authorization Act (NDAA) direct the Department of Defense to establish uniform mold remediation guidelines for military housing and facilities. Importantly, those guidelines must align with recognized third-party industry standards, including the ANSI/IICRC S520 Standard for Professional Mold Remediation.

This requirement marks a major shift from discretionary “best practices” to federally guided standards. Furthermore, with the expected passage of Connecticut Senator Richard Blumenthal’s Military Occupancy Living Defense Act, or MOLD Act, military families worldwide can look forward to significant improvements in their living conditions. This industry-wide change will help ensure cleaner, safer, and healthier indoor environments for families.

Why it matters

Mold is a type of fungus that grows in damp or water-damaged areas of buildings, such as behind walls, under floors, in ceilings, or on materials like drywall, carpet, paper, and wood. Mold needs moisture to grow, which means leaks, flooding, high humidity, or poor ventilation can allow it to spread.

Some molds are considered “zero tolerance” molds because they can produce toxic substances called mycotoxins. These toxins can affect people even in small amounts and have been linked to breathing problems, headaches, fatigue, eye and skin irritation, and other health symptoms, especially in children, older adults, and people with asthma, allergies, or weakened immune systems.

Zero tolerance mold refers to a remediation standard for highly toxic molds, such as Stachybotrys, Chaetomium, Fusarium, Memnoniella, and Trichoderma, requiring complete removal. These molds often indicate significant water issues and don’t belong in clean indoor spaces. So even small amounts warrant full remediation.

A critical issue is that mycotoxins can remain harmful even after the mold is no longer alive or visible. In other words, killing mold with sprays or cleaners does not necessarily remove the health risk.

Exposure also doesn’t come only from visible mold. Mold spores, tiny fragments, and contaminated dust can become airborne during everyday activities like walking through a room, opening doors, running fans, or disturbing damaged materials. Once airborne, these particles can be inhaled or may settle throughout a building.

Because of these risks, mold, especially toxin-producing mold, must be physically removed along with the materials it has contaminated. Painting over mold or wiping it down does not make a building safe.

Professional remediation

Historically, mold complaints in military housing were often addressed with superficial responses: Cleaning visible growth, repainting surfaces, or temporarily relocating occupants without correcting moisture sources. These approaches repeatedly failed because they treated symptoms rather than causes.

The NDAA recognizes that inconsistent and incomplete remediation practices are unacceptable. By requiring standardized guidance tied to third-party industry standards, such as the S520, Congress has effectively confirmed that mold remediation is a specialized professional service, not a custodial task.

For contractors and consultants, this means that simply citing the S520 is no longer enough. Work must be performed, documented, and verified in a way that aligns with the standard’s intent and protects occupant health.

S520 interpretation

S520 provides a strong scientific framework, but it is not a step-by-step checklist. Without proper training and interpretation, it can be misapplied, leading to inadequate containment, incomplete moisture control, or insufficient post-remediation verification (PRV) that a space is safe to reoccupy.

In military housing, where occupants include children, medically vulnerable individuals, and active-duty service members, the margin for error is small. This is where professional practice frameworks become critical.

NORMI practices

At NORMI, the National Organization of Remediators and Microbial Inspectors, our work has always focused on connecting building science, health protection, and real-world execution. As outlined in the book “Mold-Free Construction,” mold problems are rarely caused by mold alone; they result from moisture mismanagement, design decisions, poorly designed HVAC systems, and broader building failures. The same is true in remediation.

Through NORMI Professional Practices and NORMIPro Management, we help translate standards like S520 into repeatable, auditable processes, including:

1. Assessing and identifying the problem—Prognosis without diagnosis is malpractice. Once the true cause is identified, implementing the correct and lasting solutions becomes possible.
2. Operationalizing S520 and other industry standards—NORMI has turned an industry-standard document into practical operating procedures that contractors and housing managers can follow and that inspectors can verify establishes consistency and improves work quality outcomes.
3. Training and qualification—Mold remediation requires trained professionals who understand moisture dynamics, microbial behavior, containment logic, assessment protocols, and post-remediation verification. Credentialing matters.
4. Documentation and accountability—Proper remediation is only as defensible as its documentation. Defined scopes of work, moisture data, photographs, equipment logs, and clearance criteria protect occupants, contractors, and the Department of Defense alike.
5. Independent quality assurance—Third-party technical reviews before and after work reduce failures, prevent recurrence, and lower long-term costs. It also aligns with the NDAA’s emphasis on oversight and reporting.
6. Prevention, not just cleanup—Mold remediation that does not address moisture sources is not remediation; it is a delay, leading to the need for repeated work.

The Department of Defense and the NDAA provisions affecting military housing mark an important moment for the mold and remediation industry. Standards-based remediation is no longer optional or situational. It is becoming the expected baseline in high-accountability environments.

For occupants, this shift means better protection, clearer expectations, and safer living conditions. For qualified professionals, and especially mold assessors and remediators licensed by a state government, it is an opportunity to elevate outcomes, reduce repeat failures, and demonstrate that mold remediation—done correctly—protects both buildings and the people who live in them.

The post The Military Housing Opportunity appeared first on Cleanfax.

The entire industry is in a bit of flux, explained Bill Griffin, president of Cleaning Consultant Services Inc. in Seattle. Changes are occurring in labor, surfaces, chemicals, customer expectations, budgets, robotics, and artificial intelligence.

“If you’re not staying on top of that and continuing to educate yourself as a manager or owner and training your employees to deal with the most recent surfaces, then you’re going to be having some troubles,” Griffin said. “It just gets expensive. You can damage a floor really quickly by using the wrong processes.”

Griffin advised starting hard floor care by reviewing the manufacturer’s instructions for installation, maintenance, care, and warranty. If any problems occur, the manufacturers will either stand behind the claim or decline it, he explained.

Labor problems

Labor is the No. 1 problem, said Taf Baig, owner of Magic Wand Co. in Perth Amboy, New Jersey. Often, owners do not adequately train team members, and employees can become liabilities. Employee burnout is also real and must be addressed before it affects productivity. Additionally, scheduling too many employees for pre-cleaning or setup consumes time and money.

Equipment breakdowns, failure to fix equipment, and bringing too much equipment to a job also reduce productivity. For example, some cleaners will use whatever equipment is available when a machine breaks down.

“Low-production machines will just kill time, and that costs you money,” Baig said. Infrequent maintenance usually displaces problems, he added, leading to more serious equipment malfunctions.

Additionally, chemistry is often ignored.

“Chemistry really cuts your cost down quite a bit,” Baig said. “If you have the correct chemistry, the cleaning time will be reflected in that because the chemistry is going to do the work. The problem is that people don’t really understand [chemistry] that much. They’re almost afraid of it.”

Additionally, owners must provide team members with written expectations and instructions that can be enforced. “It gives them the ability not to forget a lot of the things that are important,” Baig said.

Time and money

Bob Merkt, owner of Kettle Moraine Professional Cleaners Inc. in West Bend, Wisconsin, speaks often in his training about production killers because it’s all about time and money. “Sometimes it’s not hours; it’s minutes that you save,” he explained.

Merkt breaks hard floor cleaning into three categories: pre-cleaning, cleaning, and post-cleaning. Cleaning professionals often overlook pre- and post-cleaning procedures that gobble up person-hours and are unproductive. To avoid wasting time, during pre-cleaning, a team member must go to inspect the job and test the floor for cleanability and results.

“Test cleaning the floor is going to eliminate a million problems,” Merkt said. “… You have a good idea what it’s going to take to meet the customer’s expectation, and the customer will have a realistic look at the end result.”

Another production killer at the beginning of the job is failing to obtain all pertinent information, such as entry issues. To manage the indoor environment, Merkt advised asking questions, including: How are we getting in? What is our alarm code? Where are the lights? Where’s the breaker box? Where’s the water source? Will there be any security issues? Will the air conditioning be shut off?

“Much of our work is done at night and on weekends,” he explained. “If we’re applying a coating or a finish or a sealer of some sort and the indoor environment is not such that is conducive to rapid drying, you may be sitting on a floor that’s taking forever for that finish to dry.”

Merkt also recommends having a clear understanding of what you expect from your customer and what the customer expects from you. For example, is the customer or the cleaner moving the contents, and what does that entail?

“I’ve walked into jobs where the customer said, ‘We got it all ready,’” Merkt explained. In reality, Merkt’s team moved everything, while the customer had moved only a few chairs and garbage cans.

“You have to set that expectation,” he said. “What are you moving so that you can plan accordingly if you’re the one expected to move it, and you can get enough manpower in there and enough time.”

Managing teams

Regarding labor, Merkt has also seen companies spend thousands of dollars a year on developing a prep-and-landing team. Instead, Merkt advised that if you are going out to do a big job, such as at a school or healthcare facility, where you need eight employees, not all of them need to meet at the shop.

“All of those people do not have to load the van and get everything ready for this assignment,” he explained. “When you bring them to your facility, you have to pay them from the time they get there. If you have a prep team, it only takes one or two people, three in some cases, to load the equipment, get there, and have everything all set up. Then you assign the workers to show up at the appropriate time after you have all that prep work done. They walk in, they jump on a machine, and they’re going instantly.”

By having people show up to the job when you properly plan for their arrival, you can let them go when they need to as well.

“If you have six people standing around, and they can’t go because Johnny is not done with his task and he’s driving the van, or we only have one van, then you’ve got people standing around doing nothing,” Merkt said. “When they’re done, they can go.”

Additionally, when a team member finishes using a piece of equipment, they can clean and prepare it for the next job.

“A production killer is taking it back to the shop and leaving it sitting there until the next time you need it,” Merkt explained. “It’s all gunked up, and you’ve got to clean it before you go.”

Smarter planning

Organizing, managing, and assigning crew members to their tasks is essential.

“Don’t leave it up to the crews,” Merkt said. “Everybody has their area of expertise, and this guy may be better at that, or this guy may be better at this. You want to assign the task to the person best suited for it. And of course, establish the flow of work. You, as the manager, should understand we’re starting over here, we’re going to end over here, and do we need to do certain areas first?”

Merkt emphasized that pre- and post-cleaning procedures are essential to increasing productivity.

“At the end of the day, when you look at how many man-hours it took you to do the job, and then you divide that by what you make, you go, ‘Wow, I hardly made any money,’” Merkt said. “‘Well, if I could eliminate six, seven, ten man-hours on the job, I might have broken even.’”

Bonus Video Content

The post Productivity Killers Lurking in Hard Floor Care appeared first on Cleanfax.

I’m Brian Suggs, owner of NWA Mold Inspector and NWA Duct Cleaning in Northwest Arkansas. I also serve as a regional director for NORMI^TM, the National Organization of Remediators and Microbial Inspectors.

I specialize in mold assessments, asbestos surveys, duct cleaning, and odor remediation—helping families and businesses breathe easier and live healthier every day.

2 | How did you get started in the industry, and what’s your secret talent, or what are you known for?

Seventeen years ago, I stumbled into this business through what I jokingly call a “pity job.” Little did I know it would completely change the trajectory of my life. At the time, I had just married my wonderful wife, Mandi—now of 18 years—and her extended family offered me an opportunity in the remediation industry after the housing crisis brought my previous career to an abrupt end.

Since then, I’ve built my reputation on one simple principle: To do what’s right, no matter what side of the deal my client is on. My secret strength lies in identifying needs at the ground level and finding practical, real-world solutions. One example is my upcoming collaboration with 91��Ƶ and NORMI—the Fine Particulate Cleaning class—designed to complement the NORMI Certified Remediator for Sensitized Individuals (NCRSI) course.

Another project I’m excited about is my artificial intelligence (AI) report generator, currently in beta testing, which will cut report-writing time for assessors by half.

3 | Who has impacted your life more than anyone else?

The first credential class I took was through NORMI, where I’m a Charter Member. Doug Hoffman’s training gave me the tools to serve clients as a health-based environmental assessor. What began as a business centered on source removal has now evolved into a data-driven, medically aligned approach to help clients recover in collaboration with
Dr. Andrew Heyman-trained healthcare providers.

I’m also proud to represent Arkansas, Missouri, and Oklahoma as a regional director for NORMI Pro Management, helping expand this evidence-based healing model nationwide. It’s been inspiring to see our industry evolve from “the air samples are clean” to understanding the connection between the built environment and human health.

If there is one thing that Brian Suggs values, it is being connected to his peers in the industry.

4 | If you could have dinner with one person from history, who would it be, and why?

I’ve always admired Teddy Roosevelt—a man of grit, courage, and conviction. His story still inspires me today.

5 | What hobbies do you love, and do you have any that some may not know about?

When I’m not on the job, I love trout fishing in the Ozark Mountains, spending time with family, and starting my mornings at the gym. Living on the Lake Fayetteville bike trail is a daily reminder of how good life can be when you strike a balance between work, purpose, and health.

On a personal note, I come from humble beginnings. Both of my parents worked in the trades, so I learned the value of hard work and integrity at an early age. At 15, my mother gave me a $10,000 opportunity from one of her decorating projects to supply silk plants and trees for a condo development, and that’s how my entrepreneurial journey began.

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Sewell pointed out that the term “balance” misleads leaders into chasing a perfect 50/50 split that doesn’t exist. “I bristled at the word balance,” she said. “It’s more of a flow, more of an alignment.”

Some days, work demands more attention, while on other days, life takes precedence. Her point, though, is to stay grounded in your values and be intentional about what needs your focus. “Give yourself the grace and the expectation that it’s not going to be equal,” Sewell said.

Having run my cleaning company for about 15 years, I used to live and breathe work constantly. I remember sitting on a beach in Cancun—typically in January, when the phone stops ringing for me—and checking emails and messages, hoping to return to a few jobs. Now, I understand Sewell’s concept of “balance.” I didn’t grasp it back then. I wish I had.

Delegation that grows people

Early on, Sewell reframed the concept of boundaries from one of rejection to a means of protecting focus and energy. “My energy sets the tone for the rest of the organization,” she said.

Just as pivotal as her warm, straightforward approach is sleep. “It is the best gift I give to myself and to others,” she explained, as sleep fuels presence, patience, and judgment.

Sewell admitted that she once struggled with delegating. Her breakthrough came when she began treating delegation as a strategy. Instead of offloading tedious tasks, she emphasized the importance of handing off meaningful work and coaching it to build a shared capability. This approach builds organizational muscle and creates room for leaders to focus on their highest-value responsibilities.

Sewell also relies on trusted people to identify issues. “Allow others to tell you when they’re recognizing it … and then don’t get upset with them when they do,” she said.

While leaders don’t need a perfect balance in their work and life, they do need alignment. Sewell recommends shifting your perspective from “balance” to “flow.”

Additionally, protect your energy by setting boundaries, getting adequate sleep, delegating tasks to develop your team, inviting feedback on your blind spots, and establishing clear rules that respect your off-hours. This approach fosters work-life flow—practical, humane, and tailored to meet the demands of our industry.

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New or smaller companies

These companies typically include a solo operator or one with a small number of employees.

Most of the training or development will focus on the company’s technical elements. Things like becoming proficient in the actual services they provide, such as cleaning, deodorizing, and drying.

However, let’s not forget financial management. This might mean understanding the company’s checkbook is not for personal use, learning to read financial statements, studying how to sell their services to customers, researching how to hire staff, and discovering how to balance workflows with their workforce.

These are all learned skills. Incidentally, many new owners who transitioned from corporate America to entrepreneurship must learn them—often the hard way.

Midsize companies

These companies may have between half a dozen and a dozen employees. They’re beyond the launch phase. One or two people may have been given the title of manager, but they may just be relatives or loyal employees the owner wants to reward.

These owners typically have a good understanding of the technical elements of their job—at least the cleaning and restoration pieces. However, these leaders need to learn to identify and retain effective managers, as they can no longer manage the entire business themselves. This is totally different than managing front-line people.

A larger company

This size company would be one with a couple of dozen, or even dozens, of employees. This owner has an entirely different set of leadership development issues than the solo operator.

While it is important to improve an owner’s technical skills, such as understanding financials, marketing, market trends, and new technology, much of the essential work at this stage involves internal matters, particularly mental and emotional aspects.

At this point, skills, such as empathy, communication, collaboration, and gaining a greater awareness of one’s strengths and weaknesses, as well as understanding how your peers or subordinates perceive you, come into play. Learning to think strategically, as well as operationally, and to coach rather than command are essential skills to have. These are the areas that need to be developed or refined in owners at this level.

Adding staff

Let’s revisit the three different size companies we discussed and examine how the needs of the people they’re hiring at each level vary.

The smaller company: Many of the first hires are friends or relatives of the owner, or they’re people who need jobs. In newer companies, you don’t usually attract employees who have grand dreams of climbing a corporate ladder or building careers in management. Most are more concerned with making enough to pay their rent, feed their families, and maybe earn enough overtime money to attend a ballgame. These days, you’ve got to work a lot of overtime to do that!

At this level, their most significant concerns are: Will I get paid this week? Will I have a job next year? And do I get along with my boss?

At this level, the owner seeks individuals who are consistent, reliable, and produce high-quality work. They usually stand out. Rather than anointing someone who fits these criteria as a manager too soon, start with smaller responsibilities. Both the owner and the employees are learning how to dance together, and there’s often a lot of collateral damage through this learning process at both this level and the next.

The owner also needs to realize that their people are not like them. They may not be as driven as they are or be motivated by the same things. So, the owner wants to learn to see things through their eyes, including the way they manage their business.

The midsize company: This is the one with approximately a dozen employees. This company is in the early stages of having a management team. Therefore, the owner must develop skills in recognizing managerial talent and learn how to work effectively with them.

Owners should work on their ability to communicate clearly and regularly, which is often more frequent than they’re comfortable with. They need to work on the ability to be “firm, fair, and consistent,” as my colleague, Scott Tackett, would say.

This means not only being firm, fair, and consistent in how they deal with their employees, but also being firm, fair, and consistent in how they enforce the company’s values. In other words, do they follow the same rules they expect their people to follow? Or do they claim executive privilege whenever it becomes inconvenient to do so? This is a basic discipline that many business owners learn the hard way.

But let’s not forget about their ability to build a team that will allow them to step away from the business. This includes having the discipline to not just settle for hiring marginal people simply because they need a warm body. But instead, looking for the right people with the correct skills and values with which to build the company.

The larger company: This is the one with a few dozen or more employees. At this stage, an owner may need to abandon some behaviors that contributed to their success in the company’s early stages but no longer serve them. Things like a “command and control” mindset or the need to be seen as the smartest guy in the room. At this stage, the owner needs to shift from being the one with all the answers to being the one with the best questions. This requires a significant amount of internal work on the part of the owner—a lot of which involves self-awareness and ego management.

Have they built trusting relationships, both professionally and personally, with the people in their organization? Have they created a work environment where people can feel safe and fail without being criticized for it or marginalized in their jobs?

Owners at this level need to observe the caliber of questions they receive from their team members. If they’re still getting elementary-level questions, it’s usually not because their people aren’t intelligent. It’s because the owner hasn’t given their team room to ask better questions.

They need to learn to listen between the lines and embrace the diversity of thought and opinions to continue succeeding at this level.

It’s through these kinds of things that owners build loyalty with their people, allowing them to lead a business rather than have it run them.

Financials and numbers

An expression I’ve found myself using lately is that business is really just a bundle of human behaviors wrapped up in numbers. I’m not even sure what that means, but it often feels that way.

For new or smaller companies, this frequently means outsourcing this work to an experienced bookkeeping or accounting firm. But a word of caution: You’ll want to bring that in-house as soon as you can afford it.

As the size of your company increases, the experience and talent level of the person doing your books should increase as well. Money speeds up as your business grows. You want someone handling the money who is familiar with and comfortable with that increased speed.

In larger organizations, you’re looking for someone with an accounting or finance background, or a ton of experience with companies of your size. Their job is to provide you with timely and accurate financial information and to advise you on it. Your job is to review the reports and to listen to their counsel.

One of the biggest fails I see regarding numbers in any small business is the business owner who tries to do their own books. I even have a running joke with a couple of owners who are still doing their own books and struggling mightily with it. So, I ask them, “Are you still doing your own books?”

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“Is it getting any better?”

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So, my first quick fix would be to find a qualified person to handle your books. This will free you up to do what you should be doing—running your business.

You’ll notice I said “qualified.” This doesn’t mean just convenient or cheap. This means someone who is trained, has experience appropriate for your size company, and is strong enough to stand toe-to-toe with you on financial discipline.

That’s how successful companies are built. That’s a change worth making in 2026!

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