How do I hand over a window cleaning company’s storefront routes to a buyer?
Write up each storefront route as a set of stops with the schedule, access arrangements, scope of work and billing, then introduce the buyer to the key accounts in person. Also hand over the keys and codes through a controlled, recorded process.
Begin with the paperwork that makes a route repeatable: addresses, the days and times of visits, how many panes or frontages, any special equipment, and who the contact is at each store. A buyer should be able to look at a stop and know what the visit involves. Add notes about difficult access, shared walkways or timing limits set by tenants.
Customers matter next. Storefront owners often stay because they trust the person who turns up. Arrange introductions with your larger accounts before closing, ideally by riding along, and explain what will stay the same. Ask which clients have written agreements and which work on a handshake, because the latter are easier to lose.
Finally, manage access with care. Keep a log of keys, codes and fobs, and plan how they will be passed on and who holds copies. Confirm that your insurance and the buyer’s will cover the cutover. Ask your lawyer how a customer agreement can be passed to a new owner, and ask your accountant to match the routes to the revenue the buyer will see. Plan the first few weeks together, with the buyer doing some visits alone while you are still reachable by phone.
Key takeaways
- Document every stop with schedule, scope, access method and billing contact.
- Introduce key accounts in person, ideally on a ride-along, before closing.
- Keep a recorded log of keys and codes, and settle the handover with your lawyer.
Related reading
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Due diligence
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Sources
This answer is checked against primary sources. Links were last confirmed on the dates shown.
- 01Business Development Bank of CanadaGovernmentHow to conduct due diligence when buying a business
- 02Business Development Bank of CanadaGovernmentAfter buying a business, what is the next step?
- 03Business Development Bank of CanadaGovernmentUnderstanding post-merger operational integration
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