Most small professional offices land on two or three visits a week. Restrooms and kitchens are what force the frequency, not desk space — which is why a ten-person office with two restrooms often needs more visits than a thirty-person open plan with one.
The instinct is to size a cleaning schedule from floor area, and it is the wrong starting point. Open desk space is the fastest part of any office to clean and the slowest to visibly degrade. What actually drives frequency is the small number of rooms that get heavy, repeated, unavoidable use: restrooms first, then the kitchen or break area, then whatever space visitors sit in.
That is why two offices of the same size can need genuinely different schedules. A twelve-person firm with two restrooms and a kitchen that gets used for real lunches will feel neglected on a weekly visit. A thirty-person office where most people are on site two days a week, with one restroom and a coffee machine, can be perfectly well served by the same weekly visit. Headcount matters less than how many people are physically in the building on an average day.
The second factor is who sees the space. An office that only its own staff use can absorb a longer gap, because everyone there has a tolerance for their own building. An office where a client might arrive on any afternoon cannot, because the cost of the space looking tired is not measured in cleanliness at all.
These are the patterns typical of small professional offices on the corridor. Each is a starting position for a conversation, not a rule.
Medical and dental suites, offices with a staffed reception, anywhere food is prepared daily, and firms where clients arrive without notice. Restrooms get attention every working day and nothing accumulates. In medical and dental offices we clean the front of house, offices, restrooms and break areas; treatment rooms, sterilization areas and regulated medical waste stay with your clinical team or a licensed specialist.
Most small professional offices: law, accounting, engineering, insurance, consulting. Enough frequency that restrooms and kitchens never fall behind, without paying for visits the building does not generate work for.
Under about ten people on site, one restroom, light kitchen use. Works well where the team is in the office two or three days a week rather than five, so the building is genuinely quiet between visits.
Every-other-week and monthly schedules exist, and they are honest options for a storage-heavy office, a low-occupancy satellite, or a space used mostly for meetings. They are not a way to make a busy office cheaper. At that spacing each visit has more build-up to clear and may need to be longer, and the building spends most of its life in the state you were trying to avoid.
One more consideration on this corridor specifically: a very small suite on a very frequent schedule runs into a floor. For any single visit under about ninety minutes on site there is a $90 floor, and for a visit that only takes an hour that floor binds. It is why a small office is usually better served by fewer, fuller visits at a higher service level than by daily short ones.
Nobody gets this exactly right from a floor plan, including us. The honest approach is to start at the cadence the walkthrough suggests, then look at it again once there is evidence. The evidence is specific: are restroom supplies running out between visits, is the kitchen ever the first thing you notice, is anyone on your staff quietly tidying before a client arrives. Any of those means the gap is too long.
The reverse signal is just as useful and much less often acted on. If the cleaner is arriving to a building that has barely been used, you are paying for a schedule the office is not generating. That is a conversation worth having with a vendor, and a reasonable one will have it. Frequency is the easiest thing to adjust in a cleaning arrangement and the one most people leave untouched for years.
We recommend a schedule at the walkthrough and write it into the scope alongside everything else. Because our monthly inspection is scored against that same scope, the report tells you over time whether the cadence is holding — a schedule that is too thin shows up as the same items slipping in the same weeks, which is a far better basis for changing it than a hunch.
Two to three times a week suits most small professional offices. Under about ten people with a single restroom, weekly is often enough. Above roughly twenty-five people, or with two or more restrooms in daily use, three to five times a week becomes the sensible floor. The deciding factor is restroom and kitchen traffic rather than total square footage.
Most do not. Daily cleaning is worth it where the public sits in the space, where food is prepared and eaten in volume, or where a client could walk in unannounced on any given afternoon. For a typical professional office, the money spent moving from three visits a week to five is usually better spent on a higher service level at the same frequency.
Every visit, without exception, at every service level. Restrooms are the one area where the gap between visits is felt immediately and where under-cleaning is a genuine hygiene issue rather than an appearance one. If a schedule is being reduced to save money, restroom frequency is the last thing to cut and usually the reason the schedule cannot be cut further.
Yes, and it is common in the first few months. Offices routinely start at one cadence and settle at another once the pattern of the building is visible. Changing frequency is a change to the schedule and the price, not a renegotiation of the scope, so it does not mean going back to the beginning.
Per month, yes. Per visit, not necessarily: a longer gap means more build-up to clear at each visit, so the walkthrough may set a longer visit for an every-other-week schedule than for a weekly one. Reducing frequency saves real money in a quiet office; in a busy one it usually moves the spend rather than removing it, and the building looks worse in between.
The walkthrough is free and takes about half an hour. You get a written scope and a price for the cadence we think fits, and one for the step either side of it if you want to compare.
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