My Story

Over the course of my career I had the opportunity to help rebuild struggling cleaning teams. I have worked with teams where employees were frustrated with one another, communication had broken down, and cleaning standards were inconsistent. Some had simply never been trained properly — they had been given cleaning products and told what to clean, but nobody had taken the time to explain why certain procedures mattered, or what a professional standard of clean actually looks like.

By working alongside those employees, sharing what I knew, introducing clear standards and procedures, and explaining the reasoning behind the work, I watched those teams change. Employees who had been struggling became stronger and more confident in their roles. Team relationships improved. Expectations became clearer. The overall standard of cleaning went up.

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Sometimes an employee who appears to be a poor cleaner isn’t necessarily a poor employee.

They may simply never have been given the knowledge, direction, standards or support they needed to succeed. When an employee is struggling, the answer is not always a new employee — often it is better training, clearer expectations, and consistent procedures.

The training itself was never the hard part. Explaining it for the hundredth time was.

I would walk someone through a procedure step by step, and a week later find it being done a completely different way — not because they were careless, and not because I had not explained it, but because I had explained the what over and over until I sounded like a recording, and had never built anything that properly explained the why.

Why I Built It

Instead of Repeating Myself, I Built Something

I created this course because after years in the industry I kept seeing the same problems happen over and over. I could see where employees were struggling. I could see the gaps in their training. I could see why cleaning standards were inconsistent, and why some employees who had been labelled bad cleaners had simply never been properly taught.

So instead of continuing to repeat myself, I decided to put what I know into something tangible. Years of cleaning, of training employees, of working alongside struggling teams, of developing standards and procedures, and of seeing first-hand what happens when proper training is missing — turned into a structured training program.

It gives a company a structured way to teach employees what professional commercial cleaning should look like, establish consistent expectations across a team, and identify the areas where additional training is needed.

Some modules are designed to go beyond simply showing an employee what to do. They explain why the procedure matters, what can go wrong, how to do it correctly, how to recognize when it has been done properly, and what safety concerns may be involved.

That approach is deliberate. When employees understand the reasoning behind the work, they are more likely to follow the correct procedure even when nobody is watching.

When you teach people not only how to clean but why it matters, you give them the opportunity to become better at what they do.

Built to be brand-neutral

It is built to be brand-neutral, so any company can put its own standards on top of it. Nothing in it names a chemical brand, a uniform, or a supplier.

Cleaning employees deserve more than being handed supplies and told to clean. They deserve to be taught how to do the job, why the procedures matter, what the standard is, and what is expected of them. And employers deserve a way to provide that consistently, instead of starting from scratch every time they hire someone new.

From the Field

What Experience Alone Does Not Cover

Over the years I have worked alongside many cleaners who were considered experienced, and who genuinely believed they knew how to clean. Once I worked beside them, I found significant gaps in their training. None of it was carelessness. Nobody had ever taught them.

Every one of these was done by someone who had been cleaning for years

Mixed spray buff solution into floor finish and tried to buff a floor with it.
Used vinegar as a disinfectant.
Cleaned a toilet seat with glass cleaner.
Took a soaking wet mop straight from the bucket onto the floor of a busy public facility.
Did not know that a surface has to be cleaned before it can be disinfected.
Used all-purpose cleaner throughout, and never disinfected where it was required.
Used disinfectant on everything, believing cleaning and disinfecting were the same thing.
Wiped a toilet seat and then a sink with the same cloth.
Worked all shift without changing dirty water.
Ran a dust mop through restrooms and then other areas, without understanding what travels with it.
Struggled with stainless steel, using the wrong product and the wrong technique on equipment and surfaces.
Told me they knew how to run a floor machine, switched it on, lost control of it and put it into a wall.

These were not isolated situations. Together, they showed me a much larger gap in how cleaning knowledge was being taught and understood.

There can be an enormous difference between having cleaning experience and having proper cleaning training.

This is what years of working directly beside cleaners has taught me. When you identify the gaps in someone’s knowledge and actually teach them the reasoning behind proper procedures, you can often turn a struggling cleaner into a knowledgeable, confident and valuable employee.

One More Reason

There Was Another Reason I Decided to Build Clean-Skills Training

Over the years, I learned that having experience, seeing where improvements could be made, and having ideas about how employees could be better supported did not always mean I was in a position to make those changes. There were times when I could see what was missing and knew what could help, but the decision to act on that knowledge was not mine to make.

Eventually, I realized I could do something different with that experience. I could take what years of working directly beside cleaners had taught me and build the kind of training resource I wished I had been able to give every employee I worked with.

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I couldn’t control whether my experience was listened to. But I could build something from it.