"Marketing Doesn't Work for Me"

Mike Campion and Jackson Pinkoski tackle one of the most common things cleaning company owners say when they're frustrated: "Marketing doesn't work for me." Maybe Facebook ads felt like a waste. Maybe Google leads seemed bad. Maybe mailers worked for a while and then suddenly slowed down. The problem is, most owners jump straight to blaming the marketing before they actually know what happened.

Feelings Are Not Data

Jackson points out that marketing has ups and downs. What worked in January might feel slower in April, but that doesn't automatically mean the whole strategy is broken. Mike brings it back to the real issue: if you're not tracking, you're not making decisions based on truth. You're making decisions based on stress, memory, and whatever felt bad that week. That's dangerous because a campaign can feel broken even when it's actually working.

The good news? Tracking doesn't have to be complicated. Jackson says owners just need a starting point. How many calls came in? How many leads? How many bids? How many became customers? Mike adds one more big number: how much did you spend? You don't need a giant fancy spreadsheet to start. You just need enough numbers to stop guessing.

A lot of cleaning company owners panic too early. They get a few bad calls, a slow week, or some leads that don't close, and suddenly they want to shut everything off. Mike and Jackson push back on that hard. Sometimes the problem isn't the lead source. It might be the offer, the follow-up speed, the sales process, the target audience, or just not enough time. If you don't have the numbers, you might kill something that was actually making you money.

The big takeaway is simple: before you say your marketing failed, prove it. Track your spend, leads, bids, sales, and recurring revenue. Once you have the data, you can make real decisions. Without it, you're just guessing — and guessing is expensive. Marketing becomes way less scary when you can actually see what's happening.

Podcast Show Notes

In this episode, Mike Campion and Jackson Pinkoski break down why so many cleaning company owners feel like their marketing "isn't working." The real issue usually isn't Facebook, Google, mailers, or bad leads — it's that the owner isn't tracking enough to know what's actually happening. Mike and Jackson explain why feelings are not data, why owners panic too early, and what simple numbers every cleaning company should track before making marketing decisions. If you've ever wanted to shut off your ads, blame the lead source, or say "marketing doesn't work for me," this episode will help you slow down, look at the numbers, and stop guessing.

Most commercial cleaning owners think a bigger contract is automatically a win. Bigger account, bigger monthly revenue, bigger company. But in this episode, Mike Campion talks with Luke Embry of Commercial Cleaning with Commonwealth about the part most owners don't slow down to look at: margin, cost of goods sold, payment terms, and whether that "big opportunity" is actually making the business stronger — or just busier. Luke started his company in 2021, grew to around 65 team members, and hit his first million-dollar year in 2025, so this is a real scaling question from someone already in the game.

Bigger Doesn't Automatically Mean Better

Luke brings up a problem a lot of commercial cleaning owners eventually run into: as the contracts get bigger, the pressure to lower margins gets stronger. It feels reasonable at first. A larger client wants a better price, the contract is worth more money, and the owner starts thinking, "Maybe I can take a smaller percentage because the total pie is bigger."

Mike's response is blunt: the math matters more than the excitement. A bigger contract with thin margins can create more risk, more payroll pressure, and more stress without creating much actual profit.

The "Smaller Piece of a Bigger Pie" Trap

The dangerous part is that "smaller piece of a bigger pie" sounds smart. But Mike points out that the details matter. If your cost of goods sold moves from 50% to 60%, 70%, or even 75%, you may not be taking a smaller piece of a bigger pie — you may be giving away the whole pie.

That's the part a lot of owners miss. Revenue goes up, but payroll, overhead, risk, and payment delays go up too. If the margin disappears, the big client can become a liability instead of a win.

Payment Terms Can Make a Bad Deal Worse

Mike also digs into payment terms, especially for commercial cleaning companies. If you're paying cleaners before the client pays you, you're basically financing the client's cleaning service.

That may not feel like a big deal on a small account. But on a large contract, one slow-paying client can put serious pressure on cash flow. Thin margins plus bad payment terms can turn a "great" contract into a business problem fast.

Price Isn't the Only Thing You Can Negotiate

One of the strongest takeaways from this conversation is that owners don't always have to negotiate price. They can negotiate scope.If a prospect has a smaller budget, that doesn't automatically mean you should discount the same level of service. It may mean offering a different package, a different scope, or a different level of result. That keeps the business from quietly absorbing the cost just to win the account.

Know the Difference Between Revenue and Profit

Luke shares that he once looked at a million-dollar contract that would have more than doubled the company's revenue, but after digging into the numbers, it would have meant working twice as hard for almost nothing. That's the real lesson of this episode: revenue is not the prize if the profit isn't there.

Most cleaning owners don't need more big accounts. They need better accounts, better math, and the confidence to walk away when the numbers don't work.

Podcast Show Notes

A bigger commercial cleaning contract sounds like the dream.

More revenue. Bigger client. Bigger company.

But what happens when that big contract comes with smaller margins, slower payment terms, and way more risk?

In this episode, Mike Campion talks with Luke Embree of Commercial Cleaning with Commonwealth about the hidden side of larger commercial contracts. Luke has grown his company to around 65 team members and hit his first million-dollar year, but now he's facing the next-level question: should bigger clients mean lower margins?

Mike breaks down why "smaller margin on a bigger contract" can be dangerous, how cost of goods sold actually impacts profit, why payment terms matter, and why cleaning business owners need to stop celebrating revenue before they check the math.

If you've ever looked at a big commercial account and wondered whether you should lower your price to win it, this episode is for you.