60 contracts, 45 employees, 64 years old
A large group has approached you, and you can guess what that means for your people. You are looking for a buyer who keeps the location.
Does this sound familiar?
Two situations we know
The property manager as the main client
Your contracts depend on three management companies. You want to join a group where you become the in-house service provider.
Your day-to-day, as we know it
This is what happens in your business before anyone talks about succession
Winter service
The duty to clear snow and grit is set by the municipal bylaw. Without a complete log, you are liable for every fall.
Staff in spring
Grounds maintenance and cleaning start at the same time. That is exactly when employees drop out or move to competitors.
Fixed price meets collective wage
Many contracts run at the old price. If collective or minimum wages rise, that eats the margin without a price adjustment clause.
Proving the service
The property manager reports that the stairwell was not cleaned. Without time and photo records, it is one word against another.
How we measure your company
The metrics we look at in the first call
We look at the numbers you use to run your business yourself. The right column shows our acquisition criterion.
| Metric | What it tells us | Our benchmark |
|---|---|---|
| Share of recurring revenue | How much comes from fixed property contracts. | The higher the share, the better. |
| Revenue share of the largest client | How dependent you are on one property management company. | Good if no client brings more than 30%. |
| Contribution margin per property | Which properties pay off and which are carried along. | Good if you know it for each property. |
| Contracts with a price adjustment clause | Whether wage increases can be passed on. | Good if most provide for an adjustment. |
| Working time records | Whether collective wages, minimum wage and mini-job limits are demonstrably met. | We look for clean, digital records. |
What actually changes after the acquisition
Step by step
We automate the desk work. Professional decisions and customer contact stay with your people.
TodayPlan routes and schedules for cleaning, grounds maintenance and winter service
With GTPSchedules are built from properties, frequency and availability. The site manager adjusts them when people are absent.
TodayCollect proof of service and gritting logs
With GTPEmployees record time and photos in an app, and the proof goes to the property manager automatically. The site manager checks complaints.
TodayPrepare timesheets for payroll
With GTPTimes are merged automatically and checked for gaps. Approval stays with payroll.
TodayTake orders and damage reports from property managers
With GTPReports are logged and assigned to the right caretaker. The site manager checks the feedback to the client.
Your systems stay in use:casavifacilioo
AI potential in the segment
How much desk work can really be automated here
This is GTP's assessment. We show it upfront so you can see what we will work with after the acquisition.
Scheduling and route optimization
Algorithms plan routes and shifts by property location, qualification and contracted service.
Proof of service by app
Employees document completion with a photo and timestamp, and billing is generated directly from that.
Calculate quotes and change orders
A model calculates winter service, grounds maintenance and extra services from property data and collective wages.
What limits the technology here
The work is physical and takes place at the property, so the largest cost block remains the labor hour.
What this means for you
If you document working times digitally, you lower our risk on wage and collective agreement issues.
Sources Federal Guild Association of the Building Cleaning Trade, industry report 2025: labor costs average 85% (2025).
What we want to see
The documents we need
After the first call and the non-disclosure agreement, these five documents are enough for a solid offer.
- Property list with client, scope of services, annual revenue and contract end
- Template contracts with price adjustment clauses
- Working time records and payroll journal for one winter month
- Gritting logs from last winter and damage cases with liability insurance
- Employee list with type of employment, start date and collective wage grade
What we buy
Our acquisition profile for this segment
Criteria
- Framework contracts as the core of the business
- EBITDA from €0.5m or add-on
- No client above 30%
- Clean HR and working time documentation
Value drivers
- Framework contracts with management companies
- Digital scheduling
- Low staff turnover
Value reducers
- Unresolved collective wage and minimum wage risks
- A few clients account for a large share of revenue
- Paper-based scheduling
How you can tell we know your business
Three facts you can quote
- 0170% of property management companies are overloaded and outsource operational services (VDIV barometer 2025).
- 02FM consolidators such as Apleona (PAI) and Emeria (Kabero, GM Gebäudemanagement) actively buy technical services (Emeria 2026).
- 03VDIV members manage 8.7 million units that need facility services (VDIV 2026).
Market range, third-party source
What comparable companies trade at in the market
| Size class | EBITDA multiple |
|---|---|
| Micro-cap, revenue below €5m The relevant class for most succession cases in this segment | 3.5x to 5.5x |
| Small-cap, revenue €5m to €50m | 5.0x to 7.0x |
Category business services (B2B). Source: DUB KMU-Multiples Q2/2026. The DUB figures show asking prices and price expectations on a business marketplace. They do not include completed transactions. The range comes from an independent third party and is not an offer from GTP.
From multiple to cash
The multiple gives the enterprise value. What reaches your account depends on four items:
- Net financial debt
- Loans, leases and shareholder accounts are deducted, cash is added.
- Working capital
- We assume a normal level. An account emptied before the sale reduces the price.
- Investment backlog
- Vehicles, measuring equipment and software due in the next two years are deducted from the price.
- Payment structure
- Part of the price is paid only after signing, through a rollover or a performance-based component.
What lowers the value
If one of these points applies, the value drops:
- The owner personally holds the key customers
- Short remaining terms or contracts that can be terminated at any time
- If a large share of revenue depends on one customer, the price goes down.
- No second management level that runs the business without the owner
We calculate your value in the first call using your numbers. We go through the four items openly with you, even if the result is below your expectations.
All market data and the regulatory timeline for real-estate-related services
Frequently asked questions
What owners in this segment ask
Do you buy pure cleaning companies?
Yes, if facility service contracts with management companies and owners form the core. We do not buy businesses based purely on one-off orders.
What about minimum wage and collective agreements?
We check payroll records in due diligence. Clean documentation raises the price, open risks lower it.
Do my foremen stay?
Yes. They are the core. We invest in scheduling and app-based documentation and do not cut jobs.
How does this fit with a management company?
You become the group's in-house service provider. The group's management companies bring properties, and your team gains utilization.
Real-estate-related services
More segments in this area
Sell a property management company
Platform segment for management companies with a stable base of appointments and a certified team.
Sell a rental management companyCondominium unit and rental management as an addition to a WEG core.
Sell a real estate accounting companyService providers that handle billing and bookkeeping for other managers.
Sell a technical property management companyTeams that manage maintenance, tendering and GEG measures for owners.
Sell a property management company (commercial)Management of office, retail and logistics properties for institutional owners.
Why we buy this segment
A management company lives on the trust of advisory councils, owners and tenants in your team. That is why we talk about your people first and the price second.
I am responsible for the purchase agreement and the handover. In a share deal, your appointments remain in place, and no owners' association has to pass a new resolution. We clarify this before the offer.
For M&A advisors, tax advisors and succession advisors
Response on your client usually within 72 hours
Acquisition profile, teaser metrics and our commitments for all 24 segments are on a separate page. We only approach your client through you.
First step
Talk to a buyer who knows your segment
A 30-minute call is enough to know whether we fit. Afterwards you get a written assessment with reasons.
Request a confidential first call
Or call us: +49 40 89741812
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