Comparing cleaners for a new Kellyville premises with no cleaning history

A new premises has an intended use rather than an observed one, and the two rarely match exactly. Tell providers how many people will occupy it, when, which entries they will use, where they will eat, and which areas will see visitors. That information substitutes for history and lets a provider reason about wear and traffic rather than pricing from area alone, which is the fallback when nothing else is available.

Be honest about the uncertainty. If occupancy will build over six months, say so, and ask how the schedule would adjust. A provider who proposes starting lighter and reviewing at a set point is thinking about your actual situation. One who proposes a full schedule from day one may be right, but should be able to explain why the building needs it before it is fully occupied.

The useful question for a new premises is not what the schedule is but why. Why daily here and weekly there, why this periodic item at this interval, what would change the answer. A provider reasoning from the building will explain in terms of traffic, surfaces, visibility and how quickly an area deteriorates. That explanation is the thing you are really comparing, because the schedule itself is easy to copy.

It also gives you something to test against reality later. If a provider said the meeting rooms would need weekly attention because they expected light use, and they turn out to be booked constantly, you have a clear basis for revisiting the schedule. Without the reasoning recorded, the same conversation becomes a negotiation about whether the original price was adequate rather than a discussion grounded in what was actually proposed.

For a new premises, a scheduled review after two or three months is worth more than a carefully argued initial schedule. Nobody can predict exactly how a building will be used, and the first months produce information nothing else can. Agree the review date when you appoint, and agree that the scope may go up or down as a result rather than only in one direction.

Keep the initial term short enough to act on what you learn. Twelve months with a review at three is a sensible structure. It gives the provider enough certainty to resource properly while leaving you able to adjust once the building is genuinely occupied, which is the point at which you will know what you actually needed to buy in the first place and what the building was always going to need.