Enviro-Master franchise unit economics
Enviro-Master franchisees run a route-based commercial hygiene business (restroom sanitising, power washing and window washing) sold to businesses on recurring service agreements. Revenue per business inside a territory runs from $0.74 to $43.30 a year on 2025 trading, a 58-fold range on a measure that already controls for territory size. The gap is penetration of the businesses already sitting inside the ground an owner holds.
- Primary source
- Enviro-Master Services, LLC, 2026 Franchise Disclosure Document
- Items read
- Items 5 and 6 for fees; Item 7 for cost to open; Item 19 for sales and any profit figure; Item 20 for the location count
- Population
- 80 of 163 locations
- Our calculations
- Marked on the page with an asterisk. Method
- Last reviewed
- 26 September 2026
Disclosure-based. Not a forecast, not an offer to sell a franchise, and not advice.
Divide a territory’s 2025 revenue by the businesses inside it and the answer is wide: revenue per business runs from $0.74 to $43.30 a year, with a median of $8.26. Territory size accounts for about a quarter of the difference. The rest is how many of those businesses buy.
- Revenue per business in territory runs $0.74 to $43.30 a year, median $8.26. A difference of 58 times on a measure that already controls for how big the territory is.
- Territory size accounts for about a quarter of the difference between territories. The correlation between business count and revenue is 0.52 across the 51 single-territory operators.
- The four company-owned profit and loss statements run 8.7% to 30.1% of profit. And the smallest territory, at $240,535 of revenue, is the most profitable of the four.
- Gross profit holds between 56.8% and 63.8% across all four. On revenue spanning $240,535 to $3,326,106, a fourteen-fold range.
- Multi-territory operators hold 3.7 territories each and bill $284,644 a territory at the median. Against $838,881 at the median single-territory operator.
How much does a Enviro-Master franchise make?
The average Enviro-Master unit reported $956,780 of revenue in the 2026 FDD, and the median reported $838,881. The brand’s disclosure document discloses revenue and not profit, so what an owner keeps depends on the cost structure set out below. Fees come off the top first, at about 15% of sales across royalty, brand fund and the rest of the stack. Revenue is not income. Rent, wages, cost of goods and the franchise fees all come out before an owner is paid. The figures for the highest-selling and lowest-selling businesses are below.
Top performers
What separates the top Enviro-Master performers
Enviro-Master splits its locations into groups instead of publishing one average. The best group averaged $1,940,225 a year. The worst averaged $200,815. Both run the same brand, on the same agreement, paying the same fees. The middle location sold $838,881. The average was $956,780. More than half the system is below the number the brand quotes.
Decided before you open
- Trade area and site.A 9.7× gap between bands is not an operating gap. Catchment, daytime population and what sits next door set the ceiling before the first customer arrives.
- Capacity, fixed at build.capacity is None vans multiplied by hours multiplied by how full they run. What you can sell is set by the build, and the build does not change after opening.
- Territory, and how much of it is real.This model sells from a territory rather than a building, quoted at 25,625 businesses. Two owners with the same brand and different ground are running different businesses, and density decides how much driving sits between jobs.
- What you spend to open.Opening costs $112,450 to $286,850, a 2.6× range inside one brand. The high end usually buys more capacity, so the cheapest build is not always the cheapest route to the top band.
Live operating levers
- Routes, the operating driver.This model bills on routes. The van costs the same whatever it does that day, so the owner works on how many stops fit into it and how far apart they are. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Membership and rebooking.A recurring plan turns a high-fixed-cost business from an appointment book into a subscription, which smooths the utilisation that drives the wage line. Rebooking before the customer leaves is what builds it, not marketing spend afterwards.
- Fees, and where the minimum bites.Fees run about 15.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
Context you underwrite around
- The reporting screen.80 of 163 locations are behind these figures. Locations open less than the full year, brand-owned, or not meeting the reporting criteria are excluded, so the numbers describe locations that cleared that screen, not the system as a whole.
- What the disclosure leaves out.Item 19 publishes no profit or cost data for franchised locations. The brand’s own locations are the only margin signal in the document, and they are run by the people who wrote the playbook.
Fees and what it costs to open
What the fees come to.
| Territory | Sales | Royalty at 6% | Admin and service at 5% | National advertising at 2% | Local marketing at 2% | Technology | Total | Share |
|---|---|---|---|---|---|---|---|---|
| Highest-selling single territory | $3,457,294 | $207,438 | $172,865 | $69,146 | $69,146 | $3,250 | $521,845 | 15.1% |
| Top quartile | $1,940,225 | $116,414 | $97,011 | $38,805 | $38,805 | $3,250 | $294,285 | 15.2% |
| All single territories | $956,780 | $57,407 | $47,839 | $19,136 | $19,136 | $3,250 | $146,768 | 15.3% |
| Median territory | $838,881 | $50,333 | $41,944 | $16,778 | $16,778 | $3,250 | $129,083 | 15.4% |
| 3rd quartile | $549,222 | $32,953 | $27,461 | $10,984 | $10,984 | $3,250 | $85,632 | 15.6% |
| Bottom quartile | $200,815 | $12,049 | $10,041 | $4,016 | $4,016 | $3,250 | $33,372 | 16.6% |
| Lowest-selling single territory | $42,364 | $2,542 | $6,500 | $847 | $847 | $3,250 | $13,986 | 33.0% |
Ours, built from the filed rates: a royalty of 6% of gross revenues or the minimum set in the franchise agreement, whichever is greater, taken weekly. An administrative and service fee of the greater of 5% or $125 a week. The franchisor may raise by its cost increase plus 20% of the cost of providing the service. A National Advertising Fee of 2%; a Local Marketing Expenditure of 2%; and a technology fee of $62.50 a week per user, shown here for a single user.
The percentage stack is 15% of gross revenues. 6% royalty, 5% administrative and service, 2% national advertising and 2% local marketing. That is at the high end of this library. The administrative fee is what makes it unusual. It buys most of the back office. Means a franchisee here is running a route.
The brand's own accounts show its charges at 12.0% to 13.4%. Consistent with 13% of royalty, administrative and national advertising, with local marketing sitting in other overhead. Plan 13% as a fee and 2% as a marketing budget, rather than 15% as one number.
National and regional accounts have a further 4%. Both during the first twelve months of each account and as an ongoing management fee afterwards. National accounts fill a truck fastest, and they take the rate on that work to 19%. It is worth modeling before chasing the volume.
What it costs to open a territory.
| Item | Single territory, low | Single territory, high | Multiple territories, low | Multiple territories, high |
|---|---|---|---|---|
| Initial franchise fee | $60,000 | $60,000 | $100,000 | $190,000 |
| Additional funds, three months | $13,000 | $128,000 | $127,000 | $305,000 |
| Power washer and vehicle | $2,300 | $50,800 | $2,100 | $50,800 |
| Opening inventory | $15,800 | $16,500 | $15,800 | $16,500 |
| Equipment | $9,100 | $10,000 | $12,700 | $13,600 |
| Training travel and living | $4,000 | $7,000 | $4,000 | $7,000 |
| Inside sales activity | $4,920 | $4,920 | $4,920 | $4,920 |
| Insurance | $1,000 | $3,000 | $1,000 | $3,000 |
| Professional fees | $500 | $2,500 | $500 | $2,500 |
| Rent | $500 | $2,000 | $2,400 | $4,000 |
| Deposits and prepaid expenses | $500 | $1,000 | $500 | $1,000 |
| Permits and licenses | $200 | $500 | $200 | $500 |
| Local digital marketing | $350 | $350 | $350 | $350 |
| Technology costs | $250 | $250 | $250 | $500 |
| Total | $112,450 | $286,850 | $271,720 | $599,670 |
As the brand reported it, reordered here by size.
The build is 0.12 to 0.30 times a year of average single-territory revenue. $112,450 to $286,850 against $956,780. The lowest opening cost in this library. The business is a route rather than a building. Against the median territory's $838,881 it is 0.13 to 0.34 times.
Cash to run the business day to day is the largest variable, at $13,000 to $128,000. A ten-fold range inside one line, and it is the honest part of the estimate. A route business earns only what the route has been sold. The lowest-selling territory in the performance table bills $42,364 a year. Planning at the high end of that range is the safer read.
$60,000 of franchise fee is 53% of the low column. Add $15,800 of opening stock and $9,100 of equipment bought from the brand. $84,900 of a $112,450 opening cost goes to the brand, which is 75%. The inside sales activity and digital marketing lines payable to it as well. The vehicle and power washer, at $2,300 to $50,800, is the one line an owner controls through leasing.
A multiple-territory agreement costs $271,720 to $599,670. Against a median multi-territory operator billing $897,684 across 3.7 territories. The initial fee alone runs $100,000 to $190,000, and the working capital line more than doubles. Read against the finding that multi-territory operators bill $284,644 a territory against $838,881 for single-territory ones, the case for committing to territories early deserves careful testing.
Revenue per business
Same measure, 58 times apart.
| quartile | Businesses | Average revenue | Median revenue | Revenue range |
|---|---|---|---|---|
| Top quartile | 13 | $1,940,225 | $1,656,833 | $1,399,859 – $3,457,294 |
| 2nd quartile | 13 | $1,105,508 | $1,109,540 | $838,881 – $1,330,723 |
| 3rd quartile | 12 | $549,222 | $532,844 | $328,702 – $829,246 |
| Bottom quartile | 13 | $200,815 | $223,054 | $42,364 – $319,466 |
| All single territories | 51 | $956,780 | $838,881 | $42,364 – $3,457,294 |
| Territory | 2025 sales | Businesses in territory | Revenue per business a year |
|---|---|---|---|
| Reno – Lake Tahoe | $1,109,540 | 25,625 | $43.30 |
| Charlotte | $3,457,294 | 119,215 | $29.00 |
| St. Louis | $2,980,554 | 110,959 | $26.86 |
| Baltimore | $1,656,833 | 74,153 | $22.34 |
| Denver South | $1,679,791 | 75,927 | $22.12 |
| Median of all 51 | $838,881 | n/a | $8.26 |
| Philadelphia | $265,924 | 99,428 | $2.67 |
| Albuquerque | $112,924 | 54,142 | $2.09 |
| Houston Metro West | $157,923 | 77,423 | $2.04 |
| Richmond Virginia | $129,976 | 75,546 | $1.72 |
| Houston Metro North | $42,364 | 57,352 | $0.74 |
Revenue and business counts are as the brand reported it for each named territory; revenue per business is marked *, dividing one by the other.
Revenue per business in territory runs $0.74 to $43.30 a year. Reno–Lake Tahoe bills $1,109,540 against 25,625 businesses; Houston Metro North bills $42,364 against 57,352. Both hold a territory; one has sold into it and one has barely started. Because the measure already divides by territory size, the 58-fold gap is penetration and execution.
Territory size accounts for about a quarter of the difference. The correlation between business count and revenue across the 51 single territories is 0.52 *, which puts roughly 27% of the difference on how many businesses sit inside the boundary. Chicago holds 361,742 businesses and bills $2,381,197; Reno holds 25,625 and bills $1,109,540, a fourteenth of the market producing nearly half the revenue.
The median territory bills $8.26 a year per business inside it. A territory of 100,000 businesses at the system median produces $826,000 a year. To plan, multiply the business count quoted for a territory by $8.26 for a middle outcome, by $2 for a low one and by $22 for a strong one.
The top quartile averages $1,940,225 and the bottom $200,815. 9.7 times. The bottom quarter's own range runs $42,364 to $319,466, 7.5 times inside one quartile. The second quartile differs 1.59 times over. Weakness here is concentrated in a handful of territories that have yet to build a route.
Holding more than one territory.
| Measure | Single-territory operators | Multi-territory operators |
|---|---|---|
| Businesses in the table | 51 | 29 |
| Territories held | 51 | 107 |
| Average revenue | $956,780 | $1,086,373 |
| Median revenue | $838,881 | $897,684 |
| Median revenue per territory | $838,881 | $284,644 |
| Median revenue per business in territory | $8.26 | $8.39 |
| Reaching the group average | 24 (47%) | 10 (34%) |
Revenue, medians and attainment counts are as the brand reported it; revenue per territory and per business are marked *.
Multi-territory operators bill $284,644 a territory at the median against $838,881 at a single-territory operator. Roughly a third. Holding more ground raises median revenue by 7% ($897,684 against $838,881) while multiplying the ground held by 3.7 *. On these figures, a second territory is worth far less than a first.
Revenue per business in territory is almost identical between the two groups: $8.26 and $8.39. Which says the intensity of selling is the same; what differs is how much territory each operator is trying to cover with it. Northern Virginia holds 8 territories and 84,233 businesses and bills $597,934, $74,742 a territory, the thinnest in the table.
34% of multi-territory operators reach their group average, against 47% of single-territory ones. The multi-territory distribution is the more skewed of the two: San Jose bills $2,455,983 across 2 territories while Sarasota bills $305,465 across 3. Both structures produce strong and weak outcomes, and each contains the full range.
The company P&Ls
Four company-owned businesses, four full P&Ls.
| Line | Charlotte | Atlanta West | Columbia | Myrtle Beach |
|---|---|---|---|---|
| Businesses in territory | 119,215 | 194,301 | 65,055 | 25,318 |
| Service revenue | $2,740,873 | $1,143,039 | $1,056,223 | $189,705 |
| Product revenue | $363,428 | $222,514 | $153,412 | $28,611 |
| Install revenue and trip charges | $221,805 | $94,569 | $71,821 | $22,220 |
| Total sales | $3,326,106 | $1,460,123 | $1,281,456 | $240,535 |
| Cost of goods sold | $1,325,707 | $630,623 | $495,069 | $86,956 |
| gross profit | $2,000,399 | $829,500 | $786,386 | $153,579 |
| gross profit share | 60.1% | 56.8% | 61.4% | 63.8% |
| Employee expenses | $668,895 | $283,948 | $231,531 | $35,000 |
| Franchise fees | $444,825 | $193,524 | $164,301 | $28,862 |
| Other selling, general and administrative | $393,349 | $225,696 | $163,614 | $17,380 |
| Total operating expenses | $1,507,069 | $703,168 | $559,446 | $81,242 |
| profit | $493,330 | $126,332 | $226,941 | $72,337 |
| profit share | 14.8% | 8.7% | 17.7% | 30.1% |
| Revenue per business in territory * | $27.90 | $7.51 | $19.70 | $9.50 |
Dollar figures are as the brand reported it, with install revenue and trip charges combined here for space; the share rows and the final row are marked *.
Gross profit holds between 56.8% and 63.8% on revenue spanning fourteen times. $240,535 at Myrtle Beach and $3,326,106 at Charlotte. A route-based service business prices its work the same way whatever the volume. So the gross profit travels. What changes is how much fixed overhead that volume has to cover.
The smallest territory is the most profitable. Myrtle Beach bills $240,535 and keeps 30.1%; Charlotte bills $3,326,106 and keeps 14.8%; Atlanta West bills $1,460,123 and keeps 8.7%. Myrtle Beach runs $35,000 of employee expenses and $17,380 of other overhead, 21.8% of revenue combined, against 31.9% at Charlotte and 34.9% at Atlanta West *. Bigger territories add overhead before they add profit.
Franchise fees run 12.0% to 13.4% of revenue. $28,862 at Myrtle Beach and $444,825 at Charlotte. That matches the rates in the agreement. A 6% royalty, 5% of administrative and service fees and 2% of national advertising come to 13%. The further 2% of local marketing requirement spent locally and sitting in other overhead. So the company statements confirm what a franchisee should expect the brand to take.
Atlanta West holds 194,301 businesses and bills $7.51 from each. It is the largest of the four territories and reaches the fewest of its businesses. It keeps 8.7%, the lowest of the four. Charlotte holds 119,215 businesses, bills $27.90 from each and keeps 14.8%. Between those two the difference in profit is $367,000 on territories of comparable size.
Employee expenses run 14.6% to 20.1% of revenue. Rising with size: $35,000 at Myrtle Beach against $668,895 at Charlotte. Since route technicians sit inside cost of services, this line is the management and office layer. It is the line that decides whether growing a route actually improves the business.
The network of locations
The network of locations. (Item 20)
| Year | Start | Opened | Terminations | Non-renewals | Reacquired | Ceased, other | End | Net change |
|---|---|---|---|---|---|---|---|---|
| 2023 | 91 | 7 | 0 | 0 | 2 | 2 | 94 | +3 |
| 2024 | 94 | 39 | 0 | 1 | 2 | 2 | 128 | +34 |
| 2025 | 128 | 37 | 1 | 0 | 1 | 0 | 163 | +35 |
As the brand reported it; every row reconciles exactly.
Territories grew from 91 to 163 across three years, up 79%. With openings of 7, 39 and 37. Departures totaled 4, 5 and 2, so the system is expanding with very little members leaving. The single termination in 2025 is the only one in three years.
84 businesses hold 163 territories. An average of 1.9 each. Growth tables move on territory count; owner count moves far more slowly. An owner reading a 79% three-year expansion should know that much of it is existing operators subdividing ground they already held.
1 signed agreement sits unopened against zero projected openings. The thinnest forward pipeline in this library. Read alongside 37 territory openings in 2025, that says the near-term growth is expected to come from inside the existing franchisee base.
Current territories are sized at roughly 10,000 to 25,000 businesses. Far smaller than the historic ones, which run from 17,552 businesses at Roanoke to 361,742 at Chicago. A new owner buying at the current sizing gets a fraction of the ground a top-quarter territory covers. That changes how the headline revenue figures should be read.
Questions we get asked
Questions owners ask.
What should a territory be billing?
The 51 single-territory businesses averaged $956,780 of sales in 2025 with a median of $838,881, ranging from $42,364 to $3,457,294. By quartile: $1,940,225, $1,105,508, $549,222 and $200,815. The 29 multi-territory businesses averaged $1,086,373 with a median of $897,684 across an average of 3.7 territories each. 47% of single-territory businesses met or beat their group average and 34% of multi-territory ones did.
How do I size a territory before I buy it?
Multiply the business count by revenue per business. Across the 51 single territories that figure runs $0.74 to $43.30 a year with a median of $8.26. So a territory quoted at 100,000 businesses produces $826,000 at the system median, roughly $200,000 at the weak end and $2.2m at the strong end. Territory size accounts for about a quarter of the difference between territories. Business count and sales move together at 0.52. So the quoted headcount is a starting point.
What does a profit and loss look like?
Across the franchisor’s four company-owned businesses, gross profit runs 56.8% to 63.8%, employee expenses 14.6% to 20.1%, franchise fees 12.0% to 13.4% and other overhead 7.2% to 15.5%, leaving profit of 8.7% to 30.1%. Cost of services includes direct labor, so route technicians sit above the gross profit line and employee expenses is management and office. The smallest of the four, Myrtle Beach at $240,535 of revenue, is the most profitable at 30.1%.
What does the brand take?
15% of gross revenues: a 6% royalty, a 5% administrative and service fee, 2% for the national advertising fund and a 2% local marketing requirement, all collected weekly. On top sits a technology fee of $62.50 a week per user and a 4% commission on revenue from national and regional accounts. The brand's own accounts show its charges at 12.0% to 13.4%. That is the 13% of royalty, administrative and national advertising, with local marketing appearing in other overhead. The royalty and the administrative fee both have minimums. The administrative fee may be raised by the franchisor's cost increase plus 20% of the cost of providing the service.
Who does bookkeeping for an Enviro-Master franchise?
The franchisor provides most of the back office for its 5% administrative fee, which makes an owner’s own reporting a check on someone else’s work. Two priorities follow. First, revenue per business: it strips out territory size. Tracked monthly against $8.26 at the system median it shows whether the route is being sold into or simply serviced. Second, the split between service, product, install and trip-charge revenue. Gross profit on products runs from 26% to 48% between territories, and went negative in one quarter at Charlotte. That is a different result from the 57% to 64% on services. One that can quietly move the combined figure. On mechanics, royalty, administrative fee, national advertising and technology are all swept weekly. So five obligations run on a weekly calendar against a monthly close. The 4% national accounts commission applies to a subset of revenue that has to be identified separately in the ledger. Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team.
- No profit figure. The filing reports sales and not earnings, so what an owner keeps is not disclosed.
- No cost lines. Wages, rent and cost of goods are not broken out, so margin cannot be rebuilt from the document.
Questions worth putting to Enviro-Master
The filing answers what it answers. These are the gaps an owner or a buyer should close directly.
- What do locations at the median spend on wages and rent as a share of sales? The filing reports sales only.
- What separates the highest-selling locations from the lowest: trade area, years open, size, or the owner?
- How long does a new location take to reach the average you publish, and what does the build-up look like month by month?
- At what level of sales do the minimum charges stop applying and the percentage take over?
- How many Enviro-Master locations closed, were sold, or changed hands last year, and why?
Run your own numbers.
The Franchise Finance Diagnostic runs the same checks on your own numbers. It scores where you stand and compares you with Item 19 of your brand’s FDD. It works out what one location earns and spends, and builds a 13-week cash forecast. Checks whether you are ready to open another one. It is free and it runs in your browser.
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