A specialist window cleaning contractor identified an opportunity to bid for LiveWest's Window and Communal Cleaning contract across the South West.
The opportunity has an estimated total value of £4.25 million, with an initial two-year contract period and the potential for three further 12-month extensions.
For a specialist SME, the scale of the opportunity presented an immediate commercial challenge. The contractor had the capability and experience to deliver the window cleaning element but did not intend to directly employ the workforce required to undertake every service within the specification.
A viable delivery model therefore needed to combine:
Window Cleaning
Lead contractor delivery
Communal Cleaning
Subcontracted delivery
Bio / Specialist Cleaning
Reactive or unit-priced delivery
The challenge was not simply identifying subcontractors. The lead contractor needed to understand the complete LiveWest requirement, establish the labour requirement for each workstream, incorporate subcontractor costs, add its own management and commercial costs, and ultimately arrive at a defensible contract price.
MobiliseHQ converted the LiveWest procurement information into one structured contract workspace. Rather than treating the tender as one enormous cleaning specification, the platform separated the requirement into distinct operational workstreams:
Window Cleaning
Lead contractor delivery
Communal Cleaning
Subcontracted delivery
Bio / Specialist Cleaning
Reactive or unit-priced delivery
This allows each organisation involved in delivering the contract to contribute to the part of the pricing model it understands, without requiring one person to estimate every element of the contract.
The LiveWest pricing information contained hundreds of individual property/service relationships. MobiliseHQ imported, reconciled and validated the schedules and created:
351
physical contract properties
332
Communal Cleaning property/service relationships
252
Window Cleaning property/service relationships
Across those properties, the platform identified active property/service relationships and the imported schedules generate:
13,676
scheduled Communal Cleaning visits / year
1,512
scheduled Window Cleaning visits / year
Bio Cleaning is maintained separately because it is a reactive/unit-priced service rather than a predictable scheduled workload. This transforms a large property spreadsheet into an operational delivery model.
The lead window cleaning contractor does not need to price hundreds of properties individually. MobiliseHQ asks for two core operational assumptions:
Assumption 1
Typical visit duration
Assumption 2
Number of operatives
The calculation is then:
Visit Duration × Number of Operatives = Person-Hours per Visit
For example, if the contractor determines that a typical visit requires 2 operatives × 1.5 hours = 3 person-hours, MobiliseHQ can apply that assumption across the 1,512 scheduled annual Window Cleaning visits.
The £20 hourly cost in this example is illustrative rather than an actual LiveWest tender assumption. The contractor can then override individual properties where access, building configuration or other known circumstances mean that the standard visit assumption is inappropriate. This provides a baseline without requiring the contractor to manually price all 252 Window Cleaning property relationships.
Communal Cleaning can be modelled independently. Rather than asking the window cleaning contractor to estimate work outside its specialist area, the communal cleaning subcontractor provides its own operational assumptions.
Typical visit duration × Cleaning operatives × Scheduled visits
If, purely for illustration, the average communal visit required 1 operative × 1.25 hours = 1.25 person-hours, applied to the 13,676 scheduled annual Communal Cleaning visits:
The subcontractor can refine the model where particular properties require different labour assumptions. The important distinction is that the specialist cleaning contractor contributes the operational knowledge required to calculate the Communal Cleaning workload, while the lead contractor retains control of the overall commercial model.
Labour cost is not necessarily the price charged by the subcontractor. The communal cleaning company may need to include supervision and management; equipment and materials; travel; holiday and absence cover; insurance and compliance costs; overhead recovery; and profit.
MobiliseHQ can therefore distinguish between the underlying operational cost and the commercial amount that needs to be incorporated into the lead contractor's tender price.
Bio Cleaning presents a different pricing problem. It is reactive and cannot necessarily be forecast using a fixed annual visit schedule. Rather than forcing it into the same labour model, MobiliseHQ allows the workstream to be priced using appropriate units such as:
This means different types of service can sit within the same contract model without being forced into the same pricing methodology.
Once each workstream has been calculated, MobiliseHQ can bring the costs together.
The lead contractor then needs to consider the costs associated with managing the overall LiveWest contract. For illustration:
The lead contractor can then determine the commercial margin required. For example, applying a 10% margin to cost would produce:
Again, these figures are illustrative. MobiliseHQ's purpose is not to decide what a contractor should charge; it provides the structure through which the contractor can test its own assumptions.
One of the most important benefits of the model is the ability to see what happens when an assumption changes.
From
"What figure should we put in the pricing schedule?"
Towards
"What will this contract actually cost us to deliver, and what price produces an acceptable commercial return?"
A subcontractor's contribution does not mean that every organisation involved needs access to the complete commercial picture. The model can separate:
This is particularly important where an SME is assembling a delivery partnership to compete for a contract larger than it could comfortably deliver alone. The window cleaning contractor can retain ownership of the LiveWest bid and commercial strategy while drawing on specialist partners for the services they are best equipped to deliver.
For LiveWest, MobiliseHQ creates a clear commercial chain:
A complex multi-service tender can be transformed into a structured commercial delivery model. Instead of requiring one SME to possess every capability internally, MobiliseHQ supports a lead-contractor model in which specialist businesses contribute to individual workstreams while the bidding organisation retains control of the overall contract.
The lead contractor can understand:
Large public-sector contracts can appear inaccessible to smaller specialist contractors because the specification often combines several different services into one procurement. But the ability to deliver every service directly is not necessarily the same as the ability to manage the delivery of the contract.
MobiliseHQ provides the commercial and operational structure needed to bring multiple specialist organisations together. For a contractor considering an opportunity such as LiveWest, the question changes from:
From
"Are we big enough to deliver all of this ourselves?"
To
"Can we build, cost and manage the right delivery model?"
That opens a very different category of public-sector opportunity to ambitious SMEs. MobiliseHQ turns complex tender requirements into a measurable delivery model — from specification, through labour and subcontracting, to a commercially defensible tender price.
Before deciding what to charge, let's understand what it could actually take to deliver. Send HCB the tender information or arrange a call to discuss the opportunity.