Peterson Technology PartnersAI delivery
Peterson Technology PartnersAI deliveryOne partner, every surface — janitorial and floor care, hood & vent, grease trap. You are not buying software; you are buying the operating layer that runs all of it: the system that finds the work, sells it, schedules it, proves it was done, invoices it and books the next one — without anyone logging into anything. One record runs sales and operations, because in your business they are the same record.
A territory is one RVP’s patch, however many cities or states are in it. Philadelphia, New Jersey, Delaware and Maryland is one territory and one fee — not four. The front desk answers for the whole company, not per territory.
You launch the market before you pay to run it. The $10,000 covers design, build and launch through 31 December; nothing further is due this year, and the $6,500 begins on 1 January 2027 on a 24-month term. That deferral is what the term buys — we carry the build, you commit to the operating period. Additional markets are $3,000 a month each, billed from the month one opens; a market is a regional leader, not a city, so put as many crews under one as you like and the price does not move. No licence and no seat count — your bill does not rise because you hired someone or won something.
This is a larger engagement than the one quoted on 21 September. That $5,000 bought Olivia and the market launch. This is the operating system underneath her: the CRM and the pipeline on your stages, the ERP, the field app, margin, capacity, the acquisition path and the compliance record your customers can be shown. Everything below this page is running now, and you are reading its live numbers.
Step eight is step one. That is the difference between software and an operating business — the work re-books itself, so revenue recurs without anyone selling it twice.
A citation only fires when somebody was inspected and failed, which means working from citations alone is fishing in whatever the city happened to look at last week. Five clocks run instead. Three of them are read straight out of Philadelphia’s own open data every morning, with no list bought from anybody — and the numbers below were read from the city as this page loaded.
Four services, not one. Hoods, fire-suppression equipment, grease traps and floors each run on their own frequency at every site, so one kitchen is several obligations on several clocks. 827 are uncovered right now: that is the pipeline, and nobody bought a list to find it.
| JRS DINING GROUP LLC | 507 S 6TH ST | 6 Oct |
| UNKNOWN BATHS WALNUT LLC (BATHHOUSE PHILADELPHIA) | 1418 WALNUT ST | 6 Oct |
| CAKE & GILES LLC (TALL POPPY) | 705 S 50TH ST | 6 Oct |
| Jaat Bros Inc | 1227 S 27TH ST | 6 Oct |
| Little Geniuses Learning Center LLC | 611 S 56TH ST | 5 Oct |
| 701 CATHEDRAL RD | 6 Oct | FOR THE INSTALLATION OF TWO (2) 7'-6" TYPE I COMMERCIAL |
| 1214 N AMERICAN ST | 2 Oct | FOR THE INSTALLATION OF THREE (3) TYPE I COMMERCIAL KITC |
| 3509-19 OLD YORK RD | 28 Sep | FOR THE INSTALLATION OF A TYPE I COMMERCIAL KITCHEN HOOD |
| 701 CATHEDRAL RD | 26 Sep | FOR THE INSTALLATION OF A TYPE 1 COMMERCIAL KITCHEN HOOD |
| 5052-56 CITY AVE | 21 Sep | FOR INSTALLATION OF TYPE-1 COMMERCIAL KITCHEN EXHAUST HO |
Real rows, pulled as this page loaded. Not a screenshot, and not a sample we chose — the most recent five of each.
Nothing below is a mock-up. The console is the same one the figures on this page were read from.
Both films are at rcsamerica.ptech.partners/watch, and the working console is at rcsamerica.ptech.partners — where this document also answers questions out loud, which a printed page cannot.
Every account, site, obligation, crew, certificate and invoice is in there. You talk to it, and it does the work and then tells you what it did.
Every one of these is a real exchange with the system, not an illustration.
Every screen in the business has an agent on it. Your desk, the website, the phone line, and the technician's run sheet — one brain, one record, so the answer is the same wherever it is asked. Your people still get screens when they want them. You do not have to.
If you have used Salesforce, every object you know is in here. What is missing is the guessing.
| In a CRM | Here |
|---|---|
| Account | Operator — the restaurant group |
| Contact | Contact |
| Lead | An obligation nobody covers yet |
| Opportunity | The same row, with a value and a legal due date |
| Closed Won | The obligation becomes covered |
| Stage, probability, forecast | The fire code. It is due or it is not |
| — nothing after the close — | Job, crew, certificate, invoice, renewal |
A lead and a job are the same thing at two points in time. In your business the sale and the service are one physical kitchen on one date, so they are one record. Uncovered, it is demand. Covered, it is revenue. Nothing is re-keyed between the two, and nothing goes quiet after the sale.
The system runs the business end to end. It does not keep the books and it does not run payroll. That line is deliberate, it is drawn here so nobody finds it after signing, and it is the reason the rest of this document is deliverable rather than aspirational.
It issues invoices and tracks what you are owed. It does not replace your accountant and it does not replace your payroll provider. It is designed to hand off to both — and that hand-off is a connector, not a rebuild. What your accountant receives is finished work: invoices raised, payments settled, and a clean record of what was done, where, and when.
The operational half of an ERP is the half that runs a cleaning company, and all of it is here on one record: customers, sites, contracts, obligations, quoting, scheduling, dispatch, field execution, compliance records, invoicing and receivables. The finance half — ledger, payables, payroll, tax — is regulated work you already pay specialists to do; rebuilding it would be a second project the size of this one and would hand you a worse version of what you already have. Every system you are being quoted stops somewhere. The difference is that most of them let you find the edge after the contract is signed. We are naming ours now, and we are drawing it at the one line where an outside system already does the job better and hands us back a clean number.
Buying a cleaning business means buying its customers, its sites, its standing service obligations and its record of work done. All four have to be inside the platform before your crews run that route under your name. Here is what that actually takes, what repeats, and how we would size one before anybody commits to it.
The work is driven by the shape of what you buy, not its size. A company whose records all live in one system and export cleanly is a smaller job than a smaller company with twelve years of paper and three spreadsheets. Revenue tells you very little about the effort. We will not size an acquisition off its size — and you should be wary of anyone who quotes you one that way.
That split is why each acquisition after the first is less work than the first — and why none of them is no work. The platform does not change when you buy a company. The reading does.
What the seller had been doing is evidence, not authority. Every acquired site's frequency is re-derived from the code in force in that jurisdiction and the equipment on that site, and where the seller's interval was wrong you find out during onboarding instead of during an inspection. A wrong frequency inherited at acquisition transfers to you along with the customer — it becomes your compliance liability the day you close. It is the one thing in this process we will not take on trust, and the one place where a market you have not operated in before adds real work: the code has to be read and encoded for that jurisdiction before its sites can be scheduled.
Those six, in that order, are what we would look at before quoting an acquisition. If we cannot get one of them, we will tell you which one, and what we assumed in its place — so the risk sits in your diligence rather than surfacing after you close.