KL Cleaning · Edmonton · Field-services transformation
How KL Cleaning built the operating system behind C$112,346 in 2026 customer invoices.
DPIO connected the website, lead intake, quoting, scheduling, service delivery, invoicing, payments and reporting into one operating system built for measurable growth.
C$112,3462026 customer invoices through September 4
+74%Above the entire 2025 invoice total
6.6×The full-year 2024 invoice total
4 monthsEach exceeded all of 2024
The financial trajectory
The change is visible in the ledger.
In 2024, KL Cleaning recorded C$16,922.55 in customer invoices. The total rose to C$64,542 in 2025. By September 4, 2026, it had reached C$112,346.07.
That means the partial 2026 year was already 74% above all of 2025 and 564% above all of 2024.
Evidence boundaryFigures are customer invoice totals shown in KL Cleaning's Odoo accounting ledger and include tax. They are not presented as audited revenue or cash collected. September 2026 is partial.
2020C$1,463
2021C$8,427
2022C$8,290
2023C$7,114
2024C$16,923
2025C$64,542
2026*C$112,346
Growth became repeatable
Four consecutive months each exceeded the entire 2024 year.
May through August 2026 did not produce one isolated spike. Each month independently surpassed the C$16,922.55 invoiced during all twelve months of 2024.
What actually changed
DPIO did not simply install software. It rebuilt the path from demand to financial truth.
The owner was the integration layer.
- Leads and customer details moved through disconnected channels
- Quoting and follow-up depended heavily on manual effort
- Scheduling, contractor coordination and delivery visibility were fragmented
- Invoicing and operating activity were difficult to see as one flow
- Growth added administrative weight and dependency on individual memory
The business gained an operating spine.
- Website demand entered structured customer and CRM records
- Scope, quotation, acceptance and payment pathways became connected
- Jobs, schedules, field evidence and quality workflows became visible
- Delivery connected to invoicing, receivables and management reporting
- Leadership could improve the system using current operational evidence
The full-stack intervention
Six capabilities worked together.
This is why the case represents DPIO's complete offer, not only an ERP implementation.
Website and search
Service pages, local discovery, conversion paths and digital entry points created structured demand.
CRM and sales
Lead intake, qualification, quotations, follow-up and acceptance became one commercial flow.
Operations
Scheduling, field coordination, job evidence, service delivery and quality controls became visible.
Finance and ERP
Deposits, invoicing, payments, receivables and accounting connected to the work producing them.
Data and decisions
Current operational and financial records replaced retrospective reconstruction and guesswork.
Infrastructure
Odoo, domains, email, security, performance and recovery practices supported the operating environment.
The lesson for growing businesses
Your website, operations and finances should not tell three different stories.
KL Cleaning's result came from treating customer acquisition, service delivery and financial control as one business system. DPIO can diagnose where that chain is breaking in your organisation and identify the smallest responsible starting point.
This case documents one company's historical operating results. It does not guarantee that another organisation will achieve the same financial outcome.