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The cleaning company Limpezaca was born in Santa Catarina and operates residential cleaning, commercial cleaning, and ironing services in a home-based model. According to UOL, in about 17 months the network reached 40 units, 37 franchisees, more than 1,500 independent providers, and aims for R$ 50 million in 2026 in Brazil.
The cleaning company Limpezaca entered the market in January 2025, in Faxinal dos Guedes, Santa Catarina, with residential cleaning, commercial cleaning, and ironing services. According to a UOL report published on June 15, 2026, the network reached 40 units in operation in about 17 months.
The report also states that the operation includes 37 franchisees and more than 1,500 independent providers. Since units and franchisees are different metrics, the numbers should be presented separately to avoid the impression that each franchisee necessarily corresponds to a single unit.
Home-based model reduced dependence on physical store
Limpezaca was structured as a home-based franchise. In this format, the franchisee buys a unit to operate in a certain city but manages the business from home, without the need for a commercial point open to the public.
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This operational design reduces fixed costs related to rent, storefront, reception, and traditional physical structure. In cleaning services, delivery occurs at the client’s address, allowing management to focus on service, scheduling, demand capture, and workforce control.
The core of the model is not the store, but the ability to organize services in different cities. This logic helps explain why Limpezaca was able to expand units in a short time, maintaining a leaner structure for each franchisee.
According to UOL, the first operation began in Chapecó, Santa Catarina, and the first franchise was opened in Erechim, Rio Grande do Sul, both in 2025. After that, the network began to expand to other areas.
Network grew with franchisees in various cities
The expansion of the cleaning company occurred through franchisees distributed in different municipalities. According to the report, Limpezaca has 37 franchisees and 40 units in operation, all within the home-based model.
Part of the franchisees came from the founder’s initial network of contacts, including former schoolmates. The most important data, from a business perspective, is that this initial base helped validate the model and accelerate entry into new cities.
In young franchises, the first operators are usually decisive for testing standardization, support, and replication capacity. If the operation works outside the city of origin, the brand gains more arguments to attract new interested parties.
UOL cites units in cities like Passo Fundo, Joinville, Ponta Grossa, Goiânia, Ribeirão Preto, and Campo Grande. This distribution shows that Limpezaca has advanced beyond the Santa Catarina axis and has started operating in different regional markets.
Independent providers sustain the operation
The execution base of Limpezaca is formed by independent service providers. According to UOL, the network has more than 1,500 providers and does not have an employment relationship with these professionals, according to the model informed by the company.
Compensation varies according to city, state, and region. Felipe Bringhenti informed UOL that, in a cleaning service costing R$ 160 for four hours, R$ 100 is paid to the provider. The average ticket per service is R$ 170.
The operation directly depends on scale and quality at the service end. In a cleaning company, the client evaluates punctuality, execution, trust, professional demeanor, and the final result of the service.
Therefore, the network does not grow only with the sale of new franchises. It also needs to form a consistent base of providers capable of serving residential clients, companies, and ironing demands with a similar standard in different locations.
Qualified labor is the main bottleneck
UOL reports that, for Limpezaca, the biggest difficulty is finding qualified professionals. This point is central because the cleaning service depends on manual execution, trust, and quality repetition.
According to Felipe Bringhenti, candidates go through a selection process, checking, and training. The company states that it analyzes backgrounds, verifies labor processes, and conducts online training on cleaning and behavior during customer service.
The labor bottleneck can limit the expansion speed of any service franchise. Even with demand, brand, and franchisees, the operation only sustains itself if there are providers prepared to execute each service well.
Training first occurs with franchisees and then with the providers linked to each unit. The company also holds meetings and presentations to reinforce operational guidelines, according to the report.
Franchise costs around R$ 78,000
The UOL report states that a Limpezaca franchise costs around R$ 78,000. The model is aimed at franchisees who wish to operate a city without maintaining a traditional physical structure.
According to the presented data, the average revenue in the first three months of a unit is R$ 45,000. Afterwards, the company reports an average increase of R$ 10,000 per month in the following months.
The attractiveness of the model lies in the combination of recurring service, lean operation, and urban demand. Residential cleaning, commercial cleaning, and ironing are services that can generate repeat purchases when there is trust and quality.
UOL also reports that after six months of operation, the average profit is between R$ 8,000 and R$ 10,000. In one year, it can reach the range of R$ 15,000 to R$ 20,000, according to the data presented by the company.
Revenue target requires scale control
In 2025, Limpezaca earned R$ 2.5 million, according to UOL. For 2026, the target is to reach 150 units in operation and earn R$ 50 million. The company’s total profit was not disclosed in the report.
The projection shows a phase change. Limpezaca is no longer just an initial cleaning operation and starts working with the goal of a national network, requiring more control over franchisees, service, providers, scheduling, support, and quality.
The challenge of reaching R$ 50 million lies less in the idea and more in the execution. In service franchises, accelerated growth can cause problems if the company does not keep up with training, support, reputation, and retention of good professionals.
Besides Felipe Bringhenti, the company has Macálister Funini as a partner. He is the operations director and was the first franchisee of the network, according to the UOL report.
Cleaning market gained new sources of demand
Business consultant Thiago Rodrigues, from Sebrae-SP, told UOL that the cleaning segment is growing. According to him, one of the reasons is the expansion of on-demand rental platforms, like Airbnb, which require frequent cleaning between guest check-ins and check-outs.
Another demand comes from the end consumer. With tighter schedules, some families outsource domestic services, which expands the space for companies that organize scheduling, service, and labor in a professional manner.
The market favors companies capable of delivering trust in a sensitive service. Residential cleaning involves entering the client’s home; commercial cleaning involves company routines; ironing requires care with items and deadlines.
Rodrigues also pointed out that retaining good professionals will be a relevant challenge. For him, bonuses, awards, and compensation plans can help keep qualified providers within the operation.
What Limpezaca shows about service franchises
Limpezaca shows how a cleaning company can scale when it combines home-based operation, franchises, recurring demand, and a network of independent providers. The case is less about the founder’s age and more about the business model, replication, and operational control.
The network reached 40 units in just over a year, but the goal of 150 units by 2026 requires structure. The larger the operation, the greater the need to standardize training, service, quality, franchisee support, and provider relationships.
The main test for Limpezaca will be turning rapid expansion into consistent operation. For this, the company will need to maintain service quality while growing in cities, franchisees, and volume of services.
Do you think a home-based cleaning company can maintain a national quality standard, or will the workforce still be the biggest limit for this type of franchise? Leave your opinion in the comments and tell us if you would hire a network of this model for your home or business.
