One of the things we've learned over the past few years is that we hadn't done a good enough job of showing people what we've actually built. In early conversations, people would hear "mattress hygiene" and assume this was a cleaning service with a brand on it. It was only further down the line — once they'd seen the platform, the infrastructure, and the financial model — that they'd realise the scale of what sits behind it.

So we fixed that. Not by talking louder, but by making sure the full picture is visible from the start.

What we've actually built

CleanMyBed today is a complete business system. Not a concept, not a pitch deck, not a service with a logo on it.

A partner who comes in now gets two established brands — CleanMyBed for residential consumers and Peace of Sleep for hospitality — with exclusive national rights to both under a single licence. They get a localised, translated website that's ready to take bookings. They get marketing assets, operational playbooks, pricing models that have been tested and refined in live territories, and founder-led training that covers the full launch sequence.

And underneath all of it sits Sentinel, our proprietary business management platform. Sentinel handles bookings, scheduling, CRM, invoicing, service certification with QR verification, territory analytics, a rewards engine, a dedicated hospitality portal for hotel partners, communications, financial reporting, and team management. It's not a bolt-on. It's the engine the entire business runs on, and it's been built specifically for this model over thousands of hours.

The point is simple: a partner launching in their country isn't starting from scratch. They're plugging into something that already works. The website is live, the booking system is connected, the brand is established, the processes are documented, and the platform is running. Market entry goes from months to days. That's not a slogan — it's just the result of time already invested.

Why this category is worth paying attention to

Indoor health is becoming a serious commercial space. Allergy awareness is increasing, sleep quality is under more scrutiny than ever, and hospitality operators are under growing pressure to demonstrate hygiene standards beyond surface-level cleaning. The broader dust mite allergy treatment market is projected to grow substantially over the next decade, and that tracks with what we're seeing on the ground.

We didn't pick this category because it was trendy. We picked it because the underlying problem is structural — billions of mattresses worldwide, no mainstream solution, and growing consumer awareness that invisible allergens actually matter. That combination doesn't come along often.

But I want to be clear about something: market growth on its own is meaningless. Plenty of growing markets are full of half-built businesses that couldn't execute. What matters is whether the foundations are solid enough to take advantage of it. That's where we've spent our time.

How the model protects downside

We've been deliberate about how the financial model works. Fixed costs are low. Administration is lean. The operational infrastructure is centralised through Sentinel, which means partners don't need a large back-office to run a professional operation.

The base projections we share with prospective partners are conservative by design. They use roughly half the addressable territories in a given country. They exclude all Peace of Sleep hospitality revenue. They hold pricing flat for five years. They don't account for repeat customers, referrals, or territory owners scaling to multiple teams. Every one of those factors represents genuine upside that sits outside the headline numbers.

We'd rather show people a floor they can trust than a ceiling that looks impressive but falls apart under scrutiny. If the base case works, the upside takes care of itself.

Who this is for

We're not looking for volume. We are genuinely selective about who we partner with, and that's not a negotiating tactic — it's because we're protective of what we've built and we know that the wrong partner in the wrong market does more damage than no partner at all.

The right person for this has commercial experience and understands what it takes to launch and grow a business in their local market. They have the capital to invest properly and the patience to build it right. They can see that this sits inside a broader indoor health category that's still in its early stages, and they understand what first-mover positioning is worth.

This isn't a side project. It's not passive income. It's active entrepreneurship with a proper system behind it.

A word on timing

We're still early in the global rollout. Territories are available, and the valuations reflect the stage we're at. That will naturally evolve as the network grows and brand equity compounds, but there's no countdown clock or pressure campaign. We'll grow at the pace that allows us to do it properly.

If you look at what we've built and you understand the opportunity, the details are here: cleanmybed.com/opportunities/licensing

— Gary Harrod, Co-Founder & COO