15.06.2026

From cleaning operative to operations manager: Why career progression matters in cleaning

Operations Manager Terri Moss (pictured above) explains how progression from frontline cleaning into management can support stronger teams, better retention and more consistent client service.

In a sector where service quality depends on the people delivering it every day, staff retention and career progression are more than HR issues. They are operational issues.

At Peartree Cleaning, this is reflected in the career journey of Terri Moss, Operations Manager, who has been part of the business for almost 13 years. Having joined Peartree in 2013 as a Cleaning Operative, Moss progressed to Supervisor before moving into her current management role.

Her story highlights the value of creating opportunities for people to grow within the cleaning sector, while also showing how frontline experience can help shape stronger, more empathetic operational leadership.

“I started as a Cleaning Operative in 2013, then became a Supervisor in 2021,” said Moss. “When my manager left, I took a part-time role as a Supervisor in the South East region, then became a full-time manager in October 2021.”

The move into management was a significant step. Like many people taking on a new role, she had to build her confidence, adapt to new responsibilities and learn how to manage different sites, teams and client relationships.

“At the start, I had little to no confidence, so overcoming that was hard. But as time went on, I was able to grow into that confidence with the right team around me.”

Today, the role is varied and fast-paced, covering client meetings, audits, support for cleaning operatives, staff absence and operational issues as they arise.

“Every day is different. You might have client meetings or audits planned, but if someone calls in sick or an issue arises, your day can change very quickly.”

For Peartree, having operations managers who understand the frontline role brings clear benefits. Having started as a Cleaning Operative, Moss understands the pressures, standards and expectations involved in delivering cleaning services on site.

“I think because I was once a Cleaning Operative, I know exactly what it is like. I am able to understand and care for my staff on a deeper, personal level as I have been in the same position before.”

This is where internal progression can have a direct impact on service delivery. Managers who have worked on site often bring practical knowledge of what teams need to do their jobs well, while building trust with operatives through shared experience.

The most rewarding part of the job is seeing both employees and clients benefit from a stable, well-supported team.

“Knowing that all your cleaning operatives are happy in what they’re doing, and keeping the client happy so that everything runs smoothly and standards remain exceptional, is the most rewarding part of the job.”

In cleaning, where standards are maintained every day by frontline teams, consistency depends heavily on the stability, confidence and motivation of those teams.

A supportive culture has also played an important role in helping people stay with the business.

“They listen. You can go to them with anything, and they never make you feel afraid to ask for help.”

This culture has a practical effect on retention. Low staff turnover across her sites helps clients receive a more consistent service from teams who understand the environment, expectations and standards required.

“The consistency across our sites is what clients value most. Low staff turnover means our teams are confident in what they are doing and understand the standards that need to be met. Clients also know that any problem will be dealt with quickly.”

While technology has an important role to play, from audits and compliance to service visibility through platforms such as Peartree 360, people remain at the centre of service delivery.

Nichola Underwood, People Director, Peartree Cleaning, said: “Terri’s progression reflects exactly what we want Peartree to stand for, a business where people can build long-term careers, feel supported and use their experience to deliver better service for clients.

“Cleaning is a people-led industry, and when people feel valued and have the opportunity to progress, that has a direct impact on the quality, consistency and care we deliver.”

Peartree’s long-term success has also been shaped by its independence and continued focus on cleaning.

“I think quite a lot of cleaning companies have grown in size and branched out into different elements of the facilities management sector, ultimately drifting away from their original focus. When a lot of these companies get too big, you just become a number, whereas Peartree remains independent and focused on optimising cleaning solutions.”

As the business celebrates 40 years, Moss believes the milestone belongs to the whole team, from senior leadership to the cleaning operatives delivering services every day.

“From Brad, all the way down to our Cleaning Operatives on site, everyone pulls together.”

Investing in people is not separate from delivering excellent service. It is what makes excellent service possible.

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