Real Results for Real Organizations

1Client Problem

A growing property management company struggled to coordinate portable restroom and dumpster rentals across their expanding portfolio of renovation projects and vacant properties.

• 20+ hours per week spent sourcing and coordinating local vendors
• No visibility into active rentals or service schedules across properties
• Workers waiting on delivery delays at renovation sites
• Inconsistent pricing—some properties paying 2x market rate
• No centralized invoicing or spend tracking

2Nationwide Coordination Plan

• Assigned dedicated account manager for entire portfolio
• Audited all active rentals and consolidated into a single program
• Standardized unit types and service frequencies by property category
• Implemented rapid same-day request protocol for new project kick-offs
• Created consolidated monthly billing with property-level GL coding

3Execution Timeline

4Results

1Client Problem

A national construction company was managing dumpster and portable restroom rentals through dozens of local vendors with no standardization, wildly inconsistent pricing, and OSHA compliance gaps across their job sites.

• 47 different local vendors with no standardization
• 12 OSHA documentation gaps flagged in the past year
• No centralized tracking of active rentals or swap schedules
• $420,000 annual spend with no volume leverage
• Site superintendents spending hours every week sourcing services

2Nationwide Coordination Plan

• Consolidated all 215 sites under a single national program
• Standardized portable restroom counts by crew size and OSHA guidelines
• Standardized dumpster sizes and swap schedules by project phase
• Implemented site superintendent portal for requests and service feedback
• Established guaranteed 48-hour deployment for all new site openings

3Execution Timeline

4Results

1Client Problem

A national home builder struggled to maintain consistent portable restroom and dumpster rental services across their continuously changing roster of active job sites.

• New sites opening weekly, others closing—constant vendor coordination
• Wildly inconsistent pricing between markets
• Quality complaints from superintendents and workers
• OSHA compliance concerns at several sites
• No centralized visibility into active rentals

2Nationwide Coordination Plan

• Created standardized job site package: restroom unit counts, dumpster sizes, service frequency, quality standards
• Developed rapid deployment protocol for new site openings (48-hour guarantee)
• Implemented superintendent portal for service requests and quality feedback
• Established national pricing with guaranteed rates regardless of market
• Coordinated hand wash stations alongside restroom units for OSHA compliance

3Execution Timeline

4Results

1Client Problem

A county parks department was struggling with inconsistent portable restroom service, budget overruns, and vendor management headaches across their network of public parks, campgrounds, and recreation areas.

• 12 different vendors with no coordination or standards
• Seasonal facilities requiring variable service schedules
• Emergency response times averaging 8+ hours when units needed servicing
• No centralized tracking of unit placements or service frequency
• Budget unpredictability due to last-minute rentals at peak season

2Nationwide Coordination Plan

• Consolidated all 34 facilities under a single government-compliant contract
• Audited unit counts and placement at every park and campground
• Developed seasonal service matrix: high-frequency summer, reduced winter
• Established priority response protocol for public-facing facilities
• Created annual budget projection report for parks department planning cycles

3Execution Timeline

4Results

1Client Problem

A popular music festival had consistent guest complaints about restroom facilities—long lines, cleanliness issues, and inadequate capacity were hurting the event's reputation.

• Guest satisfaction for facilities: 2.1 out of 5 stars
• Social media full of restroom complaints after each event
• Not enough units for peak attendance times
• VIP guests unhappy with same facilities as general admission
• Service during event was reactive, not proactive

2Nationwide Coordination Plan

• Redesigned restroom layout based on traffic flow analysis
• Increased unit count by 40% with strategic placement
• Added luxury restroom trailers for VIP and artist areas
• Implemented proactive 4x daily servicing during peak hours
• Stationed dedicated attendants at high-traffic locations

3Execution Timeline

4Results