For owner Esther Otunyenim, and operations director Brenda Igbi, the idea of running a Modern Cleaning franchise in Calgary South began with a simple recognition of value.
“I’ve been in the service industry for, I think about five years. So I do like what they have, explains Otunyenim. “And then when we started talking, I eventually realised that it does have something of value to offer to us and something of benefit to our community. So we decided to come together to do it.”
Even when the process slowed, Otunyenim’s enthusiasm didn’t. In fact, it only increased her determination and resilience.
“When we got to that point, we were like, OK, this is one of the challenges. Let’s see how far we can go with it. It made us stay committed to our goals,” she says.
Igbi recalls the teamwork that kept the momentum alive: “I wanted to add that in that process that took so long, Thomas Daigle also played a vital role. He was communicating constantly with us. We also had the support from him. I know there were lots of questions. There was a lot of clarity he had to give us. There was so much he was providing us in that moment, in that period of time, so it just kept us moving”.
The pair found a good deal of synergy, even though they are from different backgrounds with Otunyenim having more of a grounding in the facilities sector than Igbi. But good communication and a solid personal dynamic between the two moved them forward.
Overcoming financing hurdles
As is the case with many franchise operators, securing funding emerged as one of the earliest obstacles to their franchise success. After much back and forth from various banks, they decided to self-finance and avoid the pressure from finance debt. The pair’s collaborative relationship helped them overcome those early challenges.
“When the financing became a problem, we really strategized and divided the responsibilities, in different aspects, like what skill does she have that I don’t have,” says Otunyenim.
“Brenda took care of some parts. I took care of some parts. By the time we brought together our combined efforts, I think it made a difference in the way we handled the setbacks concerning financing delays.
“But even if we were successful with financing, I don’t know if it that would have been better for us because it gives us this sense of ownership that we self-financed the transaction. We have the freedom and flexibility. So I believe that set-back has counted as a blessing for us.”
Daily grind and operational realities
Launching in September 2025 the pair soon discovered the realities of scaling a franchise. The first thing Igbi noticed were the physical demands.
“One challenge was maintaining consistency with in-person prospecting. I remember during the training it was reiterated several times and our goal was to be out daily. We came together to agree that every day we had to be out, you know, getting lost in our territories. We pushed through those moments. And we know that the more we quoted, the more it would lead to accounts. So it was a lot for us.
“Our territory is a very large territory and very competitive. So hearing about competitors, securing long term contracts was a bit discouraging.
“But now that we are dealing with a bigger company (Modern) that has operational guidelines in place makes it a lot easier to deal with, but there is always extra work that’s what is required from you. Now we’re at the point where we have to start recruiting. We have to start scaling. We didn’t expect so much work, but we are willing to do it because we want to scale our business. And the guidelines that we’re getting… I think it’s been amazing so far.”
Following the system
A recurring theme for the Calgary South franchise has been the value of structured guidance and training. Although initially the pair deviated from the proscribed postal code territory method, they soon found the value of trusting the process.
Otunyenim adds: “We realised that we were all over the place. And then when we thought OK, maybe let’s take it postal code by postal code, that was when things started to take shape. Following the system training, has really helped.”
“It meant trust in the process, even when results were not immediate,” adds Igbi.
Building credibility and client trust
Further operational training and the use of technology platforms helped the franchise establish credibility and now it is moving forward at a pace,
Small victories confirmed to the pair that the business was on the right track.
“In our first month, as Brenda mentioned, initially we did some proposals and we thought that once you deliver the proposal and the customer gives you the green light, it meant they’re signing, but that wasn’t actually the case,” Otunyenim says.
“I think we got the first disappointment from a gym and then followed by another one like that. It was then we took a step back and realised that it’s not even when you ask, even when you send them the contract it doesn’t mean they’re signing until they actually put a signature on it.
“So it has actually shaped our thinking and the way we work out there in the market, knowing that you can go from proposal to sending contract up until you have the contract signed, you don’t have the contract yet. You don’t have anything.
“Even if the success is taking its shape gradually, we are not deterred by the process because we know that eventually the work we do now is going to be a huge part of our success in the future.”
Igbi adds: “Initially, we’d go in, introduce ourselves, tell them what services we offer. And then we changed the strategy by offering a no obligation quote in the very first time we’re meeting them. The first contract we signed was based on that. We went to a physiotherapy centre and thought it wasn’t a big place and decided to quote. They agreed, we did a walk through, and they signed up in November 2025. There were actually two centres, but in one account. So we started employing that tactic and realised that there’s been some progress with offering that no obligation quote when we present ourselves, it’s been great.”
Advice for prospective owners
Patience and trust in the franchise system are the big lessons the duo have learned, and would recommend to new franchise operators. Don’t stray off the path. Stick with the guidance.
“My advice to them would be stay committed, be patient, trust the system. They (Modern) have the best process, says Otunyenim. “We have the backing of the guys who know it. So long as they trust the process, they won’t have anything to worry about.”
Igbi concludes with similar encouragement around the level of franchise support: “I would just say it’s a viable business with a strong support system at every level. We get support from other franchises, support from the leadership, support from the team as a whole. So it is always available to a new franchise and the results will come with persistence like Esther mentioned, so dive in! Go do it!”
