McLemore Building Maintenance

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McLemore Building Maintenance We provide janitorial, landscaping and high-rise window cleaning services. We have a very strong management team with an average of over 10+ years’ tenure.

Over 52 years of providing day and evening janitorial and related facility services have given us an in-depth understanding of client requirements across a multitude of facility environments. Through stringent training programs and consistent best practices, McLemore management and on-site teams deliver an unsurpassed level of integrity, quality, and cleanliness while reducing risk and providing maximum value to your bottom line. McLemore Building Maintenance was founded in 1970 and thanks to the dedication of our team who earn our clients’ business each and every day. As a family-owned and operated organization, our team has grown to include over 1,000 employees who provide janitorial/custodial and facility support services to clients throughout Texas, Louisiana, Arkansas, and Colorado at over 850 locations. As a debt-free, privately-held company, McLemore has developed its business through long-term customer relationships combined with steady growth.

“Unvetted people on my floor are my liability, not theirs.”A compliance leader at a pharmaceutical distribution facility...
10/09/2026

“Unvetted people on my floor are my liability, not theirs.”

A compliance leader at a pharmaceutical distribution facility said that, and his concern was straightforward. If something goes wrong, his company has to explain who was in the building and whether that person was authorized to be there.

Subcontracting can make that harder to verify.

The facility hires a janitorial company. That company hires another company to staff the work. Now background checks, training records, and badge approvals may sit with different employers.

That does not mean subcontracted workers are automatically unqualified. It does mean the customer has another layer to work through when documentation is needed.

In a controlled environment, “we assumed they were vetted” is not a useful answer. Restricted areas, regulated products, and badge access require a clear record of who entered the facility and what training they completed.

Everyone working on our accounts is a McLemore W-2 employee. We handle the screening, training, supervision, and documentation ourselves.

You may not know every person working in your facility overnight, but your provider should be able to verify exactly who they are.

“I know they’re bad. I just can’t face another switch.”I understand why facilities leaders feel that way.They remember t...
10/07/2026

“I know they’re bad. I just can’t face another switch.”

I understand why facilities leaders feel that way.

They remember the last changeover. The new crew did not know the building. Site managers called every day. For the first month, it felt like they had traded one set of problems for another.

Staying with the current provider is frustrating. Starting over sounds exhausting.

A lot of transition problems can be prevented before the first shift.

Walk the site with the customer’s team and document the details only they would know. Build the cleaning plan around how the facility actually operates. Complete training and badging before startup. Introduce the supervisor early so every site lead knows who to call.

Then stay close to the account during the first month. Problems will come up. The difference is whether someone addresses them quickly or leaves the customer to sort them out.

This preparation takes time before the contract starts, which is exactly why some providers rush through it.

We take it seriously because a poorly managed first month can damage an account before the cleaning program has a chance to work.

If you know it is time to make a change, ask each bidder to walk you through the transition before you ask about anything else.

"The side door was propped open again."That's not just a custodial issue at a school. It's a security issue.Maybe someon...
10/05/2026

"The side door was propped open again."

That's not just a custodial issue at a school. It's a security issue.

Maybe someone on the night crew wanted a quicker route to the dumpster. Maybe the door was supposed to be reopened for one trip and secured afterward.

But morning comes, students begin arriving, and a shortcut taken hours earlier becomes the district's responsibility.

The same is true of chemicals left unsecured, wet floors that were never reported, or classroom doors that weren't locked when the crew finished.

These are small decisions. Until they aren't.

Nighttime custodial work needs more than people assigned to a building. It needs supervision: someone responsible for checking the work, correcting unsafe habits, and confirming the campus is secure before the crew leaves.

If your district's morning staff are routinely discovering what the night crew missed, the problem isn't just cleaning quality.

It's accountability.

Every sourcing leader has seen the bid that lands well below the rest of the field.The question is whether it will stay ...
10/02/2026

Every sourcing leader has seen the bid that lands well below the rest of the field.

The question is whether it will stay there.

When too much margin is stripped out to win the contract, it often comes back later.

First, it’s a scope dispute. Work you reasonably believed was included becomes an additional charge.

Then it’s a supply pass-through nobody discussed.

Then it’s a rate adjustment tied to language buried in the contract.

By month eight, you’re spending real time reconciling invoices for a category that was supposed to be handled.

The financial cost is frustrating. The time cost is worse.

Nobody built a sourcing career to litigate janitorial change orders, or explain why a category that appeared locked at award keeps coming in over budget.

A reliable bid makes the scope, exclusions, and pricing rules clear before the contract is signed. The price should not change unless the scope does, and both parties should understand exactly what would trigger that change.

Predictable ex*****on shows up on the invoice, not just on the floor.

If your janitorial spend has drifted from what you awarded, put the original scope and the latest invoice side by side.

The lowest bid may not be the lowest cost.

What happens to your compliance risk when a new janitorial provider takes over?Most transition plans focus on staffing a...
09/30/2026

What happens to your compliance risk when a new janitorial provider takes over?

Most transition plans focus on staffing and start dates. But the first two weeks are often when the facility is most exposed.

Training records are still being completed. Badge access is only partially issued. New employees are learning restricted areas, approved chemicals, sanitation procedures, and reporting expectations, all while the regular work still has to get done.

That is where preventable gaps appear.

A strong transition plan closes those gaps before the first shift:

- Required training completed and documented
- Badge and restricted-area access confirmed
- Site-specific procedures reviewed
- Supervisors walking the facility with your team, not learning it from a binder after startup

Changing providers should not require accepting a temporary increase in risk.

Before awarding the contract, ask every bidder one question:

“What will already be completed before your crew arrives on night one?”

“The exterior door was propped open again.”That’s how a plant leader described what he kept finding at 6 a.m.It wasn’t a...
09/28/2026

“The exterior door was propped open again.”

That’s how a plant leader described what he kept finding at 6 a.m.

It wasn’t a cleaning failure, exactly. Someone on the night crew wanted a shortcut to the dumpster, and no supervisor was there to correct it.

Unsupervised night work often fails in small ways.

A propped door. A chemical bottle left on a production surface. A spill marked with a cone, but never reported to anyone who could address the cause.

Each one becomes your problem the moment something goes wrong.

Your security footage. Your incident report. Your explanation to a plant manager who believed the facility was secure overnight.

Supervision is what keeps a shortcut from becoming standard practice: someone on-site with the authority to correct the problem that night, supported by a workforce that understands why the rules matter.

If your night crew has habits nobody is addressing, you’ll discover them eventually.

Better to find them before an incident does.

“If I don’t check it, nobody does.”That’s an accountability problem before it’s a cleaning problem.When the night shift ...
09/25/2026

“If I don’t check it, nobody does.”

That’s an accountability problem before it’s a cleaning problem.

When the night shift finishes without documenting what was completed, what was missed, or what needs attention, verification becomes your job by default.

So you walk the floor. Take pictures. Follow up on unfinished work. And build your own record of a service you’re already paying someone else to manage.

Accountability should work the other way.

A shift log you can pull up by date. A note about the leaking fixture in Bay 4 before it becomes your problem. A supervisor who tells you what wasn’t completed and why, without waiting for you to discover it.

If your only visibility into last night’s work is your own two eyes, that’s worth fixing.

A drum leaks on the packaging floor at 11 p.m.Your janitorial provider handles the cleanup. Six weeks later, the invoice...
09/23/2026

A drum leaks on the packaging floor at 11 p.m.

Your janitorial provider handles the cleanup. Six weeks later, the invoice arrives—with a line item you’ve never seen and a rate you were never quoted.

In regulated facilities, too much work is priced this way.

Emergency sanitation. An additional deep clean before an inspection. An unexpected response after hours. Each becomes a separate negotiation at the exact moment you have no time and very little leverage.

Improvised pricing does more than increase costs. It can delay the response while someone waits for approval, and in a regulated environment, the wrong chemical or procedure can create an even bigger problem.

That is why we define the scope, response procedures, and pricing in writing before an incident occurs.

When something happens at 11 p.m., the crew can focus on responding correctly. The billing conversation does not become part of the emergency.

If your janitorial invoices are less predictable than your operations, it may be time to look more closely at the contract.

The riskiest 60 days of a facility services contract are the ones right after you sign it.Everyone negotiates scope. Eve...
09/21/2026

The riskiest 60 days of a facility services contract are the ones right after you sign it.

Everyone negotiates scope. Everyone negotiates price. Almost nobody negotiates the transition.

So the changeover happens by improvisation. Badges aren't ready. The outgoing crew stops caring around day three. Nobody wrote down which door needs the special key, which line runs late on Thursdays, or which area the plant manager actually cares about. Two weeks in, your site leads are frustrated and you're wondering if you made a bad call.

Most of that is a planning gap, and it's fixable before anyone signs anything.

Ask any bidder to walk you through their first 60 days in writing. Who is onsite on night one. When badging and training are complete. How site knowledge gets captured from the outgoing provider instead of lost with them. What gets reported daily during the first month, and to whom.

We run transitions on a written plan, because a bad start is hard to recover from. Named supervisors onsite from the first shift. A documented site map built during the walk, not guessed at afterward. Daily contact through week four, then a normal cadence once the account is steady.

A changeover should be uneventful. If it isn't, someone skipped the planning.

If your next award is coming up, the transition plan is worth as much scrutiny as the price sheet.

The best compliance outcome is a quiet one.No incident report, no audit finding, no 7 a.m. call about something that hap...
09/18/2026

The best compliance outcome is a quiet one.

No incident report, no audit finding, no 7 a.m. call about something that happened on the night shift. Just a building that ran the way it was supposed to, documented the way it was supposed to be.

That kind of quiet doesn't happen by luck. It's engineered, by putting supervision on the floor, training into the workforce, and documentation behind every task.

When your janitorial partner is a rotating pool of unsupervised subcontractors, quiet is the one thing you never get. There's always something to chase, verify, or explain.

We built our model so compliance leaders can stop bracing for the next surprise: a W2 workforce, onsite supervisors, and safety-focused operations with the records to back them. Predictable ex*****on keeps your risk register boring, the way it should be.

Peace of mind isn't a soft benefit. In a regulated facility, it's the whole point.

If your night operation still keeps you up at night, that's worth changing.

Address

110 Fargo Street
Houston, TX
77006

Opening Hours

Monday 9am - 5pm
Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
Friday 9am - 5pm

Telephone

+17135287775

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