Profit Sharing in Property Services
Why It Works
Ben Beveridge | Good Hands | July 2025
You can’t fake alignment.
You can’t coach someone into caring about the tenth job of the day, if the ninth one ran late and the eighth one didn’t pay.
You can’t scale consistency with clipboard checklists and middle managers.
And you’ll never get loyalty from operators who don’t share in the outcome.
That’s why we don’t just pay wages.
We split profits.
Because in property care — where trust is built (or broken) in basements, backyards, and boiler rooms — no spreadsheet, no boss, no punch clock can deliver what shared margin does.
This Isn’t a Bonus System. It’s the Backbone.
At Good Hands, every core operator shares in the net profit of the business.
Not just tips. Not commissions. Not one-off performance incentives.
True profit share.
After fair costs are covered —
After wages, tools, insurance, and administration —
What remains gets split.
Equally.
If there are two operators, it’s 50/50.
If there are three, it’s thirds.
No games. No guessing. No gimmicks.
Which means:
Every hour worked is an investment.
Every solved problem raises the tide.
Every dollar saved shows up on your own paycheque.
Why It Works in This Industry
Most businesses fail with profit sharing because the frontline work is disconnected from the balance sheet.
A café worker doesn’t control food waste.
A call centre agent doesn’t control overhead.
A delivery driver doesn’t set fuel costs.
But in property services?
Every decision matters. Every action is margin.
- Choosing the right tool? That’s margin.
- Spotting a problem early? That’s margin.
- Fixing it right the first time? Margin.
- Avoiding a callback? Margin.
- Showing up prepared, on time, and ready to solve? Massive margin.
Operators can either compound value — or destroy it.
Which is why we make them owners in the outcome.
Aligned Incentives Remove 90% of Management
You don’t need a manager breathing down your neck when the money is tied to the mission.
You don’t need daily standups when the operator already thinks like an owner.
You don’t need retention tactics when walking away means walking away from a share in a business you helped build.
We’ve eliminated:
- Task lists
- Supervisor sign-offs
- Hourly tracking traps
- “Did you do this yet?” follow-ups
Because profit sharing doesn’t require surveillance.
It requires trust. And trust requires skin in the game.
The Result: Operators Who Stay, Care, and Perform
Let’s get blunt.
The average trades worker in rural markets churns within 12 months.
Burnout, boredom, or better money elsewhere.
But with Good Hands?
- We keep them.
- We grow them.
- And we reward them not just for what they do — but for what they build.
Profit share turns the job into a company.
Turns the shift into a career.
Turns the task into a relationship.
That’s how we get operators who:
- Text clients after hours — unprompted
- Catch issues before they’re asked
- Train seasonal workers with pride
- Treat your property like it’s theirs
Because in a very real sense — it is.
This Is Rural Infrastructure — Not Just a Paycheque
We’re not just hiring help.
We’re building a team of professional stewards.
Every operator in Good Hands knows:
- Their time is respected
- Their effort is measured
- Their work has real-world consequences
- Their share of success is locked in
That’s how we deliver on the promise.
No missed appointments.
No call-backs.
No “sorry, I forgot.”
We don’t micromanage. We profit-share.
And the work proves it.
This is how trust scales.
This is how service lasts.
This is how we win — together.
Because when the operators are owners, everyone’s in Good Hands.