PINCH Ranks No. 455 on the 2026 Inc. 5000 After 759% Three Year Growth

Repeat leadership team behind Bongo International builds one of America's fastest growing private companies by transforming how multifamily and commercial organizations manage cleaning services

CHARLESTON, S.C., August 12, 2026: PINCH, a technology enabled cleaning services platform serving multifamily, student housing, single family rental, build to rent and commercial properties across the United States, has been ranked No. 455 on the 2026 Inc. 5000, following 759% revenue growth over three years.

The ranking places PINCH among the top 500 companies on the Inc. 5000 and marks another milestone for a leadership team that has built and scaled a high growth technology company before.

PINCH CEO Dennis Hamilton, Chief Revenue Officer Greg Sack, and Chief Technology Officer Federico Lara previously worked together at Bongo International, the cross border ecommerce technology company that appeared on the Inc. 5000 in 2012, 2013 and 2014 before being acquired by FedEx in 2014.

More than a decade later, the three are building together again, joined by Chief Operating Officer Neal McCarty and Chris Rampey, Founding Partner, who oversees the onboarding and activation of cleaning teams entering the PINCH network.

Together, the leadership team is applying experience across technology, operations, revenue growth and provider network development to one of the country's largest and most fragmented service industries: cleaning.

This time, they are applying their experience in technology, operations, revenue growth and scaling to one of the country's largest and most fragmented service industries: cleaning.

Building Again, In a Completely Different Industry

PINCH was founded in Charleston, South Carolina, in 2021.

The company entered the multifamily industry in 2022, initially focused on helping apartment communities connect with reliable local cleaning teams.

But the team quickly discovered that the larger problem was not simply finding someone to clean a property.

For property management companies operating dozens, hundreds or even thousands of locations, cleaning was often managed independently at the property level.

Different vendors. Different prices. Different invoicing processes. Different quality standards. Different communication methods.

The result was a highly fragmented system that could be expensive and difficult to manage at scale.

PINCH saw an opportunity to change that.

Rather than becoming another traditional janitorial company, PINCH began building a technology platform and national network designed to help organizations consolidate, standardize and manage cleaning services across entire portfolios.

As the platform expanded, COO Neal McCarty has helped translate that model into the operational infrastructure required to support customers and cleaning teams across markets, creating processes designed to maintain consistency as PINCH scales nationally.

For Hamilton, Sack and Lara, the underlying challenge was different from the one they had tackled at Bongo International, but the pattern was familiar.

Find a fragmented industry. Identify the friction. Use technology to simplify it. Build the infrastructure required to scale.

From Multifamily to a National Property Services Platform

PINCH's expansion has followed a deliberate progression.

The company entered multifamily in 2022, expanded into student housing in 2023, entered the single family rental and build to rent markets in 2024, and expanded into the broader commercial janitorial market in 2025.

Each expansion brought the same underlying problem into focus: organizations managing large real estate portfolios often need local cleaning services but lack an efficient way to manage those services centrally.

PINCH is building that infrastructure.

Today, PINCH regularly works with more than 600 multifamily communities representing more than 130,000 apartment units nationwide.

For an industry where suppliers are frequently measured by the number of units they support, that footprint demonstrates how quickly PINCH has moved from an emerging provider to a national platform.

PINCH also works with major single family rental and build to rent operators whose broader portfolios collectively exceed 250,000 homes across the United States.

While PINCH does not currently service every home within those portfolios, the relationships demonstrate the company's ability to work with some of the largest operators in these rapidly growing real estate categories.

Supporting that growth is a nationwide network of more than 161,000 cleaning teams, ranging from small independent operators to larger janitorial companies.

Led on the onboarding side by Chris Rampey, PINCH has developed processes to bring cleaning businesses into the network, prepare them to work within the platform and activate provider capacity as opportunities develop across the country.

That network gives PINCH the ability to combine national reach with local service delivery.

Reducing the Total Cost of Cleaning

PINCH's value proposition goes beyond consolidating vendors.

The company's model has consistently generated approximately 10% to 20% total savings for customers, combining direct cleaning cost reductions with operational efficiencies and reductions in unnecessary or excessive service upcharges.

For large property management organizations, those savings can come from several areas.

Centralized invoicing reduces administrative work. Standardized processes reduce the amount of time property teams spend coordinating cleaning services. Technology provides greater visibility into work being completed. A national provider network reduces the need to repeatedly source and onboard replacement vendors.

PINCH also addresses another costly challenge in the cleaning industry: upcharges.

Traditional cleaning relationships can generate additional charges for conditions outside a standard scope of work. Across hundreds or thousands of units, those charges can accumulate quickly and can be difficult for regional or corporate teams to monitor.

PINCH's technology and operating processes create greater visibility around these charges, helping customers verify conditions, document work and reduce unnecessary costs.

The result is a platform designed not simply to provide cleaning, but to lower the total cost of managing cleaning services across an organization.

A Different Approach to One of Janitorial's Largest Cost Problems

One of the most persistent challenges facing traditional janitorial companies is employee turnover.

Industry software provider Swept has reported that annual employee turnover within the janitorial industry can average between 75% and 375%.

High turnover creates costs far beyond simply finding another cleaner.

Traditional janitorial companies may incur recruiting expenses, onboarding costs, training expenses, management time and service disruptions every time an individual cleaner or entire crew must be replaced.

PINCH's network model approaches that problem differently.

Rather than relying exclusively on a locally recruited employee base, PINCH is connected with more than 161,000 cleaning teams across the United States.

The continued onboarding and activation of those providers, overseen by Chris Rampey and PINCH's Pro Network team, gives the company a growing pool of cleaning businesses across markets.

When a team needs to be replaced, additional capacity is required or a customer enters a new market, PINCH can draw from that existing network rather than beginning the recruiting process from scratch.

That can materially reduce the recruiting expense, time and operational disruption associated with building replacement cleaning capacity from scratch.

The network creates another important advantage: resilience.

For PINCH, the value of 161,000 cleaning teams is not simply the size of the network. It is the ability to deploy, replace and expand service capacity as customer needs change.

One Relationship Across an Entire Portfolio

As PINCH has grown, its business model has increasingly shifted toward regional and national relationships.

The company recognized that large property management organizations did not necessarily need another cleaning vendor.

They needed fewer vendors.

A company operating properties across multiple cities or states may otherwise find itself managing dozens or hundreds of independent cleaning relationships.

PINCH's vendor consolidation model is designed to replace that complexity with a centralized relationship supported by local cleaning teams.

Through one platform, customers can manage cleaning services, service verification, invoicing, communication and vendor oversight across multiple properties and markets.

Under COO Neal McCarty, PINCH's operations team is responsible for turning that centralized model into consistent execution at the property level, coordinating customers, cleaning teams and internal support across a growing national footprint.

The objective is straightforward: Make managing cleaning across 10, 100 or 1,000 locations easier than managing those locations individually.

Technology at the Center

Technology has been fundamental to that model.

Under CTO Federico Lara, PINCH has built infrastructure designed to coordinate customers, properties and cleaning teams across a distributed national network.

The platform provides greater visibility into service delivery while helping PINCH manage work that would traditionally require significant local administrative infrastructure.

As customers grow from individual locations into regional and national relationships, that technology becomes increasingly important.

Finding someone capable of cleaning a building is not necessarily the difficult part.

The difficult part is managing quality, accountability, pricing, upcharges, communication, documentation, invoicing and service continuity across hundreds or thousands of locations.

That is the problem PINCH is building its technology to solve.

Lightning Strikes Twice

The Inc. 5000 recognition carries additional significance for Hamilton, Sack and Lara because they have experienced rapid growth together before.

At Bongo International, the team helped build a technology company that grew internationally, appeared on the Inc. 5000 for three consecutive years and was ultimately acquired by FedEx.

PINCH operates in a completely different industry.

But there are striking similarities between the opportunities.

Both involve highly fragmented markets.

Both require technology capable of coordinating complex networks.

Both depend on simplifying processes that had traditionally been difficult for customers to manage.

And both required the organization to evolve significantly beyond its original idea.

PINCH's No. 455 ranking on the 2026 Inc. 5000 and 759% three year growth provide evidence that the model is gaining traction.

But the leadership team believes the company remains at an early stage of its opportunity.

"The Inc. 5000 is an incredible recognition of what our team has accomplished, but we believe the larger story is what comes next," said CEO Dennis Hamilton. "Cleaning is an enormous industry that remains incredibly fragmented. We believe there is an opportunity to build the infrastructure that allows large organizations to manage cleaning the same way they manage other critical services, with technology, transparency, consistency and scale."

A Repeat Team, A Much Larger Opportunity

Building one high growth company requires execution, timing and the ability to adapt as a market changes.

Doing it again raises a different question.

Was the first success an isolated event, or is there something repeatable about the people who built it?

Hamilton, Sack and Lara have now spent years building together across two very different industries.

At Bongo International, they helped build technology that simplified the complexity of global ecommerce.

At PINCH, that experience is now combined with Neal McCarty's leadership of the company's operating infrastructure and Chris Rampey's work building and activating the cleaning team network required to support national growth.

Together, the broader PINCH leadership team is applying technology, sales, operations and network scale to the fragmented world of cleaning and facility services.

The company they began building in Charleston looks very different today.

PINCH now supports more than 600 multifamily communities representing over 130,000 units, works with major SFR and BTR operators whose portfolios collectively exceed 250,000 homes, is expanding throughout the commercial janitorial market, and is connected with more than 161,000 cleaning teams nationwide.

And the opportunity ahead extends far beyond the company's current footprint.

No. 455 on the Inc. 5000 shows how far PINCH has come.

What happens next will determine how far the model can scale.

Lightning can strike twice in the same place.

Sometimes, it might not be lightning.

Sometimes, it is the team.