Pet waste management is easy to ignore until a community starts smelling the problem, hearing resident complaints, or seeing dog waste wash toward storm drains after rain.
For David Jensen, Co-Founder of CoPS on Doody, this overlooked service niche became much bigger than cleanup. It became a serious community sanitation model built around health, cleaner shared spaces, better station placement, and smarter waste systems for HOAs, apartment communities, and local government properties.
In this exclusive PETBIZS interview, David shares how an unexpected career turn led him into commercial pet waste management, why communities need more than a scoop-and-go service, and how CoPS on Doody is raising the standard for responsible pet-friendly living.
It’s my pleasure. Thanks for having me.
My career path has been a little unconventional. Over the years, I’ve started and sold a few businesses. A long time ago, when people still dropped film off to get developed, I owned two one-hour photo labs. After that, I moved into the mortgage industry and ran my own company until the 2008 mortgage crisis changed the landscape for a lot of us.
Like many people during that time, I suddenly found myself looking for work and figuring out what the next chapter would be. I ended up responding to an employment ad on Craigslist for an operations manager position at a dog waste cleanup company. That was not exactly the career move I had pictured for myself at the time.
I sometimes joke that it might be the only industry where nobody grows up saying, “When I grow up, I want to be in the dog poop business.” But life has a funny way of taking you in unexpected directions.
Over time, I began consulting with pet waste management companies across the country. Many of them wanted to expand into community associations but did not fully understand how the community association industry operates. I spent years helping them understand how to work effectively with boards and community association managers and how to become a trusted service partner.
That experience led to the creation of CoPS on Doody.
The idea was simple. Instead of being a company that happens to service communities, we built a company that specializes in them. Community associations, apartment communities, and local governments have unique operational needs, and they deserve service providers who understand how those environments actually work.
One thing I often say is that pet waste management is one of those services people only notice when it is not done well. When it is handled properly, nobody thinks about it. When it is not, it becomes one of the most talked-about problems in a community almost overnight.
Seventeen years later, what started with a Craigslist job ad has turned into a career focused on helping communities stay cleaner, healthier, and easier to manage. It may not be the most glamorous industry, but it is one that makes a real difference in how communities function every day.
When you first entered this field, what personal observations or experiences made you realize that organized pet waste removal could become a serious and scalable business rather than just a side service?
Once I got into the industry, I realized pretty quickly that there was more to it than people think. What seems like a simple service on the surface actually touches sanitation, environmental health, property values, resident satisfaction, and even stormwater management. When it is not handled properly in a community, it becomes a very visible problem very quickly.
Can you walk us through the early days of founding the company—what the initial vision looked like, what resources you had, and how you translated an idea into a structured service model?
The idea behind the company was pretty straightforward. Instead of being a company that just happens to service communities, we built one that focuses on them. Community associations, apartment communities, and local governments all operate a little differently. They have boards, managers, budgets, processes, and expectations. If you don’t understand how those environments work, you’re going to struggle as a service provider.
I had spent years working in the industry before starting CoPS on Doody, and that experience gave me a clear view of what worked and what didn’t. When we built the company, I took what I had learned from my previous company and changed a lot of things to create a smoother process that was better suited for the community association world. Managers and boards don’t want surprises. They want reliability, communication, and a service that runs the same way every week. So, we built our systems around that.
While we were putting the company together, something else kept bothering me. The pet waste industry was doing a good thing by making sure more dog waste was getting picked up. But then we were putting it into plastic bags and sending it straight to the landfill. In other words, we were helping in one way while still contributing to the plastic problem.
At the time, sustainability really wasn’t part of the commercial pet waste conversation. Most of the alternatives on the market were either too expensive or not strong enough for real world use in communities. What the industry really needed was something practical. A bag that worked, that communities could afford, and that reduced the amount of petroleum-based plastic being used.
I happened to know the right person to talk to. Steven Wong, the president of Foresight USA, had been working on exactly that type of solution. Steven and I ended up partnering to bring CoPS on Doody to market. His company developed a dog waste bag and can liner that’s made with 41 percent bio-based material. It’s strong, it works the way a commercial bag needs to work, and he even went the extra step of getting it certified by the USDA through their BioPreferred Program.
That combination checked all the boxes. The bags perform like the industry standard, but a big portion of the petroleum plastic is replaced with renewable plant-based material. Just as important, the price point makes sense, so communities can actually use them without blowing up their budgets.
Today, those USDA-certified 41 percent bio-based bags and liners are the only ones we use in our service. Communities stay clean, and we’re doing it in a way that’s a little smarter environmentally. It just made sense to build that into the company from the very beginning.
Many people underestimate niche industries. At the beginning, what skepticism or resistance did you face, and how did you build confidence among early clients and partners?
Early on, the biggest challenge wasn’t convincing people that pet waste needed to be managed. Anyone who lives in a community with dogs already understands that. The skepticism was more about whether it really required a specialized company.
A lot of boards and managers were used to thinking of pet waste cleanup as something simple. Maybe a landscaper handled it occasionally. Maybe there was a small local company that cleaned yards and added a few communities on the side. So, when we came in saying we focused specifically on community associations, some people wondered if that level of specialization was really necessary.
The way we built confidence was by showing that we actually understood how communities operate. Community associations are their own ecosystem. There are boards making decisions, managers balancing budgets and resident expectations, and common areas that have to be maintained consistently. When managers realized we spoke their language and understood their operational realities, the conversation changed pretty quickly.
Education has also played a big role. I’ve held the Educated Business Partner distinction from the Community Associations Institute since 2013, and I’ve authored two CAMICB accredited continuing education courses that help community association managers maintain their professional credentials. Being involved in the CAI community and supporting manager education helped establish credibility early on. It showed that we were serious about the industry and committed to being a long-term partner to the communities we serve.
We also focused on professionalism from day one. Clear service agreements, reliable schedules, good communication, and documentation. Those things sound basic, but they are not always common in this industry.
Over time, that consistency builds trust. Managers talk to each other. Boards compare notes. When a community sees a service that runs smoothly and solves a problem that has frustrated residents for years, word spreads.
One thing I often say is that pet waste management is one of those services people don’t think about much when it’s done right. But when it’s not handled properly, everyone notices. Once communities saw the difference a professional program could make, the skepticism faded pretty quickly.
From your perspective, what is the biggest operational difference between residential pet waste removal and servicing large communities such as HOAs, apartment complexes, or municipalities?
The biggest difference really comes down to scale and structure.
When you’re servicing a residential yard, it’s pretty simple. One property, one homeowner, and a clearly defined area. You show up, clean the yard, and head to the next stop. It’s straightforward.
Large communities like HOAs, apartment complexes, and municipal properties are a completely different situation. Now you’re dealing with shared spaces used by hundreds, sometimes thousands, of residents and their dogs. The service has to be planned and structured, so it actually works across the entire property.
One of the first things we do is a site survey. You can’t just place pet waste stations randomly and expect them to solve the problem. Stations need to be located where people naturally walk their dogs so they’re convenient to use. If residents have to go out of their way to find one, many of them simply won’t.
During the survey, we also looked at what type of station makes the most sense for each location. Some areas need a heavier-duty station because they’re in high-traffic common areas. Other spots might be along walking paths, or secondary areas where a different model works better. Using the right station in the right place makes a big difference in how well the system works long term.
The other big difference is operational expectations. Community associations, apartment communities, and local government properties rely on service providers who operate on schedule and communicate clearly. Managers and boards want to know the service is happening when it’s supposed to happen. Consistency matters because residents notice when things slip.
Billing is another piece of it. These organizations operate on budgets and reporting cycles, so invoices need to be accurate, easy to understand, and delivered on time. It sounds basic, but it’s an important part of running a professional service.
At the end of the day, servicing large communities isn’t just about cleaning up after dogs. It’s about building a system that works. Good station placement, the right equipment, reliable service schedules, clear communication, and accurate billing all come together to make the program run smoothly for the community.
Every successful company has a defining unique selling point. How would you describe the single factor that truly differentiates your services from competitors in the same market?
If I had to point to what really separates us, I’d say we have two defining, unique selling points.
The first is focus.
Most companies in the pet waste industry do a little bit of everything. They clean residential yards, maybe offer a few other outdoor services, and if a community calls, they’ll add it to the route. Communities are just another stop on the schedule.
For us, communities are the entire business.
Community associations, apartment communities, and residential developments are our only customers. We built CoPS on Doody specifically for that world. We understand how community managers operate, how boards make decisions, how budgets are structured, and how important consistency, communication, and reliability are in shared living environments. We don’t dabble in commercial pet waste services. Servicing residential communities is all we do.
That level of specialization changes how you design everything, from site surveys and station placement to service schedules and communication with managers.
The second thing that defines us is sustainability.
When I first got into the industry, something didn’t sit right with me. As an industry, we were doing a good thing by making sure more dog waste was getting picked up. That helps keep communities cleaner and reduces bacteria runoff into storm drains and waterways.
But then we were putting all of that waste into 100 percent plastic bags and sending it straight to the landfill. We were solving one problem while quietly contributing to another.
So instead of accepting that as the way things were done, we built a different model. Through our partnership with Steven Wong at Foresight USA, we use dog waste bags and liners made with 41 percent bio-based material, certified by the USDA through their BioPreferred Program. These bags replace a significant portion of petroleum-based plastic with renewable plant-based material while still performing the way a commercial service bag needs to perform.
Just as important, they’re affordable. Sustainability only works if communities can actually implement it without blowing up their budgets.
What makes our company different is that we combine those two things. Deep expertise in servicing residential communities and a practical sustainability model built directly into the service.
Very few companies in the commercial pet waste industry have brought those two ideas together. And I truly believe that combination is going to push the industry in a better direction going forward.
Reliability seems critical in sanitation services. What systems or routines did you implement to maintain consistent service quality across multiple properties and schedules?
Reliability is everything in a service like ours. When you’re responsible for common areas that hundreds of residents use every day, the work has to happen on schedule, and it has to be done the right way every time. Community managers and boards depend on that consistency.
From the beginning, we built our service around predictable routines and clear processes.
Every property starts with a site survey, so we understand the layout of the community, the pet traffic patterns, and where stations and service areas need the most attention. That allows us to build routes that make sense and ensures technicians know exactly what areas they are responsible for when they arrive on site.
We also operate on structured service schedules. Communities know when their service day is, and they can count on us being there. That consistency matters because residents quickly notice if service starts slipping.
Another key piece is standardizing how the work is done and making sure our technicians are properly trained. We developed what we call our Gold Star Training Program, and every technician must become Gold Star Certified before they are allowed to service any community. The training focuses on our service procedures, professionalism in residential communities, station maintenance, safety, and attention to detail. Our technicians follow the same service standards at every property. That includes servicing stations, restocking bags, removing waste from common areas, and checking stations for damage or maintenance issues. When something needs attention, we document it and communicate it so it can be addressed quickly.
Technology also plays an important role. We use software that is designed specifically for the pet waste management industry. It handles routing and scheduling, so our technicians know exactly where they need to be and when. The system also includes a customer portal, which allows our clients to access information about their service whenever they need it. Managers can log in anytime, day or night, and have their service information right at their fingertips.
At the end of the day, maintaining consistent service across multiple properties comes down to having good systems in place. Clear routes, defined service procedures, the right technology, and a team that understands the expectations of working in community environments. When those pieces are in place, the service becomes dependable, and that’s what communities value most.
What operational challenges surprised you the most once the company began expanding, especially in logistics, staffing, and route management?
One of the biggest challenges is staffing and training. Finding people who fit the role is not just about hiring someone who can do the physical work. We look for friendly, professional people who fit within our culture, share our values, and have a strong work ethic. Those qualities matter just as much as the job skills because our technicians represent us every time they step into a community.
Working in residential communities also requires a different mindset than many other types of outdoor service work. Technicians are operating in shared living environments where residents are walking their dogs, children are playing, and community managers expect a professional presence on the property. It’s not just about doing the job. It’s about doing it respectfully and professionally in someone else’s living space.
That’s one of the reasons we created our Gold Star Training Program. Every technician has to become Gold Star Certified before they are allowed to service any community. The training helps ensure that the service is delivered the same way every time, no matter which technician is on the route. It sets clear expectations for professionalism, attention to detail, and the way we represent the company in the communities we serve.
Environmental responsibility is increasingly important. How did sustainability and eco-friendly practices become part of your operational philosophy, and what impact has that decision had on client perception?
Sustainability became part of our philosophy pretty naturally once I started looking closely at how the industry operated.
When I first got into the pet waste business, I realized we were doing something positive by making sure more dog waste was being picked up in communities. That helps keep common areas clean, reduces bacteria runoff into storm drains, and protects local waterways. But at the same time, the waste was almost always being collected in 100 percent plastic bags and thrown into landfills.
It didn’t make a lot of sense to me. We were helping the environment in one way while contributing to the plastic problem in another.
That’s when I started looking for a better option that would still work in a commercial service environment. The bags needed to be strong, affordable, and available at scale. Through my relationship with Steven Wong, the president of Foresight USA, we were able to bring a different type of product into the service model. His company developed dog waste bags and can liners made with 41 percent bio-based material, and he took the extra step of having them certified by the USDA under their BioPreferred Program.
That partnership allowed us to build sustainability directly into our operations. Today, those USDA-certified 41 percent bio-based bags and liners are the only ones we use in our service.
The impact on communities has been very positive. Community associations and property managers are becoming more aware of environmental responsibility, but they still need practical solutions that fit within their budgets and operations. When they see that they can maintain clean common areas while also reducing reliance on traditional petroleum-based plastics, it resonates.
It’s not about making a marketing claim. It’s about making a better operational choice. Communities appreciate knowing that the service they’re using is helping keep their property clean while also being more thoughtful about the environmental impact.
Staff training can make or break service industries. How do you prepare your teams not only for technical tasks but also for professionalism and client interaction?
Training is extremely important in our business because our technicians are working in people’s living environments. They’re not just performing a task. They’re representing our company in communities where residents are walking their dogs, children are playing outside, and managers expect a professional presence.
Because of that, we built a structured training system that goes beyond simply showing someone how to do the job.
At CoPS on Doody, we have what we call our Gold Star Training Program. Every technician must complete the program and become Gold Star Certified before they are allowed to service any community. The program covers the technical side of the work, such as waste removal procedures, pet waste station servicing, bag restocking, equipment handling, and safety protocols.
But just as important, the training focuses on professionalism and how to operate respectfully within residential communities.
Technicians learn how to interact appropriately with residents, how to present themselves professionally, and how to represent the company while they are on the property. We have clear expectations around dress code, appearance, and conduct. Our technicians wear clean company branded uniforms, maintain a professional presence, and understand that they are working in shared spaces where residents expect courtesy and respect.
The training also emphasizes attention to detail and accountability. Our technicians are taught to look beyond the immediate task. If they notice a damaged station, a maintenance issue, or something on the property that needs attention, they document it and communicate it so the manager can be informed.
Another key part of the program is aligning everyone with the company’s mission, vision, and values. We expect our team members to represent those values in the way they work, the way they interact with residents, and the way they take pride in the communities we serve.
At the end of the day, good training creates consistency. When every technician goes through the same program and understands the expectations, the service is delivered the same way every time. That consistency is what community managers and boards rely on, and it’s one of the reasons our clients trust us with their communities.
In your experience, what metrics or indicators best reflect the success of a sanitation service beyond simple visual cleanliness?
For us, the most important metric is customer satisfaction.
Visual cleanliness is obviously important in a sanitation service, but it’s not the whole story. A property might look clean on a given day, but what really matters to community managers and boards is consistency over time. Are we showing up when we’re supposed to? Are problems being addressed quickly? Are residents satisfied with how the community looks and feels?
To measure that, we track customer satisfaction very closely. We actually use a formula that calculates a customer satisfaction score based on two things: the number of jobs performed, and the number of complaints received. By looking at service volume alongside any reported issues, we’re able to get a very clear picture of how well our service is performing across all the communities we manage.
This approach helps us focus on the things that really matter to our clients. Community associations, apartment communities, and local government properties rely on dependable service. When managers don’t receive complaints from residents, and the service happens reliably week after week, that’s a strong indicator that the program is working.
We also pay attention to consistency of service schedules, station maintenance, and communication with managers. But at the end of the day, the best indicator of success is simple. If communities are clean, residents are not complaining, and managers feel confident that the service is being handled professionally, then we know we’re doing our job well.
Customer satisfaction tells the real story of how a sanitation service is performing. It reflects not just how a property looks, but how reliably the service is operating over time.
Marketing local services can be challenging. Which outreach or marketing strategy proved most effective in generating long-term, loyal clients?
For us, the most effective strategy has been simple: face-to-face relationships.
A lot of people are looking for shortcuts in marketing these days. They want automation, quick wins, and fast growth through ads or mass outreach. Those tools have their place, but in the community association world, relationships still matter more than anything else.
Community managers and boards are responsible for the places where people live. They’re careful about who they bring in as service providers because once a vendor is on a property, they become part of the day-to-day environment of that community. Trust matters.
That’s why we focus heavily on relationship building. Spending time in the industry, attending events, meeting managers in person, supporting professional organizations, and simply being present. When people know you, understand what you do, and see the consistency in how you operate, it builds credibility.
But relationships alone are not enough. You also have to perform.
The real key is doing your job noticeably better than your competition and consistently exceeding customer expectations. When a community sees that the service runs smoothly, problems get handled quickly, and communication is clear, trust starts to build. Managers talk to each other. Boards compare notes. That reputation spreads naturally.
Those kinds of relationships take time. They are not built overnight. But once they’re established, they tend to last. Communities want vendors they can rely on year after year, not companies that show up with a lot of promises and disappear when things get difficult.
So, while it may take a little longer than some of the quick marketing tactics people talk about today, investing the time to build real relationships and backing that up with consistently strong service has been the most effective way for us to generate long term, loyal clients.
Partnerships often drive expansion. How have collaborations with property managers, developers, or municipal authorities influenced your growth strategy?
Partnerships have played a major role in our growth, especially within the community association industry.
From early on, we recognized that community association managers and property management firms sit at the center of how communities operate. They’re the professionals responsible for maintaining common areas, managing vendors, and making sure the community runs smoothly for residents. Because of that, building strong relationships with managers has been a key part of our growth strategy.
A lot of our expansion has come through working closely with property managers who oversee multiple communities. When a manager sees that a service provider is reliable, communicates well, and understands how community associations function, they’re much more likely to introduce that service to other communities they manage. In many cases, one strong relationship can lead to opportunities across several properties.
We’re also proud to be the only pet waste management service and product company that is an Associa Advantage Partner. Associa is the largest community management company in the nation, and that partnership reflects the confidence they have in our ability to serve communities at a professional level. In addition to that relationship, we also work with several other large national community management companies, which helps us bring consistent pet waste management programs to communities across different markets.
Developers and municipal authorities have also influenced how we think about growth. Developers are designing more pet-friendly communities with walking paths, green spaces, and shared outdoor areas. When pet waste management is considered during the planning stage, it leads to better station placement and a system that works long-term for the community.
Municipalities are also paying closer attention to the impact pet waste can have on public spaces and stormwater systems. That awareness creates opportunities to work together on programs that help keep public areas cleaner while encouraging responsible pet ownership.
Another important piece has been our involvement with the Community Associations Institute. Being active in the CAI community allows us to build relationships with managers and industry professionals while also contributing to education within the industry. It allows us to share what we’ve learned and help communities make more informed decisions about their pet waste management programs.
At the end of the day, our growth has not come from trying to expand everywhere at once. It has come from building trusted relationships with the people who are responsible for managing and shaping communities. When those partnerships are strong, growth tends to follow naturally.
What common misconceptions do communities or property owners usually have about professional pet waste removal services before they experience them firsthand?
One of the biggest misconceptions is that pet waste removal is simple. People often assume it’s just someone showing up with a bucket and a scoop. Once communities see how a professional service actually operates, they realize there’s much more to it.
At its core, this is a route-based service business. Routes must be planned carefully, schedules must be consistent, and technicians must move efficiently from property to property while still giving each community the attention it needs. Just because we’re the dog poop professionals doesn’t make it any less of a real business with logistics, systems, and operational planning behind it.
There are also many facets of the work that most people never see.
For example, knowing where to install pet waste stations is more complicated than it sounds. Stations need to be located where residents naturally walk their dogs, or they simply won’t get used. The type of station matters as well. Some areas require a more durable station because they’re in high-traffic common areas, while other locations may call for a different model depending on the layout of the property.
Then there are the day-to-day operational challenges. Stations can overflow between services if they aren’t monitored properly. Equipment can get damaged. Service schedules sometimes need to be adjusted depending on how heavily certain areas of a community are used. Solving those kinds of issues takes experience and constant problem-solving.
The environmental side is another piece that many people don’t think about. The type of dog waste bags and can liners used in stations can have a real impact on the environment, especially when thousands of bags are being used across communities. Making better choices there is part of running a responsible operation.
Technology also plays an important role. Route management, scheduling, service tracking, and customer communication all rely on systems that keep the operation organized and predictable.
And then there’s the team. Providing superior service depends on attracting friendly, professional, and conscientious people who take pride in their work. In a service business like this, having the right team makes all the difference. We work hard to build a culture where good people want to stay and grow, and we provide a clear roadmap for advancement for the team members who want to build a career with us.
The best pet waste management companies are true subject matter experts. That expertise shows up in every operating location, not just a few. It’s reflected in how routes are built, how stations are placed, how service problems are solved, and how communities are supported over time.
So, while the work might seem simple from the outside, a lot is happening behind the scenes to make sure communities receive reliable, professional service week after week. Once communities experience that firsthand, their understanding of the industry usually changes pretty quickly.
From a public health standpoint, why do you believe organized pet waste management deserves more attention from city planners and local governments?
From a public health standpoint, pet waste deserves far more attention than it typically receives from city planners and local governments. Most people still think of it as a nuisance issue. In reality, it is a sanitation and environmental health issue.
Dog waste contains bacteria, parasites, and pathogens that can make people and animals sick. A single gram of dog waste can contain roughly 23 million fecal coliform bacteria, including organisms such as E. coli, along with parasites like roundworms and hookworms. These pathogens can spread disease and remain in soil and outdoor environments for long periods of time.
The larger problem happens when waste is left on the ground, and rain enters the picture. Stormwater runoff carries those bacteria and those pathogens directly into storm drains, which often flow untreated into local streams, rivers, and lakes. That contamination can make water unsafe for recreation, harm aquatic ecosystems, and degrade water quality.
Because of this impact, the U.S. Environmental Protection Agency classifies dog waste as a nonpoint source pollutant, the same category used for contaminants like fertilizers, pesticides, and motor oil that are carried into waterways through runoff. In other words, pet waste is not just a cosmetic problem. It is a recognized contributor to water pollution.
As dog ownership continues to grow, especially in dense residential communities, the cumulative impact becomes significant. One dog may not seem like a big deal, but thousands of dogs across a city can introduce billions of bacteria into the environment if waste is not consistently managed.
This is where organized pet waste management becomes important.
Cities and communities that install well-placed pet waste stations, provide bags, and ensure regular servicing create a system that encourages responsible pet ownership. When the infrastructure is convenient and visible, residents are much more likely to pick up after their pets.
From my perspective, working with communities, organized programs do more than keep sidewalks and lawns clean. They help reduce bacteria runoff, protect local waterways, discourage pests, and improve the overall sanitation of shared spaces where people live, walk, and play.
Pet-friendly communities are a great thing. Dogs bring people outside, help neighbors connect, and add a lot of life to neighborhoods. But the infrastructure to support responsible pet ownership needs to keep pace with that growth.
When city planners and local governments treat pet waste management as part of public health and environmental planning rather than just a nuisance issue, the benefits extend well beyond cleaner sidewalks. It becomes a practical way to protect water quality, public spaces, and community health at the same time.
Balancing affordability with quality is difficult. How do you structure pricing so that it remains competitive while still allowing room for service excellence?
Balancing affordability with quality is definitely one of the biggest challenges in any service business. For us, the reason we’re able to do it comes down to how our company is structured.
Being part of the Foresight USA, Inc. family of brands gives us a major advantage that most companies in our industry simply don’t have. Foresight and its partners control the entire process behind the products we use. That starts with selecting and purchasing the raw materials for our dog waste bags and can liners. From there, the same network owns the factories that manufacture the bags and pet waste stations. They also control the shipping companies that move the products to our warehouse.
In other words, we’re not buying products from a middleman.
Because we own the process from beginning to end, we’re able to control both quality and cost. We’re not constantly searching for the cheapest materials just to increase margins. The focus is on producing strong, reliable products that perform well in a commercial service environment. When you control the entire supply chain, affordability naturally follows.
That structure allows us to offer high-quality, sustainable products while still keeping pricing competitive for communities. The dog waste bags and liners we use are made with 41% bio-based material and are certified by the USDA under the BioPreferred Program. They are stronger and more environmentally responsible than the typical all-plastic bags used throughout most of the industry.
What’s interesting is that many competitors rely on those 100% plastic bags because they are the cheapest option available. At the same time, they’re also the worst option for the environment. Because of our partnership with Foresight USA and the control we have over manufacturing and distribution, we’re able to offer a better product while still keeping pricing affordable for the communities we serve.
That combination allows us to maintain high service standards without asking communities to pay a premium for it. Our goal has always been to provide reliable, professional service with products that perform well and make better environmental sense, while keeping the program within reach for community budgets.
Technology continues to reshape industries. In what ways have digital tools, scheduling software, or reporting systems enhanced operational efficiency for your teams?
Technology has made a big difference in how efficiently we can run our operations, especially as the number of communities we serve continues to grow. In a route-based service business like ours, organization and real-time information are critical.
We use software designed specifically for the pet waste management industry called Sweep&Go. The platform helps manage many of the moving parts that go into running daily service routes. It handles route planning and scheduling, so technicians know exactly where they need to be and when. That helps us build efficient routes, reduce travel time between properties, and make sure communities are serviced on their scheduled days.
The system also gives our technicians tools in the field to track their work as it happens. Service visits can be logged in real time, which helps ensure accountability and consistency across all the properties we manage. If something needs attention, such as a damaged station or an operational issue at a property, it can be documented immediately so it can be addressed quickly.
Another valuable feature is the customer portal. Our clients can log in anytime and access information about their service whenever they need it. Community managers appreciate having that level of transparency because it gives them quick access to service records and updates without having to track someone down for an answer.
Technology like this allows us to run the business with much greater precision. Routes are more efficient, communication is clearer, and service documentation is easier to manage. It helps our team stay organized while giving our clients confidence that their communities are being serviced reliably and professionally.
On a personal leadership level, what daily habits or management practices have helped you maintain clarity and momentum while running a growing service company?
One habit that keeps me grounded every day is simple: to-do lists. I rely on them heavily. Running a growing service company means there are always a lot of moving parts, and if I don’t write things down and prioritize them, it’s easy to get pulled in too many directions. My list helps me stay focused on what actually needs to get done and keeps things moving forward.
Another thing that’s important to me as a leader is leading by example. If I ask a team member to do something, I believe I should be willing to do it myself. In a service business, especially, you can’t expect people to respect the work if leadership acts like it’s beneath them. Showing that you’re willing to roll up your sleeves sends a strong message to the team.
I also put a lot of value on constant feedback from our team. I want to know what makes their day better and what makes it worse. Are there obstacles in their work that we can remove? Do they have ideas on how to improve our systems, procedures, products, or services?
The truth is, I don’t know everything, and I certainly can’t think of everything. The people working in different parts of the company see things every day that leadership might miss. I want to hear the good, the bad, and the ugly from our team.
I also like to run ideas past them. If we’re considering a new direction, a new service, or a change to how we operate, I want their input. Everyone on the team has a role they specialize in. They’re the experts in their area, and I believe the best decisions come from listening to those experts.
Just as importantly, I want our team members to feel valued. When people know their input matters and that their work is respected, they take more pride in what they do. That kind of environment builds stronger teams and better service for the communities we serve.
I also make it a point to take a little time each day to think outside the box. I know it’s a bit of a cliché, but growth doesn’t happen if you stay inside your comfort zone. That time lets me look at problems differently, think about new opportunities, and it satisfies the creative dreamer side of my personality.
For me, maintaining clarity and momentum comes down to staying organized, leading by example, listening to the people around you, making sure your team feels valued, and always giving yourself space to think creatively about where the company can go next.
Have there been moments where community adoption was slower than expected? How did you adapt communication or service models to gain trust?
Not really. Most communities already recognize that pet waste management is something they need. When you have dozens or even hundreds of dogs using shared common areas, it quickly becomes a quality-of-life issue if it isn’t handled properly. So, the need for the service has rarely been the challenge.
The bigger obstacle in the beginning was simply getting the word out about our new brand.
There are many pet waste removal companies that have been around for decades, and their names are familiar in the marketplace. When you’re introducing a new company, it takes time for people to understand who you are and what makes you different. Managers and boards are naturally cautious because they’re inviting vendors into the communities where people live.
What helped was explaining that we weren’t starting from ground zero. Our team brought more than two decades of combined experience in commercial pet waste management, along with a deep understanding of how community associations operate.
We also introduced some differentiators that are almost disruptive to the traditional pet waste industry. Our entire company is focused on residential communities, and we built sustainability directly into our service through the use of USDA-certified bio-based bags and liners. That combination of specialization and environmental responsibility is something the industry has not historically focused on.
Once people understood that background and saw how our approach worked in real communities, things started to move very quickly. Word spread through community managers, industry relationships, and the professional networks we’re part of.
After that, it really did feel like things began to flow like a waterfall. Once communities realized we were bringing both experience and a new way of thinking about the service, the trust came naturally.
When hiring frontline service staff, what qualities or character traits do you prioritize beyond technical ability?
I approach hiring a little differently than most companies. We don’t start by looking at technical ability. We start with values.
If someone demonstrates that they share the same values our company is built on, there’s a very good chance they’ll fit into our culture and work well with our team. Skills can be taught. We can teach someone the pet waste management industry, our service procedures, and how our operations work. What we can’t teach someone is how to be a good human being.
And that’s what we’re looking for. Good humans.
Working in residential communities requires people who are respectful, professional, and thoughtful about the environments they’re working in. Our technicians are operating in places where people live their daily lives. Residents are walking their dogs, kids are playing outside, and managers expect a professional presence on the property. Character matters.
Everything comes back to our company values, which guide how we hire, how we work together, and how we serve our communities.
Integrity
We do the right thing in every situation. We act with honesty and integrity even when it is inconvenient or when no one is watching.
Excellence
We hold ourselves to a professional standard in everything we do. From the quality of our work in the field to how we communicate with residents, community managers, and partners, we strive to deliver service that reflects the high standards of our company.
Reliability
Our customers trust us to show up and do our job well. We follow through on our commitments and work together as a team to deliver consistent, dependable service.
Servant Leadership
We believe leadership begins with serving others. We support our team members, respect the communities we serve, and work alongside our partners with humility and open communication.
Community Stewardship
We take responsibility for the communities we serve. Our work helps keep shared spaces clean, protects the surrounding environment, and supports neighborhoods where families and their dogs can enjoy the outdoors.
Gratitude
We appreciate the people around us. We recognize hard work, respect kindness, and never take our customers, teammates, or partners for granted.
Accountability
We take ownership of our work and our results. When something goes wrong, we address it, fix it, and learn from it so we can continue improving.
Improvement
We are always looking for better ways to serve our communities. We learn from experience, solve problems, and continuously raise the standard for the service we provide.
When someone shares those values, they naturally become a strong team member. The technical side of the job can be learned. But building a team of people who genuinely care about doing the right thing and supporting each other is what ultimately allows us to deliver the kind of service our communities expect.
As operations spread across different locations, how do you maintain brand identity and service uniformity while still adapting to local community needs?
That’s a great question, and it’s something we think about a lot as we grow.
One thing that makes our company a little different is that we are one of the very few pet waste management companies operating in multiple states that is not a franchise. All of our locations are company-owned. That actually works to our advantage because it allows us to maintain a high level of consistency across the entire organization.
Our technicians are trained by the same people using the same training material, no matter which location they work in. Every team member goes through our Gold Star Training Program, and each technician must earn their Gold Star Certification before they are allowed to service any community. The same standards, taught by the same instructors, ensure that our service is delivered the same way whether you encounter us in one state or another.
We also maintain very clear brand standards across the company. Because all of our locations are company-owned, we control the details that shape the customer experience. Everything from the scooping equipment our technicians use, to the uniforms they wear, to the trucks they drive, and even our marketing materials are ordered to the same specifications.
The goal is simple. We want the customer experience to feel the same no matter where someone does business with us.
At the same time, we still pay attention to the needs of each community we serve. Every property is a little different, so we conduct site surveys, evaluate how residents use the space, and design the pet waste management program around the layout of that particular community.
So, while the service standards and brand identity stay consistent, the way we apply them is tailored to each property. That balance allows us to maintain a strong, recognizable brand while still delivering a service that fits the unique needs of every community we work with.
Looking ahead, what industry trends or innovations do you believe will most influence the future of professional pet waste management services?
I think the biggest forces shaping the future of this industry will be technology, sustainability, and specialization.
On the technology side, route management software, service tracking, customer portals, and better reporting tools are making it easier to run a more efficient operation and give clients better visibility into their service. That’s only going to become more important as companies grow.
Sustainability is another big one. Communities are becoming more aware of the environmental impact of traditional plastic, and I think the industry is going to keep moving toward better bag and liner solutions. For a long time, that part of the business was ignored. I don’t think it’ll stay ignored.
And finally, specialization is going to matter more. Communities are getting smarter about how they choose vendors. They don’t just want someone who can technically do the work. They want someone who understands community operations, communication, infrastructure, and long-term program design.
I think the future belongs to companies that treat pet waste management like a real professional service industry, not a side hustle with a scoop.
For entrepreneurs interested in entering overlooked service niches, what early mistake would you advise them to avoid based on your own experience?
One mistake I would tell entrepreneurs to avoid is trying to sell a service before people understand why it matters.
If you’re entering an overlooked niche, chances are the public doesn’t fully understand the value of what you do yet. If people don’t understand the value, they’re not going to buy the service. That’s why education has to come first.
You need to educate the public on why your service exists and why it benefits them. Explain how their lives improve when they use it. Explain how it affects the people around them and the broader community. Just as importantly, educate customers on why it’s often better to have a professional handle it rather than trying to do it themselves. In many service niches, the difference between a do-it-yourself approach and a well-run professional program can be significant.
In our case, picking up dog waste isn’t just about convenience. It helps protect waterways by keeping bacteria and parasites out of stormwater systems. It helps prevent pest problems. It improves the cleanliness and health of shared spaces where people live. Once people understand those impacts, they start to see the service very differently.
You also have to be willing to address the objections or social stigma that sometimes come with niche services. We hear comments like, “If you’re too lazy to pick up after your dog, you shouldn’t have one.” That’s a common perception. But the reality is that organized pet waste management benefits entire communities. It’s about sanitation, environmental responsibility, and maintaining shared spaces.
Another important part of education is connecting your service to the broader groups who care about those issues. If your service benefits the environment, get involved with environmental organizations and help them understand why your work matters. If it contributes to mental health, talk with mental health advocate organizations about what your service contributes.
The biggest lesson I’ve learned is that you shouldn’t try to sell everyone. Focus on helping people understand the value first. When people truly understand why your service matters and why a professional approach often works better than trying to handle it themselves, the business tends to follow.
So, my advice would be simple: educate, educate, educate. Once the value is clear, the rest becomes much easier.
Finally, if you could send one message to communities about the importance of organized pet waste management and its broader impact, what would you want them to understand most clearly?
If there’s one thing I would want communities to understand, it’s that pet waste management is not just about appearances. It’s about health, environmental responsibility, and the overall quality of life in the community.
Most people think of pet waste as just a nuisance. Something unpleasant that needs to be cleaned up. But the impact goes well beyond that. Pet waste contains bacteria and parasites that can wash into storm drains and waterways when it rains. It can attract rodents and other pests. And when it starts to accumulate in common areas, it affects how residents feel about where they live.
The good news is that this is a problem communities can solve with the right approach.
Organized pet waste management means having the right infrastructure in place. Stations located where residents actually walk their dogs. Reliable service that keeps common areas clean. Clear communication that encourages responsible pet ownership. When those pieces are working together, communities see fewer complaints, cleaner grounds, and happier residents.
One mistake I see fairly often is communities trying to handle this on their own. They install a few stations, assign the service to a staff member or vendor who already has other responsibilities, and hope it works. Sometimes it does for a while, but more often it turns into an ongoing frustration because the system was never really designed for the way residents use the property.
That’s why it’s important to bring in a specialist. Someone who understands pet waste management in community environments and has experience designing programs that actually work. An expert can evaluate the property, conduct proper site surveys, recommend the right station models and locations, and put a service plan in place that is reliable and easy for the community to maintain.
There is also an environmental side that often gets overlooked. When waste is consistently picked up, it reduces bacteria runoff into local waterways and helps protect the surrounding environment. And when communities pair that with more sustainable waste bags and liners, they can reduce their reliance on traditional petroleum-based plastics at the same time.
What I often tell boards and managers is this: pet-friendly communities are a great thing. Pets bring people outside, help neighbors connect, and make communities feel more alive. But pet-friendly communities also need pet responsibility systems in place.
When pet waste management is organized and handled properly, it protects the health of the community, keeps common areas clean, and helps everyone enjoy the place they call home a little more.
Thank you, David, for sharing your journey, field experience, and clear perspective on professional pet waste management. Your work with CoPS on Doody shows how an overlooked service can shape cleaner communities, healthier shared spaces, and stronger pet-friendly living standards.
This conversation also reminds property managers, boards, developers, and local governments that pet waste is not a small nuisance. It is a sanitation, environmental, and community quality issue that needs a structured system.
We appreciate your time and the practical insights you shared with our readers.
