For Taranvir Singh, buying the New Zealand rights to property services group Candoo isn't just a business deal — it's the next step in a story that started with his father's cleaning franchise more than a decade ago. Singh, who grew up in Auckland, has spent much of his life around the cleaning, franchising and property services world, first watching his family build a franchise business and later taking on more responsibility in it himself before branching into other ventures.

“Cleaning and property services have been part of my life for a long time. I have seen my family and our income grow alongside the franchise business. When the right systems and support are in place, franchising can be a win-win. It gives people the opportunity to build something for themselves while contributing to the growth of a wider network.”

A Business Built on Family

Singh traces his belief in franchising directly back to what he saw at home.

“I have personally seen the difference that a franchise business can make. I have seen my family grow alongside the business, both in terms of income and opportunity. When the model works properly, the franchisee grows, the wider business grows and the customer receives a better service. It is a genuine win-win.”

Dux of Papakura High

Singh was head student and dux at Papakura High School, and he says growing up in South Auckland shaped both how he sees business and what he wants to give back to the community he came from.

“I am proud to be from South Auckland. There is so much talent, ambition and entrepreneurial ability here. A lot of young people simply need someone to show them a pathway, believe in their potential and give them the systems they need to succeed.”

He's blunt about who he thinks business ownership should be open to — not just people with money, connections or years behind them.

“I want more young people to become involved in business. With the right guidance, they can be fostered into a proven business model and given a genuine opportunity to succeed.”

Taking the Wheel at Candoo

Singh now takes responsibility for developing the Candoo brand, its national franchise network and its growing portfolio of property services businesses. He said what attracted him to Candoo was that so much of the groundwork — an established franchise network, regional master franchisees, commercial contracts, proprietary systems and software, and multiple services under one brand — was already there.

“There are some very good people already operating within the Candoo network. There are franchisees who have worked hard to build their businesses, regional operators who understand their local markets and customers who already rely on the brand. Our responsibility is to support those people, strengthen the systems around them and create more opportunities for them to grow.”

“The value of Candoo is not simply in the brand name. It is in the franchisees serving customers every day, the regional master franchisees developing their markets, the existing contracts and the systems connecting the network. My role is to build on those foundations and ensure the people within the business have the support and leadership they need.”

A Fresh Leadership Team

The New Zealand head-office management team will not carry over into the new ownership structure; Singh has brought in a new team of his own choosing, with the outgoing leadership helping manage the handover before stepping away, and the new local team running the New Zealand business.

“This is a new ownership group and a new chapter for Candoo in New Zealand. I have a clear vision for how the business should operate moving forward and the type of culture, accountability and commercial capability that needs to sit behind it.”

Singh is upfront that Candoo has work to do to rebuild trust in New Zealand, and says that won't come from talk.

“You do not build credibility by telling people what you are going to do. You build it by following through, supporting your franchisees and consistently delivering a high standard of service to customers. We understand there is work to do. We will take it step by step and allow our actions and results to show people what the new Candoo New Zealand is about.”

“We want people to judge us by what we do from this point forward. The opportunity is significant, but we know we have to earn the confidence of the market.”

Growing Through Acquisition and Regional Partners

Growth will come from two main directions: acquiring established cleaning, lawn and garden, building maintenance and other property services businesses that fit culturally and strategically, and expanding the regional master franchise network — local operators who grow the brand, support franchisees and build commercial relationships in their own markets. Candoo has already added several new regional master franchisees in recent months, and Singh is targeting $5 million to $10 million in additional annual revenue each year over the next five years.

“There are some excellent independent property services businesses operating throughout New Zealand. Many have loyal customers and highly capable teams, but they may not have the systems, technology, capital or succession planning required for their next stage of growth. We want to work with the right operators, respect what they have already built and provide a platform that allows the business to go further.”

“The businesses we acquire need to be sustainable, the customers need to continue receiving a high standard of service and the people joining the network need to see a positive future within Candoo. Growth is important, but it must be built properly.”

“New Zealand is made up of very different regional markets. Auckland, Waikato, Wellington, Canterbury and the provincial regions all have their own customers, industries and commercial relationships. We want strong local operators who understand those markets and can represent Candoo properly in their communities.”

Making Business Ownership Accessible

The part of the plan Singh returns to most is opening a path into business for young New Zealanders — through services like lawn and garden care, exterior cleaning and property maintenance — and building their skills in customer service, sales, quoting, marketing, financial management and leadership. Candoo is developing youth-focused programmes and plans to partner with community organisations, with more details expected as those plans take shape.

“A lot of young people have the drive and the capability. What they often need is a pathway, a structure and people who are willing to help develop them. I want to see more young people brought into a proven business model where they can be fostered, learn the right skills and have a genuine opportunity to succeed.”

Earning Trust Back

Before rolling out the full growth strategy, Singh said his priority is working closely with the franchisees, regional master franchisees and customers already in the network.

“There are already good people, good contracts and good systems within this business. We do not need to pretend that everything must be rebuilt. We need to understand what is working, improve what is not and give the network the leadership and support it deserves.”

“We know that credibility has to be earned. We will earn it by supporting our operators, looking after our customers and making a positive contribution to the communities in which we operate. There is a lot of work ahead, but I am excited to get started and show New Zealand what the next chapter of Candoo can become.”