Historical contract experience
University College Copenhagen
Approximately USD 5.1 million over four years
- Nine locations
- Approximately 1.30 million sq ft
- More than 40 workers and supervisors
- 54,480 annual service hours
Founder operating history
The operating experience behind QashLabs.
Before QashLabs, Qasem Ashraf founded and ran a workforce-heavy service business in Denmark from 2009, growing it to 600 employees across roughly 400 buildings. Everything on this page is historical founder experience through that company.
This is Qasem Ashraf's historical operating experience, not a QashLabs marketing client case. The contracts and references described here belong to the Danish company Qasem founded and led — they are not QashLabs customers and they are not proof of marketing outcomes.
A. Operating foundation
A service business built and run from the first customer onwards.
Founded in 2009 and grown to 600 employees across roughly 400 buildings, including more than 300 public-sector buildings.
- Since 2009
- Service business founded and led
- 600 employees
- Workforce at operating scale
- Roughly 400 buildings
- Multi-site service delivery
- ≈1 million m²
- Approximately 10.8 million sq ft under service
Historical operating figures from the founder's former Danish company.
B. What Qasem was responsible for
Commercial and operational ownership, not oversight.
- Customer and contract acquisition
- Tender preparation and submission
- Pricing and commercial terms
- Contract mobilisation
- Employee onboarding and deployment
- Time and attendance control
- Quality control and inspections
- Corrective action and complaint handling
- Client reporting and communication
- Multi-site delivery coordination
C. Contracted-services context
A demanding multi-site commercial environment.
The company operated in the wider contracted-services and facility-management environment, where buyers compare suppliers across security, catering, administration, cleaning, handyman and related support services. Requirements, evaluation models, service-level expectations and reporting duties are shaped by that environment.
This context explains the commercial judgment behind QashLabs. It does not claim that the former company directly delivered every one of those service categories.
D. Selected institutional contract experience
Contracts won and delivered by the founder's former company.
Each item below is historical contract experience through the Danish company Qasem founded and led, not a QashLabs marketing client.
Historical contract experience
Cross-ministerial government offices
Approximately USD 3.4 million over four years
- Nine locations
- Ranked first with a stated total score of 9.10
- 40% price / 60% quality evaluation model
Historical contract experience
Jammerbugt Municipality
Approximately USD 8 million over four years
- 41 service locations
- Around 65 employees
Historical contract experience
Copenhagen Municipality — Culture and Leisure
Approximately USD 7.5 million over four years
- 45 sites
- Selected as the economically most advantageous offer
- Assessed against four competing bids
Values are approximate US dollar conversions of historical Danish contract amounts and are shown for scale only.
E. Largest framework agreement
Selected across all three geographic lots of a nationwide state framework.
Historical contract experience
≈ USD 84.9 million
This is the estimated total value of the complete 48-month multi-supplier Danish state cleaning framework across all selected suppliers. It is not the revenue of Qasem's company, not a guaranteed award value, and not QashLabs revenue.
The founder's former company was selected across all three geographic lots of the framework. The figure is an approximate US dollar conversion of the historical Danish estimate and is shown only to describe the scale of the procurement.
F. Historical customer references
What customers said about working with Qasem's former company.
Each reference concerns the relationship with Qasem's former operating company, not QashLabs marketing services.
These references relate to Qasem Ashraf's historical operating experience through the Danish service company he founded and led. They are not QashLabs marketing client cases.
Historical customer reference
“They were approachable, responsive and genuinely easy to work with. We always felt heard, and any concern was handled quickly and respectfully. The relationship was built on trust and clear communication.”
Camilla Sørensen
Head of Communications and Public Affairs, KEA
Historical customer reference
“What we valued most was the relationship. Communication was always open, responses were quick and commitments were taken seriously. Over time, they became people we knew we could rely on.”
Henrik Larsen
Director, Copenhagen International School
Historical customer reference
“They understood that a strong partnership requires more than simply meeting expectations. They remained available, communicated honestly and consistently took responsibility. We had confidence in both the people and the relationship.”
Thomas Nielsen
Director, Copenhagen Technical School
Historical customer reference
“The relationship was based on trust, accessibility and mutual respect. They were easy to reach, quick to respond and consistently followed through on what they promised.”
Lars Andersen
Facility Director, Statens Serum Institut
Historical customer reference
“The cooperation was professional but also personal. They responded quickly, kept their promises and dealt with challenges directly. We always felt that the relationship mattered to them.”
Anders Kristensen
Operations Director, Nederman
G. What this changes for a QashLabs client
Operator experience applied to marketing decisions.
- 01
Commercial judgment beyond platform metrics
Impressions, clicks and cost-per-lead are inputs. The question is what reached the business and what it was worth.
- 02
Understanding the handoff after an enquiry
The moment a lead arrives is where most value is lost: routing, ownership, response speed and qualification.
- 03
Respect for operational capacity
Demand that the team cannot answer or deliver is not growth. Volume is matched to what the operation can carry.
- 04
Clear ownership and reporting
Scope, responsibility and reporting definitions are written down before the work starts.
- 05
Preserving what works
Existing campaigns, pages and processes that perform are kept rather than replaced by default.
Bring the problem. Leave with a clearer next step.
A free 30-minute Google Meet with Qasem to understand the situation, identify the most likely break and recommend one sensible next step.
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