Doug Hoffman, executive director of NORMI (National Organization of Remediators and Microbial Inspectors), and John Greenwell, general manager of EcoLife Asia, have spent considerable time at that intersection. Greenwell consults and conducts audits primarily for luxury hotels across Asia and the Middle East. Together, the two have developed a joint training program targeting hotels and resorts, built on NORMI’s standards framework and Greenwell’s on-the-ground regional experience.

A guest experience issue, not a facilities issue

The reframe Greenwell brings to hospitality clients is simple but consequential: hotels are not managing buildings; they are managing guest experience and brand trust.

“A hotel can do everything right operationally, but it’s really what the guest feels,” Greenwell said. “If they walk into a room and it feels stuffy or it smells off, that’s what they remember.”

Leading brands have responded by building IAQ and mold prevention into brand standards, design decisions, and daily operations rather than treating them as reactive maintenance. IAQ now affects comfort scores, online reviews, repeat stays, and staff retention—a dimension Greenwell said many properties still fail to recognize. In Asia especially, brand standards for humidity and particulate levels typically exceed local jurisdictional thresholds, because the strongest organizations understand that a one-size-fits-all approach across multiple climates simply does not work.

Two levels of training, one shared goal

For Hoffman, the hospitality challenge mirrors a broader one that NORMI addresses across every vertical: ensuring the right work gets done the right way, every time. The IICRC S520 provides the standard of care, and NORMI’s professional practices provide the pathway to it.

The joint training framework targets two audiences. The first is housekeeping staff—the people Hoffman described as the real first responders, the ones most likely to encounter mold in a guest bathroom before anyone else does. The second is facilities and maintenance management, who may not perform remediation themselves but need to understand correct work well enough to hold contractors accountable.

“Too often, properties think that when they contract something out, it’s no longer their problem,” Greenwell said. “That’s really flawed. They must have an understanding of what the contractor should be doing to ensure the problem is actually addressed properly.”

The training is also being delivered in multiple languages—Mandarin, Japanese, and Vietnamese among them—to reach hotel staff across the region for whom English is not a primary language.

Common mistakes and how to avoid them

Greenwell identified three recurring failures across the properties he audits. The first is acting only after visible mold, odors, or guest complaints appear—by which point, he said, the problem is already established. The second is prioritizing temperature control while neglecting moisture; even a well-designed HVAC system will struggle if humidity is not actively managed.

The third—and the one the training program directly targets—is siloing IAQ as a purely engineering concern. Greenwell said he regularly walks into areas of properties where he can smell mold or see condensation on supply vents, and staff working nearby have not noticed either.

“In my training, I’ve coined a phrase: see something, smell something, feel something—then say something,” Greenwell said. “That applies to everybody in the property.”

Hoffman echoed the team accountability point. “Don’t ignore what you see, don’t ignore what you smell, don’t ignore what someone’s told you,” he said. “In larger organizations, that toolbox-training mentality—where everybody understands the goal—is sometimes neglected. But for hospitality, guest comfort has to be at the top of the list.”

Where to start

Both Greenwell and Hoffman said the first step is attitudinal, not technical.

“They need to see indoor air quality and mold as a guest experience and asset protection issue—not a facilities or compliance issue,” Greenwell said. “Making that connection leads to everything else: improved retention, improved revenue, improved reputation.”

From there, the practical steps follow: focus on prevention over reaction, break down departmental silos, commit to training across all levels of the property, and conduct regular external audits. At the enterprise level, Greenwell said the strongest brands pair clear global IAQ frameworks with enough local flexibility for regional teams to adapt to their specific climates and conditions.

“The brands that get this right don’t start with technology,” he said. “They start with intent and commitment. They decide that air quality is part of the experience they’re selling, and then they build the systems and structure to support that decision.”

More information on NORMI’s training programs is available .

The post Why Air Quality is the New Five-Star Standard appeared first on Cleanfax.

In this conversation, we explore the IICRC Legislative Fly-In, where industry professionals meet directly with Congressional offices to advocate for the work of inspectors, cleaners, and restorers—and for the standards and certifications that protect consumers and communities.

Learn why this event matters, what attendees can expect, and how advocacy is helping shape the future of the industry. Click to register.

The post Policy in Motion: Why the IICRC Legislative Fly-In Matters to You appeared first on Cleanfax.

Five Star Flooring is a premier interior and exterior flooring services solutions brand providing a frictionless, “white-glove” concierge experience for homeowners. Through a signature in-home showroom experience, the company simplifies flooring transformations through expert consultation, precision, transparency, and end-to-end project management. Five Star Flooring, a Five Star Franchising home services brand, is committed to transparency and quality, offering clear upfront pricing, whole-home quotes valid for two years, and a signature 100% lifetime labor guarantee.

“Homeowners want turnkey improvement solutions and floor remodeling is no different,” said Scott Abbott, Five Star Franchising CEO and co-founder. “They are overwhelmed by massive showrooms, unclear pricing, unreliable service and a disconnected experience. From start to finish, Five Star Flooring provides a simplified process. And for driven business leaders, it’s a low overhead, high-margin home service franchise opportunity, backed by the power of our platform.”

Five Star Flooring is led by brand president Dean Hartley, a multi-unit operator who previously partnered with Five Star Franchising to scale sister brand Five Star Bath Solutions from a regional player into a dominant category leader approaching 400 locations nationwide.

The post Five Star Franchising Acquires Five Star Flooring appeared first on Cleanfax.

Home Franchise Concepts has strengthened its executive team with two hires:

• Megan Hoyt has joined as vice president, general counsel, overseeing legal, regulatory, governance and compliance functions. Hoyt brings extensive experience guiding franchise organizations through complex regulatory environments and will play a central role in advising the executive team and reinforcing the company’s commitment to responsible growth and strong governance.
• Josh Barker has joined as chief development officer, bringing deep franchise‑sector experience through prior leadership roles at Unleashed Brands, Neighborly, and Christian Brothers Automotive. During his career, Barker has led high‑impact development strategies, executed multi‑brand growth plans and built high‑performing recruitment teams. At Home Franchise Concepts, he will spearhead systemwide recruitment and development, helping guide the company through its next phase of expansion across all brands.

“These leadership additions strengthen our ability to grow thoughtfully and sustainably,” said Corey Benish, Home Franchise Concepts president and CEO. “As we enter our next chapter, investing in experienced leaders is essential to delivering long-term value for our franchise owners, associates and customers.”

Founded in 2006, Home Franchise Concepts marks its 20th anniversary this year. While the Home Franchise Concepts platform itself spans two decades, its franchising foundation dates back to 1992 with the launch of Budget Blinds®, which ignited more than 34 years of category leadership and entrepreneurial success across the home-services industry.

Today, the Home Franchise Concepts portfolio also includes AdvantaClean®, Aussie Pet Mobile®, Bath Tune‑Up®, Concrete Craft®, Kitchen Tune‑Up®, , PremierGarage®, The Tailored Closet® and Two Maids®. As the company enters its next phase, Home Franchise Concepts is guided by a renewed purpose, vision, and mission:

• Purpose: To enhance daily living with every brand, in every home, every day.
• Vision: To be the world’s leading home-services platform where partnership and performance create lasting success.
• Mission: Franchise Driven. Consumer Obsessed.

These principles closely align with the company’s overarching 2026 theme, “Grow. Better. Together.” as a reinforcement for collaboration, innovation and shared success across the system.

In 2025, Home Franchise Concepts delivered strong results driven by rising consumer demand, improving franchise economics and continued investment in platform-level enablement. The company sold more than 180 new territories and opened 177 new territories across its portfolio.

2025 development highlights included:

• Aussie Pet Mobile–leading portfolio growth with strong multi‑unit expansion.
• Kitchen Tune‑Up–continued scalable growth across key markets.
• Budget Blinds–sustained category leadership supported by steady footprint expansion.
• Two Maids–significant territory development driven by both new and existing owners.

Several Home Franchise Concepts brands also earned recognition in the 2026 Entrepreneur Franchise 500®, including Aussie Pet Mobile, Bath Tune‑Up, Budget Blinds, Kitchen Tune‑Up, Two Maids, and The Tailored Closet. Additionally, Budget Blinds was recognized for appearing in the Franchise 500 for 31 consecutive years, while Kitchen Tune‑Up, acquired by Home Franchise Concepts in 2020, marked 37 consecutive years, underscoring enduring brand strength and system stability.

Across the portfolio, brands continued to introduce enhancements designed to improve both franchise operations and customer experiences. Budget Blinds expanded its smart-home automation offerings, including motorization and exterior shading solutions. Two Maids advanced development of Two Maids Online, a new digital portal slated for launch later in 2026. Aussie Pet Mobile introduced new scheduling and communication tools to increase convenience for pet owners.

Backed by JM Family Enterprises, a $24.7‑billion privately held company with more than 5,500 associates, Home Franchise Concepts is building on its two decades of growth with a continued focus on innovation and partnership, empowering franchise owners with the tools, technology and leadership needed to build strong local businesses while collectively growing better together.

The post Home Franchise Concepts Celebrates 20 Years of Growth appeared first on Cleanfax.

It positions cleaning professionals, such as those tasked with microbial contamination prevention and remediation, along with commercial floor cleaning, as front-line health protectors.

By adopting competencies tied to real-world health outcomes, the industry can move from appearance-based cleaning to measurable disease prevention.

Cleaning is now a public health intervention

For decades, cleaning has been judged by how spaces look, smell, and feel. But science, and recent global outbreaks, have made something clear: Cleaning is not about appearance. It is a core public health intervention.

In public health, Disease Intervention Specialists (DIS) are trained professionals who interrupt disease transmission through case investigation, contact tracing, and connecting people to care. This includes cleaning for health. Every day, cleaning professionals clean vomit, diarrhea, blood, and saliva on surfaces. They clean rooms where people have been coughing and sneezing for hours. According to the Centers for Disease Control and Prevention (CDC), these specialists are essential to stopping infectious diseases at their source.

Now, a major shift is underway: The Certified in Disease Intervention (CDI) certification program, developed by the National Board of Public Health Examiners and supported by partners including the Association of Schools and Programs of Public Health, is formalizing this workforce.

For the first time, this certification pathway is directly relevant and accessible to the cleaning industry.

A new workforce model: Environmental Disease Intervention Specialists

The traditional DIS model focuses on people. The cleaning industry focuses on environments. Now we are combining both: Environmental Disease Intervention Specialists (EDIS). These professionals:

• Identify environmental sources of disease transmission.
• Interrupt exposure pathways (surfaces, air, water).
• Apply evidence-based cleaning and disinfection practices.
• Verify outcomes using measurable indicators.

This model aligns directly with recent research findings showing that DIS roles are uniquely positioned at the intersection of data, fieldwork, and human interaction. The same is now true for cleaning professionals.

Why certified in disease intervention matters for the cleaning industry

The CDI certification is more than a credential; it is a standardized competency framework built from real-world job tasks. The CDI Exam Content Outline defines six domains of practice that translate directly into cleaning for health:

1. Planning and environmental risk analysis

• Identify high-risk surfaces and environments.
• Assess contamination pathways (touchpoints, aerosols, fomites).
• Prioritize cleaning based on transmission risk.

Outcome: Reduced exposure to infectious agents.

2. Interviewing and behavioral engagement

• Communicate risks to occupants and staff.
• Train workers on proper cleaning, disinfectant product use, and PPE..
• Address barriers to compliance.

Outcome: Improved adherence to infection prevention practices.

3. Field services and intervention

• Perform targeted cleaning and disinfection.
• Select safer, effective products (e.g., EPA Safer Choice certified products).
• Apply correct dwell times (wet contact time) and techniques.

Outcome: Effective removal or inactivation of pathogens.

4. Surveillance and data collection

• Use ATP testing, Indoor Air Quality Monitors, and environmental monitoring.
• Track cleaning performance and contamination levels.
• Document interventions and outcomes.

Outcome: Measurable verification of cleanliness.

5. Collaboration and systems integration

• Work with facility managers, healthcare teams, and public health.
• Align cleaning protocols with outbreak response plans.
• Integrate with IAQ and building management systems.

Outcome: Coordinated, system-wide disease prevention.

6. Outbreak response and emergency preparedness

• Scale cleaning during outbreaks (e.g., norovirus, influenza, COVID-19).
• Implement enhanced protocols for high-risk pathogens.
• Support rapid response and containment.

Outcome: Faster interruption of transmission during outbreaks.

From tasks to outcomes: Redefining “clean”

One of the most important insights from public health is this: Interventions must be tied to outcomes. Not activities.

Traditional cleaning asks:

• Was the floor mopped?
• Was the surface wiped?

Disease intervention asks:

• Did we reduce transmission risk?
• Did we interrupt the chain of infection?

This shift requires new competencies. The core competencies for the cleaning workforce are:

1. Epidemiologic thinking: Understanding how diseases spread through surfaces, air, water, and human behavior.
2. Risk-based decision making: Prioritizing cleaning where it matters most; not everywhere equally.
3. Product and chemical literacy: Selecting safer, effective products based on:
   • Pathogen type.
   • Surface compatibility.
   • Human health impact.
4. Verification and measurement: Using tools all the time, such as ATP meters and IAQ monitors, to validate outcomes.
5. Communication and trust-building: Engaging occupants and workers to ensure compliance and transparency.
6. Adaptability in complex environments: Operating across healthcare, transportation, hospitality, education, and public venues.

Lessons from public health: A workforce under pressure

Research on Disease Intervention Specialists highlights critical challenges:

• Increasing workloads.
• Insufficient training pipelines.
• Under-recognition of their role.

The cleaning industry faces the same issues. By adopting a Certified Disease Intervention-aligned model, the cleaning industry can:

• Professionalize the workforce.
• Create clear career pathways.
• Standardize training and certification.
• Improve recruitment and retention.

The opportunity: Defining cleaning as a health service

The emergence of CDI represents a broader shift. From cleaning as a maintenance function to cleaning as a health intervention system. In this model:

• Cleaning professionals are not just workers. They are disease intervention specialists.
• Buildings are not just spaces. They are determinants of health.
• Outcomes are not visual. They are measurable reductions in risk.

A call to action

The tools, frameworks, and certification pathways now exist. The question is no longer whether the cleaning industry should evolve, but how fast it will move. Adopting the Certified in Disease Intervention framework provides a clear path forward:

• Train the workforce using standardized competencies.
• Certify professionals in disease intervention principles.
• Measure success through health outcomes.

Public health has long understood that stopping disease requires more than medicine. It requires intervention at the source. In the built environment, that source is often the surfaces we touch and the air we breathe. Cleaning professionals do not just clean spaces. They protect people. And they need to be recognized for that. We can do this by defining the standard of practice for the profession.

Visit the Certified in Disease Intervention website for .

The post From Cleaning to Disease Intervention appeared first on Cleanfax.

WalletHub determined the most business-friendly small markets in the U.S. by comparing over 1,300 cities with fewer than 100,000 residents across 18 key metrics. The dataset includes small-business growth rates, financing accessibility, investor access, and labor costs. WalletHub ranks the top 10 best small cities to start a business as:

1. George, Utah
2. Fort Myers, Florida
3. Washington, Utah
4. Bozeman, Montana
5. Greenville, South Carolina
6. Cedar City, Utah
7. Boca Raton, Florida
8. Cheyenne, Wyoming
9. Ocala, Florida
10. Dover, Delaware

St. George, Utah, is the best small city to start a business, ranking among the top cities in the country for both startups per capita and growth in the number of small businesses (nearly 42% between 2017 and 2023). The city also has very cheap office space, costing around US$10.73 per square foot. In contrast, the most expensive city charges nearly $62 per square foot. In addition, St. George has a very high annual job growth rate.

“The benefits of starting a business in a small city include lower overhead costs, stronger relationships with customers and the potential to become a big fish in a little pond. But there are drawbacks, too,” said Chip Lupo, WalletHub analyst. “Entrepreneurs who want to build a large professional network aren’t likely to make as many connections in a town with fewer residents. Other restrictions might include limited industry options, a less diverse customer base, and difficulty attracting and keeping top talent.”

Other key findings from the report include:

• Bozeman, Montana, has the highest number of startups per 100,000 residents, 8.7 times higher than in Austin, Minnesota, which has the lowest.
• Kentwood, Michigan, has the most affordable office spaces, which are 6.8 times lower than in Mountain View, California, the city with the least affordable.
• Isla Vista, California, has the lowest labor costs (according to median annual income), which are 9.6 times lower than in Los Altos, California, which is among the cities with the highest.
• West Odessa, Texas, has the longest work week, which is 1.8 times longer than in Isla Vista, California, the city with the shortest.
• Wellesley, Massachusetts, has the highest share of the population with at least a bachelor’s degree, which is 14.8 times higher than in Immokalee, Florida, the city with the lowest.

To view the full report and the ranking of over 1,300 cities, click .

The post 10 Best Small Cities to Start a Business appeared first on Cleanfax.

In this episode of Unscripted, an video production, we take a closer look at the people behind the scenes who help keep the cleaning and restoration industry moving forward—the ones who don’t make the headlines but whose work makes everything else possible.

This time, that person is Alicia Hooks, the IICRC Renewals Reinstatement Supervisor.

On the surface, the role is about process. Answering calls and emails, guiding professionals through certification renewals, helping them navigate continuing education requirements, and making sure the administrative side of staying certified doesn’t become a barrier to the work itself. It’s detail-oriented, deadline-driven, and demands consistency day in and day out.

But spend any time with Hooks, and it becomes clear the job is about something bigger than paperwork.

Behind every renewal request is a professional trying to stay compliant, stay competitive, and stay employed. These are technicians, project managers, and business owners who have invested real time and money into earning their credentials—and who are counting on someone like Hooks to help them protect that investment when life gets in the way. A missed deadline, a lapsed certification, a confusing reinstatement process—any of those things can have real consequences for a person’s livelihood.

That’s the weight Hooks carries into every interaction, and it shapes how she leads her team and approaches her work. Serving the customer, in this role, means understanding what’s actually at stake for the person on the other end of the phone. It means finding solutions, not just processing requests. And it means recognizing that helping someone keep their certification current isn’t just an administrative task—it’s helping them keep working, support their families, and continue building the career they’ve worked hard to create.

In this episode, you’ll hear firsthand what it looks like to lead with service, work as a team, and find genuine purpose in helping others succeed—both on the job and at home.

The post Alisha Hooks: Inside the IICRC’s Renewals and Reinstatement Team appeared first on Cleanfax.

The goal of the alliance is to promote the understanding that healthy indoor environments require both professional cleaning and proper mold inspection and remediation. This strengthened alliance will accomplish this through increased legislative and regulatory advocacy and by bolstering public awareness for best practices and an integrated approach to indoor environmental health.

Instead of viewing cleaning and remediation as separate disciplines, the alliance promotes a unified approach to advancing the industries. This next phase of the alliance focuses on leveraging the expertise of both ������ý and NORMI for the mutual benefit of their respective member bases with a focus on:

1. Education & Training – Shared access to each organization’s cleaning and mold remediation courses, certifications, and joint educational opportunities.
2. Integrated Membership Value – A structured alliance option allowing members of each organization to access select benefits from the other.
3. Media & Branding – Cleanfax will be designated as the official publication for NORMI members, with coordinated editorial collaboration and alliance visibility.
4. Advocacy – Coordinated government and regulatory engagement on issues impacting cleaning, mold remediation, and indoor environmental health.

“The expansion of this strategic alliance between ������ý and NORMI is an important step toward bringing more attention to the holistic approach to ensuring the health and safety of buildings,” said ������ý Executive Director Kim Althoff. “This alliance will help both organizations provide increased member value through joint media, advocacy, and training. We are very excited to build upon our incredible partnership with NORMI and expand these benefits to ������ý members.”

“Expanding our alliance with ������ý will impact the industry in many positive ways,” said NORMI CEO Doug Hoffman. “Aligning our resources and expertise will allow NORMI and ������ý to have a broader impact through advocacy and media, the ability to train more professionals, and ultimately to help more people live and work in healthier indoor environments. Our organization is thrilled that we have been able to forge this alliance and know that it will be of great benefit to all of our members.”

Additionally, this agreement will leverage each organization’s technical expertise, training, certifications, and publications while offering the option for an ������ý/NORMI combo membership.

Member value highlights

• ������ý members gain access to NORMI technical bulletins on mold and member pricing for mold assessment and remediation education, events, and certifications.
• NORMI members receive Cleanfax as part of their membership, digital access to select ������ý publications and communities, access to the ������ý Show North America show floor, and member pricing on ������ý education, events, and certifications.

The post ������ý and NORMI Expand Alliance to Advance Cleaning and Restoration Industries appeared first on Cleanfax.

If you’re still chasing the “more jobs equal more money” dream by lowering your prices, I’ve got news for you: You’re attracting the worst kind of clients, and they’re killing your business.

I’ve lived this. I’ve cleaned for these clients. I’ve been burned by them. And I’ve learned the cheaper the client, the more hassles involved. Every. Single. Time.

What cheap clients cost you

Cheap clients don’t just nickel and dime you. They cost you time, energy, reputation, and growth.

Here’s what price shoppers bring to the table:

• Endless “quick questions” that waste your time.
• Last-minute schedule changes.
• Complaints about how “it didn’t dry fast enough.”
• Requests for free add-ons. (“You’re already here. Could you just…?”)
• Four-star reviews with a 500-word essay of nonsense.
• Zero loyalty, referrals, and respect.

Worse yet, they’ll try to squeeze you, leave a bad review if you push back, and ghost you the moment a cheaper offer pops up on Facebook.

These people don’t want quality. They want a deal. And you are not a discount bin.

More isn’t more

So why do cleaners fall for the price trap? Because they believe more jobs equal more money. But the truth is this: More of the right jobs equal more money. More cheap jobs equal burnout, stress, and low margins.

If you fill your calendar with low-paying, high-drama clients, you’ll never have time to serve the good clients, those who rave about you and rebook every six months.

Use price as a filter

Pricing isn’t just about what you charge. It’s about who you want to attract.

Low prices scream: “I’ll work for anyone.”

High prices scream: “I know what I’m worth.”

When you raise your rates, you upgrade your clients. You attract homeowners who value peace of mind, service, and professionalism. And you repel the ones who were only ever looking to save a buck.

Better clients = better business

Want a calendar full of dream clients? Raise your standards.

These are the clients who:

• Trust your process.
• Don’t argue with your quote.
• Tip you well.
• Refer people just like them.

One premium client can be worth five bargain hunters, and without the emotional exhaustion. Do this:

1. Set a minimum and stick to it. Have a base rate that makes it worth getting out of bed. No $40 hallways. No one-room “test drives.”
2. Stop competing on Facebook specials. Your dream clients aren’t bargain hunting online. They’re in gated communities, referrals, or they find you through your authority (your blog, book, or brand).
3. Position yourself like a pro. Start blogging. Get reviews. Publish a small book. Speak at community events. Build a reputation so strong that people expectyou to be more expensive and are fine with it.
4. Don’t explain. Don’t apologize. When someone balks at your price, don’t start backpedaling. Just smile and say: “I completely understand. We’re not the cheapest, but we are the best for clients who value premium service.” Let them go. And let someone else deal with their coupon-cutting drama.

The bottom line is that cheap clients are poison, will burn you out, waste your time, and never help you grow. To build a business with real margins, stop chasing crumbs. Raise your prices. Respect your time. Attract quality.

The post Price Shoppers Are Poison appeared first on Cleanfax.

“So far, the 2026 hurricane season is exhibiting characteristics similar to the 2006, 2009, 2015, and 2023 seasons,” said Phil Klotzbach, a senior research scientist in the CSU Department of Atmospheric Science and lead author of the report.

a moderate/strong El Niño being the dominant factor for the upcoming hurricane season. El Niño is a recurring climate pattern characterized by warmer than normal water in the eastern and central tropical Pacific. The weather pattern tends to increase upper-level westerly winds across the Caribbean into the tropical Atlantic. These winds result in increased vertical wind shear which is unfavorable for Atlantic hurricane formation and intensification. Moderate to strong El Niño events generally have a stronger tropical Atlantic vertical wind shear impact than weak El Niño events. In turn, the researchers forecasted a below-average probability for major hurricane landfalls along the continental U.S. coastline and in the Caribbean.

The the following probability of major hurricanes making landfall in 2026:

• 32% for the entire U.S. coastline (average from 1880–2020 is 43%).
• 15% for the East Coast, including the Florida Peninsula (average from 1880–2020 is 21%).
• 20% for the Gulf Coast from the Florida panhandle westward to Brownsville, Texas (average from 1880–2020 is 27%).
• 35% for the Caribbean (average from 1880–2020 is 47%).

Additional CSU forecast updates will be released on June 10, July 8, and August 5. The researchers note that their initial April forecast is historically less accurate compared to those that follow in each season due to the considerable changes that can occur in the atmosphere and ocean between April and the peak of the Atlantic hurricane season from August to October. The entire Atlantic hurricane season runs from June 1 to Nov. 30.

The most significant hurricane of the 2025 Atlantic hurricane season was Hurricane Melissa, which made landfall as a Category 5 hurricane in Jamaica, resulting in nearly US$9 billion in damage and causing 95 fatalities across the Caribbean.

The post Researchers’ Early Forecast Predicts 6 Hurricanes appeared first on Cleanfax.