The 10 Questions
When a commercial customer calls with an emergency repair, more than 80% of those calls receive a same-day or next-day quote.
Why it matters: Speed is the single biggest determinant of close rate on emergency work. If you're quoting in days or weeks, the customer has already hired someone else.
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Field crews on every service call complete a structured checklist or report that documents additional issues they spot on-site — not just the work they came for.
Why it matters: Techs are best at identifying issues, not selling fixes. A consistent on-site checklist is what produces a reliable pipeline of opportunities. Without it, observations live in someone's head and never make it back to the office.
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Service work is priced from a structured flat-rate or productized pricing system — not pure time-and-materials negotiation.
Why it matters: T&M pricing creates margin volatility, billing disputes, and customer hesitation. Flat-rate creates predictability for both sides and protects margin systematically.
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A given service job is priced roughly the same — within a small range — regardless of who quotes it (estimator, sales rep, or branch).
Why it matters: When pricing depends on the person doing the quote, margin becomes a function of personality, not work. Customers eventually compare notes. Inconsistency at the quote level makes margin invisible at the system level.
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You can see gross margin per service ticket in your operating system — without asking someone to build a spreadsheet.
Why it matters: What you can't measure, you can't manage. If margin is invisible at the ticket level, it's invisible at every level above.
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Your service dispatch, quoting, and billing workflow is documented and consistently followed by every team member — not held in someone's head. (For multi-location operators: same workflow at every branch.)
Why it matters: What lives in heads doesn't survive turnover or growth. Documentation is the prerequisite for both retention and scale.
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Maintenance contracts make up a meaningful and growing share of service revenue — keeping crews productive year-round, not just during weather-driven service spikes.
Why it matters: Maintenance is the only revenue stream that's predictable and year-round. Without enough of it, you see big revenue swings and your most valuable client relationships drifting to competitors who do offer service plans.
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You have dedicated office roles — inside sales/coordinators converting field-identified opportunities into won work, and account managers owning your higher-value relationships — with compensation tied to those outcomes.
Why it matters: Closing service work and managing key accounts are different skills than completing the work. Operations that try to make field techs sell leave revenue on the table.
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Customers receive timely status updates, photo documentation of identified issues and completed work, and invoices — without having to chase your team for any of it.
Why it matters: Property managers remember the company they didn't have to chase. Photo documentation is where trust compounds and disputes get prevented.
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You track core service KPIs — capture rate, close rate, average ticket, gross margin per ticket, and recurring revenue mix — at a regular cadence.
Why it matters: Without a regular KPI rhythm, every problem is a surprise. Operators who run service well measure it weekly or monthly, not annually.
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Commercial Service Consulting