Is your home service business running as one system?

Our CSRs follow a consistent call script — every inbound lead is handled the same way, not differently depending on who answers.

We know our booking rate — what percentage of qualified inbound calls convert to booked appointments — and it is tracked weekly.

Our technicians are trained to present multiple pricing options on every visit — giving customers a good/better/best choice rather than a single price.

We use upfront, flat-rate pricing — customers know the total price before work begins, not after.

We offer maintenance agreements or recurring service plans, and technicians are trained and incentivized to present them on every eligible visit.

We appear in the Google Maps local pack for our primary service and city, with 50+ reviews and a 4.5+ star rating — and new reviews arrive consistently.

We have an automated or fully consistent post-job review request process — not just occasionally asking customers we like.

Before a technician arrives, customers receive a notification with the technician name, photo, and estimated arrival time.

Technicians document completed work with photos or video on every job — giving customers proof of what was done and creating a marketing asset.

We send regular communication to past customers — seasonal reminders, service tips, or re-engagement campaigns — to stay top of mind between jobs.

We track revenue per technician per day — each tech knows their number, and it is reviewed in regular team meetings.

Our callback rate — jobs requiring a return visit due to incomplete or incorrect work — is tracked and consistently below 5%.

We use purpose-built field service software to manage scheduling, dispatch, invoicing, and customer communication — not texts and spreadsheets.

Technician turnover has been low in the last 12 months — and there is a defined career path from apprentice to lead technician to service manager.

We could absorb 30% more job volume next month — the people, scheduling capacity, and systems exist to handle that growth.

We know our gross margin by job type — service calls, installations, maintenance agreements, and for roofing repairs vs. replacements. It is calculated, not estimated.

Our prices are set using a cost-plus model with a target gross margin — not gut feel or what competitors charge.

We raised prices deliberately in the last 18 months in a way that kept pace with actual cost increases in labor, materials, and overhead.

We review a P&L or financial dashboard at least monthly — not just at tax time — and those numbers drive decisions throughout the year.

We hold at least 60 days of operating expenses in reserve — enough to handle a slow season, equipment failure, or a key employee departure without a cash crisis.