Electrical contractors don’t lose money on the wire. They lose it on the weeks a job spends waiting.

Fair, and we are not going to dress it up. There is no electrical client on this site, and anything we told you about typical results for electricians would be invented. What we can point at is named. Divine Tree Service does tree care, not electrical work, and in the first full month they ran at full production they closed $54,155 out of lead flow they already had. Exterior Improvement Incorporated, who do exterior remodeling, built $189,000 of pipeline in eighteen days from Meta ads alone. Two trades, one failure underneath both: sold work sits still because nothing owns the next step.

No. Nothing here to buy, log into or migrate onto, and your field service platform stays where it is. We build into the gaps it leaves: inspection dependencies it does not model, portal leads it never receives, deferred recommendations it stores but never chases, attribution that dies the moment a lead is retyped by hand.

No, and be suspicious of anyone who offers to. We do not touch the installation, the code interpretation, the inspection outcome or your licence. We build the schedule around the work and the record of it: the inspection as a real dependency, the correction sheet reaching the office the same hour, photos filed against the permit.

Usually more than for a purely residential shop. That work arrives as emailed work orders against one contact and many addresses, which is the pattern that turns into open jobs nobody tracks and invoices going out late. The lead-channel side matters less for you; intake, ownership and the billing trigger matter far more.

Good, because they will not be asked to. Almost all of this runs where your people already are: the phone, the text thread and the schedule. Where a tech does touch it, he is doing something he was already doing, such as taking the photo, marking the rough-in complete, or noting what the customer declined. It takes seconds and it takes no training. The office is where the dashboard lives. In the field, the change should mostly feel like the schedule holding together better than it used to.

That skepticism is earned and we will leave it standing. What changes is that the scoreboard exists before the work does. We measure how your operation performs today: how long a completed rough-in waits on an inspection request, what share of deferred recommendations got a second contact, how many days pass between a job finishing and an invoice leaving. The same measurements return weekly, with a full read at thirty, sixty and ninety days.

No, and if she is genuinely excellent you have a different and better problem: everything she knows is in her head, which means your schedule has a single point of failure who is not allowed to be ill. What we build takes the remembering off her, meaning the inspection dates, the utility hand-offs, the customer updates and the follow-ups. Her judgement then goes on the calls that actually need judgement. Nobody good gets replaced by this. They usually get their afternoons back.

We cannot put a number on this page, because the scope comes out of the audit rather than going into it. A company whose one real leak is deferred recommendations is a far smaller build than a company with no inspection tracking, no field documentation and partner leads landing in an unwatched inbox. What we can tell you now is how the money is shaped. This is a project and it is priced as one, then delivered in sprints, so working pieces reach you along the way rather than in a single hand-over at the finish. After go-live, the only thing that recurs is maintenance and support. If you decide six months later that you want the commercial side built out too, that gets quoted as its own project rather than folded into a monthly bill. No per-seat charge, no licence sitting on your books, no twelve-month tie-in. The audit itself costs you three quarters of an hour, and you see a genuine number long before anyone asks you to commit to it.

Correct. Nobody here is going to touch a conductor and you should not want us to. Our subject is how a job travels through a company like yours: pulling a permit hands your schedule to somebody else’s calendar, a correction sheet given to a foreman is a week of delay in disguise, and the quickest money in your building is a recommendation one of your techs made in March that never got a second contact. We learned that mapping real trade businesses.

Call handling, lead ownership, photo requests and the deferred-recommendation list go first, because they take the least integration and return money soonest. The deeper work has to match how your company runs: inspection dependencies on the schedule, licence-aware dispatch. Divine Tree Service, a tree care company, was fully deployed in about six weeks. That is their operation, not your timeline.

$1M+ in revenue, and somebody other than the owner has to be selling. If there is no sales team there is no engagement, because what we build is the system a sales team works inside. Below that line, what is leaking is usually small enough that discipline beats infrastructure: one pipeline the whole company can see, and a standing rule about who owns a job from the moment it arrives. You will hear that from us on the audit call rather than in month three of an invoice.