The problems we know well.

The problem
You know what you brought in. You don't know which work earned it. The P&L tells you the company made money last month — it can't tell you which crew, which property, or which service carried the others.

How we'd attack it
Attribute real labor hours and materials down to the job. Most of the work is getting time capture honest, not building a report — a clean report on dishonest hours is worse than no report. Then cut it four ways.

What we build
Real labor hours and materials attributed down to the job, then cut four ways. By property, so you know which accounts to re-price or let go. By crew, so you can see the gap between two crews doing identical work — usually a routing problem, not a training one. By service line — mowing, mulch, cleanups, snow, irrigation — because the service you're known for is often subsidizing the one that pays. And by customer type, because residential, commercial and HOA behave nothing alike on terms, scope creep and churn.

What you end up with
Four views you can actually make decisions on, and a standing report that refreshes without anyone rebuilding a spreadsheet. You cannot make these calls on a P&L. Only job by job, and a ranked list of the accounts you should re-price or let go.

The problem
For a local service business, Google reviews are the lead engine — more than the website, more than ads. Volume, recency and response rate all factor into where you land in the map pack, and the map pack drives the phone. Most contractors leave it to chance and end up with a burst of reviews from two years ago.

How we'd attack it
Start with what you already have — how many reviews, how the dates cluster, your response rate, and how that compares to the three competitors ranking above you. Then find the moment in your job flow when a customer is happiest, because that's the only moment worth asking. Decide what happens to an unhappy customer before it becomes public rather than after.

What we build
Review requests that fire automatically when a job closes, timed to when the customer is happiest. Happy customers routed to Google. Unhappy ones routed privately to you first, before they post. Responses drafted for every review, because response rate counts too.

What you end up with
A steady drip of recent reviews instead of a stale pile, problems that reach you before they reach the internet, and a reputation that works like a system rather than luck. This is work we have built and run for a client, not a theory.

The problem
Calls come in while crews are on properties. They become a voicemail list somebody works through at night, and the ones that don't get called back become somebody else's customer.

What we build
Missed calls transcribed and turned into a work order with name, address, and what they're asking for — routed to whoever books work.

What you end up with
A queue instead of a callback list, and no lost jobs because nobody got to the voicemail.

The problem
Invoices go out and then sit. Chasing them is uncomfortable, so it happens late or not at all, and everyone past due gets treated the same — the thirty-day accounts get nagged and the ninety-day accounts get ignored.

How we'd attack it
Separate the accounts that forgot from the accounts that are struggling from the accounts that are disputing something. Those need three different conversations, and only the third needs a human.

What we build
A different follow-up rhythm for each aging bucket — text and email, polite, escalating, stopping the moment they pay. Anything genuinely disputed escalates to you.

What you end up with
Money collected without you making the awkward call, a clear view of who actually pays slowly, and your collections effort spent where it changes the outcome.

The problem
Most estimates get sent once. No second touch, no third. The bid isn't lost on price, it's lost on silence.

What we build
Every quote enters a follow-up sequence — a check-in, a reminder, a last call — that stops the moment they respond or book.

What you end up with
More of the work you already bid, without bidding anything new.

The problem
Nobody cancels in this business. A property drops off the route, nobody flags it, and you notice in the spring when revenue is flat while you're winning new work.

What we build
A definition of "still a customer" measured in service intervals, not feelings, and a weekly flag on accounts that have gone past their normal cadence.

What you end up with
A short list every Monday of accounts worth a phone call, while they're still recoverable.

The problem
One weather day cascades. Crews idle, routes get rebuilt by phone, and the recovery costs more than the lost day did.

How we'd attack it
Establish what a disrupted week actually costs you - idle hours, windshield time, the jobs that slip past their service window. Then build the recovery rules before you need them: what gets protected, what slides, who decides.

What you end up with
A written disruption playbook your foremen can run without calling you, and a real number for what weather costs per event.

The problem
There was enthusiasm, a trial, maybe a rollout. Now nobody touches it. It usually wasn't a bad tool — it just never got attached to work anyone had to do, and nobody owned it after the person who championed it moved on to something else.

How we'd attack it
Start with what people actually do all day, not with what the software can do. The work worth automating is high volume, repetitive, and has a clear right answer. Anything that needs judgment, carries messy exceptions, or happens twice a month gets ruled out early. Then look at what you're already paying for — most companies have capability sitting switched off inside software they already own, and "turn on what you have" beats "buy something" more often than anyone selling you software will admit.

What you end up with
A short list of what's worth automating, a shorter list of what isn't, and the reasoning written down — so the next vendor pitch has something to be measured against. A named owner for everything that proceeds.

The problem
The price list was built against costs that no longer exist. Nobody rebuilt it. Margin erodes quietly, and it gets blamed on volume or on the market.

How we'd attack it
Rebuild what it actually costs you to deliver, from current actuals — fully loaded labor, real direct costs, honest overhead absorption. Then re-price against it and find where you're underwater. It's almost always concentrated in a few customers or a few line items rather than spread evenly, which makes it fixable without repricing everything.

What you end up with
A cost model you can re-run whenever costs move, a revised price list, and a defensible explanation for the customers whose price changes.

The problem
One person knows how the month gets closed, or how pricing gets built, or how the system really works. It's not a secret — everyone knows, and everyone also knows that person is the busiest one in the building, so it never gets addressed.

How we'd attack it
Find out what genuinely only they can do, which is usually much less than it feels like. Write down the three or four processes that would actually stop the company if they vanished, in enough detail that a competent person could run them. Not a manual — a runbook. Then have someone else run one, once, while the owner of it watches and says nothing.

What you end up with
The handful of processes that matter, documented and tested by someone other than the person who owns them. And an honest picture of what's truly specialist versus what simply never got written down.

The problem
Vendor invoices arrive by email and somebody retypes them into the accounting system. It's the single most repeated, least valuable task in the building.

What we build
Invoices read on arrival, coded to the right account and cost center, and queued for approval with the exceptions flagged.

What you end up with
Approval instead of data entry, and an AP process that doesn't need another person when volume grows.

The problem
Books close on day twelve. By the time you see the month, every decision in it has already been made.

What we build
An automated pull of the numbers that matter, assembled into a good-enough picture in days rather than weeks, with the hard reconciliations left for the real close.

What you end up with
A number while you can still act on it, and a documented close calendar that doesn't live in one person's head.

The problem
Cash visibility ends at next Friday. The forecast is a spreadsheet somebody rebuilds every Monday, and it's stale by Wednesday.

What we build
A thirteen-week view that refreshes itself from AR, AP, payroll and committed spend, with scenarios you can flex.

What you end up with
A cash picture you trust far enough out to make a hiring or equipment decision against.

The problem
Renewal dates, price escalators, notice periods and auto-renew clauses are sitting in PDFs in a folder. You find out about them when they've already happened.

What we build
Key terms extracted from every agreement into one register, with dates that warn you before they arrive.

What you end up with
No more surprise renewals, and a clear view of every price escalator you're entitled to take.

The problem
The board or lender package gets assembled by hand every period, from six systems, by the person who can least afford the time.

What we build
The recurring pack pulled from source systems and assembled on a schedule, with commentary left to you.

What you end up with
The same package, on time, without the week that used to go into it.