What I actually do all day

A shop calls because the money is wrong. Revenue looks fine and the bank account disagrees, or the techs are busy every day and the average ticket has been flat for two years, or a competitor keeps winning jobs at a price that makes no sense.

When I open the book, that is usually where it is.

What gets opened first

The book. Every task, every material, every piece of equipment, every option a tech can put in front of a customer. How the labor rate was built and what it was built from. Which of those items have actually sold in the last year and which have been sitting there since the day the account went live.

Most of the findings in the notebook came out of that first pass. A shop with six hundred install packages selling twenty of them. Six months of work written onto invoices instead of estimates, so the system recorded real revenue and no sales at all. A ball valve priced at twelve hundred dollars because a whole stick of pipe was attached where a foot of it belonged.

What gets built

A book the techs can use in a driveway without thinking about it. Option structures that give the customer something to measure a price against. Pricing that holds up when the cost of a condenser moves. Categories a human being can navigate on a phone screen with one hand.

Then the part people skip. Sitting with the owner until he can read his own reports and say what they mean. A book nobody at the top understands goes back to being wrong within a year.

Who this is for

HVAC, plumbing and electrical shops that already have the trucks and the people. Owners who came up through the trade and want the office side to make sense. Companies going into ServiceTitan, or already in it and getting a fraction of what they are paying for.