Twenty-five years running service departments, multi-location P&Ls and acquisition integrations — handed over plainly, by somebody who has done the job you're doing.
No retainers before findings, no hundred-page deliverables. You get a written list of what's costing you money, ranked by dollars, and the systems to close the gaps.
Two weeks inside your last quarter — job costing, price book, labor rates, membership base, callbacks — and a written list of what’s leaking and what it’s worth.
Techs don’t underperform on purpose. They underperform without a standard, a script, and someone reviewing the work.
You should be able to open one screen and know whether last week made money. Most owners can’t.
Recurring agreements are the difference between a business and a series of transactions. Build one, or fix the one that isn’t renewing.
Buying a shop, or being approached about selling yours. Both sides need a clear view of what the service book is actually worth.
For owners who want a monthly call with someone who has already made the mistake they’re about to make.
You should know what's wrong and what it's worth before anybody talks about a long-term arrangement.
Job costing, P&L, price book and a sample of real tickets. Nothing gets diagnosed from a conversation.
Week 1Dispatch, a ride-along, and time with the people doing the work. The leaks are usually visible from the passenger seat.
Week 1–2A written list of what's costing you money, ranked by dollars, with what it takes to fix each one.
Week 2Run the list yourself, or bring me in to build the systems and train the team. Your call, either way.
Your timelineRoll-ups outspend independents on every click, all day, forever. You don't win that auction — you win by keeping the customers you already earned and running tighter than a company managed from three states away.
“Take care of your customers and they'll take care of you. The trouble is nobody shows you how to do that and still make 15 points.”