Case Study #2

Service Based Business Sees 4 Record Months in first 10 Months

When this B2B repair-and-replace company reached out, they were already profitable. On paper, things looked fine. But inside the business, they felt stuck. As the owner put it, “We know we have problems, but we don’t know what they are or how to fix them.”

It didn’t take long to see the root issues. The problems weren’t about demand because customers were calling. The problems were operational: inconsistent call handling, wasted trips, parts that weren’t where they needed to be, technicians frustrated by inefficiency, and customers left disappointed.

Untangling the Customer Journey

The first place we looked was inbound calls. The company had plenty of people answering phones, a good thing in theory, but the result was chaos. Calls were handled inconsistently, the wrong technicians were often dispatched, and trips were wasted.

We redesigned the process. Inbound call training was designed in conjunction with the dispatchers to improve quality. This training was then recorded and placed into the training manual for all new hires that would be answering phones. Once a new call came in, before dispatching, dispatchers would call the customer to schedule the service and verify the details. This small shift created outsized benefits:

• Customers received a reassuring confirmation that their request was not just “taken down” but properly scheduled.
  

• Appointments were set at times when customers were actually available, reducing no-shows.
  

• The issue was clarified upfront, ensuring the correct technician was sent.
  

Fixing the Parts Puzzle

Next came parts. They were disorganized, frequently missing, and often discovered only at the last minute. This meant a high number of rescheduled appointments, wasted trips, and frustrated customers. On top of that, dispatchers weren’t consistently calling customers to confirm before dispatching return service, which meant technicians sometimes showed up, even with rented equipment, only to find no one available.

Both issues created an environment where outbound phones were mostly to address issues, not proactively work to resolve them before they happened. The team was consequently scared of getting the customer on the phone, because it was often to share bad news. 

By tightening inventory management and making dispatcher-customer confirmation calls part of the standard process, the business drastically reduced wasted trips and costly rescheduling, while increasing customer satisfaction. 

Rethinking Technician Time

Scheduling efficiency was another major drain. With a large service area, technicians often spent 2–3 hours per day simply commuting from home to the warehouse, picking up parts, then backtracking toward their service area. It was inefficient and demoralizing.

We set a new goal: for technicians living further out, warehouse visits would be limited. Instead, they were preloaded with the parts they needed for the week, including commonly used small parts to ensure they could minimize the need for return trips, minimizing non-billable travel and maximizing time spent on revenue-generating work.

Clearing the Backlog

Finally, we tackled a long-neglected backlog of small, low-dollar repair tickets. These jobs weren’t prioritized due to the dollar amount, but they created customer frustration and were a source of embarrassment for technicians.

The solution was simple: assign 1–2 techs full-time to this backlog. With a week’s worth of parts and new training on customer scheduling, they could cluster calls geographically and knock out dozens of small jobs in a single week, making these smaller repair tickets collectively quite profitable. Customers were delighted at more expedient service and techs regained pride in their work.

The Results

The impact was dramatic:

• The company posted four consecutive record-revenue months within the first 10 months.
  

• Several of the non-record months would have been records, had they not already been broken in prior months.
  

• Importantly, this growth happened without hiring more technicians. It came from efficiency, smarter systems, and better communication.
  

• Employee turnover slowed, morale improved, and technicians felt valued. As one tech put it, they just wanted to be put to their best use, not sent on wasted trips that made them look foolish in front of customers.
  

From Frustration to Focus

What began as a company saying “We don’t know what’s wrong” turned into a story of clarity, efficiency, and growth. By listening to the team, tightening operations, and focusing on the fundamentals, this business turned operational chaos into a repeatable system for record-setting success.