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42% of home services companies we scanned have flagged caller ID numbers
We have been checking the phone lines of home services companies across 15 metros — Phoenix, Dallas, Houston, Tampa, Atlanta, Miami, Orlando, Charlotte, Nashville, Denver and others. The result surprised us: 42 percent run their main business line on non-fixed VoIP. That is the same number category robocallers use, and it is the category carrier spam filters downgrade most aggressively on caller ID. What that means in practice: when your CSR calls back a lead you paid $80-300 for, there is a real chance the homeowner's phone shows "Suspected Spam" or just an unknown number. They do not pick up. You assume the lead went cold. Most owners have never checked this because there is no dashboard for it. The carriers do not notify you. If you want to know what your own line is registered as, comment or DM me and I will run the lookup. Takes two minutes, free, no strings. I will just tell you what category your number is in and what that means.The "Do Your Job" Bonus - Get your techs to use Jobber and Show Up on Time
If you're running a service business and struggling to get your technicians to document their work or show up on time, this might be the most useful thing you read this week. I was dealing with two problems that a lot of you probably recognize. First, my guys were clocking in and out — no surprise there, because that's their money — but they weren't uploading pictures and they weren't leaving notes. Second, punctuality was starting to slip. Fifteen minutes late here, thirty minutes late there. Now, I get it, fifteen minutes feels like "whatever" in a lot of work environments. But when you're building a premium brand charging premium prices, ten minutes late is too late. And when one tech shows up a half hour after his partner, that partner is stewing all day thinking about how someone is making the same money for less work. That kills team culture fast. So I created what I call the DYJ Bonus — Do Your Job — and it shows up on their paychecks exactly like that. The concept is simple: there's a bonus built into their compensation, and they earn it every pay period by doing three basic things. Not hard things. Just the things they should already be doing. Show up within six minutes of their scheduled start time. Not fifteen. Not ten. Six. I use Jobber's GPS tagging to verify this, or more accurately, my wife does since she handles payroll. Having a hard number removes all the gray area and the excuses. Upload before pictures and notes when they arrive at the job site. This means at least five photos and a note documenting the condition of the property, any communication with the client, and anything relevant about the job. We have a full SOP that spells out exactly what kinds of pictures to take so there's no guesswork. Upload after pictures and notes when the job is complete. Again, at least five photos, plus notes explaining what was done that day. This protects the company, protects the client, and builds a paper trail that's saved us more than once. That's it. Three things. Show up on time, document before, document after. What I found is that a simple financial incentive built directly into their paycheck changes behavior faster than any conversation or write-up ever did. It's not punitive — it's not a fine or a disciplinary action. It's a bonus they keep by doing their job the right way. The framing matters. And because the standard is clear and the verification is objective, there's no argument about it on payday. If you're running Jobber and not using it to hold your team accountable this way, you're leaving one of its best features on the table. The GPS check-ins and photo uploads are already there — you just have to tie something meaningful to them.
What Tech Tools and AI Are Contractors Actually Using to Run Their Business More Efficiently?
Over the last several years, the remodeling industry has undergone one of the biggest transformations in its history. What was once an industry driven almost entirely by paper contracts, tape measures, and word-of-mouth referrals is now being powered by technology. As remodeling professionals, we now have access to tools that can improve efficiency, reduce mistakes, increase close rates, and provide a better customer experience. For example: CRM platforms help manage leads, estimates, scheduling, customer communication, and follow-up. Digital estimating software allows contractors to create professional proposals in minutes instead of hours. Online reviews and Google Business Profiles have become the modern version of word-of-mouth marketing. Social media platforms allow contractors to showcase projects and reach thousands of potential customers at a fraction of traditional advertising costs. Virtual design tools and project visualizations help homeowners see the finished product before construction even begins. Perhaps the most exciting advancement is Artificial Intelligence (AI). AI can assist with marketing content, proposal writing, customer communication, project planning, website development, social media campaigns, and even training materials. Small remodeling companies can now leverage tools that were once only available to large corporations with dedicated marketing departments. Technology doesn’t replace craftsmanship, experience, or customer service. Instead, it allows us to spend less time on administrative tasks and more time serving our customers and growing our businesses. I’m curious how others in the remodeling and home service industries are utilizing technology today. What software, apps, AI tools, or digital systems have made the biggest impact on your business, and where do you see technology taking our industry over the next five years? Looking forward to hearing everyone’s thoughts and experiences. Louis Adney Southern Surface Solutions
If creating a Google Business Profile post could take less than 30 seconds, what information would you want the system to automatically extract from your Appliance Repair photos?
Hi everyone, We're building a platform specifically for appliance repair companies that simplifies Google Business Profile (GMB) posting. (gmbpostingez.com) The goal is to make posting faster while helping businesses create better-optimized content. Users would upload a service photo, and the system would help generate captions, keywords, image descriptions, and organize image metadata to make content more relevant and easier for Google to understand while following Google's policies. For appliance repair business owners: What are your biggest frustrations with creating GMB posts? What features would save you the most time? Would you prefer fully automated posting or reviewing/editing before publishing? What information would you want generated automatically from a photo (brand, appliance type, service type, location, etc.)? What reporting or tracking would you like to see (views, calls, rankings, engagement, etc.)? Are there any GMB-related tasks you currently do manually that you wish were automated? We're looking for honest feedback before development continues. What would make a tool like this valuable enough for you to use every week? Some feature ideas worth validating with them: Upload photo → identify appliance type. Detect likely brand from image. Generate SEO-friendly GMB post. Generate image filename automatically. Generate alt text/image description. Suggest service area/location. Bulk posting for multiple locations. Review management integration. Before/after repair photo organization. Schedule posts in advance. One-click publish to multiple GBP locations. AI asks questions if uncertain (e.g., "Is this a Whirlpool washer or Maytag washer?"). Track which posts generate calls, website visits, and direction requests. The question I'd be most interested in asking appliance repair owners is: "If creating a Google Business Profile post could take less than 30 seconds, what information would you want the system to automatically extract from your repair photos?"How do you find subcontracting work during a drought or slow season?
Hey Chris, here with Neat Dreams Pressure Washing based out of Durham, North Carolina. I just completed the Jobber grant phase 2, and I am excited. Hope all is well. The thing is, we are currently in a severe drought in my city and surrounding areas so things has been pretty slow for power washers If there are any recommendations for help, like larger companies doing some subcontracting in the North Carolina area to make it through this temporary time, please comment. Have a blessed day.How are you using AI in your low-voltage or tech service business?
I run a network infrastructure and physical security company in Washington, DC, with structured cabling, wireless, IP cameras, and access control. I've been using Claude to help with scoping jobs, drafting contracts, writing proposals, and working through business decisions. Curious what others in the trades are doing with AI. Are you using it for estimates, client communication, scheduling, or something else entirely? Drop what's working for you below.What ai/automated workflows do you use for your home service business?
I want to better implement AI into my landscaping business out in Arizona. What workflows do you use to better help everything run smoothly or save time? Here's what I have going so far: Field crew uses ChatGPT or Claude to troubleshoot issues I use it for rough calculations of the material and time it will take for the job writing specific contracts for customers Handling mistakes on projects when it comes to client communication Training manuals and internal SOP creation Captions and storyboards for social media posts Ad copy for marketing Financial analyzation for profit and growth Finding gaps in my business for course correctionWhat would you document first if you had to train someone tomorrow?
I’ve been thinking about this a lot lately because my role in the business is starting to change. There are 2 different parts of the business I’m looking at right now: The physical labor The operational work behind the scenes The physical labor is the part I cannot automate. At the end of the day, someone still has to show up, walk the yard, find the waste, scoop thoroughly, secure the gate, follow the customer notes, and deliver the actual service. AI is not coming to scoop the yard for me. At least I hope we are not there yet. 😂 So that side still has to be trained the old-fashioned way: job flow walking patterns scooping technique equipment handling gate procedures dog safety customer notes completion expectations what to do when something looks off That part has to be repeatable because customers are not paying for “close enough.” They are paying for a consistent result. The operations side is where things are getting interesting for me. A lot of tasks I thought might eventually require an office person are starting to become easier to automate, delegate, or systemize with tools like Claude and other software. Things like: drafting follow-up messages organizing processes helping with SOPs creating scripts reviewing notes cleaning up admin workflows building internal checklists helping think through customer communication That has made me rethink what actually needs a person versus what needs a better process. There are still plenty of tasks that require judgment. But I’m realizing some of the “office work” I thought I needed to hire for may actually be a process problem first. So if I had to train someone tomorrow, I’d probably separate documentation into 2 buckets: Field work: What does the customer physically receive? Operations: What has to happen before and after the job so the customer experience feels organized? Both matter. A great technician with messy operations still creates customer problems. Clean admin with poor field work still loses trust. If you had to train someone tomorrow, what would you document first: the physical labor, the office/admin side, or the customer communication process?What customer expectation caused you the most problems?
One expectation I wish I had defined earlier was arrival times. When I first started, it was easy to tell a customer: “I’ll be there around 10.” Or: “We should be there between 12 and 1.” At the beginning, that felt like good customer service. The schedule was smaller. The routes were lighter. I had more control over the day. As the business grew, specific arrival times became harder to keep. All it took was: one chatty customer talking for 10 minutes a locked gate a dog outside extra waste in a yard traffic road construction an accident a customer note that needed attention Suddenly the whole route was pushed back. And once you miss the arrival time you gave the customer, even if the work itself is done well, you’ve created frustration because the expectation was set wrong from the beginning. That forced us to change how we communicate scheduling. Now we set the expectation that we scoop from sunrise to sunset. Customers know their service will happen on their scheduled day, and they’ll receive an “on the way” message 30–60 minutes before arrival. That one change reduced a lot of unnecessary pressure. It also made the route easier to manage because we weren’t trying to force the day into exact arrival windows that didn’t hold up once real life happened. I think a lot of service businesses run into this. You create an expectation early because it feels manageable, then growth exposes how hard it is to keep that promise consistently. For us, the lesson was pretty simple: If the business cannot deliver it consistently at scale, be careful promising it casually in the beginning. What expectation did you set early on that later became hard to manage as the business grew?
