The Number I Wish I Watched Before Adding More Work

For a long time, growth meant adding more customers.

Now I pay a lot more attention to revenue per hour of field capacity.

Two routes can bring in similar revenue and have completely different economics.

One might be tight, efficient, and easy for a technician to complete.

The other might have longer drive times, slower properties, awkward scheduling, and enough dead time that the revenue isn’t nearly as valuable.

That changed how I look at growth.

I’d rather add 10 customers that strengthen an existing route than 20 scattered customers that make the schedule worse.

The same goes for pricing. A job can look profitable until you account for how much technician time and route capacity it actually consumes.

What metric has changed the way you decide whether new work is actually worth taking?