I’m curious how creative people are getting with it. Are you tracking things like close rate by estimator, profit per job, callbacks, average ticket size, recurring vs one-time clients, drive time, or technician efficiency? Would love to hear what’s actually helping you make better decisions.
I’ve been focusing on KPIs that actually tell me whether things are running smoothly, not just whether revenue looks good on paper.
One big one is unit availability. If a fleet unit or a piece of equipment is down, nothing else matters. Tracking how many assets are operational at any given time gives me a real picture of reliability.
I also watch how long it takes to get something back in service once an issue is reported. That exposes delays in scheduling, diagnostics, or parts.
Another helpful one is first‑pass completion rate. If I have to go back out, something in the process needs tightening.
I also track cost per service event so I can see which types of jobs are actually profitable and which ones are eating margin.
And then there’s PM compliance. When preventative maintenance stays on schedule, everything else gets easier.
Those few metrics alone have helped me make better decisions and keep customers running.
Mine are:
Work Capacity - the percentage of hours worked vs available hours for my technicians. I know that if I can get my guys around 90% usage rate vs their available hours, we will be in a good spot revenue wise.
Average ticket - This ones pretty basic AND Jobber has a tracker in their insights dashboard
Quote Value Percentage - The $$ value of quotes sent vs quotes accepted. I feel like this is better than the actual conversion percentage for us that have higher tickets.
New Leads - Just to see if marketing is working. I need to get better about tracking where they come from specifically.
We track revenue, but the more useful numbers for us are the ones that show whether the business is actually healthy.
The main KPIs I care about are:
For renovations, revenue alone can be misleading. A busy month can still be weak if cash is tied up in deposits, materials, unpaid invoices, or low-margin labour.
The biggest ones for us are gross margin by job, lead source quality, and how quickly estimates turn into signed work with deposits collected.
Callback rate and profit per job. Revenue on its own doesn't tell you much.
I send a few Jobber accounts a Monday email instead of a dashboard. Overdue by age, unscheduled jobs, quote close rate, revenue vs last week. The overdue one is the only one anyone ever replies to.
Free right now while I work out which numbers matter. DM if you want it.
We have several numbers that we track:
Sales
Team
These all factor into the decisions we make. Numbers never lie and it helps us making informed decisions
Couldn't agree more—top-line revenue looks great on paper, but it doesn't mean much if you're just running yourself ragged to make it.
Here are the main ones that give the clearest picture without getting buried in data:
At the end of the day, tracking Effective Hourly Rate and Drive Time usually gives the fastest wins for adjusting pricing and tightening schedules.
The one that changed decisions for the owners I've worked with is profit per visit per recurring client, averaged over 3 months. Not per job type, per client. Revenue per client looks fine right up until you subtract the drive.
You can get most of it from the Visits report:
- Export Visits for the last 3 months (completed only, all columns).
- For each visit: price minus (crew hours × loaded wage) minus (drive minutes × loaded wage) minus materials minus an overhead share per on-site hour.
- Group by client, average it, sort ascending.
The bottom 10–20% of recurring clients is usually where the surprises are, and they're almost always the long-tenure clients who never had a price increase, plus anyone far from the rest of the route.
Two other KPIs that pair well with it: revenue per labor hour (including drive), and the share of visits where tracked time exceeds the quoted time, which is where "margin fade" shows up first.
I'm doing these calculations by hand right now as free profit checks while I build a tool for it (jobpayoff.com), so I'm happy to run one for anyone in this thread who wants to see their own numbers.
Rose, in your cleaning business, do you look at this per client or per cleaner? I keep going back and forth on which view owners act on faster.
