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.
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.
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.
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.
