How do you enter warranty jobs in Jobber?
We are a generator company and sometimes have warranty jobs that we need to track and bill to our vendors. What's the best practice for this? Should we create an account under our vendors name and then tie the job back to properties? Or maybe through job tags? But then that would show the payment coming from the customer and being applied to their account, no? Need to brainstorm this with someone, please.Syncing Jobber to Google Calendar
Are any of you time blocking people? Well I'm an aspiring time blocking person and I just learned I can have Chat GPT do it for me instead of me slaving away on google trying to get everything dialed. What I realized was my tasks in jobber would have to get synced to google manually and that's super annoying. Wait - turns out Jobber quietly solved this and I didn't realize. I made a video showing yall how to sync you site visits, jobber tasks etc right on your calendar. https://www.loom.com/share/601da88e9b77434c84f7fa17ead4963c Hopefully that's helpful!How to Know Everything About Everything
Anyone else feel like this needs to be you? You need to know how to market, how to manage people, how to properly incentivize them, be well versed in finance as well as all the technical aspects of whatever trade you are in. We had a situation where we were installing a lighted niche, and the specific tile made it impossible to get the tiles perfectly flat while installing it on the wall, and my guys put the light too far back so it cast a very minor shadow in the niche. In hindsight we could have installed the tiles in the niche ahead of time so we could apply proper pressure to them so there's no lips (and also put the light more forward) ... we won't make that mistake again! As I sit in the office making meta ads, reviewing my financials, it get's super frustrating to have these technical curveballs while sorting through everything else it takes to run a business. This is why we need to build our own checks and balances: Who we call or who we hire (have a good process for vetting people that know what they are doing) What we double check and when Who's the second set of eyes (use your in field managers, make sure everyone is using Jobber for pictures and notes Which leads to what you document Now the niche issue won't ever happen again but we've definitely caught things BEFORE they are a mistake utilizing this system. How to you juggle all the responsibilities?
Fix the Plumbing Before Adding AI
Greetings Community 👋🏿 A concept I’ve thought about a lot: automating a broken workflow doesn’t save time, it just makes the mess move faster. A lot of teams jump straight to automation and the newest AI tools while the systems underneath are already disconnected: scattered user records, inconsistent permissions, duplicate data, and no clear source of truth. Identity is one of the best places to start. A well-managed IdP gives you a central place to manage users, access, and the SaaS applications your business depends on. It makes implementing SSO, provisioning, and deprovisioning across applications cleaner while establishing clear ownership of identity and access. Now you have a cleaner foundation to connect systems and build automations that actually make sense. Otherwise, you’re just automating the mess.Can Dictating Job Notes into AI After Every Appointment Help Send Faster Estimates?
Low-tech, free with claude, and curious how many people do it? The habit: before you pull out of the driveway, dictate what you just did into claude, gemini or whatever AI chat you prefer. Not a formal write-up. Talk like you're telling a teammate, and think about it saving you time down the road. Two things fall out of that for free. First, the estimate can go out that night instead of Thursday, because you're not reconstructing the job from memory three days later. Works especially well if you have a structured price book. Same-day estimates close better so should help. Second you do it consistently and build a file on every house you've ever been inside. The weeping shutoff, the old panel, the water heater with the 2011 sticker. That's next spring's work, sitting in a voice memo or your AI chat bot instead of evaporating out of your head by Friday. Anyone already doing this and seeing value? Curious what you say into it, and whether the habit survived contact with a genuinely busy week. Maybe others are just uploading pictures and finding more value that way?Strategies / Suggestions for hiring manual labourer for a niche Biz.
Fitness Equipment Service Technician - Rock & A Hard Place 26 yrs at this and I cannot find my A-Player. Sorry, this is quite the essay from the heart of frustration, so if you make it to the end and have some valuable suggestions I can implement, beers are on me at this conference. 🍻🍻🍻 It’s been beyond frustrating with people lying on resumes until you see they can’t do what they say. OR They can’t follow the simplest of instructions and policies like... If ever unsure about what you're doing or need help of any sort, contact me, I’m ALWAYS available. Then they decide to go Cowboy and try to figure it out themselves, which I certainly encourage as that's how I learn best. Trial and error where just getting your hands in there, coupled with some well-lubricated gray matter, and things start coming together and making sense. But not to the point of adding additional unnecessary "HRS" not MIN, to an invoice I can’t charge for, but they expect to be paid. In my instructions, I let them know, even when right beside them during training, if they get stumped on an issue and they ask for advice, I tell them to run through some process of elimination and try to figure it out themselves without me constantly telling them. I'll let them go for 10 to 15 minutes, and if the lightbulb isn't flickering, then I'll methodically walk them through what I would do. This way I'm not just jumping in and doing it for them, but they're actually learning hands-on. It's when they decide to go cowboy rogue and spend way too much time trying to figure it out instead of calling me, then they expect to be paid for these hours I can't bill back to the customer. How do I tell my customer that we're overcharging them because my guy doesn't know what he's doing and wants to learn on their equipment Then he'll make a note of whatever the issue is and what their diagnosis is, which can include needing to order parts. I'm thinking that they didn't have an issue with the diagnosis and it was a cut-and-dry scenario and, hands-down, this is what the customer needs. Then we'll order wrong parts... not only costing money—which will be either out of my pocket or the customer's pocket upfront if the quote is over $1,000—we have to wait usually about a week for parts to come in, set up another appointment, and head back out to the location to rectify the situation. - Part gets installed, doesn't fix the issue, and we're back to square one. Tech expects to be paid for travel & time for his mistake. So I put in the contract that I backpay my techs by two weeks with the clause that this will cover any potential damage to customer property due to their negligence. Residential customers get invoiced and are expected to pay more or less immediately, and commercial customers are net 30 for the most part in a perfect world. So it kind of evens out to cover their pay if something were to happen. So what do I tell my customers now? "Sorry, my guy effed up. Now I have to go out there and diagnose it properly, and if you're lucky—which happens more times than not—it's just a matter of some adjustments that need to be made, and no part was needed after all." But the other side of that coin is a part is actually needed, so we have to run through the process again and face another week's delay. Then I feel in good conscience that I need to discount my customer and hope this hiccup isn't enough to lose them and they're gracious enough to understand. OR Lack of communication in general. I can't stress enough and tell them it’ll make us or break us if honesty and just pure, actual communication isn’t kept up. I make it very clear that if they're not happy with how things are going, my door is open and I am more than happy to discuss what's going on so that we can make an adjustment that works for both of us. 'Cause if I don't know, I don't know. And that goes two ways. I let them know I'll do the same for them. So it boils down to the fact that if they can't do it right, I might as well do it myself? PSA - common sense is not so common. LOL I refuse to drop my standards as we do charge a premium, and I would consider us to be a "boutique" service company as we have—or I should say I have—an incredible track record and can probably still count on one hand how many callbacks I've ever had. Even though we are the highest-charging company locally, if not regionally, I make sure that I add enough value to the customer so that they know they got their money's worth and then some. So how do I justify that when I have subpar techs going out and serving these customers with guarantees that I've made that don't get fulfilled? I tried doing the employee thing once and that was an absolute nightmare, so I only look for contractors now. I'm willing to pay good money for somebody who can prove themselves to me. If they have the drive and are willing to learn and be moldable, then they can increase their pay in a short amount of time. !!!!! So you can only imagine, after 26 years of working on the tools and without seeing any hope of getting off the truck in the near future, my drive, my mental, and my physical well-being are being stressed to the max! I even had a scare of a panic attack, so I was told. That kind of shit just is not in my vocabulary or in my DNA, but I was getting signs that were pointing towards a heart attack that did put me in a hospital for a day, but I checked out just fine. SO... FWD to today, things have gone from bad to worse. Financially, I can't even hire anybody in order to pay them as I can't even bring in enough to cover our own payroll, yet the hours that I work, no sane human should have to be exposed to. No word of a lie, I'm on the tools all day, usually starting at about 9–10 AM. I get home around 7–10 PM, just in time to kiss my favorite wife, give my teenage son a hug as he goes to bed, and then I'm on the computer catching up on the office work from the day and days past until usually around 5 AM seems to be the new norm. Up at about 8 AM—rinse and repeat my Groundhog Days. My loans & CCs are all maxed out constantly, and I just have no idea what happened to this dream drive I had to be the best in the industry and to truly make a change and grow this company to the vision I once had. UGH. I probably shouldn't even be coming to this event, but IDK, maybe there's something here that's going to allow for some transformation and growth to finally happen. AND GO000!!! I am all ears and moldable to learning and implementing any kind of positive criticism. MUCH appreciated! 👊Should You Let Your Employees Take Their Work Vehicles Home?
I'd love everyone's input on this and their why behind it! My coworkers usually use their own vehicles but I have a couple that use company vehicles. It started because my first real employee had his truck repo-ed and I needed him to stay working so I let him use my burner car. Then my mom blessed me with her old vehicle so I could let him use an actual work truck. Then I got another Van that I was using until another employee had an issue with his wife's car now he uses the Van so his family can use his truck for their personal stuff. He never uses it for personal stuff but it lives at home. Now the set up is we have a big Van that's used but always gets left at the shop. But the small van is being taken home by an employee. Seemed fine until it got broken in to and then of course I'm footing the bill to get it fixed. Especially when your vehicles are wrapped, you become a target. BUT the drawbacks are - when someone parks at the shop, that means as soon as they get to the shop every day, they have to clock in (california law). So every day, you are paying for up to an hour of lost time from them going to te shop to get their vehicle, then going to the job instead of going straight to the job site. Now my employees use their own tools so if the car gets broken in to, it's their stuff being stolen so the cost is damage to your property/ potential lost income if you have to decommission the vehicle for a few days. What is your opinion on this?Are you actually studying churn, or are you just guessing why customers leave?
I’ve been spending more time looking at churn in my business lately. Not just “how many customers canceled.” I wanted to know when they cancel, what stage of the relationship they’re in, what cities are weaker, what service types retain better, and where we should act before the cancellation happens. So I used Claude to analyze recurring residential client data from the last 4 to 5 years. Closed jobs. Active jobs. Win-backs. Monthly pricing. Client tenure. Service frequency. Number of dogs. City. Cancellation timing. The report ended up looking at 586 client runs from January 2022 through July 2026, including our active clients. A few things surprised me. The first big one: our danger zone is months 3–5. That’s where cancellation risk peaks. Month 1 is healthier than I expected. Most new customers make it past the first month. The bigger problem happens once the newness wears off. By month 3 or 4, some customers start re-deciding if the service is still worth it. They’ve experienced it and paid a few invoices. The yard is no longer a disaster and life settles back down. That’s the moment where the service either becomes part of their routine, or they start thinking, “Maybe I can just do this myself.” The data also showed that once a customer passes month 6, their expected stay jumps. That matters because it changes where we should focus retention. A customer in month 2 needs a different touchpoint than someone who has been with us for 14 months. Another thing that stood out: spring and summer are where we bleed the most. April, May, and July are higher-churn months for us. July was the worst month in the report. That makes sense when I think about customer behavior. People travel. Budgets get tighter. Kids are home. The yard dries out. Some customers think they’ll handle it themselves for a while. Then a few weeks later, the yard gets away from them again. But if we already know that pattern, we can do something before it happens. That’s the part I care about. Churn analysis is only useful if it changes your behavior. Here’s what I’m doing with the information: Month 1: Focus on the first experience. Welcome touches, clean communication, day-after check-ins, making sure the customer feels confident they made the right decision. Months 2–3: Add a surprise-and-delight touchpoint before the cliff. This could be a free deodorizer/sanitizing treatment, a small yard report card, or a referral ask while they’re still happy. Months 5–6: Celebrate the 6-month mark. That milestone matters because customers who make it past month 6 are much more likely to stay long term. Months 11–12: Send an anniversary thank-you and possibly a prepayment offer. If someone prepays for the year, they’re carried past another risky decision window. March: Start the spring retention push before April and May cancellations hit. This is where we can remind customers why staying on service matters before the DIY thought gets too strong. June: Send vacation-related messaging before July churn hits. Remind customers that service continues while they travel, and they can come home to a clean yard. October: Prepare for winter budget cuts. Instead of letting someone cancel completely, we may offer a lower-frequency winter option when it makes sense. On cancellation: Use a cancellation survey and systematic win-back sequence. We had 58 client runs that were previous cancelled clients returning, so coming back is common enough that it deserves a process. That’s why I think recurring service businesses need to study churn more seriously. New leads and sales matter. But if customers are quietly leaving at predictable points and you’re not watching for it, you’re paying to replace people you could have kept. For me, this has been a reminder that retention can’t just be a vague goal. Do you track when customers leave, or are you mostly finding out after the cancellation request hits your inbox?
