🚨FEATURE REQUEST: Tiered Pricing on Products & Services 🚨
Hey Jobber Team and Fellow Pros, Let’s talk about a feature that could seriously boost close rates and make Jobber even more competitive for all of us who quote services, manage inventory, and work in price-sensitive markets. What we need: Tiered Pricing on Products and Services — customizable pricing where the unit cost automatically adjusts based on quantity ordered. Why this matters: We already price materials like mulch, sod, and stone this way in real life. It would speed up quoting, improve estimate accuracy, and help us win more jobs. It mirrors how customers expect to see pricing — more they buy, less they pay per unit. How it would work: Let users define pricing tiers for any product/service: 1–10 units = $10/unit 11–50 units = $8/unit 51+ units = $6/unit These price breaks should auto-calculate during estimate creation and carry through to invoicing. Why Jobber Should Care: Makes Jobber more competitive vs. other platforms offering advanced pricing features. Helps your users convert more jobs = more usage and more loyalty to Jobber. Reflects real-world pricing logic we already use outside the app. If you'd use this — drop a comment or like to help get this in front of Jobber’s dev team. Let’s get this done together!
Airbnb Cleaning Automated Scheduling
Hi Everyone, We own a cleaning business in Australia and use Jobber as our software. We have a lot of clients that have Airbnb properties that we clean for them. We have been researching and trying to come up with the best solution to automate the booking process, as you can imagine cleaning 100 Airbnb properties with multi bookings per week can become a admin logistical nightmare. Does anyone have any experience in this area. How have you automated the process, can you connect Airbnb with Jobber, what is the best practice of booking and scheduling these appointments?
Jobber Failing to update features
I have contacted Jobber on multiple occasions. We mow seasonally.We need an option to turn the routes off during the winter. Currently we have to go through each customer at the beginning of the Spring season to move the start date, in order to clear the "late visits" The other thing they need to do like Service Auto Pilot, is allow you to skip a week. If it is during acrought and some yards do not need mowed and get skipped, we need to be able to hit skip. The customer should not be charge and it would pick up on the schedule to following week. I have also contacted them about mows from many months earlier that have already been paid, randomly appearing on numberous customer's invoices.Are you using AI in your business yet or still “just curious”?
Where are you at with AI right now? A) Not using it at all B) Using it for basic stuff (e.g., emails, replies) C) Using it for ops (e.g., estimating, training, reporting) D) “We run everything through AI” level—share below how you’re using it! In this episode of Masters of Home Service, PhilRisher​ and ryaantuttle​ share real-world ways home service pros are using AI to: Speed up estimating and hiring processes Create ready-to-use marketing content Prep for the shift from traditional SEO to AEO and GEO Want to put these tips into action? Download our free AI starter toolkit (includes scripts and pro tips). Never miss an episode of Masters of Home Service. Subscribe on Apple, Spotify, or wherever you get your podcasts.
What are your biggest questions you have about using AI in your business?
AI is changing the way home service businesses operate—from automating customer responses to streamlining admin work. But with all the hype, it can be hard to know where to start or what actually works. Let’s swap ideas, concerns, and tips in the thread!When should you stop saying yes to every customer?
In the beginning of my business, I said yes to almost everyone. If someone was 1+ hour away and wanted service, I would try to make it work. At that stage, every customer felt important. I wanted the revenue. I wanted the reviews. I wanted the experience. I wanted proof that people would actually pay for the service. That helped us get started, but it also created problems later. After a while, the drive time started catching up with us. Too much windshield time. Too many miles on the vehicles. Too much energy spent servicing areas where we were not gaining any real density. The crazy part is that some of those customers looked profitable on paper. But once you added the drive time, route disruption, fuel, vehicle wear, and the fact that we couldn’t build enough customers around them, those stops did not make as much sense as I wanted them to. Eventually I noticed most of our best customers were coming from specific cities in our service area. That changed how I looked at growth. Instead of trying to serve everywhere, we started focusing more of our advertising and energy into our top 7 most profitable cities. That helped us build tighter routes, reduce drive time, and make the day more efficient for our technicians. Another thing I had to learn was that not every customer who is willing to pay is a good fit for the way the business needs to operate. For us, a good example was service frequency. We used to allow more flexibility with every other week and monthly service. The issue was usually customers with 3 or 4+ dogs choosing the lowest frequency possible. Even when those jobs were priced correctly, they could still take 30–45+ minutes per visit. That created a capacity problem. Our technicians could spend almost an hour in one yard, or they could service multiple weekly customers in that same amount of time. So we changed the offer. We removed monthly service as an option. We also stopped offering every other week service to customers with 3+ dogs. If someone has 3 or more dogs, they need weekly service. That change made the routes cleaner, reduced heavy yards, and helped technicians get in and out more consistently. It also forced us to stop building the business around customers who only wanted the bare minimum version of the service. That was a hard shift mentally. Because early on, saying yes feels like growth. Later, too many bad-fit yeses create operational drag. When did you realize it was time to stop saying yes to every customer? Was it based on service area, pricing, job type, customer behavior, or something else?What tech tool actually made your team more productive?
What’s something that genuinely saved time or made your team better? Did it help with quoting? Payments? Share your take below. In this episode of Masters of Home Service, ryaantuttle​ and Rob Soper get into: Why many owners are still stuck with manual processes How tech can act like extra admin (without hiring) Simple ways to start using tech without overhauling everything Never miss an episode of Masters of Home Service. Subscribe on Apple, Spotify, or wherever you get your podcasts.
Handling Miscommunication with Clients
Miscommunication with clients can be a big challenge. I've had a situations where a client(s) misunderstood our weather policy, leading to dissatisfaction. How do you handle miscommunication with your clients? What steps do you take to ensure clarity in your communication from the start?
