Job statuses
We do appliance repair during the day we go out to the diagnosis and in the evenings write the estimates in office, if it wasn’t able to be fixed would there. Our old software had a system where we could attach customized labels to every job, such as need estimate written, need to invoice, two main job, needs parts ordered or follow up And in the office, you could go through and filter the jobs by these labels then you know none got missed. The tech could add the labels from the app and office staff could from the desktop. Has anybody found a way on Jobber to do something similar or an integration that would work?
What takes up more of your time than it should?
Hey everyone — I’m Matt. I’m new to the community and wanted to introduce myself. I work in business operations and automation, and I’ve been spending more time learning about the home-service industry and how different companies actually run their day-to-day operations. One thing I’ve found interesting is how differently businesses handle things like incoming leads, scheduling, customer follow-up, office work, and all the systems behind the scenes. For those of you running a home-service business, what’s one part of your day-to-day operation that takes more time or causes more headaches than you think it should? Looking forward to learning from everyone and contributing where I can.
Field note: I tested an automated lead-triage workflow to stop manual quote follow-ups.
I’ve been reading through the community lately, and two things keep coming up from business owners: the anxiety of "Where do I even start with AI?", and the absolute grind of chasing down silent quotes and following up on invoices at the end of a long day in the field. Most "AI automation" advice you hear is just hype. It tells you to "just plug in an AI chatbot," which usually ends up hallucinating, sounding like a robot, and annoying your customers. So, instead of just talking about it, I spent the last few weeks building and stress-testing a specific workflow to solve this exact problem. The Setup: Instead of manually typing follow-ups at 8 PM, this system reads the incoming inquiry, assigns it an "Urgency Score" (1-10), and only sends a high-priority alert for the hot leads (8s and 9s). Everything else gets a polite, professional auto-acknowledgment. It stops the dropped balls and gives you your evenings back, without the immediate overhead of hiring a full-time office admin. I know there’s a lot of skepticism (rightfully so) around AI workflows. So, I documented the whole process. I put together a free, plain-English breakdown of the exact wiring, prompts, and settings I used to make this work reliably. You can view the full blueprint here: Here If you’re tired of the manual follow-up grind and want to see how this is actually wired, take a look. If you have any questions about how this would apply to your specific setup, just reply below. Happy to share what I've learned.Should you stop serving neighborhoods that don’t produce route density?
I had to make this decision in my own business. Early on, I said yes to customers 35–45 minutes outside our core area because I wanted the revenue, reviews, and growth. Over time, those accounts became expensive in ways that didn’t show up on the invoice. More windshield time, more miles, fewer stops per hour, and harder routes for the team. We eventually started looking at which cities were producing our best customers and tightened our advertising around those areas. I also had to let go of an original client who had been with us for more than 4 years because she was simply too far outside where the business had grown. That wasn’t an easy conversation. But a $100 monthly customer can look very different financially when they require a 30-minute detour every visit. Revenue alone doesn’t tell you whether an area is worth serving. At what point do you stop advertising to an area or let existing outlier customers go?How Do You Roll Back a Major Change?
Have you guys ever made a major organizational change then needed to go back? This last year I tried to help buy back some of my time and created a Project/ Operations manager position so I could focus on sales and marketing. It's been a bumpy road to say the least. I first tried to hire two guys from outside the organization, I really thought I did my due diligence but it didn't work out with either of those guys. One guy I learned after a week (lol) the other took me a month and a half. On our third guy, I promoted from within and it seemed like it was working but here we are almost two full quarters in and we have less capacity because I haven't been successful in finding a replacement for him in the field, and we are making less money on jobs because ... well it's a combination of things but he might not be a fit for the position. I'm thinking I need a more decentralized approach since essentially we are at the same revenue number as last year when we didn't have his big overhead position. So the question is - how do you roll that back? Is it possible to make a change like that without alienating the person I'm demoting? Would it be easier to demote if I'm citing financial and structural changes for the company? What's ya'll take on that.
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.Should owners still work in the field once they have employees?
I think there’s a balance. An owner who never touches the field can lose sight of what the team is actually dealing with. Long drive times. Bad notes. Locked gates. Difficult yards. Awkward customer requests. Routes that look fine on the calendar but feel rough in real life. Getting back in the field occasionally keeps you connected to the work and helps you spot problems you won’t see from behind a screen. But there’s a danger too. If the business only survives because the owner jumps in every time there’s a gap, the owner may still be the safety net holding everything together. I’ve had seasons where covering routes was necessary. Employees were out, someone was leaving, or the schedule had to get done. That’s part of ownership. But if it becomes the normal plan, burnout creeps in fast. The field can teach you what needs to be fixed. It shouldn’t become the place you hide from fixing it. Do you still work in the field, or have you fully removed yourself from production?First timer here!
Greetings community👋🏿 . I work professionally in IT infrastructure and engineering, mostly around identity and access management, endpoint, automation, and improving how different enterprise systems work together. In my free time im usually building or researching something. I’m interested in Saas tools, ai automation, open data, business ops, and finding better ways for systems to talk. I like taking real-world problems, digging into how the existing workflows actually work, and experimenting with ideas or small projects to see if there’s a better approach. I here in the Jobber Community because I’m interested in learning how real people use Jobber and other field services tooling.. what works well, where workflows bottleneck, and new builds/integrations. Looking forward to learning from you all and contributing where I can!!Strategies for Explaining Your Contract to Your Client
Contracts are a tough subject. First of all, that word in of itself elicits a negative chemical reaction in the brain so don't call it the contract to your customers. It's called an agreement. But just because you have something in the agreement, doesn't mean that you are completely off the hook and they customer reads and understands it. The reason I'm even writing this is every once in a while, a customer approves a time and materials job then our technician shows up and the conditions the customer presented make it impossible to perform the service. In our agreement, we have a "failed job" clause where they get charged $150. Our technician planned their day around the job, we did our best to assess it ahead of time but sometimes the customer doesn't know or hides details. This is clearly stated in our contract. I've tried to "enforce" this a few times but it always leaves a negative taste in their mouth. This also applies to leaving pets out while we are working, change orders and all sorts of things we have written out in a policies and procedures contract. I don't think it's enough to just put it in the contract. Try these things: If the job is big enough, go over all the most important items with them in person. Have a landing page telling them what happens next and who to contact Make a fun video going over some of the items Check This Out Main thing is don't assume they read it because they probably didn't. If you do it in person, use a Plaud unit and send them a summary of the convo after. Don't be that person that tries to just say "well it was in the contract". What is everyone's experience with describing contracts to customers?
