Year One: The Entire Book

01 — The headline

Revenue per month is up 151%

Averaged across all three. Every one of them is up.

Across the three contractors, average revenue per month went from $36,744 before we started to $92,153 over the ninety days ending 11 August 2026. The before figure for each is drawn from that contractor’s own previous CRM, over the twelve months prior to the day we went live. A full year, so no single quarter is carrying the number.

We publish the weakest one because a range tells you something an average cannot: the floor. Nobody in this book went backwards, and the contractor who gained least still added three quarters again to his monthly revenue.

02 — The scale

What that looks like in contracts

The absolute numbers, over the same ninety days.

That is seven signed contracts per contractor per month, across three trades that have almost nothing in common on the jobsite. What they have in common is upstream of the jobsite.

03 — Account by account

All three, one at a time

Every account we have, with what each was doing in the twelve months before we started sitting next to what they are doing now.

04 — The mechanism

Three contractors, three different levers

The service is identical at all three. What it moved was not.

This is the part worth reading twice, because it is the opposite of what a vendor case study usually claims. We did not do one thing to three companies and get one result three times.

One service, three different mechanisms, three increases. If a vendor tells you their system produces the same result at every company, they are describing a brochure, not a book of business.

05 — The funnel

The funnel, counted two ways

Revenue is the outcome. Two things underneath it are the actual product. Here they are on the two different definitions you could reasonably ask for, because the answer changes depending on which one you pick and you should see both.

Every appointment booked

Only the appointments that held

Booked means booked: across the two accounts with appointment history before us, the calendar went from 17.8 sales appointments a month to 26.4. That count includes appointments a homeowner later cancelled, on both sides of go-live, because a booking that was made is a booking that was made.

It has one weakness and we would rather point at it than have you find it. Booking more appointments means rescheduling more of them, and a rescheduled appointment can get counted twice. Strip that out, count only the appointments that held, and the same two accounts go from 16.2 a month to 19.3 — nineteen percent, not forty-eight.

Now look at what happens to the close rate when you do that. On every appointment booked, the share that becomes a signed contract rose 30%. On appointments that held, it rose 50%. The two definitions trade against each other — a tighter denominator makes the volume gain smaller and the conversion gain larger — and the number of signed contracts underneath them is the same 62 either way.

We publish both. Pick whichever one you would use on your own business and the conclusion does not move.

One account is missing from this section: Walnut Hollow Decks & Outdoor Living had no appointment history before go-live, so both figures cover the other two only. Everything in section 01 and 02 covers all three. The per-client figures in section 03 are on the held basis.

06 — The price

An average is not a price

The single clearest number in the book.

Average job value across everything we handle is $13,185. That is a blend — three contractors, every trade, every size of job from a full build down to a same-week repair. It is not what anything costs, and nobody should quote it as though it were.

Two numbers in this report are averages and one is a price, and it is worth being blunt about which is which, because they sit close together. $13,185 is an average across three contractors and every size of job. The $11,139 in section 03 is also an average — one contractor’s, across everything they signed. Neither of them is what a job costs. The next paragraph is the only price in this report, and it is the same scope quoted twice by the same company.

Price the same job instead. Before us, one of these contractors sold their core product for $7,000: a builder’s-allowance version of the job, demolition excluded, with a $550 allowance standing in for the glass. Today the same company, with the same crews, sells that same job for $18,551 — the real materials, the real labour, the tear-out included, nothing hidden behind an allowance.

$7,000 to $18,551. 165% more revenue on one job, and not one thing about their craftsmanship changed.

Both of those figures come from that contractor’s own signed proposals, which we hold. What changed between them was not skill. It was that somebody inspected the job properly, wrote it up properly, and was there to answer the phone when the homeowner called back.

07 — Method

How this was measured

Everything above, with its definition attached.

08 — The constraint

Why the book is this small

Three clients is not a stage we are trying to grow out of quickly.

One of our people carries about $400,000 a month in revenue under management. That is the constraint on this business and it is the reason we turn work down. Every additional contractor is a hiring and training decision before it is a sales decision, and we will not open a second account in the same trade and the same market. If you are a fit, the seat is yours or it is your competitor’s.