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Growth readiness checklist.

Updated 24 September 2026

Ten checks on whether the fundamentals are in place to grow. Answer honestly for today.

Answer honestly for where the business is today. Count of "Yes" out of 10.

The share of paid hours billedIs current technician utilization high?
What is left after direct costsIs gross margin stable by job type and service line?
Cash FlowIs cash positive after payroll materials debt and owner draw?
DispatchIs routing efficient and travel time controlled?
ARAre receivables collected quickly?
ManagementIs management capacity in place?
HiringIs technician recruiting repeatable?
PricingIs pricing proven before growth?
FleetCan the business afford another vehicle or equipment purchase?
DemandIs demand consistent enough to support additional capacity?

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What this tool does

Ten checks before adding crews, trucks or a second service line, covering job-level margin, work in progress, cash conversion, dispatch capacity and the reporting that has to exist before headcount grows.

How to read the result

  • Growth in this trade is funded out of working capital. Revenue arrives after the payroll that produced it.
  • If job margin is not known by job type, adding crews multiplies whichever jobs are losing money.
  • Dispatch capacity, not demand, is usually the real constraint.
  • A second truck needs a month of cash before it bills anything. The checklist is mostly about that month.

Questions we get asked

What should be true before hiring another crew?

Job-level margin known by type, utilization above the point where the current crew is full, and cash to cover the ramp.

How much working capital does a new crew need?

Enough for wages, burden, fuel and materials through your real collection cycle, not your invoicing cycle.

What breaks first when a field services business grows?

Scheduling, then collections. Both show up in the books before they show up in the field.

If you want this done for you

What happens next

Reading about it and having it done are different things. Here is exactly what happens if you want the second one.

  1. The call takes thirty minutesYou describe the business and where the numbers are letting you down. We give you an expert view of your situation, and what we would start with. There is no pitch deck.
  2. We look at the fileYou give us read access to the books as they are. We come back with what is wrong, what it will take to fix, and whether the answer is bookkeeping, controller work, or something else.
  3. We send a written scope and a priceIt lists what we do each month, what you get, the date it lands and the fee. We agree it before anything starts, and it does not change unless you agree.
  4. We take over the books and close the first monthWe set up access and systems and enter the opening balances. The first close lands on the date in the scope, and every one after it does too.