Sample intro of sixty words at most. It states the problem, the number of items, and what the reader gets.
| # | Reason | What it costs |
|---|---|---|
| 1 | Margin is measured company-wide, not job by job | Sample cost |
| 2 | Overhead grows faster than revenue | Sample cost |
| 3 | Change orders go unbilled | Sample cost |
| 4 | Payroll is not tied to production | Sample cost |
| 5 | Owner pay is buried in overhead | Sample cost |
| 6 | Invoices go out late | Sample cost |
| 7 | Callbacks and rework are not tracked | Sample cost |
Reason 1 of 7
Sample text. The monthly report shows one gross margin figure, and nobody can name the least profitable job from last quarter.
Sample quote from a real call, kept to two or three sentences, role only.
From a real call, role only.
Reason 2 of 7
Sample text. Revenue is up, and profit is flat or down.
Reason 3 of 7
Sample text. Final invoices match the original quote almost to the dollar, even on jobs that grew.
Reason 4 of 7
Sample text. Nobody compares hours paid to hours billed.
Reason 5 of 7
Sample text. The owner draws whatever is left, so the P&L never shows what a replacement would cost.
Reason 6 of 7
Sample text. Completed jobs sit in a folder until the office has time to bill them.
Reason 7 of 7
Sample text. Warranty visits are logged as normal service calls, with no cost tied back to the first job.
Answer each question yes or no. Count your yes answers.
6 or 7 yes: Sample band text for a healthy result.
3 to 5 yes: Sample band text for a mixed result.
0 to 2 yes: Sample band text for a serious result. Take the free diagnostic.
Sample pick of which item to fix first, and why, in two sentences.
Sample answer. The usual causes are margin loss on individual jobs and overhead that grows faster than sales.
Sample answer. Profit is what is left after costs on paper, and cash flow is when the money actually arrives.
Sample answer. Start with job-level margin, because it shows which of the other six reasons is hitting you.
Stuart Trier is the Founder and CEO of Clear Results. Over the past 20 years, Stuart has built, bought, and sold 11 companies across the home service, healthcare, and marketing industries. He built his first company from startup to $8M in revenue in 3 years before a successful exit, then built a chain of 28 healthcare clinics and sold the business to a publicly traded company. Following that acquisition, Stuart spent 3 years working alongside the CEO, helping lead the organization through a take-private transaction before participating in a nine-figure exit to a Fortune 10 company. Today, he's the lead investor behind an electrical services platform operating across 3 U.S. states, and has worked directly with owners through 1,800+ strategic advisory sessions.
view on linkedinSample card excerpt of about 120 characters for the collection grid, placeholder text only.
Sample card excerpt of about 120 characters for the collection grid, placeholder text only.
