operations

Pay employees to get out-of-state licenses and then pay a monthly stipend to hold each license the company actively uses

Centralizing call center, dispatch, accounting, and marketing cuts branch overhead from 45% to 10% of revenue

Size each branch to stay under $20M so central infrastructure can support it without a local management layer

Strip front-line roles to 5 core tasks before handing them off

Cap headcount at owner plus five to maximize excavation margins

Pool install crews across proximate branches so sold work is never delayed by one branch running short on labor

Pull live capacity data from Service Titan into a board and adjust digital ad spend per branch daily to match leads to available labor

When a flagship build stalls, stop holding the investments that drive your core product hostage to it — fund the product side now and bundle only what truly must be co-located.

Keep it clean, keep it working, throw out the jerks — operate a business with the simple discipline of a well-kept home.

Shift demand in time and space to unlock stranded capacity instead of building more supply.

Identify and ruthlessly eliminate the seven categories of waste that inflate costs without adding any value for the customer

Pause, vocalize, and gesture before acting to eliminate automatic errors and build team resilience

Apply production principles to any work, including management itself

Performance is limited by the weakest link; fix all links or fix none

Anchor your operation with a Strategic Objective, Operating Principles, and Procedures

Document, Demonstrate, Duplicate — turn any employee into a lead-getter