Are You Getting the Most Out of Your Tech Investment?

Mia Parker: When we step in to evaluate plumbing contractors, we focus on operational fundamentals that go well beyond software. While plumbing and HVAC share similarities, there are important differences that require a tailored approach.

One of the first areas we assess is the pricebook. Many plumbing companies rely on flat-rate pricing that has not been updated to reflect current labor efficiency, material costs, or true billable performance. Unlike HVAC, plumbing is less equipment-driven, which makes pricing accuracy and structure even more critical to profitability.

We also look closely at the rehash process, specifically how effectively they are following up on unsold work and missed opportunities. This is often an underdeveloped area that can create immediate revenue gains when improved.

Finally, we evaluate their approach to recurring revenue, especially preventative maintenance. Even without an HVAC department, there are strong opportunities to build and execute plumbing maintenance agreements, but it requires the right structure, messaging, and operational discipline.

CONTRACTOR: You’re often coming in after contractors have already invested in multiple tools and services. What patterns do you consistently see when those investments aren’t delivering results?

Parker: When we come in after a contractor has already invested in multiple tools and services, the most common pattern we see is a gap between what they are paying for and what they are actually getting out of it.

In most cases, it is not a technology problem. It is a utilization problem. Contractors are often only using a fraction of the functionality available in the platforms they already have, yet they continue to layer on additional tools in hopes of solving performance issues. That leads to overspending and underdelivery across the board.

A big reason for this is timing and sequencing. There is absolutely such a thing as the right technology at the right stage of growth, but most contractors do not have a clear framework for when to adopt new tools. As a result, they either implement too early without the operational foundation to support it, or too late after inefficiencies have already compounded.

We also see a lack of integration between systems and processes. Even when the right tools are in place, they are often not aligned with how the business actually operates. That creates friction, inconsistent data, and poor visibility into performance.

At the core, contractors do not know what they do not know. It is easy to get caught up in the next shiny tool or service, especially when it promises quick results. But if they are only utilizing 30 percent of their existing tech stack, adding more complexity usually makes things worse, not better.

Our role is to step in, simplify, and realign. We help them fully leverage what they already have, identify gaps that truly matter, and introduce new technology only when it supports a clear operational need and growth objective.

CONTRACTOR: Across the contractors you work with, what are the most common disconnects between their systems, outside vendors, and internal workflows?

Parker: Across the contractors we work with, the most common disconnect is not between the tools themselves, but between the tools, the people using them, and the processes that are supposed to tie everything together.

First, their internal workflows are often disjointed. There is a lack of clear SOPs, accountability, and structure, which makes it difficult for any system or vendor to perform as intended. Without that foundation, even the best tools will produce inconsistent results. 

We also see a lot of “this is how we’ve always done it” behavior. Multiple people across the organization may be handling the same task in different ways, not because it is effective, but because it has never been standardized. That creates breakdowns between systems and vendors, especially when data, communication, and handoffs are inconsistent.

Another major gap is ownership. Systems and vendor relationships often do not have a clear internal champion. When no one is responsible for driving adoption, maintaining standards, and ensuring the tool is being used correctly, implementation stalls and performance drops.

Finally, change management is a critical but often overlooked piece. Even when the right systems and vendors are in place, teams struggle to adapt if there is no structured approach to training, accountability, and reinforcement. Without that, workflows never fully align, and the disconnect persists.

CONTRACTOR: When you take a deeper look at a contractor’s business, where are they typically losing money or efficiency without realizing it?

Parker: When we take a deeper look at a contractor’s business, one of the biggest hidden drains is tech waste. It is the silent profit killer because contractors are often paying for tools they are not fully using, duplicating, or aligning with their operations.

The most common issue is underutilization. Many are only using a fraction of what their core systems can do, which means they are not getting the return on what they are already paying for.

We also see overlap across tools. Multiple platforms solving the same problem leads to unnecessary spend, fragmented data, and inconsistent workflows.

On top of that, there is often a misalignment between the tech and the actual process. Without clear workflows, teams work around the system instead of through it, which creates more friction instead of efficiency.

At the end of the day, tech waste is not just about cost. It is about missed opportunity. Many contractors already have the tools they need, they are just not leveraging them the right way.

CONTRACTOR: You use a more comprehensive approach to evaluating these businesses. What does that process look like in practice, and how does it help contractors make better decisions moving forward?

Parker: Our process starts with business discovery and budget alignment. Before anything else, we work to understand where the contractor is today, how their business is actually operating, and what they are currently investing across tech, marketing, and operations. 

From there, we identify where money is being wasted, underutilized, or misallocated. That gives us a clear picture of what is working, what is not, and where there is opportunity to reallocate budget more effectively.

Through a CRP (Contractor Resource Planning) membership, we turn that into a focused plan that aligns their spend with their actual business goals, so they can make more confident, informed decisions moving forward instead of guessing or overspending.