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Meeting Notes
Peter Steffey edited this page 2025-03-11 13:50:55 -04:00
Table of Contents
Kris - 28 FEB 25
- Working for 10 years, started in labour, been running everything for 5-6 years
- Service department run by John, Kris runs new installations department
- Courtney is assistant to Kris & Josh, title is technically "Accounts Receivable" but does a lot more
- SNW started as residential sprinkler work, now doing new construction and some commercial, everything to do with landscaping except for fencing.
- Kris says that ERPNext seems like it was build for for manufacturing, SNW is service, Kris isn't sure the best way to make this fit. Courtney has researched that a lot, should talk to her about it.
- What Kris actually does:
- Pulls list of leads, goes to meet with potential clients
- Creates quote and sends
- Estimation going to client sites, making quotes, once they accept
- Once client accepts, Kris is uninvolved until he goes to the job site with the foreman to introduce them and hand off the work to the foreman
- Next thing Kris does after that is just remind the client to pay and make sure they get paid
- Courtney/Lowell(Mitch) are Kris's admin staff
- Go onsite with foreman and customer, goes over packet and then passes off to foreman
- Typically email or office phone
- Kris has next 2-4 weeks in his head. Has used spreadsheets and various tools.
- 15 builders that they work with for new installs, does same install hundreds of times, shouldn't need to do the same thing every time
- Kris is going to send me calendar they've been using
- Nothing else after foreman takes over, reminding client to pay at end
- Courtney accepts, candy/kayla deposits
- Payment is roughly 10% cash, 20% check, 70% electronic banking
- Kris currently orders what is needed, wants foreman to do it
- 811 call before you dig
- Job card allows tracking hours to a project / work order, only thing Kris has found to do this
- Dean is parts manager, not big into electronic platform, takes notes on paper throughout the day as far as what goes out, he will work with Lowell to keep inventory up to date in the system. Dean pulls the parts from the work order a day before and makes packages for the teams to take
- Residential may have customizations while the job is going on, so don't really know inventory change until it is completed
- Job card is what the guys see, need to clock into the card and see info. Only address for commercial, but also sales order for residential so they know exactly what they are supposed to be doing
- System is mostly in place, Kris just wants reassurance that the way he is implementing things is correct and for everything to flow well
Courtney - 4 MAR 25
- Jason is in custom landscape architecture
- Courtney's tasks
- Looks through third-party platforms, adds details to spreadsheet, sometimes prints out packet, guys don't fill it out
- Commercial, quote at beginning, not for each site
- EPO - additional work not included in original contract for specific site
- 25th-billers, monthly statement (overall, list of addresses) and invoices (for each address)
- Lennar/Hayden, just click done in their system
- All credit card over $500, customer is charged 3%
- Courtney adds date estimates to spreadsheet
- QB time, each american individually tracks their time, guatamalans are tracked as a group
- Drivers are paid from beginning of drivers, extra 30 mins
- Tablet for each company
- Candy does HR
- Kayla may adjust timesheet as needed for lunch
- Wants to track timesheets to projects, but not needed immediately
- Service is good with paperworks
- 1 year warranty (not all written out yet, want to get to) - group email for warranty requests
- Wants to talk to homeowner of commercial if there is one
- Talk through customer with care
- 15 day walk, show face, upsell, reduce warranty, should always be done
- Marty does collections
- Essential: distribution of details to crew leads and get information back from them
- Workers want status updates and if they've completed any key milestones
- Need to ask Kris/Josh about plans for phones/tablets
- Separate crew for hydroseeding (end), curbing (beginning/end) - can't be done in the rain
- Kyle is manager under Chris
John - 6 MAR 25
- QB Desktop
- 10 Service technicians
- Sprinkler start-up in spring (repairs as needed), backflow tests (required annually)
- Major repairs on systems
- Light fertilizing in summer
- Fall winterization, sprinkler turn off, blow water out of lines
- Modified QB to print out work order and backflow test report form
- Modified existing fields to have map of yard
- Made field-level modifications to invoice
- Has mapping program MapBusinessOnline, downloads CSV and uploads to MBO ($500/year), populates properties on a local map, can make routes
- Prints out work order and backflow test form for crew
- Office scans and sends over
- Wants map that shows all existing customers, color-coded to see new installs (past year, under warranty) vs existing customers (out-of-warranty)
- Ways to see what customers are nearby for a tech to do extra work if they finish earlier
- Wants service tech to pull the info from QB like past notes and history
- Wants most new installs become service, but only getting about half of them
- QR code scan for converting installs to service customers, packet to go into house
- 8 routes per day, 10-60 on a route
- Can do a lot more blow-outs in fall than turn-ons in the spring
- John checks in throughout the day (10am, 1pm) to see where they are at
- Wants techs to mark addresses as complete as they go
- Wants to get stuff out of his head
- Making 6000 phone calls right now
- Need to handle re-schedules
- Get confirmations and reminders, then mark as complete as they go
- Wants report of what didn't get complete that was supposed to be, doesn't like that sometimes they forget to follow up with people when needs
Courtney & Lowell - 11 MAR 25
- On-site scheduled on T/W/T 9-3 - 1 hour per
- They don't currently consider drive time
- Single calendar with no overlaps, whether Kris, Kyle, of Josh goes depends on who is free that day
- Kris goes over job with foreman early in the morning, before on-sites
- 15-day walk through
- Jamie checks to make sure everything looks good, inspects the work, gives the homeowner maintenance instructions, asks for google reviews, may upsell
- Front office schedules 15-day walk on behalf of Jamie
- For builder / new home generally it's not occupied, otherwise gets contact info through builder
- More important to target nearby houses instead of being exactly 15 days, OK if 13-17 days if it helps keep 1 area or community per day
- Google sheet calendar
- Needs to see per-crew money per-week to tell how crews are doing. Also good check on scheduling, if you schedule too much in a week something went wrong.
- $40,000/crew/week is goal
- Split cost of project evenly across days to get per-day amount
- Bonuses are calculated per-pay-period based on amount they bring in
- Red square on calendar means permit needed
- Don't have a streamlined process for closing out a permit and getting inspection, should be scheduled inspection online after 15 day follow-up. They haven't been properly closing out permits, but they need to start doing it more
- Needs to see per-crew money per-week to tell how crews are doing. Also good check on scheduling, if you schedule too much in a week something went wrong.