Learning CenterStage 3 · StrategyGuide 18 of 22
Roles & Accountability
Who Owns What
Give every number one owner: sales or production.
Every concept in this roadmap needs one team that owns the result. Sales sets the margin when it prices the work; production keeps it by delivering at the planned cost. This page splits each concept between the two.
Sales sells the margin. Production keeps it.
Each roadmap concept, split between the two teamsSales
Sell the right work at the right price
Estimators, account managers, sales lead
11leads
Production
Deliver it at the planned cost
Operations manager, crew leaders, fleet
10leads
Who owns each concept
Leads: owns the resultSupports: feeds or uses it| Concept | Sales owns | Production owns | Scoreboard |
|---|---|---|---|
| 1 · Foundations | |||
| RevenueGuide 1 | Sell to the monthly goal by division; keep the backlog full. | Finish work on schedule so it can be invoiced. | Revenue vs. Budget |
| Gross MarginGuide 1, 4 | Price every job to the target margin, not a markup habit. | Deliver at estimated cost so the sold margin is earned. | Sold vs. earned GM |
| Labor Cost & BurdenGuide 5 | Estimate with the loaded rate, never the wage. | Control overtime, drive and lot time, and crew size. | Field Labor % |
| Break-Even PointGuide 6 | Keep enough sold each month to clear break-even. | Hit the daily production target. | Daily target |
| 2 · Control | |||
| Equipment Cost per HourGuide 7 | Price machine hours into every bid. | Log machine hours by job; maintain to cut downtime. | Downtime % |
| Billing RateGuide 8 | Quote at or above the rate; never below break-even. | Supply real crew hours so the rate stays accurate. | Realized Rate |
| Job EstimatingGuide 9 | Build the bid; check margin and realized rate first. | Review hours and crew plan before it goes out. | Close Rate |
| Job CostingGuide 10 | Fix future estimates with what closed jobs show. | Track hours, materials and dump fees against the estimate. | Job Cost Variance |
| ReceivablesGuide 11 | Set terms and deposits; help on disputed invoices. | Same-day completion notes, photos and change orders. | DSO |
| Weekly Cash MeetingGuide 12 | Forecast deposits from newly sold work. | Request materials, subs and rentals for active jobs. | Forecast accuracy |
| BudgetGuide 13 | Sales budget by division and month. | Labor-hour, job cost and crew plan for the season. | BvA variance |
| KPI ScorecardGuide 14 | Revenue vs. budget, backlog, close rate. | Gross margin, labor %, revenue per labor hour. | Monthly review |
| 3 · Strategy | |||
| Surviving the Off-SeasonGuide 15 | Sell snow, pruning and early renewals for next season. | Winter crew plan; fleet repairs before spring. | Winter gap |
| Division ProfitabilityGuide 16 | Grow the divisions with the best margins. | Hit margin targets in every division. | GM by division |
| Recurring Revenue & RetentionGuide 16, 21 | Signed contracts, renewals, no one oversized customer. | Quality that keeps customers renewing. | Renewal Rate · CSAT |
| Getting Buyer-ReadyGuide 22 | Estimating and key customers not tied to the owner. | Written processes, safety logs, fleet records, key crew leaders. | Readiness score |
Making the split work
The handoff meeting
Before work starts, sales walks production through scope, budgeted hours, materials and margin. Production signs off on the hours before it's scheduled.
Sold vs. earned margin
Sold margin is on the estimate: that's sales. Earned margin is on the job cost report: that's production. Review the gap together on every closed job.
Owner & office keep
Balance Sheet, Profit Isn't Cash, collections follow-up, payroll, the weekly cash decisions, valuation and the finance team. Both teams feed them numbers.
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