Turnaround Strategy
Three phases. We are in Phase 1. Everything else waits.
Phase 1: Survive (Weeks 1-4) — NOW
Stop the Bleeding
- P1 Clear 166 unsent estimate backlog (76 Lex + 90 Hou)
- P1 150 outbound follow-up calls/week (Mason + Kris + Kim)
- P1 Add Mason, Josh, Philip to phone queue in Contact Center Pro
- P1 Collections blitz: $35K in named Lex AR accounts this week
- P1 Start 8am daily standup — tomorrow morning
- P2 Prioritize $307K pipeline: order glass for highest-value jobs first
- P2 Close new operator deal — locked in before Josh exits June 12
Exit criteria: 2 consecutive weeks of $48.5K+ Lex revenue AND $25K+ AR collected. Then move to Phase 2.
Phase 2: Stabilize (Weeks 5-12)
Build the Rhythm
- New operator onboarded, running field ops in Lexington
- Daily standup is habit — transition to 3x/week
- Every measure gets same-day estimate (100%)
- Close rate at 60%+ both locations
- POs on every job — material cost tracking accurate
- AR aging reduced: zero invoices >90 days
- Houston avg ticket above $800 (from $637)
- Weekly scorecard review (Fridays) is automatic
Exit criteria: 4 consecutive weeks at $64.5K combined weekly revenue. Payroll/rev under 30%. Then move to Phase 3.
Phase 3: Grow (Months 4-12)
Scale What Works
- New operator bringing $40-50K/mo additional revenue
- Revenue consistently above $280K/mo combined
- Hire additional techs in highest-demand areas
- Reduce overhead ratio (renegotiate rent, evaluate software spend)
- Build cash reserve (30 days operating expenses)
- Reduce reliance on Neighborly call center
- Evaluate Houston viability — grow or consolidate
- Pay back personal investment
Target: $3.5M annual revenue. Positive cash flow. Sustainable operations.
Key Risks & Mitigations
| Risk | Likelihood | Impact | Mitigation |
|---|
| Eviction (7-day notice) | HIGH | FATAL | Accelerate AR collections. Turner Property ($12.5K) + LFUCG ($5.5K) could cover. Negotiate payment plan with landlord. |
| New operator deal falls through | MEDIUM | HIGH | Have backup plan: promote internally or recruit from trade schools. Josh documents everything before June 12. |
| Rudy doesn't return (Houston) | MEDIUM | HIGH | New operator's revenue partially offsets. Evaluate Houston headcount vs revenue at 90 days. |
| Team burns out and people quit | MEDIUM | HIGH | Be transparent about runway. Show progress weekly. Acknowledge the effort. Daily standup = clarity, not micromanagement. |
| Can't buy glass for pipeline jobs | HIGH | HIGH | Prioritize by job value. Collect deposits first. Negotiate terms with suppliers if possible. |
| Outbound calls don't convert at 20% | MEDIUM | MEDIUM | Even at 10%, 150 calls/wk = $21K additional. Adjust targets after week 1 with real data. |
Decision Triggers
If These Happen
- Week 2 combined revenue still below $40K → emergency meeting: evaluate headcount cuts
- AR collections below $10K after 2 weeks of blitz → engage collection agency for 90+ accounts
- New operator deal not signed by May 26 → activate backup recruitment immediately
- Eviction proceeds → negotiate emergency short-term lease or shared space
If These Happen (Good News)
- 2 consecutive weeks above $65K combined → move to Phase 2, reduce standup to 3x/week
- Estimate backlog hits zero → redirect Josh/Kim time to outbound calls
- AR under $50K combined → reduce collection intensity, focus on forward sales
- Houston close rate above 50% → evaluate adding 3rd tech
Daily Health Check — 8:00 AM Standup
Check every box before the day starts. If a box is red, fix it immediately.
Philip — Owner (Daily)
- Run 8am standup. Get yesterday's numbers from each person.
- Check ST: How many estimates were sent yesterday? (Target: 16)
- Check ST: How many estimates sold yesterday? (Target: ~$14.9K)
- Check ST: Revenue installed yesterday? (Target: ~$12.9K)
- Are you in both phone queues as overflow?
- Unblock anything stuck: glass orders, vendor issues, customer escalations.
- Did Kim send her EOD text yesterday?
Philip — Owner (Weekly — Friday)
- Pull weekly scorecard numbers from ST. Fill in tracking grid.
- Share results with team. Celebrate wins. Address misses directly.
- Review pipeline: which sold-but-not-completed jobs can we get done next week?
- Review AR aging. Any accounts need escalation?
- New operator deal: status update. What's blocking?
- Josh transition: is he documenting his processes?
- Check decision triggers above. Do any apply?
Kris — Director of Operations (Daily)
- Respond to all customer emails/texts within 2 hours.
- Make 10+ outbound calls on open residential estimates.
- Call 2-3 residential AR accounts for collections.
- Proactively update customers on lead times / job status. Don't wait for them to call angry.
- Report numbers at 8am standup: calls made, estimates sold, AR collected.
Weekly win: 50+ outbound calls • $10K AR collected • Zero "can't reach us" complaints
Mason — Account Manager (Daily)
- Be in the Lexington phone queue. Answer commercial customer calls.
- Make 10+ outbound calls on open commercial estimates.
- Verify every commercial measure from yesterday has an estimate sent. If not, fix it.
- Follow up on sold jobs: deposit confirmed? Josh has what he needs to order/schedule?
- Call 2-3 commercial AR accounts for collections.
- Report numbers at 8am standup: calls made, $ sold, AR collected.
Weekly win: 50+ outbound calls • $15K commercial sold • $10K AR collected • Zero unsent commercial estimates
Josh — Field Manager (Daily — through June 12)
- By 10am: Check every measure from yesterday. Did the tech send an estimate? If not, that tech sends it before noon.
- Dispatch techs: minimize windshield time, maximize on-job hours.
- Order materials for sold jobs (verify deposit collected).
- Be in the Lexington phone queue as backup.
- Check POs on every completed job — are material costs tracked?
- Report at standup: install schedule today, revenue expected, jobs stuck waiting on glass.
Weekly win: Zero unsent estimates • POs on 100% of jobs • $48.5K installed • Material <25%
Transition (before June 12): Document dispatch process, vendor contacts, ordering workflow. Train replacement.
Kim — Houston Office Manager (Daily)
- Answer all Houston calls. Stay in queue. Don't let calls roll to call center.
- Check yesterday's measures: did Milly/Johnny send an estimate? If not, flag immediately.
- Make 10+ outbound calls on open Houston estimates.
- Call 2-3 Houston AR accounts for collections.
- Send Philip end-of-day text: calls answered, estimates sent, $ sold, AR collected.
Weekly win: 50+ outbound calls • Zero unsent estimates • $16K installed • $5K AR collected
System Health — Weekly Check (Friday)
| Check | Status | Action if Red |
|---|
| Unsent estimate backlog |
166 remaining |
Target: clear 20/day. If not declining, reassign resources. |
| Outbound calls happening? |
Not yet started |
If <100/week after week 1, Philip joins the call rotation directly. |
| Calls rolling to call center? |
~48% excused/abandoned |
Review Contact Center Pro routing. Are Mason + Josh in queue? |
| Daily standup happening? |
Not started |
Non-negotiable. Starts tomorrow 8am. Philip runs it. |
| AR trending down? |
$170K combined |
If flat after 2 weeks, engage collection agency for 90+ day accounts. |
| Estimates being sent same day? |
~80% Lex, ~82% Hou |
Josh/Kim QA check by 10am daily. Target: 100%. |
| POs on every job? |
Unknown |
Josh audits this week. Material cost can't be managed if not tracked. |
| Houston close rate recovering? |
28.2% MTD (was 46% Jan) |
Kim focus on follow-up. Investigate: are techs quoting too high? Wrong jobs? |
| New operator deal on track? |
In progress |
Must be signed by May 26 or activate backup plan. |
| Josh transition documented? |
Not started |
Josh has 4 weeks. Start this week: dispatch process, vendor list, ordering workflow. |