WEHESRoofing contractor · Florida, US · two-person sales team90 days before → 90 days after
what we set out to move, and moved
01
Signed contract value
Index 100 → 120 across the two closers.
Same two people, no extra headcount.
+20%
02
Appointments the closers actually ran
84 → 110. The front desk booked 97 of them, against 2 in the previous period.
Before: inbound calls were handled by whoever happened to be free.
+31%
03
Closer A: jobs signed
Index 100 → 188, and his appointment-to-job rate went 32% → 43%.
The audit found he was presenting the product before understanding the problem.
+88%
moved without being planned
01
Paid search became the top bought source
Signed work from paid search, index 100 → 246, on flat ad spend.
The traffic was always arriving. It was being lost on the phone.
+146%
02
Closer B moved up-market
Average job index 100 → 210. Jobs in the highest-value product line 0 → 6.
That line is where most of the company's revenue comes from.
+110%
03
The closers generated their own pipeline
New prospects created by the two of them: 51 → 81.
Nothing in the plan asked for this.
+59%
what we did not finish in 90 days
01
Conversion did not follow the volume
110 appointments run, up 31%. Conversion 42% → 36%.
The intake fix delivered the appointments. The closing work on them is unfinished.
02
The past-customer campaign never ran properly
A list of several thousand past customers, planned at 1-2% response.
Four jobs came from that source in 90 days.
03
The second senior seat stayed empty
Open the whole 90 days. Role spec, territory map and onboarding playbook were built and went unused.
Hiring speed was outside our control and it capped the result.
sales team · both closers
metric
before
after
delta
Signed contract value, index
100
120
+20%
Jobs signed, index
100
114
+14%
Average job, index
100
105
+5%
Appointments run
84
110
+31%
Appointment → job
42%
36%
-6pp
New prospects created
51
81
+59%
Cash collected, index
100
110
+10%
Awaiting payment, index
100
164
+64%
closer A
metric
before
after
delta
Signed contract value, index
100
128
+28%
Jobs signed, index
100
188
+88%
Appointments run
50
70
+40%
Appointment → job
32%
43%
+11pp
Average job, index
100
68
-32%
Cash collected, index
100
119
+19%
closer B
metric
before
after
delta
Signed contract value, index
100
110
+10%
Average job, index
100
210
+110%
Appointments run
34
40
+18%
Jobs signed, index
100
53
-47%
Appointment → job
56%
25%
-31pp
Cash collected, index
100
96
-4%
front desk · intake
metric
before
after
delta
Appointments booked by front desk
2
97
+95
Leads sitting with no owner
122
0
-122
Loss reasons logged as "Other"
n/a
10%
rest 60%
About the data. Two consecutive 90-day periods, matching the engagement exactly. Contracts, appointments and payments come from the client's CRM, filtered to the two closers as job owner. Owner-held jobs are excluded, because those are not the sales team's result. Money is shown as an index with the first period set to 100, so the client's price level stays private. Metrics that were not measured before the engagement are not in this report: no-show rate, call volume, talk time, and the inbound-call figures from the original audit.
Weak spots. Cash collected rose 10% against 20% signed, because a large share of the work signed in this window is still awaiting payment at completion. That gap is a payment schedule, not a shortfall, but nothing in the plan owned collection timing. Appointment-to-job fell from 42% to 36%: fixing intake produced volume faster than coaching produced conversion, and that is the honest limit of what 90 days buys. Closer B signed roughly half the jobs, though each was worth twice as much. Three planned items did not move: a senior hire, the past-customer campaign and a trackable sign CTA. Two audit findings were never assigned an owner: the 24-hour appointment reminder and no-show tracking. And the intake fix currently runs on one person rather than on a system, so if that seat is empty the leak returns.
Raivis Vigups · raivis@wehes.com · SIA WEHESwehes.com