Consulting for property services businesses
Property Services Business Consultant
Recurring contracts are valuable — right up until the price stops matching the work.
The situation
What we usually find in property services companies
Property services companies mix recurring contracts with reactive work orders. The recurring side provides stability; the reactive side usually provides the margin, and it rarely gets priced deliberately.
Property managers are good customers with slow processes. Approval workflow and billing accuracy have as much cash impact as pricing.
Contract versus reactive work
Track them separately. Contracts cover overhead, reactive work should earn margin, and blending them hides both.
Contract repricing
Multi-year agreements written at old labor rates are the single most common profit leak in this industry.
Routing and crew productivity
Geographic clustering of properties drives labor efficiency more than anything on the schedule board.
Subcontractor markup
Coordination time is real work. If markup on sub labor only covers cost, you're managing for free.
Work order and billing accuracy
Unbilled or rejected work orders are pure loss, and they are usually a documentation problem.
Customer profitability
One large property manager can look like your best customer and be your worst.
Where this leads
Related services
If the issue is pricing and margin, see the profitability review. If it's scheduling, delegation and daily flow, see operations consulting. If the same mistakes keep repeating, start with process improvement.
Other industries
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