This page exists so nobody has to ask. If you are forwarding this to whoever approves the spend, everything they will want is below: the fee, the boundary of the work, the exports we need, the timeline, and what happens if your data turns out not to support the analysis.
50% on signature, 50% on delivery. Fixed means fixed: there is no hourly component and no change order. If the work turns out to be larger than the data suggested, that is our problem, not a variation.
Most of that is analysis, not your time. The data pull typically costs someone on your side about an hour, once.
A kickoff call to confirm definitions, then five exports. We do not need access to your systems, and we do not need to speak to your CSRs.
Implementation and monitoring are priced separately and are never a condition of the measurement. If the number does not justify acting, the engagement ends and that is a valid outcome.
Three components, computed separately from your own records, then reconciled against total inbound demand so the parts have to add up.
Half-hour interval analysis of offered load against staffing. Occupancy map by day of week and half hour. Your abandonment curve with caller patience fitted from your own callers. Where caller ID is present, recovery measured directly by matching abandoned numbers against later inbound calls.
Decomposed by pipeline stage and by rep, with rates normalized inside lead-source and job-type cells so call mix is controlled for. Benchmarked against your own strongest performer rather than an external ideal.
Fully loaded cost per separation, including the booking shortfall across the ramp period, the part that never appears on an invoice and therefore never gets counted.
Stated as plainly as what it is, because an ambiguous boundary is what stalls an approval halfway through.
We do not write scripts, run sessions, or work with your reps. The output is a measurement and a ranked list of what to fix.
Nothing is installed, nothing is subscribed to, and there is no platform to adopt. You keep your phone system and your field-service software.
We start at the moment a call arrives. What you spend to make the phone ring is outside the boundary.
The diagnostic tells you where the interval-level gaps are and what closing them is worth. Rebuilding the schedule is the Build engagement, quoted separately.
We send a checklist written for your specific phone system and field-service software: the exact reports to run and the columns to include. Ninety days of history is the minimum.
From your phone system. One row per inbound call, with timestamp, queue wait, talk time, outcome, and whether it abandoned. Caller number if available; it is hashed on arrival and the raw values are never stored.
From your field-service software. Enough to tie a booking to a date and a completed value.
Who was on the phones over the period, and their start dates. Names can be pseudonymized before you send them; we only need consistent identifiers.
Who was scheduled when, at whatever granularity you keep it. This is what makes interval-level capacity analysis possible.
How many CSRs left, and when. A single number and some dates.
Contribution margin, and what you pay whoever recruits and coaches CSRs. Both are stated by you rather than measured, and both are labelled as such in the appendix.
Built to survive being forwarded to someone with a finance background and read sceptically.
One page. The range and the most-likely value, monthly and annualized, in both revenue and contribution margin. Nothing else on the page.
Total inbound demand through answered, through booked, into the three buckets, and it has to close.
Interval occupancy and abandonment with fitted patience; stage and per-rep conversion decomposition, mix-normalized; fully loaded turnover cost.
Which assumptions actually drive the spread, so you know which ones are worth arguing about.
What to fix first, in payback order, with the arithmetic behind the ranking.
Every parameter with its source: measured from your data, stated by you, or an industry default. Defaults are flagged and counted.
Seven data quality gates run before anything is computed. If one fails you receive a readiness report instead of a figure: what is missing, what to start capturing, and when to come back. There is no charge for that answer and no partial result is published dressed up as a finding.
That check happens on the data review, which is the step before the engagement and before any invoice. In practice it means the worst outcome available to you is finding out precisely which instrumentation your phone system is missing.