How to Grow a Service Department That Earns More per Truck

The BLS occupational handbook for HVAC mechanics and installers reports a $61,010 median annual wage for May 2025. That is the wage alone. A service department must also earn back the truck, paid time away from customer work and the office that keeps it moving.

Say you run a three-truck commercial HVAC branch in Columbus. For each technician, budget that wage plus 32% payroll burden, $18,600 for the truck and tools, and $26,400 in allocated overhead. With parts and subcontractors at 22% of revenue and a 12% pretax margin target, the annual revenue requirement is ($61,010 × 1.32 + $18,600 + $26,400) ÷ (1 − 0.22 − 0.12) = $190,202 per technician. The operating figures below follow this worked model, with inputs stated as they enter.

I would start growth planning with the buildings that can support that payroll repeatedly. Ground Control by PorchRocket finds commercial properties by business type, size and visible equipment. Put those accounts near one another, price the visits properly, and give the service manager a dashboard that exposes unprofitable growth.

What should a healthy service department produce?

Profitable maintenance fees pay for scheduled visits, while reserved labor hours support approved repairs and an account owner keeps customers through replacement projects.

Give the department its own monthly operating statement. If installation revenue absorbs service expenses while borrowed field labor never reaches the service books, the owner cannot tell whether a busy truck earns its place or which department needs a different price. Charge each department for its hours. Keep warranty callbacks under the job that caused them.

I would separate the work into four records:

• Agreement revenue: the contracted fee for a defined maintenance scope and term. A signed annual agreement creates scheduled obligations, even when the customer pays monthly.
• Repair revenue: separately authorized corrective work, billed at the agreement’s stated rates or a written repair price. A repair recommendation becomes revenue after approval and delivery.
• Replacement opportunities: documented assets or roof sections for which the owner has a planning decision. Keep these in a project pipeline until the work is authorized.
• Technician utilization: customer task hours divided by paid technician-hours. Record travel and internal time separately so a long drive cannot masquerade as productive wrench time.

Decide what counts as a customer task. A technician who finds sound equipment has delivered what you sold, so I would count contracted inspections and authorized diagnosis as customer tasks even when the visit ends without a repair recommendation. Pay attention to the findings. A sales ratio should not reward unnecessary repairs.

For contribution, subtract the account’s assigned labor and other delivery costs from its revenue. What remains pays unallocated overhead and profit; before comparing two routes, check that both carry the same kinds of expense so a truck cost left elsewhere does not make one route look stronger.

The DOE FEMP operations and maintenance guide, section 3.4, identifies work-order closure and corrective-maintenance backlog as management measures, giving a service manager two categories to watch when the schedule fills faster than the crew can deliver it. The guide dates to 2010. Apply those measures to your own work orders and give each unresolved repair recommendation a decision date.

A busy week can conceal an empty renewal calendar. Put the review date on the account when the customer signs, with a named employee responsible for contacting the person who approves scope changes rather than assuming the billing contact handles that decision. Check both contacts during onboarding.

Five years of agreements, repairs and replacement work

Forty commercial agreements generate about $806,683 over five years in this model, with annual renewals reducing the original account count over time.

Use a five-RTU building as the unit of account, with a $3,960 annual maintenance fee and $2,172 in annual account delivery costs. That leaves $1,788 from scheduled maintenance. Add $1,150 in average annual approved repair revenue per active account, at a 42% contribution margin after repair delivery costs. The maintenance pricing section shows the account cost build-up.

Start all 40 accounts at the beginning of year one and retain 85% at each annual renewal. Hold prices and costs constant. In year four, budget a separate $19,800 replacement project at 10% of the surviving accounts, with 25% contribution after project costs. Treat that as one RTU replacement per buying account; the building’s other covered equipment remains on service.

Year	Expected active accounts	Agreement revenue	Approved repair revenue	Replacement revenue	Total revenue	Contribution before remaining overhead
1	40.00	$158,400	$46,000	$0	$204,400	$90,840
2	34.00	$134,640	$39,100	$0	$173,740	$77,214
3	28.90	$114,444	$33,235	$0	$147,679	$65,632
4	24.57	$97,277	$28,250	$48,639	$174,166	$67,947
5	20.88	$82,686	$24,012	$0	$106,698	$47,419
Five-year total	Original cohort only	$587,447	$170,597	$48,639	$806,683	$349,052

Calculate each year’s active count as 40 × 0.85^(year − 1). The fractional accounts express an expected portfolio result; the table rounds for display without rounding intermediate calculations. Year four’s replacement revenue is 40 × 0.85³ × 0.10 × $19,800 = $48,638.70.

Across the original 40 accounts, five-year revenue averages $806,682.93 ÷ 40 = $20,167 per acquired account. Contribution averages $349,051.74 ÷ 40 = $8,726 before acquisition expense and remaining department overhead. These are undiscounted totals. Keep replacement scope out of repair revenue so the same work is not counted twice.

The scheduled maintenance portion must stand on its own. I would decline an agreement that loses money on every visit even if someone promises a future replacement. Replacement contributes about $12,160 across the entire cohort, while maintenance contributes about $265,241. Put renewal dates beside the replacement pipeline in the sales review.

Renewal loss sets your sales workload. With 40 accounts and 85% retention, six disappear at the first renewal, so the first six new signatures replace lost accounts and the seventh creates growth. Record gross sales and net additions separately. Then ask why each account left: a changed property manager calls for a different response than repeated missed visits, and the service manager needs that distinction before deciding what to fix.

How many service agreements can one technician handle?

One technician supports 32 five-RTU agreements under a 920-hour annual maintenance allocation, with separate hours reserved for repairs and unscheduled work.

Begin with 2,080 paid hours, using 52 weeks at 40 hours. Reserve 240 hours for paid leave and internal duties, including training. That leaves 1,840 dispatchable hours. Assign 920 to planned maintenance and 690 to diagnosis or repairs; the remaining 230 cover callbacks and demand beyond the booked schedule.

Those allocations include travel and technician reporting within the customer work blocks. They measure scheduling capacity. The utilization ratio defined earlier counts time on the customer task itself, so it will be lower than the percentage of the calendar assigned to accounts.

For the five-RTU account, budget four visits each year. Allow an average of 1.2 technician-hours per unit per visit, plus one technician-hour per building visit for travel and field notes. Annual hours are 4 × [(5 × 1.2) + 1] = 28. Divide 920 by 28, then round down: 32 agreements use 896 hours and leave 24 maintenance hours uncommitted.

Account workload	Annual hours per agreement	Agreements within 920 PM hours	What the dispatcher must confirm
Short inspection and testing scope	8	115	Travel, reporting and repeat access are included
Five-RTU scope used here	28	32	All four visit scopes fit the labor allowance
Larger equipment group or demanding access	46	20	Access and task hours were surveyed before signing

The eight-hour and 46-hour rows show how far capacity moves when the workload changes, which is why I would never apply a plumbing testing route’s agreement count to a crew maintaining roofs across several buildings. Count hours, then accounts. One signature can carry a lot of work.

For a roofing service department, use technician-hours rather than truck-hours: two people spending five hours at a building consume ten labor hours before either person travels to the next stop or writes the report. Electrical work needs the same accounting. Schedule any required second worker against the work order and reserve the access equipment for that appointment.

Visit frequency comes from the scope. ASHRAE Standard 180-2018 addresses minimum inspection and maintenance requirements for commercial HVAC systems. Build the task schedule from the applicable standard and equipment instructions, then calculate labor. Assign each task its required interval before grouping the work into visits. Our commercial HVAC maintenance agreement guide develops the equipment inventory and proposal in more detail.

When should you hire another service technician?

Add a technician when approved workload persistently exceeds available qualified labor and the resulting revenue can cover the added payroll, truck and overhead.

Use wage research to start the budget. The BLS handbook reports May 2025 national medians for the occupations below. Get local pay information for someone qualified to handle the proposed route before setting the hiring budget.

Occupation	National median annual wage	Hiring-budget adjustment to make
HVAC mechanics and installers	$61,010	Price the experience and equipment skills your route needs
Plumbers, pipefitters and steamfitters	$63,800	Use local pay for the credentials and service scope
Electricians	$63,190	Budget for the technician’s qualifications and assignment
Roofers	$55,440	Budget the full crew required on each service stop

In the opening budget, wages plus the 32% burden total $80,533.20. Adding the truck and overhead brings annual assigned cost to $125,533.20. Reserving 22% of revenue for parts and subcontractors and 12% for pretax profit leaves 66% to cover those costs. That produces the $190,202 revenue hurdle.

Now compare it with the work you intend to sell. Thirty-two agreements at $3,960 bring $126,720 annually. Their assumed repairs add 32 × $1,150 = $36,800, for $163,520 altogether. That is about $26,682 below the revenue hurdle. Before adding payroll, identify the approved work that closes that gap or revise the account price and cost budget.

I would review the coming 13 weeks before authorizing another truck. Put maintenance due dates beside approved repair hours and compare the workload with the technicians qualified to do it, keeping estimates that still need customer approval in a separate column outside the booked schedule. Don’t staff from pending proposals.

Check the slow months too. When the overload lasts only a few weeks, review whether flexible maintenance can move within its agreed window before committing to another year of payroll on the strength of a crowded summer dispatch board. Persistent overload deserves a staffing decision. Budget onboarding and ride-along hours before opening the new employee’s calendar to customer appointments.

Decide who sells while the manager recruits. If the owner handles every survey and the hiring process, prospecting can stop just as payroll rises. Assign the target list and follow-up dates before the additional truck starts work.

Target buildings by trade before calling the owner

Choose commercial prospects by the building types and visible features your crew services, then qualify access and purchasing responsibility before booking a survey.

I would give the salesperson one building profile per route, with enough detail about the equipment and property type to move the first conversation toward maintenance responsibility instead of spending the call discovering whether the building fits. Broaden the profile after the first batch has been worked.

Service department	Ground Control selection to start with	What to establish before quoting
Roofing	Roof age band of 10+ years, suitable material, patches, rooftop HVAC or skylights	Roof sections, flashing and penetration details, access, maintenance history and authorized scope
HVAC	5+ visible rooftop units, building size and chosen business types	Equipment inventory, unit capacities, task frequencies and who maintains each unit
Plumbing and backflow	Restaurants, medical buildings or multifamily within the route	Installed assemblies and other plumbing assets, testing dates, service responsibility and shutdown access
Electrical	Warehouses, industrial yards and paved parking areas	Lighting inventory, controls, access equipment and the owner of the electrical assets
Loading docks	Warehouses or industrial buildings with visible loading docks	Leveler and door inventory, loading windows, repair authorization and maintenance instructions

For roofing, I would look for roofs where the crew can service multiple details during one visit. Use visible rooftop features to select prospects, then document the penetrations and flashing conditions during the survey. Carry the same roof-section identifiers into every report. The commercial roof maintenance contract guide walks through that service scope and renewal offer.

For plumbing, make the first offer specific enough to price. A backflow testing schedule is different from an unlimited drain-call promise. EPA’s Cross-Connection Control Manual explains how connections between potable water and contamination sources create a water-quality hazard. Use the device inventory and the water supplier’s requirements to define the work.

In Texas, TCEQ’s backflow guidance requires testing at installation by a licensed tester and annual testing of assemblies protecting against health hazards. Water systems can impose stricter requirements. Before sending a 2026 proposal, check the testing interval with the customer’s water system and ask how reports must be submitted.

An electrical service manager should ask who controls parking lighting before offering a route inspection. A tenant’s willingness to talk does not settle purchasing responsibility. For docks, request an operating window before dispatching the surveyor; use the loading dock service prospecting guide to build the asset and account checklist.

Keep the rejection reason. If the service manager removes an address because the equipment is inaccessible, sales needs to hear that explanation before ordering another batch with the same building profile and sending a surveyor into the same problem. Separate scope failures from trouble reaching a buyer.

Pricing an agreement that earns its truck time

The five-RTU agreement needs $3,960 annually to cover $2,172 in assigned account costs and leave approximately 45% contribution before remaining department overhead.

Price from the work order outward. Four annual visits averaging six on-site technician-hours each produce 24 task hours, and adding an hour per visit for travel and field notes brings the commitment to 28 hours before any separately approved repair work. Let visit lengths differ. The signed task schedule controls the total.

Use the branch’s $52 planning cost per scheduled technician-hour to recover burdened wages and paid noncustomer time, leaving truck use and office administration outside the labor rate because the estimate carries those costs in separate rows. Avoid charging the same expense twice.

Annual account cost	Calculation	Amount
Technician time	28 hours × $52	$1,456
Specified filters and other consumables	Annual materials allowance	$340
Variable vehicle use	Four stops × $39	$156
Office scheduling and account administration	Annual account allowance	$220
Total assigned delivery cost	Sum of the four rows	$2,172
Price at 45% target contribution	$2,172 ÷ (1 − 0.45)	$3,949.09
Rounded annual agreement price	Proposed fee	$3,960

At $3,960, contribution is $1,788, or 45.15% of revenue. A 45% markup on cost would produce only $3,149.40. Use the margin formula when the operating plan requires a share of revenue to remain after delivery costs.

Write down the task schedule before offering monthly billing. The $3,960 annual fee could be collected in twelve $330 installments, but that payment plan still purchases the annual scope. Budget cash against the months when the labor and materials are needed. The first seasonal service round might cost more than one month’s payment.

Separate existing deficiencies from recurring care. Quote restoration work after the initial survey and agree on the starting condition before the maintenance term begins, so the customer can see which work belongs to the recurring fee and which needs separate approval. Put repair authorization beside the labor rates. Price after-hours coverage explicitly. An included repair allowance needs a dollar limit and a charge for the added obligation.

Build the report around what the customer can act on. ENERGY STAR’s operating guidance calls for reviewing equipment schedules and documenting control changes. For an HVAC or electrical account, record the operating hours the customer approved and the changes your technician made. Leave a decision beside each unresolved item.

Attach a roof section schedule to roofing agreements. Identify the covered devices or fixtures in a plumbing agreement. A manager should be able to compare next quarter’s work order with the signed scope without calling the salesperson to explain what was promised.

Route density beats a bigger service radius

Forty agreements inside 20 square miles create two accounts per square mile, giving a dispatcher more nearby work than the same accounts scattered across 80.

Measure agreement density as active serviced buildings divided by the route’s defined service area. Hold that boundary fixed each month. One portfolio agreement covering ten buildings should contribute ten service locations to the route measure, while the renewal dashboard still records the master agreement separately.

In the scattered territory, 40 ÷ 80 = 0.5 accounts per square mile. The tighter territory is four times denser. Density alone does not price a route, so pair it with observed travel minutes per stop and available customer access windows.

Give the compact route an average 20 minutes of travel per scheduled stop, versus 50 minutes for the scattered route. At four visits to each of 40 buildings, the annual difference is 160 stops × 30 minutes ÷ 60 = 80 technician-hours. At the $52 planning rate, that represents $4,160 of labor capacity.

Those 80 hours accommodate two more 28-hour agreements with 24 hours left, provided the dispatcher fills the released time with customer work that fits the route and the technician has the skills to deliver it. A shorter drive alone does not reduce payroll.

I would put the next prospecting batch around existing stops. Mark the normal route day and access window beside each account, then offer nearby prospects compatible appointments. Keep urgent response coverage separate from planned route work so a promised emergency visit does not quietly erase maintenance obligations.

Watch for exceptions before promising a lower price. A property may sit across the street but require a different access window, a second technician or equipment collection from the shop. Quote that time. A small circle on a map is only the beginning of a dispatch plan.

Offer multi-location owners one reporting format with building-level pricing. Ask for the next site after the first scheduled work has been delivered and reviewed. Add its service hours to the route budget before agreeing to cover the entire portfolio.

Same sales hours, two different target lists

Selecting buildings before outreach can reduce cost per signed agreement when it prevents wasted surveys and puts more qualified proposals inside the same labor budget.

Budget 80 campaign hours: 40 for prospect research and outreach at $46 per hour, including follow-up calls, plus ten four-hour technical surveys at $52 per hour. Each survey block covers travel through proposal notes. Add $28 of vehicle expense per survey. The labor and vehicle budget is (40 × $46) + (40 × $52) + (10 × $28) = $4,200.

Compare two 100-building lists. The broad list has no purchase charge but six surveyed properties fail the scope or account-fit review. The selected list has two unsuitable surveys. Both sign 25% of the proposals that survive qualification: one agreement from four proposals versus two from eight. Across all 100 prospects, the signing rates are 1% and 2%.

Campaign measure	Broad business list	Buildings selected for the service profile
Buildings approached	100	100
Research and outreach hours	40	40
Survey hours, including travel and notes	40	40
Surveys that fit the agreement scope	4 of 10	8 of 10
Agreements signed	1	2
Property data purchase	$0	$1,000 to $2,000
Labor and vehicle cost	$4,200	$4,200
Direct campaign acquisition cost	$4,200	$5,200 to $6,200
Cost per signed agreement	$4,200	$2,600 to $3,100
New annual agreement revenue	$3,960	$7,920

The selected-list price uses Ground Control’s $10 to $20 per building. Contact research is handled inside the budgeted staff hours; paid contact add-ons would increase campaign cost. Both columns use the same hours and proposal signing rate. The change is how many surveyed buildings deserve a proposal.

One wasted survey costs (4 × $52) + $28 = $236 before the earlier sales effort. Six consume $1,416. Reducing the unsuitable survey count to two frees $944 worth of survey effort for buildings that fit, without adding another salesperson.

Keep the first call short enough to establish the next step. Ask who controls maintenance, which assets belong to the owner, and when the present agreement is reviewed. Then offer a scoped site review with an agreed decision date. Skip the appointment if the building or work falls outside the crew’s service profile.

Compare acquisition cost with contribution, rather than the full invoice. The five-year account model leaves about $8,726 before acquisition and remaining overhead. After the selected campaign’s $2,600 to $3,100 acquisition cost, $5,626 to $6,126 remains on that basis. Also plan cash timing: one year’s $1,788 maintenance contribution does not repay the acquisition spend. Renewals and collected repair contribution belong in the payback review.

Keep the service account when a project sells

Assign one account owner through a replacement project so the customer keeps a clear service contact and the maintenance scope reflects the changed equipment.

Start a project opportunity with evidence from the service record. A recommendation should identify the affected asset or roof section, the observed issue and the decision the owner needs to make. Keep the technician’s findings attached to the estimate. The estimator should not have to reconstruct the reason for the proposed work from a sales note.

Offer the alternatives your qualified team can support. For an RTU account, that might be a priced repair alongside a replacement proposal with scope and scheduling. For a roof account, identify the sections to maintain during phased project work. For an electrical or plumbing project, document which service tasks continue while access is restricted.

I would give the project team a handoff checklist before installation starts:

• Covered assets and service history transferred to the project manager.
• Customer approval contact and agreed access arrangements recorded.
• Maintenance appointments affected by the project reassigned.
• Updated asset record and service scope returned to the account owner at handover.

Keep project labor on the project job. If an installation crew borrows the service technician for two days, remove those hours from the dispatch board and identify who covers the scheduled visits. Otherwise the service manager appears to miss commitments while the project margin benefits from unrecorded help.

Review the agreement after handover and update its asset list. Revise the task allowance for the new equipment and clarify warranty responsibilities. The customer should receive the revised schedule before the next maintenance invoice arrives.

Do not make every technician responsible for closing capital work. I would measure the quality and timeliness of their findings, then make the estimator responsible for the commercial proposal. Keep a documented reason when an owner defers work, along with the next review date. That record gives the next technician context when the same asset appears on a service call.

A monthly service department dashboard

Review account growth, delivery costs and available hours together each month, using route-level results to decide where the next sales effort belongs.

Give each metric an owner and a response. A missed contribution target needs an account cost review; late maintenance needs a dispatcher assigned to recover the appointments. For this branch, I would begin with the following targets and review the thresholds after the first quarter of recorded work.

Metric	Calculation or record	Starting target or action trigger
Active agreement buildings	Signed service locations at month-end	Report net additions by route, separately from gross sales
Annual agreement value	Sum of current annual maintenance fees	Add $7,920 when the two-account campaign signs
Renewal rate	Renewed accounts ÷ accounts due to renew	85% over a rolling 12-month period
Maintenance contribution	Fees less assigned account delivery costs, divided by fees	At least 45%; inspect any account below plan
Maintenance capacity sold	Annual committed PM hours per technician	Stay within 920 hours in this staffing budget
Customer task utilization	On-site customer task hours ÷ paid technician-hours	Aim for 65% while retaining repair and response capacity
Scheduled visits delivered on time	Visits within agreed windows ÷ visits due	At least 95%; reschedule every miss with the customer
Travel minutes per stop	Logged travel minutes ÷ service stops	Compare the compact route with its 20-minute budget
Callback burden	Unpaid corrective callback hours ÷ paid technician-hours	Review causes when it exceeds 3%
Acquisition cost	Campaign expense ÷ signed agreements	Compare with the $2,600 to $3,100 selected-list budget
Repair decisions outstanding	Value, age and next action for each submitted quote	Follow up within five business days of submission
Receivables	Unpaid invoices grouped against agreed terms	Assign follow-up for every overdue invoice

Use matching time periods. Renewal rate counts agreements that came up for renewal, rather than dividing renewals by every account in the database. A new account with eleven months left has not yet had a chance to renew. Acquisition reporting should keep a campaign open long enough to capture signatures from its proposals.

Split route results by account type when the workload differs. A compact backflow testing route should not be compared with a scattered set of full mechanical maintenance accounts on raw agreement count. Compare contribution per committed technician-hour and the service hours still available.

Falling contribution calls for an account cost review before buying more prospects. If contribution holds while sales stall, work through the rejected surveys to see where the building profile or proposal needs to change; then assign that correction to the person who can carry it out. Tight cash needs its own review of invoice timing and collections. Leave each manager with an action date.

The first 30 days of service agreement growth

Use the first month to price one repeatable service scope and approach buildings around an existing route, with 80 campaign hours reserved for outreach and surveys.

Keep the pilot narrow enough that the service manager can explain every lost survey. I would choose one building group and one route before adding a second trade or territory. Reserve the campaign’s 80 selling and survey hours on staff calendars. Charge management setup and review to the branch’s overhead budget.

Days	Work to finish	Evidence before moving on
1 to 5	Audit agreement scopes, renewal dates and technician time records	A route map and a capacity budget with repair hours reserved
6 to 10	Select the building profile and price the first scope	A task schedule, account cost sheet and proposal template
11 to 20	Research the target batch, qualify buyers and run scheduled surveys	Logged fit decisions and authorized access for every visit
21 to 30	Follow up on proposals and assign signed work to route windows	Acquisition cost to date, annual hours sold and dated next actions

Do not force unresolved proposals into a month-end sales count. Record the customer’s next decision date and keep the follow-up assigned. The first month’s review should tell you whether to change the building filter, the first offer or the price calculation.

Give new accounts an onboarding record before the first maintenance round. Record the billing entity and access contact alongside the asset list and approved scope. Attach existing deficiencies separately. The dispatcher needs the visit window and required technician skills; the office needs the purchase-order process and invoice destination.

At the end of the pilot, compare the hours you estimated with the surveys and service visits already performed. Correct the next proposal before copying it. If a particular building group consistently demands more access time, increase its allowance or remove it from that route’s target profile.

Where do public service contracts fit?

School district and city service opportunities can supplement a private agreement base when their stated scope and response obligations fit the department’s capacity. Bid Control by PorchRocket finds public work by trade and area, with bid papers and due dates together. Review the solicitation’s locations, contract term and ordering provisions before assigning revenue or technician-hours to it; use any stated minimum commitment in the staffing budget. Our government service contract guide explains how to assess that work alongside your private accounts.

What is the fastest way to build a service target list?

Ground Control by PorchRocket is the fastest way to assemble a service target list by area, business type, building size and visible features that fit your crew. Select 5+ rooftop HVAC units for an HVAC route, roof age and patches for roofing, or loading docks for dock service. Commercial buildings cost $10 to $20 each, with orders starting at 10 buildings and delivery within 48 hours after payment, often sooner. Each record explains why it matched. A wrong match reported within 30 days receives credit back. These are prospects your team approaches, rather than owners who have requested a quote.

Feeding the service department with Ground Control

Start a Ground Control order with the territory your dispatcher wants to fill, then select the building profile tied to your agreement’s labor budget.

Use the commercial building selection page to define the batch, or choose the rooftop HVAC building filters for a mechanical service route. Give the rep the matching reason and the service offer together, so the first call has a purpose. The order supports that work with:

• Area selection for the route or cluster of buildings you want to serve.
• Business-type and building-size filters, plus the visible features relevant to your trade.
• A matching reason on every property, so the rep can see why it belongs in the campaign.
• Optional owner information and decision-maker contact research, with role and contact details where found; no charge for a contact that is not found.
• CSV and Excel files that load into your sales process, with help mapping fields for an import.
• The exact order price before payment, including the add-ons you select.

For several branches, a whole state or a special file requirement, use the Ground Control custom request option. Specify the service territories and the account criteria each branch can support. Assign ownership of each delivered record before outreach begins.

Order the next buildings around the accounts you want to keep serving.