Entry & Exit #20 How to Turn Your Service Department Into a High-Margin Revenue Engine

Waiting for things to break is not a growth strategy.

Most security and life safety companies rely on inbound service calls and hope the phone rings. But the operators who win treat service like a measurable, trackable, and proactive revenue channel.

In this episode of Entry & Exit, Stephen Olmon and Collin Trimble (Alarm Masters, Houston) break down the exact systems they use to turn service into a predictable revenue driver — without adding a traditional sales team.

You’ll learn how to track service like a pipeline, measure the KPIs that actually move margin, reduce return trips, and run simple outbound plays (low battery reports, trouble signals, dormant high-value accounts) that create revenue while strengthening customer relationships.

If you run a security, alarm, fire, access control, CCTV, or life safety company and want more profit from your existing customer base, this is the playbook.

Key topics: service department profitability, proactive service calls, service KPIs, reducing return trips, service quote tracking, security business operations, alarm company growth.

What You’ll Learn

• Why service is misunderstood (and how top operators structure it)
• How to build a service revenue system (not just break-fix dispatch)
• The metrics that matter: utilization, average ticket value, return trips
• Why “48-hour billing” improves collections and forecasting
• How to run outbound service plays that customers appreciate
• How to track service quotes as a real pipeline (and stop losing deals)
• Incentives that make teams hungry without creating chaos

Connect

Stephen Olmon — https://x.com/stephenolmon

Collin Trimble — https://x.com/TXAlarmGuy

More Entry & Exit — https://www.entryandexit.co/

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That people either love service Oh yeah. All day or ugh, it's a necessary evil. You have to understand who your team is and what they're actually good at, not what you need them to be good at. So another thing that I would look for in that person is a person that is always looking for ways to generate more revenue into that department.If there's more money in the pot, I have more money to give you. That's it. That's, that's the whole thing. So if there's more money coming to the department, you're getting a share of that. The dollars are. Very clearly available if you just go down this road, just kind of waiting for you, just waiting on you.Welcome to Entry and Exit. My name is Steven Oman. This is Colin Trimble. We are business partners and we run Alarm Masters in Houston, Texas, and we also run this podcast where we try to provide practical and tactical advice on how to grow and scale your security or life safety business. I wish. The listeners could see the things that you do before we hit the record button and the way that you are in real life may maybe, maybe the editors are gonna, you know, bring in a few little fun little clippies.If our listeners knew how you actually were, we probably would have less listeners. Okay. We might have, we might have more people on YouTube watching. Yeah. Because the views, it's entertaining the views. Yeah. The views might go up. Okay. Today we are talking about something that is. Literally two of my favorite subjects combined into one.The two favorite subjects are sales and service, and. I think in this industry we've, so we have another episode which we should link to that talks all about this. Like the power of the service department, how to get more service, why service is so important. You should listen to that. It's really great.'cause we feel like it is one of the most important parts of our business. And I'll say this, my goal the next 24 months is to, to have more revenue generated outta my service department than outta my projects department. That is our, that is our goal for this business. Um, scan scandalous. Absolutely scandalous.Well, it's scandalous because a lot of people in our industry don't love service. It's pretty binary. We've talked about that before, that people either love service oh yeah, all day, or, ugh, it's a necessary evil. We typically hear necessary evil from folks that are more new, build, construction, go in, do the construction, and leave kind of ground up guys.And the folks that are classic alarm or more integrator style, um, businesses, they typically like service. That's a generalization. I think it's true. If you don't agree, put it in the comments. Um. But one thing that I think is an interesting nuance, so. When people say service department, if you're a ground up guy, this is just generalizations.They generally think of anything direct to end users, small projects, anything below 50 k. They call that service sales. That's service. These are, you know, not very big projects. Anything over that goes through the project department and it's run a i a billing. It's like a whole thing, right? So, yes, that's how they view the service department.They don't actually view service department as like a break fix maintenance thing. There's not a lot of that in that department. Integrators and alarm businesses think about service more as a break fix maintenance inspections. Uh, my keypads beeping, my camera's fuzzy, whatever, as a way to come out. So the way that we operate is pretty much anything that cannot, like anything that is broken and needs to be fixed.And it's usually a one or two day job is, is sitting in the service department, everything that a sales person is running, or it is a multi-day job that comes out of the service department is run through projects. So our average ticket value in service is about $500 average ticket value. Um, and so whenever we think about service, what we're really trying to do is grow that side of the business.I love the $300 ticket. Jobs, love them. Couple hours, labor, couple parts, trip charge in and out. Customer thing was broken. Now it's fixed. Very clean, good margins, we're out of there. That is great. I love that. I think that a lot of folks that are doing service today, even the ones that love it, are not doing a lot.They think of service as everything comes inbound. Like we are gonna wait for service to come to us. Exactly. And my hot take is. You should be going to them to get service, and you should make service a predictable revenue channel. Just like your sales team, we should launch a new business, proactive service departments.com.I'm in. It'll be great. It'll be huge. Yeah. Um, yes. Uh, the heart, the, the reality is that isn't easy, so a lot of people don't do it. Yep. And. I'm not trying to be high and mighty, like, oh, we are so brilliant, but spend a lot of time and money getting to a place where we now are not just waiting for everything to come to us.We have sales quotas, essentially, like we have a quota. Mm-hmm. That we are measuring on a monthly basis that people have incentives tied to. That's right. Uh, specific to service revenue. Yeah. That is not how most people function. Right. And guess what, like what you measure improves. When you incentivize people, typically things improve.Our service revenue continues to climb month over month. Quarter over quarter. Yep. Year over year. Yep. Shocking. Um, and so it is like I'm a maximizer, if any Shout out. Strength finder. I started taking personality tests when I was like nine. Wow. Thanks dad. That explains a lot. And so. Um, I'm a maximizer, like to, I'm the guy that like turns the lemon over and then like, does the like, lemon squeeze thing again on the other side.Doesn't really make sense, but it, it makes sense to me. So, um, doing this with your service department, it really ultimately is maximizing your customer base. That's right. And if you're not doing it, you are leaving profit, not just dollars, not. Um, you know, kind of, oh, it's a wash. I think like that's what some people think too in services, uh, necessary evil because it's a wash, because they're just breakeven on it.Like we have built the department to be profitable to be a profit driving engine. And so, um, when you have that perspective, you know, take some investment some time. Probably, I don't know, you tell me. We can talk about it more, but in terms of the steps that it took to get there, but it's probably a 12 plus month journey.Yeah. To really like be, you know, hitting on all cylinders. I think that's right. Um, so yeah. I'm, I'm, I'm all about it. I think that's right. I think that if you're listening to this and you're, um. Not sold on service and you view it as a necessary evil, and this is probably not, I would start from the other service episode because this is gonna be about the folks that actually value service and want to drive more of it.So this is for all my homies out there that are like, yo, I love service. I want more of it. And I was like, all right, let's talk about how you get more of it. I'll also say. Some things that we talk about are very transferable and applicable to lots of different industries. Yeah. And verticals. I think this is one of them.I agree. I think that service across many different, um. You know, a lot of commercial, even some residential. Mm-hmm. But just holistically, kinda like blue collar service world should be viewed this way. Yeah. Um, I, I totally agree. I think that, again, prerequisite for this call is, or for this podcast, if you're gonna be in.On service, this is good for you. If you are still broken in service from an operational perspective, you should still listen to this. But also know that like we didn't really start focusing heavily on to Steven's point on driving revenue into service until we fixed a lot of the process oriented stuff around service.Yeah. And found the right people too, right? Like you gotta find the right techs that are. Not just good service techs, but also understand what you're trying to do and trying to drive value and trying to sell. And um, we do have technicians that do sell in, uh, in the service department. And so, yeah. So I think one thing that you mentioned that I think is really important is the whole, you can't improve what you can't measure thing.And we say that all the time on here 'cause I'm super passionate about it. Yep. Um, there are some numbers that are gonna be important to you. Uh, I like to think about things that are leading indicators versus lagging indicators. A lagging indicator would be, what did we do last month in revenue? That's a lagging indicator.You can't do anything about last month this month. You can only do something about this month. So you should A, be tracking your service revenue. That bare minimum you should know, you know, ideally in month, how much revenue you're gonna have. And again, this is another shift for a lot of people. They wait to do all their billing at the end of every two weeks.Or I would do all your service billing within 48 hours. A, that helps collections. But B, it gives you a broader picture of where am I trending for the month. So that's that's right. That's one thing that I would just start on. The second thing I would start on is I would start to look at some. Key figures in your business, which is utilization rate.So that would be, if you pay a guy eight hours of the day, how much of his time is billable time? And that's gonna give you a picture of how good you are at optimizing your schedule and how efficient and effective your team is. Mm-hmm. So I think utilization rate's really important. Um, I also think what's really important is average ticket value, which we talked about, and that helps you indicate if I want a goal, right?If I want to get to. A hundred thousand dollars a month in service revenue and my average ticket value is $500 per ticket, then I can back into the number of service calls I need to do, and then I could look at what is the average number of service calls my guys are doing today. So if they're doing three service calls a day and you've got, you know, two guys that's six calls in a day.You can kind of start to figure out a, do I need to add more people? Do I need to be more efficient from a scheduling perspective? You know? And also, what can I do to increase my average ticket value? And so these are all things that I'm thinking about all the time. I am arguably thinking about service sales or service revenue more than I am.Even our project department. We are, we have a dashboard in our office. Why is that? That's a great question. Um, typically higher margin, uh, lower revenue concentration, lower what I'm gonna call administrative burden. So it's go invoice to get MoveOn, low warranty. No training just in general, more profitable for the business and more binary that this thing is complete.It's like this thing was broken, now it's not. I'm happy. Move on. I think a lot of people, when you say higher margin, they're like, what do you mean my margins are way better on my install work on my projects. Yeah. How are you, how are you generating that much profit off of service? I would say that if you are generating more profit off of your project department, then you need to raise your prices in your service department.I don't hear that a lot. Where people say, I'm generating so much, unless there's stuff functionally going on in your service department, which you should work on. Right? So that would be things like return trips. So that's a very key metric. Not so much for driving revenue directly. I mean, it is, it is. But that's more for a profitability perspective.And so I would consider a return trip like this. Um. I go out there. This has just happened before I walked into this door. This is a prime example. Actually. I was just having this conversation. We had a customer that had low bat, we went out low battery. We went out there, we changed all their batteries and they paid their bill, but they called in later and they were frustrated saying, Hey, my system's broken.You guys are supposed to fix it. I need you to come back out. And we're like, we just changed your batteries. What's going on? We go pull the central station logs. And this, the, the service called by the grace of God just happened there. The signals weren't going through from the, from the alarm system, and so the technician didn't check the signals before he left.And so, which is a part of our SOP don't know why they didn't do it. We get to the bottom of it and now we're doing a warranty return trip. So now this technician's gonna go out, have to spend two or three hours, hopefully it's a 30 minute thing. It's probably not gonna be. The other problem though is, is it could be.It. And what's so tricky about this is it could actually be something totally unrelated to, to him just doing batteries. It could have been something coincidental. It could have been something that's wrong with the system, but because he didn't check signals on site and say, Hey, it looks like your system's not actually putting out signals.You're probably gonna need to replace this now. It's gonna look like it was our fault. So that's an everyday. Thing. I think if you're an operator of a business, you're dealing with these types of situations. But that would be an example of a, a return trip and that's not profitable. So that's taking that service call that we charged, whatever, I don't even know how much we charged on it.Let's just say it was $500. And our cost on that was, I'm just using round numbers, I actually don't know, but let's just say it was $250 a profit. Well now we've gotta send a guy back out for a couple more hours that's gonna be warranty for free. So now that service called generated no profit for me. Yep.Um, and so if you are in that place before you start trying to shove more revenue into the department, you should fix the foundational things that are going on. This issue that I just described is an issue, Steven, that we used to have all the time, rampant all the time. I would say that our service department was break even a best.So it's a fair question that you said. How do you get higher margins? So we did a lot of time at, he said, you said 12 months. I think it's probably longer than that of fixing that department. Yeah. And some of that is people, it's the right people in the right seats. Yeah. We've, we've talked about that several times.Different episodes, like you have to understand who your team is and what they're actually good at. Yeah. Not what you need them to be good at. What you need them to be good at is irrelevant if they can't actually do it. Yeah. Right. And so yeah, you, you And some of it can be training. Yes. Yeah. But there's also just people's natural abilities and skill sets.Yeah. That just may not marry to how you wanna run the service department now. And so, you know, a lot of times people get promoted up into running the service department, but they lack skills to actually be valuable in that seat. That's right. They're great tech. Yeah, they should be like a senior tech.Yeah. Neat. That's awesome. You shouldn't probably oversee this department or, or if you're gonna have them do that, you really need to take an inventory of what their gaps are potentially and try to upskill them before you go drop them in that role. Totally agree. Um, we've spent a lot of time talking about how to fix the service department.That's a whole other episode. Today we're talking about how to drive more revenue. To the service department and I wanna jump into that. We talked about some measurables, some things that are really important. I wanna talk about some skills now, and then we're gonna talk about some ways to find revenue.So some skills. So, um, most service departments have, um, an individual that is clerical probably in nature, that's doing scheduling and taking those calls. You probably don't have a salesperson in that department. We don't either. We also don't have a cler, a strictly clerical person in that department, so Right.You have to be as aggressive on follow up in the service department as you are in your project department. So if a lead comes through your website, the level of aggressiveness that you use to go pursue that lead and set an appointment should be the same level or more on the service department if somebody comes in to call you to say, Hey, I need to fix my keypad.Yep. If that person comes in, you should try to resolve that call. We talked about this in our last pod about customer success, first call resolution. I am trying to make sure that we have somebody available to schedule within minutes of that person calling in because first call resolution A locks them down.The second you don't get them and you have to call them back, your probability of locking down that service call goes down. So one of the metrics we track is serve open service requests that have not been scheduled. That's a really important metric to track. And then you wanna look at how fast does it take to schedule those, right?So how fast am I turning those service requests into scheduled appointments? So number one, I would say you want to find somebody. That seat or groom the person that's in that seat to be very aggressive on their follow up, the whole customer. What do you, what, what is the The reasonable standard for that?Yeah, so best in class. Reasonable. Yeah. I would say what most people do, customer calls in schedulers on the other line. They call 'em back within the hour. Customer doesn't answer. They leave them a voicemail, they move on. That's the only step they take. That's, yeah. The standard, I would call that person two to three times a day for three days and leave them emails once a day and leave a voicemail once a day until you get them to say no to you.Mm-hmm. Because if the customer is calling you because they need help, they're not gonna be annoyed about how many times you're calling them to help them fix their problem. If they are annoyed, they have unrealistic expectation that's gonna be in the minority, that is a lot less likely. Then you call them, they're in the middle of something, they don't answer it, they forget you called them, and then in their brain they think you never called them back.So they're frustrated and then they, when they finally get ahold of you, it's two days later and they're mad. So they're baseline is angry.Yeah, it is true. I have some scar tissue, but we also get, we get thanked for the follow-ups. We do. No, we do. I, I, we very rarely have somebody that says, in fact, I can't even remember. I know that it's probably happened. I can't remember a time where a customer said, you are annoying me. How many times you're calling me to follow up on the service call.That's not, I, I can't remember a time of that happening. May, maybe it has. Can't remember it. Um, so aggressive, follow up on inbound is the first and most important thing. Track those requests, write them down, put it in a case handling system, figure out a, a, a strategy, at least for us, that was like, dang, dude, that unlocked a lot.Because if I walk out, I, I have our service department board literally line of sight from where I'm sitting right now, and it shows open service requests. And if I see that thing get into double digits, I start getting hives. Just start getting high. 'cause I'm like, what are we doing? What are we doing?They probably have like a skin cream for that, but, but I need it if they do. Yeah. Understood. It's an allergic reaction to apathy. Do you think there's a skin cream to that? What? That's a banger of a line. I know. I know. Wow. So yeah, I would say aggressive follow up. Huge. The next thing is, um. An ability to feel, to understand the importance of like going outbound to customers.So a lot of people don't do this. They don't call customers to see if they want service calls. Why do they not do that? Right? I, I don't understand why you would not e every free minute of our service admin, he, he's on the phone calling customers saying, Hey, uh. Do you want? Do you need service? Low bat reports from your monitoring center?What are we doing? Why are we not calling on that? At the very least, you just help remind them and it shows that you care. Trouble signals. That is a customer that has a system that is not working. Mm-hmm. Why would we not solve that problem? Yeah. Worst. Worst case scenario, you are ingratiating yourself.Right to your customers by being proactive. Yeah. Best case scenario, you're driving net new revenue. Here's an example. I, my wife's car has a warranty or a recall item on it that needs to be fixed. I need to schedule that. I am busy. You do, and I don't want to do it right now. If they called me and said, Hey, we can do this.When do you wanna set this up? I would pull up my calendar right then and say, whoa, thanks for calling me. Let's get this thing locked down right now. 'cause I need this to get fixed. You know? So that same approach should be taken when you're talking to customers. It's like, Hey, I, you're on. Hey Mr. Customer, you're on the low battery report.Low battery report. You can totally replace these batteries yourself. Um, you'll have to open up the thing and get the batteries out there. Every device has a different type of battery. You're gonna have to let us know. You're gonna have to put it on tests mode. I mean, there's some steps you're gonna have to take, um, 'cause you're probably gonna have multiple batteries starting to fail at one time.Or we can come out and here's what it is and we'll just handle it and. We'll even set a reminder to call you next year or in a two years, whatever. So yeah, I think customers appreciate that. So that's an example of going outbound. You need to find somebody that is willing to do that. If you have Karen or Jack, the clerical people that sit and all they do is take and receive inbound calls and they're not willing to make outbound calls, you're probably never gonna hit the service calls you really want to hit.'cause you're just relying on stuff to break for the customer. And that's random. There's some baseline volume, right? Like everybody has a baseline volume of how much service they could do if they did nothing, if they didn't execute well. And if that's where you want to be, that's great. If that's your strategy, that's awesome.That's not our strategy. Our strategy is maximize. Yeah. And so we treat that as a way to do that. Um, so another thing that I would look for in that person. Is a person that is always looking for ways to generate more revenue into that department. Like I want my service guys, my service team to kind of be fighting for the revenue in their department.Like sometimes we have a big deal that's in the service department, like a whole fire system got struck by lightning and they, they don't want that to go to the project department. Yeah. And so what do they do? They do the quote, they turn it around, they send it to the customer, and they're trying to beat out any opportunity for the sales team to get in.And then I have to make a tough decision. 'cause I'm like, all right, well this is like a $8,000 deal. Like, and it's gonna probably take three or four days. And like, dang. But they already did the quote. They already talked to the customer. They already got it over the finish line, right? Like, I'm probably gonna leave it up to the service department now.And like that's not a, a perfect fit for my service department in terms of like what I want them focused on. But I want them hungry. I want them coming to me and saying, Hey, I want that revenue. Yeah, that's mine. It's good. You think, you think there's a cutoff in scope or size? It's just, it's like, yeah, well we kind of talked about that at the beginning, right?It's like a couple grand in a couple days and that's really it. I, but I make justifications for, and really I leave it up to our director of ops to make that call. 'cause he's over both departments, so he's equally motivated. Mm-hmm. But. I want my service team to be hungry for revenue and looking for creative ways to get it.Do you think that, um, just like we, we talk about incentives a lot, um, do you think that, I'm just thinking out loud about how we currently do things today, like, and even, you know, better way to like, incentivize both departments and just like wanting the mutual win Yeah. Instead of being like defensive of it.Yeah. You know, rising tides sort of thing. Yep. Yeah, we, we tie large portion, we do very, we're very heavy. We pay our people well, but we pay them very well on bonuses and we give them a very clear cut. Uh, kind of 1, 2, 3. Three is we're gonna say extraordinarily hard for them to hit. It is a big bonus number, but it is a very hard goal to hit.Number two, very challenging, going to require a lot, but in the realm of achievable. And then base level is if you do your job and you go above and beyond a little bit, you're gonna hit number one. We base our baseline budget when we do our year on level one. Yeah. And then we base our stretch goal and level two and our like.Over the moon goal at level three. And so the whole thought process here is like, Hey, is there more? If there's more money in the pot, I have more money to give you. That's it. That's, that's the whole thing. So if there's more money coming to this department, you're getting a share of that. And so I think that's really important.One other thing that I think we need to highlight is we track our service quotes as a pipeline. And here's how I think a lot of people do it. 'cause this is how we did it. Technician goes out. Keypad. Couple motions. Broken tech puts in an email or writes it on a piece of paper, gives it to the customer, here's your price for departs and the material, it's $800.Maybe they share that with the admin people. Maybe they don't. They close the ticket. Everybody moves on. Let us know if you wanna move forward. How a lot, that's how we did it. We would give and, and that's, and, and honestly, that wasn't even perfect, right? I mean, like, for a while it even took us a while to just get the, we'd have customer calling us and say, Hey, I've been waiting on this quote.Where's the quote? Yep. That was something we heard every single day, all time. So now we take it a step further. A, the technician is required. To mark that as a return trip, they're required to put the parts, the labor, everything in the ticket. They're required to quote that to the customer verbally on site.The service admin is required to put that on a proposal in an opportunity, and send it to the customer and follow up with the customer and review their service pipeline every day. That's way more dialed, and that just takes more time and effort. But if you're not, like a lot of times, and I was shocked honestly, when we started tracking these, I was like, whoa, we have like tens of thousands of dollars in our service pipeline.Like this is just stuff that's not like, what are we doing here? Mm-hmm. And like I didn't have a re, I didn't have a, like a real idea of how much that was. So I think that's a really important to track. I think it's important to have that pipeline in place. The funny thing is like every business owner.Wants to make more money. Yeah. Every business owner is like, wants to push top line. Yeah. The funny thing in this business is for many security companies, the dollars are very clearly available. If you just go down this road just kind of waiting for you, just waiting on you probably more than is, you know, than you even realize like the, that's actually a really interesting thing to think about.We have probably at least doubled service revenue since our first year. Like if we think about like month over month basis, how we're performing now, easily more than double we're, we're over almost three x, almost. Almost triple. Yeah. That's what I was gonna say is we're probably near triple where we were in the first six months, you know, think two and a half, three years ago.Yeah. To where we are now. Significant. Yeah. Yeah. And um, some of that grew because your project department brings in new customers, and so you get more customers that need service and that's great. So that some of that's natural acquisitions has helped that. Um, but when we look at core alarm masters, just the, the base of accounts that we, we purchased, or sorry, that we, we bought in the original sale, it has more than doubled.Mm-hmm. Just core alarm masters. Yeah. And so, and, and by the way, that's another reason for acquisitions. If you haven't listed our acquisitions, some of our episodes, we have a few that are, that are, that are insightful, that's a great source of service revenue and, and, and pro tip, we did not do this. We, we had just started doing this 'cause we didn't realize the magnitude of it is when you acquire somebody or acquire their accounts, I would honor their existing rates for some period of time.Yeah. If, if, if you're higher. Yeah, you don't, you don't wanna, you're just gonna increase your chances significantly of attrition. Right. If you're gonna go do a price increase. Yeah. Day 30, 91, 80. Yeah. I think, I think honestly, you should wait a year. Yeah. Yeah. Okay. So let's talk quickly about some sources of, and we've talked briefly about this on our last pod about the service department, but I want, I think it's worth reiterating.Number one, your greatest source is your service calls you've already freaking done. If you do not have a pipeline mm-hmm. For your service department, I don't care if this is $150 part or a $2,000 fire panel replacement, you should have a pipeline that you can see in your tracking so that you can understand who to go after.That would be number one. Do you have anything to add to that? No. Number two would be I would run a report of your top 50 customers in the all time that have done service with you. So we have a report in Salesforce on a dashboard that shows us the top 50 customers in service if you have not done a service column for them in the last 30 days.What is going on? Is it, is it there a relationship issue or is it they were just so busy, they haven't called you? My inclination is if you call them and say, Hey, we haven't heard from you guys, haven't seen any service calls or anything. How's everything going, y'all doing all right? Everything good with the system?My inclination is they're probably gonna say, yeah, our fricking keypads broken again. We haven't called y'all. We just need to call you. Sorry, we haven't done that. Can you do it right now? So that's a source call Your customers that are already spending a ton of money, you, with you for service. Yeah. If you, I, I can already hear someone thinking like, well, I don't have that data.You know? I don't know. It's like, okay, well you, you probably at least know, roughly speaking anecdotal, your top 20 and you have 20, 30, 40 customers are Yeah. Like make the raw list like. Just open up a spreadsheet. Yep. Riff on it with a couple team members. Like, let's get to 30, 40, 50 companies. Yep. You know, customers and, um, also like if you have any multi-site, just the likelihood is gonna increase exponentially if they're a multi-site.So just like very practical steps on how to build a list to start from. Yep. Uh, schools, daycares, churches notoriously hard on their systems. Great places to start. Yep. Here's another little fund if you can run this report. Your highest RMR customers that have not done service in greater than six months.Why so? Biggest RMR dollars. So from like a, uh, strategic relationship perspective, they generate the most RMR dollars for you. Why Some of them. Why have they not done service with you? Their systems need service. Who are they using service? Like who's doing the service on that system? Or are they literally just ignoring the problem?And so I think that that's another really strategic angle to look at. Um, the last thing, and we touched on this in our last episode, is. Go into every one of your supplier health reporting, and I don't like call me if you email info@entryexit.co if you need, okay. You need to like get all of those reports in and get a virtual contractor to review those reports, and their whole job is to email every account on that list, to check in on the customer to see if they need a service.Call that person. Amen. Will pay for themself in the first month. It is not hard. Like hit us up. We will help direct you and give you the playbook because it is massively impactful. If you think about it, start with your, uh, your foundation, then work up. Go to that first floor. How are your people? Thinking and operating.Try to find the metrics and then from there, go try to run the plays. Uh, if you have any questions, we'd love to answer this. We're insanely passionate about it because we think that it's been one of the best things for our entire business. Our whole business is aligned to how do we get more service. Um, we'd love to talk to about, talk to people about it every day.Um, so go do the, do do the hard work to get this set up in your business. And as always, like, subscribe, comment, engage. Hit us up. We love to hear from you guys. Tell us other things you want to hear. If you just wanna leave a comment, tell us like, Hey, this topic was really great. Can you go deeper on it? I, I promise you, we have gotten.Probably three emails from customers saying, Hey, I really like the episode that y'all did on the service, the sales playbook stuff. Like, can you go deeper on that? That was the impetus for the, the episode we did a couple weeks ago. So, you know, hit us up, let us know. We wanna help out. Otherwise, we, thanks for listening.Appreciate it.