Housecall Pro KPIs every owner should track

A KPI is a measure you use to judge progress toward a business objective. It needs a definition, a review period and someone responsible for acting on it. A list of interesting numbers is not yet a management routine. Start with the question: what would we do differently if this measure changed?

For an HVAC owner, that might mean checking today’s scheduled revenue, reviewing the recorded costs on completed installations, and assigning follow-up on unpaid invoices. For a cleaning business, customer recency may prompt a different conversation. The service business KPI guide provides broader context; this page focuses on the documented ServicePro IQ views of Housecall Pro data.

ServicePro IQ’s Daily Huddle shows scheduled jobs for yesterday, today and tomorrow, with each day’s scheduled revenue against its daily goal. Use the comparison to ask whether the plan needs attention. It does not establish completed work, collected cash or profit.

Suppose an illustrative garage door shop has $3,000 scheduled against a $4,000 daily goal. The $1,000 gap should lead to questions about open appointments, rescheduled work and the target’s assumptions. Assign the next action without pushing unnecessary work onto a customer. Review tomorrow as well as today so preparation is part of the conversation rather than a last-minute reaction.

The Revenue page shows total revenue, year-to-date revenue, a running-total line against the revenue goal, revenue by lead source, the job list and cancellations. Every chart shows the previous period alongside the current one. Use those comparisons to investigate the shape of revenue, not merely whether a total is larger.

A roofing business may have a period dominated by one large job. A plumbing shop may have many smaller visits. Before interpreting a change, check job mix, the selected dates and the records behind the figure. Revenue by lead source can support a marketing review, but a return calculation also needs defined costs and attribution. A source total alone is not marketing ROI.

Profit lists completed jobs with cost, revenue, profit and profit percentage, along with work order number, estimate number and estimator. Use the report to identify jobs that need an explanation. Compare similar work with consistent cost treatment rather than ranking unlike jobs by a single percentage.

Here is a made-up example: $800 revenue minus $500 in recorded costs leaves $300 profit. Dividing $300 by $800 gives a 37.5% profit percentage for those inputs. That is not a suggested benchmark. It also does not establish company net profit unless the relevant expenses are included. The profit per job report explains how to turn a result into a practical job review.

ServicePro IQ defines collected revenue as scheduled-job revenue minus the amount still outstanding on those jobs. Business Snapshot includes year-to-date collected revenue. Use it to keep the cash conversation separate from the amount of work recorded.

The A/R page adds total outstanding balance, days outstanding over the last 365 days, balance over time and an outstanding invoice list. Its days-outstanding formula is balance divided by revenue, multiplied by 365, over the last 365 days. That is an aggregate measure, not each invoice’s age.

Assign an office owner to investigate specific balances. A customer may need invoice clarification rather than another generic reminder. The action should follow the record’s context. Reviewing collections does not replace reviewing profitability; a fully paid job may still have weak economics.

Business Snapshot charts new customers, estimates given and cancelled jobs for the selected period, alongside revenue and revenue by job type. Measures appear against goals where set. It also shows year-to-date new customers. These figures can help explain why the revenue story changed.

Do not divide unrelated totals and call the result a booking rate. A useful conversion measure needs a clearly defined group and a consistent period: which opportunities were eligible, what counted as a booking and when it happened. The documented figures here do not by themselves establish that cohort. Keep the review concrete: ask which estimate or cancellation needs investigation and who will look at the original context.

Pipeline groups customers by months since their last job and lists the longest gaps first. Its groups are 0–3, 4–6, 6–12, 12–18 and 19–36 months. Business Snapshot also shows the number of unscheduled customers. Use these as prompts to review relationships, not as forecasts of guaranteed sales.

For a pest control business, a gap may suggest checking the service history. For a roofing company, a customer who has not returned may simply have had a long-lasting project completed. Decide whether there is a sensible reason for contact. The Pipeline report guide explains the difference between customer recency and a deal-stage pipeline.

ServicePro IQ suggests monthly revenue, new-customer and estimate goals from the same month last year, grown by the recent trend from 0% to 15%, never below last year. You can replace suggestions or set a month by hand. Use revenue goal tracking to understand seasonal and daily allocation.

Before each review, check dates and filters. Reports default to the current Sunday-to-Saturday week, and filters persist between pages. Job and revenue figures refresh hourly at 20 minutes past; customer lists and connected marketing spend refresh daily.

The Housecall Pro integration requires MAX and reads your account without changing it. Start the free 7-day trial with no credit card required. Test a compact scorecard with named owners and clear actions before adding more measures.