Pick the departments that fit the business. Then set pay rates the client believes, add the leaks that are really costing them, and see what growth would take with hiring compared with our model.
Hiring puts a person in each chair. Our departments keep the work moving without the overhead of managing a team.
| What matters | Hiring in-house | Our departments |
|---|---|---|
| Getting started | Write the job, recruit, interview, then train. | We set it up with you, and it starts running. |
| Hours covered | One person covers about 40 of the 168 hours in a week. | Replies, scheduling and posting keep going nights, weekends and holidays. |
| Sick days and turnover | Gaps while someone is out, and starting over when someone leaves. | The department keeps running. |
| Growing or slowing down | Hiring and letting people go. | Switch a department on or off. |
| Management | You manage people, performance and payroll. | You review a short report each month. |
| Judgment and presence | People bring in-person presence and judgment. | Your team keeps the decisions. We take the repeatable work off their plate. |
Every role starts at the national median. Slide each one to what this client would really pay in their market, and every number on the page updates.
Tick the leaks that really happen in this business and give rough numbers. Each leak shows which department plugs it. The starting numbers are examples, so replace them with the client's.
More jobs mean more calls, quotes, follow-up, scheduling and billing. Here is how many people that takes the traditional way, and what they cost.
Same goals, two ways to get there. Both sides earn the growth profit and the leaks won back. The difference is what it costs to carry the work.
Assumes the running departments absorb the added workload from growth. At much higher volume their monthly price can rise. These are planning numbers, not a forecast.