Most home services companies have visibility into one number: total revenue. Few know their revenue per technician, close rate by channel, or how average ticket size drives profitability. That’s not a minor gap—it’s the difference between guessing at marketing ROI and actually knowing what works. Here are the five key sales metrics every home services company should track, how to calculate them, and what PE buyers are looking for when they evaluate your business.
You’re measuring activity. You’re not measuring profit.
We tie your call counts, close rates, and crew performance back to actual margin — so you see which parts of the business make money and which ones burn it.
The 5 Core Sales Performance Metrics
1. Revenue per Technician
The capacity metric — with one crucial distinction: service technicians are measured on completed revenue; selling technicians are measured on sold revenue. A service tech’s number is what he completes and invoices. A selling tech’s number is what he sells — which the install crews then complete. Mixing the two lenses makes every comparison meaningless.
What it tells you: whether your growth constraint is demand or capacity — and which technicians are carrying the business. Two shops with identical revenue can have wildly different economics if one gets there with 8 trucks and the other needs 14.
How to calculate it:
- Pull trailing-12-month revenue by technician (ServiceTitan: Technician Dashboard → Revenue report) — completed revenue for service techs, sold revenue for selling techs
- Count revenue-producing techs only — exclude helpers and apprentices, or count them as fractions
- Segment service techs from install crews; they are different businesses with different math
Benchmark ranges (mix-dependent — what we see across $5M–$30M shops):
| Segment | Typical annual revenue | Notes |
|---|---|---|
| Residential service technicians | $300K–$600K per tech (completed revenue) | Driven by ticket size and scheduling density |
| Selling technicians / comfort advisors | $1M–$2M+ per tech in annual sold revenue | Measured on sales, not completed revenue; strong performers sell ~$2M a year |
| Blended, company-wide | $400K–$700K per revenue-producing tech | Below this range, capacity is being burned |
If you’re below the range, the problem is rarely the technicians themselves — it’s scheduling density, dispatch discipline, pricing, or unpaid callback time eating billable capacity.
2. Close Rate (Overall and by Channel)
ServiceTitan actually splits what most owners call “close rate” into two different numbers — and the distinction matters:
Booking rate (a CSR metric): the percentage of inbound calls that get booked into jobs. ServiceTitan’s own industry data puts the average shop around 40-50% — but that average is dragged down by messy call-center setups. A properly configured call center should book 85%+ of true inbound leads. Two things make or break this number: how you define a lead (a consistent definition matters more than the rate itself), and how much inbound call volume relates to existing jobs — if your CSRs aren’t triaging those calls out of the lead count, your booking rate is telling you nothing.
Close rate (a technician metric): ServiceTitan counts a job as closed when at least one sold estimate on it meets your sold threshold, and converted when the invoice subtotal clears that threshold. Close rate = sold opportunity jobs ÷ total opportunity jobs.
Industry benchmark: a healthy shop converts 50-60% of opportunity jobs (conversion rate) and closes 45-50% on estimate-driven sales opportunities. Materially below those ranges, the problem is your sales process or your pricing — not your market.
But the real insight is lead-to-job conversion by channel (a different denominator than opportunity close rate — this is all leads, sold or not):
- Google Local Services Ads (LSA): 30–45% (highly qualified, already searching)
- Organic referrals: 35–50% (warm leads from happy customers)
- Paid Facebook/Google Ads: 15–25% (broader audience, less qualified)
- Website calls/forms: 20–35% (mixed intent)
- Repeat/loyalty customers: 60–80% (existing relationships)
If your Facebook close rate is 18% but LSA is 42%, you’re wasting spend on Facebook. Reallocate to LSA and watch your revenue per marketing dollar climb.
3. Average Ticket Size (ATS)
Total revenue divided by total jobs completed. If you did $500K revenue on 1,250 jobs, your ATS is $400.
In ServiceTitan terms this is your opportunity job average: completed revenue from opportunity jobs divided by the count of opportunity jobs — the dashboard’s primary average-ticket metric. (Total job average, which includes no-charge jobs, will always read lower.)
The related number a sales-driven shop should watch even more closely is closed average sale — the average total sale from closed opportunities, which generally runs around $2.5K. Opportunity job average tells you what flows through the business; closed average sale tells you what your sales conversations actually produce.
Industry benchmark: the blended number depends almost entirely on your replacement mix. Demand-service tickets typically run $350-$650; replacements and installs run $8K-$15K+. A shop completing one replacement for every ten service calls will blend out around $1,000-$1,500 per opportunity job; service-heavy shops sit lower.
Most companies underestimate the optimization opportunity here. A shop averaging $1,000 per opportunity job across 1,000 annual jobs ($1M revenue) that moves that average to $1,100 — through better scoping, options-based proposals, and disciplined pricing — adds $100K of revenue with zero additional leads.
4. Customer Acquisition Cost (CAC)
Total marketing spend divided by new customers acquired in a period.
Formula: Marketing Spend ÷ New Customers = CAC
Industry benchmark: $150–$400 per customer depending on market and channel. LSA is usually $100–$200 per customer. Paid ads can be $300–$500.
To make this meaningful, multiply by average customer lifetime value (LTV). If your CAC is $200 and your LTV is $2,000 (e.g., 5 jobs over the customer lifetime × $400 ATS), your LTV:CAC ratio is 10:1—very healthy. If LTV is $800, the ratio is 4:1—tighter but still workable. Below 3:1, your unit economics are broken.
5. Service Agreement Penetration
The percentage of your customer base on recurring maintenance plans — what ServiceTitan calls memberships. The agreements themselves are small dollars (typically $150–$250/year), but each one is a contracted touchpoint that drives upsells, additional service work, and replacements when systems age out.
Industry benchmark: 15–35% of customers should be on some form of agreement or recurring service. PE platforms hit 25–40% because they systematically pitch agreements and bundle them with financing. Independents average 10–20%.
The agreement revenue itself is modest. The real value: a customer on a maintenance plan is significantly more likely to hire you for the next replacement, major repair, or upsell — and you have two contracted opportunities per year to identify those needs. Track penetration not for the agreement revenue, but as a leading indicator of your future replacement pipeline.
How These Metrics Connect: The Revenue System
Your revenue is a chain, and each metric is one link:
Revenue = Booked Calls × Close Rate × Average Ticket
Revenue per technician then tells you whether you have the capacity to grow that number — or whether you’re paying for capacity you aren’t using. Three levers, in order:
Improve close rate (better sales process, better qualifying, options-based proposals). +5 points of close rate is +5% revenue with zero new leads.
Increase average ticket (better scoping, upselling, disciplined pricing). +$50 per job on 1,000 jobs = +$50K revenue.
Add capacity last. A new truck is a $400K–$600K revenue bet — make it only after the first two levers are optimized, or the new tech just inherits your broken close rate.
Pulling These Metrics from ServiceTitan and Field Management Systems
If you use ServiceTitan, your data is already there. Here’s where to find it:
- Booking rate: Dashboard business-metrics modules, or the Calls screen — booked vs. unbooked by CSR
Close rate and conversion rate: Reports → All Reports → Technician Performance (or the Technician Close Rate by Job Type report)
Average ticket: Dashboard → Opportunity Job Average, or the prebuilt Revenue report under the Business Unit and Technician dashboards
Lead source attribution: Marketing → campaign attribution (Marketing Pro if you have it)
Memberships: Reports → search “Customer Memberships”; Follow Up → Expiring Memberships for renewals
If you’re still on paper, spreadsheets, or a basic CRM, this is your wake-up call. You cannot manage what you cannot measure. ServiceTitan realistically runs $245-$500 per technician per month plus a real implementation cost, and lighter platforms like Housecall Pro start far cheaper — either way, the visibility pays for itself.
What PE Buyers Are Looking For
When a private equity firm evaluates your business, they pull these exact metrics. Here’s what they care about:
- Close rate by channel and revenue per technician – Can they optimize marketing spend post-acquisition? Is there ROI upside?
- Service agreement penetration – How much recurring revenue is already locked in? Room to expand?
- Customer retention and LTV – Are customers sticky? What’s the durability of revenue?
- Scalability of sales process – Can they 2x your leads and 3x your team without the close rate falling? (Most can’t.)
Companies with clean metrics, strong revenue per technician, high close rates, and healthy membership penetration command premium multiples — in today’s market, 5-10x EBITDA depending on size. Companies where these metrics are fuzzy or declining trade a full turn or two lower.
Next Steps: Build Your Sales Dashboard
Pick one metric. Calculate it for the last 12 months. Then do this every month:
- Track leads by source
- Track jobs completed by source
- Calculate close rate by source each month
- Calculate average ticket size and revenue per technician
- Count active service agreements
Once you have visibility, you can optimize. Our guide on operational reporting for home services walks through setting up dashboards and connecting field data to profitability.
Want help building your sales dashboard?
We help home services companies pull these KPIs from ServiceTitan, build a monthly dashboard, and identify which lever moves the most revenue — close rate, ATS, channel mix, or pipeline depth.
About the AuthorMatthew MooneyMatthew Mooney is a co-founder of Profitability Partners and a former private equity professional with deep experience in home services M&A. Over the course of his career, Matthew has reviewed over 200 acquisitions of HVAC, plumbing, roofing, and electrical companies. He previously worked at Apex Service Partners, one of the largest residential home services platforms in the country — giving him a rare, buyer-side perspective on what drives valuation, profitability, and deal structure in the trades. He now helps contractors and home services business owners optimize their financials, plan for exits, and maximize the value of their companies.
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Matthew Mooney
Matthew Mooney is a co-founder of Profitability Partners and a former private equity professional with deep experience in home services M&A. Over the course of his career, Matthew has reviewed over 200 acquisitions of HVAC, plumbing, roofing, and electrical companies. He previously worked at Apex Service Partners, one of the largest residential home services platforms in the country — giving him a rare, buyer-side perspective on what drives valuation, profitability, and deal structure in the trades. He now helps contractors and home services business owners optimize their financials, plan for exits, and maximize the value of their companies.
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