Scaling Your Electrical Business
A staffing and growth roadmap for residential electrical service companies
“Building a business that works without you on the tools.”
A staffing and growth roadmap for residential electrical service companies
“Building a business that works without you on the tools.”
Answer a few quick questions and we’ll show you exactly where you are on the growth pyramid—and what to do next.
Most electrical businesses live at the base. Each phase has steps within it—the work you do to climb to the next level. Click any layer to jump to its breakdown.
Click a phase to jump to its detailed breakdown
Each diagram shows how work flows through four stages—Leads, Sales, Installs, and Cash—and who is responsible at each stage.
Service Techs handle demand calls—smaller same-day jobs where the tech both sells and installs. The Owner and Sales team handle opportunity calls—larger jobs that don’t sell or start same-day and require dedicated installers.
Every missed call is missed money. You can’t take a sick day. You’re the electrician, the salesman, the secretary, and the bookkeeper—and none of them get enough attention. Growth means working more hours, not building something bigger.
You’re generating leads, answering every call, running every quote, doing every install, and collecting every check. There are no systems—just hustle. Your van is your office, your phone is your dispatch board, and your reputation is your only marketing.
Stage 1: Owner-Operator — 1 Employee — $200K - $300K
You’re booked out weeks ahead, but revenue is capped because there’s only one of you. You’re turning away work or pushing it out so far customers call someone else. You know you need help—but hiring feels like a leap of faith.
The grind of getting your first person into each key position. You hired help, but you’re still the hub everything flows through. The crew exists—but the system doesn’t. You traded one kind of chaos for another. Cracking $100K/month means every core function has a person in the chair.
You’ve got an installer (maybe two) and possibly a CSR. Someone else swings the hammer, and maybe someone else answers the phone. But you’re still the main salesman, scheduler, and firefighter. If you’re not on site, the operation stalls.
Stage 2: Owner + CSR — 2 Employees — $300K - $400K
Stage 3: Owner + CSR + Installer — 3 Employees — $500K - $750K
Stage 4: Owner + CSR + 2 Installers — 4 Employees — $600K - $1M
A service tech is now running demand calls. Installers handle the bigger opportunity jobs. The CSR books the board and keeps the phone covered. Every core function—leads, sales, installs, cash—has at least one person dedicated to it. You’re still selling most opportunity calls and managing the schedule, but the shape of a real business is forming.
Stage 5: Owner + CSR + Service Tech + 2 Installers — 5 Employees — $800K - $1.3M
For the first time, you’re leading instead of doing. A dispatcher coordinates the board. A salesperson runs opportunity calls. Techs handle demand calls. Installers are in the field. You manage the operation—but everything still runs through you. Every decision, every problem, every approval lands on your desk.
The dispatcher coordinates the board and the salesperson runs opportunity calls. You’re still involved in the big deals, still making daily decisions about crew assignments and customer escalations. But you’re not on a ladder anymore. You spend your days in the office, not in the field.
Stage 6: Owner + CSR + Sales + Service Tech + 2 Installers — 6 Employees — $900K - $1.8M
Every customer-facing and field role runs without you. You’re not quoting, not installing, not dispatching. You manage people and process—training your team, reviewing numbers, building the culture. The business can run a normal day without you touching a single job.
Stage 7: Owner + CSR + Sales + 2 Service Techs + 2 Installers — 7 Employees — $1.3M - $2M
You own a business, not a job. You set the direction. Your team handles daily operations. You could take a week off and the revenue doesn’t stop. You’re thinking about the next market, the next service line, the next location—not the next truck roll.
Redundancy in every role. A second salesperson ensures no leads go unquoted. A second service tech means demand calls don’t back up. Multiple install crews run simultaneously. A lead tech or operations person handles daily coordination. You’re setting weekly priorities instead of daily fires.
Stage 8: Owner + 2 CSRs + Sales + 2 Service Techs + 3 Installers — 9 Employees — $1.5M - $2.5M
Stage 9: Owner + 2 CSRs + 2 Sales + 2 Service Techs + 4 Installers — 11 Employees — $2M - $3M
A dedicated dispatcher manages all field operations. Department leads handle their own teams. You set direction and strategy—the machine runs whether you’re in the building or not. You’re a true business owner: building leaders, watching metrics, and planning what’s next.
Stage 10: Owner + Dispatcher + 2 CSRs + 2 Sales + 2 Service Techs + 4 Installers — 12 Employees — $2.3M - $4M
Find out exactly where your business stands today, and get a personalized roadmap to your next phase of growth.