Questions about Village San Juan, answered in the words of the people who did the work. The engagement itself is on its own page.
What changed once the new operating model was in place?
We do not have access to their annual reports or financials, so we cannot give you the board's numbers. Our pricing went up a little. What changed most was communication with the board. We put in a proactive daily log the board could review. Calls and emails that used to reach us at the corporate level a few times a week dropped to a few times a year, because the field work was documented every day and the board could see it. From a communication standpoint, escalations basically went to nothing.
What made the operating design credible enough for the board to retain a vendor it had every right to replace?
Not a lower price. Continuity was the one thing we could not honestly promise, because the person who provided it was gone. So the second pitch brought something a board could vote for. Routine maintenance on one queue with a calendar. A separate crew for emergencies, sized to how fast a truck can physically arrive. Severity windows written down. And a report on the board's desk on a schedule, not only when something went wrong. Every one of those could be written into the contract and measured, so the board was voting on promises it could hold us to.
What did the move from a flat retainer to a retainer plus annual services solve?
Forecasting. Under the flat retainer, extra items were billed as they came up. With retainer plus annual services, the board could see the year's work, what it cost and when it would be done. We had enough history to price it cleanly, and it saved them from making decisions month to month.
What did moving the operation onto Buildertrend change?
It was all about reporting. The board could log in and track everything daily, and the only mandatory thing was that our team on site had to report every day, which they did. After that we barely heard from the board.