Your team will never believe the KPIs if you can’t prove they’re accurate. Data integrity comes before everything else on the scoreboard. We waited six months to roll out recall percentage because we couldn’t track it right yet. A wrong number on the board does more damage than no number at all.

It's really important that those KPIs are accurate and one of the areas where that breaks in our business is like, is the job type correct. How do you maintain that quality or accuracy of that data? Like, are you reviewing the dispatcher if she's marking the call accurately as an opportunity, non-opportunity? The data integrity is critical because the guys will never believe in the KPIs if you can't prove that they're actually accurate. I mean, it took us a long time to get to a place where we could actually cut the data properly. Like, when we rolled out the KPIs, the recall percentage, we didn't roll out for another six months because we couldn't figure out how to track it right. The one thing we ended up having to do is we had to cut our data outside of service tighten. I think you can cut it within there. What we were running into is we would have a manager pull a report. You wouldn't put all the variables in that the next manager would and then they're looking at two different reports. So we basically took that responsibility out of their hands. They didn't have to pull any reports. We aggregate all the data. We cut it exactly how we want to cut it. So when you talk about opportunity calls, non-ops, different things like that, I would say that the easiest thing that you could do, like off the bat, potentially create like a form within service tighten that you can, if you want to dispute a call as a technician, that they could just submit that form and it goes to an inbox or whatever. And then you can like kind of aggregate those, take a look, we can move forward. Then they at least know, hey, data integrity. All of our technicians can dispute a call, which is great. Phenomenal. Our installers do the same thing. On a job, they didn't get paid 2%. They're like, hey, show me why. Well, install manager meets with them and says, hey, this is the job. This is what you didn't do. It's on and so forth. Or if it's close, you know, hey, let's move forward and we'll figure it out.