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LEGACYBUILT PARTNERS · OPERATING ACCOUNTABILITY

A clear owner.
For every operating commitment.

Define who acts, who approves and what evidence matters. Build an agreed management rhythm around the entire business—not disconnected activity metrics.

Explore the seven-stage Operating Engine

PROPOSED RESPONSIBILITIES · NEGOTIATED RIGHTS

Accountability without ambiguity.

Owners retain strategic direction, local team and brand responsibilities, and capital decisions as negotiated. LegacyBuilt is accountable for the agreed growth, operations, systems, reporting and KPI cadence—not for guaranteed gains.

AreaOwnerLegacyBuiltAgreement & evidence

Strategic direction

OwnerRetain the negotiated strategic direction and reserved approvals.

LegacyBuiltTranslate agreed priorities into an operating plan and report progress.

Agreement & evidenceWritten scope, priorities and change approvals.

Local team & brand

OwnerLead the local team, brand and customer relationships as agreed.

LegacyBuiltSupport training, capacity planning and operating standards within scope.

Agreement & evidencePersonnel authority, brand changes and escalation agreed in writing.

Capital & budgets

OwnerRetain capital decisions and budget approvals as negotiated.

LegacyBuiltPrepare costed initiatives and transparent implementation proposals.

Agreement & evidenceFunding commitments, spend limits and capital approvals.

Growth & operations

OwnerProvide local expertise, service delivery and agreed implementation resources.

LegacyBuiltBe accountable for executing agreed growth and operating work—not guaranteed results.

Agreement & evidenceNamed initiative owner, baseline, cost treatment and review date.

Systems & data

OwnerProvide agreed access and approve permitted uses of company data.

LegacyBuiltBe accountable for agreed systems, reporting quality and data controls.

Agreement & evidenceData definitions, access permissions, reconciliation and transition terms.

KPI cadence

OwnerParticipate in reviews and approve local corrective actions.

LegacyBuiltMaintain the agreed scorecard, review cadence and action follow-through.

Agreement & evidenceWeekly operating review; monthly financial reconciliation, if agreed.

This proposed framework is not a grant of legal authority. Personnel control, retained rights, budgets, data access, fees, remedies and termination are case-specific. No unilateral team or capital decisions are implied; signed agreements and counsel review govern.

  1. 01

    Define

    Document the metric, baseline, data source, accountable person and approval boundary.

  2. 02

    Review

    Use the agreed cadence to review exceptions, actions, costs and evidence—not just dashboards.

  3. 03

    Reconcile

    Tie job activity to monthly financials and collected cash before crediting EBITDA gains.

  4. 04

    Resolve

    Record corrective actions and escalate unresolved decisions under agreed provisions.

CAPACITY. QUALITY. CASH. CONTINUITY.

Why the whole system matters.

An improvement at one stage can move the bottleneck, not remove it. Each handoff needs a receiving team, a capacity check and evidence that the work reached the next stage.

  1. More leads

    Booking capacity

    Demand spend can rise while unanswered calls never become jobs.

    Check the handoff
    Connect demand budgets to answer rate and available appointment capacity.

  2. Better booking

    Dispatch capacity

    Booked demand can outrun technician capacity and create delays or cancellations.

    Check the handoff
    Check completion rate, skills coverage and promised appointment windows.

  3. More jobs

    Collections

    Completed work can look productive while invoices or customer payments remain outstanding.

    Check the handoff
    Reconcile completed jobs, billed revenue, receivables and collected cash.

  4. More memberships

    Retention

    New members do not create recurring economics if renewals and service obligations are neglected.

    Check the handoff
    Measure fulfilled service, renewal cohorts and net repeat-customer contribution.

LEADING ACTIVITY → LAGGING FINANCIAL EVIDENCE

The operating scorecard.

One hypothetical monthly cohort. Every number below is an example—not LegacyBuilt performance, a target or an industry benchmark. Definitions and source systems must be agreed before comparison.

  1. 01

    Calls

    1,000

    Count eligible inbound calls in the review period.

    Deduplicate repeat attempts; agree which calls are qualified.

  2. 02

    Answered

    900 · 90%

    Answer rate = answered calls ÷ eligible calls.

    900 ÷ 1,000 = 90%. Answered is not booked.

  3. 03

    Booked

    540 · 60%

    Booking rate = booked jobs ÷ answered eligible calls.

    540 ÷ 900 = 60%. Use linked call-to-job records.

  4. 04

    Completed

    486 · 90%

    Completion rate = completed jobs ÷ booked jobs.

    486 ÷ 540 = 90%. Track cancellations and capacity.

  5. 05

    Average ticket

    $500

    Average ticket = recognized job revenue ÷ completed jobs.

    486 × $500 = $243,000 recognized job revenue.

  6. 06

    Gross profit

    $109,350

    Gross profit = job revenue − direct labour, materials and agreed direct costs.

    $243,000 × 45% assumed gross margin. Not EBITDA.

  7. 07

    Cash collected

    $230,850

    Cohort collection rate = cash received against cohort invoices ÷ invoiced cohort amount.

    $243,000 × 95% assumed collection rate; same invoice cohort, excluding tax.

  8. 08

    Repeat customer

    20%

    Repeat rate = customers with repeat completed work ÷ unique serviced customers.

    90 repeat customers ÷ 450 unique customers in the defined cohort/window.

Calls → answered → booked → completed → average ticket → gross profit → cash collected → repeat customer. Link the records; do not multiply unrelated monthly counts. Gross profit excludes overhead and agreed support costs, which must be deducted to reach EBITDA. Collections measure cash conversion, not extra profit. Revenue recognition and collection timing differ; membership cash is not automatically earned revenue. Repeat-customer rate is a cohort measure, not another sales multiplier.

QUALITY OF EVIDENCE, NOT A PROMISED EXIT

Institutional readiness.

Make the business easier to understand, govern and operate. Readiness can improve the quality of a future conversation; it does not establish a buyer, exit timing or valuation multiple.

  • 01

    Normalized financials

    Reconciled monthly statements, documented non-recurring adjustments and an agreed entry EBITDA baseline.

  • 02

    Leadership depth

    Named operational leaders, delegated decisions and evidence that key roles have coverage.

  • 03

    Owner independence

    Documented approvals, repeatable playbooks and operations that do not stop when the owner steps away.

  • 04

    Recurring revenue

    Membership cohorts, renewal rates and service obligations reconciled to recognized revenue—not signups alone.

  • 05

    Data integrity

    Consistent job, customer and financial definitions, controlled access and a traceable audit trail.

  • 06

    Customer concentration

    Revenue by customer, channel and service mix; assess dependency instead of assuming diversification.

  • 07

    Integration governance

    Agreed decision rights, costed system changes, data permissions and escalation or transition procedures.

Separate earnings improvement from multiple assumptions

A 10× multiple is an aspirational illustration only—not an institutional-readiness threshold, market appraisal or guaranteed exit.

Start with your business.
Agree on the work.

Discuss priorities, costs, decision rights and how progress would be measured. Applying starts a conversation; it does not finalize responsibilities or commit either party.

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