Win the Day

Month to date

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Pace is the budget spread evenly over the month's weekdays. Goal to date = daily goal × weekdays elapsed. The gap is cumulative: every day short of pace adds to it, and every day over pace pays it back.

The two bands above the actual line are work that has been performed, in every trade and department, but has not reached revenue because the job is not closed. What it is worth comes from the income line items on the job's invoice — the same money that lands in revenue when the job completes, so the band converts into the line rather than approximating it. When it was earned comes from the appointments actually completed, weighted by man-hours (duration × technicians assigned). Invoice item dates are deliberately not used for timing: labour lines are placed when the job is booked and material lines arrive on PO receipt or transfer, so neither tracks when the work was performed. Only the share worked this month counts, and a job leaves the bands the day it completes.

How much of a job counts as earned is that job's completed man-hours divided by how big the job is — every appointment on it, worked, booked or parked on hold, or the labour hours sold on its estimate, whichever is larger. It is deliberately not divided by the hours already worked: that ratio reaches 100% the moment the completed appointments are completed, so a job sold and given one short ticket to pull the permit would book its entire invoice off an hour of work. Booked hours catch the jobs whose remaining work is on the calendar; the sold estimate catches the ones where it was never booked at all. Open any job in the list to see which of the two set its denominator.

The amber slice is the part on jobs that, as of that day, had no appointment of any kind still ahead of them and were not complete — worked, priced, and nothing booked to finish it. Appointments on hold are not "ahead": a job parked on hold earns only what it has worked and reads as stalled. An appointment booked for that day itself counts as ahead unless it is already done, so work on today's board is not flagged as missing. The test is applied per day, so the history is honest rather than back-dated from today.

Capacity consumed at no revenue is field time that produced nothing: recall (we went back out on our own work), warranty, free work (the job invoiced nothing and the project it belongs to sold and billed nothing either), and unbilled overage (a job that worked past its sold hours and never billed the difference — only the excess hours count, never the whole job). Each is valued at that department's revenue per billable man-hour over the trailing 60 days, less anything the job did recover. Jobs carrying hours but no revenue of their own are kept out of that rate: they are install jobs whose money sits on a sibling job, and leaving them in drags the install rate from about $248/hr to $169/hr. ServiceTitan's no charge flag is deliberately not used — it is set on roughly a quarter of completed jobs, including many carrying real revenue.

That figure is opportunity cost, not revenue. It is what the hours were worth at the rate the department actually achieves, and it only converts into money if there is demand waiting to fill the hour. Switching it onto the chart shows where the month could have landed; it is never added to revenue anywhere else on this page, and it should not be reported as revenue.

Booked past sold hours lists open jobs whose appointments — worked, scheduled or on hold — already exceed the labour hours on the sold estimate by more than 10%. Jobs that have already spent the overage are marked; the rest can still be re-scoped or written up.

Month-end projection = month-to-date revenue ÷ weekdays elapsed × weekdays in the month. It assumes the rest of the month runs at the rate achieved so far, and it does not count the bands.

Average invoice = revenue ÷ completed calls, per department, for the month so far. The sparkline is that department's daily average across the days it worked — it is a shape, not a precise series; hover the table row for the values.

Weekdays are Monday–Friday. The budget does not exclude holidays, so a holiday still counts as a working day and depresses pace for that week.