Services

Configuration work, not a findings deck.

Four areas of work, listed in the order they should happen. Most engagements start with an assessment and continue into whichever of the others the assessment says matter most.

Assessment

Find out what you actually have.

A detailed review of your tenant against how the business actually operates. You get a written findings document and a prioritized roadmap — whether or not you hire me for anything after it.

What this includes

Module-by-module utilization: what’s configured, what’s half-configured, what was never turned on.
Cost and rate integrity — labor rates, burden, equipment rates, and when each was last revised.
Item catalog health: duplicates, orphans, inconsistent units, items priced outside any list.
Division, branch, and service-line structure against how you actually report.
Template and kit coverage for the work you sell most.
User roles and permissions — who can change numbers that affect margin.
Where data is being re-keyed by a human between systems.

What you end up with

A written roadmap, sequenced by what returns the most for the least disruption. Days, not weeks.

Implementation & configuration

Start it right, or restart it.

New rollouts, stalled rollouts, and the rescue work when an implementation technically finished but never landed. The cheapest time to get this right is before go-live — if you’re still choosing a system, or have bought one and not started, that’s the best conversation we can have.

What this includes

Planning before you commit: what to decide internally, what to ask the vendor, and what your team has to be ready for.
Data preparation, so you’re not moving a mess into a new system and calling it a fresh start.
New Aspire implementations, from a working configuration through go-live.
Restarting implementations that stalled — usually somewhere around contracts or purchasing.
Module activation for the parts you’re paying for and not using.
Workflow, approval, and routing configuration that matches how decisions really get made.
Purchasing and receiving setup, including vendor and catalog alignment.
Contract and service-agreement structures for recurring maintenance.
Cutover planning, parallel-run periods, and a rollback path that exists before you need it.

What you end up with

A configuration that reflects your operation rather than the demo tenant it was copied from.

Standardization

Fix the numbers underneath everything.

Estimating, job costing, and reporting all inherit from the same handful of foundational records. When those are wrong, every number downstream is wrong in the same direction — and it never shows up as an obvious error.

What this includes

Item catalog rebuilt: naming convention, unit consistency, deduplication, and a structure that stays clean as it grows.
Labor and equipment cost rates with proper effective-date history, so last season still costs what it cost.
Burden and overhead recovery reviewed against how you actually price.
Price lists and client-tier overrides, applied consistently instead of per-estimator.
Estimating templates and kits for your highest-volume work.
Division and service-line structure aligned to the reports leadership actually reads.
A written standard, so the next person to touch it does it the same way.

What you end up with

Estimates priced off current reality, and job costing you can defend in a margin conversation.

Training & enablement

Make it stick.

Adoption is what starts moving manager time from reactive to proactive. Training is built around your configuration and your workflows — not a generic product walkthrough.

What this includes

Role-based sessions: estimators, account managers, purchasing, office, and field.
Built on your tenant with your data, so nothing has to be translated afterward.
Written SOPs and quick-reference material your team will actually reopen.
Administrator enablement — so the person who owns the system internally can own it.
Onboarding material for the next hire, so knowledge stops leaving with people.
Follow-up sessions after go-live, when the real questions finally surface.

What you end up with

A team that uses the system as designed, and an internal owner who isn’t dependent on me.

This is built for you if

You’re a landscape company doing $5M or more in annual revenue.
You’re on Aspire, about to be, or still deciding whether to be.
Commercial maintenance, installation, irrigation, enhancements — and snow, if you run it.
You’ve got someone internally who can own the system, or you want to build toward that.
You would rather someone did the work than told you what work to do.

This is probably not a fit if

You’re looking for a strategy deck rather than configuration work.
You want a software reseller, a license discount, or a vendor referral.
You need someone on site full time — this is remote-first by design.
The system is fine and the real question is leadership or finance.

Start with an assessment.

A detailed look at what you actually have, and a written roadmap that’s yours whether or not we work together after it.

Start with an assessment See how it works

Currently accepting new engagements.