Problems we solve
Which employees and teams create the most value?
Owners generally know who works hard. Far fewer can say which crew, rep or team produces the most contribution per hour — which is what compensation, staffing and training decisions should follow.
Effort is visible. Contribution has to be measured.
The problem
Performance conversations rely on impression because the financial contribution of each team is never isolated.
Why it matters
Staffing is usually your largest cost. Deciding where to add, train or restructure without contribution data is the most expensive guess a business makes.
How to know if you have this
- Compensation is set by tenure rather than contribution
- Crew or team profitability is never compared
- Revenue per employee is unknown
- Top performers are identified by feel
How Advisory Motion solves it
- 01Measure contribution by crew, team, rep or service unit
- 02Normalize for the work each was assigned so the comparison is fair
- 03Connect productivity metrics to financial outcome, not activity
- 04Use the results to inform staffing, training and incentive design
Illustrative example
Two crews, eleven points apart
Same work type, same market, an eleven-point margin difference. The gap was a scheduling and sequencing habit — teachable, and worth six figures across a year.
Illustrative composite · not a client identification
Where this connects