Built on live ServiceTitan data via Peaka. Framed around Chapter 4 of The 80/20 Principle (Richard Koch) — the idea that segment-level profitability analysis is where good strategy starts, but concentration alone doesn't tell you what to do about it. Every chart below is a lens for one strategy question.
Jan 2024 – Sep 2026 (YTD), active invoices
Monthly revenue vs. average ticket size — is growth coming from bigger jobs or more, smaller ones?
The classic 80/20 cut: which customers actually drive the business, and how exposed are we to any one of them?
| Customer | Revenue | Jobs |
|---|
Job-type revenue, classified work only. A large share of revenue still sits in legacy/unclassified job types — see the flag above — so treat this as a partial picture.
Install vs. Service, Residential vs. Commercial. Commercial and light-commercial work is named in the company's charter but is a small share of current volume.
Direct mail campaign in ServiceTitan Marketing Pro, targeting residential customers with exactly one completed job and a ticket over $79.99 (the dispatch fee). Split into three tiers by ticket size, each with its own postcard sequence and offer.
Koch's argument in "Why Your Strategy Is Wrong": an 80/20 profitability analysis is necessary but not sufficient. It tells you where the value is — the harder, more valuable move is deciding whether to double down on it, fix what's dragging on it, or restructure around it entirely.
Data source: ServiceTitan via Peaka (live query). Revenue figures are invoice totals, not gross margin — cost/labor data was not joined into this view. Generated for internal leadership review.