Volca Newsletter
Why are your service managers handling payroll?
how to limit their admin work in ServiceTitan
I’ve spoken to 200+ profit driven operators in the past 6 months and one of my biggest takeaways is that every employee at their shop does 1 of these 5 things
Generates Revenue
Saves Money
Builds the brand
Establishes the culture
Or strengthens relationships
And now as you read this I challenge you to think about the service manager position and apply this criteria.
A great service manager should be coaching your techs on call performance, riding along to develop the junior guys, identifying who is ready for more responsibility, and holding the team accountable to the standard you've built.
They are one of the highest leverage roles in your entire company.
Instead, a lot of service managers are spending Tuesday afternoon reconciling commission spreadsheets and figuring out what their team should get paid.
They are cross-referencing ServiceTitan exports, manually calculating bonus lines, fielding calls from techs who don't understand their pay, and fixing errors before anyone notices. This happens every single week without fail.
That is not an example of prioritizing revenue, ops, culture, or coaching.
That's data entry with a manager title.
Ryan Wilson is the Division Manager for the electrical team at Cornerstone Pros. Before Volca, he was manually processing commissions one at a time every pay period. Every line for every tech.
Now Volca pulls the data from ServiceTitan, calculates commissions instantly, and sends each tech their breakdown directly so they can verify it themselves. Ryan only gets involved when there's a special circumstance that needs his judgment.
His day-to-day admin involvement in payroll dropped 90%.
His team is 100% satisfied with the accuracy and the process.
And Ryan gets to do what he was actually hired to do.
The shops that scale well are ruthless about this.
They don't let their best operators get buried in admin. They build systems so that the people with the highest leverage on your business are spending their time on the things that actually move it.
Your service manager is not a payroll manager. Build your back office like it.
Don