01
Can the growth story be reproduced?
Demand sources, booking, job completion, retention, and capacity should support the historical narrative and future plan.
Prepare / Revenue Readiness
Build the evidence before a buyer asks for it.
Revenue Readiness strengthens the revenue engine and documents how it works before the company enters a formal sale process—whether that is 12 months away, three years away, or only a future option.
Optionality without declaring an exit. A stronger, more measurable business is valuable under any ownership outcome.
Future optionality
Prepare early enough to improve the history—not merely explain it.
A formal sale process compresses time. Revenue Readiness gives the owner room to correct material weaknesses, establish a reliable record, and decide later whether to sell, recapitalize, transition internally, or continue operating.
02
Do the numbers reconcile across systems?
Channel dashboards, call tools, the FSM, customer records, and financial outcomes should use common definitions and traceable sources.
03
Is value dependent on one person or vendor?
Ownership, access, data custody, reporting logic, and recurring processes should be documented and transferable.
04
Has material leakage been repaired long enough to show?
The best evidence is an improved operating history—not a last-minute explanation in diligence.
Revenue readiness
The goal is not to look ready. It is to become more valuable and make that value easier to verify.
Repair
Improve the operating reality.
Revenue leakage, weak channel allocation, inconsistent intake, dormant customer value, and vendor dependency.
Prove
Create a defensible evidence trail.
Definitions, system ownership, historical reconciliation, recurring reports, and supporting workpapers.
Transfer
Reduce friction when ownership changes.
Documented processes, access, vendor terms, management cadence, and clearly assigned operating owners.
A readiness roadmap
Work backward from optionality—not from a rushed diligence request.
The exact calendar depends on the owner's horizon. The sequence is designed to produce operating improvement first and transaction evidence second.
Baseline
Revenue integrity assessment
Map the revenue chain, reconcile systems, identify material exceptions, and establish the current evidence quality.
Repair
Priority remediation
Address leakage, attribution, call conversion, channel allocation, customer value, vendor ownership, and reporting definitions.
Demonstrate
Build a better operating record
Track the improvements consistently so management can show sustained performance rather than a one-time cleanup.
Package
Prepare the revenue evidence
Organize reconciliations, KPI definitions, vendor inventory, system ownership, performance history, and management explanations.
Support
Enter diligence with fewer surprises
Answer revenue and marketing questions from an established fact base while advisors lead the broader transaction process.
Clear boundaries
Revenue Readiness complements the transaction team. It does not replace it.
TractionMRG owns the home-services revenue engine: marketing, calls, bookings, FSM data, customer value, vendor accountability, and reporting governance.
What this work is
- Revenue integrity and operating improvement
- Marketing and call-center evidence reconciliation
- FSM and customer-data readiness
- Vendor, reporting, and data-ownership review
- A roadmap to make performance more provable and transferable
What this work is not
- A business valuation or fairness opinion
- Accounting quality of earnings
- Investment-banking or brokerage representation
- Legal, tax, or wealth-planning advice
- A generic marketing-agency audit designed to win a retainer
Case file 01 / recent revenue-integrity reviewClient identity withheld
What management reporting said—and what reconciled data showed.
Multi-trade plumbing and HVAC operator with eight-figure revenue. The review moved from raw channel and call data through FSM job records, customer history, and revenue outcomes. The findings mattered whether the owner held, sold, or recapitalized the business.
$670K+Recoverable / year
What the evidence showed
Residential revenue opportunity was present inside existing job and customer records but absent from the growth narrative.
Evidence reconciled
FSM job history, conversion patterns, customer records, retention signals, and completed-work outcomes.
Business implication
Near-term value creation did not depend entirely on acquiring more leads; conversion and retention repair could surface existing demand.
$152KCSR leakage / year
What the evidence showed
Qualified inbound demand was being lost to hangups, inconsistent intake, and mishandled calls before a booked appointment.
Evidence reconciled
Call recordings, disposition data, booking outcomes, call-center patterns, and downstream job value.
Business implication
The company carried a measurable revenue leak that required an operating fix, not an increase in media spend.
~41×LSA return
What the evidence showed
A standout Local Services Ads channel remained underfunded while lower-return directory spend continued.
Evidence reconciled
Channel spend, call and booking records, completed jobs, revenue attribution, and comparative vendor performance.
Business implication
Budget reallocation offered a faster value path than simply increasing total marketing expense.
The work product
Evidence an operator can act on—and a future buyer can follow.
Every exception is tied to evidence, materiality, an owner, and a dated action. The package changes by engagement, but the standard of proof does not.
TRM / FS-01
Findings Schedule
FindingRevenue path does not reconcile
MaterialityHigh / operating impact
OwnerRevenue operations
Exception logged · evidence linked
TRM / RR-02
Revenue Reconciliation
SourceChannel and campaign
BookedCall disposition matched
JobCompleted revenue verified
Source → call → job → revenue
TRM / CA-03
Call Disposition Audit
SampleInbound qualified calls
LeakHangup / mishandled
ValueAnnualized booked revenue
Revenue leakage quantified
TRM / RD-04
Readiness Roadmap
NowRepair material leakage
NextNormalize evidence
FuturePackage transferable process
Priority · owner · horizon
TRM / KPI-05
KPI Dictionary
MetricBooked-call revenue
RuleCommon definition
SystemAuthoritative source
One definition across locations
TRM / 100-06
Action or Integration Plan
ActionRepair tracking ownership
DueDated milestone
AcceptEvidence-based criterion
Owner · dependency · due date
ME
Portrait position reserved for final principal photography
The operator in the room
Mike Emerich, Principal
TractionMRG is led by a strategist with three decades in home-services marketing operations—deep in FSM data governance, Google Ads and Local Services Ads, Google Business Profile at portfolio scale, GA4, call-center performance, and vendor accountability.
30+Years in home-services marketing operations
DirectNo junior-team handoff
FixedDefined scope and dated work product
info@tractionmrg.comBoise, Idaho
Confidentiality & conflicts
TractionMRG works with operators, owners, sellers, investors, and platforms. It does not represent opposing parties in the same transaction, and every engagement is subject to confidentiality and conflict review.
Confidential review
How ready should the revenue story become?
Share the likely planning horizon, the current condition of reporting and systems, and the future option you want the business prepared to support.
DIRECT TO THE PRINCIPAL
RESPONSE WITHIN ONE BUSINESS DAY
NOTHING SHARED WITH THIRD PARTIES
RESPONSE WITHIN ONE BUSINESS DAY
NOTHING SHARED WITH THIRD PARTIES
Prefer email? info@tractionmrg.com