How does TradeVan handle 15–25 techs?

The dispatch board scales linearly — techs are rows, jobs are blocks, more of both is more of the same view. Roles are baked in (owner, office, tech), so a growing shop with two office managers and 20 techs has the right per-role scoping. Reports pivot per-tech so you can see who's carrying which portion of the shop's revenue.

What reports do owners actually use for growth decisions?

Per-tech revenue (who's carrying what) plus per-tech labor and travel hours — pivoted straight from the Arrived, Start, and Done timestamps the techs already stamp on every job. Month close-out PDF gives the owner's book a clean summary at the end of every month. Outstanding invoices flag collection follow-up. All exports to CSV.

Can I plan capacity from the data?

Yes. Per-tech labor hours show who is at the top of their week; revenue-per-tech shows margin by person; the month close-out surfaces the trend line. You're making capital decisions on numbers, not intuition.

What about multiple office managers?

Add as many office-role users as you need. Every office-role user has the same view of dispatch, customer records, and invoicing. Two dispatchers on the same board see each other's moves live — no double-booking, no 'who was going to call Mrs. Jenkins' confusion.

How does pricing scale as we grow?

$29 base + $19/user after the first two. A 15-tech shop pays $276/month. A 25-tech shop pays $466. Same feature tree at every size. There's no volume discount and no volume markup — the math is the same math whether you're 3 techs or 23.

Growing businesses

HVAC software for the shop growing from 10 to 25 techs.

At this size, growth decisions run on numbers. Who's carrying revenue. Who's bottlenecked. What margin looks like per job type. TradeVan turns the timestamps your techs already stamp into the reports your owner needs.

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What changes at 10–25 techs

The five-tech shop coordinates. The 15-tech shop measures. The dispatch board still handles today, the calendar still handles next week, but the load-bearing question is different: is the tech we hired in March pulling their weight? Do we need to hire another? What was gross margin on last month's install jobs?

TradeVan's reports pivot straight off the timestamps your techs already stamp every time they mark Arrived, Start, and Done. There is no separate timesheet. Per-tech revenue, per-tech labor + travel hours, and month close-out PDFs come from the same job records the office is already looking at.

Reports

Per-tech revenue, per-tech hours, month close-out

The numbers that drive hiring decisions. Who's carrying which portion of the shop's revenue. Who's logging the most labor and travel hours per week. Month close-out gives the owner's book a clean summary.

Profitability

Margin per job, not just revenue per job

Line items carry both price and cost. Reports surface gross margin per job type so you know install margin vs service margin vs maintenance margin without an accountant reconciling every month.

Owner profitability report showing revenue by job and gross margin — the numbers that drive capital and hiring decisions

Two office managers, no double-booking

At 15 techs, one dispatcher isn't enough. TradeVan supports multiple office-role users on the same dispatch board — each sees the other's moves live. No 'who was going to call Mrs. Jenkins,' no double-booking, no split calendar to reconcile at the end of the day. Just two people working from the same reality.

Owner dashboard summarising open work orders, revenue this month, and outstanding invoices for a growing shop

Owner view

How the whole shop is running, at a glance

Open work orders, revenue this month, outstanding invoices, collection follow-up. The dashboard is the first thing you open in the morning and the last thing you close before you leave.

Frequently asked questions

How does TradeVan handle 15–25 techs?: The dispatch board scales linearly — techs are rows, jobs are blocks, more of both is more of the same view. Roles are baked in (owner, office, tech), so a growing shop with two office managers and 20 techs has the right per-role scoping. Reports pivot per-tech so you can see who's carrying which portion of the shop's revenue.
What reports do owners actually use for growth decisions?: Per-tech revenue (who's carrying what) plus per-tech labor and travel hours — pivoted straight from the Arrived, Start, and Done timestamps the techs already stamp on every job. Month close-out PDF gives the owner's book a clean summary at the end of every month. Outstanding invoices flag collection follow-up. All exports to CSV.
Can I plan capacity from the data?: Yes. Per-tech labor hours show who is at the top of their week; revenue-per-tech shows margin by person; the month close-out surfaces the trend line. You're making capital decisions on numbers, not intuition.
What about multiple office managers?: Add as many office-role users as you need. Every office-role user has the same view of dispatch, customer records, and invoicing. Two dispatchers on the same board see each other's moves live — no double-booking, no 'who was going to call Mrs. Jenkins' confusion.
How does pricing scale as we grow?: $29 base + $19/user after the first two. A 15-tech shop pays $276/month. A 25-tech shop pays $466. Same feature tree at every size. There's no volume discount and no volume markup — the math is the same math whether you're 3 techs or 23.

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