Roofing, Exterior & Construction Services · United States

Legendary Services Co.: The 3-Path Lead Qualification Triage (Raw Quote vs. Walkthrough vs. Proposal)

Owner: Greg Walton
Edge Operations Manager: Manuela Rigueiro & Eugenia Garayzabal
EdgeOS Progress: Sprints 1-5 (Workflow Processes, Playbooks, Role Library, Scorecards, and Meeting Rhythm - All Approved)
Tools Used: CRM & Gantt Boards, CompanyCam, QuickBooks, Google Sheets

01 · The "Before" Reality

The Tuesday-Morning Mess

Before Sprint 1, Greg wasted hours every week driving out to properties for full on-site walkthroughs and writing detailed multi-page proposals for prospects who only wanted a rough price check or didn't have the budget - while high-intent buyers waited days for their formal proposal.

02 · Single Constraint Diagnosis

Primary Constraint Locked In

Daily job-scheduling collisions caused by scheduling production dates before verifying material delivery and scope readiness, plus treating all inbound leads identically instead of routing them into three distinct sales paths (Raw Quote, On-Site Walkthrough, or Formal Proposal).

Stop booking every caller for an owner site visit. Diagnose buyer intent and project complexity on the intake call and route them to the minimum effective sales step (Raw Quote, Walkthrough, or Proposal).

03 · What Was Built in the Sprints

Specificity, Workflows & Playbooks

Re-engineered the Lead Acquisition & Sales Workflow in Sprint 1 to split every qualified inbound lead at first phone contact into one of three explicit execution tracks: Path A: Raw Quote (fast desk ballpark for price-shoppers), Path B: On-Site Walkthrough (field inspection required), or Path C: Formal Proposal (ready-to-scope project with known specs).

04 · Real Rollout Friction & Course-Correction

How the System Held Up in Real Life

In the initial Sprint 1 workflow draft, all three sales paths merged back into the exact same follow-up sequence too early, creating confusion over who needed an on-site measurement versus a desk quote. Greg and Eugenia stopped on the check-in call, redrew the decision diamond in the Sales Workflow, and defined exact qualification criteria (project type, photos provided, budget range) that dictate which of the three paths the Operations Manager triggers.

05 · Before vs. After Operational Shift

What changed in the work.

Operational Dimension	Before EdgeOS	After EdgeOS Install
Owner Involvement	Greg drove to unqualified site visits and wrote full proposals for tire-kickers.	Operations Manager qualifies inbound leads and prepares Raw Quotes or books Walkthroughs only for vetted prospects.
Workflow Execution	One-size-fits-all sales process; slow turnaround on formal proposals.	Explicit 3-Path Sales Workflow (Raw Quote / Walkthrough / Proposal) with dedicated Playbooks for each track.
Visibility & Cadence	No breakdown of conversion rates by quote type.	Tracked weekly in the Legendary Services Co. Scorecard across all 5 EdgeOS sprints.

06 · In Their Own Words

"I can talk, I can go out there and then pull in jobs and see customers, but then I have all this software with Gantt charts and everything, but then there's nobody managing multiple projects... We're going to be rolling out playbooks and workflow processes and scorecards... Greg's no longer the brain with a thousand hands."

Greg Walton (Owner, Legendary Services Co.) & Cole Kline

Additional Workstreams Shipped

Additional Sprint Workstream 01

Eliminating Daily Production Scheduling Collisions & Material Shortages

What was built: Built the Fulfillment & Production Scheduling Playbook and Role Library definitions, establishing a mandatory "Material & Scope Verification Gate" before any job is placed on the active production calendar.
Before: Jobs were being dropped onto the production schedule as soon as the customer said yes - before materials were ordered, confirmed in stock, or cross-checked against crew availability. Every week, a job slip or missing material order caused a domino effect that forced Greg to spend his mornings rescheduling crews and apologizing to homeowners.
Diagnosis: Separate Contract Signed from Scheduled for Production. A job cannot enter the live crew schedule until the Operations Manager completes the Pre-Production Readiness Playbook (materials ordered, delivery date confirmed, site access verified).
Rollout friction: When Manuela Rigueiro took over from Eugenia in Sprint 4 to build the Scorecards and Meeting Rhythm, the team found that daily schedule changes were still happening verbally outside the weekly meeting. Manuela locked in a structured Weekly Meeting Rhythm (Sprint 5) coupled with a daily 15-minute production readiness check so schedule adjustments happen proactively 48 hours before crews roll.

Additional Sprint Workstream 02

Installing the Role Library & Weekly Scorecard Cadence Across 5 Sprints

What was built: Completed Sprint 3 (Role Library), Sprint 4 (Scorecards), and Sprint 5 (Meeting Rhythm) for Legendary Services Co., defining clear KPIs for Sales, Production, and Administration.
Before: Everyone on the team had overlapping duties ("whoever picks up the phone handles it"), and meetings were reactive firefighting sessions with no historical numbers.
Diagnosis: Assign one single owner to every KPI in the Role Library and review those exact numbers in a fixed weekly Meeting Rhythm agenda.
Rollout friction: | Operational Dimension | BEFORE | AFTER | | :--- | :--- | :--- | | Owner Involvement | Greg was the human router for every scheduling conflict and role ambiguity. | Roles documented in the Role Library; Manuela pre-populates the Weekly Scorecard before every meeting. | | Workflow Execution | Verbal task assignments that were forgotten by mid-week. | Written Meeting Rhythm agenda tracking leading and lagging indicators week over week. |

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