This years model was based on utilizing a GM for all contact with

customers, as well as sales. The GM was to pursue new contracts,

develop a working relationship with current customers (to allow for
growth through repair and renovations), to develop relationships with
property management companies, to track inventory, to maintain
communication with the regional supervisors to track on-going issues.
Essentially the GM was overall responsible for all day-to-day
operations.
The (2) regional supervisors are responsible for health inspections, as
well as being available to supervise and assist the techs in the field.
Daily there are 5 two-man teams on the road Mon Sat to complete
field maintenance and pool cleaning.
Much like in years past, we struggle with payroll, inventory control,
vehicle up-keep, customer retention, and sales growth.
I think that if we change the working model, we can increase profit,
reduce overall payroll, improve customer retention, and foster longterm growth.
I believe the GM roll is essential. For now, I believe the GM should
focus 60% on current contracts, and 40% on new business growth. In
the last several years, we have lost customers that have signed new
contracts as well as allowed their new service company to complete
needed renovations that WE have identified (i.e. Suwannee Station).
Maintenance Supervisor
I think the Regional Supervisor position should be changed to
maintenance technician. In all reality, other that being available for
techs (under the current model) this position is not a true supervisory
position. Quenton and I check on the work of the current crews, but
have no real authority to foster change when we identify sub-par work.
In many cases, we are verifying that work has not been completed, and
finishing the work ourselves. By converting to a maintenance tech, the
work is completed by employees that have demonstrated a higher
level of trust.
The individuals in this position should be salary based. I would
recommend basing this salary on an hourly rate of $11.00 hour
($22,000) to $13.00 hour (26,000); with a retention bonus based on
contract renal ($50 a pool).
These individuals should be assigned between 30 and 40 pools based
on area, experience, and needs of SPS.

One individual should be assigned Gwinnett, Hall, Forsyth

One Individual should be assigned Fulton, Dekalb
One Individual should be assigned Cobb, Cherokee

During the off season these individuals should focus on winter

maintenance of their pools, as well as preparations for the upcoming
pool season, to include inventory forms and delivery of supplies and
chemicals.
These individuals are the face of SPS with the customer at the pool
deck, and should be available as needed.
These individuals should visit each property a minimum of (2) times
weekly, test chemistry, complete pump room maintenance, deliver
supplies. Based on contractual obligation or other need, these visits
can increase.
These individuals will be responsible to ensure the pool has all needed
items to pass health inspection, that are required by contract, that the
pump room equipment is maintained.
These individuals should ensure the cleaners are completing their job
as requires, as well as making work lists for later visits. (i.e. service
vac)
These individuals should develop familiarity with their pools to assist
with completion of repair bids.
This will allow SPS to tighten standards, as well as maintain
accountability at pools, reducing many of our current issues.
Pool Cleaner
We should have 5 cleaners, running a route of 10 12 pools a day,
focusing purely on cleaning pools and rest rooms. Again this allows
these individuals to focus on keeping our customers happy. These
individuals should be paid a flat weekly rate based on a 40-hour
work-week. At $10 an hour, this is only $400 a week. This model is
used by the Gwinnett Public School System to pay bus drivers. Each
individual still keeps a time-sheet, but hours above the standard work
week are considered comp time and thus are paid during summer
months (off season).

The GM could also hire enough cleaners to ensure no employee other

than those on salary work more than 40 hours.
With this model, and our current number of contracts, SPS could
operate with 14 employees 1 GM, 3 techs, and 10 cleaners.