Lawn Route Pricing Sheet
Route SheetWhat each property pays per crew hour, with the drive counted.
The price was set once and the drive was never in it. A far customer on a low price can quietly cost more in crew time than it bills, and nothing on an invoice, a schedule or a bank statement will ever show you which one it is.
You quoted the property once, standing in the driveway, and the price has not moved since. This works out what each one actually pays for an hour of your crew’s day — drive included — and which of them are past the interval you set. Nothing here suggests a price or a rate you should be hitting.
About this tool
Lawn Route Pricing Sheet: what it solves
A route business is priced per property and paid for per hour, and those two things never meet on paper. The Lawn Route Pricing Sheet puts them together: what a property pays, divided by the crew time it actually takes — with the drive to it counted, because a twenty-minute drive to a thirty-minute job is a fifty-minute job whatever the invoice says. That single inclusion is usually the whole finding, since the properties that lose money are almost never the slow ones, they are the far ones. It works out the round’s own rate over the same rows the money is summed on rather than averaging the per-property rates, which would weight a ten-minute stop the same as a two-hour one. It also says which properties are past the interval, reusing the same date arithmetic the Recall Due List uses on a patient. It suggests no price, no interval and no rate you should be hitting, and it will never tell you to drop a customer — a property that loses money can still be the reason you got the street, and a page cannot see that.
The properties that lose money are the far ones, not the slow ones
This is the finding, and it is almost always the same finding.
A route business charges per property and pays per hour, and those two numbers never appear on the same piece of paper. So when a round is not making what it should, the search goes to the slow jobs — the big lawn, the awkward one with the gate, the house with the dogs.
Count the drive and the picture changes. A twenty-minute drive to a thirty-minute job is a fifty-minute job, whatever the invoice says. The property that pays well for the work and sits eleven minutes past the last stop is the one quietly costing you, and no invoice will ever show it, because the drive is not on the invoice.
Per crew hour, with the drive in it
Each property’s price divided by the crew time it actually takes, drive included. One number per stop, in money per crew hour, so every property on the round is comparable to every other one on the one measure that matters.
That is it. There is no scoring, no ranking of customers, no traffic light. A number per stop and the two figures it came from.
The round’s own rate is worked over the rows, not averaged across them
This one is technical and it changes the answer.
Averaging the per-property rates weights a ten-minute stop the same as a two-hour one. Twenty small jobs at a good rate and four big ones at a poor rate produces a comforting average and a bad week.
This sums the money and sums the time and divides once, over the same rows. That is the rate the round actually ran at. It is often worse than the average, and the gap between the two numbers is itself worth looking at — a wide gap means your good rates are on your small stops.
It also says what is past its interval
The same date arithmetic that tells a clinic which patients are overdue tells you which properties are past when you said you would be back.
A route drifts. A week of rain, a truck down, a crew short, and two streets slip without anybody deciding they should. This lists them by how far past they are, furthest first, which is the order you would actually work them.
What it replaces
The suspicion that something on the round is not paying, which everybody who runs a route has, and which nobody has the evening to prove. Or the spreadsheet with drive time left out of it, because drive time is the annoying thing to collect and the whole reason the spreadsheet says everything is fine.
You set your properties, your prices and your times once. Each pass after that is a read.
Who it is for
Lawn crews, cleaners, pest control, pool service, mobile repair — anything worked as a route, where the money is priced per stop and the cost is paid per hour.
What it will not do
It will never tell you to drop a customer. This is the important one. A property that loses money can be the reason you got the street, the one the neighbor saw, or the elderly customer you keep because you keep them. A page cannot see any of that, and a tool that ranked customers by profit and put a red mark next to one would be handing you a decision it has no standing to make.
It suggests no price and no interval. What a stop is worth and how often you go back are yours.
It names no rate you should be hitting. There is no target in here, from a survey or anywhere else.
Nothing you type is sent anywhere. The arithmetic runs in your browser. Your customer list and your prices stay on the machine you typed them on. Close the tab and it is gone.
Yours would be built the same way.
This one runs on made-up data. The version built for your business runs on yours, and you own it outright. Builds start at $1,300. That is a floor, not a quote. What yours costs is agreed before any work begins. The first conversation is free.