About Moving Company Cleanup

I'm not a generic consultant. I own a seven-figure logistics company myself and have lived through the operational problems that come with a growing physical-service business: work that isn't documented, office jobs that depend on the owner, messy billing, and underpriced work.

I dug myself out by doing exactly this: outlining every job in the business, creating Standard Operating Procedures for each job, hiring around them, and tightening pricing.

When I took over, it was basically a 24/7 job. I was dispatching nights and weekends and doing invoices by hand. Weekly invoicing alone was eating close to 10–12 hours per week. After I did this work, I brought on a small back-office team so I almost never touch the phones anymore, and we cut invoicing down to about 2 hours per week with clear SOPs and a simple system.

It's still a hard business, but it's not a hostage situation anymore.

On the money side, I use the same process I'm offering you to clean up underpriced work and tighten our rates. One simple rate change on a single customer added about $25,000 a year in profit by itself.

Moving companies may have a different revenue model than my logistics company, but the principle is the same: when you understand what each job and customer actually costs, you can stop undercharging and get paid properly for the work you already do.

I have not owned a moving company. What I have done is solve the same category of problems: owner dependence, unclear responsibilities, weak handoffs, and work that is not priced properly.

This 8-week cleanup is the shortcut I wish I'd had.