Service Agreement Manager

Every visit owed under a maintenance agreement gets delivered, and every renewal is priced against what it cost to serve.

They fail in two quiet ways. A customer pays for two visits, receives one, and remembers at renewal. Or an agreement quietly becomes unprofitable because equipment aged, visits grew longer, and the price has not moved in four years.

It builds the whole term's calendar the day an agreement is sold. Every visit owed, at the agreement's interval, placed in the season the trade requires rather than spread evenly. Nobody has to remember.

It finds the visits that will not fit. Two visits owed with eleven weeks left is fine. Two owed with three weeks left is a refund conversation, and it is visible months ahead. Every month it lists the agreements running out of term and tells the schedule while there is still time.

It works the notice window, not the expiry date. Most agreements state a notice period, and it is earlier than expiry, often by enough that working from the expiry date means the renewal is already automatic or already gone.

It prices a renewal against what the agreement actually cost to serve — visits delivered, covered callbacks, parts, travel. Where cost has outrun price, it brings three options with numbers: reprice, reduce the scope, or let it go. That is your decision, not its own.

It shows you the book one agreement at a time. A book that looks healthy in total routinely contains a quarter of agreements being served at a loss, and they are invisible inside the total. Each loss is attributed to one of four causes, because ageing equipment, price drift, scope creep and a customer who calls constantly all need different answers.

When someone does not renew, it confirms their visits were actually delivered, makes one honest approach, and then stops.