Pricing & Gross Margin

Pricing in field services has to cover more than labor and materials. It must cover labor burden, travel time, dispatch, callbacks, equipment, fleet, insurance, overhead, taxes, and target profit.

Pricing inputs

Input	Why It Matters
Direct Labor	Technician or crew wage cost.
Labor Burden	Payroll taxes, benefits, workers comp, insurance, and related costs.
Materials	Parts, supplies, inventory, disposal, permits, and job-specific materials.
Travel Time	Unbilled drive time that consumes technician capacity.
Truck Cost	Fuel, maintenance, insurance, lease/payment, and depreciation.
Callback Allowance	Expected rework and warranty leakage.
Overhead Allocation	Dispatch, office, management, rent, software, marketing, and admin.
Target Profit	Owner return and reinvestment capacity.

Simple pricing formula

Direct Labor
+ Labor Burden
+ Materials
+ Truck / Equipment Cost
+ Travel Time Cost
+ Callback Allowance
+ Overhead Allocation
+ Target Profit
= Required Price

Pricing red flags

Gross margin varies wildly by job type.
Technicians are busy but gross profit is flat.
Small jobs consume too much dispatch and travel time.
Materials are marked up inconsistently.
Callbacks are treated as operations issues, not margin leakage.
Competitor pricing drives decisions more than cost structure.

Price from cost and margin, not guesswork.

Use the pricing and margin calculator to understand your required job price before work is sold.

Open pricing calculator

Frequently asked

How should a field services business price its jobs?

Price from cost and target margin, not guesswork: start with fully loaded labor, materials, and overhead, then apply the markup needed to hit your gross-margin target. Pricing off competitors or instinct is how crew-based businesses quietly erode profitability.

What inputs go into a field services pricing formula?

Direct labor and labor burden, materials, subcontractor costs, and allocated overhead, plus the gross-margin target the business needs to be sustainable. Leaving any of these out — especially labor burden and overhead — produces prices that look profitable but aren't.

What are the warning signs of a pricing or margin problem?

Winning nearly every bid, margins that vary widely by job with no clear reason, busy crews but thin profit, and prices that haven't moved as labor and material costs rose. Each suggests pricing isn't tied to real cost and margin.