There is a version of this list with sixty metrics on it. That version is useless, because a number nobody looks at weekly is not a KPI, it is trivia. What follows is grouped by who should actually be watching it.
Revenue produced divided by hours worked. The most-watched single number in the industry, and the fairest cross-comparison between technicians on different route types. Watch it as a trend per tech, not as a monthly average across the branch.
Completed services per technician per day. Useful mainly against that technician's own history — a residential quarterly route and a commercial route are not comparable, and pretending they are is how you demoralize a good tech.
Stops completed against stops scheduled. A persistent gap here is a routing problem, a staffing problem or a documentation problem, and the three look identical on a summary report.
Return visits caused by service that did not hold. The purest quality signal available, and the one most worth putting on a scorecard, because it is almost entirely within the technician's control.
Percentage of stops with the required photos, notes and documentation. Boring, unglamorous, and the fastest thing to improve when you start measuring it.
Inbound opportunities booked divided by inbound opportunities handled, per CSR. Two CSRs on the same phone queue routinely differ by twenty points, which means identical marketing spend producing wildly different revenue. Very few companies measure this at the individual level.
Elapsed time from lead arrival to an actual human conversation. In an industry where the prospect is calling three companies, this predicts close rate better than almost anything else you can measure.
Quotes won over quotes issued. Track it per person and per lead source — a low close rate on a specific channel is a lead quality problem, not a salesperson problem.
The number that tells you whether growth is coming from more work or better work.
Accounts cancelled over accounts active, per period and per route. Cancellations cluster by route far more than most operators expect, which is exactly why the branch-level average hides the problem.
LTV against CAC is the only honest way to judge whether a marketing channel is working. The ratio matters more than either number alone.
Accounts per square mile, effectively. Density is the quiet compounding advantage in this business — it improves drive time, stops per day and margin simultaneously, which is why neighbor referrals are worth more than their close rate alone suggests.
Both are leading indicators of organic growth and both are directly attributable to individual technicians, which makes them unusually good scorecard inputs.
The most expensive number on the list and the one most often left unmeasured. Recruiting, training and the productivity gap of a new tech typically dwarf whatever the incentive program would have cost.
A metric earns a place on a technician's scorecard if it passes two tests: the technician genuinely controls it, and they can see it change within the week. Callbacks, production per hour, completion ratio, proof of service, reviews and referrals all pass. Customer acquisition cost does not — that is an owner's number, and putting it on a tech's scorecard just teaches them the score is arbitrary.
Everything else belongs on a dashboard the leadership team reviews, not in a number you ask a technician to move.
Most of these numbers are technically available in a pest control CRM. The reason they do not get used is that assembling them takes someone a day a month, by which point the information describes a period nobody can influence any more. That gap — between data that exists and data that changes behavior — is the entire reason Driven One exists.
For technicians: production per hour, callbacks, completion ratio and proof of service compliance. For the office: CSR booking rate, time to contact and close rate. For ownership: cancel rate, LTV against CAC, route density and technician turnover.
Revenue produced by a technician divided by the hours they worked. It is the most widely used cross-comparison metric in the industry because it normalizes for route length and job mix better than stop counts do.
It varies by lead mix, but the useful exercise is comparing CSRs against each other on the same queue. Gaps of fifteen to twenty points between individuals are common and represent real revenue from identical marketing spend.
Only metrics the technician genuinely controls and can see change within a week — callbacks, production per hour, completion ratio, documentation, reviews and referrals. Company-level metrics like acquisition cost do not belong on an individual score.
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