Moving & Relocation
Caddy Moving
Scaling from $1M to $5M+
Caddy Moving had momentum. What they didn't have was the financial infrastructure to scale it. Revenue was tracking past $1M, but leadership couldn't see which jobs, crews, or marketing channels were actually making money. Hiring decisions were being made on instinct. Pricing was being set without unit economics. Cash flow was managed by checking the bank balance.
This is the wall most service businesses hit somewhere between $1M and $3M. Either you build a finance function that can scale, or growth gets capped by what you can't see.
The Work
Built a KPI framework grounded in unit economics
We defined the metrics that actually drive a moving business — revenue per crew hour, gross margin by service line, customer acquisition cost by channel, repeat and referral rates — and built the reporting to track them weekly. Leadership stopped guessing and started managing.
Stood up a real monthly close
Accurate, timely financials on a fixed cadence. No more "what did we do last month?" answered two months later. Decisions started getting made with current data.
Built out the team
Defined the finance and operations roles needed at each revenue stage, supported hiring and onboarding, and built the processes new hires stepped into. The team scaled because there was structure for them to scale into.
Connected operations to the P&L
The metrics the ops team watched daily reconciled to the financials leadership reviewed monthly. One source of truth, top to bottom.
In under two years, revenue scaled 5x to $5M+. More importantly, the business now runs with the visibility, reporting cadence, and finance team it needs to keep growing — and the financial credibility to support whatever comes next. We continue to partner with leadership today.
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