How much revenue should a plumbing company generate with one, five, 10, or 20 service trucks?
There is no single number that applies to every plumbing business. Truck count is a useful indicator of operating scale, but revenue depends on how effectively those trucks and technicians are used. Pricing, average ticket, jobs completed per day, technician utilization, residential versus commercial work, geography, service mix, and management systems can all create large differences between companies with similar fleets.
For owners comparing their company with the market, revenue per service truck can therefore be a useful operating benchmark—but it should not be treated as a stand-alone measure of profitability or business value.
Current published benchmarks illustrate the range. One 2026 industry source places plumbing revenue per technician at approximately $185,000 to $220,000 at the median, with $250,000 or more for the top quartile. Another source focused on plumbing operations places well-run shops at approximately $250,000 to $350,000 or more per technician, with some top performers exceeding $400,000. These figures are not directly interchangeable with revenue per truck, but they demonstrate why productivity matters when estimating revenue from fleet size.
Owners interested in the broader relationship between sales, profits, and personal earnings can also review our guide to plumbing business owner income, average revenue, and profit margins.
Average Plumbing Company Revenue at a Glance
For planning purposes, a service-focused plumbing company can estimate potential revenue by looking at the number of revenue-producing trucks and applying reasonable productivity assumptions.
The table below uses three scenarios rather than claiming there is one universal average. The low, middle, and high cases are derived planning estimates based on published technician and truck productivity benchmarks. They are not a census of plumbing companies by fleet size.
| Revenue-Producing Service Trucks | Lower Productivity Scenario | Midrange Scenario | Higher Productivity Scenario |
| 1 | $175,000 | $250,000 | $350,000 |
| 3 | $525,000 | $750,000 | $1.05 million |
| 5 | $875,000 | $1.25 million | $1.75 million |
| 10 | $1.75 million | $2.5 million | $3.5 million |
| 20 | $3.5 million | $5 million | $7 million |
| 20+ | Model individually | Model individually | Model individually |
How to read this table: A five-truck company is not automatically a $1.25 million plumbing business. The table assumes those five trucks represent productive field capacity. If one vehicle belongs to an estimator, supervisor, owner, or apprentice crew that does not independently generate service revenue, simply multiplying all vehicles by a revenue benchmark can overstate the company’s productive capacity.
The opposite can also occur. A highly productive residential service company with strong pricing, dense routing, effective dispatching, high close rates, and larger average tickets may generate substantially more revenue from the same fleet.
That is why owners should compare revenue per truck, revenue per technician, and total company profitability rather than relying on fleet size alone.
Plumbing Company Revenue by Number of Service Trucks
Truck count becomes more useful when it is considered together with the structure of the company.
A one-truck owner-operator and a 20-truck organization are not simply different-sized versions of the same business. As a plumbing company grows, it generally needs additional technicians, dispatch capabilities, customer service, marketing, inventory controls, supervisors, and management systems.
The following examples show how those differences can affect the way revenue benchmarks should be interpreted.
1-Truck Plumbing Company Revenue
A one-truck plumbing business is often an owner-operated company where the owner is also the primary plumber.
Using a planning range of roughly $175,000 to $350,000 per productive truck, a single-truck operation could potentially fall within that annual revenue range. Actual results may be below or above it.
The major constraint is capacity.
One plumber has a limited number of working days and billable hours. Travel time, estimates, supply-house trips, callbacks, administrative work, and cancellations can all reduce productive time. An owner who also handles bookkeeping, scheduling, marketing, and customer calls has even less time available for billable work.
This means a one-truck company can have attractive owner earnings without necessarily having high total revenue. It can also be highly dependent on the owner’s personal labor.
That distinction becomes important when comparing profitability today with the company’s eventual transferability to another owner.
3-Truck Plumbing Company Revenue
At three productive trucks, the planning model produces approximately $525,000 to $1.05 million in annual revenue, with roughly $750,000 representing the middle scenario.
This is often where operational differences become much more visible.
Suppose Company A and Company B each operate three revenue-producing trucks. Company A averages $175,000 per truck, while Company B generates $300,000 per truck.
Company A produces approximately $525,000.
Company B produces approximately $900,000.
The fleet size is identical, yet there is a $375,000 difference in annual revenue.
The reason may involve pricing, technician experience, scheduling, lead flow, average ticket, job mix, geography, close rates, or simply the amount of each day spent on revenue-producing work.
This is why adding trucks without improving the underlying operating system does not guarantee proportional revenue growth.
5-Truck Plumbing Company Revenue
Five productive service trucks create substantially more revenue capacity. Under our planning scenarios, annual revenue ranges from approximately $875,000 at $175,000 per truck to $1.75 million at $350,000 per truck.
The midrange $250,000-per-truck scenario produces approximately $1.25 million in annual revenue.
At this size, however, the owner should begin looking beyond top-line sales.
A five-truck company that produces $1.5 million but requires constant owner involvement may have a very different operating profile from a five-truck company with established dispatch procedures, trained technicians, documented pricing, consistent lead generation, and administrative support.
Owners comparing these economics should also examine plumbing business profitability rather than assuming that higher revenue automatically produces stronger earnings.
10-Truck Plumbing Company Revenue
At 10 revenue-producing trucks, the same model creates a broad estimated range of approximately $1.75 million to $3.5 million, with $2.5 million at the midpoint assumption.
By this stage, small differences in productivity have a major financial effect.
An improvement of only $25,000 in annual revenue per productive truck represents another $250,000 of company-wide revenue across 10 trucks.
But scale can also magnify inefficiency.
Poor dispatching, excessive drive time, weak pricing, technician turnover, callbacks, underutilized vehicles, and inconsistent lead volume become expensive when multiplied across a larger workforce.
A 10-truck company should therefore know not only its total annual revenue, but also how much revenue each productive technician and truck generates.
20-Truck Plumbing Company Revenue
At 20 productive service trucks, the simple model produces approximately $3.5 million at $175,000 per truck, $5 million at $250,000 per truck, and $7 million at $350,000 per truck.
At this scale, however, multiplying trucks by a single benchmark becomes increasingly less precise.
Larger companies may have service vehicles, installation crews, estimators, supervisors, warehouse vehicles, apprentices, drain and sewer specialists, commercial teams, and managers who use company vehicles without independently producing service revenue.
The business model matters as much as the fleet count.
This is also where organizational structure becomes increasingly important. A larger fleet requires enough demand to keep technicians productive and enough management infrastructure to maintain service quality, pricing discipline, scheduling, and financial controls.
The lesson is simple: more trucks create revenue capacity, but productive trucks create revenue.
That distinction is the foundation for the next benchmark: how much revenue each plumbing truck and field technician should actually generate.
How Much Revenue Should a Plumbing Truck Generate?
A useful way to benchmark a plumbing company is to divide annual revenue by the number of revenue-producing service trucks.
The basic formula is:
Annual Company Revenue ÷ Revenue-Producing Trucks = Revenue Per Truck
For example, a plumbing company generating $2 million in annual revenue with eight productive service trucks would generate:
$2,000,000 ÷ 8 = $250,000 per truck
This calculation is simple, but defining a productive truck correctly is important.
A company may own 12 vehicles but have only eight that are regularly assigned to technicians producing revenue. The remaining vehicles might be used by an owner, service manager, estimator, warehouse employee, apprentice, or salesperson.
Using all 12 vehicles would produce a revenue-per-truck figure of about $166,667. Using the eight revenue-producing trucks produces $250,000.
Those figures tell very different stories about the same company.
For benchmarking purposes, owners should generally separate productive field vehicles from support vehicles. The goal is not to measure how many vehicles appear on the balance sheet. It is to understand how efficiently the company’s revenue-producing capacity is being used.
Revenue per truck can then be tracked from year to year. If the fleet expands faster than revenue, management should investigate whether the company has enough demand, technicians, pricing power, and scheduling efficiency to support the additional capacity.
Revenue Per Truck vs. Revenue Per Technician
Revenue per truck and revenue per technician are closely related, but they are not the same metric.
Revenue per truck measures revenue against productive vehicles.
Revenue per technician measures revenue against productive field personnel.
A service plumbing company with one licensed or experienced technician assigned to each truck may see the two numbers remain relatively close. A company using apprentices, helpers, installation teams, or two-person crews may see a significant difference.
Consider a plumbing business generating $1.5 million with five productive service trucks and seven field employees.
Revenue per productive truck would be:
$1,500,000 ÷ 5 = $300,000
Revenue per field employee would be:
$1,500,000 ÷ 7 = approximately $214,286
Neither calculation is inherently better. They answer different questions.
Revenue per truck can help an owner evaluate fleet productivity and capacity. Revenue per technician helps evaluate labor productivity. Revenue per employee, which includes office and management personnel, can provide another view of the company’s overall operating efficiency.
Owners should therefore avoid comparing their revenue-per-truck number with another company’s revenue-per-technician benchmark as though the two measurements were identical.
Average Revenue Per Plumbing Technician
Published plumbing productivity benchmarks vary, which is another reason owners should use ranges rather than expect one universal number.
Some industry benchmarking sources place revenue per plumbing technician around the low-to-mid $200,000 range, while operationally strong service businesses may target substantially higher production.
The more useful question for an owner is:
Why does one technician produce $180,000 while another produces $300,000 or more?
The difference is not necessarily how fast the technician turns a wrench.
A technician cannot generate revenue without enough qualified calls. Likewise, a fully booked technician can still underperform if pricing is too low, jobs are scheduled inefficiently, estimates do not convert, or the company sends the technician across a large territory with excessive drive time.
Technician productivity is therefore partly an individual metric and partly a reflection of the company’s operating system.
That distinction matters as a plumbing business grows. Hiring additional plumbers may increase capacity, but management must create enough demand and operational support to turn that capacity into profitable revenue.
What Determines Revenue Per Truck?
Two plumbing companies can operate the same number of trucks and finish the year with dramatically different revenue.
The difference usually comes from several operating variables working together.
Average Ticket and Jobs Per Day
Revenue per truck can be broken into a simple operating equation:
Average Revenue Per Completed Job × Completed Jobs Per Day × Productive Days = Approximate Annual Revenue Per Truck
For illustration, assume a technician averages three completed calls per day, $400 of revenue per completed call, and 230 productive days per year.
That produces:
3 × $400 × 230 = $276,000
Increase the average completed-job revenue to $500 without changing the number of jobs:
3 × $500 × 230 = $345,000
That is a $69,000 annual difference from the same truck and the same number of completed calls.
The example does not establish what a plumbing company’s average ticket should be. It demonstrates why ticket size is one of the variables owners should examine when comparing revenue per truck.
Residential Service vs. Commercial Plumbing
Service mix can make truck-count comparisons difficult.
Residential service plumbing often involves multiple individual calls, relatively short sales cycles, and payment near the time the work is performed. Commercial plumbing may involve larger jobs, contracts, longer project durations, different payment terms, and different labor requirements.
New construction and remodeling create another operating model.
A company performing larger projects may generate substantial revenue through crews that cannot reasonably be measured as one technician completing several independent service calls per day.
That is why the benchmarks in this article are most useful for service-oriented plumbing companies. Construction-heavy or project-heavy contractors should develop benchmarks around crews, labor hours, projects, and job-level gross profit rather than relying primarily on service-truck count.
Technician Utilization and Dispatch Efficiency
Owning a truck does not produce revenue. Keeping a qualified technician productively scheduled does.
Consider two technicians who each work an eight-hour day.
One spends most of the day completing customer work within a concentrated service area.
The other loses substantial time to gaps between appointments, long drives, supply runs, poorly scheduled calls, and cancellations.
Both technicians may receive the same wage and drive similar trucks, but their revenue production can be very different.
Dispatch therefore becomes increasingly important as the fleet expands.
An inefficient scheduling process affecting one truck may be manageable. The same inefficiency spread across 10 or 20 trucks can represent a significant amount of unused capacity.
Geography, Pricing and Labor Costs
A plumbing company in a high-cost metropolitan market should not expect its pricing, wages, overhead, or average ticket to look identical to those of a company operating in a smaller or lower-cost market.
Geography can affect:
- labor rates;
- technician availability;
- insurance costs;
- vehicle and fuel expenses;
- rent and warehouse expenses;
- local competition;
- travel time;
- customer acquisition costs; and
- what customers are willing to pay for different services.
This is one reason a national revenue-per-truck number should be treated as a benchmark rather than a target that every plumbing company must hit.
Owners should compare national or industry figures with their own historical performance and local economics.
Why More Plumbing Trucks Don’t Automatically Mean More Profit
Revenue is important, but revenue alone does not tell an owner how well the company is performing financially.
Suppose one plumbing company produces $2 million in annual sales while another produces $3 million. It is tempting to assume the $3 million company is the stronger business.
That conclusion cannot be made from revenue alone.
The larger company could have higher payroll, inefficient marketing spending, excessive overtime, poor job costing, expensive management overhead, or weak pricing. The smaller company could potentially retain more earnings despite producing less total revenue.
This is why plumbing owners should understand the distinction between revenue, gross profit, net income, Seller’s Discretionary Earnings (SDE), and EBITDA.
KMF’s guide explaining SDE vs. EBITDA in business valuation provides additional context on why these earnings measures are used differently.
For smaller owner-operated plumbing companies, SDE may be particularly relevant because it attempts to measure the economic benefit available to one working owner after appropriate adjustments.
As companies grow and develop management infrastructure, EBITDA may become more relevant in certain valuation and acquisition contexts.
The important point is that $1 million of additional revenue does not equal $1 million of additional business value.
How Plumbing Company Profitability Changes as the Business Scales
Growth can create operating leverage, but it can also introduce new expenses.
A one- or two-truck plumbing company may have relatively little administrative overhead because the owner performs several roles. The same person may sell jobs, answer calls, supervise technicians, order materials, and manage customer relationships.
That structure can keep overhead down, but it creates another issue: owner dependence.
As the company grows, those responsibilities usually need to be distributed among additional employees and managers.
A larger plumbing company may need:
- dedicated dispatch;
- customer service representatives;
- bookkeeping or accounting support;
- service management;
- warehouse or inventory support;
- marketing management;
- sales management; and
- additional administrative systems.
Those positions can initially increase overhead. However, they can also create the infrastructure needed to support more technicians without requiring the owner to personally manage every customer, employee, and job.
This transition matters for owners thinking beyond current income.
A business that can operate effectively without the owner handling every important function may be more transferable than an operation where customers, technicians, scheduling, estimating, and financial decisions all depend on one individual.
KMF discusses this issue more broadly in its guide to owner dependency risk in small businesses.
For a plumbing company, the objective is therefore not simply to put more trucks on the road.
The stronger objective is to create a system where additional trucks can be supplied with qualified technicians, profitable work, efficient scheduling, appropriate pricing, and enough organizational support to convert additional capacity into sustainable earnings.
That is also where operating benchmarks begin to intersect with business value.
A buyer looking at a plumbing company is unlikely to care about truck count in isolation. The buyer wants to understand what those trucks produce, what the company earns, how dependent those earnings are on the current owner, and whether the operation can continue after ownership changes.
Those questions become increasingly important when comparing how buyers may view a 1-truck, 5-truck, 10-truck, or 20-truck plumbing company.
How Buyers View Plumbing Companies at Different Sizes
Truck count can give a buyer a quick sense of a plumbing company’s operating scale, but it does not determine whether the company is attractive or what it is worth.
A buyer will typically look deeper at earnings, management, technician retention, customer mix, service mix, financial records, growth, and how dependent the business is on the current owner.
The type of buyer can matter as well. An individual buyer looking for an owner-operated plumbing company may evaluate an opportunity differently from an established plumbing contractor making an acquisition or a financial buyer seeking a larger platform or add-on opportunity. For more context, see KMF’s explanation of a strategic buyer vs. financial buyer.
1–2 Trucks: Owner-Dependent Operations
A one- or two-truck plumbing company may essentially be purchasing the owner a job plus the economic benefits of ownership.
The owner may perform plumbing work, prepare estimates, manage customers, schedule jobs, purchase materials, and supervise employees.
That does not mean a small plumbing company cannot be profitable or sellable. It means a buyer needs to understand how much of the company’s revenue and customer goodwill depends personally on the seller.
For businesses at this size, SDE can be particularly useful because the owner is often actively involved in operations.
3–5 Trucks: Building a Transferable Business
Once a company reaches several productive trucks, buyers can begin looking for evidence that a business exists beyond the owner’s individual labor.
Questions become increasingly important:
Can technicians complete jobs without the owner being present?
Who answers and dispatches customer calls?
Are prices and estimating procedures documented?
Where do new customers come from?
Are customer records maintained by the company?
Can another owner reasonably step into the operation?
A five-truck company where the seller still handles every estimate and important customer relationship may remain highly owner-dependent. Another five-truck company may already have systems allowing technicians and office employees to perform most daily functions.
The truck count is identical. The transferability is not.
6–10 Trucks: Systems and Management Matter More
As a plumbing business grows toward 10 productive trucks, buyers generally have more operating information to evaluate.
Revenue per technician, gross profit, payroll, customer acquisition, technician turnover, service mix, and management structure become increasingly important.
A buyer will also want to understand whether growth has created stronger earnings or simply more overhead.
For example, consider two hypothetical 10-truck companies generating the same $3 million in annual revenue.
One has strong financial controls, experienced technicians, documented procedures, stable management, and limited owner involvement.
The other relies heavily on the seller for estimating, employee supervision, customer relationships, and daily decisions.
Although both companies have the same revenue and truck count, a buyer could view their risks very differently.
10–20+ Trucks: Scale, Management and Financial Quality
At 10, 20, or more productive trucks, the organization can become increasingly important relative to the individual owner.
A buyer may examine management depth, financial reporting, technician retention, customer concentration, recurring or repeat revenue, geographic coverage, service mix, and whether the company has demonstrated sustainable growth.
Larger revenue does not automatically mean that a business will attract a particular type of buyer. There is no universal truck-count threshold at which a plumbing company becomes attractive to strategic acquirers or financial buyers.
Instead, buyer interest depends on the complete economic and operational profile of the business.
How Truck Count Can Affect Plumbing Company Value
Truck count does not directly determine plumbing company value.
It can, however, provide clues about several factors that do influence value.
A growing productive fleet may indicate greater revenue capacity. Multiple technicians can reduce reliance on one person’s labor. A larger organization may also justify dedicated management and administrative functions that make the business easier to transfer.
But those advantages only matter if the trucks contribute to profitable operations.
A company should therefore avoid reasoning:
10 trucks × a certain dollar amount = business value.
That is not how a plumbing business is normally valued.
Business valuation generally begins with the company’s financial performance and appropriate earnings measure, followed by an assessment of the quality, risk, and transferability of those earnings.
Owners who want an initial estimate can use KMF’s business valuation calculator, while recognizing that a calculator cannot account for every company-specific factor.
SDE vs. EBITDA Valuation
The appropriate earnings measure can change with the size and structure of the business.
A smaller plumbing company operated directly by its owner may be analyzed using Seller’s Discretionary Earnings (SDE). SDE is intended to help show the financial benefit available to one working owner after appropriate adjustments.
Larger companies with a more developed management structure may be evaluated using EBITDA, depending on the business and buyer.
This distinction helps explain why comparing plumbing companies solely by revenue can be misleading.
Two companies could each generate $2.5 million in sales but produce very different normalized earnings. Even if their earnings are similar, one may carry greater risk because of customer concentration, owner dependence, employee turnover, inconsistent financial records, or other factors.
Why Two 10-Truck Plumbing Companies Can Have Very Different Values
Imagine two plumbing companies that each operate 10 productive trucks.
Both generate $3 million annually.
Company A has an established service manager, documented operating procedures, experienced technicians, diversified customers, organized financial statements, and an owner who primarily oversees the company.
Company B generates the same revenue, but the owner personally performs major estimates, manages technicians, resolves customer problems, and controls most important relationships.
Revenue per truck is the same:
$3,000,000 ÷ 10 = $300,000 per truck.
Yet the companies may present very different risks to a buyer.
This illustrates the limit of revenue benchmarks.
Revenue helps measure scale. Earnings help measure economic performance. Transferability and risk help a buyer judge the quality of those earnings.
For owners considering an eventual transaction, preparing early can provide time to address these issues. KMF’s guide to preparing a business for sale covers the broader preparation process.
How to Benchmark Your Plumbing Company
A plumbing owner does not need complicated software to begin comparing company performance.
Start with a small group of consistent measurements:
| Metric | Formula |
| Revenue per productive truck | Annual revenue ÷ productive service trucks |
| Revenue per field technician | Annual revenue ÷ revenue-producing field technicians |
| Revenue per employee | Annual revenue ÷ total employees |
| Revenue per completed job | Service revenue ÷ completed jobs |
| Jobs per technician | Completed jobs ÷ productive technicians |
| Revenue growth | Current-period revenue compared with prior period |
| SDE or EBITDA | Calculated from company financials using the appropriate methodology |
The key is consistency.
If an owner counts only revenue-producing trucks this year but counts every company vehicle next year, the comparison becomes less useful. The same definitions should be applied from period to period.
Owners should also investigate why a benchmark changes.
If revenue per truck falls after adding three vehicles, the problem may not be the technicians. The company may have expanded capacity before generating enough demand. Dispatch efficiency may have declined. New technicians may still be developing. Average ticket could have fallen.
A benchmark identifies where to investigate; it does not automatically explain the cause.
2026 Plumbing Company Benchmark Takeaways
The most useful lesson from plumbing company revenue benchmarks is not that every truck should produce an identical dollar amount.
It is that owners should understand the economics of each additional unit of capacity.
A productive plumbing truck needs a qualified technician, sufficient customer demand, appropriate pricing, efficient scheduling, and enough administrative support to keep that technician working.
As the fleet grows, management becomes increasingly important.
For owners benchmarking their companies in 2026, remember:
- Truck count measures capacity and scale, not business value.
- Revenue per productive truck is more meaningful than simply counting every vehicle.
- Revenue per technician can help identify labor productivity.
- Average ticket, jobs completed, dispatch efficiency, geography, pricing, and service mix can materially affect revenue.
- Higher revenue does not automatically produce higher profit.
- Additional trucks can create value only when the company converts added capacity into sustainable earnings.
- A business that operates through transferable systems can look very different to a buyer from one dependent on its owner.
Owners considering a future exit can also review KMF’s guide to selling a plumbing business in Florida and learn more about working with a plumbing business broker in Florida.
Frequently Asked Questions
How much revenue does the average plumbing company make?
There is no single revenue figure that accurately describes every plumbing company. Revenue varies according to fleet size, number of productive technicians, pricing, geography, service mix, average ticket, utilization, and company structure. Comparing revenue per productive truck and technician can provide more useful context than comparing total revenue alone.
How much revenue should one plumbing truck generate per year?
Published technician-productivity benchmarks vary considerably, so a truck should not be assigned one universal revenue target. For the examples in this guide, we used derived planning scenarios of $175,000, $250,000, and $350,000 per productive truck. These are modeling assumptions rather than documented national averages by truck count.
How much revenue should a plumbing technician generate?
Industry sources report different figures depending on methodology and the companies being measured. Published 2026 benchmarks reviewed for this guide range from roughly the high-$100,000s/low-$200,000s for broader median performance to $250,000–$350,000 or more for stronger-performing service operations. Owners should compare their results using consistent definitions and consider pricing, utilization, job mix, and geography.
How much revenue can a five-truck plumbing company make?
Using the illustrative productivity assumptions in this article, five productive trucks would produce approximately $875,000 at $175,000 per truck, $1.25 million at $250,000 per truck, and $1.75 million at $350,000 per truck. These are calculations, not claims about the national average five-truck plumbing company.
How much revenue can a 10-truck plumbing company make?
Using the same planning model, 10 productive trucks would generate approximately $1.75 million, $2.5 million, or $3.5 million at $175,000, $250,000, or $350,000 per truck respectively. Actual company revenue can fall outside these examples.
What is a good profit margin for a plumbing company?
There is no margin that applies universally to every plumbing contractor. Service mix, labor, material costs, pricing, overhead, geography, and accounting definitions can all affect reported margins. Owners should also distinguish gross profit, operating profit, net income, SDE, and EBITDA rather than treating them as interchangeable measures.
Does adding more service trucks increase the value of a plumbing business?
Not automatically. Additional trucks can increase revenue capacity, but value depends more broadly on sustainable earnings, management, customer quality, technician retention, owner dependence, growth, financial records, and other risks. Adding underutilized trucks can increase expenses without producing proportional earnings.
What size plumbing companies are most attractive to buyers?
There is no universal truck count that makes a plumbing company attractive to buyers. Different buyers pursue different business sizes. Earnings, management depth, geography, service mix, customer concentration, growth, financial quality, and owner dependence can be more important than the number of trucks alone.
Conclusion
Average plumbing company revenue becomes more useful when it is analyzed according to productive capacity rather than treated as one industry-wide number.
Truck count gives owners a practical way to measure scale, but the deeper questions are how much revenue each productive truck and technician generates, how much of that revenue becomes sustainable earnings, and how dependent those earnings are on the owner.
For a plumbing business owner, benchmarking should therefore move beyond asking, “How many trucks do I have?”
The better questions are:
How productive are those trucks? How profitable is the company they support? And could those earnings continue under a new owner?
Those answers provide a much stronger picture of the health—and potential transferability—of a plumbing business.