[My Biggest Mistake]

Most pest control firms targeting commercial and residential clients tout expertise and service as differentiators. We all understand the importance of a solid reputation and word-of-mouth referrals, so when our firm analyzes ways to improve business, we tend to think outwardly: How will clients react to this new service program? What do we need to know about our potential customers’ perspectives before they call?

Until recently, I began strategy meetings at United Pest Solutions by asking those kinds of customer-centric questions. The approach has helped us become a respected pest control leader in the state of Washington state’s Puget Sound area. As a second-generation company United Pest Solutions has grown consistently over the years.

Today, we’re a $1.5 million company with 14 employees, all of whom strive to give each customer peace of mind. We believe a residence, hospital, hotel, warehouse or food production facility should know that its property will be taken care of, and that it will receive pest control solutions that are always correct and consistent. One minor mistake can lead to the loss of a major client.

It was easier to make clients feel confident when we had only a few technicians. I often accompanied new hires on jobs, and internal communication seemed fast and simple. As United Pest Solutions grew, my biggest mistake was underestimating the need to establish internal procedures and systems that ensured a consistently high level of quality and service. To maintain our reputation and grow our business further, I realized I needed to focus inward, to view employees as internal customers. Ensuring our customers’ peace of mind was going to require a new mindset.

To keep 14 employees on the same page, we needed to develop pages — written service protocols — that spelled out procedures and expectations for business operations, customer relations, environmental stewardship and technician training. Here are some specific moves we made:

We began to view communication as a bicycle wheel. The hub is our corporate office, branching out with different spokes (technicians speaking to clients, customer service representatives speaking to technicians, etc.). When all parts are working cohesively, we move forward. When one spoke breaks, we wobble. So we developed communication standards that ensure our commitment to service comes through, no matter who is on the phone.

We hired a technical director who, among other roles, serves as our quality assurance guru. I felt like we needed another layer of management to oversee our technicians’ service and scheduling, and to establish protocols for both. Scott Dideon holds a master’s degree in entomology and is a board certified entomologist. He’s also the education chairman for the Washington State Pest Management Association. Scott has helped us expand our horizons and approach jobs with a mix of creativity and reliability.

We upgraded our technology. We brought a new database system to accurately record information such as chemical usage and field notes, and the information can be uploaded in "real time" on our new smart phones. We also purchased new GPS units for our trucks, helping us track technicians’ locations and logged hours.

We wrote detailed job descriptions for all employees, helping us set more accurate expectations of performance. The technicians’ job descriptions include a synopsis of how to offer forward-thinking, collaborative Integrated Pest Management.

We track metrics more frequently, using data to get a dashboard look at our financial health and to make informed decisions about potential new services.

We increased our participation in industry associations, including the National Pest Management Association (NPMA). One of its many programs, GreenPro, is designed to establish service philosophies and standards that strive to protect the environment through smarter pest control and prevention. Also, NPMA’s QualityPro program helped us create our new service protocols.

I knew United Pest Solutions had trusting relationships with its clients. Our new internal standards and procedures ensure that we are helping to build trust and cohesion with each other.

It’s common for companies to look outward — to listen to clients about goals and challenges, market to new prospects, track referrals and try to boost reputation. For us, it’s also vital to look inward, to shine a light on ourselves and spot specific ways to improve. At United Pest Solutions, power lies within.

Sean Bergmann is co-owner of United Pest Solutions, Seattle. Visit the company’s website at www.unitedpestsolutions.com.

—As told to Darin Painter