We run the dispatch board for home-services contractors with 15 to 40 technicians.
A dispatcher rebuilds the next day from a wall, a phone and six years of knowing which technician to trust with which street.
A no-heat call at ten o'clock re-sequences every route behind it. The re-shuffle happens from memory, under pressure, on the phone.
Whoever booked the job did not know what it needed. The technician who shows up has the wrong part, the wrong certification, or both.
A failed first visit costs 1.6 more dispatches, at $200 to $300 each, and over $1,000 once the second truck rolls.
Deployed into HVAC, plumbing and electrical over eight years, buying nearly 800 companies since 2022.
Year over year through mid-2025. Private equity is now about half of all HVAC-services transactions, up from a third a year earlier.
Twenty-two platforms are actively acquiring US HVAC businesses. The average plumbing owner is 58 or older with no succession plan.
Every acquired branch arrives on a different system. A platform that buys four companies inherits four dispatch processes and no way to see across them.
Three steps, each one answering a line on the previous slide.
Every booking records the fault, the part it will need and the certification it requires, before it ever reaches a board.
Drive time, skill match and the promised window decide the order. Not seniority, not the wall, not who called in first.
When a no-heat call lands, the board re-sequences in place and every downstream arrival time updates, on the technician's phone and the customer's text.
Emergencies enter here and are visibly unassigned until a technician owns them. Nothing sits in a dispatcher's memory.
Each technician's day is one line across the service area. Drive time is a real cost in the sequence, not an estimate added afterwards.
Second-visit risk, overtime and promised-window breaches update as the board changes, so a bad assignment is visible before the truck moves.
Employing 604,402 people. Plumbing and electrical roughly double the establishment count.
The addressable universe. Sole operators without a crew are excluded, they have no board to run.
Eight technicians at $89 per technician per month, on the dispatch tier.
Too many crews for a calendar, too few trucks for an ERP. Averaging 25 technicians.
Two of our first six design partners were acquired mid-pilot. Both consolidators kept Bantry running and put it on the acquiring branch as well. That is the expansion motion, arriving before we built it.
| Product | Built for | Price | Where it stops for a 15 to 40 technician contractor |
|---|---|---|---|
| Whiteboard and spreadsheet | Any size, and still the real incumbent | $0 | Survives a normal day. Does not survive an emergency call, a second branch, or the dispatcher taking a week off. |
| Housecall Pro | Solo operators under $500K revenue | $49 to $300+ / month | Built around one truck. Nothing in it sequences four crews against each other. |
| Jobber | Growing teams, 5 to 20 technicians | $25 to $249 / month | Scheduling is a calendar. Drive time is not a constraint it solves for, so the dispatcher still sequences by hand. |
| ServiceTitan | Contractors above $2M revenue, multi-location | $300 to $600 / tech / month | Genuinely wins above the band. A full ERP with an implementation to match, priced past a 20-truck operator. |
| Bantry | 15 to 40 technicians, one to six branches | $89 / tech / month | Does one job. Sequences the day and re-sequences it when the day breaks. Live in a week, not a quarter. |
Which technician, which window, which part, which certification. That is the input any scheduler has.
Real drive time, the part actually fitted, and whether a second visit followed within thirty days. Almost nobody captures the last one.
We learn which technician genuinely fixes which fault on the first visit, in which housing stock, in which branch. Not their seniority. Their record.
A branch's sequencing is tuned to its own technicians and its own streets. A competitor arriving fresh has a generic model and no way to earn a specific one without the same ninety days.
The dispatcher's judgment moves into the system one assignment at a time. That is precisely what makes leaving expensive, and it is why net revenue retention is 128% rather than flat.
A platform that closes 60 add-ons a year is 60 deployments we never had to sell individually. Standardising on Bantry is how the platform gets a single view across branches it just bought.
Contractors visit their distributor every week. Distributors already sell them software they do not use. We pay a referral and the counter staff make the introduction.
Owners in this band buy what their peer group already runs. One reference inside a 20-owner group has closed three accounts for us so far.
Six of our nineteen customers were sold to us by Ruth over the phone, in the language of a dispatcher rather than a vendor. That is not a hiring plan, it is the reason the pipeline converts.
Seed round. Eighteen months of runway at the plan below, with a deliberate weighting toward implementation, because in this band a deployment that stalls is a logo that churns.
$3.5M ARR, three platform relationships, and second-visit rates measured across every branch we run.
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