Every Lead Captured, Every Target Visible — A Custom Platform for PCCS - Richinnovations 11th Anniversary Marketing & Tech Ecosystem

Case study

Every Lead Captured, Every Target Visible — A Custom Platform for PCCS

The problem was not demand — it was that almost nothing about the operation was being captured in a form management could act on. Leads arrived through several channels and were written into notebooks, sent as messages or simply remembered. Targets were set for staff but tracked informally, so nobody could say with confidence who was ahead and who was behind until the month had already closed.

Project overview

About the project.

PCCS runs a pest control business built on fieldwork. Business Development Officers generate enquiries on the road, technicians deliver treatments at customer premises, and a significant part of the revenue comes from annual maintenance contracts that must be serviced on schedule, month after month, to be worth renewing. The problem was not demand — it was that almost nothing about the operation was being captured in a form management could act on. Leads arrived through several channels and were written into notebooks, sent as messages or simply remembered. Targets were set for staff but tracked informally, so nobody could say with confidence who was ahead and who was behind until the month had already closed. Service delivery, collections and field expenses each lived in their own record. We built PCCS a custom platform — a full web application for office and management, and an Android application for the field team — that captures a lead at the moment it happens, attributes it automatically to the person who created it, measures every employee against a defined target, and consolidates leads, services, sales, collections and expenses into a single management view. The office and the field now work off the same live record, and the business is run from data rather than recollection.

The Challenges

What wasn't working.

1. Leads were being lost between the field and the office. Enquiries came from site visits, phone calls, walk-ins and referrals, and were recorded wherever was convenient at the time. A lead captured in a notebook at 11am might be entered days later, entered incorrectly, or never entered at all. There was no single place where every enquiry the business received could be seen.

2. Targets existed, but performance against them did not. Staff were given targets, but with no system holding them, measurement was retrospective and approximate. Management could not see mid-month who was on track, which meant intervention always came too late to change the outcome.

3. Lead ownership was ambiguous. When leads are recorded manually and entered by whoever is at a desk, attribution becomes a matter of memory and argument — an uncomfortable problem in a business where field staff performance and incentives depend on it.

4. Follow-up happened without history. Pest control enquiries rarely close on first contact. Without a record of what was said, when, and what was promised, follow-up calls restarted the conversation each time, and prospects were left with the impression of a business that was not paying attention.

5. The field team could not be expected to use an office system. BDOs spend their working day away from any desk. Any solution requiring them to return to an office to record activity would have been ignored in practice, regardless of how well it worked.

6. Attendance for field staff was trust-based. Employees who never visit the office cannot mark attendance at one. There was no reliable record of when the field team started their day or whether they remained active through it.

7. AMC contracts and service frequencies were easy to miss. Long-term contracts carry recurring service obligations at defined intervals. A missed scheduled treatment is not just a service failure — it is the reason a contract does not renew. Tracking these commitments manually across a growing customer base was becoming untenable.

8. Collections were part-payment and hard to follow. Customers frequently settle bills in instalments. Without a customer ledger, knowing precisely what had been billed, what had been received and what was still outstanding required going back through records each time.

9. Field expenses had no structure. Travel, materials and recurring payments were incurred by staff in the field and reconciled afterwards, with no consistent record of who spent what, against which category, or which payments were one-off versus recurring.

10. Management had no consolidated view. Leads, services, sales, collections, expenses and employee performance each sat in a different place. Building a picture of how the business was actually performing was a manual exercise, done infrequently because it was slow.

The Solution

How we fixed it.

1. We built for the field first, then the office. The platform was delivered as two connected applications: a web application for management, administration and back-office work, and an Android application for employees in the field. Field staff record activity where it happens, on the device already in their pocket, and it appears immediately in the office system. Adoption was designed for rather than hoped for.

2. We made lead capture immediate and low-friction. Leads can be added from either the web application or the mobile app, with data auto-pick reducing the amount of typing required on a phone. Because entry takes moments and happens on the spot, the enquiry reaches the system while the detail is still fresh — instead of being reconstructed from memory at the end of the week.

3. We removed attribution disputes entirely. The responsible employee is selected automatically based on the logged-in user. Whoever records a lead is attributed to it, without manual assignment and without argument. Credit and accountability are established at the moment of entry.

4. We gave every employee a target and made progress visible. Target counts are set per employee within the employee management module, and employee reporting measures actual performance against them. Management can see who is ahead and who needs support while the month is still running, and staff can see exactly where they stand.

5. We built a lead pipeline with memory. Every lead carries a status that moves as it progresses, plus a remark log recording each interaction. Anyone picking up a follow-up sees the full conversation history first — what was discussed, what was quoted, what was promised — so the customer experiences continuity rather than repetition.

6. We modelled the service catalogue the way the business sells. Services are defined centrally with pricing and service frequency, and configured as single jobs, AMC contracts or long-term arrangements. Adding, editing or removing services is an administrative action rather than a development request, so the catalogue keeps pace with the business.

7. We structured service delivery and assignment. Service entry links a customer to a service, the employee delivering it and the BDO who owns the relationship. Reporting is available user-wise, type-wise and by date range — making it straightforward to see which services are selling, who is delivering them, and how performance moves over a chosen period.

8. We solved attendance for a workforce that is never in one place. Employees mark punch-in and punch-out through the web application, and through the mobile app with geo-tagging so attendance is recorded with location. The app also raises an alert if a device goes offline for more than three minutes during working hours, giving supervisors a reliable picture of field activity through the day rather than only at its start and end.

9. We built proper sales and collection tracking. Sales entry links a customer to a bill and supports part-by-part payment, with a customer ledger maintaining the running position for every account. Outstanding balances are visible at a glance instead of being calculated on request.

10. We brought expenses into the same system. Expenses are recorded against individual users and categorised, with support for both one-off payments and recurring payments configured by interval. Expense reporting sits alongside sales and lead reporting, so cost is visible in the same place as revenue.

11. We gave management a single dashboard. The admin dashboard consolidates lead reporting, sales view, expense view and employee reports into one place. The complete operating picture — enquiries generated, services delivered, revenue collected, costs incurred and individual performance — is available on demand rather than assembled monthly.

12. We separated access by role. The platform operates across three levels: super admin, sub admin and employee, with the ability to grant or revoke access per user. Sensitive commercial and performance data stays with the people entitled to see it, while field staff get a focused interface containing only what they need to do their job.

13. We built with branch expansion in mind. The architecture supports multi-branch operation, with a branch admin able to see only their own branch’s data and the super admin retaining a consolidated view across all branches — so growth into additional locations is a configuration step rather than a rebuild.

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Every Lead Captured, Every Target Visible — A Custom Platform for PCCS

The problem was not demand — it was that almost nothing about the operation was being captured in a form management could act on. Leads arrived through several channels and were written into notebooks, sent as messages or simply remembered. Targets were set for staff but tracked informally, so nobody could say with confidence who was ahead and who was behind until the month had already closed.