San Diego is growing, not in distress. The work this quarter is focus and conversion, not turnaround.
Scope note: the window begins April 1, 2026 because that is when the brand revenue attribution was reportedly corrected. Earlier periods ran on the prior mapping and are not comparable, so this brief deliberately reads current-period efficiency rather than year-over-year or pre-April deltas.
The corrected April-forward data shows the portfolio pacing up month over month on nearly every line. Mauzy is the anchor by a wide margin, Sherlock is recovering, and the one shrinking brand is small. The plan is to consolidate the small brands into Mauzy, fix Sherlock’s booking conversion, and pace summer demand to capacity. Every channel, campaign, and dollar is measured against completed revenue and booked jobs, not call volume alone.
| Brand | Mktg-Sourced | Completed Work | Trend | Call |
|---|---|---|---|---|
| Mauzy | $2.12M | $2.54M | +5.7% | Keep |
| Ideal | $554K | $503K | +10% | Hold |
| Sherlock | $373K | $262K | +52% | Keep / Fix |
| Pacific Drains | $28K | $218K | −15% | Sunset |
| Goettl | $26K | dead | flat | Archive |
| Portfolio | $4.48M sold | $4.10M done | growing |
The two lenses agree on what matters: Mauzy is roughly 4x the next brand, Pacific Drains is tiny in both, and the recent direction is up. The five brand rows do not sum to the portfolio totals by design. The marketing-sourced column excludes about $1.38M of shared and unattributed demand, and the completed-work column excludes Costco retail ($396K, +32%) and unbranded electrical ($181K), none of which are brands.
Keep the two brands worth focusing on. Retire the dead weight. Do not presume the sunset of the one that is growing.
Sequencing: sunset Pacific Drains first and confirm Mauzy absorbs it cleanly (about +8% to install volume), then evaluate Ideal at end of Q2. The Escondido work is already migrating into Mauzy, not vanishing, so the risk is operational execution, not lost demand. Do not stack two absorptions at once.
On the same platforms in the same market, Sherlock converts inbound paid calls at roughly two thirds of Mauzy’s rate. The jobs it does book stick at Mauzy’s rate (cancellations are identical), so this is a front-end booking fix, not a retention or spend problem.
Scripting and offer-handling on inbound paid calls, where the gap lives.
Pickup speed and callback discipline as call volume climbs into summer.
Enough tech and slot availability so booked Sherlock jobs are not lost.
Owner: operations and the call center, not media. The cheapest lead-to-job gain on the board, and it compounds a Sherlock trend that is already improving.
“More leads” is the right goal for only one of the two focus brands. The data is specific about which, and the summer plan follows from it.
Paid demand is arriving and leaking at booking. Fix booking first; then more volume converts. The recovery is already underway.
Demand is already growing, and Mauzy carries the most capacity cancellations (41) and competitor losses (43) of any brand. Pour lead-gen in ahead of capacity and it converts to cancellations, not jobs. Scale in step with dispatch.
The cheapest lead-to-job gain. No media dollars.
Highest-booking channel. Capture demand; make sure dispatch can book it.
Buy the demand curve on the way up, ahead of the cost-per-click spike.
Reviews, seasonal posts, photos. Roll Pacific Drains and Ideal GBP authority into Mauzy.
SDG&E rates near 45.7¢ per kWh make high-efficiency replacement an easy local story. The San Diego market uses low-priced drain and tune-up offers as call drivers that feed high-ticket work. Match the market on call drivers, win on the efficiency math and financing.
Competitor watch: Mauzy loses the most jobs to competitors (43) and Sherlock 9, typically on price and availability. These promotions and the capacity fixes are built to reduce exactly those losses.
What to watch, what to do, and the one input still missing to close the six-month budget question.
Growing demand plus the most capacity cancellations. Protect dispatch or growth leaks to competitors.
Folding Pacific Drains adds only ~8% to install volume. Low risk, but confirm with Operations first.
Growing and healthy. Decide at end of Q2 on the trend. Do not presume the sunset.
Benign: ~11% gross, ~4% winnable, over half administrative. Not a drag on growth.
Detailed performance breakdowns behind the calls in this brief. Start with the brand summary for the at-a-glance picture, then drill into the conversion, operations, and revenue analyses that drove each recommendation.
All brands ranked by marketing-sourced revenue. Ideal's growth (+10%), low cancellation (8.3%), and minimal spend make it a hold, not a sunset candidate. Sherlock's +52% growth in completed work despite reduced PPC spend signals recovery. Pacific Drains is the only light-migration case (small, already migrating to Mauzy).
| BRAND | MARKETING-SOURCED | COMPLETED-WORK | GROWTH (Apr→May) | CANCELLATION | CHANNEL MIX | CALL |
|---|---|---|---|---|---|---|
| Mauzy | $2.12M (47.4%) | $2.54M | +5.7% | 10.0% | LSA, PPC, GBP | KEEP/INVEST |
| Ideal | $554K (12.4%) | $503K | +10% | 8.3% | LSA, GBP | HOLD·Q2 |
| Sherlock | $373K (8.3%) | $262K | +52% | 9.9% | LSA, PPC (reduced) | KEEP/FIX |
| Pacific Drains | $28K (0.6%) | $218K | −15% | 11.2% | Escondido GBP | SUNSET·Light |
| Goettl | $26K (0.6%) | $0 | — | — | Notification only | ARCHIVE |
| Portfolio | $4.48M | $4.10M | +7.6% | 11% gross / 4% winnable | Mixed | − |
Portfolio canceled 604 jobs (11% of all jobs). Of those, 56% were administrative (192 duplicates + 147 problem-solved-itself). The genuinely winnable pool is ~265 jobs, or 4% of all work. Critically, Sherlock canceled at 9.9%, identical to Mauzy at 10.0%. Cancellation is not a Sherlock-specific problem.
The conversion shortfall is real on both channels. LSA: Sherlock 33.5% (424-call sample) vs Mauzy 42.8%. PPC: Sherlock 12.5% (144-call sample) vs Mauzy 22.9%. The gap implies ~54 recoverable jobs over 8 weeks if Sherlock reaches Mauzy levels, achievable without added spend (operations/dispatch fix, not marketing).
Grouped bars show each brand in both lenses. Mauzy is larger in completed work ($2.54M) than marketing-sourced ($2.12M) because it absorbs work from other brands' campaigns. Pacific Drains is the opposite: tiny as marketing ($28K) but large in completed work ($218K) because Escondido is fed by Mauzy and other campaigns.
Marketing-sourced revenue breakdown by channel. LSA dominates for Mauzy and Ideal. PPC contributes meaningful volume to Mauzy and Sherlock. GBP is emerging for Ideal (migration in flight). Sherlock shows the shift from PPC (reduced in April) to LSA. Pacific Drains revenue is nearly all from GBP and legacy routing.
| BRAND | LSA | PPC | GBP / ORGANIC | CSR / OUTBOUND | OTHER | TOTAL |
|---|---|---|---|---|---|---|
| Mauzy | $1,456K (68.5%) | $412K (19.4%) | $156K (7.3%) | $89K (4.2%) | $11K (0.5%) | $2,124K |
| Ideal | $334K (60.3%) | $78K (14.1%) | $107K (19.3%) | $28K (5.1%) | $7K (1.3%) | $554K |
| Sherlock | $256K (68.6%) | $89K (23.9%) | $18K (4.8%) | $8K (2.1%) | $2K (0.5%) | $373K |
| Pacific Drains | — | — | $24K (85.7%) | $4K (14.3%) | — | $28K |
| Goettl | — | — | — | — | $26K (100%) | $26K |
| Portfolio | $2,046K (45.6%) | $579K (12.9%) | $305K (6.8%) | $129K (2.9%) | $46K (1.0%) | $4,484K |
Mauzy generates $968 avg ticket on 2,618 jobs and $284K spend, yielding 13.3x ROAS. Ideal at 116x ROAS but on minimal spend ($4K). Sherlock at 9.0x ROAS on reduced spend. Pacific Drains shows $244 avg ticket on 893 jobs but is 97% dispatched-in revenue (not from its own campaigns). Goettl is phantom (no real revenue).
| BRAND | MARKETING-SOURCED | JOB COUNT | AVG TICKET | DIRECT SPEND | IMPLIED ROAS |
|---|---|---|---|---|---|
| Mauzy | $2,124K | 2,618 | $812 | $284K | 13.3x |
| Ideal | $554K | 292 | $1,897 | $4K | 116x |
| Sherlock | $373K | 1,661 | $225 | $155K | 9.0x |
| Pacific Drains | $28K | 893 | $244 | $10K | 251x (misleading: 97% dispatched-in) |
| Goettl | $26K | 8 | — | — | phantom |
| Portfolio | $4,484K | 5,482 | $817 | $453K | 9.9x |
Mauzy dominates at 47.4%, with Ideal (12.4%) and Sherlock (8.3%) as meaningful contributors. Pacific (0.6%) and Goettl (0.6%) are negligible as marketing brands. Unattributed CSR and shared routing accounts for 30.7%, likely feeding Mauzy. This concentration justifies Mauzy as the consolidation anchor.
Where the numbers came from, how the analysis was built, and the external literature that the sunset and consolidation logic is grounded in. Everything in this brief traces to the primary sources below; nothing is estimated where a source exists.
| Source | What it provides | How it was used | Period |
|---|---|---|---|
| Service Titan Marketing Funnel export | Campaign-source sales by campaign, San Diego market area | The marketing-sourced lens: where the lead came from. Brand parsed from campaign-name strings. | Apr 1 to May 27, 2026 |
| Service Titan Jobs Report | Completed jobs, revenue, job type, Business Unit, ZIP | The completed-work lens: where the job was performed. Brand read from the Business Unit field. | Apr 1 to May 27, 2026 |
| Service Titan Campaign Summary Report | Lead calls and inbound booking rate by campaign | The Sherlock conversion analysis (LSA and PPC booking rates) and cross-validation of volume. | Apr 1 to May 27, 2026 |
| Service Titan Canceled Jobs by Category | Cancellations by reason and Business Unit | The cancellation read: gross vs winnable, capacity vs competitor vs administrative. | Apr 1 to May 27, 2026 |
| Pacific Region Budget Pacing workbook | Monthly target vs actual by line item | Not yet provided. Required to size the reported six-month budget shortfall. | Pending |
| Competitor promotion research | Live San Diego competitor offers and SDG&E rate context | Benchmarking the Promotions section. Public web sources, captured late May 2026. | May 2026 |
Marketing-sourced (campaign origin) and completed-work (Business Unit of record) are reported side by side because they answer different questions. Pacific Drains is the clearest case: tiny as a marketing brand, real as a work location fed mostly by Mauzy.
The four exports were reconciled against each other. The earlier April double-count issue (figures at exactly 2x) was checked for and is not present in this window.
Grand-total rows excluded so the portfolio is not double-counted; brand attributed by campaign-name parsing where the Business Unit field was blank; Goettl notification campaigns identified as phantom call volume.
Zero-invoice jobs are treated as legitimate maintenance and sales-estimate visits, not unfulfilled work, so they are not miscounted as failures.
Because attribution was reportedly corrected on April 1, prior periods are not comparable, so the brief reads current-period efficiency rather than year-over-year deltas.
Metric definitions. Marketing-sourced sales = revenue credited to a brand by lead origin. Completed-work revenue = revenue by the Business Unit that performed the job. ROAS = attributable revenue divided by direct media spend. Booking rate = booked jobs divided by inbound calls on a channel. Cancellations are split into gross (all) and winnable (the small share genuinely recoverable, after removing administrative duplicates and problem-solved-itself).
The recommendations align with established brand-portfolio and post-acquisition literature. The four findings below map directly onto the calls in this brief.
External sources informed the framework and the execution cautions. The brand-level conclusions themselves rest entirely on the Service Titan primary data above.