Results

Measured outcomes. Real operations.

Every result on this page comes from an actual FieldRoutes operation. We measure route efficiency, scheduling gains, and operational impact — before and after.

How we verify results
BeforeAnalyzing routesAfter
Routes optimized© OpenStreetMap contributors
50–60 mi/day · 11–12 appts/tech
20–30 mi/day · 15+ appts/tech

Three metrics that tell the real story.

Mileage reduction alone can be misleading. These are the ratios that reveal whether a route restructure actually improved the operation — or just moved the problem around.

Miles per stop

not total mileage

If you add a stop, your total miles may go up — but the route is more efficient. Miles per stop reveals the true density of your territory coverage.

Production per work time

not raw production increase

A production gain only matters if it did not require proportionally more hours. We track how much output is generated per hour of total route time — drive and service combined.

Cost per stop

not cost in isolation

Total fuel and drive time mean nothing without the denominator. Dividing by stops completed shows the real operational cost of each service call — the number that directly affects margin.

From the field. Documented results.

We document what we found before optimization, what constraints were in the way, and what the numbers showed after implementation.

Rhode Island
Multi-technician fleet

23% fewer miles per stop. 49% more production per work day. Same team.

A recurring-heavy pest control operation was running routes that looked fine on paper but were quietly wasting miles and capping production. We analyzed constraints, simulated multiple scenarios, and implemented the approved structure directly in FieldRoutes.

−23%

miles/stop

+49%

prod/work time

+1–2

stops/tech/day

Read the full case study

Analysis in progress

Southeast operation
Growing fleet

Scaling from 4 to 6 technicians without route chaos.

A fast-growing operation needed to add capacity without fragmenting existing territories. We modeled the expansion before a single new hire was made.

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