The Protiv Business Review

Your bonus program is running. Is your business actually getting better?

Most software tells you what happened. Every quarter, we sit down with your numbers and tell you what changed — where your crews are bought in, where one branch is carrying the company, and which of your people are worth more than you're paying them.

Book a business review

Included with Protiv. No extra cost, no extra software to learn.

Why it exists

A bonus program is easy to start and easy to quietly abandon.

Six months in, the question stops being "is it set up?" and becomes "is it working?" That question has an answer, and it is sitting in your own data.

"Are my crews actually bought in?"

Adoption is the number that predicts everything else. We show you what share of your billed crew has earned a bonus — and which crews have never earned one, which is usually a training problem, not a people problem.

"Is this money well spent?"

Bonuses come out of gains your crews created by beating a budget. We show you what went out, what it bought, and whether the split you configured is the split your people actually experienced.

"Which branch is carrying us?"

Company averages hide the story. We break performance down by branch, division and crew, so a strong region stops masking one that has stopped running the program.

"Who should I be worried about losing?"

Your best earners are the people whose pay is furthest above their base wage — and they are the ones a competitor can name a number at. We show you who they are before somebody else does.

Measured across every company running Protiv

What crews are earning, in aggregate.

+17%

More per hour than base wage

A $21.52 base becomes $25.18 earned. That is the average, not the best case.

895

Workers earned a bonus

Across every company actively running a performance program

$470k

Paid to crews in the last year

Money the crews earned by beating budgets, shared back to them

"Our crews are hitting incredible production levels. The safeguards mean I never have to argue about pay again — and quality has only gone up."

— Mick Mulhall, Owner · Mulhall's Landscaping · $20M+ revenue

What's in the review

Four questions, answered with your own numbers.

Part 1

Adoption — is the program reaching the field?

Four checks, in the order they usually break: are crews on the app, is somebody approving the work, is the payday actually being recorded, and is anyone looking at the leaderboard.

Most programs that stall stall here, and it is almost always fixable in a week.

Share of the billed crew that has earned a bonus
Crews and branches that have never earned one
Work sitting unapproved, and for how long
Whether paydays are being recorded or handled off-system

Part 2

Earnings — what your people actually took home

Base wage against effective wage, per person and per crew. This is the number your crews feel, and the one that decides whether they believe the program.

We also show the spread. A program where one crew lead earns well and nine people earn nothing is a program with a design problem, and it does not show up in the average.

Base versus effective hourly wage across the company
The typical earner, not just the top earner
Who is earning consistently, month after month
How your program compares to the platform average

Part 3

Where the program is leaking

The uncomfortable half, and the reason the review is worth having. Work that was never approved. Bonuses approved but never paid. Budgets so loose they pay out on jobs nobody had to work hard to win, or so tight that people who earned a bonus were denied one.

We bring this whether or not you ask for it. A review that only lists wins is a sales call.

Approval backlog, by age
Earned bonuses that never reached a payday
Budgets that are miscalibrated in either direction
Crews drifting away from the program

Part 4

What to change before the next quarter

Every review ends with a short list of specific changes — a budget basis to revisit, a branch that needs retraining, a split that is not landing the way you intended, an incentive type worth adding.

Then we measure the same things next quarter and tell you whether the changes worked.

A named owner and a date for each change
New incentive types worth turning on for your model
What we will re-measure next quarter

Beyond the bonus

Not every business runs on the same number.

Production pay is where most companies start. The review is also where we work out whether a different incentive fits your model better — and what it would pay against.

Revenue produced

For teams whose output is best measured in the work they turn into revenue, not the hours they spend on it.

Billable time

For service and T&M work, where the goal is a higher share of the day billed rather than a faster job.

Hours produced

For production environments where installed or completed hours are the cleanest measure of a good week.