Knowledge Gaps Report

Purpose: An honest list of what this Brain does not yet contain. Six gaps surfaced during the engagement interviews. None of them stop Summit from using the Brain today, but each one limits something specific, and each has an owner and a defined path to closure. This report feeds the Implementation Roadmap and the Next Actions punch list.

The Brain is strong. It is not magically complete, and pretending otherwise would make it less trustworthy, not more. When a gap below is closed, update this report and re-score against Brain Readiness Score.

Gap 1: Profitability by service line is not documented

• Why it matters: Summit knows overall revenue (~$4M) but has never broken out margin by Roofing, Exterior Restoration, Remodeling, and Emergency Repair. Without it, decisions about where to push ad spend, which leads to prioritize, and which jobs to walk away from run on gut feel. The agent also cannot answer "which work should we chase" with anything better than volume.
• Current workaround: Dave's judgment, informed by QuickBooks Online reports he pulls ad hoc. It works because Dave has fourteen years of feel; it does not transfer to Marcus or the agent.
• What closing it requires: Dave and the bookkeeper map QuickBooks job costing to the four service lines, produce a trailing-12-month margin view, and document the result plus the method for refreshing it quarterly.
• Owner: Dave Kowalski.

Gap 2: Field photo standards await Pete's final approval

• Why it matters: CompanyCam photos are the backbone of estimates, insurance restoration files, QC, and marketing case studies. Crews currently shoot inconsistently: some document every elevation, some shoot three photos and move on. Bad photo sets slow Tara's estimates and weaken insurance claims.
• Current workaround: A draft standard exists (what to shoot at arrival, before, during, after; naming conventions) and the better crew leads already follow most of it. Pete reviews photo sets and sends crews back when sets are thin.
• What closing it requires: Pete finalizes the draft, signs off, and it gets added to the crew onboarding packet and the Quality Control SOP. Then one toolbox-talk rollout per crew.
• Owner: Pete Sandoval.

Gap 3: Some escalation rules still rely on Dave's judgment

• Why it matters: The Escalation Matrix covers the common cases, but a handful of situations still resolve to "call Dave": legal threats, insurance disputes over scope, customers demanding crew changes, and anything involving a realtor partner relationship. When Dave is on a roof or on vacation, those items stall.
• Current workaround: Call Dave. Rosa keeps a mental list of what can wait until end of day versus what cannot.
• What closing it requires: A working session with Dave, Marcus, Pete, and Rosa to write explicit rules for the remaining cases: what each person can decide alone, what needs Dave same-day, what waits. The output extends the Escalation Matrix and Approval Rules.
• Owner: Dave Kowalski, with Rosa Delgado drafting.

Gap 4: CRM stage definitions need tighter enforcement in GHL

• Why it matters: The pipeline stages (New Lead → Contacted → Estimate Scheduled → Estimate Sent → Follow-Up → Won → Lost) are defined in GoHighLevel CRM Rules, but reps apply them loosely. Some leads sit in Contacted after an estimate was already sent. Loose stages make pipeline reports unreliable, and any agent summary built on them inherits the noise.
• Current workaround: Rosa does a weekly CRM hygiene pass and fixes stage drift by hand. Marcus spot-checks his reps' pipelines on Mondays.
• What closing it requires: Configure GHL to enforce the definitions where possible (required fields on stage change, automation that flags stale stages), plus a short retraining for the sales team on exactly what each stage means. Success looks like Rosa's weekly pass finding almost nothing to fix.
• Owner: Rosa Delgado, with Marcus Webb for sales-team adoption.

Gap 5: Warranty handling is not unified across service lines

• Why it matters: Roofing, exterior, and remodeling each carry different workmanship warranty terms and different manufacturer registration steps, and the knowledge lives partly with Tara and partly with Pete. When a customer calls about a warranty issue, the answer depends on who picks up. This is also a hard boundary for the agent: Hermes must never make warranty coverage determinations, so the humans need one clear document to work from.
• Current workaround: Tara handles warranty questions on jobs she estimated; Pete handles anything crew-workmanship related; anything ambiguous goes to Dave.
• What closing it requires: One unified warranty handling document: terms by service line, manufacturer registration steps, who answers what, and the intake script Rosa uses when a warranty call comes in. Dave signs off on the final terms language.
• Owner: Pete Sandoval, with Tara Nguyen; Dave approves.

Gap 6: Marketing attribution needs cleanup

• Why it matters: Google Ads and Meta Ads run through the outside agency, and UTM tagging has been inconsistent, so GHL lead-source data undercounts paid and overcounts "direct." Jenna cannot say with confidence what a lead from each channel costs, which makes budget conversations with the agency fuzzy.
• Current workaround: Jenna reconciles agency reports against GHL monthly and adjusts by feel. Referral and partnership leads are tracked reliably; paid is the messy part.
• What closing it requires: A UTM convention document the agency agrees to follow, GHL source fields mapped to it, one cleanup pass on active campaigns, and a monthly spot-check added to Jenna's checklist. See Advertising Platforms for the current setup.
• Owner: Jenna Fields, with the agency; Dave holds the agency accountable.

Reading this report honestly

Six gaps out of a business this size is a good result, not a bad one. The pattern across all six is the same: knowledge that works because specific people carry it, not because it is written down and enforced. That is exactly what the Brain exists to fix, one gap at a time, on the schedule in the Implementation Roadmap.

Related

• Brain Readiness Score
• Implementation Roadmap
• Next Actions
• Escalation Matrix
• GoHighLevel CRM Rules
• Knowledge Holders