Project Handoff SOP

Purpose. How a sold job moves from sales (Marcus's team) to production (Pete's team) without losing anything the customer was promised. This is the most failure-prone seam at Summit: the customer said yes to a person, and now different people show up to do the work. Everything the rep knows has to end up written down where Pete's crews can see it. Pete owns this SOP; Marcus's reps are accountable for delivering a complete package.

Trigger. Opportunity moves to Won in GHL: signed estimate returned, and for remodels, the 30% deposit received.

Timing. Handoff package complete within 2 business days of Won. Pete does not schedule a crew until the package passes his review, so an incomplete handoff directly delays the customer's start date.

Steps

1. Verify the win is real. (Owner: the selling rep. Timing: before moving the stage.) Signed estimate in the Google Drive job folder. Remodels: 30% deposit confirmed in QuickBooks by Rosa. No signature or no deposit means it is not Won yet, whatever was said on the phone.
2. Assemble the handoff package. (Owner: selling rep, same 2-day window.) In the Google Drive job folder:

• Signed estimate PDF (final version, not a draft)
• Scope summary in plain language, including anything promised verbally
• All CompanyCam photos from the site visit linked in the GHL record
• Materials and color selections (shingle line and color, siding profile, fixture choices)
• Access notes: gate codes, dogs, parking, HOA rules, preferred contact times
• Insurance claim details if applicable: carrier, claim number, adjuster contact

1. Write the "promises list." (Owner: selling rep.) A short explicit list of every commitment made during the sale: start-date expectations, debris handling, landscaping protection, "we'll also fix that downspout." If it is not on this list, production does not know about it, and the customer will remember it anyway.
2. Hold the handoff review. (Owner: Pete, with the rep. Timing: within 2 business days of Won; standing slot at the Tuesday production meeting, or ad hoc for urgent starts.) Pete walks the package, challenges vague scope lines, and either accepts or bounces it back with a specific list of gaps. Discounts on the signed estimate over 5% must show Tara's or Dave's approval note; if it is missing, Pete stops and gets it resolved before scheduling.
3. Accept and assign. (Owner: Pete.) Pete adds the job to the production board, tentatively assigns a crew per Crew Dispatch SOP, and records the target start window in GHL.
4. Send the welcome-to-production message. (Owner: Rosa. Timing: within 1 business day of acceptance.) Introduces Pete as the production contact, restates scope and the target start window, and explains the update rhythm from Customer Update SOP. This message marks the moment the customer's main contact shifts from sales to operations.
5. Confirm billing setup. (Owner: Rosa.) QuickBooks reflects the contract value, the deposit (remodels), and the progress-billing schedule. Final 10% on remodels is tied to walkthrough sign-off per Quality Control SOP.

Bounce-back rules

• Pete bounces a package once with a written gap list; the rep has 1 business day to fix it.
• A second bounce on the same job goes to Marcus.
• A pattern of bounces from the same rep goes to Dave via the Escalation Matrix.

Why we are strict here

Almost every "the crew didn't know" complaint traces to a thin handoff. The 2-day package rule feels bureaucratic on a simple roof repair; it is cheap insurance on everything else. Recurring handoff failures are logged in Common Mistakes.

Related

• Crew Dispatch SOP
• Customer Update SOP
• Quality Control SOP
• Pricing and Estimating Rules
• Escalation Matrix