Got it. I’m going to answer this as your CFO + COO, grounded in Done Right’s current scale, intake volume, and where your labor dollars are quietly leaking.

This is a very solvable problem—but only if you decide what business you’re actually in and then design systems around that decision.

Executive Summary (CFO + COO View)

You are currently:

• Paying skilled labor rates to perform unpriced procurement
• Absorbing decision-making risk for customers without compensation
• Letting sourcing expand organically with intake (which always gets worse, not better)

This is not a technician problem.

This is a policy + pricing + workflow problem.

The fix is not “stop helping customers”

The fix is charging correctly, limiting scope, and systemizing choices.

Below are 6 viable solutions, from soft to firm. In practice, you’ll likely combine 2–4 of them.

Solution 1: Formalize “Materials Procurement” as a Billable Service (Immediate Fix)

COO Rationale

If the customer expects you to source it, that is work.

Work must have:

• Scope
• Rate