You’ve acquired 13 electrical companies. Now you need to decide where to expand next, which brands to consolidate, and how to balance service and project work.

You’re running a company with 13 acquisitions, multiple branches, and hundreds of electricians. But the decisions you face go beyond ‘which branch is performing.’ You need to know: which markets have room for expansion? Which acquired brands should be consolidated and which should stay independent? Where do you need to hire journeymen in the next six months? Is your service division a profit center or a cost center — and how do you shift the answer? How do you balance project work and service work across your portfolio?

Geographic expansion requires market share data you don’t have consolidated. Brand decisions require customer awareness and retention metrics across overlapping service areas. Workforce planning requires visibility into electrician pipelines, apprenticeship programs, certification timelines, and retirement forecasts. M&A integration requires tracking dozens of operational and financial milestones across each acquisition. And because your business spans both service and construction, the metrics are harder to compare — a branch doing project work looks different from a branch doing service calls.

We helped a national electrical contractor with 13+ operating companies build this exact strategic layer. Market analysis, brand consolidation modeling, workforce forecasting, M&A integration scorecards, and service profitability analytics — all in one place, updated daily.