Find the profit leaks in your scooping business


Hey Reader, Tony here.

I kept hearing some version of the same sentence from established scooping business owners:

“We’re busy. We have recurring customers. Money is coming in. But I still feel like I should be keeping more.”

That’s not always a lead problem.

Sometimes the business is leaking profit in places that are harder to see:

  • Customers priced too low
  • Too much time spent driving between stops
  • Labor costs eating the route margin
  • The owner working too many hours
  • Churn quietly canceling out new customers
  • Ads generating leads without enough payback
  • Weak reviews reducing trust and conversion

The frustrating part is that the business can look healthy from the outside.

Revenue is coming in. Routes are full. The calendar is busy.

But busy does not automatically mean profitable.

That’s why I built the free Scooper Profit Map.

It helps you look at the numbers that actually determine what you keep:

  • Revenue per recurring client
  • Gross margin
  • Drive time and route efficiency
  • Labor costs
  • Churn and net client growth
  • Lead cost and customer acquisition cost
  • Ad payback
  • Google reputation

At the end, you’ll receive a Leak Score from 0 to 10 and a clearer idea of what to fix first.

You don’t need perfect accounting numbers. Ballpark numbers are enough.

The goal is to stop guessing.

👉 Watch the video explaining the Scooper Profit Map​

Then run your numbers here:

👉 Run the free Scooper Profit Map​

I’m also preparing the next cohort of the Scooper Scale Sprint, which starts next month.

The Profit Map identifies the leak.

The Scooper Scale Sprint helps install the fixes.

If you’re established and want help implementing what the Map uncovers, you may be eligible to apply.

Start with the free tool. Find the leak before you spend another dollar trying to solve the wrong problem.

Tony - Poop Scoops For Noobs
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P.S. - And As Always, Acknowledge The Now.

P.P.S. - A full route can still produce disappointing owner pay. The number of customers matters, but the economics underneath those customers matter more.

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