Hours, revenue and people Wrangler gets back when calls are answered, jobs are booked complete, and tickets are clean. Start with the stages below. The math behind every number follows further down.
Type what Wrangler tells you. Each number replaces the low, mid and high for that input, gets tagged WRANGLER, and every section recalculates. Leave a box empty to keep our range. The one pager uses whatever is here.
Full run rate (year 3 onward). Hours are hours your people get back. Revenue is money for work already done that gets billed instead of lost. Profit recaptured adds both.
Nine stages from first call to paid, including the parts and vendors that keep trucks running. Orange dot: Echo 1 is live there in today's demo. Hollow dot: in the build. $: money changes hands.
Where Wrangler pulls ahead. An operator with a load ready calls around. The hauler that answers on the first ring, books it right without a call-back, shows up on time and bills a clean ticket gets the next call. Every turn of the wheel that runs clean makes the next one faster: answered calls fill trucks, complete jobs free the desk, clean tickets get paid sooner, and drivers who are paid right stay to run the next load.
Money Wrangler stops losing in dispatch, turnover and billing. 5-year totals.
New accounts the Echo 1 Inside Sales Rep helps win. 5-year totals.
Echo 1 email, text and phone agents issue invoices, send purchase orders by email, and build a risk profile from each account's communication, payment and delivery history. Crossing a risk threshold starts added collection steps or lead-time checks on parts and materials. 5-year totals.
Year 3, full run rate. Cash released is working capital that arrives sooner, not profit. Distributable cash is before tax.
Tax strategy. The Echo 1 Labs CPA reviews the plan with Wrangler's tax advisor: timing of distributions and of truck and equipment purchases made with released cash. No tax savings are counted on this page.
Cost of the areas Echo 1 touches, for every scenario. Sales growth is shown separately above. Without: today's process carried for 5 years. With: the same costs after the levers, ramped. The buttons switch the chart below the table.
Low, mid and high are treated as the 25th, 50th and 75th percentile of each input. Edit any cell; everything recalculates.
| Driver | Low (P25) | Mid (P50) | High (P75) | Source |
|---|
Ramp: year 1 at 50%, year 2 at 85%, years 3 to 5 at 100% of steady state. Labor values grow with the wage growth input; billing value is held flat.
All other inputs held at mid. Longest bars are the numbers to confirm first.
Strong sources are ATRI, D&B, UGPTI, BLS and the Credit Research Foundation. Rows marked "weak source" come from vendor blogs and are directional only. None of these are Wrangler's numbers.
| Metric | Industry benchmark | This model (low / mid / high) | Verdict |
|---|---|---|---|
| Driver annual turnover | Small truckload fleets 27.1%, large truckload fleets 72.3% (ATRI, 2023 data, published 2024) | 27.1% / 40% / 72.3% | Matches the ATRI range. Wrangler sits between small and large. |
| Cost to replace one driver | $8,234 average, $2,243 to $20,729 range (UGPTI, 1998 data). Planning range today $10k to $15k (inferred) | $8,234 / $12,500 / $20,729 | Matches the documented range. |
| Dispatcher pay, Texas | $18.53 per hour (Indeed, Texas); $46,799 a year, about $22.50 per hour (Salary.com, San Antonio) | $16 / $18 / $20 per hour | Conservative. Fine to keep. |
| Dispatcher annual turnover | 20% to 35% (weak source) | 20% / 27.5% / 35% | Matches a weak benchmark. Ask Janice Walleck before showing. |
| Days to collect (DSO) | Trucking 42 to 45 days; oilfield services about 61 days, water services about 74 days (CRF 2025; ops-flo 2026, weak source) | Cut of 5 / 10 / 15 days | Plausible. Use 60 days as the working baseline until Tammy Brasher confirms. |
| Paying late | Oil and gas extraction: 58.7% of accounts current, 5.9% over 90 days late (D&B, Q2 2026) | n/a | Supports the A/R lever. Wrangler's customers are operators. |
| Bad debt written off | 0.2% to 1.0% of revenue planning range; no validated sector average | 0.3% / 0.5% / 1.0% | In range. |
| Field ticket rejections | 20% to 30% on paper vs about 1% with digital workflows; oilfield invoice disputes 5% to 15% (weak sources) | 0.5% / 1% / 2% of revenue recovered | Conservative. |
| Truck down time | $500 to $800 lost revenue per idle day; missing parts add about 3.4 days per repair (weak sources) | 3 / 5 / 8 days per truck per year | Plausible. |
| Unanswered business calls | No reliable 2025 to 2026 figure found | n/a | Do not quote a percentage. Measure it in Week 0. |
Sources: UGPTI SP-146 · ATRI figures via Actify · D&B A/R Report Q2 2026 · CRF DSO via Monk · Oilfield DSO 2026 · Field ticket rejections · Indeed TX dispatcher pay · Salary.com San Antonio · Parts downtime
Baselines come from Wrangler in week 0. Targets are demo ranges from the mid case and get reset once the baseline is in.
| Metric | Owner | Source | Baseline | 90-day target (demo) | Review |
|---|---|---|---|---|---|
| Calls answered on the first ring, day and night | Matt Awbrey | Voice line | Week 0 | Every call | Weekly |
| Jobs booked complete, no call-back needed | Joe Knox | Voice line, job texts | Week 0 | 9 of 10 jobs | Weekly |
| Time from job request to dispatch approval | Matt Awbrey | Job texts, dispatch log | Week 0 | Same hour | Weekly |
| Dispatcher hours on the phone per shift | Joe Knox | Voice line, schedule | Week 0 | Down by a quarter | Weekly |
| Tickets with missing or disputed fields per 100 | Carolina Mosqueda | Ticketing software | Week 0 | Half of baseline | Weekly |
| Days from ticket close to invoice sent | Carolina Mosqueda | Ticketing, accounting | Week 0 | Same day | Weekly |
| Days from invoice to cash | Tammy Brasher | Accounting | Week 0 | 10 fewer days | Monthly |
| Accounts over the risk threshold, and dollars at risk | Tammy Brasher | A/R agent risk profile | Week 0 | Every one in a collection step | Weekly |
| Truck days waiting on parts or materials | Luis Salazar | PO follow-up, Samsara | Week 0 | Down by 30% | Monthly |
| Driver and dispatcher turnover, rolling 12 months | Janice Walleck | HR | Week 0 | Trending down | Quarterly |
| Quotes followed up within one business day; new accounts won | Gary Olivarez | Sales line, Inside Sales Rep | Week 0 | Every quote | Weekly |
| Voice minutes used | Frank Yanni | Voice platform logs | Starts at go-live | Tracked, no target | Monthly |
Ongoing analysis. Each Monday the scorecard updates from the voice line, ticketing, Samsara and accounting, and flags any metric moving the wrong way with the calls or tickets behind it. Each month leadership gets a one-page view by yard. Each quarter the value model is re-run on Wrangler's actual numbers, so every figure on this page is replaced by measured results.