How SG Window Tint Grew From $150K a Year With Systems, Scorecards and an Integrator

Who is Tim Jordan and what is SG Window Tint?

Tim Jordan is a Colorado entrepreneur who has bought five businesses and sold three. SG Window Tint was the first, and he still owns it. He bought it 15 years ago, at 22, when it was doing $150,000 a year and came with a good customer list.

Most of the work is not cars. SG tints windows in homes and commercial buildings, and Tim named CU Boulder as its biggest customer, along with Denver Broncos and Nuggets players. About six years ago the company added an automotive side, first with a shop in Denver and a few years later one in Fort Collins, where Tim lives.

In between, he ran a much larger company. He and his wife owned two flower shops, merged with their largest competitor, Palmer Flowers, and Tim became president of a company with 100 employees at its peak. He was 27. The former owner stayed on as president for two years while Tim worked under him as vice president. “I had to take the ownership hat off and put a leadership hat on,” he said. They sold the flower shop two years ago.

How did SG Window Tint grow from $150K a year?

One bottleneck at a time. Tim picks what to fix by impact on people, revenue and margin, and he does not think any improvement lasts without a system behind it, meaning both the software and the written process around it. The order he described:

1. More customers. He taught himself digital marketing and leaned into it.
2. First hires, on performance-based pay. The whole pay structure was built that way. Even the administrators at the front desk earn about 30% of their compensation on performance.
3. A project management system. Spreadsheets and handwritten documents gave way to software that handled inventory and payments.
4. More space. Once those were in place the facility became the limit, which led to the automotive shops.

The automotive launch was “its own disaster.” Tim copied his home services model onto a retail shop and it did not fit. His website buttons said to schedule a consultation, and nobody clicked. “Every single person that calls me initially or fills out a lead form is looking for a price quote,” he said.

Why did he hand the business to an integrator?

Because he realized he was no longer the best person to run it. Tim was acting as general manager of a trade he cannot do himself. He cannot tint a window, so he depended on installers for quality control and had no way to step in when one was unhappy.

Reading Traction changed how he saw his role. He is a visionary, good at building processes and finding talent, and the company needed an integrator. He found one inside the company, brought him in as an employee owner two years ago, and gave him day-to-day operations. He is 23 today. “The business has never been more profitable,” Tim said, and he called that embarrassing to admit.

He ties the result to how the company treats its staff. People are not numbers or tools, he said. The company has no turnover, and his salespeople have been with the company an average of about eight years.

How does SG Window Tint use a scorecard?

It turns the annual goal into a number the team can hit today. Tim starts with where he wants sales and lead volume to be in a year, works back to the quarter, then to the day. On the automotive side that means at least six installs, $3,000 in sales and a $400 average job. “If I hit those goals more often than not, I’m going to hit my quarterly goal,” he said.

The tracking can live in the reports of whatever job software a company already uses, or in a Google Sheet. Small daily wins also make the hard weeks feel worth it.

What does Tim tell owners about Google reviews?

That reviews and the Google Business Profile are the first thing a small service business should fix. Paid ads built his company, but he said results from Google Ads, Local Services Ads and Meta now vary so much that he wants control back through organic ranking.

His checklist:

• Fill out every field on the profile, and post and answer your own customers’ common questions in the Q&A.
• Post updates. When a shop is behind, SG posts every day.
• Check each profile quarterly for features Google added quietly, like a number customers can text.
• Get reviews consistently. SG needs about 30 a month. Another of his companies, Mold Removal Express, has a minimum of three.

He tried the review tools in Jobber, GoHighLevel and Tint Wiz before switching to Review Harvest across his companies.

What is Service Catalyst?

It is a paid peer mentorship community for early-stage service business owners that Tim co-founded after selling the flower shop. Friends of friends kept asking him for advice, and after 10 to 15 of those coffee meetings he noticed most owners had heard of only about half of the 15 to 20 topics he thinks a business needs to be good at.

The plan he described is a free master class on those topics, a membership of $70 a month, weekly office hours and a weekly scorecard check-in. The aim is the one owners started with: a business that does not take 60 or 70 hours a week, and time to be at the kids’ soccer games.