Start Smart

When customers are anxious to jump into their beautiful, sparkling, newly built or renovated pool, it’s hard to curb their enthusiasm. The pool is filled. It looks ready. But as many pros know, it’s not quite there yet.

That’s where the start-up service comes in — the crucial process that transitions a pool from construction to ready-to-swim status. If this work isn’t included in the builder’s contract, the owner will need to hire a company that specializes in start-ups, whether that’s a stand-alone business or part of a full-service pool company’s offerings. While the chemistry is critical, successful start-ups also require organization, scheduling and communication. It’s this often-unseen work that ensures a smooth and efficient process and successful conclusion for all. 

“Start-ups are a great revenue generator, but if they go sideways, they’re a headache,” says Ryan Carlson, president and owner of SkyBlue Pools in Los Altos, California. His full-service pool business generated $50,000 in start-up revenue last year.

Managing people and systems

For Carlson, the key to efficiency is having one person oversee the operation from start to finish. “The most important thing is having one [high-level] person managing it, because if you get more people involved, the left hand doesn’t know what the right hand is doing,” he says. 

In smaller family-run businesses like Nelson Pool & Spa Repair in Rio Linda, California, clear communication and teamwork keep projects on track. “Once we’re part of a start-up, we’re kind of married to that pool,” says Mitchell Nelson, who runs the business alongside his sons Mike and Jared. Scheduling depends heavily on the season and workload, and they plan carefully to ensure no pool gets overlooked.

Tracking progress is essential, although methods vary. Carlson’s team uses Pool Brain software to log progress, store photos and generate detailed reports for builders and homeowners. “Documentation is key,” he says. “Otherwise, that’s when the finger-pointing starts.”

Nelson takes a simpler approach. “[I’m] kind of old-school; I use a checklist,” he says. His system, refined over 50 years in business, ensures every task is handled and that customers understand their responsibilities during the start-up period.

Logistics, logistics, logistics

The first week — and even up to 28 days for newly plastered pools — after filling requires daily attention, making scheduling a major challenge for service companies. Carlson’s operations department includes a vice president dedicated to coordinating all moving parts and ensuring crews stay on schedule.

Nelson takes on projects selectively, prioritizing pools in his regular service routes to maintain efficiency. One-offs in other areas don’t work for his company, Nelson says — especially because he requires start-up customers agree to a one-year service contract to ensure proper care during a critical period.

While the start-up period demands daily attention, that doesn’t necessarily mean a technician is on-site every day. Nelson’s company typically devotes 10 to 12 days of service visits during the first month, with plaster pools requiring more attention than pebble finishes. The remaining daily work depends heavily on homeowner participation — especially brushing. Plaster companies generally recommend two brushings a day, but Nelson tells clients he brushed his own pool five times a day, noting that once homeowners understand the impact on smoothness, they’re typically “more than happy to brush more than just two times a day.” 

Carlson also sees customers ask to take on brushing or other tasks “to reduce cost,” but says “95% of customers want us to do it when they realize what’s involved.” His team occasionally allows hybrid arrangements only with long-term, trusted clients, because a misstep during the first week — one of the most important periods for chemistry — can jeopardize the entire finish. As a result, his team typically handles all on-site work during the early checks while maintaining strong communication so homeowners understand the timeline and expectations.

Nelson explains that communication extends to making sure homeowners are available during the start-up period, not just informed. 

“Sometimes they will plan a new plaster job on a week they’re going to be on vacation, but somebody needs to be there,” Nelson says. “You want to have a meeting of minds to make sure everything is going to work out well. It’s not just the plastering company coming out and doing their job. Everybody has a part.”

Expert advice 

For businesses looking to expand into start-ups, both Carlson and Nelson emphasize training and professionalism.

Carlson recommends first taking the National Plasterers Council’s start-up course. “Get a good understanding of the process,” he says. “Become committed to the process versus taking shortcuts.”  

Nelson agrees, adding that new providers should seek certification. “[At a minimum] get chemistry certified through IPSSA,” he stresses.

Beyond training, Carlson recommends building strong partnerships with local builders and always testing the source water before beginning. “Establish good relationships with builders, and know the chemistry of the water before you start the process,” he says.

With the right planning, oversight and communication, pool start-ups can be profitable and predictable — ensuring a smooth handoff from builder to homeowner and a strong start for every new pool.