Sign on the Dotted Line

Getting clients takes effort. Keeping them takes strategy. That’s why retention and encouraging clients to commit for the long term are such critical parts of running a sustainable pool business. 

Service pros want clients to sign on the dotted line. They want assurance those customers will still be there six months from now, and that the income tied to those accounts is dependable. 

Clients want clarity. They want to know what to expect, that the service will be consistent and that they won’t be searching for a new service pro in a few months.

“In the pool world, it’s so competitive,” says Blayr Lignoski, commercial service manager at National Pool Partners in Phoenix, Arizona. “You can throw a rock and you’re going to hit a pool truck. We have to [realize] that we’re not the only ones in town. They have options. They can go wherever they want to go.”

Start with listening

Price is the first factor most people consider, Lignoski says. But what comes next is where service companies can differentiate themselves. When onboarding a new client, his goal is to learn about the customer and their pool equally. He begins by asking what frustrated them with previous service providers. From there, he gains insight into what the client values and what they want done differently. 

That same approach resonates with Michelle Watson, owner of Shell’s Pool and Spa Services in Ventura, California.

When potential clients call for regular service or green-to-clean, Watson wants to understand the full story.

“Most of the time when it’s a green-to-clean, it’s probably that they were trying to save money and got rid of the pool guy to do it themselves,” she says. “I give them the numbers of ‘if you do this, this is how much it costs.’ ”

For both operators, those early conversations set expectations and identify whether a single visit could become a repeat client.

Small details, long-term payoff

Sometimes, retention comes down to seemingly minor factors.

A client may feel like hosing off the pool deck to get rid of bird waste should be part of the pool service, even if it technically isn’t. Something small that keeps a client happy is worth doing, Lignoski says.

That feedback is logged and applied moving forward, helping build trust from the beginning.

Watson sees similar dynamics in residential service. Clients may not always articulate what they expect, but consistency, professionalism and follow-through are noticed quickly.

Trust is built by showing up when promised, communicating clearly and addressing problems before they become deeper frustrations.

“One thing that’s cool about staying a small business is you’re able to maintain that personable experience for your customer, which they really do love,” Watson says.

First impressions matter

For larger operations, speed and organization play a critical role in retention.

At National Pool Partners, fast, structured onboarding is a key part of cementing client relationships. The process includes routing, scheduling, client communication and completing the first service, ideally within 24 hours.

“We have the proper systems to efficiently onboard, welcome and schedule, and that carries a lot of value,” Lignoski says. 

That quick follow-through reassures clients who may still be shopping around and helps lock in the relationship early.

Education turns service into value

Both Lignoski and Watson emphasize education as a powerful retention tool, particularly for clients who initially viewed service as optional or temporary.

Watson explains that properly maintaining a pool saves money in the long run. Equipment is expensive, and when cared for correctly, it lasts longer. That message often resonates with clients who tried — and failed — to maintain their pools themselves.

Lignoski reinforces that value through documentation and communication. Technology that logs chemistry readings, tracks pool history and shares photos helps demonstrate what technicians are doing and why it matters.

Those touchpoints also create opportunities for proactive communication, rather than only reaching out when something goes wrong or the card on file is expired.

Learning from client loss

When a client gives notice that they’d like to part ways, Lignoski doesn’t let the opportunity for feedback pass by. He calls to find out why. If the issue is price, there may be different service tiers. If it’s the technician, routes can be adjusted. Regardless of the reason, it’s a learning experience.

Quality over quantity

Both operators agree that long-term retention isn’t about locking clients into rigid contracts; it’s about consistency, transparency and respect.

Watson strongly prefers charging for chemicals separately, noting that price fluctuations make bundled pricing risky. In her area, she sees average annual increases of about 10% — adjustments most clients understand when communication is clear.

“I like to create an honest relationship with my customers,” she says. “It’s more about quality than quantity.”

In a crowded industry, both large and small operators are finding long-term clients aren’t won with pressure, but with listening, follow-through and trust.