Why door to door solar teams break once they start growing
Door to door solar looks simple from the outside. Knock doors, set appointments, close deals.
The reality is that once a team starts growing, operations get messy fast.
One person can keep everything in their head. Two or three people can still get by with spreadsheets and a few apps. Past that point, things start to break. Appointments get missed, installer handoffs are unclear and commission tracking turns into guesswork until the install is complete.
Most solar teams try to solve this by stacking tools. A knocking app, team specific schedules, a CRM, spreadsheets and a lot of manual coordination. That approach works until growth exposes the gaps between systems.
After running into this repeatedly, I built an internal platform called SunShip to manage door to door solar sales in one place. It handles door knocking, scheduling, active deals, installer coordination and commission visibility the moment a deal is closed, all in one system.
The goal was not to build another general CRM. It was to give one person a clean foundation to grow a sales team without cobbling apps together and lighting money on fire during the process.
What surprised me was how much leverage came from clarity. When reps can see stats, leads and commissions clearly, trust improves and teams move faster.
Curious how others here have handled operations as sales teams grow in niche industries like solar?
The "clarity creates trust" insight is underrated. I've seen this pattern in other high-touch sales contexts too - the moment reps can't see their pipeline or commissions clearly, they start building their own shadow systems (usually spreadsheets), which fragments knowledge and creates information asymmetry with management.
The tool-stacking problem you describe is real. Every new app adds another integration point that can fail, and most teams don't realize how much cognitive overhead they're carrying until it's removed.
Curious about commission visibility specifically - are you showing projected commissions before install completion (based on deal stage probability), or only confirmed amounts? The behavioral difference between those two approaches is significant.