How Bricklay gave RSC Group a real-time enterprise operations platform refreshing every 60 seconds, providing field managers live visibility into 10,000+ daily service tickets, 300+ technicians across 13 states, billable versus non-billable labor hours, SLA compliance status, and integrated invoicing triggers, replacing a fragmented reporting environment where decisions were made on data that was already hours or days old.
Active service tickets tracked in real time daily across 10,000+ customer sites in 13 states. Data refreshing every 60 seconds.
Real-time data refresh cycle replacing end-of-day batch reporting. Field managers see current status, not yesterday's summary.
Field technicians, electricians, dispatchers, and drivers with billable versus non-billable labor hours surfaced live for the first time.
Accounts Receivable cycles accelerated through unified ticket completion, invoice generation, and billing visibility in one platform.
RSC Group is a multi-state field services organization operating across 13 states with more than 10,000 customer service sites, 300+ field technicians, electricians, dispatchers, and drivers, and a daily service ticket volume that places extraordinary demands on real-time operational visibility. The organization manages work order completion, SLA compliance, resource allocation, and invoicing across a distributed workforce that cannot be supervised from a central location. Every hour of visibility lag is an hour of avoidable operational exposure.
Distributed field service operations are only as manageable as the data that supports them. For RSC Group, that data arrived in batches, summarized at end-of-day, and reported in fragments across disconnected systems. By the time a field manager identified a blocking factor, a technician conflict, or a SLA at risk, the window to intervene had often already closed. Five structural gaps compounded that visibility deficit daily.
"At 10,000+ service sites, a 60-second data refresh is not a performance feature. It is the difference between resolving a SLA risk before it becomes a failure and discovering it the following morning."
RSC Group's service operations generated more than 10,000 active tickets daily across 10,000+ customer sites in 13 states. Without a real-time data layer, field managers and operations leadership could not see live ticket status, blocking factors, or escalation risk. Issues discovered at end-of-day reporting could not be resolved until the following business day, compounding SLA risk across an already high-volume operation.
RSC Group operated with 300+ field technicians, electricians, dispatchers, and drivers whose time allocation between billable and non-billable activities directly determined service margin. Without real-time labor visibility, leadership could not identify resource misallocation until payroll and billing cycles revealed the gap. Margin impact from non-billable activity was measured retrospectively rather than corrected in real time.
At 10,000+ service sites, SLA compliance depends on identifying blocking factors before they cause failures, not after. Parts unavailability, technician conflicts, routing inefficiencies, and scheduling gaps were invisible until a ticket was already overdue. SLA management was reactive at exactly the scale where it needed to be proactive.
Invoice generation required manual coordination between ticket completion status, billing triggers, and accounts receivable processes. Tickets closed in the field were not immediately visible to the billing team, introducing delays between work completion and invoice issuance that directly extended Days Sales Outstanding across 10,000+ active accounts.
Operational and financial reporting for a 13-state service operation required IT involvement for every custom query, dashboard, or data extract. Field managers without technical access could not build their own views of ticket status, technician utilization, or site-level SLA performance. Finance stakeholders waited days for reports that took hours to build, consuming IT capacity that should have been directed to system development.
Bricklay designed and delivered a real-time enterprise data warehouse and analytics platform that consolidated RSC Group’s field service operations, labor tracking, SLA compliance monitoring, and invoicing visibility into a single platform refreshing every 60 seconds. No core operational systems were replaced. The intelligence layer was built on top of existing ticket, workforce, and billing data.
Connecting a 13-state field service operation into a single platform refreshing every 60 seconds produced four categories of measurable operational and financial improvement.
Blocking factors identified and resolved in real time rather than at end-of-day reporting. SLA performance managed proactively across 10,000+ service sites and 13 states for the first time.
Billable versus non-billable labor allocation surfaced live across all field technicians, electricians, dispatchers, and drivers. Service margin managed in real time rather than reconciled after payroll cycles.
Invoice generation triggered immediately on ticket completion. Manual coordination between field operations and billing eliminated. Accounts Receivable cycles accelerated across 10,000+ active corporate accounts.
Field managers and finance stakeholders build their own dashboards and reports without IT involvement. Reporting latency reduced from days to real time. IT capacity redirected from report-building to platform development.
This engagement was designed for a specific operational reality: a distributed field workforce, high daily ticket volume, and SLA obligations that cannot be managed on delayed batch data across multiple states.
You operate a field service organization across multiple states with 100 or more field technicians whose daily ticket activity, SLA performance, and labor allocation are not visible to leadership in real time
SLA compliance at your scale is managed reactively: blocking factors are identified after tickets are already overdue rather than while there is still time to intervene
Billable versus non-billable labor allocation across your field workforce is reconciled at payroll or billing cycles rather than monitored live, creating margin exposure measured retrospectively
Invoice generation depends on manual coordination between field ticket completion and your billing team, introducing delays that extend Days Sales Outstanding and create AR cycle inefficiencies
Field managers and finance stakeholders depend on IT to build custom reports or dashboards, consuming IT capacity and introducing reporting latency that slows operational decision-making
Let us map the visibility gaps across your field service operation and show you what 60-second data refresh looks like at your scale.
