Agents Every new install leaves with a service plan attached
It is 11:20 a.m. on handover day in a mechanical room and the facilities manager is staring at the startup sheet for new rooftop units — warranty dates, filter sizes, and the question his boss will ask next quarter: what will these cost to own, and who is keeping them running?
Source: ServiceTitan, "Pantheon 2026: Live coverage from ServiceTitan" — https://www.servicetitan.com/blog/pantheon-2026-live-coverage — the coverage describes service agreements as recurring work, a facilities director who needs to prove maintenance value to win next year’s budget, and a proposed quarterly report showing equipment age, life remaining and spend by asset. This post turns that handover moment into a buildable workflow; it is not a shipped product claim, and no vendor figures are used.
The problem
Most installs end with a handshake and a warranty card. The crew demobilizes, the startup paperwork lands in a folder, and the service conversation, if it happens at all, comes months later as a cold call — to a customer who has already found someone else.
The timing is backwards. Handover is the one moment the customer is thinking about the equipment’s future: what it cost, how long it should last, and who answers when it stops. It is also when the facilities manager most needs a plan he can put in front of his boss — visits, coverage, an ownership cost — while the install is still fresh.
How the agent workflow works
- Closeout triggers the draft. When the install job closes, the agent pulls the asset record — makes, models, serials, warranty dates and startup readings — and drafts a service-agreement proposal for that specific install, not a generic brochure.
- The proposal is built from the shop’s own terms. The agent applies the approved agreement template: visits per year for that equipment type, what each covers, response terms, and exclusions. Pricing comes from the shop’s rate table, never from the model’s guess.
- A one-page ownership summary comes with it. The agent lays out, asset by asset, age and expected service window, the maintenance covered, and the spend to budget with and without cover — a page the facilities manager can forward to his boss as-is.
- The salesperson reviews it before the crew leaves. The draft lands in the salesperson’s queue for a human check — terms, price, start date — and only then is it presented at handover or sent that day.
- The answer is recorded either way. Signed, the agreement is created and its first visits scheduled. Declined, the reason is logged and one follow-up is set for the first service milestone — not a drip campaign against a customer who said no.
What you need to set it up
- One approved service-agreement template per equipment family, covering inclusions, exclusions and response terms — the agent drafts from it literally.
- A complete asset record at closeout: model, serial, install date and warranty terms for everything installed, captured before the crew demobilizes.
- Budget assumptions the shop will stand behind: visit costs and repair ranges for the ownership page, reviewed whenever rates change.
- Honest costing: the source publishes no price for this agent. Expect the cost to sit inside the field-service platform you already pay for, plus salesperson time to review each draft.
Where it breaks
An ownership page is an estimate, not a promise. Expected life and future repair spend are ranges built on assumptions. Present them as guarantees and an early failure turns your sales document into the customer’s evidence. The ranges and their assumptions belong printed on the page.
The person at handover often cannot sign. Facilities managers recommend; owners, boards and procurement approve — often through their own vendor process. The workflow gets a proposal into the right hands early; it cannot shorten someone else’s approval chain, and a salesperson still has to work it.
Bad closeout data makes a confident, wrong proposal. A transposed serial, a missed third unit, a warranty date copied from the quote instead of the startup sheet — the agent will price and promise from all of it. The review step is not decoration; somebody on the job checks the asset list before the customer sees it.
The bottom line
Run this if your installs leave without a service conversation. Draft the agreement from the finished job, attach the one page the customer needs to sell it internally, and have it ready before the crew demobilizes — while the equipment and the relationship are new.