From tenant improvements to full installs, we put your team in front of the facility managers, GCs, and designers specifying commercial flooring projects.
Ask Ava anything about flooring prospecting
Commercial flooring is project work tied to events: a renovation, a tenant turnover, a worn corridor that finally fails an inspection, a warehouse floor that needs a coating before a new tenant moves in. The buyer rarely thinks about floors until one of those events arrives, and by then the job often goes to whoever is already on the general contractor's bid list or the facility manager's phone. The outbound job is to learn which buildings have a floor project coming and when, and to be the contractor they already know when it opens. Most of these buyers already have a contractor, so new accounts come from a target list built around the right buildings, contact with the people who sign, and follow-up timed to their renovation or tenant turnover timing. An outsourced appointment-setting team runs that work as an extension of yours and puts qualified meetings on your calendar.
Owned or long-managed buildings with heavy traffic, regular turnover or planned renovation, inside the range your install crews can cover.
Start with the facility or property manager who sees the floors, then confirm who funds the project and who manages the renovation.
Renovation timing, tenant move-out, summer break, ownership change, floor failure, new industrial tenant.
Building type, current floor types, problem areas, square footage, renovation or turnover timing, current installer, downtime constraints, who approves.
Re-contact ahead of budget planning and summer windows; check in when tenants give notice.
Ten flooring meetings a month takes about 1,220 dials: roughly 58 every working day, every month. Who is going to do it?
We are, and we love it. Our U.S.-based SDRs make those calls every day and keep the activity going through every season, so your team can walk buildings, price the work and close. Compare it with hiring an SDR yourself.
Prospect industries, fewest dials per appointment first
Titles that book fastest
Estimates from national averages in our sales-center data: 122 dials per appointment, 30.8% of opportunities reaching a proposal and 9.8% of proposals won. Historical results, not a promise.
Dials per appointment, national flooring programs. Source: Abstrakt sales center, Performance Intelligence, 2026-10. Rows with fewer than 30 opportunities are left out. Historical results, not a promise.
Commercial flooring is project work tied to events: a renovation, a tenant turnover, a worn corridor that finally fails an inspection, a warehouse floor that needs a coating before a new tenant moves in. The buyer rarely thinks about floors until one of those events arrives, and by then the job often goes to whoever is already on the general contractor's bid list or the facility manager's phone. The outbound job is to learn which buildings have a floor project coming and when, and to be the contractor they already know when it opens.
Owners and long-tenured managers plan and fund floor replacements. Short-term tenants live with what is there.
Healthcare, schools, retail, dealerships and industrial floors wear out faster and have performance requirements beyond appearance.
Turnover creates recurring flooring work and a manager who needs it done between leases.
Buyers who cannot close a wing or a store pay for phased, night and weekend installs and for contractors who plan moisture testing and cure times around them.
Rollout programs across locations turn one approval into a schedule of repeat installs.
Turn time between tenants. Ask how many suites turn in a year and who installs now.
Unit turn speed and durable finishes. Many communities are moving units from carpet to hard surface during renovation programs.
Doing the work without moving everyone out. Ask about phased or after-hours installs.
Cleanable surfaces and installing without closing the practice. Weekend installs are common.
Infection control during renovation and phased work in occupied units. Learn how they qualify flooring contractors.
Resident safety and installs around residents. Regional operators often roll programs across communities.
The summer window. Flooring is scheduled for the break and decided in winter and spring, with lead times for material.
Summer windows and the bid calendar. Learn how to get on the approved contractor list.
Downtime and floor performance under traffic. Ask who owns the slab and who pays for the work.
Brand image requirements and keeping the showroom and service drive open during install.
Reach the person who knows the building, the person who signs, and whoever controls the vendor list.
Phased installs, moisture testing done up front, and a floor that fits how the space is used.
Quick turnaround and a standard spec they can repeat across suites.
Reliable installs on schedule and clean coordination with the rest of the project.
The right system for the slab and a cure schedule that fits the shutdown.
Get prequalified early. Procurement rarely starts the conversation but often controls who can bid.
Flooring is part of almost every interior renovation. Learning the timeline early puts you in front of the owner or the GC before bids go out.
Vacant suites and units need flooring before the next tenant, on a short timeline.
Worn carpet, lifting tile and failing adhesive often trace back to moisture or age, and both lead to replacement.
Schools, colleges and some healthcare spaces concentrate floor work when they are least occupied, and decide it months ahead.
New owners upgrade finishes and bring in new contractors.
Dealerships, hotels and retail chains replace flooring on brand schedules across sites.
Warehouse and plant tenants often need coatings, polishing or repairs before moving in.
Why "not now" is still a prospect. Most buildings do not have a flooring project open the day you call, and a no is usually a timing answer. The useful outcome is what floors are in place, what is wearing out, what renovation or turnover is coming, and who decides. Recorded and revisited, that turns a no into a site visit ahead of the next renovation window or the next tenant move-out.
Turnover volume shows whether this is steady work or a one-off project.
Slow installs cost rent, which gives you a reason to be chosen beyond price.
Common-area projects are larger and usually planned in the capital budget.
If a GC controls the work, you may need to sell to them as well as the property manager.
Projects not in the budget wait, so this decides when to deliver pricing.
New buildings and leasing campaigns bring flooring decisions with them.
Renovation programs are repeat work across many units.
In-house crews that fall behind in busy months are the opening.
Turn speed drives the decision, so your scheduling and stock matter.
Amenity and corridor projects are bigger jobs often tied to an acquisition or rebrand.
Regional approval opens the portfolio after one community.
Wear patterns tell you the scope and how soon it is needed.
Reconfigurations are when flooring gets replaced instead of patched.
Phased and after-hours installs are often the deciding factor for occupied buildings.
Conversions are a different scope and may need specialty crews.
This tells you whether you are pricing a project or helping plan one.
Clinical areas need cleanable, seamless surfaces, which changes product and price.
Keeping patients flowing is the main concern, so scheduling answers matter.
New clinics and remodels bring the largest flooring projects.
Larger groups often buy through a construction manager, which changes who you sell to.
Floors that will not come clean are a strong reason to replace.
Hospitals rarely hire unvetted trades, so this is the first step to any work.
Your ability to meet these determines whether you can bid at all.
Large projects often run through a GC, so you need both relationships.
A finding creates a deadline and a funded project.
Direct small jobs are how you prove your crews before larger projects.
Turn speed affects move-ins, which the executive director tracks closely.
Slip resistance and transitions become the core of your recommendation.
Common-area projects are larger and need careful scheduling around residents.
Occupied-building requirements show whether your crews fit the setting.
Regional programs can open multiple communities after one.
Projects decided in winter and spring set your timeline for pricing.
Priority spaces define scope and help phase work across years.
Lead times can push your real deadline well before summer.
Approval path decides who needs your proposal and when.
Campaign-funded work brings larger scopes and longer timelines.
Being on the list is the first step before any bid.
The plan tells you what projects are coming and roughly when.
Residence halls are often the largest flooring projects and have tight windows.
Term contracts can mean steady work once you are awarded.
Talking with the spec writer helps you shape requirements before the bid.
Lease terms decide whether you sell to the tenant or the landlord.
The problem defines the scope and urgency.
Downtime windows decide schedule and price.
Tenant changes and conversions are when floors get redone.
Audit findings create urgency.
Brand programs set the spec and the deadline.
Coatings in high-traffic service areas wear out and are a separate scope.
Staying open is the dealer's main concern, so phasing matters.
Group buying opens multiple rooftops.
Ownership changes and remodels bring flooring work.
Ask what is planned next year and which areas get the most complaints. Projects are usually known before they are funded.
Next step: Record the problem areas and planning cycle; follow up before the budget is set.
On renovations the GC usually picks the flooring sub, but owners and facility teams can suggest or require contractors, and turnover work often bypasses the GC entirely.
Next step: Ask which GCs they use and whether smaller replacements go direct. Pursue both paths.
Ask how the last install went. Flooring contractors lose accounts over failures from skipped moisture testing, missed schedules and disruption.
Next step: Record the incumbent; ask to quote the next turnover or a small area.
The price depends on the subfloor, moisture, prep and access. A pricing request usually means a project is being scoped.
Next step: Ask about the space and timing, then book a site visit to measure and test.
That is the requirement, not a refusal. Downtime is the main reason floor projects get deferred.
Next step: Ask which hours or areas could be available and propose a phased, night or weekend approach at the site visit.
Send a recap within a day with photos of the floors you saw, the wear or damage, the spaces in scope and the timing they need. Confirm product preferences, whether the install must be phased or after hours, and when you will deliver pricing. If a GC, owner or regional manager signs off, ask to include them.
Avoid: Do not quote before confirming the substrate condition, moisture concerns and access.
Schedule a review call to walk through product, prep, phasing and lead times, since those are where flooring bids differ most. Ask how they will compare bids and what would make yours the easy choice. Offer alternate products if budget is the issue.
Avoid: Do not follow up only to ask whether they have reviewed the bid.
Find out what the project is waiting on: budget, a tenant move-out, a renovation decision or the summer window. Set your next touch to that date and send something useful meanwhile, such as product samples or a phased option. Log the floor types, condition and timing in the CRM.
Avoid: Do not cut price before you know why the decision is waiting.
Ask what decided it and whether other work is coming, such as unit turns, tenant suites or another building. Offer to be the backup for smaller or faster jobs. Check back after the install to learn how it went.
Avoid: Do not treat one lost project as a closed account.
Call before budgets are built and ask what is on next year's list. Offer to walk the building again and price the priority areas so your number is the one used for planning. For schools and campuses, work backward from material lead times and the summer break.
Avoid: Do not wait until the project is already scheduled with another contractor.
Your ICP, target list, messaging and calendar handoff are built and approved.
Most partners see their first qualified appointment set by day 11.
Typically four appointments scheduled and two meetings already held.
Fourteen appointments set, with eight of those meetings completed.
The first closed deal typically comes by the end of month five.
Twenty-eight appointments set and eighteen held, with proposals out the door.
A typical partner timeline from Abstrakt's programs, not a promise for any single program. Your guaranteed activity or appointment number is agreed in writing before launch, and outbound pipeline builds over 6 to 12 months.
Worn carpet, failing tile and dated finishes sit on a facility list somebody owns. Outbound learns the timeline and gets you in before the project is bid.
Property managers turn spaces constantly. A dependable flooring sub with fast turnaround becomes the default call for the whole portfolio.
Strong fit for warehouses, plants, dealership service areas and retail. Specification-driven, so the plant or operations lead is the first conversation.
Infection control, slip resistance and tight renovation windows. Fewer contractors are set up for it, and buyers value proven process over price.
Bought by general contractors from their sub lists. Build GC relationships for it, but owner outreach does not create the project.
Our SDRs open the door. Our creative and inbound teams make sure what a buyer finds next, your website and the material your reps send, closes the gap.
Local contractor counts, buildings worth calling, territory and the push months for bid meetings across 100 metros. Most room per contractor right now: Los Angeles, Central Valley, San Jose, San Francisco, Salt Lake City.
| Market | Contractors | Larger buildings | Per contractor | Push months | Largest category |
|---|---|---|---|---|---|
| Birmingham, AL | 18 | 880 | 48.9 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Huntsville, AL | 10 | 330 | 33.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Phoenix, AZ | 50 | 3,915 | 78.3 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Tucson, AZ | 5 | 771 | 154.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Little Rock, AR | 6 | 598 | 99.7 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Central Valley, CA | 13 | 1,933 | 148.7 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Los Angeles, CA | 82 | 13,466 | 164.2 | Year-round | Apartment and multifamily management companies |
| Oxnard, CA | 3 | 639 | 213.0 | Year-round | Apartment and multifamily management companies |
| Riverside, CA | 44 | 2,953 | 67.1 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Sacramento, CA | 18 | 1,955 | 108.6 | Year-round | Apartment and multifamily management companies |
| San Diego, CA | 34 | 3,313 | 97.4 | Year-round | Apartment and multifamily management companies |
| San Francisco, CA | 32 | 4,550 | 142.2 | Year-round | Apartment and multifamily management companies |
| San Jose, CA | 11 | 1,626 | 147.8 | Year-round | Apartment and multifamily management companies |
| Santa Cruz, CA | 2 | 222 | 111.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Santa Rosa, CA | 3 | 452 | 150.7 | Year-round | Apartment and multifamily management companies |
| Stockton, CA | 9 | 481 | 53.4 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Colorado Springs, CO | 6 | 629 | 104.8 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Denver, CO | 45 | 2,842 | 63.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Bridgeport, CT | 5 | 907 | 181.4 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Hartford, CT | 21 | 1,021 | 48.6 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Washington, DC | 68 | 5,290 | 77.8 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Cape Coral, FL | 11 | 637 | 57.9 | Year-round | Apartment and multifamily management companies |
| Daytona Beach, FL | 6 | 526 | 87.7 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Jacksonville, FL | 17 | 1,380 | 81.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Miami, FL | 65 | 6,910 | 106.3 | Year-round | Apartment and multifamily management companies |
| North Port, FL | 11 | 816 | 74.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Orlando, FL | 32 | 2,539 | 79.3 | Year-round | Apartment and multifamily management companies |
| Tampa, FL | 35 | 2,804 | 80.1 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| West Palm Beach, FL | 20 | 1,761 | 88.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Atlanta, GA | 85 | 5,160 | 60.7 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Honolulu, HI | 25 | 737 | 29.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Boise City, ID | 17 | 710 | 41.8 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Chicago, IL | 120 | 7,015 | 58.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Indianapolis, IN | 35 | 1,925 | 55.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| South Bend, IN | 4 | 234 | 58.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Des Moines, IA | 14 | 548 | 39.1 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Wichita, KS | 6 | 579 | 96.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Lexington, KY | 5 | 467 | 93.4 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Louisville, KY | 8 | 1,128 | 141.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Baton Rouge, LA | 11 | 593 | 53.9 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| New Orleans, LA | 14 | 912 | 65.1 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Portland, ME | 9 | 681 | 75.7 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Baltimore, MD | 41 | 2,418 | 59.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Boston, MA | 69 | 5,070 | 73.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Springfield, MA | 9 | 448 | 49.8 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Worcester, MA | 7 | 723 | 103.3 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Detroit, MI | 43 | 3,167 | 73.7 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Grand Rapids, MI | 13 | 861 | 66.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Saginaw, MI | 4 | 162 | 40.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Minneapolis, MN | 44 | 3,585 | 81.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Kansas City, MO | 29 | 1,871 | 64.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| St. Louis, MO | 31 | 2,185 | 70.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Omaha, NE | 18 | 742 | 41.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Las Vegas, NV | 35 | 1,660 | 47.4 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Manchester, NH | 6 | 378 | 63.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Albuquerque, NM | 16 | 687 | 42.9 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Albany, NY | 12 | 754 | 62.8 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Buffalo, NY | 12 | 962 | 80.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| New York, NY | 185 | 20,515 | 110.9 | Year-round | Apartment and multifamily management companies |
| Poughkeepsie, NY | 6 | 523 | 87.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Rochester, NY | 13 | 887 | 68.2 | Year-round | Apartment and multifamily management companies |
| Syracuse, NY | 5 | 520 | 104.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Charlotte, NC | 46 | 2,201 | 47.8 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Greensboro, NC | 6 | 640 | 106.7 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Raleigh, NC | 17 | 1,194 | 70.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Akron, OH | 6 | 555 | 92.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Cincinnati, OH | 18 | 1,678 | 93.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Cleveland, OH | 32 | 1,857 | 58.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Columbus, OH | 30 | 2,042 | 68.1 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Dayton, OH | 4 | 659 | 164.8 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Oklahoma City, OK | 17 | 1,163 | 68.4 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Tulsa, OK | 9 | 782 | 86.9 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Portland, OR | 28 | 2,679 | 95.7 | Year-round | Apartment and multifamily management companies |
| Allentown, PA | 8 | 699 | 87.4 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Harrisburg, PA | 8 | 589 | 73.6 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Philadelphia, PA | 70 | 5,429 | 77.6 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Pittsburgh, PA | 27 | 2,265 | 83.9 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Providence, RI | 27 | 1,447 | 53.6 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Charleston, SC | 12 | 733 | 61.1 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Columbia, SC | 8 | 546 | 68.3 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Greenville, SC | 22 | 641 | 29.1 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Chattanooga, TN | 4 | 457 | 114.3 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Knoxville, TN | 13 | 705 | 54.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Memphis, TN | 12 | 1,088 | 90.7 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Nashville, TN | 27 | 1,949 | 72.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Austin, TX | 38 | 2,240 | 58.9 | Year-round | Apartment and multifamily management companies |
| Dallas, TX | 77 | 6,733 | 87.4 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| El Paso, TX | 6 | 684 | 114.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Houston, TX | 59 | 5,298 | 89.8 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| McAllen, TX | 1 | 595 | 595.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| San Antonio, TX | 24 | 1,968 | 82.0 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Provo, UT | 2 | 579 | 289.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Salt Lake City, UT | 10 | 1,287 | 128.7 | Year-round | Apartment and multifamily management companies |
| Richmond, VA | 27 | 1,166 | 43.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Virginia Beach, VA | 16 | 1,527 | 95.4 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Seattle, WA | 30 | 3,592 | 119.7 | Year-round | Apartment and multifamily management companies |
| Spokane, WA | 5 | 579 | 115.8 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Charleston, WV | 2 | 179 | 89.5 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Madison, WI | 9 | 599 | 66.6 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
| Milwaukee, WI | 22 | 1,501 | 68.2 | Year-round | Ambulatory health care: physician, dental, outpatient and urgent care |
Contractors: U.S. Bureau of Labor Statistics, Quarterly Census of Employment and Wages, private ownership, 2025 Q2, nonresidential flooring contractors (NAICS 238332). Larger buildings: U.S. Census Bureau, County Business Patterns 2023, establishments with 20 or more employees in flooring-buying categories. Prospecting windows from NOAA NCEI nClimDiv county monthly series, 1991-2020 averages.
Best for $2M to $10M revenue. A dedicated U.S.-based SDR at 50% capacity, a custom 1,500-account target list, phone, email and LinkedIn.
Best for $10M to $50M. A dedicated SDR at 100%, plus direct mail, intent and trigger data, and nurture up to 18 months.
Best for $50M+. A team of 2 to 6 specialists across territories and divisions.
Guaranteed. The activity or qualified-appointment number is agreed in writing before launch. If we miss it, we keep working at no additional cost until we hit it.
Exclusive. One program per trade per market: we will not run flooring appointment setting for your direct competitor in your territory.
See everything each plan includes or compare with hiring an SDR.
Pick a metro and see whether a flooring program is still available there, with the local numbers. No form to see it.
Check a market →An opener, reason for the call, discovery questions, a voicemail and objection notes built from this playbook.
Build a script →Do-not-call lists, calling hours and registration rules for all 50 states, and why most teams hand this to a dedicated floor.
Look up a state →Commercial flooring is project work tied to events: a renovation, a tenant turnover, a worn corridor that finally fails an inspection, a warehouse floor that needs a coating before a new tenant moves in. The buyer rarely thinks about floors until one of those events arrives, and by then the job often goes to whoever is already on the general contractor's bid list or the facility manager's phone. The outbound job is to learn which buildings have a floor project coming and when, and to be the contractor they already know when it opens. Most of these buyers already have a contractor, so new accounts come from a target list built around the right buildings, contact with the people who sign, and follow-up timed to their renovation or tenant turnover timing. An outsourced appointment-setting team runs that work as an extension of yours and puts qualified meetings on your calendar.
Commercial installs, tenant improvements, specialty and resilient flooring, and recurring maintenance/replacement.
Facility and property managers, general contractors, architects/designers, and operations leaders.
Most agencies sell leads , names and emails you chase. We sell booked meetings with qualified buyers, each verified against three checks: Right Company, Right Contact, Right Timing.
Most programs launch in 2–3 weeks and produce a first qualified meeting within 30–45 days, with full ramp by roughly day 60.
Both. Whether you serve a single metro or operate across multiple states, we build the target list to match your footprint.
We do, every working day, and we love it. Your team focuses on closing flooring work.
Photos: crew finishing a new floor inside a commercial building by Craftsman Concrete Floors on Pexels; tile installation with levelers by Vladimir Srajber on Pexels (Pexels License, cropped).
Getting Ava ready…
AI video guide. Your voice is processed by Tavus to run this conversation; we never use your camera. Calls end after 5 minutes. Privacy
