$290,485 Closed by a Paving Contractor From 122 Appointments

Last updated: October 15, 2026

• $290,485 closed by the contractor
• 122 appointments set
• 6 projects closed
• $95,055 largest single project

Client

Client name withheld

Industry

Commercial paving (asphalt and sealcoating)

Market

Los Angeles and Orange County, California

Program

Outbound BDR

Program length

13 months

Who we set appointments with

Vice presidents of operations, facilities directors, plant general managers and owners

Channels

Phone, email, LinkedIn and direct mail

A commercial paving contractor in Los Angeles and Orange County closed $290,485 across six projects in 13 months, all from appointments Abstrakt set. Over the program, Abstrakt set 122 appointments with vice presidents of operations, facilities directors, plant general managers and owners. The largest job came in at $95,055. Another one put the contractor on the approved vendor list of an organization with more than 68 parking lots.

A full schedule and one firm request

The contractor runs commercial asphalt and sealcoating across Los Angeles and Orange County with 35 employees. When the program started, 65 to 80 projects a month were already moving for existing clients. A typical project lands around $30,000, and a complete install can reach six figures.

Volume was not the ask. When the owners described a good program, they kept it plain and specific, and every point was about the quality of the meetings their team would sit in. Find buyers who actually want the work, and screen out people collecting bids. Take some of the footwork off the sales team. Make sure new leads get followed up. And keep the team out of meetings with people who have no part in the decision.

That last request shaped everything else. With that many jobs running, a lot walk for someone who cannot approve the work costs a day that belonged to a paying customer.

What Abstrakt set up

Abstrakt ran an Outbound BDR program on four channels: phone, email, LinkedIn and direct mail. All four worked from one target list of commercial properties inside the contractor’s service area, with one message.

Direct mail went out first. When a letter landed, that account moved up the calling list in the same month, so the first call opened with a company name the buyer had already seen. Two of the six projects started this way. Buyers rarely brought up the letter on the phone.

Accounts that were not ready went into a quarterly follow-up cadence, with messages timed to when paving work tends to get planned and funded. A no was logged, and the account stayed open.

Who got the call, and what was confirmed first

The six buyers who signed came from six different industries: a self-storage operator, an industrial ingredients plant, a nonprofit community organization, a private security firm, an environmental consultancy and a furniture company.

The title changed with the property. At the self-storage company it was a vice president of operations who covered every location in the portfolio. At the plant it was the general manager, whose own crew handled small repairs. At the nonprofit it was a facilities director working from an approved contractor list and a budget funded mostly by grants.

Before an appointment went on the contractor’s calendar, Abstrakt worked to confirm four things:

• The property. Size, current condition and scope of the work.
• The budget line. Whether money exists for the work, and when it opens.
• The approval path. Who signs, and whether an ownership group or a board reviews the bid.
• The competition. Who else is quoting, and when.

On this program those answers changed what the contractor did next. A general manager who handles potholes in house was saying how big a job had to be before an outside crew got the call. A grant-funded budget meant prevailing wage would matter. Two other bidders on the same day told the contractor exactly what the meeting had to accomplish.

Three of the six projects, and how each one started

$95,055 from a call to correct a booking error

Abstrakt set an appointment with a vice president of operations at a self-storage company. Then the team saw that the property sat outside the contractor’s service area, and called back to say so before anyone drove out.

That call could have ended the relationship. It did not. The VP had another project in a market the contractor does cover, offered to send the plans, and said the contractor could walk the site whenever it suited. The VP also oversees every location in the portfolio and mentioned more work coming in the contractor’s service areas.

The terms came up front: a strict budget, multiple bids and a review by the ownership group. The contractor closed it at $95,055, the largest project on the program.

$71,870 from a plant manager who first said no

The early attempts went nowhere. A gatekeeper hung up, and a voicemail went unreturned.

When the general manager of an industrial plant finally answered, the message was clear. Paving maintenance was covered, and there was no plan to spend. Potholes were handled in house and patching was scheduled as needed. The GM ended the call early to get back to the environmental team, and Abstrakt logged it as no interest.

The account stayed in the cadence. Months later the picture had changed. Patch work would be needed, though a meeting had to wait while engineers were on site and a new vice president ran a plant inspection. A later call put a timeline on the work and got the GM open to an on-site assessment, and since every decision at that plant went through the GM, that one appointment was the only meeting the contractor needed. The job closed at $71,870.

$63,215 and a place on an approved vendor list

A facilities director at a nonprofit community organization had a project out to bid and explained what was riding on it. Winning would make the contractor one of the organization’s approved vendors. The organization has more than 68 parking lots that need work on a regular basis.

Two other contractors were bidding the same day. The director also said that using prevailing wage would be a significant advantage, because the organization works mostly from grants.

So the contractor walked in knowing the scope, the competition, the date and the one commercial term most likely to move the decision. The contractor closed the job at $63,215 and earned the place on the approved list with it.

The numbers after 13 months

Measure	Result	Note
Appointments set by Abstrakt	122	Over 13 months
Projects closed by the contractor	6	One buyer in each of six industries
Total closed	$290,485	Closed work only
Largest project	$95,055	Self-storage operator
Approved vendor position	1 organization	More than 68 parking lots

Results depend on the market and the company.

Why this worked for a contractor already at capacity

A busy paving company has no hours to spend on lot walks that go nowhere. Each of the three largest jobs reached the contractor with the hard answers already in hand. The team knew who approves, how the money works and who else is in the bid.

Two of those three also came from accounts that looked finished at first. One began with a correction. The other began with a flat no, and turned into signed work because the account stayed in the follow-up cadence until the plant had a real need.

The contractor’s crews priced and built every job. Abstrakt set the appointments.

Questions paving contractors ask about outbound appointments

Who were the paving appointments with?

Vice presidents of operations, facilities directors, plant general managers and owners, depending on the property.

How long does paving work from outbound appointments take to close?

It varied a lot on this program. Some projects closed in about a month and others took several months. For this contractor, work can take anywhere from a few weeks to two years to sign, depending on the property and when its budget opens.

What did a paving deal from an outbound appointment look like?

The three largest were $95,055 for a self-storage operator, $71,870 for an industrial plant and $63,215 for a nonprofit community organization. The last one also made the contractor an approved vendor for an organization with more than 68 parking lots. In total the contractor closed six projects worth $290,485.

How do you keep a paving contractor out of meetings with people only collecting bids?

Before booking, Abstrakt works to confirm the property and scope, whether there is a budget and when it opens, who signs, and who else is bidding. A prospect who is curious but cannot approve the work does not go on the calendar.

Does direct mail still help get paving appointments?

On this program, yes. Letters went out first, and each account that received one moved up the calling list that month. Two of the six projects started this way.

What happens when a paving prospect says no?

The account goes into a quarterly follow-up cadence. On this program, a plant general manager said there was no plan to spend. Months later the plant needed patch work, and the contractor closed a $71,870 job from that account.

About the contractor

The client is a commercial asphalt and sealcoating contractor serving Los Angeles and Orange County, California, with 35 employees. When the program began, it was running 65 to 80 projects a month for existing clients. The company is not named in this case study.