We connect paving and asphalt contractors with the property managers, facilities directors and owners who budget lot maintenance and resurfacing. Our U.S.-based sales professionals prospect, qualify and book lot walks so your team can focus on pricing and winning work.
Ask Ava anything about the information on this page.
Real activity and outcomes logged on paving programs. Each figure carries its definition, and the panel below says exactly what it covers.
Approved paving client stories, closed business and testimonials. Every figure says what it is and the period it covers. See every paving result.
TruSeal America
TruSeal America replaced referral timing with outbound appointment setting and closed $344,440 from 129 appointments over 15 months.
See how a Colorado paving company generated $7.8M in pipeline, 300+ qualified appointments, and $1.69M closed through Outbound BDR support.
A paving and construction company in the Southwest has been a trusted name in construction since 1979.
EverLine ran the numbers and found Abstrakt costs less than hiring and keeping a salesperson in California. The owners spend their time on the work and the sales meetings they're good at, with no hiring, training or turnover.
Start with the property manager or maintenance coordinator for site facts, then the regional director, owner or association board who approves spend.
Lot maintenance budget and vendor contracts for the property
Gets involvedBudget season and after complaints or incidents
Vendor selection and capital priorities across a portfolio
Gets involvedAnnual planning and new acquisitions
Capital approval for resurfacing and reconstruction
Gets involvedCapital planning, sale and refinance
Common-area paving budget, bid process, board recommendations
Gets involvedBudget preparation and board meeting cycles
Day-to-day site needs and work scheduling
Gets involvedBefore planned work and after damage
Fewest dials per appointment first, so the list starts where meetings come easiest. Rows with fewer than 30 opportunities are left out.
Titles
Prospect industries
Dials per appointment, national. Source: Abstrakt sales center, Performance Intelligence, cumulative through October 2026.
These are reasons a buyer may be open to a conversation, not proof that anyone is buying. Some we can see before the first call; the rest only the buyer can confirm.
Freeze-thaw cycles open cracks and potholes, and property managers see the damage as soon as snow clears.
New people rebid vendors and want a baseline on the property's condition.
A new anchor tenant or a building refresh usually includes the parking lot.
The single most common opening. Ask when it was last sealcoated; often nobody knows, which is itself the answer.
Lot work gets funded when the budget is written. Being in the conversation before then is the difference between bidding and being an afterthought.
Faded or outdated accessible parking and ramps create pressure to fix the lot properly.
Liability gets owners and managers to act quickly.
Why "not now" is still a prospect. Most commercial paving is bid property by property, and a lot of it goes to whoever is in front of the property manager when the budget is set. A no on a first call usually means the lot is not on this year's list. The useful outcome is the last sealcoat date, visible problems, the number of properties the contact manages and the month the budget is built. Recorded and revisited before budget season and at the end of winter, that turns a no into a walk-through and a proposal in the budget.
The same six steps run on every program. What changes for paving contractors is who we call, the reason we give them, and the budget year and last sealcoat we track. It is our appointment setting for commercial contractors, with the phone work done by our cold calling services team.
Professionally managed commercial, retail, multifamily and institutional properties with parking lots, inside the area your crews can reach efficiently. We start with the prospect industries and titles that have booked fastest on our paving programs.
How Abstrakt Intelligence builds the listYour SDR works phone, email and LinkedIn under your company's name, so the prospect knows the name before the call.
The team and technology behind itStart with the property manager or maintenance coordinator for site facts, then the regional director, owner or association board who approves spend.
What "Right Contact" meansA lot overdue for sealcoat, visible cracking and potholes, outdated striping or accessible parking, or a planned renovation. Right property, a person who controls or shapes the lot budget, a real condition concern or a known budget window, and an agreed time for a walk-through.
The 5 Star quality processRe-contact before the budget is built and after visible lot damage; share a simple lot maintenance schedule. The budget year and last sealcoat go in the record so the next call lands on time.
Our process, stage by stageA confirmed lot walk with property and facility teams, checked for right company, right contact and right timing, and graded on our 25-point 5 Star Scorecard before it reaches your calendar. You receive the property list, lot condition notes, last maintenance dates, incumbent, budget timing, decision process and the reason they took the meeting. Every call and booked meeting is visible to you in the Results Portal.
What happens after a meeting is booked
Real platform screen. Companies and contacts are fictional.
Set a monthly lot walk goal and your own conversion rates. Green tags are Abstrakt history, gray tags are your inputs. Contract value appears once you enter your own average: we never fill one in.
Illustrative math from your inputs. It updates as you type.
Enter your average project value to see contract value. We do not fill in a number for you.
Project value won each month
Project value from 12 months of wins
How this works: appointments x dials per appointment = outreach, spread over 21 working days. Appointments x your proposal rate x win rate = wins. Wins x your value = contract value: what signed work is worth, not revenue recognized. Fractions are monthly averages. Not a forecast, a quote or a promise.
Search 100 metros for the local numbers: how many paving companies compete, how many larger buildings buy the work, and which account types to call first. Most larger buildings per contractor in the data: Los Angeles, San Jose, Harrisburg, San Francisco, Tucson.
Type a city or state, then pick a market.
paving market snapshot
Account types to call first: Retail stores, Apartment property management firms, Ambulatory health care offices and clinics
Contractors: U.S. Bureau of Labor Statistics, Quarterly Census of Employment and Wages, private ownership, 2026 Q1, highway, street and paving contractors (NAICS 237310). Larger buildings: U.S. Census Bureau, County Business Patterns 2023, establishments with 20 or more employees in the categories that buy paving work. These are establishment counts, not qualified prospects: qualification happens on the call. Territory availability is not shown here because it changes as programs start; a strategist confirms it against current territory records.
| Market | Contractors | Larger buildings | Per contractor | Largest category |
|---|---|---|---|---|
| Birmingham, AL market page | 42 | 1,524 | 36.3 | Retail stores |
| Huntsville, AL market page | 9 | 606 | 67.3 | Retail stores |
| Phoenix, AZ market page | 153 | 6,015 | 39.3 | Retail stores |
| Tucson, AZ market page | 16 | 1,206 | 75.4 | Retail stores |
| Little Rock, AR market page | 40 | 936 | 23.4 | Retail stores |
| Central Valley, CA market page | 62 | 3,165 | 51.0 | Retail stores |
| Los Angeles, CA market page | 176 | 18,567 | 105.5 | Retail stores |
| Oxnard, CA market page | 20 | 1,045 | 52.3 | Retail stores |
| Riverside, CA market page | 113 | 4,860 | 43.0 | Retail stores |
| Sacramento, CA market page | 68 | 2,919 | 42.9 | Retail stores |
| San Diego, CA market page | 70 | 4,832 | 69.0 | Retail stores |
| San Francisco, CA market page | 79 | 6,261 | 79.3 | Retail stores |
| San Jose, CA market page | 28 | 2,414 | 86.2 | Retail stores |
| Santa Cruz, CA market page | 8 | 334 | 41.8 | Retail stores |
| Santa Rosa, CA market page | 15 | 657 | 43.8 | Retail stores |
| Stockton, CA market page | 15 | 818 | 54.5 | Retail stores |
| Colorado Springs, CO market page | 30 | 953 | 31.8 | Retail stores |
| Denver, CO market page | 114 | 4,261 | 37.4 | Retail stores |
| Bridgeport, CT market page | 27 | 1,302 | 48.2 | Retail stores |
| Hartford, CT market page | 58 | 1,495 | 25.8 | Retail stores |
| Washington, DC market page | 214 | 8,041 | 37.6 | Retail stores |
| Cape Coral, FL market page | 30 | 1,095 | 36.5 | Retail stores |
| Daytona Beach, FL market page | 29 | 800 | 27.6 | Retail stores |
| Jacksonville, FL market page | 73 | 2,165 | 29.7 | Retail stores |
| Miami, FL market page | 202 | 9,832 | 48.7 | Retail stores |
| North Port, FL market page | 29 | 1,159 | 40.0 | Retail stores |
| Orlando, FL market page | 96 | 4,123 | 42.9 | Retail stores |
| Tampa, FL market page | 120 | 4,147 | 34.6 | Retail stores |
| West Palm Beach, FL market page | 43 | 2,455 | 57.1 | Retail stores |
| Atlanta, GA market page | 232 | 8,146 | 35.1 | Retail stores |
| Honolulu, HI market page | 42 | 1,220 | 29.0 | Retail stores |
| Boise City, ID market page | 52 | 1,098 | 21.1 | Retail stores |
| Chicago, IL market page | 231 | 11,154 | 48.3 | Retail stores |
| Indianapolis, IN market page | 45 | 2,998 | 66.6 | Retail stores |
| South Bend, IN market page | 5 | 408 | 81.6 | Retail stores |
| Des Moines, IA market page | 42 | 995 | 23.7 | Retail stores |
| Wichita, KS market page | 21 | 901 | 42.9 | Retail stores |
| Lexington, KY market page | 24 | 747 | 31.1 | Retail stores |
| Louisville, KY market page | 34 | 1,720 | 50.6 | Retail stores |
| Baton Rouge, LA market page | 53 | 979 | 18.5 | Retail stores |
| New Orleans, LA market page | 49 | 1,337 | 27.3 | Retail stores |
| Portland, ME market page | 33 | 955 | 28.9 | Retail stores |
| Baltimore, MD market page | 85 | 3,648 | 42.9 | Retail stores |
| Boston, MA market page | 135 | 7,113 | 52.7 | Retail stores |
| Springfield, MA market page | 24 | 602 | 25.1 | Retail stores |
| Worcester, MA market page | 26 | 980 | 37.7 | Retail stores |
| Detroit, MI market page | 93 | 4,954 | 53.3 | Retail stores |
| Grand Rapids, MI market page | 28 | 1,452 | 51.9 | Retail stores |
| Saginaw, MI market page | 2 | 250 | 125.0 | Retail stores |
| Minneapolis, MN market page | 101 | 5,162 | 51.1 | Retail stores |
| Kansas City, MO market page | 78 | 3,071 | 39.4 | Retail stores |
| St. Louis, MO market page | 95 | 3,518 | 37.0 | Retail stores |
| Omaha, NE market page | 48 | 1,262 | 26.3 | Retail stores |
| Las Vegas, NV market page | 39 | 2,814 | 72.2 | Retail stores |
| Manchester, NH market page | 8 | 571 | 71.4 | Retail stores |
| Albuquerque, NM market page | 33 | 1,093 | 33.1 | Retail stores |
| Albany, NY market page | 34 | 1,104 | 32.5 | Retail stores |
| Buffalo, NY market page | 34 | 1,442 | 42.4 | Retail stores |
| New York, NY market page | 410 | 27,244 | 66.4 | Retail stores |
| Poughkeepsie, NY market page | 20 | 815 | 40.8 | Retail stores |
| Rochester, NY market page | 30 | 1,190 | 39.7 | Retail stores |
| Syracuse, NY market page | 18 | 844 | 46.9 | Retail stores |
| Charlotte, NC market page | 100 | 3,695 | 37.0 | Retail stores |
| Greensboro, NC market page | 31 | 1,023 | 33.0 | Retail stores |
| Raleigh, NC market page | 52 | 2,024 | 38.9 | Retail stores |
| Akron, OH market page | 29 | 856 | 29.5 | Retail stores |
| Cincinnati, OH market page | 54 | 2,562 | 47.4 | Retail stores |
| Cleveland, OH market page | 86 | 2,597 | 30.2 | Retail stores |
| Columbus, OH market page | 70 | 3,007 | 43.0 | Retail stores |
| Dayton, OH market page | 15 | 951 | 63.4 | Retail stores |
| Oklahoma City, OK market page | 71 | 1,889 | 26.6 | Retail stores |
| Tulsa, OK market page | 49 | 1,280 | 26.1 | Retail stores |
| Portland, OR market page | 100 | 3,718 | 37.2 | Retail stores |
| Allentown, PA market page | 22 | 1,055 | 48.0 | Retail stores |
| Harrisburg, PA market page | 11 | 942 | 85.6 | Retail stores |
| Philadelphia, PA market page | 150 | 8,023 | 53.5 | Retail stores |
| Pittsburgh, PA market page | 81 | 3,304 | 40.8 | Retail stores |
| Providence, RI market page | 37 | 2,110 | 57.0 | Retail stores |
| Charleston, SC market page | 32 | 1,248 | 39.0 | Retail stores |
| Columbia, SC market page | 25 | 973 | 38.9 | Retail stores |
| Greenville, SC market page | 31 | 1,162 | 37.5 | Retail stores |
| Chattanooga, TN market page | 16 | 757 | 47.3 | Retail stores |
| Knoxville, TN market page | 32 | 1,184 | 37.0 | Retail stores |
| Memphis, TN market page | 42 | 1,725 | 41.1 | Retail stores |
| Nashville, TN market page | 72 | 3,101 | 43.1 | Retail stores |
| Austin, TX market page | 91 | 3,368 | 37.0 | Retail stores |
| Dallas, TX market page | 216 | 10,592 | 49.0 | Retail stores |
| El Paso, TX market page | 23 | 1,082 | 47.0 | Retail stores |
| Houston, TX market page | 177 | 8,548 | 48.3 | Retail stores |
| McAllen, TX market page | 19 | 946 | 49.8 | Retail stores |
| San Antonio, TX market page | 100 | 3,083 | 30.8 | Retail stores |
| Provo, UT market page | 24 | 818 | 34.1 | Retail stores |
| Salt Lake City, UT market page | 65 | 1,948 | 30.0 | Retail stores |
| Richmond, VA market page | 56 | 1,938 | 34.6 | Retail stores |
| Virginia Beach, VA market page | 63 | 2,497 | 39.6 | Retail stores |
| Seattle, WA market page | 103 | 5,218 | 50.7 | Retail stores |
| Spokane, WA market page | 25 | 859 | 34.4 | Retail stores |
| Charleston, WV market page | 9 | 264 | 29.3 | Retail stores |
| Madison, WI market page | 19 | 1,015 | 53.4 | Retail stores |
| Milwaukee, WI market page | 34 | 2,230 | 65.6 | Retail stores |
This is the path our SDRs follow on a good call in facility trades. Each line is tagged with its step in the ENGAGE Sales Process: a specific reason to talk, a pushback handled without arguing, the qualifying and decision questions, the differentiator, and a clear ask for the meeting. It earns every point on our 5 Star Scorecard.
Dramatized example.Written from our facility trades talk track and voiced by AI. Names and figures are samples. This is not a recording of a real call.
The research our SDRs train on for paving programs. Open any section. The same material, with sales center data, is in The State of Commercial Paving Business Development, 2026.
Commercial paving is sold on a maintenance cycle that most property owners do not track. Sealcoating, crack fill and striping come around every few years, and patching and resurfacing follow when that maintenance gets skipped. Property managers set lot budgets a year ahead, and the contractor who walked the lot and left a clear proposal is usually the one who gets the work. The outbound job is to get that walk-through scheduled before the budget is written.
The entry point for most commercial relationships. Lots need it on a cycle, the price is approachable, and it puts you on the property before the bigger repair conversation.
Faded lines and out-of-date accessible parking are visible problems that property managers want fixed. A walk-through that points out accessibility issues gets attention.
Potholes and failed sections are liability and tenant complaints. Easy to find on a call, easy to book a walk-through around.
Large tickets that are planned in the capital budget. Outbound learns which lots are past maintenance and when the budget opens.
Mostly bid through general contractors and developers. Outbound helps more by getting you on the right bid lists than by booking owners.
Budget accuracy and liability. A multi-year lot plan across their portfolio is the strongest offer.
Curb appeal for leasing and trip hazards. Portfolio pricing across communities matters.
Asset value and liability. Ask how they budget lot maintenance across their buildings.
First impressions and liability. Many stores lease, so confirm who controls the lot before pitching.
Safety for members and stewardship. Expect committee approval and timing around the calendar of services and events.
The lot is the showroom. Dealer groups often buy across several stores.
Truck traffic and keeping docks moving. Schedule work around shifts.
Yard downtime and equipment wear. Many yards are gravel or older asphalt, so ask what they have now.
Guest arrival experience. Lot work usually rides with the renovation calendar.
Patient safety and accessibility. Many practices lease, so the landlord or property manager is often the buyer.
A lot plan that spreads cost predictably and keeps tenants and owners happy.
One contractor and one schedule across their properties.
Maintenance now costs less than reconstruction later, with clear options for each lot.
Clear, comparable proposals the board can approve, timed to the reserve plan.
Scheduling around operations, including nights and weekends.
Portfolio size and vendor mix show whether a multi-property lot plan is a realistic offer.
The last sealcoat date tells you which properties are due and gives you a reason to walk them.
Active complaints and hazards point to the first job and to the liability concern that drives action.
Budget timing tells you when to deliver lot assessments so your numbers end up in the plan.
Routine work is often the property manager's call, while resurfacing usually needs owner approval.
Newly managed properties are where paving vendor decisions are most open.
This tells you whether portfolio pricing across communities is the right pitch.
Problem lots are where to start and give the regional manager a concrete reason to act.
The last maintenance date tells you which communities are due.
Renovations often include lot work to improve curb appeal for prospective residents.
Showing you understand the disruption of closing parking builds credibility and shapes your phasing plan.
This tells you who controls the money and how long approval will take.
Reactive budgeting is an opening for a multi-year lot plan.
The owner's own concerns tell you where to start and what will get attention.
Transactions bring due diligence and tenant expectations that can put lot work on a deadline.
Lease terms determine whether you sell to the owner, the property manager or the tenant.
Drainage issues damage pavement quickly and often turn repair work into a larger project.
Liability concerns create urgency and give the owner a reason to fund repairs.
This is the first qualifying question, since many retail lots belong to the landlord.
Visible problems in front of customers drive action and point to a first job.
Remodels are when lot work often gets funded and scheduled.
Accessibility updates are a common reason for striping and concrete work.
For chains, the decision often sits outside the store, so this tells you who to call.
Scheduling around business hours shows you understand retail and shapes the phasing plan.
This tells you who to meet and how decisions move through the congregation.
Maintenance history shows whether the lot is due and how much deferred work has built up.
Safety concerns for members are the most common reason a committee acts.
Campaigns and building projects fund lot work and set the timing.
Committee timing tells you when to deliver your proposal and how many meetings to expect.
Planning around services and events is a real concern and shapes your schedule.
Wear patterns tell you where the work is and which areas matter most to the dealer.
Brand programs set timelines and budgets for lot and display area work.
The last maintenance date tells you whether the lot is due.
Dealer groups can buy across several stores, which makes the account more valuable.
Planning around inventory shows you understand the dealership and shapes phasing.
This tells you who to involve and how fast a decision can happen.
Heavy truck areas fail differently from car parking and need different work, so this shapes the scope.
Traffic patterns and shift times tell you how to phase work without stopping the docks.
This tells you whether to sell to the tenant's operations team or the landlord.
Occupancy changes are a common trigger for lot repairs and resurfacing.
Drainage problems speed up pavement failure and often expand the project.
Knowing the approval path keeps you from pitching someone who cannot sign.
The existing surface tells you whether this is repair, an upgrade or a full paving project.
Equipment damage puts a cost on the problem that the terminal manager already feels.
Expansion brings new paving scope and a project decision on a timeline.
Yard operations shape phasing and show you understand their business.
Drainage drives pavement failure in yards and can expand the project.
At smaller fleets the owner decides, while larger carriers may route it through operations.
Lot work often rides with the renovation calendar and budget.
The last maintenance date tells you whether the lot is due.
Guest complaints give the general manager a reason to act.
Phasing around occupancy shows you understand hotel operations.
New owners or management companies often review vendors and property condition.
Approval paths vary at hotels, and this tells you who needs to see the proposal.
Many practices lease, so this tells you whether the landlord or property manager is the real buyer.
Patient safety concerns and accessibility issues drive action quickly at medical offices.
Accessibility updates are a common, well-defined scope for paving and concrete work.
The last maintenance date tells you whether the lot is due.
Scheduling around clinic hours shows you understand their operations.
Transactions and renewals often bring lot repairs onto the table.
From the office window, it often does. Ask when it was last sealed and whether there are any trip hazards or complaints.
Next step: Offer a walk-through and a written condition summary; record the last sealcoat date.
Many properties use whoever did the last job, without a schedule. Ask whether that company maintains the lot on a plan.
Next step: Record the incumbent and position a second proposal before the next budget.
That tells you when to come back and that the budget is the gate.
Next step: Ask when next year's budget is built and offer a proposal they can submit for it.
Reactive owners pay for reconstruction later. They respond to cost comparisons, not schedules.
Next step: Share how sealcoat and crack fill protect the surface, and ask about the last pothole repair.
A quote without a site visit is a price, not a plan, and it often loses on price alone.
Next step: Book a walk-through so the proposal reflects the actual lot, and learn who else is quoting.
Most commercial paving is bid property by property, and a lot of it goes to whoever is in front of the property manager when the budget is set. A no on a first call usually means the lot is not on this year's list. The useful outcome is the last sealcoat date, visible problems, the number of properties the contact manages and the month the budget is built. Recorded and revisited before budget season and at the end of winter, that turns a no into a walk-through and a proposal in the budget.
Paving work runs on temperature: asphalt and sealcoat need warm, dry conditions, so crews are busiest in the warmer months. Selling runs every month. Each property manager builds the budget and bids the work on their own dates, so the SDR records the budget month and last sealcoat date and calls ahead of them, and in-season calls reach owners who can see the cracks and potholes for themselves.
Send a short lot summary within a day with photos of problem areas marked on an aerial view or simple site sketch. Separate safety and liability items from routine maintenance so the property manager can prioritize. Confirm the next step and ask whether the owner or asset manager should see your notes.
Avoid: Sending a price without explaining what you saw, which makes your proposal look like any other bid.
Call within a few days to walk through scope, phasing and timing rather than asking if they received it. Explain how the work will be scheduled around tenants, residents or operations, and how long each area will be closed. If the proposal is for a portfolio, ask which properties need to go first and who approves the rest.
Avoid: Letting the proposal sit without a walkthrough, which turns it into a price-only comparison.
Find out whether the work is waiting on next year's budget, owner approval or the end of the season. Set a follow-up just before that event, and send something useful in between, such as photos from after a freeze-thaw cycle showing how the cracks have changed. Offer to put a budget number in their plan even if the work will not happen until spring.
Avoid: Discounting to force a decision when the real issue is budget timing.
Thank them, ask what made the difference and record the property count, last sealcoat date and budget month. Check back with a reason, such as new lot damage or the budget month you recorded. Stay in touch with the maintenance coordinator or community manager who hears the complaints.
Avoid: Treating a lost bid as a lost account, when paving is bid property by property and year by year.
Reach out ahead of the budget month you recorded, and offer an updated lot assessment with numbers they can plug in. Reference what you saw last time, such as the cracks that needed filling or the faded striping. Follow up again when new damage appears, such as potholes after a freeze.
Avoid: Waiting until spring to call, when budgets are set and crews are already booked.
You receive the property list, lot condition notes, last maintenance dates, incumbent, budget timing, decision process and the reason they took the meeting.
Commercial paving is sold on a maintenance cycle that most property owners do not track. Sealcoating, crack fill and striping come around every few years, and patching and resurfacing follow when that maintenance gets skipped. Property managers set lot budgets a year ahead, and the contractor who walked the lot and left a clear proposal is usually the one who gets the work. The outbound job is to get that walk-through scheduled before the budget is written. 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 budget year and last sealcoat. An outsourced sales development team runs that work as an extension of yours and puts qualified meetings on your calendar.
Property managers, regional facilities directors, owners and asset managers, HOA and community association managers, and facility or operations managers. They see the potholes, take the trip-and-fall complaints and write the budget for the lot.
Parking lots and drives at commercial and apartment properties, building owners, retail centers, churches, dealerships, warehouses and distribution centers, trucking yards, hotels and medical offices. We weight the list toward the work you want: sealcoating and striping programs, overlays or full reconstruction.
Lot work is budgeted before the season. The SDR asks when the lot was last sealed, what the winter did to it and when the budget is written, then books a lot walk early enough for your proposal to make the budget. Portfolio managers with many lots are worth a maintenance program, not a single job.
Yes. One client per trade per territory: we will not run paving appointment setting for your direct competitor in your territory. Whether your territory is open is confirmed by a strategist against current territory records, so ask for an availability review.
Inside your service area and a lot size and type your crews handle; The person in the meeting manages, owns or approves spend on the property; A stated condition issue, a known last-maintenance date, or a budget window with timing; Property list and site access details captured for the walk-through; Incumbent and decision process noted; A confirmed date and time for a walk-through or sales conversation. Every meeting is graded on our 25-point 5 Star Scorecard before it reaches your calendar.
Yes. The target list is built to your footprint, from one metro to several states, and stays inside the area your paving crews can serve. Each territory is exclusive, and each one is reviewed for availability separately.
Yes. Approved paving client stories: TruSeal America, Paving, Paving. Each figure is labeled with what it is (appointments, closed business and so on) and the period it covers, and the full library is on our Success page.
Program expectations and commitments are defined in your agreement. Before launch we agree on what a qualified paving meeting is, who we call and how results are reported. Outbound BDR programs are priced from a starting point (starting at $5,000 per month).
Explore paving and asphalt client results · Hear a dramatized sample call · Watch a client testimonial
Abstrakt at a Glance answers the five questions buyers ask before they sign: how it works, what clients got, what calls sound like, what reviewers say and what it costs. It opens with paving and asphalt selected where we have it.
Program commitments
Program expectations and commitments are defined in your agreement. Before launch we agree on what a qualified lot walk is, who we call and how results are reported.
Exclusive to your territory
One client per trade per territory: we will not run paving appointment setting for your direct competitor in your territory.
Pricing
Outbound BDR programs: starting at $5,000 per month. See what a program includes.
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.
Individually powerful. Better together. Our four solutions work together to find your buyers, book meetings with them and help your team close more of them.
All three together: Get Outbound BDR, Inbound SDR and Brand Boost together, starting at $6,500 per month ($5,000 + $1,000 + $500 = $6,500). Enterprise SDR/BDR is custom.Build my program
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