Introduction: The Topo That Cost Me My Weekend, My Pride, and Hedge Trimmers
Another tale by Gus the Surveyor...
There was a time—back when I still had more optimism than spreadsheets—when I bid a simple topo job for what I thought was a fair price. Let’s just say by the end of it, the job paid me in heartburn, mud-stained pants, and the kind of regret that makes you talk to trees.
I’d underbid, underestimated the site, and overestimated my tolerance for unpaid overtime. The topo turned into a goat rodeo—complete with missing monuments, mystery slopes, and one client who thought “topo” meant I’d also trim their hedges.
After the dust settled, Maya (my right-hand and office wrangler) sat me down, opened a spreadsheet, and made me face the facts. We rebuilt our fee schedule right then and there, over a plate of tacos that tasted like financial awakening. That lunch changed everything about how I price survey work today. And yes, I ordered extra guac—because I was mourning.
Why Pricing Strategy Is Harder Than Buying Gear
Buying new equipment is exciting—lasers and gadgets make you feel like a kid at Christmas. I once hugged a new robotic total station like it was a golden retriever. But figuring out what to charge for your work? That’s where many surveyors start to sweat like they just found a yellowjacket nest under their tripod.
The problem is, pricing feels personal. We want to win jobs. We want to help people. And we really don’t want to scare off a client with a number that seems too high. But if you’ve staffed up, bought gear, and taken on the responsibility of a business, undercharging is just slow-motion failure. Like using duct tape on a total station tripod—it holds, until it doesn’t. And then it falls dramatically while a squirrel judges you from a fence post.
A solid surveying pricing strategy means you’re not guessing. It means you understand your costs, your value, and what it takes to keep the lights on—not just today, but five years from now when your field boots have finally given up the ghost and started talking back.
The “3× Wage” Rule and Other Field-Tested Formulas
One of the best rules I ever picked up is this: Charge at least three times your crew’s wage rate. That covers their pay, your overhead, and a modest but honest profit. Plus enough left over to replace the office coffee pot when it finally gives up after the fifth time someone brewed it without water and then blamed it on the copier.
Think about it. You’re not just paying salaries. You’re paying for fuel, insurance, software, training, office rent, broken equipment, three types of boots, a truck full of safety cones, and the time Maya spends deciphering client emails that look like ransom notes and somehow always arrive at 4:59 PM on a Friday before a three-day weekend.
That "3×" isn’t a magic number, but it gives you a reality check. If your numbers don’t add up with that kind of multiplier, your fee schedule needs a hard look. We built our rate sheet by reverse-engineering the real cost of doing business—no guesswork, just spreadsheets, tacos, and the occasional calculator that had to be smacked like an old TV.
Lump-Sum vs. Hourly: A Surveyor’s Dilemma
Here’s the deal: Lump-sum pricing can be great. Clients love it because they know what to expect. It works well when the scope is clear, the site is clean, and you’ve done this exact type of job before without being chased by a goose.
But if the project scope is squishy or the site is unknown territory, hourly might be safer. I’ve had lump-sum jobs where a simple boundary turned into a swampy mess with title issues, a hidden well, and a neighbor who swore his great-grandpa drew the lines himself—with a stick—and “he was never wrong, especially after whiskey.”
Hourly lets you adapt. Just be clear with clients about rates, how you track time, and what triggers additional billing. That way, nobody's surprised, and you’re not eating costs because someone’s cousin changed the project scope in a group text at midnight with a sketch on a napkin.
Both pricing models have their place. The key is matching the method to the risk—and always asking, “What’s the worst-case scenario, and how do I not go broke or end up hiding in the porta-potty if it happens?”
Change Orders Without Changing the Relationship
One of the biggest traps in this business is not talking about change orders early. I used to dread bringing them up—felt like I was shaking the client down, or asking Grandma to pay for dessert after she already paid for dinner.
Now, I mention them in every proposal. I say something like, “This covers the defined scope. If anything outside that pops up, we’ll agree on a change order before moving forward.” Simple, fair, and clear. And it keeps the conversation about money from turning into interpretive dance or competitive mumbling.
We even made a little checklist: Is the scope clear? Are site conditions verified? Is everyone aware of boundary issues, easements, or other land gremlins? If not, we build in a clause or set the expectation for hourly billing beyond discovery. Bonus points if the site hasn’t been used as an impromptu junkyard.
Being upfront doesn't just protect your margin—it builds trust. And trust is a lot easier to maintain when everyone knows what they’re paying for, and nobody feels like they’re being ambushed by surprise costs hiding behind the tool trailer.
Conclusion: The Rate Sheet That Buys You Sleep
I don’t miss the days of crossing my fingers and hoping the job wouldn’t run over. These days, our rate sheet reflects the real cost of doing honest work. It respects our team, respects the client, and respects the fact that we’re running a business—not a charity, not a reality show, and certainly not a choose-your-own-adventure billing system.
Good pricing isn’t about gouging. It’s about sustainability. About being able to answer the phone with a smile because you’re not silently panicking about payroll or the mystery expense labeled “field snacks and despair.”
So here’s my advice: Track everything. Revisit your fee schedule often. Don’t underbid to make people like you. And if all else fails, sit down with someone smart, open a spreadsheet, and don’t skimp on the tacos. Trust me—tacos make the math go down easier. If that fails, try pie. But under no circumstances should you try to price a job on an empty stomach. That’s how you end up offering boundary surveys in exchange for pizza and exposure.
