How Window Fix Is Franchising A 50-Year Family Business On FieldPulse

Customer Spotlight: Window Fix

• Industry: Glass and Window Installation
• Company Size: ~30 employees, 24 users
• Locations: Brooklyn, NY (HQ) + Bergen-Passaic, NJ
• Previous Platform: ServiceTitan
• FieldPulse Features: Job & Project Management, Custom Workflows, Custom Forms, Booking Portal, Estimates & Invoices, Pricebooks & Proposals, Inventory, FP Payments, Card Fee Recovery, Next Day Funding, Chat AI, Operator AI

By the numbers (19 months on FieldPulse):

• 15–20 hours/week saved — a full role's worth of capacity
• 1 → 2 locations, with 5 more franchise territories queued
• Payment processing: an hour → a link
• 300+ "on hold" jobs → zero
• Net 30 → Net 15 with management company clients

In January 2026, Window Fix opened a second location in Bergen-Passaic, New Jersey. It's their first franchise territory, with five more on the way. The whole model — corporate, franchisee, franchisor — is being built on FieldPulse.

That's the part most field service software vendors can't claim a customer can do.

Window Fix isn't a SaaS-darling startup. It's a 50-year-old family glass and window shop in Brooklyn, running 24 users out of a 20,000 square foot facility. Ernie Cappello took it over from his parents in 2004 and rebranded it from EJC Window Parts and Service. His operations manager Louie has been there 30 years. His CTO Kevin runs the technical side. They do windows, doors, repairs, obsolete parts, and screens — residential, commercial, every client structure in between.

And until 19 months ago, they were stuck.

The Breakdowns That Capped The Business

The window trade doesn't have plumbing's standardization. Every job is custom. Window Fix's client structures are just as varied — sometimes a single homeowner, sometimes a project where the owner, the owner's rep, the GC, the architect, and the property manager are all involved. Figuring out who's making the decision and who's actually paying the bill is its own job before anyone even quotes the work.

That complexity quietly capped how big the business could get. Three workflow breakdowns mattered most.

The field-to-office translation gap. Estimators were typing job notes into iPhone Notes, dropping photos into Dropbox folders, and trying to assemble a quote later at their desks. By the time the technician got to the job site, half the context was missing. Office admins copy-pasted what they could and called the estimator when they couldn't. Important details got lost in transit.

The 300-job black hole. Any job that needed custom material had to be forced into a generic "on hold" status with no sub-categories. Was it waiting on materials? On a client decision? On a conversation about whether the job could even be done? The system couldn't tell you. So someone had to.

"We'd have multiple times like 300 and something jobs on hold," Kevin said. "We had to routinely watch that list because things can't just get lost. That list just became a project on a weekly, monthly, yearly basis."

The hour-long invoice. Every completed job meant manually creating an invoice in the old system, then manually exporting it to a 30-year-old QuickBooks Desktop file, then manually matching customers to avoid duplicates. Ten invoices and ten payments took an hour and a half. Kevin had a full-time employee doing nothing but that, plus the human errors that came with it.

For Ernie, it wasn't just slow — it was the part that kept him up.

"Cash flow is a big priority," he said. "Keeping the fuel in the machine. And the old system made that difficult."

That's the cost of workflow breakdowns at scale. Not a single dramatic failure — a steady tax on every job, every invoice, every week. And every breakdown sat between Window Fix and any plan to grow.

What Changed In The First Six Months

Ernie's first priority on FieldPulse wasn't features. It was getting paid.

"I wake up in the morning, and I see customers were able to submit payment through the link very easily at any time of the day," he said.

That one shift mattered more than it sounds like it should. Invoices stopped sitting in drafts. Cash flow tightened. Some of Window Fix's management company clients moved from net 30 to net 15, switching to ACH instead of mailing checks, because the payment options were finally there.

Then there was the hours math. Before FieldPulse, Kevin handled much of the payment and invoicing process manually on top of managing projects day to day. Between tracking payments, handling invoices, and jumping between projects, it regularly ate up two to three hours of his day.

Now, much of that process runs through FieldPulse instead, saving the business 15-20 hours each week — not from working faster, but from removing layers of manual coordination that used to sit on top of the actual work.

That's not a productivity bump. That's a full-time role's worth of capacity that the business now has back.

The 300-job on-hold list got reorganized into real statuses with real categories. Jobs stopped disappearing. Estimators could build quotes in the field on their phones instead of reassembling them at desks. The auto-populated addresses replaced the side trip through Google Maps for cross streets. Small things, individually. Hours and hours back, collectively.

By the time those workflows were running, Window Fix had something the old platform never gave them: room.

Three Accounts, One Business, A Franchise Model In The Making

Most field service software case studies stop at "they're more efficient now." Window Fix is doing something else.

They're running three FieldPulse accounts at the same time.

Window Fix Inc. is the original Brooklyn operation. Decades of customer data. Thousands of active jobs. A QuickBooks file migrated from desktop to QuickBooks Online. The complex one. This is where the day-to-day business runs.

The Franchisee account is built from scratch for the Bergen-Passaic location. No legacy data. No old workflows. A clean instance where Ernie's team can stand in the shoes of a future franchise operator — test forms, material lists, and processes, then document what works so the next operator inherits it.

The Franchisor account is the corporate layer above the franchises. POs from every franchise location route here. Royalties roll up here. Future franchise locations onboard here. It's the architecture that makes the franchise model actually work.

"I wasn't able to do that cleanly with ServiceTitan," Ernie said.

And it's not just architecture on paper. Bergen-Passaic — a location that didn't exist a year ago — is running smoothly from day one, with none of the friction the Brooklyn account spent years fighting through.

That's the difference between scaling on workflows built for a single shop and scaling on workflows built to be handed off.

A Partner In The Work

Window Fix isn't doing this alone. Their FieldPulse customer success lead, Natalie, has been working alongside them as they design the franchisee playbook — sitting in on configuration calls, helping document what they figure out, making sure the next location can repeat it.

"We've been consciously documenting stuff so we can repeat it," Ernie said.

That kind of partnership matters more when you're not running a textbook operation. Window Fix isn't. Their client structures don't fit a template. Their inventory isn't standardized. The way they win is by being flexible — and they needed a platform and a team flexible enough to move with them.

What's Next

Window Fix has its sights set on opening additional franchise territories.

What they're doing now — corporate, franchisee, and franchisor, all running in parallel — is what their next operators will inherit on day one. Every workflow they refine in Bergen-Passaic gets handed forward. Every form, every material list, every status. The franchisees won't be starting from scratch. They'll be starting from a playbook pressure-tested by a 50-year-old shop that already knows how the trade works.

Most field service businesses can't pull that off. Most can't even get one location's workflows clean enough to repeat.

Window Fix did. And they're doing it again — five times over.