MTC Facility Solutions LLC · Edition 1.0

The MTC Handbook

New Hire Operations & Facility Management Manual

How to use this manual

This manual is the single source of truth for every MTC Facility Solutions team member. Read it cover to cover before your first live work order and return to it often. Treat it as binding operational policy: where a procedure, rate or compliance rule appears here, it is the standard, with no exceptions without written approval from the CEO. Sections 3 and 4 govern most day-to-day decisions; memorize the Golden Rule and the SLA matrix in Section 3 before touching your first ticket.

SECTION 1

Welcome & Company Overview

Who we are, who we serve, and the values that make MTC the standard in nationwide facility maintenance.

1.1 Welcome message from the CEO

Welcome to MTC Facility Solutions. You are now part of a company that protects the daily operations of some of the most recognized brands in America, and we do it from a single, simple promise: fast, transparent, and accountable facility maintenance, coast to coast.

We do not swing a hammer ourselves. Our strength is in how we orchestrate: vetting the right trade partner for the right job, holding them to our standards, and keeping our clients informed at every step. That requires discipline, judgment, and relentless communication. It also requires you to feel safe making decisions and, yes, making mistakes, as long as they are communicated and documented.

Read this manual carefully. It is the operating system behind every work order we touch. Master it, and you will master your role at MTC. — Herenia Onyango, Chief Executive Officer

1.2 Mission & vision

Our mission: To deliver nationwide facility maintenance excellence by pairing vetted, trade-specific partners with speed, transparency, and uncompromising communication, so our clients' locations stay open, safe, and fully operational, every single day.
Our vision: To be the most trusted single point of accountability for multi-site facility maintenance across all 50 states: the partner clients call first because they know the job is already handled.
Operating promise: One number. One inbox. One accountable team. The client never has to chase us. We proactively close the loop on every ticket, every time.

Strategic pillars

Nationwide coverage: active dispatch capability across all 50 U.S. states.
Hybrid trade-partner model: vetted subcontractors matched by trade, never generalist self-performance.
Zero self-performance: MTC orchestrates and supervises; we do not perform the physical trades ourselves.
Speed & communication: proactive updates and aggressive SLA adherence as a competitive moat.
Compliance-first: ServiceChannel, COI, and licensing discipline is non-negotiable.

1.3 The MTC model: 50 states, zero self-performance

MTC Facility Solutions operates a hybrid vendor model. We hold contracted rates with a nationwide network of trade-specific vendors: plumbers, electricians, HVAC technicians, roofers, door specialists, painters, concrete crews, and more. When a client reports an issue, MTC triages it, selects the correct trade partner, dispatches them under our brand and standards, and manages the work order end to end.

We deliberately do not self-perform any physical trade. This keeps our overhead lean, our quality consistent (each job goes to a specialist), and our coverage truly national. Our value lives in orchestration: vendor selection, compliance, quoting discipline, communication, and financial reconciliation.

What MTC does: Triage & intake · vendor selection & dispatch · compliance & COI management · quoting & pre-approval · client communication · SLA tracking · invoicing & reconciliation
What MTC does not do: Perform physical trades directly · allow stores to dispatch vendors on their own · pay vendors outside Net 45 terms · approve work without a valid PO

1.4 Key clients & relationships

Our roster is built on a small number of high-volume, high-expectation national accounts. Each comes with its own portal, compliance rules, and brand specifications. Know them cold.

Client	Relationship & expectations
DriveTime	High-volume automotive retail/reconditioning portfolio. Reactive maintenance, HVAC, plumbing, electrical, doors, fencing, and site repairs. Speed and proactive ETA updates are critical. Net 30 client billing cadence; MTC pays vendors on Net 45.
Crash Champions	National collision-repair chain. ServiceChannel compliance is mandatory for all work orders, proposals, and invoices. Strict brand specifications on finishes (specific paint colors, cabinetry, and hardware standards) that must be followed exactly. Before/after photos and sign-off always required.
Big Brand Tire & Service	Multi-location tire & service retailer. General repairs, HVAC, electrical, roofing, and reactive maintenance across CA and western states. Proposals often require client approval before dispatch of major scope.
CVS	National pharmacy/retail footprint. High compliance bar, strict SLAs, and tight coordination windows. Retail-traffic-sensitive scheduling.

Crash Champions brand specification reminder

Crash Champions jobs are not "close enough." Approved finishes (paint codes, cabinet styles, and hardware) must match the brand spec exactly. A correctly repaired wall in the wrong paint color is a failed job. When in doubt about a spec, stop and confirm with the Account Manager before the vendor orders materials.

ServiceChannel compliance is non-negotiable

For Crash Champions (and any ServiceChannel-routed client), every work order, proposal, status update, and invoice must flow through ServiceChannel exactly as specified. Out-of-channel communication, missed status updates, or invoices submitted outside the platform can cause payment holds and client escalation. If it isn't in ServiceChannel, it didn't happen.

1.5 Company culture & core values

Autonomy: You are trusted to make decisions within your role. We hire judgment, not robots. Use the standards in this manual as your guardrails and act.
Mistake-friendly (with a catch): Mistakes are expected and welcome, provided they are communicated immediately and documented. A mistake you hide becomes a liability; a mistake you surface becomes a coaching moment.
Cross-functional support: Titles describe your focus, not your limits. Every job description includes "other duties as needed." When a teammate is underwater or a client needs help, you step in: coordination over silos.
Radical communication: Default to over-communication. CC the work-order inbox, confirm ETAs, and never leave a client or teammate guessing about status.
Accountability: You own your tickets from intake to invoice. "Not my job" is not an MTC value.

SECTION 2

Team Structure & Departmental Roles

Who does what, when they're on the clock, and how the work flows from executive strategy to overnight emergency dispatch.

2.1 Organizational overview & reporting lines

MTC runs a flat, highly coordinated structure. All operational roles ultimately report up to the CEO. The Account Manager owns client-facing vendor dispatch; Vendor Relations owns the partner compliance engine; Facility Coordinators own the work-order lifecycle; and the After-Hours Associate owns 24/7 emergency coverage. Coverage is staggered across East Africa Time (EAT) and U.S. Central Time (CST) so the operation never goes dark.

Function	Primary owner	Core responsibility
Executive leadership	Herenia Onyango	Strategy, client relationships, final authority on policy & exceptions
Account management	Emmanuel Origa	Vendor dispatch, quote review, client communications
Vendor relations & compliance	Georgian Mitchell Auma	Vendor onboarding, COI/license audits, MSA/W-9, rate cards
Work-order coordination	Eunice Madzo Mwadzoya & Tiffany Mshai	End-to-end WO lifecycle, ticketing, client updates, IVR check-ins
After-hours / emergency	Daniel Mushindi	24/7 emergency dispatch, overnight triage

2.2 Role profiles

Herenia Onyango, Chief Executive Officer: Provides executive leadership and strategic oversight for the entire organization. Owns the high-level client relationships (DriveTime, Crash Champions, Big Brand Tire, CVS), sets policy, approves exceptions to standard procedure, and signs off on major quotes and structural decisions. Escalations that exceed operational authority land here. Reach: 888-950-0085 · herenia@mtcfacilitysolutions.com
Emmanuel Origa, Account Manager: Owns vendor dispatch decisions and quote reviews for active work orders. Selects the right trade partner per job, negotiates/pushes back on labor hours and pricing, ensures two-option quoting on repair-vs-replacement, and serves as a primary client communicator. Confirms POs exist before any additional work proceeds. Schedule: 3:00 PM – 1:00 AM EAT (overlaps U.S. business hours).
Georgian Mitchell Auma, Vendor Relations Associate: Guardian of the vendor compliance engine. Onboards new trade partners (MSA at Net 45, $1M CGL naming MTC additional insured, W-9, ACH authorization), runs monthly audits of active COIs and trade licenses, enforces the rate card, and is the designated signatory for vendor agreements. No vendor works without Georgian's clearance. Schedule: 4:00 PM – 1:00 AM EAT.
Eunice Madzo Mwadzoya & Tiffany Mshai, Facility Coordinators: The operational heartbeat. Own the end-to-end work-order lifecycle: intake & triage (JobFlowGo + ServiceChannel), ticketing, dispatching vendors, client status updates, IVR check-ins, documentation (before/after photos, sign-off sheets), emergency dispatch support, and AP/invoice support. Strong communication and organizational skills are essential. Schedule: 3:00 PM – 1:00 AM EAT.
Daniel Mushindi, After-Hours Associate: Covers the overnight window when the core team is off. Handles 24/7 emergency dispatch, urgent overnight triage, and first response to after-hours client calls/IVR. Triages true emergencies (4-hour response) versus next-business-day items, dispatches the appropriate emergency vendor, and hands off cleanly to the day team each morning. Schedule: 12:00 AM – 8:00 AM EAT.

2.3 Master staff schedule (EAT / CST)

Effective 2026-08-01. Times shown in East Africa Time (EAT); U.S. Central Time (CST) is EAT minus 8 hours. Coverage is staggered to span the U.S. business day through the overnight emergency window.

Team member	Role	EAT shift	CST (approx.)
Herenia Onyango	CEO	Standard business	Standard business
Emmanuel Origa	Account Manager	3:00 PM – 1:00 AM	7:00 AM – 5:00 PM
Georgian Mitchell Auma	Vendor Relations	4:00 PM – 1:00 AM	8:00 AM – 5:00 PM
Eunice Madzo Mwadzoya	Facility Coordinator	3:00 PM – 1:00 AM	7:00 AM – 5:00 PM
Tiffany Mshai	Facility Coordinator	3:00 PM – 1:00 AM	7:00 AM – 5:00 PM
Daniel Mushindi	After-Hours Associate	12:00 AM – 8:00 AM	4:00 PM – 12:00 AM

Handoff discipline

The overnight-to-day handoff is a controlled moment. Daniel logs every after-hours action, vendor dispatched, and pending decision in the shared tracker so the day team can pick up cleanly at 3:00 PM EAT. Nothing falls through the gap between shifts.

2.4 PTO & sick leave policy

MTC invests heavily in rest and recovery because rested coordinators make fewer mistakes. The policy below applies to all employees.

Paid time off (PTO): 30 days per year of paid time off for all employees.
Sick leave: 15 days per year of sick leave for all employees.
Request process: Submit PTO requests with as much lead time as possible so coverage can be arranged. Sick leave should be reported at the start of your shift so the team can redistribute active tickets.
Coverage rule: Never leave a live work order unattended. Before going offline, reassign your open tickets to a teammate and note status in the shared tracker.

SECTION 3

Work Order Lifecycle & Dispatch Procedures

From the first ticket to the final invoice: the exact sequence of steps, approvals, and documentation that define an MTC work order.

3.1 The MTC Golden Rule

"All dispatches come directly through MTC, never directly from the store."

If a store manager calls a vendor themselves, or a vendor shows up without an MTC-issued work order, the job is out of policy. Re-route it through MTC immediately.

This rule is the spine of our model. MTC is the single point of accountability between the client and the trade partner. Stores do not dispatch vendors directly, ever. When a store attempts to bypass MTC, politely redirect them: the request must come through MTC so we can vet the vendor, confirm the PO, track the SLA, and document the work. Direct store-to-vendor dispatch breaks compliance, pricing control, and the audit trail.

3.2 Step-by-step work-order workflow

Intake & triage. Requests arrive via the client portal, email, or IVR. The Facility Coordinator logs the ticket in JobFlowGo and, for ServiceChannel clients (e.g., Crash Champions), mirrors it in ServiceChannel. Capture: client, location number, address, trade, scope, priority, NTE, and reported-by contact. Confirm the PO exists before committing resources.
Vendor selection & dispatch. The Account Manager / Coordinator matches the job to a trade-specific vetted vendor from our network, never a generalist. Dispatch under MTC's brand and standards. Apply the SLA: 24-hour priority for standard reactive work, 4-hour emergency response for urgent/safety issues, and same-day emergency for critical failures. Confirm ETA with the vendor and relay it to the client proactively.
Pre-approval & quoting. For anything beyond a trip charge, obtain a quote. Always provide two options, repair vs. replacement, for major equipment (HVAC units, roofing, doors, etc.). Push back on labor hours and pricing that exceed reason or the rate card. If a quote still looks high, obtain a secondary quote from another vetted vendor before presenting to the client. Get client pre-approval (and PO) before authorizing materials or major labor.
Additional work protocol. When a site manager requests extra work beyond the original scope mid-job, stop. Additional work requires a new PO before proceeding. Document the request, route it for approval, and only then authorize the vendor to continue. Never let scope creep happen on a verbal okay: it becomes an unbillable invoice.
Completion & sign-off. No work order closes without mandatory before-and-after pictures and a manager sign-off sheet. The vendor submits photos; the on-site manager signs off confirming the work is complete and satisfactory. For Crash Champions, ensure brand-spec finishes (paint, cabinets, hardware) are captured in the after photos. Upload everything to JobFlowGo / ServiceChannel.
Invoicing. MTC pays vendors on Net 45 terms. All vendor invoices must be sent to invoices@mtcfacilitysolutions.com. Specific routing applies: invoices for WO#66 or from Better Service LLC receive specific auto-reply routing, so instruct those vendors accordingly. Reconcile the invoice against the PO, NTE, and sign-off before approving for payment. For ServiceChannel clients, ensure invoices are submitted through the platform.

3.3 SLA & priority matrix

Priority	Response target	Typical use
Emergency / same-day	Same-day dispatch, fastest available	Critical failures: no power, water flooding, safety hazards, security exposure
4-hour emergency	Vendor on-site within 4 hours	Urgent safety/operational issues requiring rapid response
24-hour priority	Vendor on-site within 24 hours	Standard reactive maintenance for most client WOs
48-hour	Vendor on-site within 48 hours	Lower-urgency general maintenance (e.g., Big Brand Tire general)
Routine / scheduled	Scheduled per scope	Preventive maintenance, planned repairs, quotes pending approval

SLA compliance

Missing an SLA without proactive client communication is the fastest way to lose a client's trust. The moment you sense an ETA will slip, notify the client before the window expires and provide a revised ETA. Proactive beats reactive, every time.

3.4 Pre-approval & quoting rules (detail)

Two-option rule: For major equipment (HVAC, roofing, overhead doors, compressors), always present both a repair option and a replacement option with costs, lifespan, and trade-offs. Let the client choose informed.
Labor pushback: Scrutinize labor hours and rates against the rate card. Question inflated hours, double-technician charges, or vague "diagnostic" time. Renegotiate before presenting to the client.
Secondary quotes: If a quote is unusually high or the vendor can't justify line items, obtain a second quote from another vetted vendor in the same trade. Present the more defensible option.
NTE discipline: Never authorize work above the Not-To-Exceed amount without a new approval. If scope will exceed NTE, stop, re-quote, and get a new PO.
Materials markup: Materials carry a 15%–20% markup per the rate card. Confirm markup is applied consistently in client-facing quotes.

3.5 Additional work protocol

Scope creep is the enemy of margin and compliance. The rule is absolute: any extra work requested by a site manager requires a new PO before the vendor proceeds.

Verbal approvals are not approvals

A site manager saying "yeah, go ahead and fix that too" while the tech is on-site is not authorization. Capture the additional scope in writing, route it for PO/approval, and only then release the vendor to perform it. Unapproved extra work is unbillable work.

3.6 Completion, sign-off & invoicing

Before photos: Mandatory. Document the existing condition before any work begins; it protects MTC and the vendor from disputes.
After photos: Mandatory. Document the completed work, including brand-spec finishes for Crash Champions (paint, cabinets, hardware).
Manager sign-off sheet: The on-site manager signs confirming satisfactory completion. No sign-off, no closure, no invoice approval.
Invoice submission: Vendors send invoices to invoices@mtcfacilitysolutions.com. ServiceChannel clients must also be invoiced through ServiceChannel.
Payment terms: Net 45 for vendor payment. Clients billed per their terms (commonly Net 30). Never promise a vendor faster payment than Net 45 without CEO approval.
Reconciliation: Match invoice to PO, NTE, sign-off, and photos before approving. Flag discrepancies back to the vendor.

SECTION 4

Vendor Management & Compliance

The standards every trade partner must meet to represent MTC, and the audit rhythm that keeps them honest.

4.1 Onboarding standards

A vendor cannot accept an MTC work order until the full onboarding package is complete and cleared by Vendor Relations. Georgian Mitchell Auma is the designated signatory.

Requirement	Detail
MTC branding pack	MTC logo and flyer provided to the vendor so they represent MTC (not themselves) on-site and in correspondence.
Master Service Agreement (MSA)	Signed MSA establishing Net 45 payment terms and requiring $1M Commercial General Liability (CGL) insurance naming MTC Facility Solutions as additional insured.
W-9	Current IRS Form W-9 on file for tax/ACH setup.
ACH authorization	Signed ACH authorization form for electronic payment disbursement.
COI & trade licenses	Valid Certificate of Insurance and applicable trade licenses verified before first dispatch.
Signatory	Georgian Mitchell Auma signs vendor agreements and confirms onboarding clearance.

4.2 Monthly compliance audits

Compliance is not a one-time gate. It is a recurring rhythm. Vendor Relations runs monthly audits of every active vendor to verify:

Active COIs: insurance has not lapsed; MTC remains listed as additional insured.
Trade licenses: current and valid in the jurisdiction of work.
W-9 / ACH currency: banking and tax details still accurate.
Rate card adherence: vendor is billing within the agreed rate structure.

Lapsed COI = no dispatch

A vendor whose COI or license has lapsed is immediately suspended from dispatch until reinstated. Dispatching an uninsured vendor exposes MTC to unacceptable liability. No exceptions, regardless of urgency: find another vetted vendor.

4.3 Rate card rules

MTC enforces a single, standardized rate structure across the vendor network so pricing is predictable and defensible to clients.

Rate element	Standard
Trip charge	$115 standard trip charge
Overtime	1.5× the standard rate for overtime hours
Same-day emergency	Same-day emergency rate applies for urgent same-day dispatch
Materials markup	15%–20% markup on materials

Rate card exceptions require Account Manager + CEO approval. Never agree to a vendor-specific rate outside this structure on the fly.

4.4 Vendor routing & subcontractor discipline

Subcontractor links: When a vendor uses a subcontractor, the subcontractor link/entry must be submitted, but do not change the JobFlow status when doing so. Status changes remain an MTC-controlled action.
"Last resort" vendor: Oscar Majano / YHM Services is designated as the Last Resort vendor, used only when no primary vetted vendor is available in the area or trade. Document the reason a Last Resort dispatch was necessary.
Trade matching: Always match the vendor's verified trade to the job. A plumber doesn't do electrical; an HVAC tech doesn't pour concrete. Specialists only.
Geographic coverage: Leverage the nationwide network to find the closest qualified vendor to minimize trip charges and ETA.

SECTION 5

Email Management, Communication & Reporting

Our inbox is our command center. These rules keep it searchable, accountable, and visible to the whole team.

5.1 Inbox rules & labeling system

Every email is labeled at intake so nothing is missed. Use the numeric label system consistently:

Label	Meaning / action
1: To Respond	Requires a reply from you. Highest attention: clear these daily.
2: FYI	Informational only; no action required but keep for the record.
7: Actioned	You have handled it. Mark once the task/reply is complete.

Apply additional labels as needed for status tracking. The goal: at any moment, you can tell from the label what state an email is in without opening it.

5.2 Folder organization

Organize correspondence into specific, named folders so history is retrievable by client or topic. Maintain, at minimum:

Folder	Contents
Zoom	Meeting recordings, links, and notes from internal/client calls.
Vendors	Vendor onboarding, COI, rate, and compliance correspondence.
Quotes	All quote submissions, approvals, and secondary-quote threads.
Client-specific	A dedicated folder per major client (DriveTime, Crash Champions, Big Brand Tire, CVS) for their WOs and updates.

5.3 The CC rule

Always CC wo@mtcfacilitysolutions.com

On all client and vendor correspondence, CC the work-order inbox wo@mtcfacilitysolutions.com. This guarantees team visibility, creates a shared audit trail, and ensures no ticket goes dark if someone is offline. If it isn't CC'd, the team can't see it, and it didn't happen for the rest of us.

5.4 Standardized email signatures

Every external email uses the standardized MTC signature. Consistency builds trust and gives clients every channel to reach us.

Signature template

[Your Name] · [Title] · MTC Facility Solutions LLC · Main: 888-950-0085 | Receptionist: 972-945-2193 · www.mtcfacilitysolutions.com | info@mtcfacilitysolutions.com · 2701 Little Elm Pkwy, STE 100 #807, Little Elm, TX 75068. Include the MTC logo in your signature where supported. Never use a personal sign-off or omit the main phone and receptionist numbers.

5.5 Communication standards

Proactive updates: Send status updates before the client asks. Confirm ETAs, dispatch confirmation, on-site arrival, and completion.
Response time: Acknowledge client/vendor emails same-shift. Even "received, working on it" prevents escalation.
Tone: Professional, concise, solution-oriented. We are the calm, capable voice in a facility emergency.
Documentation: If a decision was made in a call or chat, summarize it in an email CC'd to wo@ so it's on the record.

SECTION 6

The MTC Certification Exam

Twenty scenario-based questions covering every facet of MTC operations. Master these and you are certified to run live work orders. Answer every part of each question and cite the governing policy section. Try each one before opening the answer.

1A Crash Champions store manager calls a vendor directly to fix a damaged bay wall, bypassing MTC. The vendor arrives and starts work. What is the Golden Rule, why does it exist, and what exactly do you do now, with the store, the vendor, and the ticket?
The Golden Rule: all dispatches come directly through MTC, never directly from the store (§3.1). It exists so MTC remains the single point of accountability: vetting vendors, confirming POs, tracking SLAs, controlling pricing, and maintaining the audit trail. Action: (1) Politely redirect the store manager: all requests must route through MTC; thank them for the urgency and take the details. (2) Confirm with the vendor whether an MTC work order/PO exists; if not, instruct them to pause and await MTC authorization. (3) Create the WO in JobFlowGo/ServiceChannel, secure a PO, confirm the vendor's COI/license is active, then formally dispatch. Document the bypass attempt in the ticket.
2An HVAC unit at a DriveTime location has failed. The vendor submits a single quote for a full $9,400 replacement. What quoting rule have they violated, what must you require instead, and what additional step might you take before presenting to the client?
Violated the Two-Option Rule (§3.4): for major equipment (HVAC, roofing, doors, compressors) you must always present both a repair option and a replacement option with costs, lifespan, and trade-offs. Require the vendor to re-submit a repair quote alongside the replacement. Because $9,400 is significant, obtain a secondary quote from a second vetted HVAC vendor to validate pricing before presenting either option to the client. Get client pre-approval and a PO before authorizing the work.
3Detail the ServiceChannel compliance requirements for Crash Champions. What must flow through ServiceChannel, and what happens if an invoice or status update is handled outside the platform?
For Crash Champions, every work order, proposal, status update, and invoice must flow through ServiceChannel exactly as specified (§1.4, §3.6). Out-of-channel communication, missed status updates, or invoices submitted outside the platform can cause payment holds and client escalation. The operating principle: if it isn't in ServiceChannel, it didn't happen. Always mirror the WO in ServiceChannel at intake, update status there as the job progresses, and submit the final invoice through the platform, not just via email.
4List the mandatory vendor compliance documents required before any vendor accepts an MTC dispatch. What insurance specifics are required, what are the payment terms, and who signs off on onboarding?
Full onboarding package (§4.1): (1) MTC logo + flyer (branding); (2) signed Master Service Agreement (MSA) with Net 45 payment terms; (3) $1M Commercial General Liability (CGL) insurance naming MTC Facility Solutions as additional insured; (4) current W-9; (5) signed ACH authorization; (6) verified COI and trade licenses. Signatory: Georgian Mitchell Auma, Vendor Relations Associate. No vendor works without her clearance.
5What are MTC's vendor payment terms, where must invoices be sent, and what special routing applies to invoices for WO#66 or from Better Service LLC?
Vendors are paid on Net 45 terms (§3.6). All invoices go to invoices@mtcfacilitysolutions.com. Specific auto-reply routing applies to invoices for WO#66 and to invoices from Better Service LLC: instruct those vendors accordingly so their invoices enter the correct routing path. ServiceChannel clients must also be invoiced through ServiceChannel. Reconcile every invoice against the PO, NTE, sign-off, and photos before approving.
6Mid-job, a site manager says, "While you're here, can the tech also replace two ceiling tiles in the lobby?" The tech is ready to do it. What policy applies, and what is the exact sequence of actions you take?
The Additional Work Protocol (§3.5): any extra work requested by a site manager requires a new PO before proceeding. A verbal "go ahead" is not authorization. Sequence: (1) Tell the tech to hold on the extra scope. (2) Capture the additional request in writing. (3) Route it for PO/approval and confirm NTE. (4) Only after the new PO is issued, authorize the vendor to perform the extra work. (5) Document everything in the ticket. Unapproved extra work is unbillable work.
7State each operational role, its schedule (EAT), its reporting line, and its single most important responsibility. Who covers the overnight window?
(§2.2–2.3) Herenia Onyango: CEO, standard business hours, final authority, owns strategy & client relationships. Emmanuel Origa: Account Manager, 3PM–1AM EAT, reports to CEO, owns vendor dispatch & quote review. Georgian Mitchell Auma: Vendor Relations, 4PM–1AM EAT, reports to CEO, owns vendor compliance/onboarding. Eunice Madzo Mwadzoya & Tiffany Mshai: Facility Coordinators, 3PM–1AM EAT, report to CEO, own the WO lifecycle. Daniel Mushindi: After-Hours Associate, 12AM–8AM EAT, reports to CEO, owns 24/7 emergency dispatch and overnight triage. He covers the overnight window.
8At 2:00 AM EAT, an after-hours call reports flooding at a Big Brand Tire location. Walk through the emergency dispatch process: who responds, what SLA applies, and how is it handed to the day team?
(§2.2, §3.2–3.3) Daniel Mushindi (After-Hours, 12AM–8AM EAT) responds. Flooding is a safety/operational emergency, so the 4-hour emergency (or same-day emergency) response applies. He triages true emergency vs. next-business-day, dispatches a vetted plumbing/emergency vendor with active COI, confirms ETA, and notifies the client. He logs every action, vendor dispatched, and pending decision in the shared tracker. At the 3PM EAT day-shift start, the coordinators/Account Manager pick up the ticket cleanly via the handoff log. Nothing falls through the gap.
9A vendor's invoice shows a $115 trip charge, 1.5× overtime, a 25% materials markup, and a "diagnostic" labor line you can't justify. Which items are compliant with the rate card, which are not, and what do you do?
(§4.3) Compliant: $115 trip charge (standard); 1.5× overtime (standard). Non-compliant: the 25% materials markup, since the rate card allows 15%–20% only; the unjustified "diagnostic" labor line should be challenged (§3.4 labor pushback). Action: return the invoice to the vendor, correct the markup to 20% or less, and require justification or removal of the vague diagnostic time. Reconcile against PO/NTE before approving. Rate-card exceptions need Account Manager + CEO approval.
10Explain the email CC rule, the numeric label system, and the folder structure. Why does CC'ing the work-order inbox matter operationally?
(§5.1–5.3) CC rule: always CC wo@mtcfacilitysolutions.com on all client/vendor correspondence. It guarantees team visibility, a shared audit trail, and prevents tickets going dark when someone is offline. Labels: "1: To Respond" (needs reply, clear daily), "2: FYI" (informational), "7: Actioned" (handled). Folders: Zoom, Vendors, Quotes, and client-specific folders (DriveTime, Crash Champions, Big Brand Tire, CVS). CC'ing matters because MTC's model depends on radical communication and shared accountability: if the team can't see it, it didn't happen for the rest of us.
11Describe MTC's operating model. What does "zero self-performance" mean, why does MTC choose it, and how does trade-matching work at dispatch?
(§1.3) MTC runs a hybrid vendor model with nationwide (50-state) coverage using vetted, trade-specific partners. "Zero self-performance" means MTC does not perform physical trades directly. It orchestrates: triage, vendor selection, compliance, quoting, communication, invoicing. Chosen to keep overhead lean, quality consistent (each job goes to a specialist), and coverage truly national. Trade-matching: the Account Manager/Coordinator matches the job to a vendor whose verified trade fits (plumber for plumbing, HVAC tech for HVAC), never a generalist, selecting the closest qualified vendor to minimize trip charge and ETA (§4.4).
12A vendor's monthly audit reveals their CGL certificate expired three days ago, but they have an active job finishing tomorrow. Can you let them complete it? Justify with policy.
(§4.2) No. A vendor with a lapsed COI/license is immediately suspended from dispatch until reinstated. Dispatching an uninsured vendor exposes MTC to unacceptable liability, with no exceptions regardless of urgency. Even an in-progress job must not continue under a lapsed COI. Find another vetted vendor to complete/inspect the work, and require the original vendor to submit a renewed COI (with MTC as additional insured) before they receive any future dispatch. Document the suspension.
13A Crash Champions job is complete but the after-photos show the wall was repainted in a color that doesn't match the brand spec, and hardware was substituted. Is this job closable? What must happen, and which brand-spec rule applies?
(§1.4, §3.6) No, not closable as-is. Crash Champions jobs require exact brand specifications on paint colors, cabinetry, and hardware. "A correctly repaired wall in the wrong paint color is a failed job." The vendor must return and correct the finish/hardware to match the brand spec. Re-shoot after-photos showing the correct paint/hardware, obtain the manager sign-off, and only then close and invoice. If the spec was unclear, the coordinator should have confirmed with the Account Manager before the vendor ordered materials.
14Define the full completion & sign-off requirements. A vendor submits an invoice with no before-photos and no sign-off sheet. Can you approve payment? What do you require first?
(§3.6) Required to close: mandatory before-and-after photos and a manager sign-off sheet: "no sign-off, no closure, no invoice approval." No, do not approve payment. Require the vendor to submit the missing before-photos and the signed manager sign-off sheet first. Then reconcile the invoice against the PO, NTE, sign-off, and photos before approving. For ServiceChannel clients, ensure the invoice is also submitted through the platform.
15Who is the "Last Resort" vendor, when is their use appropriate, and what must you do when a primary vendor routes work to a subcontractor regarding JobFlow status?
(§4.4) Last Resort vendor: Oscar Majano / YHM Services, used only when no primary vetted vendor is available in the area/trade; document the reason. Subcontractor routing: when a vendor uses a subcontractor, the subcontractor link/entry must be submitted, but do not change the JobFlow status when doing so. Status changes remain an MTC-controlled action. Always trade-match primary vendors first and only escalate to Last Resort when the network is exhausted.
16A work order's NTE is $150. The vendor calls mid-job saying the repair will cost $210 and asks you to authorize. What two policies govern this, and what is your response?
(§3.4 NTE Discipline, §3.5 Additional Work) NTE Discipline: never authorize work above the Not-To-Exceed amount without a new approval. Response: tell the vendor to pause the additional scope. Re-quote the overrun, confirm it's justified (push back on labor/pricing per §3.4 if needed), and obtain a new PO/approval for the amount above $150 before authorizing the vendor to continue. Document the revised scope and approval in the ticket. Never verbally approve over-NTE work.
17Outline the six-step work-order workflow in order, naming the systems used at intake. At which step does the two-option quoting rule apply, and at which step does the sign-off occur?
(§3.2) (1) Intake & triage: JobFlowGo + ServiceChannel (for SC clients); (2) Vendor selection & dispatch: trade-match, apply SLA; (3) Pre-approval & quoting: two-option (repair vs. replacement) quoting applies here; (4) Additional work protocol: new PO for extra scope; (5) Completion & sign-off: before/after photos + manager sign-off sheet occur here; (6) Invoicing: invoices@mtcfacilitysolutions.com, Net 45, reconcile against PO/NTE/sign-off.
18Describe MTC's culture around mistakes and autonomy. A coordinator accidentally dispatches the wrong trade vendor to a plumbing job. Using the stated values, what should they do, and what makes a mistake acceptable vs. unacceptable?
(§1.5) MTC is autonomy-driven and mistake-friendly, provided mistakes are communicated immediately and documented. The coordinator should: (1) surface the error right away to the Account Manager/team; (2) cancel/re-route the wrong-trade vendor and dispatch a verified plumber; (3) notify the client of the corrected ETA proactively; (4) document the error and correction in the ticket. Acceptable: a mistake communicated and documented becomes a coaching moment. Unacceptable: a mistake hidden. "A mistake you hide becomes a liability." The culture values radical communication and accountability ("other duties as needed," coordination over silos).
19State the standardized email signature contents, the main and receptionist phone numbers, and the company address. Why must every external email use it, and what should every external email also CC?
(§5.3–5.4) Signature: Name, Title, "MTC Facility Solutions LLC," Main 888-950-0085, Receptionist 972-945-2193, www.mtcfacilitysolutions.com, info@mtcfacilitysolutions.com, address 2701 Little Elm Pkwy, STE 100 #807, Little Elm, TX 75068 (plus MTC logo where supported). Every external email uses it for consistency/trust and to give clients every channel to reach us; never omit the main/receptionist numbers. Every external email must also CC wo@mtcfacilitysolutions.com for team visibility and the shared audit trail.
20Composite scenario: A Crash Champions WO comes in at 11 PM EAT for an emergency door failure (security exposure) at CC549. The vendor's COI is valid, the NTE is $140, but the vendor quotes $480 and wants to also repair adjacent framing not in scope. Walk through every decision: who responds, SLA, COI check, two-option quoting, NTE/PO handling, additional-work handling, sign-off/photos, ServiceChannel, and invoicing.
Who responds: Daniel Mushindi (After-Hours, 12AM–8AM EAT) covers overnight emergency triage (§2.2). SLA: security exposure means 4-hour/same-day emergency (§3.3). COI check: valid, so cleared to dispatch (§4.2). NTE/PO: NTE is $140; the vendor wants $480, so do not authorize over NTE; pause, re-quote, obtain new PO/approval for the overrun (§3.4, §3.5). Two-option quoting: a door is major equipment, so require repair vs. replacement options; given the high quote, get a secondary quote (§3.4). Additional work (adjacent framing): out of original scope, so it requires a new PO before proceeding; a verbal go-ahead is not approval (§3.5). Sign-off/photos: mandatory before/after photos + manager sign-off sheet; ensure Crash Champions brand-spec hardware/finish in after-photos (§3.6, §1.4). ServiceChannel: mirror WO, update status, and submit invoice through ServiceChannel. "If it isn't in ServiceChannel, it didn't happen" (§1.4). Invoicing: vendor invoices to invoices@mtcfacilitysolutions.com on Net 45; reconcile against PO/NTE/sign-off/photos; CC wo@ on all correspondence (§3.6, §5.3). Log everything in the shared tracker for the day-shift handoff (§2.3).

APPENDIX

Key contacts & quick reference

Company: MTC Facility Solutions LLC
Website: www.mtcfacilitysolutions.com
Main phone: 888-950-0085
Receptionist: 972-945-2193
General email: info@mtcfacilitysolutions.com
Work-order inbox (CC everything): wo@mtcfacilitysolutions.com
Invoice inbox: invoices@mtcfacilitysolutions.com
Address: 2701 Little Elm Pkwy, STE 100 #807, Little Elm, TX 75068
CEO: Herenia Onyango, herenia@mtcfacilitysolutions.com
Systems: JobFlowGo (WO management) + ServiceChannel (Crash Champions & SC clients)
Golden Rule: All dispatches come directly through MTC, never from the store.
Vendor payment terms: Net 45
Insurance requirement: $1M CGL, MTC named additional insured
Trip charge / OT / markup: $115 · 1.5× overtime · 15–20% materials markup
Last resort vendor: Oscar Majano / YHM Services
PTO / sick leave: 30 days PTO / 15 days sick leave annually (all employees)
Key clients: DriveTime · Crash Champions · Big Brand Tire · CVS

Final word

You are now entrusted with the MTC standard. Protect the Golden Rule. Communicate relentlessly. Document everything. When in doubt, ask, and never let a work order go dark. Welcome to the team.