Mastering the backlog: how integrators can forecast, staff and scale for growth

NEW YORK—For integrators, managing a backlog is more than clearing a queue of unfinished projects - it’s about building a framework that ensures profitability, efficiency and scalability, industry experts say. 

At ISC East, PSA Security Network CEO Matt Barnette moderated a panel featuring: 

• John Nemerofsky, COO at SAGE Integration; 
• Chris Hugman, founder and CEO at System Surveyor; and 
• Candice Aragon, chief experience officer at PSA 

Together, they shared strategies for turning backlog management into a competitive advantage during the session “Beyond the Backlog: Forecasting, Staffing & Scaling for Operational Success.” 

Start with strong estimates 

A successful project begins with accurate estimates. Robust estimating tools allow integrators to forecast labor hours, calculate costs and understand win rates. 

Nemerofsky noted that front-end tools like WeSuite streamline estimating, while back-end tools like SedonaOffice ensure seamless scheduling and labor allocation. Together, these systems provide visibility into technician capacity - whether it’s 160 hours per month per tech or the total hours required for a multi-year data center build – which helps anticipate resource needs and avoid costly surprises later. 

“Starting with good estimates and having strong engineering to put those estimates together - so you can assume the cost and labor hours that are going to flow through - is critical,” he said.  

Automation and integration drive efficiency 

Automation is no longer optional, Nemerofsky emphasized. Linking estimating tools with operational platforms enables real-time tracking of schedules, labor hours and project progress. 

For projects ranging from two-week turnarounds to multi-year deployments, flexibility and accurate scheduling are essential. Leveraging subcontractor partnerships and integrated software solutions ensures work flows smoothly from bid to completion. 

“The measure between a successful integrator that’s making money and ones that are struggling is how well they manage utilization and where they are on these projects,” said Nemerofsky. 

Culture and customer experience 

Building a strong culture is essential for workforce management and customer satisfaction. 

“You have to have whatever your North Star is,” said Aragon. “For us at PSA, that’s our core values - passion, integrity, wholeness, and service. We celebrate employees who live those values daily.” 

Nemerofsky shared a creative company recognition program. “We created the ‘I Got Caught’ award,” he said. “When you get caught doing something exceptional, you get a SAGE football helmet and a $100 gift card. If you win again, you get a sticker – our logo, which is a shield and spear - for your helmet and another $100 gift card. People are proud about how many stickers they have on their helmets.”  

Reducing bottlenecks 

Bottlenecks often stem from unclear systems or misaligned priorities. Hugman emphasized that clarity starts with structure and values.  

“Every organization functions better when everyone’s aligned on core values and those values are reinforced,” he said. 

Beyond culture, process discipline matters. Hugman cited a favorite principle from The E-Myth Revisited: “It’s your systems that run your business and your people that run your systems.” 

“You've got to have the systems and processes that can be executed, but you also have to have the people that are true to those systems,” he said.