Ask Kendra Snyder how big she wants Quest Termite & Pest Management to get, and she skips past a modest guess.
Snyder is in her ninth year as general manager of the pest management company in Hellertown, Pa., started by her husband, Chris, in 2002. Quest closed 2025 at roughly $2 million in revenue and is pacing about 30% ahead of that this year, without a new sales force or marketing campaign fully accounted for yet.
Run the math, and $3 million might be considered a clean, natural next step. That's not what Snyder is planning for.
"I really have a lot of aspirations to see this company in that 5 range," she said, meaning $5 million with perhaps another office or an acquisition made. "I'm in that season of life where I am an action person."
Getting there won't come from Snyder tracking more numbers than she already does. It's coming from how she's grown as a leader over the past several years, learning what to hand off, who to trust with it, and how to read her business fast enough to coach a team instead of just running spreadsheets alone.
For years, Snyder ran Quest's numbers herself, building the cost and margin discipline behind that ambition long before any software caught up to her. The bigger shift, more recently, hasn't been in what she tracks. It's in what she's learned to delegate.
Quest recently hired its first dedicated salesperson, a role Snyder describes as still finding its footing but central to closing the gap toward her next milestone. Even employment decisions get her cost-conscious lens.
"When I'm hiring someone, if I want to get a qualified candidate, what's it going to cost me to get them up and running?" she said. "And then how long until you have ride-alongs and trainings till that person is actually bringing profit into the organization?"
She's also learned when to stop digging. Not every question is worth the hours it takes to answer.
"You could go down the rabbit hole with one thing," she said, "and go, 'OK, is this bringing me value or is it not, because I'm really spending a lot of hours on this?'"
She describes her own development as a leader the way she describes everything else at Quest. It's ongoing, never finished.
"It took a little bit to understand the seasonality and where the challenges are," Snyder said. "It took a lot of learning with technicians and training and putting together processes and SOPs."
"I would say I've really honed in the last, I'd say, three years," she added. "Once you finally get all that where you feel like, 'OK, now I get it, now I’ve got to take the next step and drill down and drill down and drill down.’"
Also three years ago, Quest moved to the FieldRoutes software platform, as the business's growth called for the kind of reporting and visibility Snyder needed to keep leading at that pace. Snyder and her scheduling team check technician hours, drive time, and route density daily, rebuilding a route the moment a cancellation hits. Snyder uses dot-mapping to keep new marketing dollars inside her densest customer areas.
Snyder still keeps her own numbers. What's changed is how fast she can see them and what that speed has let her do with her team.
"There is a correlation," she said, when asked whether the timing of her deepening financial discipline lines up with implementing FieldRoutes.
"When it's in front of you, you think of the dashboard, and all the pieces of information that are in my face," she added. "If I go in there and say, 'It's July 28th and 45% of my work hasn't been scheduled yet' — big red flag. I'm losing opportunity. It's right there."
That visibility changed more than her own habits. It changed how she manages people.
"It's made me more efficient and expanded my role as really having qualified conversations with technicians or team members," she said. "'I see a deficiency here. Here's where I got that information. Can you help me understand why you made that choice or what you were thinking when you did this?' And it's a conversation."
Snyder gained insight through an industry peer program and still trades notes with other operators at conferences. She's become something of an informal advocate, too, willing to talk candidly with other operators considering the systems that support Quest's growth and aspirations.
"I can give them the real perspective," she said.
That perspective comes from having done the comparison herself. Before settling on the platform Quest runs today, Snyder said she looked at most of what else is out there.
"It does bring a lot of value, and I have looked at almost every software out there," she said of FieldRoutes. "This one complimented our business style and where we wanted to grow and has helped me be more successful in my role."
That appetite, more than any single tool, is what's carrying Quest Termite & Pest Management toward $5 million. Snyder has built a team, delegated what used to sit entirely on her shoulders, and still isn't looking to slow down herself.
"I love this industry," she said.
And that means Snyder is waking up every day with a plan, especially one to get closer to that $5 million target.
“I can't imagine not doing that,” she said.
