All Dry vs 76 Fence

76 Fence posts a monster AUV north of $1.5M—that’s real budget per location, and high-ticket home services operations at that revenue level can’t run on spreadsheets. The problem is scale: two total units, one franchised. Even if you close both, your total addressable market (TAM) is a rounding error. There’s no multiplier here, no land-and-expand, no referenceability that moves a pipeline. You’d be selling a bespoke implementation disguised as SaaS, and the franchisor-controlled procurement model means you’re selling into a single throat that may not even want to standardize tech yet. Budget per unit is elite; TAM is nonexistent.

All Dry gives you the opposite tradeoff—and it’s the right one for a software vendor. One hundred and one franchised units with an approved-supplier procurement model means you can sell owner by owner, build a beachhead, and let local adoption pressure the franchisor into a preferred partnership. Yes, AUV is under $500K, so per-unit budget will be tighter and your ACV per location drops. But the math still works: a 102-unit system with negative unit growth is a system in pain, and pain sells software. Operators churning through scheduling, dispatching, and marketing inefficiencies at that scale will pay to stop the bleeding. You’re trading per-deal size for deal volume and a real pipeline.

The meaningful dimension here is terrain. Approved-supplier procurement flips the sales motion from a single, slow franchisor gate to a multi-threaded, operator-led ground game. Combine that with a system large enough to matter and you get timing leverage: negative unit growth forces urgency, and urgency compresses sales cycles. 76 Fence has the budget story but no motion; All Dry has the motion and enough budget to build a repeatable vertical play.

Verdict: All Dry is the stronger software-sales opportunity right now because approved-supplier terrain and system-wide pain unlock a scalable, multi-unit pipeline that a two-unit brand simply cannot.