What Is Super?
Super (hellosuper.com) is a subscription home care and warranty service sold to homeowners, not to contractors. Homeowners pay a monthly plan — roughly $52 to $116 per month across tiers as of August 2026 — plus a per-claim service fee commonly cited at $75, sometimes ranging to $150 depending on plan. When something breaks, Super coordinates the repair and dispatches a technician from its network of vetted local providers. Using your own technician generally isn't covered without prior approval.
For a service business, Super isn't software you buy. It's a channel you join. You get dispatched work orders at pre-negotiated rates instead of retail pricing, and Super owns the customer relationship, the pricing, and the scheduling decision.
Driive is a different category entirely: an AI booking agent that answers your own inbound leads across phone, chat, text, and lead sources, qualifies them, and books them into slots your techs can actually run based on real drive time. Published pricing — $99/month Starter, $450/month Growth, 45-day pilot. It doesn't send you work. It stops you from losing the work already coming your way.
So this page isn't really a feature comparison. It's a question about where your next job comes from.
Why Contractors Look for Super Alternatives
Warranty channel work is a well-understood trade in this industry: high volume, low margin, minimal marketing cost. It works until the economics stop working, and the complaints are consistent across warranty networks generally, not unique to any one brand.
Rates are negotiated below retail, parts markups are limited or capped, and the homeowner-paid service fee is a fixed slice rather than a ticket you set. That compresses margin on exactly the jobs where an independent shop would normally earn it.
Payment timing is the second issue. Warranty work introduces a receivables gap between doing the job and getting paid, plus the documentation burden required to avoid claim denials. A lot of shops discover they've financed someone else's growth.
Third is authorization friction — repairs stalling while a claim is approved, techs sitting on jobs they can't complete, and second trips that eat the margin the first trip earned.
And fourth, structurally: the customer isn't yours. The homeowner doesn't have your number, isn't in your database, and won't call you directly next time. There's no repeat business, no referral flywheel, and no equity being built in your brand.
When Warranty Channel Work Is the Right Choice
It's genuinely useful for filling capacity. If you have techs with open hours and no marketing engine yet, dispatched work orders beat an empty schedule. Route density in a concentrated area can also make lower per-ticket rates work out fine on a per-day basis.
It's a reasonable way to enter a new territory. Warranty volume gets your trucks into neighborhoods before you've built local reputation, and some of that exposure converts to direct business over time even when the platform owns the initial relationship.
The shops that do well with it treat it as one distinct segment of the business — priced, staffed, and cash-flow-managed separately — rather than as their primary pipeline. That's the honest version: a filler channel with its eyes open, not a growth strategy.
Where the Warranty Model Leaves a Gap
- You don't own the customer: No contact record, no repeat call, no referral. Every job is a one-off, and the relationship equity accrues to the platform.
- You don't set the price: Negotiated flat or capped rates with limited parts markup. Margin is structurally thinner than retail work.
- You don't control the schedule: Work orders arrive assigned. There's no drive-time optimization across your own day and no ability to sequence for route efficiency.
- No lead qualification to speak of: Scope arrives as written on the claim, which is why second trips and authorization delays are common.
- Cash flow lag and admin load: Reimbursement timing plus documentation requirements shift working capital and back-office cost onto you.
- It doesn't solve your own inbound problem: Every retail call you miss at 8pm is still missed. Warranty volume doesn't make your own phone get answered.
Owned Demand Is the Actual Alternative
The real alternative to renting demand isn't a different network — it's converting more of the demand you already generate. Most home service businesses leak a meaningful share of their own inbound: calls after hours, web forms answered hours late, LSA leads that went to whoever replied first.
Those jobs are already yours. They're at retail pricing, the customer is in your database afterward, and there's no claim to authorize. They're also the jobs that produce referrals — which is the only lead source that compounds.
Driive's job is to stop that leak. The agent answers across phone, chat, text, and lead sources 24/7, qualifies the job and the service area, checks who's actually qualified and nearby, and books a slot that survives contact with the road. Then it hands the job to whatever system you already run.
The honest framing: Super fills a schedule. Driive protects a pipeline. A shop with no marketing engine and empty days may genuinely need the former first. A shop that's already generating calls and dropping them is losing more margin to the leak than it's earning from the channel.
AI Lead Qualification
Dot qualifies your own inbound leads across phone, chat, text, and lead sources — capturing job details, confirming service area, and routing by specialty. Retail pricing, your customer record, no claim authorization.
Drive-Time Smart Booking
Driive factors real drive time into every booking, so your own jobs sequence efficiently instead of arriving pre-assigned by someone else's dispatcher.
Feature Comparison: Super vs Driive
| Feature | Super | Driive |
|---|---|---|
| Sends you work without marketing spend | Yes — that's the core offer | No — it converts leads you already get |
| You own the customer relationship | No — the homeowner is Super's customer | Yes — every booking is yours |
| You set your own pricing | No — negotiated rates, capped markups | Yes — retail, unchanged |
| Drive-time-aware scheduling of your day | No — work orders arrive assigned | Yes — core to the product |
| AI qualification before booking | No — scope comes from the claim | Yes |
| 24/7 answering of your own inbound | No — different problem entirely | Yes — calls, texts, and chat |
| Payment timing | Reimbursement lag plus documentation | You invoice as you always have |
| Cost model | Margin give-up per job, no software fee | $99 Starter, $450 Growth — published |
| Works alongside your existing system | Separate channel and portal | Yes — CRM-agnostic |
| Best fit | Filling open capacity, entering new territory | 5 to 100 employees with real inbound volume |
The Bottom Line
Use Super — or any warranty network — deliberately, as a capacity filler priced and cash-flow-managed as its own segment. If your trucks have open days and you haven't built a marketing engine yet, dispatched volume beats an idle schedule. Just don't mistake it for a pipeline you own.
Add Driive when the constraint flips from too little demand to too much leakage. If calls go unanswered after hours, forms sit for hours, and leads arrive from four places at once, you're losing retail-margin jobs while paying warranty-margin rates for replacements. That's the expensive trade.
Neither of these is the other's substitute, and they can run at the same time. Super is a demand channel. Driive is the booking layer on the demand you generate yourself.
See how it works at getdriive.com.
This is a business model comparison, not a software comparison
Most pages on this site compare two pieces of software. This one doesn't, and pretending otherwise would be misleading. The actual choice looks like this:
- Rented demand. Someone else finds the customer, sets the price, and owns the relationship. You supply the truck and the labor. Predictable, thin, and not cumulative.
- Owned demand. You generate the lead, set the price, and keep the customer record. Higher margin, referral-capable, and it compounds — but only if you actually answer the phone.
- Most healthy shops run both, with owned demand growing as a share over time and warranty work backfilling the gaps.
The economics of warranty channel work, honestly
Across home warranty networks generally — this isn't specific to Super — contractors report a consistent set of tradeoffs worth pricing in before you sign:
- Two-part compensation. A homeowner-paid trade service fee collected on site, plus a pre-negotiated flat or capped rate from the network. Neither is your retail ticket.
- Limited parts markup. One of the more reliable profit centers in trade work gets compressed or removed.
- Authorization limbo. Work can't proceed until a claim is approved, which produces stalled jobs and second trips.
- Documentation discipline. Claim denials follow paperwork gaps, so admin load rises alongside job volume.
- Receivables lag. You fund labor and parts before reimbursement lands. At volume, that's a working-capital decision, not an accounting detail.
Before you add another demand channel, check the leak
It's common for a shop to go looking for more lead sources while quietly losing a meaningful share of the leads it already has. That's worth measuring first, because recovered leads are retail-priced and channel leads aren't.
- How many calls went unanswered last month, and how many of those came in after 5pm or on a weekend?
- What's your median response time on web and LSA leads? Anything over an hour usually means someone else already replied.
- How many booked jobs were rescheduled or no-showed because scope wasn't captured properly up front?
- How many appointments turned out to be outside your service area or needed a specialty the assigned tech didn't have?
- If the answers add up to more revenue than the warranty channel contributes, fixing the leak is the higher-return project.
A note on sources
Super plan pricing and service fee figures on this page are based on publicly available information from hellosuper.com and independent third-party review sites, compiled as of August 2026, and are subject to change. Contractor-side economics described here reflect commonly reported patterns across home warranty networks generally rather than Super's specific provider terms, which are not published. Confirm current homeowner pricing and provider terms directly. Super is a trademark of its respective owner. This page is not affiliated with or endorsed by Super.
Frequently Asked Questions
How much does Super cost in 2026?
Super is priced to homeowners, not contractors. As of August 2026, plan tiers are commonly cited between roughly $52 and $116 per month, plus a per-claim service fee typically around $75 and reported as high as $150 on some plans. For a service business, the relevant cost isn't a subscription — it's the negotiated rate and capped parts markup on dispatched work compared to your retail pricing.
Is Super a field service management platform?
No. Super is a home warranty and home care subscription that dispatches repairs to its own network of vetted providers. It isn't software you run your business on. If you're comparing FSM platforms, the relevant set is Jobber, Housecall Pro, ServiceTitan, Workiz, Service Fusion, and FieldEdge.
Is Driive an alternative to Super?
Not directly — they solve opposite problems. Super supplies work orders at negotiated rates. Driive converts more of the inbound leads you already generate by answering 24/7, qualifying them, and booking with drive-time awareness. If your issue is not enough demand, Driive won't create it. If your issue is dropping the demand you have, Driive addresses exactly that.
Is home warranty work worth it for contractors?
It depends on what problem you're solving. The upside is consistent volume with no marketing cost and often good route density. The tradeoffs are consistently reported across warranty networks: below-retail negotiated rates, limited parts markup, reimbursement delays, documentation requirements, authorization waits, and no ownership of the customer. Most shops that succeed with it run it as one distinct segment rather than as their main pipeline.
Can I do warranty work and still build my own book of business?
Yes, and that's the healthier setup. Warranty volume fills capacity while your own marketing and booking engine builds direct, retail-priced, repeat-capable demand. The failure mode is letting the channel become the entire pipeline, because then your growth ceiling, your pricing, and your customer list all belong to someone else.
What should I compare instead if I want my own software?
For running the business — jobs, invoicing, dispatch — look at Jobber or Housecall Pro for growing teams, Service Fusion or FieldEdge for QuickBooks-centric HVAC and plumbing shops, and ServiceTitan at enterprise scale. For the layer in front of that — answering and qualifying inbound leads and booking them with drive-time awareness — that's what Driive does, and it runs alongside any of them.
Ready to switch from Super?
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