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“An understaffed team greatly impacts a business’s chance of success.”
Invest in Your Team for a Thriving Culture
Business owners often think having a great culture means people simply like each other, but that’s only a piece of the equation. Culture can be defined as the point at which a company’s vision, mission, and values intersect. If everyone gets along but works 80 hours a week, you don’t have culture; you have a friendship club.
current operations before investing in growth. If you haven’t been tracking performance indicators or want professional guidance on interpreting them, consider consulting a business expert specializing in the home services industry.
Time to Grow
Dustin Guyton is a head coach for Business Development Resources (BDR), the premier business training and coaching provider to HVAC contractors and distributors. He has owned and operated a contracting business for over a decade, achieving an impressive revenue milestone of over $10 million. Dustin’s impact extended to coaching and corporate training, where he worked with diverse businesses, including a successful Fortune 500 company. To learn more, http://www.bdrco.com/.
EDITORIAL
ADVISORY BOARD
TOM CASEY
Climate Partners
Griffin Service
MIKE CONLEY
Pioneer Heating & AC
VINCE DIFILIPPO
DiFilippo’s Service Co.
DOMINICK GUARINO
National Comfort Institute
LOUIS HOBAICA
Hobaica Services
MATT MICHEL
Author
BRIAN STACK
Stack Heating & Cooling
Culture is the driving force behind business success, but having an understaffed team greatly impacts a business’s chance of success. If your team is consistently overworked, it doesn’t matter how many great incentives or fun programs you’re offering them to make up for it, morale will suffer. If employees can’t get home to see their families at night or don’t have time to rest up between shifts, it will eventually show up in their work. In the long run, it will also impact the company’s profitability.
Every business can ask team members to go the extra mile at certain times; the skilled trades have busy seasons when heavier-than-normal workloads can be expected. During a planned growth period, a company’s capacity can be stretched as it onboards new employees, trains them, and teaches them how to fit into the company’s culture.
Sustained inefficiency and understaffing, however, are different—and the costs of those practices can add up quickly for business owners. Experts estimate the true cost of consistent turnover at about 150 percent of an employee’s annual salary.
(See https://bit.ly/turnovercostsyou).
One key element of a thriving company culture is maintaining a trained, efficient staff at the right levels for your business. For contractors who have reached a plateau, strategic investment in employees can be a critical way to get to the next level of performance.
Start With the Numbers
There are quantifiable, proven, business growth guidelines. If you’re a small business owner starting to feel stretched and stressed, it may be time to assess your current situation and consider where you want the company to be a year from now, five years from now, and at retirement.
Track the company’s performance. Numbers don’t lie. Monitoring key indicators and consulting an expert can give you valuable insight into the business’s health and how to achieve your goals. For instance, based on performance data, you may realize your operations have remaining opportunities for efficiency. Hiring won’t solve existing inefficiencies; they will grow with the business. Ensure you and your team get the most out of
Once you’ve reviewed your company’s situation and considered your goals, it’s time to build up your team. Remember that growth is an investment. Approach it strategically and build a staff that supports your goals. And be patient.
To win in business, you have to be able to play offense and defense. You must score and keep points off the board. A growth-oriented team is more than just additional technicians. More technicians mean more revenue, but building an effective support staff is just as important. They’ll ensure the techs you have work better and get more done, maximizing their potential in the field.
Your successful growth strategy should include team players who keep techs out there scoring points—employees who can transport parts and equipment when necessary, load and unload service trucks, maintain the fleet, and generally keep everything running smoothly.
Even with a team carefully designed to maximize efficiency and capacity, the initial growth period can test the patience and challenge the expectations of an energetic, ambitious owner.
New team members can take six to 12 months to adapt to your system and buy into your culture. Onboarding and training take time. Meanwhile, you’re spending money on support staff who don’t directly generate revenue. Even experienced current employees can need time to adjust as operations and interactions shift during the growth phase.
As you approach the period of rapid growth, you will likely see profits drop. It can feel unproductive, but planning for this eventuality is essential. Expect it, and hold back earnings in the months preceding your growth phase, just in case.
Experiencing lower profit rates in the initial growth stages doesn’t mean the investment won’t pay off. As long as lower profitability remains in the expected range, depending on your company and other factors, it’s necessary for the process.
Stewardship = Success
We’ve all heard the expression, “If you want something done right, you have to do it yourself.”
Continued on page
Our full line of single and multi-zone systems includes a wide variety of highly reliable, ductless mini split units and multiposition air handling units (MPAHUs). Each one is loaded with standard features and backed by exceptional service usually reserved for premier product lines.
With cutting edge inverter technology, our new MPAH system combines our revolutionary side discharge outdoor units with a modular design indoor unit. The result: high efficiency, space saving, quiet systems that allow for multiple installation options. Let Westinghouse take your business to a whole new level.
SMACNA Partners with TheLink.ai
Chantilly, VA—The Sheet Metal and Air Conditioning Contractors’ National Association (SMACNA) has announced a strategic partnership with TheLink.ai, a leading innovator in artificial intelligence (AI) solutions. This collaboration aims to advance SMACNA’s AI training and policy initiatives, enhancing the industry’s adoption and implementation of cutting-edge technologies and providing members with essential insights and training as AI continues to grow in importance.
The partnership combines the technical, training, and content expertise of TheLink.ai with SMACNA’s extensive industry knowledge and influence. Together, they will develop and deliver advanced AI training programs tailored to the specific needs of the sheet metal and air conditioning sectors. The initiatives will focus on
equipping industry professionals with the skills and insights necessary to leverage AI for improved efficiency, safety, and innovation in their operations.
“Partnering with TheLink.ai allows us to bring the latest advancements in AI directly to our members,” said Linda Jennings, Executive Director of Innovation, Integration, and Learning at SMACNA. “This collaboration will elevate the technical competencies of our workforcehttps://bit.ly/ACCAANSI and help set a new standard for AI policy and practice within the industry.” The joint initiatives
PHCC Sponsors WorldSkills Contestant
Falls Church, VA—The PHCC Educational Foundation sponsored Brady Kroll of Barnesville, Minn., as he represented the United States at WorldSkills Lyon 2024, held in France from September 10 to 15, 2024. As one of 26 competitors from around the world, Brady demonstrated his skills on an international stage, competing against top talent from other countries. In the WorldSkills competition, each contestant receives a project assignment that they must complete within a specific deadline. Their work is assessed by a group of expert judges who evaluate it based on WorldSkills International (WSI) standards.
The results are then calculated, and the champions are revealed during the prestigious Closing Ceremony.
Kevin Tindall, Chairman of the PHCC Educational Foundation, expressed his excitement about Brady’s participation in the competition: “We are incredibly proud of Brady and the dedication he has shown to his craft. Competing at this level is a testament to the quality of the training programs we provide, and Brady’s participation highlights the importance of skilled trades on a global scale. We wish him the best of luck as he represents both our country and the plumbing-heating-cooling industry.”
will also address critical policy considerations, ensuring that the integration of AI technologies aligns with best practices and regulatory requirements. By fostering a deeper understanding of AI’s potential and guiding its ethical and effective use, SMACNA and TheLink.ai aim to position the industry at the forefront of technological advancement. “TheLink.ai is honored to support SMACNA in transforming the way the industry approaches AI,” said Hugh Seaton, CEO at TheLink.ai. “Our goal is to empower professionals with the tools they need to drive progress and innovation through AI, and this partnership is a significant step toward that vision.” For more information on the partnership and upcoming training programs, please visit contact Hugh Seaton (hugh.seaton@ thelink.ai)
ACCA Gets ANSI Approval for ACCA 4 QM – 2019
Alexandria, VA—The Air Conditioning Contractors of America Educational Institute (ACCA-EI) Standards Task Team (STT) announces American National Standards Institute (ANSI) approval for reaffirmation of ACCA 4 QM – 2019
SMACNA
Commercial service competition. PHCC
Brady Kroll during the WorldSkills competition. WorldSkills
The American contingent during the opening ceremony for the WorldSkills competition. WorldSkills
(R2024), Maintenance of Residential HVAC Systems.
ANSI approved the reaffirmation on August 7, 2024 after a 45-day public review period with no comments received. This is to comply with ANSI’s Essential Requirements which require ANSI standards to either be withdrawn, revised, or reaffirmed every 5 years.
The ACCA 4 QM standard provides a nationally recognized, manufacturer-endorsed set of minimum tasks that should be performed for HVACR equipment maintenance inspections. From this list, consumers can compare the value of the additional recommended corrective actions that may be needed to remedy identified faults.
For contractors, it provides a common platform for creating a maintenance program while allowing for bundling of different recommended corrective actions.
A free download of the reaffirmed standard can be found online at https://bit.ly/ ACCAANSI.
Toby Taylor Scholarship Established for Texas Trades Students
Texas Independent School District, in honor of the Taylor’s son Toby, who passed away in February 2024 following complications from the flu.
After graduating from Texas A&M, Toby Taylor began his career at an architectural firm before joining AirRite, where he served as its General Manager for over 20 years. In 2016 he and his wife Beth purchased an AlphaGraphics business. Toby Taylor was beloved by the community, and following his passing, the church to which he and Beth belonged held an emotional and inspiring memorial service.
that nature in their junior year, so that by their senior year they could potentially be working in that area while attending high school. Senior graduates are eligible to apply for the Toby Taylor Scholarship if they are continuing to pursue a degree in a trade school, an apprenticeship program or certification program for different trades,” Rees said.
According to Larry Taylor, the trades school will eventually have its own campus. “On the automobile side they already have a great facility that has been sponsored by local auto dealers and others. Toby was the driving force behind the automotive program,” he said.
Those interested in supporting this scholarship may send a donation to the Weatherford School District, c/o The Toby Taylor Scholarship Fund; 1100 Longhorn Drive; Weatherford, TX 76086.
“Anyone with a long history in the professional HVAC contracting industry has heard of or has had the pleasure to meet Larry Taylor. After working for TD Industries, Taylor purchased AirRite Air Conditioning in Fort Worth in 1990, and grew the company to be one of the most respected in the industry. His industry activity included serving as 2001 chairman of Air Conditioning Contractors of America and in other roles for ACCA.
A beloved and respected member of the HVAC community, Taylor can still be seen at an occasional industry show, but most of his time is spent with his wife Linda, traveling or just enjoying their Texas ranch.
Taylor’s concern for HVAC education and interest in growing the trades continues. He recently notified Contracting Business about a special project he and Linda started that has now come to fruition: The Toby Taylor Scholarship within the Weatherford,
Linda and Larry jump-started the scholarship fund with a $20,000 donation, and others around the HVAC industry are welcome to contribute. Two $1000 scholarships will be awarded each year, to one male and one female high school senior who are going on to continuing trade education.
Inspired by Texas House Bill 3, which mandates that students must have college, career and military readiness education upon graduating, the program currently has two tracks of education for students entering 9 th grade. Track 1 is the current line of study, and Track 2 is development of trades education, a mandatory requirement. The student can continue in that trade after high school should they wish to do so.
“The students can get an idea of what’s available as far as trade occupations they can get into,” said Dr. Beau Rees, Superintendent of Schools for the Weatherford ISD.
The trades program can also be used by schools in surrounding school districts by allowing them to send their students who are interested in a trades career to enroll in the Weatherford program and refund Weatherford for that cost from their district.
“We strive to put students into apprenticeships and internships and things of
Cascade Services Aquires Sun, Smith & Keene
Tampa, FL— Cascade Services, a premier residential tri-trade services platform, has made two additional acquisitions, marking their 10th and 11th acquisitions over the last 24 months.
Sun Plumbing, serving Brevard County in Florida since 1947, is Cascade’s 10th acquisition and the first fully-focused plumbing business that they have acquired.
“By bringing Sun Plumbing into our family of brands, we are able to expand our footprint in the Melbourne, Florida market and offer our HVAC customers at Mid Florida Heating and Air and Kabran a trusted plumbing partner,” Ty Johnson, CEO of Cascade Services, shared.
Cascade Services also reported the addition of Smith and Keene Home Services LLC to its family of brands. Smith and Keene Home Services is a premier provider of heating, cooling, indoor air quality, plumbing, and electrical installation and repair services serving the Chesapeake and Greater Norfolk, VA markets.
Smith & Keene Electric Service, Inc. will do business post-closing as S & K Electric, and will continue to provide the same high-quality service to their homebuilder customers, according to Ty Johnson.
Weatherford ISD
Toby Taylor Larry Taylor
“ It’s good to be proactive rather than reactive. You have to go find out what’s out there, get outside of your role and your company and see what other people out there are doing.”
Level up at the event for HVACR.
FEBRUARY 10-12, 2025
Air Handlers
Allied Air Enterprise has expanded its line of easy-to-install home heating and cooling solutions with the 7HP14F (14.3 SEER2) heat pump under the Ducane™, Concord® and Allied™ brands. The 7HP14F Heat Pump, now press-fitting capable, offers more space around line set and gauge port connections. The new heat pump has maintained the existing cabinet design with four removable panels and stationary corner posts to make cleaning and routine service easier. For noise reduction, the compressor mounting gromets are used to reduce vibration from compressor operation. With a unit size of 1.5 - 5-ton and heating capacity of 17,900 - 56,000 MBtu/h, it is compatible with most thermostats. The 7HP14F is designed to meet minimum efficiency standards and offers a competitive solution to meet or exceed ENERGY STAR qualifications and qualify for federal and local incentives.
blower section in a sturdy cabinet designed to minimize air leakage and noise. Handy features include a self-calibrating modulating gas valve; auto-configuration; durable silicon nitride igniter; self-diagnostic control board for continuous system monitoring; multi-position installation; easy-to-install top/side venting; left/right connection for gas/electrical service; and an airtight solid bottom or side return with easy-cut tables for effortless removal in bottom air-inlet applications. goodmanmfg.com
The Bosch BGH96 condensing gas furnace boasts up to 96% AFUE heating efficiency, due in part to a two-stage gas valve that switches between high and low fire settings to meet load demands more efficiently than single stage technology. The BGH96 can be easily integrated with Bosch IDS Heat Pumps to further optimize efficiency. It boasts a multipoise design that makes installation and replacement of existing equipment a breeze, promising customers enhanced convenience as well as improved comfort and energy savings. https://www.bosch-homecomfort.com/us/en/residential/ home/
The Goodman brand GMVM97 gas furnaces deliver a slate of helpful features, coupled with heating efficiencies homeowners can appreciate.
With up to 98 percent AFUE performance, GMVM97 gas furnaces feature Goodman’s award-winning ComfortBridge™ technology—allowing contractors to quickly configure, diagnose and service via the CoolCloud™ phone/tablet app.
The modulating, variable-speed, ECM furnace is built for indoor-comfort precision and durability—using a heavy-duty aluminized-steel tubular heat exchanger, a resilient stainlesssteel secondary heat exchange, plus a thermally insulated
The Lennox EL297V furnace is a high-efficiency, fully digital, ENERGY STAR ® Certified furnace, with an energy rating of 97% AFUE. While most furnaces are single stage, the EL297V can heat at two different speeds, resulting in balanced and consistent temperatures with lower energy use. Temperature swings are further prevented through the fully digital variable-speed blower motor that is able to run at a continuous low speed, producing consistent airflow. The continuous air motion also provides better air filtration and humidity removal. Lennox.com
The Coleman® Z9ET 97% AFUE Two-Stage, Condensing Gas Furnace delivers precise, high-efficiency heating and is engineered to qualify for a variety cost-saving incentives. A standard, five-Speed ECM fan motor achieves enhanced SEER2 ratings and meets the requirements for 25C tax credits, rebates and other subsidies. With a compact, 33-inch footprint, the Z9ET has been reimagined for streamlined serviceability and installation. It features front-facing screws on the igniter, flame sensor and blower, and fold-up duct flanges for easy connection to duct work. Electrical knockouts
have also been eliminated to further simplify the process. Colemanac.com
Airflow
Greenheck has expanded its line of isolation dampers with the new HBT-321 rectangular bubble-tight damper that is rated to 20 in. wg (5 kPa). Each HBT-321 damper unit is factorytested to ensure bubbletight leakage performance per AMCA 500-D prior to shipping and also meets ASME AG-1, Class 0A requirements. The HBT-321 can withstand velocities up to 4,000 fpm and a temperature range from -40oF to 250oF. Available in sizes up to 48 in. x 42 in., the HBT-321 allows larger openings to be filled with one pre-engineered damper to provide zero leakage rather than a multi-section assembly that can add significant pressure drop to the system. In addition, HBT-321 dampers can be supplied with a wide range of factory-installed actuators including electric, pneumatic, or manual actuator options.
managers who would benefit from remotely controlling, scheduling, and charting CITY MULTI and M-Series systems’ data, along with getting off-site troubleshooting support.
kenza cloud’s remote analytic capabilities help commercial customers reduce service calls by identifying the issue, reviewing the maintenance data, and troubleshooting before requesting onsite maintenance or repairs.
Specifically, functions like Maintenance Tool File Download, Test Run, Refrigerant Check, and Branch Port Check (for CITY MULTI R2-Series systems) can benefit customers by reducing site visits to evaluate and resolve an issue.
The subscription-based kenza cloud M-NET gateway can monitor up to 50 indoor units and 50 outdoor units per device.
“kenza cloud gives technicians visibility into the systems they work on, which simplifies diagnosing and servicing CITY MULTI equipment,” said James DeBerry, commercial marketing manager, METUS. “Technicians will also benefit from automatic quarterly updates made to the platform at no extra cost, which is part of our commitment to continuously improve our control offerings.”
For more information on kenza cloud and other commercial heating and air- conditioning solutions from METUS, visit MitsubishiComfort.com.
Heavy-duty model HBT-321 features a fully welded frame, full-length axles, a field-replaceable sweep-style blade seal mechanically fastened to the blade, and a flanged damper frame for easy mounting. Designed for isolation or decontamination applications where leakage is critical, Greenheck’s HBT-321 bubble-tight damper is ideal for clean rooms, chemical and treatment plants, data centers, medical facilities, microelectronic manufacturing, bag in bag out (BIBO) filtration, laboratories, and testing facilities. greenheck.com
Monitoring Systems
Mitsubishi Electric Trane HVAC US METUS , a leading supplier of Ductless and Ducted Mini-split and Variable Refrigerant Flow (VRF) heat pump and airconditioning systems, introduces kenza cloud®, a solution empowering commercial customers to remotely control, monitor, and analyze their Mitsubishi Electric VRF systems.
Accessed through www.kenzacloud.com and its M-NET gateway (RMD-50A), kenza cloud is Mitsubishi Electric’s cloud-based platform for distributors, contractors, building owners, and facility
Worthington Enterprises, Inc. announced an extension of its Class A2L refrigerant cylinder product line to include a complete suite of non-refillable, refillable and recovery cylinders.
Worthington Enterprises, which is one of the world’s leading cylinder manufacturers and the only U.S. manufacturer offering a complete line of non-refillable, refillable and recovery cylinders for A2L refrigerants, has been offering solutions for the safe storage and transport of refrigerant gases for more than 65 years.
Increased adoption of A2L refrigerants is a result of the U.S. Environmental Protection Agency’s directive to phasedown HFC refrigerants during the next 10 years, according to Wayne Powers, sales director of cooling, construction, and specialty products, Building Products, Worthington Enterprises.
“The transition to A2L refrigerants in residential and light commercial equipment is well underway. We moved quickly to support our customers and help accelerate use of these refrigerants that have a significantly lower global warming potential by expanding our portfolio to include additional options that are
Sample Kenza cloud display. METUS
RMD-50A Gateway METUS
specifically designed to safely store and transport A2L refrigerant gases. Worthington Enterprises is committed to meeting the evolving needs of our customers while championing safety and sustainability,” Powers said.
Class A2L refrigerant cylinders manufactured by Worthington Enterprises include distinguishing markings and unique valve configuration to help ensure uncompromised safety during handling and usage in accordance with AHRI Guideline N. Worthington’s A2L refrigerant cylinders range in size from 11 pounds to 1,000 pounds of water capacity, operate at a 400-psi service pressure and include a specially designed relief valve on non-refillable cylinders.
For more information regarding the Worthington Enterprises Class A2L refrigerant cylinders, visit WorthingtonEnterprises. com/A2LRefrigerantCylinders
Safety
Werner has introduced the LevelSafe Pro ladder accessory. Designed with trade professionals in mind, the LevelSafe Pro enhances user safety and efficiency by allowing for effortless ladder leveling on uneven
surfaces. The accessory features sophisticated technology that automatically adjusts the ladder to a level position upon placement. In instances where the ladder is positioned on soft ground, its precision micro-adjust system enables users to make fine modifications without the need to lift or reposition the ladder. wernerco.com
Indoor Air Quality
RectorSeal , a leading manufacturer of HVACR and plumbing accessories, has announced the launch of Dust Free Sixteen, a high-efficiency, low-resistance MERV 16 media air cleaner designed to provide superior whole-home air filtration with minimal maintenance and energy consumption. The Sixteen boasts a remarkable filter life of up to three years, making it a long-lasting indoor air quality solution.
Dust Free Sixteen integrates seamlessly into upflow, horizontal, attic, and basement HVAC systems. Its design features multiple pleated media filters, offering up to 280 square feet of long-lasting media surface area with a pressure drop that rivals less-efficient MERV 8 filters. The Sixteen captures allergens, smoke particles, and bacteria as small as 0.3 microns.
The Sixteen will provide years of reliable operation. It is solidly built with corrosion-resistant materials, including a 3003 aluminum cabinet, ABS plastic frame corners, and aluminum filter rails. It ships partially assembled for easy transport and quick field assembly. Available in 3-ton and 5-ton sizes, the Sixteen meets SEER 2 requirements for energy efficiency.
“Dust Free Sixteen sets a new standard for MERV 16 filtration,” said Gregg Burnett, Vice President/General Manager of Dust Free. “It offers cleaner and healthier air without compromising efficiency or convenience for our customers.” rectorseal.com
Geothermal
Dandelion Energy, a leading home geothermal company, has begun the national launch of its “revolutionary” geothermal heat pump, the Dandelion Geo.
After installing thousands of geothermal heat pumps, Dandelion created the geothermal heat pump it wished existed. The Dandelion Geo has the highest heating efficiency of any heat pump on the market, delivering heat at an unprecedented low cost. In addition, the Dandelion Geo is able to heat air to a higher temperature than other heat pumps using its proprietary
technology, making it compatible with ducts found in existing homes, especially older and larger homes. These very low airflow capabilities also result in exceptionally quiet operation. All of these performance statistics are as measured and verified by AHRI, the industry’s trade association for standards and measures.
New Technology Drives Easier Adoption
In addition to exceptional performance, the Dandelion Geo’s proprietary electrical design avoids the need for most main panel upgrades, leading to faster, less expensive installations.
With these innovative features, the Dandelion Geo is an easy swap for a home’s furnace or boiler, resulting in a streamlined and cost effective installation. Performance monitoring comes standard with every unit.
“The Dandelion Geo was designed to overcome the top barriers to heat pump adoption by simplifying the installation of top-ofthe-line geothermal equipment.” said Kathy Hannun, CTO and Co-founder of Dandelion Energy. “Our mission is to make home geothermal heating and cooling simple and affordable, and this heat pump represents tremendous progress towards that goal.”
National Installer Network
To make the Dandelion Geo available to homeowners nationwide, Dandelion is building out a network of Authorized Installers. The Authorized Installer network is a network of vetted, high quality contractors Dandelion has selected due to their exceptional quality and expertise installing geothermal. Skilled geothermal installers who would like to serve homeowners ready to adopt Dandelion geothermal are invited to sign up to join the company’s Authorized Installer network, where they will gain access to qualified leads and leading geothermal technology.
“We made the decision to go all-in with Dandelion for our company’s geothermal installations because they are the leader when it comes to innovation and residential-friendly geothermal products,” said John Holsapple, CEO of Stanley Ruth in New York. He adds, “They have been very responsive and engaged as a partner, and we are thrilled to be working with them.”
The Dandelion geothermal heat pump’s industry-leading features include:
• Market-leading heating performance: up to 63,000 Btu/ hr and up to 5.2 COP, made possible by a proprietary heat exchanger technology and refrigeration circuit design.
• Simplest installation: A single electrical circuit, automatic flow control, unparalleled airflow flexibility and integrated ground loop pumps, soft start, and monitoring make this unit exceptionally straightforward to install.
• Designed for long-term reliability: Real-time performance monitoring and advanced diagnostics via home WiFi or ethernet come standard with every unit. An integrated flow strainer, corrosion-proof plastic drain pan, and condensate overflow sensor reduce maintenance requirements.
• Quietest operations: With no visible outside components and very low air flow, the Dandelion Geo is invisible to the eyes and ears.
The product qualifies for a 30% federal tax credit as well as stackable state and local rebates, resulting in tens of thousands of dollars worth of incentives.
The launch is fueled by the company’s world-class climate innovation investors, including GV (Google Ventures), Collaborative Fund, Breakthrough Energy Ventures, LenX and NGP and follows Hannun’s inclusion on CNBC’s 2024 inaugural Changemakers List. Installers looking to partner with Dandelion are invited to visit https://dandelionenergy.com/.
SupplyHouse.com Turns to RELEX Solutions
Atlanta, GA—SupplyHouse.com, a privately owned e-commerce business focusing on the US market, has driven significant improvements to their supply chain efficiency and accuracy through their use of RELEX Solutions, a provider of unified supply chain and retail planning solutions. Since August 2023, RELEX has provided AI-driven solutions for SupplyHouse.com’s four fulfillment centers (FCs) located in New Jersey, Ohio, Texas, and Nevada. By working with RELEX, SupplyHouse.com has:
• Decreased split shipments significantly due to more accurate forecasting and efficient replenishment
• Optimized inventory levels which led to greatly reduced inventory investment and holding costs
• Improved primary fill rate over the previous year, ensuring timely availability of inventory and reduced obsolescence.
Before the RELEX implementation, SupplyHouse.com faced challenges around manual processes, a lack of automation, and insufficient data visualization tools.
RELEX Q&A
As part of this story, we posed some questions on the technological capabilities of RELEX Solutions to Madhav Durbha, Group Vice President of CPG & Manufacturing for RELEX Solutions.
They turned to the RELEX solution because of positive experiences from key contacts, RELEX customer references, and a strong cultural fit between the two companies. The project was completed within nine months, starting in August 2023 and fully rolling out to their distribution centers in Nevada, New Jersey, Ohio and Texas by May 2024. As a result, using RELEX has
Before the RELEX implementation, SupplyHouse.com faced challenges around manual processes, a lack of automation and insufficient data visualization tools.
significantly reduced user working time enhancing overall operational efficiency. Advanced forecasting using AI-powered algorithms has improved long-term
forecast accuracy, better aligning inventory with actual demand and ensuring better collaboration with suppliers. The automated replenishment processes have significantly reduced the need for manual order maintenance, allowing staff to focus on more strategic tasks.
“RELEX has allowed us to greatly improve our efficiency in the day-to-day tasks of a demand planner,” said Kaytee Grey, Vice President of Fulfillment Operations, SupplyHouse. com. “This has made room for the team to evolve into more of a strategic partner to the organization versus a data entry-heavy employee. We have hired such a talented and creative team, and RELEX has allowed us to use them to their full potential. The results speak for themselves.”
CB: Would you please provide some insight into how RELEX inventory technology functions in the distributor environment?
Madhav Durbha: Our solution for SupplyHouse.com employs advanced demand forecasting and inventory optimization algorithms tailored for distribution environments. It leverages historical sales data, seasonality, and promotional impacts to generate precise demand forecasts and align inventories to this forecast while also accounting for any uncertainties. The system integrates with
existing ERP, Transportation Management Systems (TMS), and warehouse management systems (WMS) platforms, ensuring real-time data synchronization and providing actionable insights for inventory management, order planning, and supply chain optimization. This results in reduced stockouts, optimized inventory levels, and improved service levels.
CB: Does RELEX’s solution work in tandem with a distributor’s existing software?
MD: Yes, RELEX is designed to integrate smoothly with existing software, such as ERP, TMS, and WMS. This integration ensures that data flows seamlessly between systems, allowing for real-time updates and consistent information across all platforms. By enhancing a distributor’s current setup with advanced analytics, forecasting, and replenishment functionalities, our solution helps them achieve
greater efficiency and accuracy in their supply chain operations.
CB: Is this solution compatible with a brick-and-mortar distribution business?
MD : Absolutely, our solution is highly effective for brick-and-mortar distribution businesses as well as online businesses with centralized and regional distributions. It optimizes inventory levels, reduces stockouts, and improves service levels by accurately forecasting demand and automating replenishment processes. Whether you’re managing inventory for a single store or multiple locations, our solution supports multi-channel operations, ensuring that both online and offline sales channels are efficiently managed. Additionally, it provides visibility and control over the entire supply chain, from procurement to final delivery, enhancing overall operational efficiency. —TM
Madhav Durbha RELEX
Kaytee Grey SupplyHouse.com
“SupplyHouse.com’s impressive results highlight the significant impact of our AIdriven solutions in transforming supply chain management,” said Tiina Kanninen, Vice President of Customer Success, RELEX Solutions. “Their success is a testament to the power of advanced technology and strategic collaboration.”
Serving Industry ‘Trademasters’
During an interview with Contracting Business, Kaytee Grey provided insight into the value realized through the RELEX improvements for SupplyHouse.com’s distributor customers, and HVACR contractors, who the company designates as “trademasters”, a reflection of contractor excellence. Prior to joining SupplyHouse. com, Grey amassed 15 years of relevant experience in retail and inventory management, with recognized brands such as Dollar Tree, Family Dollar, Target and Home Shopping Network. She shared that she was attracted to the SupplyHouse.com culture.
“They care about their customers; they care about the trademasters in a way that I don’t think most companies like Home Depot or Lowe’s do. They really want the trademasters to feel like they have a place to go to get the products they need. It’s been really exciting to be part of that growth and to be a part of the culture at Supply House,” Grey shared.
The RELEX system replace what Grey described as an “antiquated” inventory system that was difficult to configure and was actually more compatible with a grocery environment.
“RELEX allowed us to configure its system to our business model, which is an ‘assortment’ model, in which there are many tiny parts. So you really have to have a broad assortment so when they come online, they can get anything to fix that HVAC unit or water heater or boiler. RELEX allowed us to be able to have an assortment business without investing tons of money into the inventory. It really increased our overall availability. We were able to invest in more of the assortment; we trusted the system,” Grey said.
And, as any contractor will attest, speed of delivery is critical. Grey shared that company focus groups with trademasters
revealed speed of delivery is their highest priority, even before price, and RELEX brought speed.
“You don’t want to wait three to five business days for a water heater. You want it that day or the next day,” Grey said. “RELEX allowed us to get the right amount of inventory to the right spot. So, if someone in New Jersey needs a boiler,
we’re able to get it to them in one to two days and not have to say ‘we only have that unit in Ohio, it’s going to take us five to seven days.’ We’ve really seen how being able to get products faster has greatly improved customer satisfaction.”
By Terry McIver,
with supporting news provided by SupplyHouse.com.
Exceptional Performance
Under the Hood
Greenheck’s RSQ direct drive hooded rooftop fan, available in a supply or exhaust configuration, incorporates mixed flow wheel technology to improve airflow and efficiency, reduce sound, and allow for a more compact design—all in a weatherproof housing. Available with Vari-Green® motors up to 10 hp and a variety of configurations and accessories.
Service Experts: Total Training, Comfort & Service
Service Experts recertifies its technicians every year. This approach nurtures a family like closeness in-house, and a happy work environment that expands out to their community of customer relationships.
Cary Reed initially joined Service Experts in 2012, and has served in a number of leadership roles, including Area Sales Manager, Regional Sales Manager, Regional Director, Vice President of Sales and, most recently, as Senior Vice President and General Manager, in which he oversees all areas of the company’s core business strategy and execution. Originally recruited to Service Experts by a former colleague and friend, Robert Landry, Reed harbors a love for the team and their commitment to taking care of the customer as well as each other on a dayby-day basis. As a powerful influence in the business, Reed has pushed the company into becoming what he believes to be the leading provider of HVAC and plumbing repair in the US. His major focus is to nurture customer relationships to make every home a haven of comfort, well-being, and energy efficiency (see Figure 1).
Service experts has been in business since 1996 and has always been involved with total home comfort systems and services, which include heating, air conditioning, as well as plumbing. The company boasts a 100% satisfaction guarantee, which they back up with a well-trained team of technicians who are recertified every year to ensure that they have the latest knowledge available. The company’s dedication to lasting and affordable comfort stems from core values that include integrity, fairness, and continual support.
Comfort Blanket Covers 31 States
Service Experts supports total home comfort to its customers through HVAC and plumbing repair, maintenance, new equipment sales, solar energy solutions, and a number of related services to residential and commercial customers in 31 U.S. states via more than 100 centers. The company reaches
Service Experts Chief Operations Officer Cary Reed speaks on teamwork during a company meeting.
Images courtesy of Service Experts
customers through a variety of marketing sources, including Google LSA, Google Ads, SEM, direct mail, online/print directories, outbound calling, Facebook/Instagram Ads, and more. With nearly 5,000 employees, customers get an immediate response to their calls or online scheduling. Service techs are quick to make face-to-face appointments whenever needed. Plus, the company is fully licensed, insured, and bonded in the markets it serves.
Better Service Means Better Business
According to Reed, “Our people and our mission are what make Service Experts both different and better as a company.” Service Experts looks for and hires the best talent then empowers them to complete the company’s mission—to do the right thing, to exceed customer expectations in making their life more comfortable, and to leave the customer better off than when the technician arrived on the scene—every day. A critical point to make is that the company strives to provide employment and promotional opportunities to every one of its employees regardless of their gender, race, ethnicity, or any other personal characteristic.
The company is honored to be an employer of choice within the HVAC industry. Reed adds, “For our employees, Service Experts prides itself on having some of the best benefits, training, and work-life balance in the industry, and we keep our teams busy year-round, not just seasonally.”
Unlike the majority of other companies in the industry, a new employee can start work at Service
In-person training is one way that Service Experts keeps its technicians up to date on the latest trends in the HVAC industry. Service Experts
Experts with little to no experience and, with some natural ability and determination, work their way through the ranks to leadership positions. Reed explains, “Two things are important to us, one being our excellent reviews on Google, Yelp, Facebook, and other online sites. But what’s even more important to our business is that people can, and have, spent their entire working careers with the company. And we are proud of that!”
field training facilities around the country. By following an established plan, employees are able to take control of their own future by continually learning new skills.
According to Reed, “We offer a variety of weekly training classes, assessments, ACE, and meritorious promotions to our employees based on skills and tenure.” The company’s Expert University platform also delivers continuing education courses that are accessible to all employees on a 24/7 time frame. To recognize the company’s technical expertise, Service Experts runs an annual Super Tech Installer and Plumber competition. Top winners go head-to-head in a live, hands-on competition at one of their training facilities. The ultimate champions are crowned and then recognized at the company’s annual meeting.
Hiring the Right Person
The company finds its employees through a number of methods, including participating in job fairs, partnering with technical schools, through the company website, through job search engines, and referrals from existing employees. Service Experts has also partnered with Hiring Our Heroes through the U.S. Chamber of Commerce Foundation to engage with individuals who are cycling out of the military. “We look for the men and women who have the right attitude then offer our industry-best training,” Reed said.
Technicians who are hired do not have to have prior certification to get a job, although some certification indicates their knowledge base as well as what additional training the company might provide. In the HVAC industry there are a number of certifications available, with some that are required, such as EPA 608, and others that are voluntary, such as ACE (Advanced Certified Expert) and NATE (North American Technician Excellence).
Technical Training
With a robust training program, the company offers technicians a good reason to choose them over another employer. Service Experts helps to provide its workforce with a clearly defined developmental path with established benchmarks. This includes a company-run accelerated training program that assures that after about two weeks, an individual will be able to perform some important skills on their own, even though they will come back for additional in-person training before they will be ready to be fully on their own.
The company offers a number of different training modes depending on the individual, including web-based, self-paced programs, and training performed virtually with an instructor, as well as some in-person training at one of the company’s five
Technicians and installers go through a recertification process every year to assure that they can deliver outstanding service to the customer. Certification itself helps to create trust between the technician or installer and the customer. It shows that the company as well as the individual takes pride in their work. Although customers may not understand the full extent of certification, research shows that the vast majority of them prefer a certified technician to work with them.
Reed explains, “We are focused on maintaining an expert-level internal culture. Besides training and competitions, we do this by offering competitive benefits and pay, celebrating employee wins internally and externally, and more. As leaders, we are regularly communicating to our employees digitally and in-person at centers across the country.”
Challenges and Future Plans
As a multi-company entity, Service Experts is faced with a unique challenge. Many of the company’s centers across the country operate under their legacy names and logos in addition to the Service Experts appellation. Because of long-standing brand name recognition in their communities, such as Peachtree Service Experts in Atlanta, GA, or Roland J. Down in Albany, NY, Service Experts has chosen to advertise locally instead of nationally— while maintaining the exact same expert level of offerings and services to its customers.
Service Experts is a U.S. based company that provides plumbing and HVAC services, repairs, and equipment replacement to its customers. The company takes the Total Home Comfort concept seriously, providing a 100% satisfaction guarantee regardless of the services provided. Through a wide range of charitable organizations including the Make-A-Wish Foundation, the company gives back to the communities it serves. Focusing on worker as well as customer satisfaction, Service Experts has a high retention of workers and a large repeat customer base.
With all the right business components in place, Service Experts is devoted to continuing its mission and commitment to homeowners across the country. According to Reed, “Our promise is to continue in our quest to make the home of the future a reality where we will equip our customers’ homes with a full suite of home comfort products and services and deliver a level of customer satisfaction unrivaled in the industry.”
Service Experts vehicles can be seen traversing the highways and byways of 31 states, dispatched out of 100 service centers.
Schlosser’s Legacy Continues
Newark-based family business are experts in HVAC, plumbing and many other trades.
Schlosser & Associates
Mechanical Contractors is an award-winning, Newark-based, family company founded in 1954. Now in its second generation of family ownership and third generation of active participation, Schlosser is best known for providing heating, plumbing, and air conditioning solutions to commercial, industrial, and residential customers. Additional areas of expertise include Indoor Air Quality, oil/propane to gas heating conversions, sewer and water line installation/replacement, interior renovation and restoration, concrete work, painting, drywalling, tiling, hardscaping solutions, and much more.
Schlosser & Associates is a member of the Delaware State Chamber of Commerce and the Central Delaware Chamber of Commerce as well as being a business partner and advisory board member of the New Castle County Vocational Technical School District. In addition, the company supports a variety of community organizations and their events.
Left: Paul Schlosser, Sr. in one of the company’s first vehicles. Images courtesy of Schlosser & Associates
Company President Steve Dennis is extremely active in the Delaware Contractors Association, currently serving as Senior Vice President as well as being on the Executive Committee and Board of Directors.
Schlosser & Associates was recognized with a Family-Owned Business Legacy Award in 2019 from the Delaware Business Times and a Superstars in Business Award from the Delaware State Chamber of Commerce in 2022.
Founded as Schlosser Plumbing & Heating in 1954 by Paul Schlosser Sr. to meet the growing demand for quality, affordable plumbing and heating services in the greater Newark, Delaware area, the company subsequently added air conditioning services to its offerings. Paul Schlosser Jr. assumed management of the company in 1980. In 1998, the name was changed to Schlosser & Associates Mechanical Contractors to reflect the wide range of services offered to residential and commercial markets.
Steve Dennis and Vice President Garnet Schlosser Dennis are the current owners of Schlosser & Associates along with
longtime Associate Darryl Remedio Sr. Schlosser currently has 48 Associates. Employees at Schlosser are known as Associates to reflect their standing as true colleagues and team members)
Garnet is the youngest daughter of founder Paul Schlosser Sr. and has been part of the business her entire life. During the early years, the business phone rang in both the shop office and the family’s kitchen. All of the siblings would answer the phone after hours and on weekends. Garnet has actually been taking calls for Schlosser for 50 years.
Garnet has a degree in mathematics from the University of North Carolina Charlotte and manages account payables for vendors and service providers while also spearheading Associate functions like retirement parties and the annual crab feast and Christmas party.
Steve Dennis has a degree in business management with concentrations in finance and economics from the University of North Carolina Charlotte. With the passing of Paul Jr. in 2013,
Above: Schlosser & Associates management team. Pictured left to right are: Zach Dennis, Operations Manager; Garnet Schlosser Dennis, Vice President; Steve Dennis, President; Justin Dennis, Estimator; and Chris Dennis, Estimator.
Steve became Schlosser’s president. Three of Garnet and Steve’s children—Zach, operations manager; Chris, estimator, and Justin, estimator, are key parts of the company.
The company philosophy reads: The Schlosser Way / Customer First and Above & Beyond Programs.
Legacy Beliefs Live On
A statement by Henry Ford—“It is not your employer who pays your salary. Employers only handle the money. It is the customer who pays your salary.”—was chosen as the cornerstone of “The Schlosser Way” foundational principles, which include treating clients as family, respecting their time and property, the importance of change and continuous improvement, doing things right the first time, always standing behind the work, and making things right if mistakes are made. These are legacy beliefs.
Schlosser develops, recognizes, and rewards exceptional people and teams who champion this philosophy. The company’s “Customer First” initiative, based on a football theme, involves Associates gaining (or losing) yardage based on multiple variables, including customer reviews, safety- and teamwork-related performance, and customer referrals. Its “Above & Beyond” program recognizes and rewards exemplary actions, an example being an Associate shoveling a customer’s driveway when a caregiver’s car was stuck in the snow.
Schlosser’s company handbook, which is distributed for Associates to review and sign, covers more than 40 topics under the general headings of Governing Principles of Employment, Operational Policies, Benefits, Leaves of Absence and General Standards of Conduct.
SALES CONTACTS
SOUTH & WEST: SENIOR MANAGER, BUSINESS DEVELOPMENT
Randy Jeter Office: 512-263-7280 Cell: 512-426-9145
Fax: 913-514-6628 rjeter@endeavorb2b.com
EAST COAST: SENIOR MANAGER, BUSINESS DEVELOPMENT
Brian Sack Cell: 732-629-1949 bsack@endeavorb2b.com
ACCOUNT MANAGER MIDWEST
Bill Boyadjis 973-829-0648 bboyadjis@endeavorb2b.com
CLASSIFIEDS/INSIDE SALES: MEDIA ACCOUNT EXECUTIVE
Steve Suarez Cell: 816-588-7372 Office: 941-259-0867
ssuarez@endeavorb2b.com
DIRECTOR OF SALES, BUILDINGS & CONSTRUCTION GROUP
Joe Agron 941-200-4778
jagron@endeavorb2b.com
Cooling tower installation by Schlosser & Associates.
Cutting Costs, Not Culture
Evaluate essential vs. non-essential expenses, and seek your team’s ideas on cost-cutting. Here are more than 20 ways to cut costs.
By Tom Casey
As we get ready to head into shoulder season, the election, inflation and recession are adding financial pressure this off-season. Leads are down, while contractor appetites for more are up, resulting in higher lead costs because of supply and demand. Not everyone will win the lead battle, despite possibly spending more money. Less leads spread across the same number of contractors creates downward price pressure in the market because of higher capacity with lower demand. Bottomline: We need to do more with less.
The typical first reaction is to cut costs, but HOW? It used to be that whoever controlled the marketing controlled the market, but as the industry labor gap widens every year that’s evolving into “whoever controls the labor controls the market”. You don’t want to lose qualified people in the “cost cutting” process. You must balance traditional cuts with increasing operational efficiency to achieve the same or even better results.
Things we don’t want to cut during belt tightening:
• Marketing—cutting when you’re short on leads will only result in a bigger shortfall, starting a downward spiral.
• Pay Rates—don’t mess with people’s pay, because they are receiving “unofficial offers” from your competitors all the time.
• Employee Benefits—this is basically the same as cutting pay rates.
• Training—competency is crucial to improve job times, reduce callbacks and warranties, and increase satisfaction.
Transparency is crucial to prevent spooking your team. They’re feeling financial pressure and chances are they know you are too. Simply share what you’re seeing and ask for their help. One of the best approaches is to ask, “If you were in charge, what are the first three things you would do to save money or increase efficiency?” Your team usually already knows where the leaks are, especially for their area of expertise. You might have to prime them with some examples, like “What if we booked just one more call per day?” or “What if we ran one less callback per week?”
Parkinson’s Law, originally written by British naval historian Cyril Northcote Parkinson in 1955 states “Work will expand to fill the time available to complete it”. An alternate version also states “Expenses always rise to meet income”. Parkinson’s laws are key to cutting costs without cutting your culture. Evaluate essential versus non-essential expenses and
processes. Some low hanging fruit include:
• Travel & entertainment budgets
• Customer or employee “swag” budgets
• Excessive recurring meetings (always have an agenda and time limit)
• 100% in-person meetings (leverage technology to do as much remote as possible).
The easiest, fastest way to reduce costs and boost sales is reducing lost opportunities. How many incoming calls are missing? How many inbound calls aren’t booked? How many calls are reclassified as non-opportunity? How many tasks/job are sold? Just go sit with the folks who answer your phones for 1-hour/week and ask questions in-between calls. Do the same thing with your dispatcher or service manager doing tech debriefs. Note; make sure you’re actually debriefing, not just letting techs add notes into your CRM without accountability.
One huge opportunity to save and increase efficiency is unapplied time. Do your techs/crews start and stop at the office daily? Do techs travel during peak traffic times or get scheduled to avoid them? Is the lead coming in daily to pick up his helper a.k.a. Apprentice Uber Service? Does everyone in the office work the same or staggered hours to increase live availability without additional costs? Similar for field techs: are they staggered to be more available with less OT? Do you send a two-man crew to complete one-man work? How many calls are completed in one visit versus requiring a follow-up? Observe the morning deployment process firsthand; unofficial parking lot meetings, tardies, etc.
Operating Excellence Procedures
No plan is actually a plan to fail. Standard operating procedures are mini-plans for major types of work; I call them OpX’s as in Operating Excellence. Do you have them for major recurring jobs? Do they include typical timelines, materials, programming and configurations? How do you know they’re being followed? OpX’s reduce direct labor and material costs, while also cutting warranties and callbacks. Job costing in a vacuum tells you one story, while job costing with OpX’s helps you ensure margins AND improve your efficiency. What types of work consistently runs
over? Follow the labor to follow the money Reduce sales skus because it’s more efficient than selling the manufacturer’s entire product lineup: less to stock, easier to train. Streamline production kits. Negotiate special pricing or quantity discounts on 2-3 core SKUs with higher prices on the other stuff. Most distributors use a blended cost model, so they can manipulate margins by product. Also, by increasing costs on the non-core SKUs, your prices will be higher, making them less appealing for your team to sell than your core 2-3 skus. Inventory engineer some projects to blow out stock that’s been hanging around for more than 60-90 days; convert iron into cash.
Shop for discounts. Put your general insurance out for competitive pricing. Agencies will educate you on essential vs. nonessential and shop your package hard to earn your business. Make sure the incumbent knows they will not get “last look”. Do the
Miss Any Inbound Calls Lately?
by Terry McIver
same for employee benefits, vehicle wraps, fleet repairs, uniforms, etc. And, meet with your material and equipment suppliers, tell them that you’re evaluating everything, and you need them to get you their best pricing, plus ideas how to save money. They know best practices from your competitors in the market, and while they can’t tell you directly, they can shine light in places for you to possibly save.
Six words that will cost you big time in this process are “We’ve always done it that way”. When it comes to cutting costs without cutting culture, you will need to avoid that type of thinking. Remember that little things add up to big results, so don’t rule anything out until you see how it fits into the whole.
Contracting Business HVAC Hall of Fame member Tom Casey, Jr. is the “Been There, Done That” Mentor for True Legends Consulting, Ponte Vedra, FL. He can be reached at TC@TomfromFlorida.com.
As summer drifts away and winter waits in the wings, you see revenue dropping along with the leaves.
Rule #1 should be to not lay off your technicians, because you will likely lose them, and you’ve (hopefully and ideally) invested too much time and money in their training and learning your system . . . again, ideally.
Have you ever analyzed how you handle inbound calls? Because, it’s in this segment of your HVAC company where many dollars are often lost. If you just read Tom Casey’s article above, you know.
After 25 years as a co-owner of a plumbing and heating company, Lynn Wise created a formula for home services customer care and accounting best practices with her company, Contractor in Charge.
In 2014, Wise realized that she could provide this system as a fully outsourced service. Thanks to her experience at Ameritech and IBM (which followed her tenure in HVAC), her team has harnessed the power of the latest technology available. Additionally, her solutions focus on old-fashioned customer care and real-time bookkeeping.
Founded in 2016, Contractor In Charge offers a decentralized and completely scalable answering service and bookkeeping for plumbers, electricians, and heating, and air conditioning home service contractors, “the big three.”
Contractor in Charge employs five managers and 20 degreed accountants to assist about 200 clients currently across the United States.
Wise credits her extensive experience in HVAC business management and her time at Ameritech and IBM with providing her with “a mature view” of how a business must use technology to structure front office service and revenue generation. As the saying goes, she’s been there and done it.
Wise: “What I learned in that journey, is that there are a lot of things the big boys do that the little boys should be doing, but don’t. Technology is our friend, and it’s a matter of how we use technology; but don’t assume that it will fix everything, because it won’t. You have to know the in-goal and purpose, and what tools will help you get there. Technology could be one of the solutions.”
Lynn Wise Contractor in Charge
How Missed Calls Cost You
Our discussion with Lynn Wise focused on what a business owner must do to properly field incoming calls. Our first question: where should you start with the assessment?
“They will find they have too many calls that go into ‘abandoned’ status, or, if they have an office voice mail system, they will see too many calls going into voice mail or too many ‘hang-ups’.”
Secondly, while it’s nice to give employees weekends off, Saturday is, in Wise’s words, “a money day.”
“Calls don’t only come in from 8:00 to 5:00 Monday through Friday,” she said. “In fact, I would argue that probably 10 percent or 15 percent of all calls come in before you open the door in the morning or after you’re closed. If you’re not working on Saturday you should still have the ability to receive those calls, qualify them and book appointments for the future.”
Contractor in Charge begins its assessment of a client’s call handling needs by first asking about the volume of calls received, when the calls come in, and who is there to receive them. “Do they always eat lunch at their desk or don’t take a lunch? People have to eat, go to the bathroom, or may have to take a sick day. So, who’s the backup? That’s one of the first things you want to assess. Just because you can’t necessarily accommodate that as a full-time position or obtain other help for it, you still need a resource to back you up.”
Wise said every company (even if they have people working in the office) has “concurrency of call.” “At two or three times during the day, they’ll have a concurrency of calls that exceeds the number of people you have to answer those calls. Most owners come to the conclusion themselves; they realize they’re missing calls, or they don’t have a backup. That’s the standard reason for reaching out to Contractor in Charge,” Wise said.
While answering a phone might seem like a mundane or lowerlevel occupation, professional phone communications is far from trivial. Wise separates the front-office communications needs of a service company into four “skills”:
1. A skill to qualify and book calls.
2. A skill to handle customer service calls.
3. A skill to handle field communications and dispatch.
4. A skill to make outbound calls and inside sales.
“But how do you resource those skills? Most of the time you have a person who’s been placed into a position and told to do all four,” Wise said. “Most will do one or two skills well and avoid the others, or not do them at all, or do them poorly. And in most cases, the customer suffers. So reevaluating this and how you do it is a larger strategy than simply having a backup employee to handle calls when someone is on lunch or sick.”
The “same-old, same-old” methods of fielding calls will severely impact revenue.
“I’ve been in this for many years, and it’s the same as it was in 1989,” Wise said. “We think everything goes into one hole, and it doesn’t. That needs to be rethought. Rethink that and you may not cut costs, but you will streamline and be more efficient in doing things more effectively for better results.”
When asked, “how do you cut costs and not cut people?” Wise insists the service industry first needs to stop “throwing people at problems, rather than systems or processes.”
Intense Training
Contractor in Charge’s call center team is trained in fielding calls for “the big three” service types: HVAC, plumbing and electrical.
“Qualifying questions are much the same from one trade to another: where is the problem occurring, has it happened before, and so on. It’s not that complicated. But we take something that’s not complicated and make it complicated,” Lynn Wise said.
Contractor in Charge call center professionals take two weeks of initial training, to become familiarized with various trade terminology and types of problems that occur in the various trades, such as no heat/no cool, no power, clogged toilets, etc. Next, they begin a 30-day “nesting” period, where they work with a trainer and coach, to hone their phone skills. It involves one-on-one training, role play, call handling, and how to work within the ServiceTitan system, which Wise said most of their customers are using.
“The 30-day focus is so significant, compared to ‘fly-by’ training, which is where you hire somebody and turn them loose with a thin knowledge base,” Wise said. “We do it more systematically: we listen to the call, listen to the CSR’s responses, and help them understand how the call could have been more streamlined or efficient, or how to prevent them from making a mistake. And we also celebrate great calls!” —TM
“I’ve done many financial statements, and companies are always too heavy in people. In most cases, it’s an underutilization of the staff you have because you don’t know how to ‘skill’ them into the right things at the right time. That is where we see the disconnect,” she said.
“And I’m not saying outsourcing is always the answer; I’m saying outsourcing is part of the strategy. And it may not be a strategy at all in some companies. You’ve got to optimize the resources you have, as long as you know how to assess what you need,” Wise said.
Contractor in Charge’s call training service is strictly for handling and booking inbound calls. They also train for inside sales, follow-ups, rehashes, membership scheduling and upselling, so the contractor can keep people employed to focus on what they do best.
“Our philosophy is that customer service [apart from setting appointments] should reside with the client, because they’re closest to the customer. Today, if the inbound call center professional receives a customer service call, they send a message to our client, the contractor, who is familiar with geography, and routing. But we can do inside sales, follow-ups, rehashes, membership scheduling and upselling, so the contractor can keep people employed to focus on what they do best.”
Lynn Wise wants to expand her sphere of influence and presence among HVAC, plumbing and electrical trades, and is open to presenting at major industry events. She said her “four skills” approach to phone training is virtually unheard of.
“When I describe the four skills, people say, ‘why didn’t I think of that?’” she said. She also wants to eliminate, “it’s the way we’ve always done it” from owners’ and managers’ vocabularies.
Safety Considerations for the A2L Refrigerant Transition
Safety practices related to A2L refrigerants begin with storage and handling and continue to system evacuation and charging.
By Syed “Shaz” Shahzer
The industry-wide transition to more sustainable, environmentally friendly materials is upon us—and come January 2025, the Environmental Protection Agency (EPA) deadline for producing equipment with the R-410A refrigerant will be in full swing.
It’s vital technicians and contractors understand the ins and outs of working with R-454B by staying diligently aware of safety measures both traditional and new. While A2L refrigerants are the second-safest refrigerant class, there are still nuances to properly handling, installing and maintaining them.
Let’s break it down to the basics: What will this transition look like, and what safety considerations need to be at-play during the R-410A phase out?
Logistics for Contractors
Customers who are currently leveraging systems equipped with R-410A will continue to be serviced—therefore, technicians must be informed about both R-410A and R-454B, as well as the timeline of the phasedown.
During this transitional phase, equipment manufactured or imported prior to January 1, 2025, with a Global Warming Potential (GWP) above 700 can be installed until January 2026. After this point, any new residential heat pumps manufactured must utilize refrigerants with a GWP of 700 or less. For reference, R-454B’s GWP rating is 466, while R-410A’s is 2,088.
A2L Safety Basics
One of the most important factors to keep in mind during the shift to A2L refrigerants is that, although they are very safe to use, ASHRAE does classify them as mildly flammable. On the contrary, R-410A—which technicians have grown used to dealing with—is not flammable in standard environments. Therefore, it is crucial contractors are trained and prepared to manage an—albeit, unlikely—risk of fire when handling R-454B.
To mitigate risk of fire, contractors must prioritize and follow through on proper handling and storing procedures—regardless of the risk being so slim. On the back end, many manufacturers are working on leak detection sensors to pick up on any R-454B vapors and ensure there’s no buildup.
From a contractor’s perspective, new precautions to consider start with transportation management.
Since contractors will continue to service customers with both R-410A and R-454B refrigerants, transporting the materials must
be a meticulous process—as introducing the incorrect refrigerant into any given system will mix incompatible chemical properties. To get ahead of any errors, since both types of refrigerants can in fact be transported together, cylinders containing R-410A and R-454B will be in differently colored tanks—with R-454B cylinders sporting a red stripe or band to signify low flammability on a gray exterior, alongside a stamped refrigerant number.
Professionals are required to have a class B fire extinguisher and written inventory when transporting flammable materials, and cylinders must be arranged properly—in compliance with International Code Council (ICC) guidelines. They must be positioned upright and in a way that prevents movement, theft and tampering, and must also be handled as though they contain refrigerant, even if they appear empty. A timeless rule of thumb in this industry is to never consider a refrigerant cylinder empty until it’s been properly evacuated.
Additional Tips
Most evergreen safety concerns contractors will have already practiced remain true at a high level, regardless of the change in refrigerant type. Now is an optimal time to jog your memory on standard practices, and how they translate over to R-454B. These include:
• Performing a triple evacuation on heat pumps prior to charging—leveraging a vacuum pump rated for use with A2L refrigerants.
• Ensuring recovery tanks are certified and never filled to more than 80% by volume to prevent hydrostatic pressure and potential tank rupture.
• Determining the maximum concentration of refrigerant a particular unit can take according to Refrigeration Concentration Limits (RCL) prior to installation and/or maintenance. This reduces the risk of toxicity, asphyxiation and flammability.
• Making sure refrigerants are vacuumed out and charged with Nitrogen when air transport is required.
• Including the date the pressure test and evacuation was completed on the label of A2L equipment upon completing installation.
• Placing NFPA 704 hazard placards around the perimeter of the site when brazing a system that has been charged with A2L refrigerant. Tubing must also be pressurized, and the system vented.
Copeland Provides A2L Refrigerant Training
Copeland reports it is dedicated to ensuring contractors are well-equipped with essential knowledge about emerging lower global warming potential (GWP) A2L refrigerants. Training initiatives include A2L-specific courses on Copeland’s Learning Management System and concise training sessions at industry shows. These trainings emphasize the now mandatory best practices for servicing A2L systems, highlighting the importance of compressor and system compatibility, since systems must be designed for use with A2L refrigerants. Contractors are educated on safety measures and the necessity of using specific compressors for different A2L refrigerants—such as R-454B, R-454C and R-32—due to their A2L classification and distinct performance characteristics. Additionally, A2L training has been integrated into
How to Prepare Now
Copeland’s broader training programs, including its Compressor Operation and Service Seminar and Copeland Technical Specialist program, ensuring comprehensive contractor education. Copeland’s commitment to training is a proactive step to help contractors meet new regulatory standards and optimize system performance. Visit education. copeland.com for more information.
A2L Product Platform
Copeland, a global leader in sustainable climate solutions, has developed nextgeneration A2L compressors designed to help customers transition to lower global warming potential (GWP) refrigerants, meeting sustainability goals and environmental regulations.
Copeland’s portfolio of next-generation, A2L-optimized compression technologies
If customers catch wind of the HFC phasedown, they may pose questions and concerns about how it will impact them—especially if they hear there is a low flammability rating. To ensure they’re bringing the most accurate, current information to those they service, contractors should prepare to assuage any concerns by staying informed and completing manufacturer-prescribed trainings for dealing with new equipment.
For additional education, organizations such as the ESCO Institute and the ICC are rife with materials geared at familiarizing HVAC professionals with what this transition entails and how they can stay ahead of the curve.
Contractors should also start reworking their toolkit to account for servicing units manufactured before and after the January R-410A production deadline—as you’ll need A2L-rated tools to service a unit with R-454B. This includes recovering machines,
Continued from page 6
That’s one of the most dangerous limiting beliefs for a business owner. Elevating your company from a comfortable plateau to sustained success requires leadership based on a stewardship mentality.
If the company reaches the next level, it won’t be because the owner is putting in extra time on service calls on top of his other responsibilities. As the owner, you’re building a high-value enterprise designed to last. A sustainable business depends on your ability to help your team become the best versions of themselves.
includes R-32, R-454B, R-455A, R-454C and R-454A for air conditioning and refrigeration applications. Copeland has optimized Rotalock service fittings and electronic componentry for use with A2Ls, including onboard compressor protection, variable frequency drives (VFDs), contactors and sealed relays.
Production for air conditioning A2L models began in 2022, and refrigeration in 2023. Copeland will continue releases based on original equipment manufacturer (OEM) requirements and across all major product platforms. Copeland has also developed technician expertise and training focused on A2Ls, serving as a supportive and reliable partner as the HVACR industry transitions to more environmentally friendly refrigerants. Learn more at bit.ly/CopelandA2L .
vacuum pumps, leak detectors, manifold gauges and more. All in all, contractors, it’s crucial to prepare on both the technical front by familiarizing yourself with logistics, equipment and safety procedures surrounding A2L refrigerants, while also being equipped to guide customers through a complex regulatory process—boiling complicated, technical information down to an understandable level and ensuring they’re set up with the most comfortable, cost-effective and sustainable systems.
Syed “Shaz” Shahzer is an Engineering Applications & Training Manager for Bosch Home Comfort in North America. An experienced HVAC industry professional with 12 years of experience, Shaz leads the division with a focus on technical business development and enhancing customer engagement through cutting-edge training initiatives. His career has been marked by significant roles in project management and inside sales, where his contributions have driven business growth and improved operational efficiency.
That takes a different skill set and mentality than many home service business owners are used to, especially if they have extensive experience in the field.
However, stewardship is essential for building a culture where employees count. Investing in them is an investment in growth for everyone in your company’s orbit. When your team members feel valued and rewarded, that radiates throughout your company, resulting in a noticeable culture that will set you apart. Ultimately, that investment touches everyone around you, from vendors and distributors to, most importantly, customers.
FIRST WORD / GUEST COLUMNIST by Dustin Guyton
Tawnya Strittmatter
Tawnya Strittmatter is a Premier Coach with Service Nation. As a Premier Coach, Tawnya works with contractors through Service Nation, to assist them in improving their businesses. People are her passion, and being able to share her experiences in owning a business to help others succeed is very rewarding to Tawnya.
Why Your HVAC Company Needs a ‘Cheerleader’
Two definitions of a cheerleader are,“an enthusiastic and vocal supporter of someone or something” and “a person who guides or inspires others”. Cheerleaders have the honor and responsibility of creating a strong sense of pride and elevating spirit within their community. Remember back to when you were in school, attending a football game and your team is down by one touchdown. Were the cheerleaders sitting on the side lines twiddling their thumbs or were they getting the crowd hyped up? They were creating positive energy to get the crowd rallied behind their team. That energy then transcends to the players, and they get fired up. The cheerleaders brought everyone together and focusing on one goal… victory. It may not have always resulted in a win but there’s no denying the positive energy that was felt by all in attendance. What happens when we apply that same concept to our team and to our business? We can create a company culture that is a dynamic environment where employees are empowered, supported, and driven to make an impactful change. Our culture is what can set us apart from our competition. In the home service industry, competition can be literally a stone’s throw away in many markets. How you invest and support in your team can make the difference in an applicant choosing you over the company down the road. Your culture is contagious, it can be felt as soon as you walk through the doors. The cheerleader role can be a vital part of creating a positive and uplifting culture for your entire team: technicians, call center, warehouse, managers and others. Each department knowing they have someone to lean on and rely on is what helps keep your team working seamlessly together. It’s not one department against another, it’s one team grinding and focusing on one goal. When you get your team to that point, you had better hold on because your company will catapult.
Passion for People
2006 from his father. He was running the company pretty much single-handedly when I started. He was answering incoming calls while in the field diagnosing repairs, coordinating crews for residential new construction installs, you name it, he was doing it all while trying to grow the business. The focus of the company at that time was mainly new construction. Joe knew that to grow the business we had to make a name for ourselves in residential service.
When your team is supported, valued and celebrated, they will put on a show for your customers.
I came on board to help build a website, do a little marketing, clean up the software and answer the phones. Our plan was for this to be a temporary gig for me. The thought of working together all day every day seemed like it would be for the birds. Luckily, we worked very well together, and we decided building our business is exactly what we were supposed to do. We joined Service Nation in 2011 to learn from industry dominators on how to grow in the service industry. Also, that same year we added a plumbing division. We built a brand and began making our name known.
We grew our business by 50 percent year-overyear. I had many roles during this time of growth, including office manager, CSR, dispatcher, payroll, accounting, A/P, A/R, recruiting/hiring, psychologist, marriage counselor, day care coordinator, janitor . . . you get the idea. We quickly got to the point of needing layers of management.
Passion for People in Action
My background was in retail management and as an escrow officer at a title company. Customer service has always been a part of my life. People are my passion. In 2010 I began working in the home service industry with my husband Joe. He is a secondgeneration HVAC company owner, taking over in
As we brought in new employees, I would train and help get them acclimated. I became their go-to person for all the things. I was their support system. I was their cheerleader. My focus was now able to be on the people. I still handled payroll and accounting, but my passion became my people. It was very important for everyone on our team to know the numbers. We all must know the goal, so we know where we’re going, if we aren’t talking about where we are to that goal then we’re spinning our wheels. It was all about the numbers and making sure our team understood what the numbers mean for our company.
I took over the weekly tech team meetings, and began each meeting with a “thought of the day”, something positive to start the day, or to encourage or challenge them, and some were just funny. We
shared the individual tech numbers, each department’s numbers and overall total company numbers. We went over where we were to our goal and to what we did last year. We read the latest reviews in front of the whole team. We held contests and bonus opportunities to encourage the techs to get the results we needed. Joe always says what gets rewarded, gets done. We celebrated the wins as a team and discussed the opportunities as a team. It is amazing how quickly your team can come together as one when you share the vision of your company with them, when you include them in the process of how we intend to get there and when you get their buy in. Our growth continued to catapult and in 2021 we were able to sell to private equity. Joe and I stayed with the company and that was mainly because of our people. We wanted to ensure that they were taken care of during this transition of ownership. And that’s really when the cheerleader role took off for me.
The private equity firm that purchased us already owned another HVAC & Plumbing Company about 30 miles away. The plan was to move towards merging the two companies. There were some hard decisions that had to be made during the merger. With two qualified people now in management roles, we had to choose who would be the best for the position moving forward. We decided to upgrade the other locations software to the CRM we were currently using. We rebranded the whole company. Anyone that has been through a rebrand knows how strenuous that alone is. There were a lot of moving parts. During this time
my role in payroll and accounting was assumed by the controller at the other location. My focus was back to the people, again people are my passion. I started each day at one location and ended my day at the other location. I began working with each department manager, making sure they were comfortable with the systems and processes of their department with the new software. I became their cheerleader and their go to for questions and for support. We had a team of technicians who were new to us, and who were being thrown several changes. There was a lot happening, and change is hard.
Ease of Transition
My goal was to help make this transition as easy as possible for the total company. I began leading the technician team meetings for the new location. The company was very divided by department, and they did not come together as one team; they only had a weekly meeting for the HVAC techs and a separate weekly meeting for the plumbing techs. As a result, the air conditioning techs and plumbing techs didn’t know each other. Therefore, bringing both departments together as one team was very important to create a positive and uplifting company culture. At that time, we did not have a location large enough to hold all the techs from both locations, but we made it work.
We began to implement and share all the same things we had been doing at our location for the team meetings. I became the cheerleader for the technicians, and that team’s growth was
amazing. I got to see a plumbing tech walk up to an HVAC tech after the meeting and asked how he sold that much or how he got that many reviews. I had techs sending me a “thought of the day” as they came across something that inspired them. I watched people excel and become more confident in their positions. The departments became one team for that location.
and
of Frequency: Monthly
The entire company (both locations) knew the vision and goal of the company and they knew we depended on them to pull their weight to achieve the numbers. I encouraged and challenged the techs and became their support system, just like with the management team.
Everyone on the team knew they had someone standing in their corner, ready
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to help them in any way possible. I always looked at it like this: what’s good for the employee, is good for the customer, is good for the company. Your people come first. The attitude of your CSR answering the phone or the attitude of your tech at the door is very noticeable to your customer. When your team is supported, valued and celebrated, they will put on a show for your customers.
When your customers feel that extreme level of pride and enjoyment from your team, the company automatically wins. The growth and success of your company will happen with the right people. These were not just employees to me; they were our extended family. Pour into your people. Don’t treat your people like a number. At the end of 2023, Joe and I decided to, “retire for now” and we left the company. We started to think we were holding back our management team. They knew the answers to the questions they were asking, they just needed reassurance from us. They needed to gain more self-confidence to continue excel. The vision was still clear, and the goals were known by all. It was time for them to sail the ship. I miss my people terribly and I hope we left some kind of positive impact on all we had the privilege to work with.
When you think about your company, who’s your cheerleader? Is it one person or multiple people? This is not a position you’re going to hire for, I’m not even sure what the ad on Indeed would really look like for that! Start with all your managers, encourage them to be the cheerleader for their department. It can start with simple, seemingly small things. Acknowledgement in front of their peers is huge. If you’re not reading reviews in front of your team then start today. Encouraging with positive affirmations will make a very strong impact on your people and your company’s culture. I may not have always been a ray of sunshine as we all have bad days but even on those bad days there is always something to celebrate. Celebrate every win with your team. Take the time to review opportunities and find solutions together with your team, get their input on how they can improve. Hold yourself and your employees accountable and lead by example. Be passionate about your team and pour into your people!
Graduate from a ‘seasonal’ mentality to a more diversified approach, to level the peaks and valleys and bring in higher revenues and profits.
10 Ways to Weatherproof Your HVAC Business
Why does HVAC need to be such a seasonal business? Yes, HVAC contracting businesses are highly dependent on keeping homes warm in the winter and cool in the summer. But do these singular seasonal demands really need to define your business?
When you are in constant reaction to seasonal demands you tend to overwork yourself and your people with the goal of “making hay while the sun is shining.” But is this really a good way to run and build your business?
In most HVAC companies across North America technicians run far too many service calls—as many as eight to 10 calls per day, usually leaving opportunities and money on the table because they don’t have time to be thorough. During the busy season, most installers are rushed to finish installations and move on to the next job. We’ve been conditioned to value quantity over quality.
When contractors graduate from a “seasonal” mentality to a more diversified approach, they find they can level the peaks and valleys and bring in higher revenues and profits. And the bonus is happier employees who don’t burn out by running full tilt during the busy seasons.
What if you could level your revenues and profits—and your workload as well? What if you had enough “low-season” work to grow your business and your team more evenly rather than the feast and famine cycle prevalent in our industry?
Here are 10 ways to reduce weather dependence:
1. Sell more Maintenance Agreements—and schedule more visits in the off-season. A strong maintenance agreement base is the lifeblood of a successful HVAC business. Your goal should be to convert a minimum of 25% of your service customers to these agreements—ideally shoot for 50% or more!
2. Generate Leads from Advanced Testing during demand service and maintenance visits. Rather than just turning over leads on aging equipment, include airflow and performance testing. The quantity and quality of those leads will mushroom.
3. Lead and Project Banking. Banking leads means when you test a system in the middle of the “high” season, and find it needs non-safetyrelated improvements, you can notify the customer with your findings before the subsequent shoulder season. Project Banking means deferring work sold in the hot or cold months to the shoulder season.
This not only levels your business, it makes your installers safer by keeping them out of extreme temperature environments in attics and crawl spaces.
4. Air Distribution System Upgrades and Renovations. By offering these additional services, not only will you get highly profitable work that can keep you busy year-round, you’ll also sell more equipment.
5. Indoor Air Quality (IAQ) Upgrades. This includes improved filtration, sealing filter racks and return ducts, dehumidification strategies for peak humidity events, and so much more.
6. Monitoring Services. Today there are many excellent products that monitor indoor pollutants, temperatures, humidity, even system performance indicators. Not only can these services provide subscription revenue, but they also generate leads for additional work to improve safety, health, comfort, and energy usage.
7. Generators. While selling generators can increase your year-round revenues, you can step-up generator marketing in shoulder seasons to help fill in the seasonal valleys.
8. Solar Panels and Battery Storage. Same strategy as generators, but especially target all-electric communities where fossil fuel isn’t available to power traditional generators.
9. Duct Cleaning and Rejuvenation. We have better technology and training than ever to clean ducts properly. Consider joining the National Air Duct Cleaners Association (NADCA), which provides great training and certifications. Or partner with a quality duct cleaner that also rejuvenates and renovates duct systems and air handling equipment.
10. Whole-House Sealing and Insulation. You can choose to do this with your own employees or subcontract some or all of it to a company that focuses on existing homes.
The important thing is to not try to do these things all at once. Start by prioritizing what you want to do. Then pick your top priority product or service, implement it, and make it part of who you are. Then go to the next highest, and so forth. I hope this approach will help get you on the path to no longer being a weather dependent business.
Dominick Guarino is President & CEO of National Comfort Institute (NCI), (www.nationalcomfortinstitute.com), the nation’s premier High-Performance training, certification, and membership organization. NCI is focused on improving consumer safety, comfort, health, and saving energy, and helping contractors grow and become more profitable. His e-mail is domg@ncihvac.com.
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R-32 IS ALREADY USED IN OVER 130 COUNTRIES, INSTALLED IN OVER 230 MILLION SYSTEMS, AND BY MORE THAN 50 MANUFACTURERS WORLDWIDE. FACT
