Sweeping Magazine - June 2025 by National Chimney Sweep Guild

THE JOURNAL OF CHIMNEY AND VENTING TECHNOLOGY

The Power of Showing Up

Sweeps Week 2025 showcases what can be accomplished when chimney sweeps rally together for a good cause.

On the Cover: A technician from Lords Chimney in Houston, TX. Photo courtesy of Lords Chimney.

Applying Military Leadership Principles to Business Success

Implementing mission-oriented leadership in a business setting.

TAC Line: Expert Technical Support at Your Fingertips (NCSG member benefit!)

Navigating technical challenges in the field?

Help is just a phone call away for NCSG members!

2025 Chimney Expo

New venue, new demo stage, and other big changes coming to this year's Chimney Expo.

Growing Pains

Bob Ferrari, NCSG director of education, recounts his own business growth journey.

Meet the Director: Steve Scally

The man with a passion for helping others in everything he does.

Technicians Are Your Safety Experts

Are you in touch with your own safety processes in the field?

Save the Date: 2026 NCSG Convention & Trade Show

Find out when and where we're going for convention next year!

Darwin Award

Have you ever seen some interesting things on the job?

Submit a photo with your name and location to marketing@ncsg.org.

Classified Ads

Free Classified Ads for NCSG Members

National Chimney Sweep Guild (NSCG) members can run one 35-word classified ad for free each calendar year. 36+ words are $1 per word after. Additional ads are $1/word or $2/word for non-members. Classified ads are non-commissionable and must be pre-paid. To place a classified ad, email marketing@ncsg.org. Page 17

Policy ACTION CENTER

Let us know what’s going on!

Submit industry concerns to NCSG’s Policy Action Center. We post live on the website and look into how we can take action. While you’re there, you can also check out the blog for past issues we’ve addressed. Check your email and Facebook to stay up to date!

SWEEPI NG

June 2025, Volume 49 #5

Staff

Kailah Schmitz, CAE, Executive Director director@ncsg.org

Jessica Thornton, Associate Director and Certifications Coordinator jessica@ncsg.org

Bob Ferrari, Director of Education education@ncsg.org

Sydney Kaizer, Director of Marketing and Communications; Sweeping Editor marketing@ncsg.org

Brittney Burton, Membership and Events Coordinator bburton@ncsg.org

Libby Almendarez, Membership and Certifications Coordinator office@ncsg.org

DISCLAIMER

The views expressed in Sweeping do not necessarily reflect the views of the National Chimney Sweep Guild (NCSG) or its staff.

ADVERTISING

To advertise, email Malisa Minetree at sweepingads@me.com or call (317) 603-7854.

NCSG further reserves the right to reject at any time any advertising determined not to be in keeping with the publication’s standards. Acceptance of advertising by Sweeping does not necessarily constitute endorsement of products or services advertised. NCSG does not make any effort to review or substantiate claims made by advertisers.

PHOTOGRAPHY

Stock images by iStock, Adobe.

ARTICLE SUBMISSION

NCSG encourages industry partners to submit press releases and articles to the editor at marketing@ncsg.org. Submissions should contain items of interest or importance to the chimney and venting industry. Submissions should not contain direct solicitations, prices, or other forms of advertising verbiage. Submissions may contain images or artwork attached in a JPG format.

In all cases, NCSG reserves the right to edit submissions for space limitations, keep the release and publish at a later date, or refuse to publish the release for any reason. Neither publishing, nor refusing to publish the submission should be considered a statement of NCSG’s opinion regarding the release.

LETTER FROM THE PRESIDENT

DDoing less to grow your business—it seems like a strange concept, but it worked for our company.

I’m referring to a National Chimney Sweep Guild (NCSG) Convention & Trade Show class I attended around 2016. The instructor was Bill Ryan, and his message was, "Stay busy all year."

The class focused on selling inspections, not sweeps. The class also recommended only scheduling three appointments per day to allow time for finishing add-on work and time to educate the customer of your findings.

This was a huge change that worked in our company, Wissahickon Chimney & Fireplace. It took time to implement, but to this day, we are only booking inspections for new customers and sweeping those folks who we return to each year.

This idea has continued to be shared in classes at convention over the years.

You need to know your market, too. Figure out your strengths in what your company should offer. In our company, after inspections, sweeps, and liner installs, we expanded to masonry restoration and hearth sales and service. Then complete makeovers and new entire wall hearth installations in wood, gas, and our newest—electric fireplace installations.

Get to know your local tradesmen, handymen, HVAC contractors, plumbers, and real estate professionals. These are your conduit to getting in front of new customers.

When I was first starting out in my career and needed work, I visited every stove shop within my area and chatted with the owners. One shop had just sent out their summer mailers that week, and their sweep had broken his ankle. I helped them with everything, and we are still friends to this day.

If you're looking for an easy way to grow your business and service offerings, all you need to do is visit the NCSG trade show during convention and talk face-to-face with all of the vendors. You will definitely find something to add to your services!

In closing, I would also highly suggest you consider the NCSG apprenticeship and certification path if you want to grow your business. Remember, just say “yes!” to all education! ■

By Bill Thornton, President, National Chimney Sweep Guild

APPLYING MILITARY LEADERSHIP PRINCIPLES TO BUSINESS SUCCESS

By Brett Conklin, At-Large Director, National Chimney Sweep Guild

AAt first glance, the military and business worlds may seem vastly different. However, at their core, both involve groups of people working together using strategy, tactics, and logistics to achieve a common objective.

One military leadership approach that translates well into business is a methodology rooted in what the Germans call Auftragstaktik, or "mission-type tactics." The core of this principle emphasizes providing leaders at lower levels with clear objectives while granting them the autonomy to determine the best way to achieve them within given boundaries. This is commonly known as Commander’s Intent.

A Brief History of Commander’s Intent

This leadership philosophy was pioneered by the Prussians in the late 1800s and proved its effectiveness during World War I. The German army demonstrated greater agility than Western forces, which often stalled when senior leaders were killed or out of communication. The Soviet military adopted similar principles before World War II, while the U.S. military only began implementing this approach in the 1980s.

While the historical background is helpful for context, what truly matters is how this concept can be applied in a business setting.

Translating Commander’s Intent to Business

In a business environment, Commander’s Intent can be reframed as Management’s Intent. The process follows a similar structure:

1. Senior management defines the objective: They set clear success criteria, explain how the project fits into the company’s overall strategy, and establish boundaries.

2. Project leaders determine execution: They translate the high-level vision into an actionable plan, outlining the steps the team will take to achieve the goal.

3. Team members understand the bigger picture: Each individual not only knows their specific tasks but also understands their teammates' roles and how their contributions fit into the broader strategy.

Key Benefits:

• Enhanced understanding: The team knows why they are doing what they are doing.

• Increased buy-in: Team members are more invested in achieving the objective.

• Agility in execution: Project leaders can adapt to changes without needing constant

approval from senior management, as long as decisions align with the overall mission.

Supporting Elements of Mission-Oriented Leadership

For this leadership style to be effective, it must be supported by additional components, including Management’s Presence, Catastrophic Failure, and Catastrophic Success.

1. Management’s Presence: Similar to Commander’s Presence in the military, Management’s Presence serves as an internal guide for decision-making. It is the voice in the back of a team member’s mind that helps them navigate challenges. When faced with a decision, they should be

able to ask themselves, "How would management want this handled?" This is not about enforcing rigid rules. Instead, it’s about cultivating an environment where leadership demonstrates a clear, consistent approach, helping employees make informed decisions aligned with company culture and values.

2. Catastrophic Failure: Most people are familiar with failure, but Catastrophic Failure refers to major setbacks—those that require significant time, energy, or financial resources to recover from. Proper planning and training can reduce the likelihood of such failures, but they will still happen. The key is how an organization responds, learns, and improves for the future.

Brett Conklin, NCSG at-large director, served in the United States Army in the mid-late 1990s.

3. Catastrophic Success: Less obvious but equally important is Catastrophic Success. This occurs when success happens too quickly or out of sequence, causing unintended consequences. Examples include:

• Logistics misalignment: A construction project schedules material deliveries to align with each phase. If bricks arrive two weeks early, the company may be fined for storing materials before the project permit allows work to begin.

• Operational disruption: A team finishes a phase of a project ahead of schedule, but the next materials or resources are not yet available. This unexpected downtime results in wasted time and resources.

• Scaling challenges: A business plans to expand its fleet in a year but experiences rapid customer growth within two months. While increased

demand is generally positive, it can strain resources and disrupt the original growth strategy. Success, when mismanaged, can create as many challenges as failure. Recognizing this helps leaders anticipate and mitigate potential disruptions.

Building a MissionOriented Culture

To implement this approach effectively, communication is key. While excessive communication can become noise, undercommunication is a far greater risk. Teams must understand the overall plan, their role within it, and the flexibility they have to execute their tasks.

A culture of accountability should be encouraged—not one of blame. Mistakes will happen. The important thing is to resolve them, analyze them as learning opportunities, and prevent recurrence.

Leadership support is crucial. If an employee makes a decision based on available information and their best judgment, leaders should back them. If an adjustment is needed, the team should correct it and discuss improvements for the future.

Feedback should flow in both directions. Employees should feel encouraged to ask questions and offer constructive input when they see potential improvements or issues with the plan.

Conclusion

Applying mission-oriented leadership in a business setting fosters an adaptive, engaged, and successful organization. By setting clear objectives, empowering teams, and maintaining open communication, companies can navigate challenges more effectively and seize opportunities with greater agility. When leaders trust their teams and employees understand their mission, businesses thrive. ■

From the Archives

Members of what was then called the "Chimney Sweep Guild" in 1978. The second convention was held that year with approximately 150 attendees.

MEMBER BENEFIT SPOTLIGHT

FTAC Line: Expert Technical Support at Your Fingertips

By Sydney Kaizer, Director of Marketing and Communications, National Chimney Sweep Guild

For National Chimney Sweep Guild (NCSG) members navigating technical challenges in the field, help is just a phone call away.

The Technical Advisory Council (TAC) phone line provides immediate access to a team of industry experts ready to assist with specialized guidance across all aspects of chimney sweeping and related services.

Available Monday through Friday from 9:00 am to 7:00 pm EST and Saturday from 9:00 am to noon EST at (###) ###-####, this valuable NCSG membership benefit connects professionals with consultants who have decades of combined experience.

If you can't reach an expert immediately, leave a message with your callback number, and you'll receive a response within 24-48 hours.

"I believe the TAC line is one of the most underutilized benefits for sweeps in our industry," says Steve Scally, a TAC consultant and NCSG atlarge director. "On the TAC line, we have so many very smart people who give their time to help the sweeps in our industry."

The service offers specialized assistance across 12 critical areas, each with a dedicated extension:

• Masonry fireplace construction and restoration (Steve Scally, Ext. 700)

• Factory-built fireplace installation and replacement (Jasper Drengler, Ext. 701)

• Gas appliance venting, gas logs, and NFPA 54 (Jim Brewer, Ext. 702)

• Oil appliance venting and NFPA 31 (John Pilger, Ext. 703)

• Chimney inspection, documentation, and NFPA 211 levels of inspection (Bill Ryan, Ext. 704)

• Stainless steel liner installation (Michael Segerstrom, Ext. 705)

• Smoke chambers and cast-in-place liner installation (Ed Ridgeway, Ext. 706)

• Dryer vents (John Bently, Ext. 707)

• Pellet stove installation and venting (Michael Segerstrom, Ext. 708)

• IRC and NFPA 211 code questions (Michael Segerstrom, Ext. 709)

• Customer service and communication (Jeremy Biswell, Ext. 710)

• General sweeping and repair (Joe Sauter, Ext. 711)

This resource isn't just for company owners.

"The TAC line is given to the company, and I feel that owners should share this information with all their sweeps," Scally said. "This is a great resource of some of the smartest people in the industry."

With 45+ years of experience himself, Scally understands the challenges of troubleshooting in the field.

"I know what it's like to be out in the field and not know what something is," Scally said. "With technology we didn't have 10 years ago, why not utilize it? This is a vital resource given to sweeps without question or any monetary funds—a true gift to the industry."

Next time you encounter a challenging situation, remember that expert guidance is just one call away through your NCSG membership benefit. ■

Jim Brewer Join

NCSG Technical Advisory Council

Masonry fireplace construction & restoration

Steve Scally

General sweeping and repair

Joe Sauter

Factory-built fireplace installation & replacement

Jasper Drengler

Gas appliance venting, gas logs, and NFPA 54

Oil appliance venting and NFPA 31

John Pilger

Chimney inspection, documentation, & NFPA 211

Bill Ryan

Stainless steel liner installation

Michael Segerstrom

Customer service and communication

Jeremy Biswell

IRC and NFPA 211 code questions

Michael Segerstrom

Pellet stove installation and venting

Michael Segerstrom

Smoke chambers and castin-place liner installation

Ed Ridgeway

Dryer vents

John Bently

2025 chimney expo

New venue, new demo stage, and other big changes coming to this year's Chimney Expo in August

The 2025 Chimney Expo is set for August 11-14 at a brand-new location: the Greater Philadelphia Expo Center in Oaks, PA. Hosted by the National Chimney Sweep Guild (NCSG), this year’s event brings several exciting updates designed to improve the experience for chimney sweeps from across the country.

First up: everything is indoors That’s right no more outdoor tents. All education, demos, and trade show exhibits will be under one climate-controlled roof, making it easier than ever to move between sessions, check out the latest tools, and stay cool and dry while you do it.

Another big addition is the new demo stage. This feature brings live, hands-on demonstrations from exhibitors directly to the show floor. Attendees can see tools and systems in action, ask questions, and talk directly with suppliers, strengthening the connection between product experts and the technicians who use their gear every day.

"This year, we hope the new demo stage will help attendees build even stronger relationships with our supplier members," said Brittney Burton, NCSG events manager.

Registration is open now, and pricing is designed to make it easy to bring your team. NCSG members pay $175 for each of the first four attendees and just $75 for each additional registrant. Trade show-only passes are $125. Non-members are also welcome, with slightly higher rates.

As always, Chimney Expo offers CEU-eligible education, a dedicated trade show, certification testing, and an unmatched opportunity to build technical skills in a hands-on environment. With the new venue and expanded programming, 2025 is shaping up to be the best Chimney Expo yet.

If it’s been a few years since you’ve joined us—or if you’ve never been—this is the year to come see what’s new.

We’ll see you in Oaks. ■

Photos from the 2024 Chimney Expo in Valley Forge,

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THE POWER OF SHOWING UP

Chimney sweeps make a difference at Warrior Horse during Sweeps Week

By Kevin Russell, Founder/Executive Director/President, Warrior Horse

AAs we wrap up another year of Sweeps Week, I’m overwhelmed. As I’ve said on many occasions, the chimney industry is one of a kind. It’s certainly the most giving and influential industry in the world. The sheer amount of work that was accomplished was beyond belief.

I can honestly say that at least six months’ worth of work was completed in just one week. If you couldn’t attend, you may not be able to fathom that, and that’s okay. If you were able to attend, I’m guessing you will be back next year and probably bringing others. Many folks told me they were bringing their family next year so they could experience the “magic” of this place.

The work that gets accomplished is not the goal here at Warrior Horse. If work gets done, that’s great, but our goal is to bring the industry back together and give people a sense of purpose and hope. Warrior Horse was built here for people to heal, understand the order of things, and be a part of something much bigger than all of us combined. It’s amazing how everyone shows up and instantly recognizes that this place is like no other they have ever experienced.

Our goal for Sweeps Week is for people to experience a place where, for once in their life, people are acting like horses nonjudgmental. This is a place where they can come, be themselves, and be accepted for who they are. They also get to live another

way the horses live: living where their feet are. Somehow, when you combine all those attributes, it allows a “therapeutic healing” to occur. Those aren’t my words that is one of the comments I heard during the week.

One person put it this way: “This week helped me see that this job is more than a job, it is about

Kevin Russell, Warrior Horse

relationships and doing the right things in life. Healing begins with the acceptance of the need of help! God was making things clearer to me this week.”

Another said: “Had a blast at the ranch. Magic is happening.”

Someone else said: “Kevin, I’ve been reflecting on this past week and, to be honest… it was one of the best weeks of my life. So much love, hard work, and bonding. I just want to thank you for what you do and following what God has led you to do. The past week led to so much healing

and bonding on a personal level.”

The list of tasks that were accomplished would take pages to list. I have posted them on my Facebook page if you would like to see the enormity of it. Once again, that’s just a bonus to the true accomplishments.

I’ve NEVER been around a group of people who are willing to work at 100% for the betterment of humanity. This year our numbers doubled, and we had over 100 attendees. Next year it will at least double again because all the people who attend leave

here at the end of the week will go back home and share the positive energy within them with those around them. Those around them will see the new light in them and will be asking where it came from. When you shine a light, people recognize it and become curious and want some of that for themselves. The people you’re around the most see the change and want to know where it came from.

We certainly couldn’t make the impact we do without each of you. I’m always thanked for what I do, but it’s not me making the

Photos courtesy of Warrior Horse

change in the world—it’s you. It’s to the point where all I have to do is show up, and people use their connections, abilities, and resources to further our reach. Here’s the simplicity of it, and I say this every day: “I don’t have to know everyone, I know God. He knows everyone! Problem solved.” There’s no doubt in my mind that He has the resources in the hands of the people He wants to contribute to His program, because this is definitely not my program. Things at Warrior Horse are ramping up at an accelerated rate, and people are concerned about whether or not the Warrior Horse budget can keep up. I personally have no doubt that it can. The other part of my philosophy is that “God owns everything anyway and has the money in the hands of people that have the heart to do His will and those He wants to donate to His program. Problem solved!”

I know to some it may sound like I’m preaching, but I’m not. I’ve been blessed to experience everything that has taken place to get this amazing program to where it is today, and I can

assure you there is no other explanation. I’m just as jacked up as the next person and make bad decisions and am tempted with things just like everyone else. I have just been fortunate enough to realize that it’s OK to do this and have learned to forgive myself and attempt to be the best version of myself possible—and having y’all for support allows that to happen. If I spent that time beating myself up, I would be acting selfish because I could be using that time and effort to help others. So, quit being selfish and forgive yourself, and watch the profound effect that takes place and how productive you can become. Here at Warrior Horse, we love each and every one of you and are blessed to call you friend. If you are one that has been blessed with money or other resources that would help assist this wonderful program and feel in your heart to use your blessings to help others, please feel free to reach out. You can donate directly to the program at our website: warriorhorse.net, on Facebook, or you can send a check to:

Warrior Horse

524 Wallace Lake Rd. Frierson, LA 71027

Thanks for your support, and be sure to put next year’s date on your calendar now:

Sweeps Week 2026 March 9-13, 2026 ■

Darwin Award

SUBMITTED BY: James

in Minnesota

Have you ever seen some interesting things on the job? Submit a photo with your name and location to marketing@ncsg.org.

GROWING PAINS: My Journey to Building a Real Business

By Bob Ferrari, Director of Education, National Chimney Sweep Guild

Chapter 1: no one is as dumb as me

My true launch as a chimney sweep began in February 1985. In the fall of 1984, I’d done a test run to see if it was viable. I grossed $7,000—more than twice what I usually made in a year doing odd jobs. Some months, I earned $350. Some, just $35. Home base was a 400-square-foot cabin in the woods, 35 winding miles east of Redding, California. We lived a labor-intensive lifestyle: ate from the garden, sometimes got paid with a goat or a chicken. I kept a fleet of junk cars and washing machines for parts to keep one running. I even delivered our youngest child in that cabin under the watch of a midwife.

If I could increase our income by $200 a month, life would be easy street. I never imagined a future where $500 an hour would be a slow day. But when you live hand-to-mouth, you don’t need accounting skills—you need hustle and a strong back. I had both.

I scraped together $60 for two used rods with an 8” and a 6” brush, a garage sale vacuum (which, I later learned, had no filter), a ladder, and a Datsun pickup. Oh, and a definite lack of experience. A friend said I should try chimney sweeping. I’d welded a few stoves in the late 70s and built my own block chimney on the cabin. My wood cookstove never caught fire. How hard could it be?

Chapter 2: How NOT TO GROW

I sought education everywhere. I became the 1,000th individual member of the National Chimney Sweep Guild (NCSG) in 1986 just so I could learn more. I wanted the technical skills: how to sweep, how to repair, what tools to use, etc.

In 1985, I installed my first stainless liner. No classes for that—I was told to pour vermiculite down

to insulate it. I did. A lady came out yelling that I was filling her living room with powder. That first liner took three days and left me with molten metal burns. I hope no one ever found out I did the job.

At $45 a sweep, the phone kept ringing. By 1989, I had two trucks, three employees, and a chimney software program on my first computer. I bought out the biggest company in the area. $110,000 ran through my hands— double the year before. From rags to riches! But I was a “bank account businessman.” If there was money in the bank, things were good. I never reconciled a checking account. When the dust settled, I was $26,000 overdrawn. I owned a job, not a business. My ship was sinking.

Lesson: Anyone can own a job. Running a business takes training—just like any skilled trade.

Chapter 3: First steps

Tom Grandy spoke at the NCSG Convention in San Diego. I don’t know why I went—I was broke. We stayed at Motel 6 while the “real guys” stayed at the host hotel.

As Tom explained cost of doing business and pricing for profit, I sank lower in my seat. Every. Single. Wrong. Move. I was doing them all. My prices were gut feelings—what didn’t feel scary. But I didn’t know my costs. Tom was the first voice of business education I’d ever heard.

Bob Ferrari and his family lived near Redding, California.

Lesson: Great technical work without business skills is poor customer service. If your business fails, your skills vanish from the market—and that helps no one.

Chapter 4: One Step Forward

I bought Pricing for Profit and started over. I laid everyone off, balanced the books, and raised my price to $99 (couldn’t cross the $100 mental barrier). I bought a house. Kids started college. I made a $45,000 profit—and the IRS took $15,000. That made me mad.

Then I made another mistake: chasing tax writeoffs instead of profit. It felt good short-term, but it stunted growth.

Ellen Rohr later told me, “Make so much money that taxes don’t matter.” I wasn’t there yet. But I did know my costs.

Lesson: Run your business from a known financial position. Price by the numbers and your goals—not your feelings.

Chapter 5: Help Is There

As both Jerry Isenhour and Alcoholics Anonymous would say, “You’ll change when the pain of staying the same is worse than the pain of changing.” I hurt.

I joined a MIX group. That changed everything. Twice a year, we met for a few days to focus on business. They even flew to my town—on their own dime—to help me get better. Big love.

Eventually, I crammed before each meeting to look productive. I’m lazy—but I like to look like I’m not.

Lesson: Be accountable to someone. Be (brutally) honest with yourself.

"Be radically accountable. trade tools for training. know your numbers. then go live your dream."

Chapter 6: Fire, Aim, Ready

Some people fire their arrow, then draw the bullseye where it landed. That was me. I took what the business gave instead of designing the life I wanted. I couldn't write procedures. I’d deal with fires all day, attend conferences, and fail to implement anything. Physically, I was wearing down. I needed a plan.

I hired Ellen Rohr. Her first assignment: write “Your Perfect Day.” When I did, I realized my business would never get me there. I had two options: quit or build something different.

“I don’t need no flippin’ coach,” said every mediocre businessperson ever. But letting someone in is freeing. Once the target is clear, you can actually hit it.

Ellen and Al Levi coached me. Al helped me write nine procedure manuals in four months—after I’d failed to write one for seven years. That became our training curriculum. I built a training facility.

Ellen taught me to read financials and act on them weekly.

The business grew. I opened a second location. Then a hearth store. Looked at a third. I was a business owner—finally.

I wish I could say “happily ever after.” But gardens get weeds: a fire destroyed 1,500 customer homes and a lost relationship cost hundreds of thousands.

Lesson: Decide what your finished business—and life—looks like. Be radically accountable. Get your systems in place. Trade tools for training. Know your numbers. Charge more than it costs. Be so profitable that taxes don’t matter.

Then go live your dream. ■

Bob Ferrari with his young family—"better at growing a family than a business."

Adam Buhl

Certification Spotlight

Which certification(s) do you hold?

Certified Chimney Journeyman

When/how did you get your start in this industry?

Driving from coast to coast with a drop cloth, viper reel, and a vacuum. It wasn’t the most “professional” business, but I wouldn’t trade those experiences for the world!

What would you say to someone who is thinking about getting certified through the NCSG?

Go for it!! True nobility is not being better than your fellow man, but being better than your previous self.

What is one piece of advice you have for fellow industry professionals?

Find the passion and hold on for dear life, it will kick and buck but you grab on with both hands and don’t let go.

What's something that people usually don't know about you?

That I’m actually quite shy! Excelsior! ■

Wondering if you're ready to earn your Certified Chimney Journeyman (CCJ)? We recommend 3-6 years of experience and require 3 years of industry certification. Visit certifiedchimney professionals.com to learn more about the CCJ!

Photo courtesy of Owens Chimney Systems

At-Large Director and Treasurer

Steve Scally

What makes your company unique?

Fireside Sweeps has been in business since April 17, 1999. Before that, I had been in the industry since 1978, working part-time and then full-time for the Chimney Doctor of Concord, MA. I have over 46 years of experience in the industry and have done just about everything possible within the chimney field. I've also passed down those 46 years of knowledge to all the technicians that work here. As a company, we strive for excellence in everything we do. What I feel sets Fireside Sweeps apart is our inspection platform and how detailed it is. I honestly believe that our reports are some of the most detailed in the industry. I am also a mason and was part of the twisted chimney project at the Chimney Safety Institute of America (CSIA) Tech Center. I also serve as an instructor for CSIA, Copperfield, and the National Chimney Sweep Guild (NCSG).

What does success mean to you?

Let me answer that in a different way. When I first started this business in 1999, I just wanted to do what I love while making enough money so my wife would not need to work outside of the business. Within three years, I had two trucks on the road and employees, which I had not envisioned when I started out.

To me, success comes from within—how I feel about the work we do—and not from any industry accolades. The clients we work for and the people who work here with me make this a great place to be. I guess success can be summed up in many ways; one indicator is that we haven't advertised in over 10 years, yet we stay busy 11 months of the year.

What's something people usually don't know about you?

Both my wife and I teach self-empowerment classes about learning how to have a dialogue within any relationship. I also do Reiki (if you don't know what that is, look it up). It is one of the oldest healing methods out there. I like to cook when I can, enjoy playing poker, and love a good cigar. My biggest passion is helping people in whatever way I can. ■

Steve regularly teaches hands-on training for the NCSG, including this masonry class at the 2024 Chimney Expo.

Recovering in the hospital with comfort items after surgery.

my leg hurts.” Now, any parent knows that these mysterious and random pains in kids are often due to the fact that they are growing so fast, and it would probably just be nothing serious at all. So I told her we would take some pain meds when we got home and everything should be okay.

Later that night, she joined about a dozen other girls for a slumber party with a family from our church. The pain in her leg hadn’t subsided, but she didn’t want to miss this party for anything.

Around 2:00 am, we got a call from the family hosting the slumber party. “Your daughter is not feeling well at all, and you might need to come pick her up.” When I arrived, she was lying down on a couch and stiff as a board. She couldn’t bear to move. The slightest bit of movement sent a shooting pain through her entire little body.

By Jonathan W. Erdman, Rooftop Safety USA

TECHNICIANS ARE YOUR SAFETY EXPERTS

In May of 2018, my family experienced every parent’s worst nightmare. My daughter, who was 12 at the time, had to be admitted to the University of Virginia children’s hospital with an unknown, yet clearly painful medical condition.

My daughter has always been so full of life. Bubbly. Chatty. She has never known a stranger! But I could tell something was up when I met her and her grandparents for lunch after being let out of school early that day. We were walking around a toy store with her brothers when she said, “Dad,

Her mom took her to the emergency room at nearby UVA children’s hospital. When they returned home later that morning, the result was frustrating. After examinations and even an MRI, they had no idea what was going on and sent her home with some strong pain medication. She was in tears. I was frustrated. I wanted answers.

By Monday, her condition only worsened. We took her to the pediatrician for a follow-up, and when they got her back to the exam room, they told us we needed to go to the UVA hospital immediately. She had a fever of 104.5°. What we would later learn was an infection was spreading. She was going septic.

We got her comfortable and settled once again at the hospital, and the MRI technician at the hospital was the same person who conducted the MRI several days prior. She remembered my daughter and was frustrated at the doctor for ordering the MRI to be

check-in

conducted without contrast. So she challenged the order.

When an MRI is being done, the patient can receive a simple scan, or the doctor can order the patient to take a drink called “contrast” prior to the scan. She did not have contrast for her first visit. The doctor eventually relented and ordered the MRI to be conducted with contrast.

Then the results came in. There it was! We all saw a glaringly obvious spot in the lowermost portion of her back. It was a pocket of infection just underneath the muscle in your lower back that spans between your hips just above your gluteus muscles. This muscle was pressing a massive pocket of infection against my daughter’s sciatic nerve, meaning any time she moved, it was like something was stabbing this nerve and sending a ridiculous amount of pain from her head to her toes. She wasn’t being dramatic. She wasn’t having growing pains. She was experiencing a very serious infection, and it was now starting to infect her entire body.

My poor little girl was lying on her back at UVA Children’s Hospital, in significant pain. Her young life was on the line. If she didn’t fight the infection quickly, she would not survive.

Here’s the thing—had the doctor ordered contrast with the first MRI, it would have been seen early on, and the infection would have never progressed this far. So why wasn’t

it done the first time? What went wrong?

Let me admit first of all that I’m not a doctor. I have serious respect for anyone working in the medical profession. There is so much on the line in their work. But what I gathered from this experience is the MRI technician recommended the contrast be used in the first examination when all this began, and the doctor refused. It wasn’t until the technician pushed back during the second visit that the attending physician updated the order to include contrast.

The doctor was busy attending to dozens of patients. Ordering MRI scans was just part of the job. To use contrast or not, well we don’t really know what went into making that call. Why would the opinion of a lower-ranking MRI technician matter in the bigger scheme of things? Either way, this one thing is very true—if the technician hadn’t questioned the order, the infection would have been missed again. The frontline worker knew exactly what was needed and communicated it with the person responsible for overseeing the work. And she saved the day!

Isn’t this the same in chimney work? We are all busy. When is the last time you paused in the midst of the work and asked your technicians for their feedback on the work you are asking them to do? More specifically, are you in touch with the health of your safety practices in the field? Your

technicians are. Every day, in fact. They know your safety processes very well and are the experts on where you are with your safety program.

The moment the owners and leaders of our companies lose touch with the frontline work is the moment problems will sneak in undetected. Stay close to your people. Listen to them. Otherwise, you open the door for problems to creep in unaware. And by the time they float to the surface, it may be too late.

My daughter eventually made a full recovery. She had to learn to walk again and lived on the couch for a couple of months, but she was healthy and that’s all that mattered. ■

"The moment the owners and leaders of our companies lose touch with the frontline work is the moment problems will sneak in undetected."

– Jonathan W. Erdman, Rooftop Safety USA

Pre-surgery

with her dad, article author Jonathan Erdman.

By Carter Harkins and Taylor Hill, Co-Owners, FutureNow Marketing

Running a small business right now may feel like playing whacka-mole trying to dip and dodge every economic announcement and news story. It can feel as if it’s working about as much as crossing your fingers in a snow storm.

Consumer spending is starting to cool off, especially for anything deemed “non-essential.” Finding skilled employees can feel harder than when you started your business in the first place. And everywhere you turn, someone (even us) is telling you to “just use AI,” like it’s a button you press to create magic.

As much as it seems like everything is going to, well, crap, this isn’t about doom and

gloom. It’s about recognizing what’s happening and adapting in practical, manageable ways. The businesses that make it through times like these aren’t necessarily the biggest they’re the most flexible, focused, and willing to take small, incremental and smart steps forward.

Let’s talk about each of these issues and see what steps you might be able to take right now to help get you through uncertain times now, and in the future.

Talk to Your Customers About What They Care About

The truth is, people are still spending but they’re being more selective. If your offer

sounds optional, it’s likely to get passed over. But if it solves a real problem or concern like saving money, preventing bigger issues, or protecting a home investment it still has a chance of landing well and bringing in a new customer.

Things to Consider:

• Reframe your messaging. Instead of off season “chimney cleaning,” try “protect your home from costly water damage.” Then spell out what your customer should be looking for and why they should consider fixing it right now and not wait. You’re the expert and know the answers, not them. You have to let them know nicely. No preaching or

selling here. Education and good solid information will be your friend.

• Bundle services into seasonal packages. Creating a “spring package” to include several services such as a chimney water intrusion check (chimney inspection called another thing), a chimney sweep, and dryer vent cleaning. One visit to knock out three very important annual maintenance requirements.

• Mine your existing customer list. This might be a little difficult if all you ever do is contact your customer list to sell something. However, if you are showing your customer along the way that you care for them by giving them tips, greetings, and annual reminders, then it’s an easy way to drum up business by giving your "premium customers” some type of deal for referrals, off season maintenance, or both.

What you can do right now:

Pick your top two to three services and update the messaging to focus on savings,

safety, or protection. Don’t give customers the features as they don’t care it’s the benefits that matter to them!

Rethink How You Find and Keep Employees

Hiring is tough. You don’t need a lecture on raising wages or offering benefits. What you need is talent that fits your team, your budget, and your business.

Things to Consider:

• Partner with local trade schools. We’ve talked about this for years. Go to the trade schools or high schools in your area and start an apprentice program to get young people interested in what you do, why you do it, and the difference it can make in people’s lives. You can also start a program like this for veterans.

• Hire for potential, train for specifics. If you think you will get great talent that is already trained and ready to go, you are probably no stranger to disappointment. While this might happen every once in a while, the fact is you will need to have a training program they can learn from along with

mentors in your company that can teach and help people along. If that means you are the only one that knows what to do in your company, you will need to fill these roles for a time. However, once you have someone trained and working, they can help with the next hire.

• Create a workplace people talk about. The most successful companies that get a lot of referrals through their current employees. The culture of the business speaks for itself and draws the right kind of employees to the business. Remember, people don’t leave businesses, they leave people and it’s the same thing when hiring. People don’t work for businesses, they work for people. How to Win Friends and Influence People by Dale Carnegie is a great book if you need some additional guidance here.

In The Next Month:

Reach out to one local trade or high school. Offer job shadowing, internships, or part-time paid roles. These early steps build your talent pipeline before the next crunch hits. Then review several

Carter Harkins and Taylor Hill are the authors of Blue Collar Proud: 10 Principles for Building a Kickass Business You Love, and co-owners of FutureNow Marketing with Brad & Shannon Good, a home services marketing company specializing in human-centered AI that will optimize your business and generate leads. They’re trusted thought leaders in the industries they serve, so you’ll find them regularly speaking at service industry trade shows and conferences and writing for trade magazines.

training programs and choose one to implement in your business to help grow these employees up to the level you need them to be.

Use AI to Buy Back Time

Let’s be clear: You don’t need to “implement AI” like you’re a tech startup. But you and your staff can use a tool or two to take some of the weight off your shoulders. And remember, AI is just a tool. It’s a new kind of software, and your competitors are using it to get quicker and better results.

Ways to Start:

• List Cleaning: When emailing or texting your current clients, there are specific rules you will need to meet so you won’t get penalized, blacklisted, or worse. Using AI to clean these lists and making sure you are only going back 18 months and/or those customers that go back further have opted into your list and you have a record of this.

• After-hours customer service: More than 40% of consumers are searching for what you do after hours. The companies that give them ways to schedule at their convenience will be the companies that get that business. Using AI-powered customer service chat tools on your website, whether to gather the information for the next morning or allow them to book the service right there, is both a cost saver and a money maker. You can also do this with a voice AI that will answer the after hours calls as well as take any overflow calls during the day so no call goes unanswered.

• Marketing help: Need an idea for social media? Want to write an email or answer a bad review? All these things and more can be run by AI to get

ideas or clean up emails and answers to reviews.

This Quarter:

Pick the part of your day that wastes the most time. Reviews? social media posts? Emails? Test one AI tool to see how it helps. Explore an AI solution for scheduling or customer service. Talk to your staff and see if any of them are using it and see how they would use it at work. Embrace the new technology, because it’s not going away.

Your Relationships Are Your Safety Net

Your current customers already trust you. In a volatile market, that trust is one of your most valuable assets. Don’t forget about this fact and leave it on the table.

Find Simple Wins:

• Send a check-in message. Not a sale—just a friendly “How are things holding up at home?” You’ll be surprised how many people write back. When they do, have a great conversation and ask if they know of anyone looking for a “spring special." They might be the ones that need it most.

• Make referrals easy. First of all, this is for your best customers. Provide a prewritten email they can forward (AI can help with this), offer a small thank-you bonus, or simply ask. Happy customers are often glad to help but only if you ask them.

• Show behind-the-scenes moments. Real people want to see the real side of your business. Short videos or photos of your team doing great work build trust and visibility. Ask them if they have any photos or videos showing the work you did to share it with you and let them know it’s to include on your website and

social media accounts. The worse they can say is no.

Specific Actions You Can Take Next

This Week:

• Rework the messaging for your most profitable services highlight savings, protection, or urgency.

• Send a friendly check-in to past customers (18 months to current unless they have opted in).

This Month:

• Reach out to one local school or training program to explore for hiring.

• Look at your customer process and identify one AI tool to test (start small!).

This Quarter:

• Build one package that bundles services around a seasonal or protective benefit.

• Offer a referral program to boost word-of-mouth business.

We know running a small business is hard enough without added economic pressure. But you don’t need to do everything all at once. Small, steady moves make all the difference.

Remember, the businesses that weather the leaner times won’t be the flashiest or the most high-tech. They’ll be the ones that stayed connected to their customers, got creative with their team, and used the tools they had—smartly.

As long as you’re figuring it out, you’re not falling behind. ■

Quality Means Doing It Right When No One Is Looking

PAID ADVERTORIAL

OOwens Chimney Covers often highlights the importance of nurturing relationships and celebrating our talented team. Now, let’s focus on what put us on the map—our attention to detail.

Pretty much all caps and chase covers look the same when they are 50 feet up in the air. But what about before they are installed? Custom chimney caps are not inexpensive. We want to make something that we are proud of and that others will see the value in. We have made it a point to show our customers the final product before it is installed when possible.

Before we took the leap to manufacture caps in-house, we had some challenging moments regarding quality. I can recall specific scenarios in the past when a field technician would remove the item from the truck to install and the customer would come over and say, “Is that it?!” in a disappointed tone. They trusted us and we essentially failed them. The quality of the product must match the price. These interactions, though painfully embarrassing, helped to fuel the fire and get the motivational wheels turning in our minds. Start with the basics and build off that!

Little details that may not seem to be a big deal to others were a big deal to us. Some examples are as simple as evenly spaced welds or rivets or the effort to “beef up” Pot Topper chimney caps to make them look as valuable as what was quoted. If you have ever sold and installed a Pot Topper then I’m confident that you can relate to that scenario. Enhancements like these allow for the product to become more durable and aesthetically pleasing.

Here is another scenario regarding quality to consider. Many of the professionals in our industry sell and install wood stoves. There is an extensive list of manufacturers that you can choose from. Despite all the options that are out there, it is most likely that you are choosing to sell higher quality woodstoves from manufacturers that you trust. If you are like us, you want to do business with those that you believe care about the product and experience. Just like any industry, there are manufacturers that sacrifice quality, and it is noticeably evident. However, if those stoves are burned properly and serviced annually, then they will last just as long as any other stove. Even knowing this, we wouldn’t consider selling these to a customer because we are trusted experts and know that there are better options available to them. We set ourselves apart by offering the absolute highest quality item with even the subtlest details.

In closing, we’d love the opportunity to earn your business! We know that we can fabricate custom items that you and your customers will find value in. What are you waiting for?! ■

“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives.”

COACH'S CORNER

YCut the Costly Fumbles

By Jerry Isenhour, Coach and Consultant, CVC Success Group

You're watching a football game. It’s down to mere seconds, and the offensive team is inches from the goal line, trailing by three points. All they need to do to win is hand the ball off cleanly to the running back, who must then power forward just a few feet and cross into the end zone. But when the ball is snapped and handed off, there’s a fumble. The ball hits the turf and is recovered by the opposing team. Time runs out. The game is lost.

What does the team do after a loss like this? They study the film. They analyze what went wrong. They refine their process to avoid making the same mistake again. Because too many fumbles, and your shot at the playoffs is gone.

So how does this relate to your business? In business, a fumble often results in inefficiencies and those inefficiencies cost money. Whether it’s rework, delays, rescheduling, or lost customer confidence, each fumble cuts into your profit. It causes stress, increases job costs, and delays timelines.

Here’s the hard truth: it takes sales dollars to make up for every dollar lost to a job site fumble. And depending on your profit margin, it takes a lot of them. If your net profit is 5%, you need $20 in sales to recover a single dollar of inefficiency. At 10%, it's $10 in sales. At 15%, $6.67. At 20%, $5.

Now here’s the sobering part: when companies begin tracking their inefficiencies, it’s not uncommon to discover that 12% to 15% of revenue is lost to them. Let’s say your business grosses $1,000,000 annually. At 12% inefficiency, that’s $120,000 lost every year. If your net profit is 15%, think about how much in sales you need just to break even.

Here’s what’s even more surprising: 95% of those lost dollars come from labor, not materials. But while damaged materials stand out, wasted man hours often get overlooked just chalked up as "the way it is."

So how do you fix it? Here’s a process I recommend to get a handle on inefficiencies and increase your bottom line. According to lean experts, even a 5% reduction in inefficiencies can boost your profit by 35%. That means a healthier company and a more valuable business, especially if you're considering a future sale.

Here’s your game plan:

1. Appoint a "Fumble Detective": This person will track all inefficiencies and start gathering data.

1. Create a reporting system: All incidents must be reported daily or as they happen.

1. Investigate the cause: Conduct postmortem inspections to determine why it happened.

2. Assign a cost: Tally both labor and material costs associated with the fumble.

3. Identify the root issue: Most causes fall into one of three categories:

• No procedure (no SOP)

• The procedure is flawed

• Someone didn’t follow the procedure

4. Fix the system: Update procedures, provide training, and communicate clearly.

When you do this work, you'll be amazed at what you uncover. A common theme? Communication breakdowns. Information isn’t collected, or it isn’t passed along properly as a job moves from one phase to another. Assumptions get made. Verbal instructions are forgotten. Human error takes over.

Think about it: Have you ever lost a sale because the salesperson didn’t gather the right details, and the install crew ran into unexpected obstacles? Have your installers ever arrived at a job only to find the wrong part, or no part at all? Have they opened the box to find a damaged component? These issues are frustrating, costly, and preventable.

The goal? Get your inefficiencies below 1% of gross revenue. If you currently have $120,000 in losses on $1 million in revenue, bringing that down to $10,000 adds $110,000 directly to your bottom line. Do the math for your own business.

Often when I visit a business and start asking about fumbles, the leadership team insists they don’t have much. Once I observe the operation, it’s clear: they’ve just grown used to the inefficiencies. But can any business afford to just accept lost profit? Not if you want to maximize your ROI.

Here’s the final piece: you need buy-in from your team. That means showing them what’s in it for them. Better systems lead to less stress, smoother jobs, and more opportunities. If you’re a strong leader, you know that when the company thrives, the whole team benefits.

But remember: reducing inefficiencies isn’t an overnight fix. It takes time. It takes leadership. And it takes follow-through. Once you see the impact on morale and profit, you’ll never look at a fumble the same way again.

Like Zig Ziglar said, “You don’t have to be great to start, but you have to start to be great.”

Start today. Start with one play. Just don’t keep fumbling the ball. ■

Your Waste Reduction Game Plan

1. Appoint a Fumble Detective

Who's responsible for tracking daily waste?

Name:

2. Identify the Fumbles

Which issues happens the most often?

3. Find the Cause

For one recent issue, what went wrong?

Issue:

Cause:

4. Estimate the Cost

Roughly how much did that fumble cost?

Time lost: hrs x $

Materials wasted: $

Sales needed to recover: $

5. Call the Play

What's your fix?

Solution:

5 Proven Strategies to Accelerate Business Growth

By Darin Bibeau, CEO/Owner, National Chimney

IIn today’s fast-paced world, achieving business growth isn’t just about working harder, it’s about working smarter. For entrepreneurs and business leaders constantly juggling competing priorities, identifying efficient strategies to scale their organizations can be a gamechanger.

Welcome to the second installment of the “GSD Hacks” series, where we break down actionable tips to help you Get Shit Done and grow your business. In this article, we’ll explore five proven strategies to accelerate business growth and boost efficiency, ensuring your time and resources are spent wisely.

1. Leveraging Social Media for Brand Visibility

In the digital era, social media is more than a communication tool—it’s a powerful platform for building brand awareness, engaging with your audience, and driving sales. With billions of active users worldwide, platforms

like Instagram, LinkedIn, Facebook, TikTok, and Twitter offer unparalleled opportunities to reach your customers. But the key isn’t just being active; it’s being strategic.

Hack for Efficiency:

Focus on platforms that align with your audience demographics and create a content calendar to streamline your posting schedule. Invest in tools like Hootsuite or Buffer to automate posts and track engagement metrics. Remember, consistency is critical—show up regularly and authentically to stay top-of-mind for your audience.

base. Whether it’s targeting a different geographic region or offering a new product line, this strategy can open doors to untapped opportunities.

Hack for Efficiency:

Start small by testing the waters with a pilot program or limited release. Expansion doesn’t have to be overwhelming—break it down into manageable steps and analyze results to refine your approach.

3. Building Strategic Partnerships

2. Expanding into New Markets or Niches

Sometimes, the fastest way to grow is to think outside your current sandbox. Expanding into new markets or niches allows businesses to diversify their revenue streams and reduce dependence on a single customer

Collaboration is often the fastest path to innovation and growth. By forming strategic partnerships with complementary businesses, you can pool resources, tap into new customer bases, and strengthen your market position. Whether it’s co-branding a product, cross-promoting services, or sharing distribution channels, partnerships allow you to leverage collective strengths.

Hack for Efficiency: Identify potential partners with aligned values and complementary offerings. Use LinkedIn or industry networking events to connect with decision-makers. When approaching a partnership, focus on creating win-win scenarios. The right partnership can help you scale faster without requiring significant upfront investment.

4. Investing in Employee Development

Your employees are your greatest asset, and investing in their growth pays dividends for your business. Skilled, motivated, and engaged employees drive innovation, improve customer satisfaction, and increase productivity. By fostering a culture of continuous learning, you can create a workforce that adapts to changing market demands and actively contributes to business growth.

Hack for Efficiency: Implement low-cost development initiatives, such as online training platforms like Coursera or Udemy, or host monthly “lunch-and-learn” sessions. Encourage mentorship programs within your organization to facilitate knowledge-sharing among team members. Employee development doesn’t have to

break the budget—a focus on small, consistent efforts can have a big impact over time.

5. Using Data Analytics for Decision-Making

In today’s data-driven world, gut instincts alone aren’t enough to fuel sustainable business growth. Leveraging data analytics allows you to make informed decisions, identify trends, and optimize operations. From tracking customer behavior to measuring campaign ROI, data insights provide a clear roadmap for scaling your business.

Hack for Efficiency: Start with free or affordable tools like Google Analytics or HubSpot to gather and analyze data. Automate reporting processes to save time and ensure regular access to insights. Data-driven decision-making helps you allocate resources where they matter most, minimizing waste and maximizing impact.

Conclusion

Accelerating business growth doesn’t require reinventing the wheel—it’s about applying proven strategies with efficiency and intention. Whether you’re leveraging social media to boost brand visibility, exploring new markets, building strategic partnerships, investing in employee development, or harnessing data analytics, these hacks can help you scale faster without unnecessary stress. The key is to remain adaptable, proactive, and focused on longterm results.

Stay tuned for the next installment in the “GSD Hacks” series, where we’ll dive into more actionable tips to help you conquer inefficiency and achieve your goals. In the meantime, start implementing these strategies today and watch your business growth take off! ■

This is the second article in a four-part series called "GSD Hacks" focused on quick tips and life hacks to improve efficiency written by Darin Bibeau, CEO and owner of National Chimney.

REGIONAL UPDATES

REGION 4

Debbie Wiedwald Region 4 Director

IAT-LARGE

Brian Barclay At-Large Supplier Representative

I'm glad this month’s Sweeping focuses on business growth. Entrepreneurship runs in my family; my dad and grandparents were small business owners. My dad had a saying: “Volume hides a multitude of sins.” When business is going well, it is easy to overlook best practices.

In the years prior to my dad’s death, I found myself admitting to him that he was right. I have learned that sustainable growth needs more than hard work; it requires structure. Delegating, holding people accountable, tracking key numbers, and documenting systems are areas I continue to improve.

Too often, I have been the bottleneck in the business—my desire for control limiting our growth potential. Fortunately, today’s communication tools make delegation and follow-up easier. Ongoing learning through networking and training has also helped me better understand and apply key performance indicators.

Business growth is not just about getting bigger— it is about getting better. I am grateful to my dad and grandparents for their business leadership.

Happy Father’s Day to all the fathers in the industry as you are celebrated during this month. ■

WWith over 28 years in the industry, you’d think offering advice to my younger self would be easy— but I don't find it that simple. What stands out most is the importance of getting involved in trade organizations and industry peer groups. For much of my career, I wasn’t active in groups like the National Chimney Sweep Guild (NCSG), Chimney Safety Institute of America (CSIA), or Hearth, Patio & Barbecue Association (HPBA). Looking back, I realize how much I missed out on—opportunities to build knowledge, strengthen relationships, improve technical skills, and increase my overall value to the industry.

Joining the NCSG Board of Directors this year has opened my eyes to the broader landscape of our trade. Connecting with others who share the same passion has been both humbling and inspiring. This role has motivated me to reach out further, to learn from peers, and to share what I’ve picked up along the way with others in the industry I’ve come to know and love. ■

FEBRUARY 24-28, 2026 • K ANSAS CITY, MO

UPCOMING EVENTS

Under Pressure—How Air Moves Through a Home

June 6, 2025 | 1059 Plymouth East Road, Greenwich, OH 44837

This hands-on course covers air movement, pressure measurement, and manometer use, focusing on how natural draft appliances interact within a home’s system. Includes HAM House demonstrations.

Pellet Stove Troubleshooting with Basic Electric

June 9, 2025 | 3837 N High School Road, Indianapolis, IN 46254

This hands-on class covers pellet stove fundamentals, electrical basics, ohm meter testing, fuel and venting principles, and full stove disassembly and reassembly—demystifying these systems.

Under Pressure—How Air Moves Through a Home

June 10, 2025 | 5255 Noggle Way, Indianapolis, IN 46237

This hands-on course covers air movement, pressure measurement, and manometer use, focusing on how natural draft appliances interact within a home’s system. Includes HAM House demonstrations.

Residential Chimney Service Roof Training for Competent Persons

June 12, 2025 | 1123 Delaware Avenue, Lexington, KY 40505

OSHA-approved roof safety training for safety managers and technicians, covering SOPs, compliance, and regulations.

Under Pressure—How Air Moves Through a Home

June 16, 2025 | 741 Hastings Drive, Buffalo Grove, IL 60089

This hands-on course covers air movement, pressure measurement, and manometer use, focusing on how natural draft appliances interact within a home’s system. Includes HAM House demonstrations.

Residential Chimney Service Roof Training for Competent Persons

June 17, 2025 | 741 Hastings Drive, Buffalo Grove, IL 60089

OSHA-approved roof safety training for safety managers and technicians, covering SOPs, compliance, and regulations.

WETT AGM and Conference

June 25-27, 2025 | 21 Lakeshore Drive, West Penticton, BC V2A 7M5

The WETT Conference offers a dynamic blend of expert-led education, hands-on training, industry networking, and the latest innovations in solid-fuel-burning technology.

Q3 Micro-Mentorship Roundtable

July 16, 2025 at 6:00 pm EST | Virtual/Zoom

Join your fellow NCSG members to discuss real-world topics like marketing, hiring, and operations—guided by experienced mentors and designed to spark insight and connection.