HVACR BUSINESS JULY 2022 by HVACR Business

Collaboration is Smart Capital Heather Langone 5

Running Your Business is a Team Sport Jeremy Pruitt 10

Remaining Proactive in the Face of a Labor Shortage Mark Swepston 12

The Many Benefits of Building a Family Brand Keven Prather 20

HVACRBUSINESS.COM JULY 2022 / VOL.17 / NO.7

WOMEN IN HVACR:

SPOTLIGHT ON JESSICA BANNISTER Page 6

ALSO INSIDE » Business Insights: Turn Up the Heat on Your Marketing with Scorpion’s Tools & Tech......................16 Stupid Things Series Ruth King.............................18 Product Focus .............................................................21 20 Questions with Erica Estes, Owner of Southern Heating & Cooling, and Tops in Trucks winner.....................................................22

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CONTENTS

JULY 2022 / VOL.17 / NO.7

F E AT U R E S

6 10 12

Women in HVACR: Spotlight on Jessica Bannister

An in-depth interview with Jessica Bannister, HVACR apprentice at Cam Cool Refrigeration Inc., Toronto, Canada Heather Langone

D E PA R T M E N T S

A move to collaborative management is a smart business investment By Heather Langone

Running Your Business is a Team Sport

Pruitt compares a winning game strategy to running a successful HVACR business Jeremy Pruitt

Remaining Proactive in the Face of a Labor Shortage Tips on how to creatively think outside of the box to recruit and combat the labor shortage Mark Swepston

C O LU M N

Stupid Things HVACR Contractors Do in the Summer Part #2

The Many Benefits of Building a Family Brand

The Stupid Things series continues with the stupid mistakes contractors make and how to avoid them Ruth King Prather reaches out to Chris Smith, founder of the Campfire Effect, on how to define and build a family brand Keven Prather

Editor’s Notebook

21 22

Product Focus 20 Questions with Erica Estes Owner of Southern Heating & Cooling, and Tops in Trucks winner

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THE HVACR MANAGEMENT MAGAZINE

TERRY Tanker Publisher ttanker@hvacrbusiness.com HEATHER Langone Managing Editor hlangone@hvacrbusiness.com MEGAN LaSalla Art Director mlasalla@hvacrbusiness.com

ADVERTISING STAFF ERIC Hagerman National Sales Manager Tel 216-409-3246 ehagerman@hvacrbusiness.com TERRY Tanker Publisher Tel 440-731-8600 ttanker@hvacrbusiness.com

BRUCE Sprague Circulation Manager bs200264@sbcglobal.net BARBARA Kerr VP Operations bkerr@hvacrbusiness.com

HVACR Business, founded January 1981, is a monthly national trade magazine serving contractors, mechanical engineers, manufacturers, manufacturer representatives, wholesalers, distributors, trade associations, and others in the heating, ventilating, air conditioning and refrigeration (HVACR) industry primarily in the U.S. The editorial focus and mission of HVACR Business is to provide business owners and managers with the very best business management concepts available. Critical topics covered include leadership, management, strategy, finance, sales, marketing, training, education, staffing, operations, human resources, legal issues, customer service and more. We are dedicated to helping contractors master these key management skills and provide them with the resources necessary to build strong, profitable companies. Every effort is made to provide accurate information, however, the publisher assumes no responsibility for accuracy of submitted advertising and editorial information. Copyright©2022 by JFT Properties LLC. No part of this publication may be reproduced or retransmitted in any form or by any means, including, but not limited to, electronic, mechanical, photocopying, recording or any information storage retrieval system, without the prior written permission of the publisher. Unauthorized copying may subject violators to criminal penalties as well as liabilities for substantial monetary damages up to $100,000 per infringement, costs and attorneys’ fees. This publication should not be utilized as a substitute for professional advice in specific situations. If legal, medical, accounting, financial, consulting, coaching or other professional advice is required, the services of the appropriate professional should be sought. Neither the authors nor the publisher may be held liable in any way for any interpretation or use of the information in this publication. The authors will make recommendations for solutions for you to explore. Any recommendation is always based on the authors’ research and experience. The information contained herein is accurate to the best of the publisher’s and authors’ knowledge; however, the publisher and authors can accept no responsibility for the accuracy or completeness of such information or for loss or damage caused by any use thereof. Subscription Rates: Free and controlled circulation to qualified subscribers. Non-qualified persons may subscribe at the following rates: U.S. and possessions: 1 year $48; 2 years $75; 3 years $96; Canadian and foreign, 1-year $108 U.S. funds only. Single copies $8. Subscriptions are prepaid, and check or money orders only. Subscriber Services: To order a subscription or change your address, write to HVACR Business, 31674 Center Ridge Road, Suite 104, North Ridgeville, OH 44039 or call (440) 731-8600; or visit our Web site at www.hvacrbusiness.com. For questions regarding your subscription, please contact bkerr@hvacrbusiness.com. HVACR Business (ISSN 2153-2877) Copyright ©2022 is published monthly by JFT Properties LLC,31674 Center Ridge Road, Suite 104, North Ridgeville, OH 44039, Phone: 440731-8600. Periodicals postage is paid at North Ridgeville, OH and additional mailing offices. (USPS 025-431) POSTMASTER: Send address changes to HVACR Business, 31674 Center Ridge Road, Suite 104, North Ridgeville, OH 44039.

31674 Center Ridge Road, Suite 104 North Ridgeville, OH 44039 Tel: (440) 731-8600 Web site: www.hvacrbusiness.com (ISSN: 2153-2877)

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EDITOR’S NOTEBOOK

BY HEATHER LANGONE

Collaboration is Smart Capital

t’s been proven that a collaborative management strategy can lead to higher motivation and increased productivity. It need not be an either-or proposition – only collaborative or hierarchal. Adapting to a more collaborative strategy and allowing it to fit with your company’s processes, can be beneficial to your business. It’s what I call, smart capital. Funds up, defines it as “…wealth in the form of money, knowledge, and expertise owned by a person.” – the best definition in my opinion. In the HVACR industry, this style can work quite effectively because teams are often already working independently when out in the field. More collaboration may only be needed with long-term goals, team building, processes evaluation, and customer service. But it can still greatly benefit the company’s bottom line. Below are all the reasons why a move to collaborative management, is a smart investment in your business.

A good balance will foster a company culture that feels more collaborative.

BOTTOM-UP MANAGEMENT VS. TOP-DOWN MANAGEMENT What is Bottom-Up Management?

Bottom-up communication is a more collaborative approach. It requires senior-level managers to be inclusive of employees’ ideas both in the creation and delivery of an overall business objective. In a bottom-up approach, management encourages the team to contribute to decisions that affect their department and the business holistically. For management, it requires executives to empower employees to carry out assigned tasks, without micromanaging them.

What is Top-Down Management? The top-down approach is a management process akin to autocracy. This is typically referred to as a hierarchical management style. Managers assign tasks to lower-level employees without collaboration. Certainly, there needs to be management decision-making at the highest level. Eliminating all higher-ranking management is not the idea here. A good balance will foster a company culture that feels more collaborative. Studies show that a balanced approach with a larger focus on a holistic bottom-up strategy, allows employees to feel included and as such, more motivated to deliver. A study from the Harvard Business Review compares biological systems to business systems and concludes: 1

Leaders must avoid…trying only to directly manage individual behavior and instead seek to shape the context for that behavior. Questions or rules aimed at fostering autonomy and cooperation…can be more effective than top-down control in shaping collective behavior. 1

https://hbr.org/2016/01/the-biology-of-corporate-survival

VALUE, MOTIVATION & PRODUCTIVITY

When employees feel like their feedback matters, they feel more valued. When they feel more valued, there is a level of empowerment and trust that occurs. This interaction leads to increased productivity which shows up as increased profitability for your business. That is smart capital. The chain of cause and effect that the Harvard study so brilliantly charts, is the reason this approach can lead to best business practices and increased productivity. How can you begin to foster a collaborative company culture now? Below are tips on how to change the culture from hierarchal (top-down) to more collaborative (bottom-up): 1. Create Opportunities for Collaboration If this is new, assess where there is room for collaboration. Perhaps employees might have ideas to elicit more service reviews, ideas for better recruitment or training processes, and maintenance reward plans. 2. Assign Collaborative Leaders from Your Senior Team Meet with your senior team first to explain your vision and the need to foster a more collaborative company culture. Assign the leaders to head the collaboration on respective tasks. Be clear about the micro and macro goals and expectations. Include benchmarks, team suggestions, and follow-up meeting dates. 3. Companywide Meeting Meet with the entire team to let them know about forthcoming changes. Be clear on your intention and explain that more collaboration may ultimately mean more initiative and responsibility. This first meeting is your opportunity to get feedback on where changes are needed and to assess any potential resistance. 4. Resist the Need to Veto If you’ve been running the business with a top-down approach, you may be more comfortable striking ideas with quick vetoes. Resist the need to veto any feedback at first. Hear it out and allow each employee to support his or her idea, before striking it down. 5. Create Departmental Team Accountability If you truly want a culture of collaboration, let department teams meet individually at the beginning stages of a project. Allow employees to be accountable to respective team members. Social cues will dictate that they deliver on expectations. Then, at company benchmark meetings, assess the status, progress, and/or stagnation of the project. If you commit to creating a more collaborative company culture now, the research indicates that this change will trickle down and result in increased productivity. And there it is – we end where it all began – smart capital! HVACR BUSINESS JULY 2022

WOMEN IN HVACR: SPOTLIGHT ON JESSICA BANNISTER

Qualified HVACR Talent vs. Overwhelming Demand BY HEATHER LANGONE

pervasive issue in the HVACR industry has been the shortage of qualified talent to fill the demand for work. It’s an industry-wide problem plaguing HVACR business owners. Over the years we have published articles on the need for collective recruiting efforts within the industry, and the difference these efforts do make. Still, the problem persists… Here’s why you are feeling the pain: In 2019, a report in the National Science Board, projected that there would be “3.4 million unfilled jobs in skilled labor by 2022, and “…and there will continue to be serious demand for

HVACR BUSINESS JULY 2022

I would say there are challenges… but women grossly underestimate their abilities. I think, there is no way that I can do that and then I try it and think, I was able to do it. What else can I do? skilled positions like technicians, plumbers, and electricians …well-paying jobs with promising career prospects.” And, as reported by the Air Conditioning Contractors of America, “more than 10% of HVAC technicians are currently female. With an

expected worker shortage of 115,000 people, the female workforce in these skilled positions is expected to rise.” Add to that, the industry has no coordinated recruitment efforts, and we are left

with a growing need that will significantly increase over the next decade. We continued to write about this topic because we believe it is possible to reverse the trend – (See our article in Staffing & HR titled, Reverse the Trend for more on that). Outlined below are small steps that you our readers can take to make a monstrous impact…

10 SMALL STEPS TO COORDINATE RECRUITMENT: 1. Set up or sponsor recruiting events at high schools and trade schools

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2. Sponsor sports teams. Have a presence in the community to garner interest 3. Sponsor training events for vocational students wanting to pursue a trade 4. Offer to match fees for training to qualified candidates 5. Offer scholarships for training or qualified students 6. Advertise at trade schools

For International Women’s Day this year, I posted a photo of myself and my refrigeration textbook on Instagram. In the photo, I had one foot in a boot and the other foot in a high heel. It’s like… we can love what we do and be whatever we want and stomp out stereotypes.

7. Get to know instructors at local schools 8. Become an instructor 9. For family-owned businesses, start legacy planning now

works hard to spread the word through her Instagram and YouTube channels. She also shared a bit about her plans with Women In HVAC-R, a Canadian organization for which she serves on the board. Bannister plans to speak at schools to educate students about a potential career in the trades. Following is an excerpt of my conversation with Bannister.

You and your brother both work for your dad’s business. What are your expectations of each of your roles once your dad retires? Our roles are quite different already because on top of my “in the field” work, I do all the admin work, such as managing schedules, quotes, jobs, and invoices using Jobber, our business management software. I think my brother and I will take over as a 50-50 partnership together. I would, in the short term, like to grow a little bit. I'd like to hire a few more people and support a couple more families. My dad has kept it small deliberately. He’s done that for his reasons. But I'd like to expand the company. Beyond that, I think it'd be great to continue being a spokesperson for women in skilled trades, specifically, HVACR. Whether that means being a spokesperson or whether that means working as an instructor in a classroom, it's important to me. And I think it’s important not only for girls but for guys as well. They need to see a female instructor at the head of the class, you know? It is important to see

10. Be the example for other HVACR business owners 11. Make HVACR cool again Change is possible.

A REVERENT HVACR TECHNICIAN. A FIERCE HVACR CHANGEMAKER. Enter Jessica Bannister – a woman who is working to change the HVACR industry through mentorship, professionalism, and leading by example. Currently, Bannister works as a level 3 apprentice technician at her family-owned company, Cam Cool Refrigeration Inc. in Toronto, Canada. Bannister doesn’t look like the stereotypical HVACR technician. Always keenly aware of her professional appearance so she will be taken seriously, she noted that as a female, there is more to it. She yearns to show other women that they too can be multi-layered and still get excited about a career in the trade.

continued on page 8

While she is just getting started, she has quickly become one of the most prominent faces for women in the HVACR industry over the past five years. Bannister made sure to clarify that she takes this responsibility seriously. And, while also quick to point out that she has absolute reverence for those who have paved a path for her to do this work – especially as the daughter of an HVACR business owner – there is a real understanding on her part that she is changing the stigma. During the interview, my impression was that of a confident, serious technician. Yet, I found her to be more than humble as well. Moreover, her enthusiasm for the work was infectious. Bannister seems excited by how bright the future looks for women wanting a career in the skilled trades. As such, she

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Photo credit: Jessica Bannister

HVACR BUSINESS JULY 2022

continued from page 7

a teacher who is also a technician giving the lectures and everything that that entails. I think it’s vital to have that kind of representation. So… yes, I’d say in the short term, I'm going to be with the family, and continually push for more women in the skilled trades.

Moving forward, as you attract more women into the industry just through your example, do you have a marketing strategy to attract more female technicians? Yes. I think it's going to be through my work with Women in HVAC-R, our Canadian organization. The one that I mentioned to you earlier and for which I'm currently the president. We’ve just celebrated our very first anniversary in March. But I think that [organization] will be the catalyst for my role as a spokesperson for more women. Already, I feel like I am making progress. I’m heading to the CMPX

You need to be confident. If they give you trouble about still being an apprentice, own it. Yes. I am still an apprentice, I am learning… conference this week and I have to say, in my daily life already, I feel a little bit like a celebrity. People are extremely excited to meet me. I was just on the cover of the Plumbing + HVAC magazine. It’s all so exciting.

What challenges do you see for women in HVACR? There are challenges, namely the physical abilities needed to do the job. I would add that women grossly underestimate their abilities, even their physical abilities. I have done it myself. I think, there is no way that I can do that. Then I try it and think, I was able to do it. What else can I do?

Let’s talk about the stigma you face in your day-to-day role… Do you feel it at all? Yes. There is a stigma, not only around HVACR but the trades in general. I think that's something we have to fix more on a parental level. For both boys and girls, I would say the trades (versus universities) still have a stigma attached. And parents and schools are still pushing for universities and colleges as the only way. I think they should be talking about trade schools just as much, if not more. It’s a viable option, one that offers a satisfying and lucrative career and offers little to no student debt after graduating. You come out with work experience and an income. Especially, parents

of girls who consider these kinds of careers need to remain open-minded. My dad has always been a refrigeration mechanic. My brother became a refrigeration mechanic right after graduating high school. It was just natural for him, but it was never a possibility for me. It never occurred to me to say, “Hey dad, can I try this?” And it never occurred to him to say, “Hey, Jess, do you want to try this?” I feel like if I had seen a woman doing what my dad did at the time, it might have been a different consideration, whether I had pursued it or not. I would have thought about it as a possibility and had the choice to say, “Well, okay, let's make that decision.” When I first started getting the message out on social media, I was so enthusiastic. I told anyone who would listen to try working in the skilled trades. Now, I realize that it is not for everyone. The work is geared toward a specific type of person. First, it can be a dangerous and dirty job. It’s a physically demanding job. But with all that, we need to be more

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open-minded, so that it is at least a considerable possibility for young girls and boys. I push my message on social media hard, but I also try to portray myself in a certain way. Yes, my job is dirty, but I dress clean-cut, in professional attire – deliberately. I want to show that I will get dirty, but it's fine, I am still professional; I carry myself as such. I need to look good not only for women to see the possibilities but also for our customers and the image of our business. I keep a clean-cut, professional image always.

five years, he has seen so many more women coming through the front doors. It’s happening. I am not a pioneer by any means. I know I am not the first HVACR woman or HVACR tech to pave the way. But with social media as a platform, we can now share our experiences, and because of that, things are changing. For whatever reason, Instagram has become this great community of trades. People who are supportive and encouraging – we all share. It's amazing.

...Working with my dad and brother... I have been able to learn the relationship-building part of the business and the product knowledge and all that goes with it.

I spoke to a woman in Toronto who has traveled a similar career path, but she is ten years ahead, both in age and experience. She was saying how she wished that she had had that kind of community when she was still an apprentice. It’s so great to bounce ideas off people, you know? If I'm having this really bad day or I come across a technical issue, I can reach out. It’s fantastic!

What advice would you give to women (and men), on how to build relationships with vendors so that they begin to trust you? I have been a bit sheltered working with my dad, and my brother. I feel like they have my back behind the scenes. I have been incredibly lucky. I have been able to learn the relationship-building part of the business and the product knowledge and all that goes with it, all at the same time. But I do think it is important to find a company that will nurture you as you gain these skills. A company that will help guide you through.

In closing, is there anything that you would like to say about women in the industry that you haven’t? Yes, only to reiterate a sentiment from a quote I like, “You can't be what you can't see.” I feel like if you are willing to put yourself out there and let other people see you as a skilled female in the trades, it matters. I try to push that message on social media. On International Women's Day, I read this comment by a woman who works in the industry. She works as a welder, and she was lamenting that she has become the “token” woman. Every time there's a media opportunity or a photo op or whatever, she said, “I'm shoved at the front because I'm the girl. I don't want to be the token girl. I just want to put my head down… do an excellent job.” There is that point of view as well. I appreciate having read her viewpoint because I'm always expressing to women that they need to put themselves out there.

Does Women in HVACR focus on mentoring young technicians, especially females? Mentoring is a big part of it. I always say you need to be confident. If anyone gives you trouble about still being an apprentice, own it. Yes. I am still an apprentice, I am learning, but just know that I'm highly supervised. There is someone always supervising my work. You must be confident and assertive and know that you are there because you are supposed to be there.

Do you think you can set the example and connect the dots for women who do not want to travel the traditional corporate route? I think so.

According to the Institute for Women’s Policy Research, during the last five years, the number of tradeswomen increased by almost one-third (32.1 percent). What are your thoughts on that? The problem that I find right now with my social media marketing is that I'm preaching to the choir. Those seeing my

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message right now are already in the trades or involved peripherally. So, I am trying to figure out how to get the message out [to new prospects]. That is what my organization Women in HVACR, is trying to help with, especially when it comes to speaking to schools. I need to speak to younger kids – and not only the kids but their parents as well.

As a new face in a maledominated industry, you are also breaking stereotypes associated with females who

choose to work in a technical field. Is that intentional on your part? Yes. For International Women’s Day this year, I posted a photo of myself and my refrigeration textbook on Instagram. In the photo, I had one foot in a boot and the other foot in a high heel. It’s like… we can love what we do and be whatever we want and stomp out stereotypes. The other day, I had coffee with a supplier whom I have not worked with yet. He revealed that even in his branch, over the last

But reading her statement made me step back. This is what works for me. I want to be out there. I’d say to women, if you're willing to put yourself out there, please do it! With that, we closed our conversation. Over the next few days, I was left with one lingering thought… Visibility can affect meaningful change. See it and you can be it. Period. u

Heather Langone is Managing Editor at HVACR Business Magazine.

HVACR BUSINESS JULY 2022

RUNNING YOUR BUSINESS IS A TEAM SPORT BY JEREMY PRUITT

s a fan of football, after watching the NFL draft picks, it’s hard not to make a comparison between how players prepare for draft day and the start of the NFL season, to how HVACR business owners, prepare for the busy season. Based on my experience, having prepared for more than a few of these busy stretches, I thought I’d offer a few tips for your “pregame” regimen, so you can be your best when it’s time to play at peak performance. I’m hyped and ready to play! If you’re with me, then let’s go!

THE WORKFORCE PREGAME: PREPARING FOR THE BUSY SEASON Many of your employees may be fighting through residual fallout from last

HVACR BUSINESS JULY 2022

View stress as an opportunity to overcome an obstacle … it can be good for you—even inspiring. season, given that the industry has weathered some wide swings in volatility due to supply issues. But let’s use those growing pains to learn instead of ignoring them. In the NFL, there is an emphasis on changing your mindset – not allowing negative thoughts to get in your head and affect the game. So, if your team lacks morale, if there is residual pain from a less-successful season, change your collective attitude. As an HVACR manager, while it’s never effective to ignore issues expressed by your technicians or staff, once heard, rally the team so that they stay positive. You set the

example. If your staff senses trepidation from you, that fear mindset will only trickle into the culture. Following are a few tips to manage company morale: • Hold weekly or daily meetings and allow employees to express concerns • Get to know your employees and utilize their unique strengths • Encourage employees to use vacation time and personal days – they may be worried about losing jobs, but it’s vital

to protect their physical and mental health • Make sure that all team members ask for reviews and/or customer feedback at every appointment. • Stay ahead of the curve. Read all the reviews. Check-in with the team!

COMPANY CULTURE: AS THE LEADER, CHANGE YOUR MINDSET It’s vital that as the head of the organization, you promote positivity both by example and as part of the company culture. According to Allison Holzer, co-author of Dare to Inspire: Sustain the Fire of Inspiration in Work and Life, resetting your mindset during the busy season, is essential to successful performance.

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The importance of communication in sports and business cannot be understated. But the word “communication” is often overused and has become almost a cliché term in business. We’ve all seen managers who communicate, but is it effective communication? Therefore, implementing effective communication within your company as part of the overall daily culture is key. Start by understanding what being an effective communicator truly means. After all, you can’t play the game without understanding the rules.

INCREASED PRODUCTIVITY IS DEPENDENT ON EFFECTIVE COMMUNICATION Recent research confirms that effective communication in business can increase productivity. According to Expert Market, in an article titled, The Importance of Effective Workplace Communication – Statistics for 2022, “with the sudden move from office-based collaboration to remote communication, some businesses have struggled.” But HVACR business owners have understood these “remote” communication issues for decades because their technicians are often communicating from out in the field. The study suggests then, that if you understand effective communication, it can positively impact your business productivity. According to the statistics: • Organizations with connected employees show productivity increases of 20-25%. • 64% of businesses list communicating their ‘strategy, values, and purpose’ to employees as a key priority. • 97% of workers believe that communication impacts tasks every day. • When employees are offered better communication technology and skills, productivity can increase by up to 30%.

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Recent research confirms that effective communication in business can increase productivity. Effective communication with regards to systems and procedures means setting expectations. It’s important to check in often to assure that everyone is on the same page with the given expectations. An example: you set the number of scheduled daily service calls years ago and have not modified that number. But now your business is twice as busy. Are your people still on board with those expectations? As the leader, stay informed, and talk to your team often. In this way, you will be in the know when delays are expected based on weather, an increase in business – a good problem to have – or issues with a service appointment. If you manage communication well and stay ahead of the curve, you’ll continue to deliver services at peak performance and be less impacted by seasonal ebbs and flows in business. This leads me to the next topic. Have a game plan.

DO YOU HAVE A COMPANY PLAYBOOK – A GUIDE TO SYSTEMS AND PROCEDURES? Be proactive about adjusting schedules and timelines accordingly. Focus on what you can control. When bringing on new employees you will need to review the systems and procedures in detail. A team’s playbook is their bible. Do you have a clear playbook of policies, procedures, and training? It might be time to create one if not. It should contain all the offensive and defensive plays, special teams strategies, and everything else expected during the season. You can even list “likely service-call scenarios” and then give expected solutions. In sports, the manual describes how the team competes, from their overall offensive philosophy to the basic defensive look. But no manual can cover everything for every person. The best teams work, learn, and adapt together. Playbooks (systems and procedures) are a powerful tool to help business teams not only act cohesively but also produce solid work.

RECOGNIZE YOUR BEST EMPLOYEES As with team sports, business team members like to be given an occasional, “you did a good job,” or “you were this game’s MVP”. Recognize your team! Did a team member sell a maintenance plan? Perhaps they worked extra time to make

sure a customer was happy. Recognition goes a long way. If you have found this extra step getting lost amid the busy rush, then schedule a once-monthly recognition event. It will keep you accountable and the staff will look forward to it. It can be a short fifteen-minute addition to your monthly meeting. For business owners, recognition doesn’t have to be expensive or formal. A simple gift card, sports drinks for the day, or a pizza party goes a long way. Some companies offer a paid day off. When employees feel appreciated, it goes miles toward maintaining good employee retention.

WORKFORCE PRE-GAME PLANNING LEADS TO SUCCESS!

treatments, from tape-ups to massages and everything in between. You are the coach. Help your employees work through any issues they are confronting whether it be training or internal issues. The only way you can do this is through effective communication. Prepare ahead of time, so next season, competitors will be asking, “What did they do to attract so much business this year?” Get your head in the game now. I assure you, that your hard work will create a winning business model! u

Jeremy Pruitt is program manager at Success Academy, a training program for franchise owners and technicians at Authority Brands. For the last ten years, he has taught sales, relationship management, finance, and lead development. Pruitt has held various positions from technician to Finance Manager. Contact Jeremy at jeremy.pruitt@authoritybrands.co

If your goal is to have a winning season, the time to figure out the strategy is before the game. In pregame meetings and training, players get their last-minute pregame

THE

A common expectation of a busy season is that you will be overworked and stressed, not energized and inspired. Instead, as a crazy project deadline or large customer influx looms, try changing your view about it. When you view stress as an opportunity to overcome an obstacle or challenge yourself to learn and grow in new ways, it can be good for you—even inspiring.

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HVACR BUSINESS JULY 2022

REMAINING PROACTIVE IN THE FACE OF A LABOR SHORTAGE

Photo credit: Mark Sweptson - Ride TO Decide

How this 101-year-old HVACR company is seeing its highest staffing levels in recent history BY MARK SWEPSTON

t has not been an easy year for companies in the service industry. There’s a growing shortage of skilled trade workers. The workforce that many industries are holding on to so tightly, is showing signs of burnout. We’re recovering from disrupted supply chains and material shortages, facing price increases and inflation, and at the same time, working in tandem with customers to keep each other safe from the still-waning pandemic. When you run a business that has been thriving for more than a century, as I have, you learn a thing or two about resilience. I’m grateful once again to see that resilience on display with our team at Atlas Butler. None of us could have anticipated

HVACR BUSINESS JULY 2022

We can teach someone how to service, repair, or install an HVACR system. It’s much harder to teach someone the importance of quality customer service. the arrival of COVID-19 or forecasted how long the pandemic would last. None of us understood the many ways it would impact our world and our local communities. Now, as we continue to endure the ramifications of the pandemic on our economy, we’re looking to our history as a reminder of how we can survive the present.

LESSON #1: HIRING FOR CHARACTER VS. HIRING FOR SKILL Certainly, this isn’t the first time we’ve been confronted with a labor shortage. When we couldn’t find enough skilled HVACR labor to keep up with demand in 2002, we committed to creating the

workforce that we needed. We worked with a local community college to establish the Atlas Butler Academy. Although that program has since ended, it taught us the value of creative recruitment and onthe-job training. A key lesson we learned is that hiring based on someone’s character is more important than hiring for skill. We can teach someone how to service, repair, or install an HVACR system. It’s much harder to teach someone the importance of quality customer service, especially if they don’t have the right attitude for it — that comes from within the individual. What does continued on page 14

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1972

Pioneers then. Innovators today. DUCTLESS MINI-SPLITS

YEARS 1972-2022

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2022

continued from page 12

this mean in terms of recruitment tactics? We don't necessarily need people who have the right work experience, but rather, we need people who can expand our efforts regardless of their industry experience or age. This thinking is what led us to create our high school job shadow and internship program, Ride TO Decide.

LESSON #2: EMBRACE THE FUTURE The Ride TO Decide program allows high school students, ages sixteen and over, to learn firsthand what it's like to work for the company and the HVACR industry in general. From looking at peers in the HVACR industry and beyond, we’ve learned that the most successful companies are the ones investing in today’s youth. If you are waiting until your most skilled tradespeople retire before you have a plan in place, you’ve waited too long. Ride TO Decide opens the door to allow high school students the opportunity to explore and consider a career in the trades before they even graduate from high school.

Between expanding recruiting efforts outside of the HVACR industry and to those who have yet to enter the workforce, we’ve learned how to showcase the best of what we have to offer. The program has two options for students to choose from 1) a one-day unpaid job shadow during the school year and 2) a three-week paid internship during the summer. Successful interns are immediately offered full-time jobs with the company. If you think you can’t do something like this, you can. To launch the program, we took a grassroots approach – contacting school counselors in both urban and rural school districts to get feedback during the planning process so we could ensure that the program would be valuable to the career exploration process. We have had 35 students express an interest in our inaugural year, several of whom have already participated in the one-day job shadow portion of the program. We recently interviewed the top 12 candidates for the internship and have selected six of them to participate in the inaugural internship cohort.

We’re thrilled to see students, parents, school representatives, and our employees excited and invested in the program. Having this 360-degree support tells us that we are on the right track and can hopefully not only continue this program but also grow it in years to come.

LESSON #3: FIND YOUR OWN RECRUITING EDGE Between expanding recruiting efforts to those outside the HVACR industry and those who have yet to enter the workforce, we’ve learned how to showcase the best of what the trades world – and specifically what our company – has to offer. A career in the trades can be extremely rewarding and profitable; however, it requires hard work. So, we must find the people who find reward in a challenging career. Compensation is one piece of it, and we are proud to have a large number

of high-paying opportunities that do not require a degree. But workplace satisfaction is another major component of successful recruitment. To help with this, we place a massive focus on creating a culture in which people can thrive. We foster a culture of family, ensuring that our current team members are cared for and know their value in our company. The leadership team spends a lot of time focused on how to make Atlas Butler a “best place to work”, a place that team members are happy to come to every day. To that end, I’d be remiss not to mention that safety is also a huge priority in our recruiting efforts. Working in a manual industry like the trades, people do have concerns about whether it is a physically safe work environment. The only acceptable answer is ‘absolutely, yes.’ So, when we hire, we make sure we are bringing in people with good driving records and clear background checks. Safety for our employees and our customers is a core value at Atlas Butler, and therefore it is a core requirement when we hire new team members. We’ve also recently brought an in-house recruiter to our team. Having a dedicated

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person who understands our culture and priorities has been invaluable in putting a renewed focus on building our team.

LESSON #4: CELEBRATE SUCCESS & COMMIT TO LEARNING

the box. I hear from other HVACR owners about the struggle with labor shortage issues all the time. It’s a real problem for many small businesses. As an industry, let’s get collectively creative. If it's not Ride TO

Decide for you, maybe it’s another brilliant idea. Let’s work to make impactful change. So, in ten years, the steps we took today will have made all the difference toward a newly thriving workforce. u

After graduating from Ohio State University with a degree in finance Mark Swepston began working for Atlas Butler, where he has spent the past 45 years. He currently serves as the CEO and third-generation owner of Atlas Butler.

Our current approach to hiring didn’t happen overnight and has taken a lot of collaboration with and among our current team members as well as local schools. Especially in our efforts to launch our Ride TO Decide program. But we remain optimistic about where it will lead us. The program is only in its infancy, but thanks to our prior approach of recruiting and hiring straight out of high school, we are currently at our highest staffing levels in recent history. And Millennials and GenZ make up more than 60% of our employees.

We place a massive focus on creating a culture in which people can thrive. We foster a culture of family, ensuring that our current team members are cared for and know their value in our company. Still, we are cognizant that we cannot become complacent. We are committed to keeping a proactive and celebratory approach to supporting the workforce of our company and within the trades. We’ll continue to work with guidance counselors at local high schools so that we can educate more students on the potential of a trade career. After this inaugural year ends, we’re excited to gather the information learned and improve where we can for next year. For those interns that discover they want to pursue a trade, are a fit for Atlas Butler, and we feel they are a fit, we will have signing days that celebrate their decision to work for us – cake, local media, all of it. Anytime a young person finds their career path, it is worthy of celebration, and we plan to make that happen for many years to come. Nothing we did was a plan that can’t be replicated. We paid attention to a need, understood our recruiting edge, and acted upon it. We ventured to think outside

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HVACR BUSINESS JULY 2022

BUSINESS INSIGHTS » MARKETING

Turn Up the Heat on Your Marketing with Scorpion’s Tools & Tech You handle your business, we’ll handle the marketing

rowing and maintaining a business is tough. What can be even harder? Understanding how to handle your marketing. Would we go as far as to say it’s a dirty job ala, Mike Rowe? Definitely! But not in the sense you’re gonna be crawling around old air ducts in a 100-degree attic. Marketing provides its own obstacles, and if you don’t know what you’re doing, or worse, you’re not doing anything, your business won’t succeed. Scorpion provides you with the tools and people you need to drive results you can see. We help you understand your ideal customer, develop a plan to connect with them through marketing and technology, and, in the end, drive more business and revenue.

So what can Scorpion do for you? We’re glad you’ve asked. Website Management Businesses, even HVAC ones, can’t grow without an online presence. And your business needs to live on a website. With Scorpion, we not only build your website, we also maintain it. That means you don’t have to learn to code, become a web designer, or dive into the world of copywriting.

Customer Care With more and more potential customers preferring to communicate quickly and efficiently, having technology such as live chat on your site, click-to-call options, and a mobile app, is crucial. Scorpion makes it easy to be connected, and more importantly, stay connected.

HVACR BUSINESS JULY 2022

Data Analytics Understanding your business data can be a scary concept right? Not anymore. With Scorpion’s dashboard software, we make it easy to understand where your customers are, how your business is growing, and if marketing strategies are working. A hands-off attitude doesn’t mean you’ll be kept in the dark.

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FINANCE

BY RUTH KING

Stupid Things Contractors Do in the Summer – Part 2

ecently. I launched the “Stupid Things” series. Since it was a trilogy, I covered only the first two stupid things contractors do in the summer in the first part of the series – not hiring a parts runner and not checking payment receipts for credit card payments. For this installment, I am offering the next two (or 3 and 4) very stupid things contractors do. Let’s make sure neither you nor your team members, both in the office or on the road, make these mistakes. And I am quite sure, once they are revealed, you won’t do them!

Currently, if you have maintenance payments coming into your business as monthly recurring billing payments, tell the credit card company to direct deposit the payments into your savings account.

STUPID THING #3 – NOT SAVING CASH During the slow season, it can be painful to put all maintenance plan money in a savings account because you may need the cash to operate. However, when it is busy, there is no excuse at all, not to put all maintenance plan money in a savings account. Cash flow is plentiful, and you don’t need maintenance payments to operate. Assuming you have a savings account in the same bank as your operating account, it takes less than a minute to transfer the funds. And, if you refer to the first article, you won’t allow your drivers to squander money, so you should have even more to save! Currently, if you have maintenance payments coming into your business as monthly recurring billing payments, tell the credit card company to direct deposit the payments into your savings account. That way the money will never hit your operating account and you don’t have to remember to transfer the funds. In addition to saving all maintenance plan receipts, be sure to put at least 1% and preferably 5% (in the summer especially) of every dollar that comes in, directly into a savings account. Ideally, you should have two savings accounts – one for maintenance receipts and one for an emergency fund. The allotted 1% to 5% savings should go into the emergency fund savings account.

HVACR BUSINESS JULY 2022

Why 5% in the summer? Cash flow is plentiful since it tends to be busy and the 5% will add up quickly. If you heed this advice, it’s possible to have all the funds you need during the slower season by saving this higher percentage as directed. Once the summer is over, you can drop the 5% back to 1%.

STUPID THING #4 – NOT TRACKING PURCHASE ORDERS AND MATERIALS This is the “best” time of year for field personnel to steal. If you aren’t consistently comparing materials taken out the door for a job with what is required for that job, you might miss materials dwindling each day or each week. So, in addition to tracking purchase orders, if not tracked, materials that go “missing” can be the start of losing thousands of dollars of your hard-earned money. During the busier season, it’s easier for a field tech to add unnecessary materials to a job, especially if no one is monitoring these parts against what is needed for the job. Extra materials are taken personally – it’s more common than you think.

A STUPID EXAMPLE OF THEFT – DON’T DO WHAT THIS GUY DID One summer, when reviewing financial statements for an HVACR owner, I noticed the material expenses were a little high for the month. I told him about it but advised him that we need not jump to conclusions yet. I advised him that since it was the first time it had happened, it was merely a cause to pay attention to. And indeed, it may have been an issue that would eventually reverse itself the following month. The owner agreed and said he wasn’t worried because he had cameras in the warehouse watching all activity. He indicated that he had seen nothing out of the ordinary when he reviewed the videos. The next month when the material expenses were presented, once again, they were too high. The purchase orders matched the inventory coming into the warehouse. However, the materials going out, slated as job-related, didn’t balance out financially. The only explanation at which I could arrive was that someone was stealing from the company.

The owner again insisted that it was impossible. He had cameras in the warehouse “watching” and there were procedures in place that offered checks and balances that guarded against theft. It happened in the third month. This time, I got an email, “You were right.” The owner discovered that the theft was occurring in the only place where there were no cameras in the warehouse – by the back door. In response to this discovery, he installed cameras there to watch any unscrupulous activity. The revelation–line sets were being put by the back door and taken out at night through a hole in the chainlink fence at the back of the property. The hole had been strategically covered up with the chain fencing so that someone driving by couldn’t see it from a distance. The theft totaled approximately $250,000 in copper line sets. But as you can see, it was taken a little at a time, so no one would catch it. And, because no one checked the materials reported against the materials needed on the job, it was an easy steal. If someone had been checking materials going out against what was needed at the service appointments, he would have noticed the additional line sets charged to the job. According to their bookkeeper, s/he was too busy to track materials taken against the job materials needed. That “too busy” excuse was exceptionally costly at $250,000, and a mighty stupid mistake! Next month… two more stupid things NOT to do in summer. u

Ruth King has more than 25 years of experience in the HVACR industry and has worked with contractors, distributors and manufacturers to help grow their companies and become more profitable. Contact Ruth at ruthking@hvacchannel.tv or at 770-729-0258.

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WHEN YOU’RE UP HERE, RELIABILITY AND PERFORMANCE MATTER MOST.

Premier power and dependable design mean our equipment will never let you down. You face enough challenges out in the field. Worrying about the performance of your equipment shouldn’t be one of them. At the end of the day, you need dependable technology that can deliver for your customers in any environment. Step up to Fujitsu General and get today’s most powerful lineup of mini-split and VRF solutions… along with ultimate peace of mind.

Visit fujitsugeneral.com www.hvacrbusiness.com

HVACR BUSINESS JULY 2022

EXIT PLANNING

PROVIDED BY KEVEN PRATHER, CFBS

The Many Benefits of Building a Family Brand

early every company we can think of has a brand that communicates its culture and mission. But chances are, most of us have never considered what our family’s culture is all about—what our closest loved ones and we stand for as a unit. That means we may be missing a great opportunity to apply the lessons of corporate branding to our families—to define our values and priorities in a way that can help us strengthen our relationships, improve our communities and even potentially increase our wealth. For help on this, we reached out to Chris Smith. As the founder of The Campfire Effect, Smith has helped scores of businesses define their brands. Now he’s doing the same for families through his latest venture, The Family Brand.

WHY A FAMILY BRAND? Smith believes the crucial driver to creating healthier connections, better leaders, greater prosperity, and a more robust overall society is how intentional each family defines what they believe, value, and stand for. Think about the many outside influences (such as social media) that act on us every day. If we don’t consciously define who we are and who we want to be as people and as families, the world will do it for us—and the way the world labels us might not be in alignment with what is best for us or what we want. What’s needed is a way to build a shield to block all that out, then use that space to spell out what you and your loved ones care about as individuals and as members of a family.

MULTIPLE BENEFITS Many families say they have stronger connections when they spell out their shared values—they are happier and enjoy

HVACR BUSINESS JULY 2022

• A values statement showing the principles you will live by. Experiences mean taking a stand for what you want to create as a family. You create the experiences you want as a family by using tools such as:

If you don’t define your family’s values and shape your way forward, outside forces will do it for you! being around each other more than they did before creating their family brand. For other families, getting clarity on their shared values and goals is seen as a way to mitigate some of the biggest threats that families today face—including divorce, depression, and drug abuse—by intentionally getting and keeping family members on the same page. A family brand can also potentially benefit your family’s net worth. Talking with children and grandchildren about family values and responsibilities, and how money can play a role, can lay the groundwork for more thoughtful, more responsible habits around spending, saving, and investing. Armed with clarity about what matters most, children can potentially use inherited wealth not just to live more authentic and meaningful lives but also to better support their communities— instead of letting the money ruin them. A family brand consists of three core pillars: culture, language, and experiences. Culture is taking a stand for how you connect as a family. Make no mistake: There is a culture that exists in your home right now, even if you’ve never defined it. Your job is to identify it and then assess whether that’s the right culture for you— or whether you’d prefer to reshape it. One way to go here is to assess the mindset you bring to family situations, both good and

bad. Do you approach the family with an attitude of, say, scarcity and complaints— or of possibility and creation? Important: A key part of making a family culture real is leadership and ownership. Regardless of what culture you land in, everyone has to demonstrate it through their actions. Otherwise, you never actualize your culture—it just remains words on paper or in your head. You won’t live a culture of respect, for example, if you’re constantly yelling at each other. Language is how to take a stand for what you are committed to as a family— how you declare your values. The language we use to describe things creates our environment to a large extent. If you grew up in a home where “can’t” and “what you should be doing is…” were common phrases, one environment was created—one that is very different from the environment created in a home where “you got this” and “anything is possible” were commonly said. This aspect of family branding often looks most familiar to entrepreneurs and professionals, as it involves the creation of three key written documents: • A mission statement detailing what you stand for today. • A vision statement spelling out what you want to be known for going forward.

A connection blueprint. In this document, you create details of specific things going on in your family when you all feel incredibly connected and when your life together seems to run smoothly and effortlessly. You know that when you do these things or when these conditions exist, you all feel better and closer. A traditions audit. Traditions give families things they know they can count on. However, most of us are “on autopilot” with our traditions. So start by auditing what you do regularly and assess whether those actions truly serve your ideal family visions and values. Some traditions may be thought of as “should do” activities that don’t serve your family well, and you might take them off your list. Other traditions might seem small—camping in a nearby state park, for instance—but are more highly valued by your family members than “blowout” traditions like big vacations to pricey locales.

CONCLUSION If you don’t define your family’s values and shape your way forward, outside forces will do it for you! So plant your flag and build your brand. Your family’s physical, emotional and financial health could all be stronger if you do. u Disclosure: Chris Smith is not affiliated with Gordian Investments, LLC. Keven P. Prather is a registered representative of and offers securities and investment advisory services through MML Investors Services, LLC. Member SIPC. Call 216-592-7314, send an email to kprather@financialguide.com or visit transitionextadvisors.com.

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PRODUCT FOCUS »

GPS

MITSUBISHI ELECTRIC TRANE

GPS, the leader in indoor air quality, introduces the latest in technology to clean indoor air without producing harmful levels of ozone or other byproducts. All GPS needlepoint bipolar ionization (NPBI™) products are UL certified and CE compliant. Through NPBI, GPS products help improve the air by reducing airborne particles including certain odors, viruses, and bacteria. Our patented technology targets airborne particles, including certain odors, viruses, and bacteria to help clean indoor air, with the best-in-class commitment to innovation, product development, and continuous technological enhancements. For more information on all GPS (NPBI™) products, please visit:

Mitsubishi Electric Trane HVAC US (METUS), a leading supplier of Ductless and Ducted Mini-split and Variable Refrigerant Flow (VRF) heat-pump and air-conditioning systems, introduces the SMART MULTI™ lineup. The new SMART MULTI lineup consists of the MXZ-SM outdoor unit, the MXZ branch box, and various M-Series, P-Series, and CITY MULTI® indoor units. One of the many zoned heating and air-conditioning solutions offered by METUS, SMART MULTI works across all indoor unit platforms reducing the number of outdoor unit SKUs for METUS distribution partners and simplifying the choices for design. For more information about SMART MULTI, visit:

» www.gpsair.com

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FORANE® REFRIGERANTS A bright idea for our future. Discover the benefits of R-32. Forane® 32 refrigerant is your replacement solution– bridging the present with the future– under the global HFC phasedown. With global acceptance, R-32 has been used in over 100 million units, providing the HVAC industry a lower cost and lower GWP alternative.

RIDGID RIDGID®, part of Emerson’s professional tools portfolio, introduces the SeeSnake rM200 Camera Reel with TruSense for superior image clarity and camera functionality. Known for its built-in versatility and portability, the rM200 now also has enhanced transport and storage features. Ideal for tackling lines up to 200 feet in length and 1-½ to 8 inches in diameter, the rM200’s new camera functionality features TruSense technology with high dynamic range imaging (HDR) and TiltSense™ inclinometer for clearer in-pipe vision. New smooth wheel assembly provides easier transport, while taller storage bins increase internal capacity. For more information visit: » www.ridgid.com

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WESTINGHOUSE Westinghouse Offers Multi-Position Air Handler. Westinghouse has added a new multi-position, quiet operation air handler to the line of mini-split heat pump systems for the U.S. and Canadian markets. The modular design of the air handlers permits the discharge air to flow directly up, or horizontal to the right or left. They also provide up to 0.8 inWC static pressure. A filter base/rack is available. The new, high-efficiency air handlers are available in 24,000, 36,000, 48,000, and 60,000 BTUh sizes and are designed to accept extended refrigerant piping lengths. They offer heating operation down to -13°F and come complete with a built-in base pan heater. To learn more, visit:

Higher capacity and efficiency vs. R-410A Potential to reduce system size, with a lower charge amount Single component refrigerant, with zero glide and easier maintenance Learn more about our R-32 refrigerant product by visiting our website: ark.ma/hvacr-may-r32 Forane is a registered trademark of Arkema. © 2022 Arkema Inc. All rights reserved. UL® is a registered trademark of Underwriters Laboratories, Inc.

forane.com | 800-245-5858

» www.WestinghouseAC-USA.com

HVACR BUSINESS JULY 2022

20QUESTIONS >>

with ERICA ESTES

Managing Editor, Heather Langone spoke with Erica Estes, Owner of Southern Heating & Cooling, and Tops in Trucks winner, about the challenges of running an HVACR business, being a woman in a male-dominated industry, and tribe culture. 1. Who has been the biggest influence in your life?

The biggest influence would be my mom. She taught me always be honest. It never pays to be dishonest. And she taught me to always give back.

2. What book is on your bedside table, if any?

I keep a book on my desk. It's called Tribe Culture. It’s like my handbook.

9. What do you see as the most pressing challenge facing HVACR owners today? Staffing. Some will say the supply issues or price increases, but staffing has been a challenge.

10. What do you do to attract qualified service techs to grow your company?

A tribe is defined by its culture. I’ve created a collaborative culture at work. Sometimes I take the book with me to meetings, Specifically, when guys aren’t working together, the book serves as a reminder. I assure them, that if someone has a skill that you have, that doesn’t mean he or she is there to take your job. We all work together.

We've been fortunate with our technicians. If one of them were to leave, I don't know how easy it would be to bring someone else in to fill those shoes. Therefore, we recognize the value they bring by offering excellent benefits that rival any of the competition. Fantastic health, vacation, and retirement benefits - something you rarely see in this industry. We also have an in-house training program for new employees.

4. When you need to relax, do you prefer shopping, self-care, sports, or a hobby?

11. What is the biggest lesson you've learned since starting the business?

3. What is Tribe Culture?

Self-care. For me, that comes in the form of exercise. I lift weights. I've always enjoyed it.

5. Where is the most unforgettable place you've traveled to or would like to go to?

The most memorable trip was to New York. My family and I had a fantastic time. I’d also like to take my daughter to Greece at some point. As a child, she was obsessed with the movie Mamma Mia. She still loves it.

6. Had you ever worked in HVACR before? No.

7. How is it that you ended up owning a business in the HVACR industry?

I’ve always wanted to run my own business. I have a degree in accounting and worked in finance. My husband worked here as the controller for the previous owner who then started talking about retiring. He asked my husband if he’d be interested in taking over the company. He said, “You're going to need an asshole to run this place.” And my husband responded, “I know the perfect person.” It took a few years, and I did have experience in mergers and acquisitions. Still, it was a big risk, but we went for it. We're glad we did.

8. Up until now, had you ever run a business?

No, it’s been a learning process. The previous owner stayed on for the first year. Our company does new construction and typical retrofit jobs. He was worried that the builders might not respond well to a woman. I reassured him that it wouldn’t be a problem. I had never been treated differently before. And it wasn’t.

The builders that he was worried about at the time are the same ones we work with today.

HVACR BUSINESS JULY 2022

Have confidence, embrace the challenges, and have a willingness to learn. Coming into this business – between COVID and staffing issues, I knew there was a shortage in the trades, but not to the extent that it has been. You can't prepare for everything. I’ve learned to have a game plan, embrace any challenge, and then find a solution.

12. What advice would you give to a woman entering the industry?

The trade is predominantly male. Some men might think you won’t be able to keep up. Have confidence and do it! Women pay more attention to detail, and I think we have better customer service skills. If you couple that with a willingness to learn, you can be a beast in the field, or as a business owner!

13. You have never owned a business before, correct?

No. However, I feel like the opportunities afforded me at my previous job, helped prepare me for this role. I couldn't have done it otherwise.

14. Is philanthropy a part of your company’s mission?

My mother taught me the importance of giving back. It’s one of my main reasons for wanting to be a business owner. The first time I had enough money to buy a meal for my mom and my sisters, it was a big deal. I've always wanted to do that on a larger scale. We give to many schools and organizations. Our employees get involved as well like with Habitat for Humanity. We’ve built many houses for those in need here in town. Our guys get excited about that.

15. What business advice, if any, did you receive that caused you to pivot or continue? When faced with a challenge, view it as an opportunity to learn and grow.

16. Where do you see your company in three years?

I want to be the Chick-Fil-A of the HVACR industry, in terms of our customer service. If a customer feels like you're taking care of them, then they're more likely to be forgiving of a mistake and less likely to leave. I think in today's climate, with all the reviews, and social media, outstanding customer service is vital.

17. Who is your local distributor, and have they been supportive of the company? Air Engineers – out of Birmingham. They are supportive of everything we do. The better we do, the better they do. They're very resourceful and invaluable to us.

18. What are the three brands you sell?

Trane, Mitsubishi, and RunTru. Those are our top three. I mean, we run our numbers and that's 99% of our business, those three brands.

19. Do you specialize in any type of system insulation or replacement? No. We cover almost everything, from traditional heat pumps to gas systems, chillers, ductless systems, and mini-splits. We probably dominate, in our area, for the ductless systems.

20. Do you offer maintenance plans, and have you found them to be helpful during slow times?

Yes. We have many maintenance plan customers. We have two guys that are employed full-time year-round to do nothing but maintenance. We have enough to keep all the rest of our technicians busy during the slower seasons full-time.

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inning lineup

Our expanded roster of single and multi-zone HVAC systems will help you and your customers hit it out of the park. More options mean more profits. Our lineup of indoor and outdoor units include a wide variety of the most popular sizes and styles, all with high-end features that provide exceptional value. Now you can offer your customers ceiling cassette, horizontal ducted and wall-mounted indoor units ranging from 7,000-36,000 BTUh and multi-position air handling units from 24,000-60,000 BTUh. Plus, all Westinghouse zoned systems are backed by extraordinary support, usually reserved for premier product lines. With this winning lineup… it’s game on! For more information on how you can become a Westinghouse distributor, please contact Sales@WestinghouseAC-USA.com www.WestinghouseAC-USA.com and Westinghouse are trademarks of Westinghouse Electric Corporation. Used under license by Fujitsu General America. All Rights Reserved.

HVACR BUSINESS JULY 2022

Articles inside

Mark Swepston

Keven Prather

Jeremy Pruitt

Heather Langone