Running a home services business past the $5M line is a different sport. The playbook that got you here — hustle, relationships, doing it yourself — stops scaling, and the decisions stop being about today’s jobs and start being about what the company looks like three years from now. That’s where strategy work actually earns its keep.
This category covers the strategic questions we get pulled into as fractional CFOs working with contractor-owners: when to hire your first real finance leader, how to think about tuck-in acquisitions versus organic growth, whether to add a commercial division or stay pure residential, how to structure ownership and comp as you scale, and how to build a business that’s worth something without you in the truck. Every article is grounded in what’s actually working inside growing HVAC, plumbing, electrical, and roofing shops right now — not recycled MBA theory.
If you’re past the scrappy startup phase and trying to figure out the next move, this is where to start.
A financial operating manual for home services contractors. Five reports, monthly cadence, KPI targets by revenue stage, and the path from $1M...
Buying a home services company is the easy part. Buying the right one at the right price is the hard part. These...
Org chart evolution for home services companies from $2M to $20M revenue. Roles, costs, and what PE buyers expect at each stage.
There’s a number Matthew Mooney and Raymond Gong repeat with almost clinical consistency: 20%. That’s the net margin benchmark they believe every...
The five things that blow up in due diligence for home services deals, what to check in ServiceTitan data, and a realistic...
How PE consolidation affects home services operators. What happens when competitors are acquired, pricing pressure, and defensive strategies for independents.