Most home services owners came up through the trades, not the books. You can run a profitable job and still end the month wondering where the cash went — and that gap between “busy” and “actually making money” is where financial management lives.
The articles in this category cover the things we see blow up most often inside HVAC, plumbing, electrical, and roofing businesses: job costing that actually ties back to the P&L, cash flow forecasting when receivables are choppy, labor burden math nobody wants to do, pricing floors that don’t leave margin on the table, and the monthly close discipline that separates a $2M shop from a $20M one. Every piece is written from the seat we sit in — working hands-on with home services contractors as fractional CFOs — not from a textbook.
If you’re trying to get a cleaner read on your numbers, fix a margin that’s been sliding, or just stop flying blind between tax returns, start here.
Blackstone just agreed to pay roughly $2.5 billion for Champions Group, a residential HVAC, plumbing, and electrical platform based in Orange County,...
Most home services owners track revenue and maybe net income. The best operators — the ones PE firms pay premium multiples for...
Your P&L Tells a Story. The Question Is Whether It Is the Right One. Every HVAC, plumbing, and electrical company has a...
If you run an HVAC, plumbing, or electrical company doing between $3 million and $30 million in revenue, there is a good...
There is a number buried in McKinsey’s research on the home services market that explains a lot about why private equity has...
Private equity firms have spent the last five years acquiring home services companies at record pace. But the real story is not...