CLIENT
RESULTS.

Sandy ran a busy HVAC company on guesswork — no daily numbers, an average ticket stuck near $280, diagnostic fees routinely waived, 42 service agreements, and 27 Google reviews. Andy's opening read of her numbers: she was leaving roughly $300,000 a year on the table through underpricing and low enrollment.

The Ignite system in sequence: a daily KPI sheet as the foundation, the HSP inspection checklist and three-option pricing to lift average ticket, service-agreement enrollment tracked as a KPI, and a rebuilt lead engine — lead-objective Facebook with call tracking, GMB, an autopilot review program, reactivation campaigns, and GHL missed-call text-back.

Average ticket climbed from ~$280 to nearly $700 in 60 days. Service agreements grew from 42 to over 400; reviews from 27 to 250+. A single February reactivation booked 42 appointments — over $25,000 — in her slowest month, and a proactive pipeline turned her own database into 40 replacement jobs.

Trent ran his shop like a tradesman, not a business — marking up service parts 200%+ but a $12,000 system just 8%. Gross margin sat at 38%, net at 2%, and he caved to every price objection. He thought his problem was marketing; his data said pricing and conversion.

Andy rebuilt his pricing from cost up — loaded labor rate, healthy equipment markup, good-better-best tiers — taught him to hold his price and read his numbers like a CFO, and guided the shift from technician-owner to business leader. Distributor consolidation and an add-on template locked in the gains.

Gross margin went 38% → 52% and net 2% → 9% in six months. Rebuilding replacement pricing from cost up took the average replacement ticket from $6,500 to over $11,000 — one change worth $300,000+ in additional annual gross profit, which Trent used to buy his own shop building.

Sal ran a blended service-and-install HVAC business on wrong numbers — pricing off $22/hr labor when his real cost was ~$40, a mid-40s gross margin, and a service-agreement plan priced at $89 that cost him $120 to deliver. He was "so busy but had no money."

Andy recalibrated pricing to Sal's true loaded labor rate, rebuilt his calculator, and separated service from install so he could see where the money actually was. Three-option HCP estimates and equipment financing changed how customers said yes; systematic email capture rebuilt his lead flow.

Average ticket rose from $420 to over $800 in about 90 days — same jobs, same techs. Replacement close rate went from 55% to over 80% with financing. He repriced service agreements from a money-losing $89 to a profitable $149 and enrollments went up, and usable customer emails climbed from 42% to over 80% of his database.

Zach managed his team on gut feel. He didn't know his callback rate was 8%, that his techs completed the inspection checklist only ~60% of the time, or that 58% of his estimates went nowhere — or which techs were quietly costing him.

Andy made the invisible measurable: a per-tech performance dashboard, the HSP checklist as a required HCP field no job closes without, a 48-hour estimate follow-up, capacitor readings instead of eyeballing, and a direct-conversation framework for underperformers.

Callback rate dropped from 8% to under 2% in 30 days once he traced it to one tech's technique. Checklist completion jumped from ~60% to 100% overnight when the form became required, and estimate conversion climbed from 42% to 68% with follow-up — same calls, same techs, materially more revenue.

Nathan ran a plumbing and HVAC business with his job data disconnected from his accounting. He'd never run his reports — so he didn't know his callback rate was 9%, his estimate conversion was 42%, or that he was down 12% year over year while feeling like he was thriving.

Andy connected the systems: fixed the HCP–QuickBooks integration, separated service and install pricing, built the core reports into a weekly rhythm, and added year-over-year tracking. On growth, he rebuilt Nathan's commercial quote template and opened a property-management channel.

Fixing the QuickBooks disconnect exposed over-buying and under-charging on materials — worth nearly 3 margin points (~$24,000/yr). The cleanup also surfaced a $30,000 revenue overstatement and overpaid taxes, and a single 80-unit property-management contract generated nearly triple its value in follow-on work.