Owners of established HVAC, electrical, plumbing, roofing, and landscaping companies, usually doing $1M or more a year, with a real team beyond the owner. The company works, but too much still runs through you.

No. Many owners come in to grow or step back. The same thing that makes a company hard to sell also makes it hard to grow and hard to leave for a week.

Then we work on building it to run without you. That's the most common place we start.

It's a 30-minute conversation about you, the company, what you want next, and what still depends on you. It isn't a sales call. If there's a direction worth a closer look, we set up Part 2 and come back with our recommendation.

Nothing formal. A rough picture of revenue, profit, team size, and where your time goes is plenty. If we need more later, we'll ask and tell you why.

Talking to us doesn't put anything on the market. You decide what gets shared, when, and with whom. Financial documents are only requested later, through a secure process, if there's a reason to go further.

They're our focus, and every page on this site is built around them. If you run a closely related field service company with crews in the field, ask us on the call.

Yes. We work with qualified buyers whose mandate is in these 5 trades. See how we work with buyers.

Part 1 is free. If we recommend working together, you'll see the scope and the price in Part 2, before you agree to anything.

Maybe. The real question is which decisions they truly own. If the hard calls still come back to you, the role exists on paper but not in practice. That's usually the first thing we look at.

That may be the clearest sign of the problem. The first step is a 30-minute call, and the point of the work is to give you time back, not take more of it.

You do, and we won't try to teach you how to run a service call. We bring a second set of eyes on how decisions, sales, and money move through the company, and what that means for your options.

No. Most owners on this path plan to keep the company. A company that runs without you is worth more either way.

It depends on how much still runs through you. Plans are laid out in 30, 60, and 90-day steps with a scoreboard, so you can see progress early instead of waiting on a promise.

Maybe. The question is which decisions they truly own. If the hard calls still come to you, the role exists on paper but not in practice. That's usually where we start.

Yes. Established companies doing either or both. The questions change. The problem we work on is the same.

It's a strength. The question is whether the company could keep selling and servicing them without you, and whether those customers are loyal to the company or to you.

No. Plenty of owners come in to grow or step back. A company that runs without you is stronger either way.

Yes. In commercial work, the relationships with GCs and builders are often where the dependency sits. We look at who owns them and how to move them.

Licensing rules vary by state. We help you see where the company depends on your license and plan around it with the right licensed professionals and your attorney. We don't give legal advice.

A manager can be part of it. The work is deciding which decisions move, to whom, with what rules, and how you'll know it's working. Without that, a new manager ends up relaying problems back to you.

Trust moves when the handoff is done right. You introduce the person, stay in the loop for a while, and let them earn it. We plan that handoff account by account.

Yes, if you have a team in the field and the owner is still the bottleneck.

That's a good time to talk. See what a buyer would look at.

It changes the details. Insurance work adds scopes, adjusters, and supplements, and those often sit with the owner. We look at your actual mix.

It matters to how we build it, and it matters to a buyer. Sub relationships need to belong to the company, with clear agreements, not just to you.

That's what we look at on your review: who sells, how they're managed, and what checks catch a bad job before it reaches production.

The best time to fix the structure is usually before the busy season, not in the middle of it. We plan around your calendar.

Recurring work is a strength. The question is whether those accounts belong to the company or to you.

If it's part of an established landscaping company with crews, yes. Ask us on the call.