You're doing $3M–$8M in revenue. You can't tell me profit per job, per tech, or per service type. Your install jobs are subsidizing money-losing service calls and you don't even know it. Equipment purchases blow up your cash flow every quarter. Seasonal dips catch you off guard every single year. We fix that.
No contracts · From $3,995/mo · ACMA CGMA · 24 years in professional finance
That $18K install job looks profitable. But when you add drive time, the callback two weeks later, and the equipment you bought at contractor pricing instead of list — did you actually clear 20% or 6%? You don't know. Your books lump install and service revenue together. You can't see that your service calls average $340 revenue with $290 in fully loaded tech cost. That's a $50 gross margin. At that rate, your install division is paying for your service division to exist.
June through September you're flush. Revenue's up 60–70% over winter months. You hire techs. You stock equipment. Then December hits and you're scrambling to make payroll. This happens every year and nobody models it. A $5M HVAC company can swing $150K–$250K in working capital between peak and trough. Without a seasonal cash plan, you're borrowing on your line of credit every January and paying interest you didn't need to pay.
You've got 12 trucks, $40K each. Fuel. Insurance. GPS. Maintenance. That's $180K+ a year in fleet costs sitting in a single line on your P&L called "vehicle expense." None of it gets allocated to jobs. Same with that $85K in equipment inventory. Your job margins look better than they are because the real cost of running each job never includes the truck that got there.
You warranty labour for a year on installs. That means every $15K install carries a hidden liability — the callback. Industry average is 8–12% of install jobs get a warranty call. If your average callback costs $280 in tech time and parts, that's $1,200–$1,800 in warranty expense per 100 installs that never shows up in your job cost. It just hits your P&L as "service labor" three months later. Nobody connects it back to the original job.
You've got a tech generating $28K in monthly revenue with a 42% gross margin. Another tech does $14K at 18% margin. They both cost you roughly the same in wages and benefits. One is printing money. The other is costing you $3K–$4K a month in lost margin. Without per-tech profitability tracking, your compensation, routing, and training decisions are all guesswork.
Everything a full-time controller delivers — tuned for HVAC economics.
Every job tracked separately: labour, parts, equipment, drive time. Install and service margins reported side by side. You'll see exactly which job types and price points actually make money — and which ones you should stop selling.
Revenue, cost, and gross margin per tech per month. Callback rates by tech. Average ticket size. You'll know who's your best producer and who needs training — or a different role. Data, not gut feel.
A 12-month model built on your historical revenue patterns. Shows exactly when cash gets tight, how much reserve you need, and when to start pulling back on equipment purchases. No more January surprises.
Rolling weekly forecast with receivables, payables, equipment purchases, and payroll baked in. HVAC cash flow is lumpy — big equipment buys, slow-paying commercial customers. We give you a week-by-week view so nothing catches you off guard.
Full P&L, balance sheet, and cash flow statement closed and delivered by the 5th of every month. Not the 20th. Not "whenever the bookkeeper gets to it." Decisions made on 45-day-old data are bad decisions.
A dedicated call to review your numbers, talk through what's working, flag what's not, and plan the next 30–90 days. Pricing changes, new truck purchases, hiring decisions — with real numbers behind them, not gut feel.
30-minute call. We'll look at your job costing setup, check how you're tracking install vs. service margins, and show you what a monthly financial package should look like for an HVAC company your size. No pitch — just proof.
Book Your Free Call →We set up separate cost tracking for install and service divisions. Every job captures labour (including drive time), parts, equipment, and subcontractor costs. Install and service margins are reported side by side each month. Most HVAC companies discover their service calls average only $50 gross margin once fully loaded costs are included — meaning installs are subsidizing the service division.
We build a 12-month cash flow model based on your historical revenue patterns — typically 60–70% higher in summer months vs. winter. The model shows exactly when cash gets tight, how much reserve you need to carry through the off-season, and when to pull back on equipment purchases. A $5M HVAC company can swing $150K–$250K in working capital between peak and trough. We make sure January doesn't catch you off guard.
Yes. We prepare lender-ready financial packages — clean P&L, balance sheet, cash flow forecast, and debt service coverage analysis. Banks and equipment financing companies want to see that you can service the debt. We also model the ROI on new trucks and equipment so you know the break-even point before you sign. A $40K truck that generates $8K/month in technician revenue has very different economics than one that sits idle 3 days a week.
We allocate fleet costs — depreciation, fuel, insurance, GPS, and maintenance — to jobs or service divisions based on actual usage. Instead of a single 'vehicle expense' line burying $180K+ in overhead, you'll see the true cost of deploying each truck. Same with major equipment purchases. This gives you accurate job margins and helps you identify underutilized assets draining cash.
Revenue, cost, and gross margin per tech per month — plus callback rates, average ticket size, and jobs completed. You'll see which techs generate $28K monthly at 42% margin and which ones produce $14K at 18% margin. Both cost roughly the same in wages and benefits. That data drives smarter compensation, routing, and training decisions instead of relying on gut feel.