Home Service Coaching Results

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Five home service owners say here what changed in their own companies after working with Kerry Webb of BGS Strategies, which coaches owners across the United States and Canada.

Kerry's reported figures for more than twenty companies he has coached are summarized below and listed company by company on the two trade pages.

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BGS Strategies works with independent home service owners doing $3 million to $20 million a year, across the United States and Canada, from a home base in Lantana, Texas.

A man in a suit talking with two mechanics in a repair shop bay

What BGS Strategies Measures, and Why

Improvement is measured, not just promised. That sentence is only worth something if the measures are named up front, before anybody starts work, so that everyone knows what is being counted and nobody gets to move the goalposts at the end.

Money leaks out of a growing home service company in five places, and those five are where the counting starts. Average ticket, which is what the work is actually worth when it is diagnosed, priced and presented properly, against what your calls are averaging today. Conversion, meaning the share of calls that get booked and the share of estimates that get accepted, on leads you have already paid for either way. Memberships, meaning agreements presented, signed and still there next year. Callbacks, meaning how often a job has to be done twice and what the second visit costs in labor, parts, drive time and the customer's opinion of you. And technician performance, meaning the spread between your strongest technician and your weakest one on the same call in the same week.

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Around those sit the numbers an owner should already be watching: gross profit dollars and margin by department, operating profit margin, a breakeven plus ten percent revenue target, booking and estimate acceptance rates, overhead as a share of income, active agreements and the renewal rate, a rolling cash forecast, labor hours estimated against actual, callback rate and cost, and the cost to acquire a customer by source. Those are Kerry's own measures and his own standards. The full list, with which numbers to watch, and how often to look at each one, is on the blog.

All of it is installed the same way, through how the 90-Day Plan works: six checks to get a starting picture, three priorities out of those six checks, ninety days of work against them, and the same measures read again at the end. If you want a plain view of how a company keeps its own books straight while it grows, the U.S. Small Business Administration covers managing the finances of a small business without selling you anything.

Client stories

Five Owners, in Their Own Words

Nothing has been reworded, stitched together or improved. Where a quote has been shortened for length, the cut is marked with a bracketed ellipsis so you can see that something was taken out.

David Boer, Boer Brothers Heating & Cooling, Plumbing

David Boer is a co-owner of a family heating and cooling business that added plumbing while Kerry was coaching it, and his line is the one that carries the figures: "we more than doubled our revenue and grew into a $20-million-plus company".

Kerry worked with us for many years as a business coach, technician coach, manager coach, and owner coach. Kerry understood that growing Boer Brothers was never just about revenue. It was about our employees, our customers, our families, the communities we serve, and the three brothers trying to build something meaningful together.

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Kerry helped us weather some very difficult storms. Just as importantly, Kerry helped us see and avoid many more before they ever reached us. There were plenty of times when we were too close to a situation to see it clearly. Kerry had a way of slowing us down, asking the right questions, and helping us find the best path forward even when it was not the easiest one.

Over the years we worked together, we more than doubled our revenue and grew into a $20-million-plus company. [...] Kerry deserves a great deal of credit for helping us build the kind of company that others recognize as truly valuable.

But the numbers are only part of the story.

Kerry helped us become a better company. We became more organized, more accountable, and much more intentional about how we lead and serve. We adopted the Entrepreneurial Operating System through EOS and Traction, strengthened our management team, and built systems that allow the company to grow without losing its heart. We became a truly service-oriented business, not only in how we care for customers, but also in how we support our employees and one another.

Kerry also helped us expand beyond heating and cooling. We added plumbing [...] We opened another branch. That kind of growth can create enormous opportunities, but it can also create problems if the foundation is not strong. Kerry helped us build that foundation and think through growth in a disciplined, sustainable way.

One of the things I appreciate most is how skillfully Kerry worked with us as a family-owned business. Coaching three brothers who own and operate a company together is not a simple assignment! [...] Kerry learned who we were as individuals and as a family. Kerry knew when to listen, when to challenge us, and when to remind us of the larger vision we shared.

Kerry never treated us like just another client or tried to force generic business advice onto our company. [...] Even when we did not necessarily hear what we wanted to hear, Kerry told us what we needed to hear, and did it in a way that helped us grow.

[...] If you are a business owner who truly wants to grow, not only in revenue, but also in leadership, culture, service, and lasting value, I cannot recommend Kerry highly enough. Kerry made a tremendous difference for Boer Brothers, for my family, and for me personally. We would not be the company we are today without that guidance.

David Boer, Co-Owner of Boer Brothers Heating & Cooling, Plumbing David Boer, Co-Owner, Boer Brothers Heating & Cooling, Plumbing

The operating system he names is the Entrepreneurial Operating System, which is not a BGS Strategies product. It went into his company alongside the coaching, and he says so himself.

Darryl Robinson, Robinson Air

Darryl Robinson met Kerry at a conference, became a client, and later sold the company he had built.

We met Kerry at a conference several years ago and started training with him soon after. He helped us reach our long term goal of building and selling a great business, and with his help we reached that goal sooner than expected. He understood our culture and trained our staff within that framework. No one accomplished anything in a vacuum and we have had a lot of great folks support us, but Dr. Kerry Webb (yes, he's a doctor but I wouldn't ask for medical advice) is one of those that really put us over the top. I consider him a great friend as well.

Darryl Robinson, Founder of Robinson Air Darryl Robinson, Founder, Robinson Air, Lawton, Oklahoma

Steven Tibball, Exceptional Comfort Home Services

Steven Tibball was trained by Kerry inside somebody else's company, then left, started his own, and says he is still using the training years later.

When I worked at Carolina Heating Service, you had a huge impact on me, especially in the way I learned to communicate with customers. A lot of what you taught me went far beyond simply knowing what to say, you helped me understand how to listen, ask better questions, communicate value, and most importantly, build trust with people. Those lessons stuck with me long after my time at Carolina Heating Service and have played a real part in my growth in the home service industry.

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I've since taken the leap and started my own home service company, and even though we're only eight months into the journey, I've already utilized so much of the communication training and principles you taught me. They've influenced not only how I communicate with customers, but also how I train my team and the kind of culture and customer experience we're building as a company. It says a lot that years later, now that I'm sitting in the owner's seat and building a company of my own, I still find myself going back to things you taught me.

Steven Tibball, Owner of Exceptional Comfort Home Services Steven Tibball, Owner, Exceptional Comfort Home Services, South Carolina

That is the test most training fails. It usually stops working the day the trainer leaves the building.

Ryan Snow, Western Heating & Air Conditioning

Ryan Snow sat in one of Kerry's business boot camps before his company retained him as a coach, so his letter covers the training and the coaching that followed it.

I've known Kerry for almost 20 years. He made a big impact on my business as we attended his business boot camp training. He has a great way to present the materials and keep everyone focused and engaged.

We also retained him as our business coach. Kerry understands what it takes to help companies become financially successful.

Ryan Snow, GM, Western Heating & Air Conditioning, Orem, Utah

Connie Kelly, Carolina Generators, LLC

Working with Kerry Webb has been incredibly valuable for our business. He has a unique ability to step back, see the bigger picture, and help turn ideas into clear, actionable strategies. His coaching challenged us to think differently, sharpen our focus, and make better decisions about where we're going and how we get there. Kerry brings experience, insight, and a practical approach that makes business coaching feel productive, not theoretical. We're grateful for his guidance and would highly recommend him to any business owner looking for clarity, growth, and a strong strategic partner.

Connie Kelly, Owner of Carolina Generators, LLC Connie Kelly, Owner, Carolina Generators, LLC

Carolina Generators, LLC is a generator company. Connie Kelly does not run a heating and cooling company and she does not run a plumbing company.

Productive, not theoretical, is the whole argument for coaching for the owner and the leadership team, said better by somebody paying for it than it could be said here.

A man and a woman reviewing charts on a flip chart stand in an office

The purpose of BGS is to create a better life for the owner and their employees.

Kerry Webb

What the Numbers Show

Kerry Webb keeps revenue, service ticket and replacement figures for the companies he has coached. They are his reported results, company by company, and not a promise of what any other company will see. A few of them:

  • HVAC, Plumbing, and Electrical in Ohio. Revenue increased $6.66M (+120%).
  • Plumbing and HVAC in Indiana. Revenue increased $5.64M (+163%). Service average rose $178 to $335 (+$157 / 88%).
  • HVAC in Florida. Revenue increased $2.94M (+128%). Service average rose $156 to $475 (+$319 / 204%); calls per changeout fell 11 to 5.
  • HVAC, Plumbing, and Electrical in North Carolina. Revenue increased $4.26M (+60%). Average changeout rose $7,818 to $11,395 (+$3,577 / 46%).
  • Plumbing in Chicago. Revenue increased $1.02M (+29%); water heaters increased 2,136 to 5,586 (+162%); average profit improved 6.05% to 17.06% (+11.01 pts).
  • Plumbing in Pennsylvania. Revenue increased $552,477 (+164%). Service average rose $506 to $1,118 (+$612 / 121%).

The full lists sit on the trade pages: nineteen heating and cooling companies on Results for HVAC companies and three plumbing results on Results for plumbing companies.

Results by Trade

Results for HVAC Companies

Where the money goes in an air conditioning business, what a season does to a scoreboard, the four heating and cooling owners quoted above, and Kerry's reported figures for nineteen heating and cooling companies, gathered on one page with the conferences where Kerry has spoken to air conditioning contractors. Read Results for HVAC companies.

Results for Plumbing Companies

The same question asked about a plumbing business, David Boer's letter about adding plumbing, and Kerry's reported plumbing figures for three companies. Read Results for plumbing companies.

What Results Depend On

Five owners describing five businesses is not a forecast for a sixth.

What ninety days produce depends on what goes into them. Whether the numbers you hand over are accurate. Whether your managers turn up to the sessions instead of sending apologies. Whether the scoreboard still gets looked at in week nine as closely as it did in week one. And whether the owner is willing to stop being the person with every answer, which is usually the hardest part.

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Read David Boer again and the pattern is in his own words. Years, not weeks. The owner, the managers and the technicians, not the owner alone. Systems that stay after the coaching stops, including the systems, playbooks and scorecards and live training for the people doing the work. If you would rather start with something your own people can pick up this week, the playbooks and tools your own people can use are there instead.

The guarantee

“We will help you find $100,000 that's hiding in your business in 90 days or less, or we work with you until you're satisfied.”

Are the testimonials on this page real?

Yes. All five were written by the owner or general manager named and sent to Kerry Webb. Anything cut for length is marked with a bracketed ellipsis.

Do the numbers on this page apply to my company?

No. Every figure here belongs to one company, either in a named owner's own words or in Kerry Webb's reported figures for it. What these companies reported is not a forecast for yours.

What does BGS Strategies actually measure?

Average ticket, conversion on booked calls and accepted estimates, agreements signed and renewed, callbacks, and the gap between your strongest and weakest technician. Around those sit gross profit by department, operating margin, overhead as a share of income, labor hours estimated against actual, and the cost to acquire a customer.

How long does an engagement run?

The 90-Day Plan is where every client starts. Six checks give the starting picture, three priorities come out of those checks, and the same measures get read weekly for ninety days. Longer coaching relationships follow from there when an owner wants one.

What size company does BGS Strategies work with?

Independent home service companies doing $3 million to $20 million a year, usually where the owner is still the bottleneck in their own business. The work suits an owner who has a leadership team to develop rather than a sole operator. BGS Strategies serves the United States and Canada.

Does BGS Strategies work with plumbing companies as well as HVAC?

Yes. This website leads with heating, cooling and plumbing, and each trade has its own results page. Kerry's reported figures cover nineteen heating and cooling companies and three plumbing results, and David Boer's letter describes adding plumbing to a heating and cooling company.

What does the guarantee mean for the results on this page?

We will help you find $100,000 that's hiding in your business in 90 days or less, or we work with you until you're satisfied. That is the only promise made anywhere on this website, and it is not a promise about the numbers inside your own company.

What is the $100K Conversation?

A live session, run every Thursday from 11 AM to noon Central, for owners ready to talk about where the money is going in their business. Registration is through the link below. Bring your own numbers, because the hour is worth far more with them than without them.

Start With a Conversation

Or call 940-441-3231 or email support@bgsstrategies.com, Monday to Friday, 7 AM to 4 PM Central, and note that calls before 10 AM usually reach voicemail because Kerry is coaching. You can also send a message and he will call you back, or read Kerry Webb's full record first.

Or send us a note

Tell us what is going on in the business, and Kerry will call you back.

Book the $100K ConversationBusiness Assessment