Fiat, Inc.

John Hooper | Owner

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BACKGROUND

Fiat, Inc. is a commercial HVAC services company providing service, maintenance, new installations, and warranty solutions to facility and property managers. At the time of engagement, the company was managing a mix of service calls, maintenance contracts, and smaller project-based work while also exploring growth opportunities in new markets and segments.

Leadership engaged Waters Business Consulting Group to help bring greater clarity and structure to operations, financial performance, and growth strategy. The business was operating with solid field production activity, but leadership identified the need for improved workflow mapping, clearer role definitions, stronger financial visibility, and more consistent sales and pipeline management. Additionally, as Fiat evaluated merger opportunities and expansion into new markets, the organization required guidance around integration planning, organizational structure, and performance tracking. In addition to guiding the owner on the proper legal structure.

Waters Business Consulting Group worked alongside ownership and key leaders to refine operational systems, define strategic priorities, and build financial and productivity models that would support disciplined, scalable growth.

Fiat, Inc.

fiatmechanical.com

CLIENT INDUSTRY:

Commercial HVAC Services

From Fragmented Workflows to High Growth Powerhouse

The Challenge:

  • Lack of a clearly documented and consistently followed workflow from marketing through service, production, and accounting
  • Inconsistent distinction between service, maintenance, and project processes, leading to operational inefficiencies and lost margins
  • No formalized checklist process for larger projects requiring materials, equipment, and leadership oversight
  • Limited visibility into pipeline activity and sales tracking within Simpro
  • Lack of a solid pipeline to consistently track new opportunities and provide greater revenue predictability
  • Unclear target market definition and positioning of warranty, service, and maintenance offerings
  • Undefined sales and account management roles, including compensation and responsibility structure
  • Need for clearer labor and materials cost breakdown by service, maintenance, and project categories
  • Lack of proper pricing strategy to ensure profitability
  • Limited insight into technician productivity and billable efficiency ratios
  • Lack of performance metrics requiring key performance indicators (KPIs)
  • Over-labor on certain jobs and lack of consistent job costing discipline
  • Payroll and financial integration challenges related to merger activity
  • Lack of formal position descriptions across leadership and staff roles

The Solution:

  • Facilitated detailed workflow mapping sessions covering Marketing, Sales, Estimating, Accounting, Scheduling, and Production
  • Created structured process distinctions between time-and-material service work and project-based jobs
  • Implemented thresholds and approval checkpoints (e.g., credit qualification and project size triggers) within the workflow
  • Developed guidance for a formal checklist process for projects exceeding defined dollar thresholds
  • Guided leadership in defining target market segments and refining the positioning of warranty versus maintenance programs
  • Advised on the development of formal position descriptions for Sales and Account Management roles
  • Introduced lead tracking tools to improve pipeline visibility and accountability
  • Directed leadership to utilize Simpro reporting for pipeline and performance visibility
  • Built financial modeling frameworks to analyze labor as a percentage of revenue across service, maintenance, and project categories
  • Established technician productivity tracking metrics to evaluate billable efficiency
  • Provided guidance on merger integration planning, including payroll coordination and job costing alignment
  • Facilitated leadership discussions around organizational chart clarity and defined reporting structure
  • Established key performance metrics to improve accountability, increase productivity and profitability

The results:

  • Revenue growth from approximately $1.32M in 2018 to $5.19M in 2021, representing substantial top-line expansion over a three-year period
  • Year-over-year revenue increase of approximately 69% from 2020 ($3.06M) to 2021 ($5.19M)
  • Gross profit growth from approximately $0.64M in 2018 to $1.68M in 2021, reflecting improved profitability alongside revenue scale
  • Gross profit margin expansion from approximately 48% in 2018 to approximately 32% in 2021
  • Established a clearly defined end-to-end workflow process from marketing through production to identify gaps and designate employee responsibility
  • Improved operational clarity between service, maintenance, and project job handling to improve efficiencies and accountability
  • Increased visibility into pipeline activity through structured tracking and reporting for more accurate revenue forecasting
  • Greater financial awareness of labor and material cost ratios by revenue category which improved gross profit margins
  • Improved leadership alignment around organizational structure and role clarity which improved clarity of expectations and accountability translating to improved performance
  • Strengthened accountability in sales tracking and technician productivity measurement
  • Clearer integration planning framework during merger discussions
  • Defined growth direction toward higher-value work and refined target markets
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