Every engagement here ends in the same thing: a written annual growth plan for your heating company. The five services below are the chapters of that plan. The full plan covers all five at a working level, and each chapter can be taken further on its own when one part of the business needs more attention than the rest.
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The written annual growth plan
One document that sets next year's targets for installs, agreements, crews and marketing, month by month.
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Seasonality and capacity planning
Match technician and crew hours to the heating calendar so the fall rush is staffed and the summer is not empty.
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Service-agreement base planning
Set a realistic membership target, renewal rate and visit schedule that gives the company a revenue floor.
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Fuel-switching demand by province
Estimate how much oil-to-heat-pump, gas-to-dual-fuel and electric-to-heat-pump work your region can supply next year.
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Marketing budget and channel plan
A month-by-month marketing budget sized to your capacity and margins, not to an agency's minimum.
The written annual growth plan
This is the core service and the right starting point for most owners. It is one document that sets targets for next year by month: installs by system type, service calls, agreement members, crew hours and marketing spend, with the assumptions behind each number stated plainly.
Choose it if you have never written next year down, or if last year's plan lived in a spreadsheet nobody opened after March. Read the annual growth plan for the table of contents and how the plan is built.
Seasonality and capacity planning
This chapter compares demand by week with what your technicians and install crews can actually deliver. It is where most heating companies find their real constraint, and it is rarely the one the owner expected.
Choose it if the fall rush overwhelms you every year, or if you are deciding whether to hire, subcontract or add a crew. The seasonality and capacity page shows the weekly model and the decisions it supports.
Service-agreement base planning
Service agreements are the floor under a heating company's revenue. This chapter sets a membership target, a renewal assumption and a visit schedule that fills the shoulder months instead of colliding with the peak.
Choose it if spring and summer cash flow worries you, or if you have agreement members but no clear idea how many renew. See service-agreement base planning.
Fuel-switching demand by province
The fuel your customers burn today decides the conversion work available to you tomorrow. This chapter estimates how much oil-to-heat-pump, gas-to-dual-fuel and electric-to-heat-pump work your service area can produce next year, and how rebate timing shifts it.
Choose it if your province still has many oil-heated homes, if a program you relied on has closed, or if you are deciding whether to build a heat-pump line. See fuel-switching demand by province.
Marketing budget and channel plan
The last chapter turns the plan into spending: how much to put into search, maps, agreement renewals and seasonal campaigns, month by month, sized to the work your crews can absorb.
Choose it if you spend money on marketing but cannot say what each booked install costs you. See the marketing budget and channel plan.
How the chapters depend on each other
The order matters, because each chapter feeds the next. A budget built before capacity is known tends to buy leads in weeks when nobody can run them. A fuel-switching forecast without an agreement plan misses the fact that converted homes become your most loyal maintenance customers.
| Chapter | Needs from you | Feeds into |
|---|---|---|
| Demand calendar | Installs and calls by month, two years if possible | Capacity, budget |
| Agreement base | Member list, renewal dates, visit records | Capacity, cash-flow floor |
| Fuel-switching outlook | Service area, current job mix | Demand calendar, budget |
| Capacity | Crew and technician count, hours, hiring plans | Budget, hiring timeline |
| Budget | Current spend by channel, average ticket, margin | Monthly targets |
What every chapter has in common
Each chapter states its assumptions, shows its arithmetic and names a checkpoint date when you will know whether the assumption held. That is what separates a plan from a forecast. You can see how the pieces were used for named heating clients on the results page, and how the work is quoted on the pricing page.
None of this involves equipment. We are a consulting and marketing service, not a contractor, and we never install, repair or service heating systems.
Frequently asked questions
Do I have to buy all five services?
No. The written annual growth plan includes a working version of every chapter. The other four services go deeper on one chapter when your situation needs it, for example a detailed capacity model for a company adding a second install crew.
Which service should I start with?
Start with the full written plan unless you already have one. If you do, pick the chapter where last season went wrong: missed fall demand points to capacity, a thin summer points to agreements, and unclear spending points to the marketing budget.
Do you also run the marketing the plan recommends?
We can, through the HVAC.Agency plans, but you are under no obligation. Many owners keep the plan and hand the marketing to their own team or another provider.
Is any of this technical or code advice?
No. It is business and marketing consulting, not engineering, mechanical design, inspection or code-compliance services. Equipment selection, sizing and permits stay with your licensed staff.