Trainer Profiles

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Dave Consulo

Head Coach & Trainer

Dave Consulo brings 13-years of HVAC experience spanning the type of knowledge and expertise that can only be gained by starting at the ground-floor and rising through the ranks. He has helper, installer, and installation team leader experience. He was a sales rep and sales manager. He rose to manage both Installation and Service. He has worked in or managed the residential, commercial, new construction and replacement markets. Dave has a total of 15-years of management experience spanning 7 years in HVAC and 8 years in the Agricultural industry and has built a reputation as an effective manager that generates employee success and company profit.

Settling on Service as his favorite department, Dave recognized the unique and profitable benefits of a well-run service department in terms of: retaining quality service technicians and making a profit in slow periods; driving replacement sales through service referrals; and leveraging a sound, profitable maintenance agreement program to establish a first-position competitive advantage that consistently drives new-customer acquisition. Dave has a HUGE passion for working directly with Service Technicians on "customer communication and soft-sale" skills. Given his exceptional skills in this area, Dave has co-authored a new BDR coaching program focused on Service Technician excellence.

However, Dave's pre-HVAC industry experience is a key contributor to what makes him unique and successful in HVAC. Dave has a college bachelors degree in Agricultural Business. He worked in Cattle Management as the Sales & Marketing Manager of Breeding Stock for 8 years. This degree and the agricultural industry trained Dave of the importance of long-range strategic planning due to the long-term product-replacement cycle. The nature of Dave's work required meticulous attention to detail in planning and execution, daily statistical analysis of results and record-keeping. "To drive success, the business practices of Cattle Management and HVAC management are identical: long-term planning, marketing strategy, selling value vs. price, customer communication and service, employee motivation skills and reward systems, success-tracking and the power of developing a renewable stream of income." Dave is directly responsible for generating an average cattle sale price that was 55% higher than the national average ($5775/$3725) four years in a row (1993 – 1997). "Without question, the key to success in HVAC Service is long-range planning. If you are planning for next week or next month, you've already lost."

Dave will tell you he learned this, and much more, directly from BDR's training and coaching programs as he attended numerous BDR training classes, 3 Profit Launches, and was a 7-year coaching client in BDR's Profit Coach and Service Profit Coach Programs.

For Peck Heating & Air, Dave was promoted to Installation & Service Manager in June, 2004. His results are second to none:

  • Built Peck's service department and installation-referral programs by building a strong and profitable preventive maintenance agreement program for residential and commercial clients.
    • Residential Maintenance Agreement Growth: September, 2004 – September, 2006
      • Started with 350 residential PMA's, Dave grew this to 1,100 PMA contracts representing a 214% growth rate in 2 years.
    • Commercial Maintenance Agreement Growth: September, 2005 – September, 2007:
      • Started at 26 sites with 130 HVAC units and grew this to 91 sites with 1,144 HVAC units.
      • Total Commercial sites grew by 250%, and units-serviced grew 780%!
      • The average number of units-per-site grew from 5 to 12.57 units; a 151% increase.

Dave's planned goal of going after larger commercial opportunities drove considerable profit margin increases due to logistics and labor-cost advantages gained and provided Peck Heating with "first-position" advantages on commercial retrofit sale opportunities.

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    • Service Technician Billable-Hours per Day: Starting September, 2004, Peck's service tech's hovered at the national-average of 4.0 – 4.5 billable hours-per-day. In just two years’ time, Dave increased this dramatically, averaging 8.64 billable hours-per-day, per tech, for an 8-hour day worked, over the entire year of 2006. To this day, Dave Consulo holds the top-performing record for BDR's "8-for-10 Service Reporting" (technician efficiency) vs. 150 other BDR Service Profit Coach clients, nationwide, over a 10-year period. Further, Dave maintained a minimum average of 8-billable-hours from 2006 – 2008.
  • Dave's achievements go way beyond just these three items. That said, these three items did the following for Peck Heating:
    • He hired 1/2 the Service Tech's that the average HVAC dealer needed to do the same revenue dollars: Labor cost cut in half, overhead down, back-office efficiency way up; Service department profitability hovered around 70% Gross margins, with 25% - 35% net profit margins. (This is what 8 billable hours per day, per technician, does for you)
    • He booked 1520 hours of work per tech for the year, before the year even started! Thus, Peck Heating touched more clients and had more retrofit referrals than its competitors and this resulted in the company posting a profit in the 1st quarter of each year.
    • His Service department racked up 4,560 hours of maintenance work each year. "I never sent a service tech home for lack of work."
    • Fully, half of Peck's residential retrofit sales leads were internally generated by Peck's service department; reducing marketing costs, shortening sales cycles, decreasing the percentage of competitive bid situations and increasing average profit-margin per retrofit sale.

In fact, he set dozens of performance records for his company and several in comparison to all other BDR Service Coach Program clients, with most records still standing 5 years later. Dave's success compelled BDR to ask him to speak to all of our clients at BDR's Member's Convention, held in Las Vegas in 2007. Dave's topic focused on the value of building a sound and renewable income for your company through a profitable maintenance agreement program. It was very well attended and very well received.

"Most all of my success in developing a profitable service department stems from following BDR's training and coaching in both residential and commercial service. BDR provided a template for success. I knew it could be done, sprinkled in my creativity and idea's, and implemented a defined plan."

Dave has a great demeanor that his former employees and current coaching clients respond to. He is able to motivate and generate excitement and loves to celebrate his client's wins with them. He credits these gifts and his work-ethic to the values instilled by his parents who remain a strong, positive influence in his life.


Certifications

ACCA

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Jennifer Shooshanian

Senior Service Coach & Trainer

Now approaching three decades of experience specializing in HVAC Service Operations Management, Jennifer Shooshanian is one of the most knowledgeable and accomplished service performance experts in America.  She entered the HVAC industry in 1991 working for Jacob’s Heating and Air for 13 years. 

Based on a ground-floor start, many roles across multiple departments, she developed operational experience with breadth and depth in service operations as well as the inter-workings of other operations departments.

Since joining BDR as a Trainer and Service Coach in 2003, Jennifer has conducted over 400 service training classes across the United States and Canada. She has coached over 250 different Service departments ranging in size from 3 to 80 Service Technicians in all market types and sizes.

Jennifer is experienced in both Residential as well as Commercial Service operations, and her clients venture beyond just HVAC, into Plumbing, Refrigeration, Electrical and other related fields. Many clients have complex, highly diversified companies with multiple branch locations and distributed or centralized office operations. Jennifer is also an expert in service operations accounting and performance analytics. She is phenomenal at communicating financial performance with department managers with little to no accounting knowledge. This is a “key” training and coaching skill of Jennifer’s that gains buy-in from reluctant Service Managers, so she can teach them how to win.

What sets Jennifer apart are her intangible personality traits brought forth in her training classes and with BDR coaching clients: her ability to motivate clients to BELIEVE that there “is” a better way; to trust in themselves and step away from the money-losing norms of the industry; to venture out with Jennifer on a journey of far superior Service performance, greater departmental morale, superior customer satisfaction and retention, and far greater management leadership skills. Jennifer is a master at finding a path forward that clients can believe in, while holding them accountable to their own success…with a smile!

The building blocks of Jennifer’s career start with Jacob’s Heating and Air and include: 3-years as Sales Coordinator and Residential Retrofit Coordinator; 3-years as New Construction Coordinator; and 7-years as Service Manager, from 1997-2003.

Jacob’s Heating & Air – Service Manager Accomplishments:

Jennifer transformed the Service department from a money-loser to the highest margin department in the company. Over a six-year span, starting in 1997, Jennifer took over a department with 10 Trucks generating $600,000 annually, for an average of $5,000 in revenue per month, per truck. Six years later, Jennifer’s Service department was doing $2.3M with 7 Service trucks, averaging $27,380 in revenue per month, per truck. Jennifer’s Service department generated a 65% gross margin and a 30%+ net profit margin, while reducing direct and overhead costs by 3 trucks, or about $360,000 in annual cost reductions.

Jennifer also developed their Commercial Maintenance Sales (CMS) program and sales processes from scratch. She hired the company’s first CMS Representative, which requires a 9-month ramp-up period for sales to become meaningful. CMS grew from less than 100 unprofitable accounts to 350+ profitable accounts in 4 years. The original 100 accounts required two-years of hard work to bring them to profitability, and Jennifer retained 95% of them. Her CMS program accounts generated a profitable 55-60% Gross Margin.

In 2003, Jennifer’s life took her to a different state, upon which she joined BDR as Service Coach. In 2005, her role expanded, adding Service Trainer to her resume. With BDR’s growth, Jennifer was promoted to Senior Service Trainer and Senior Service Coach. Instrumental in the co-development of BDR’s Service training and coaching programs, she has a proven track record of helping contractors and dealers to transform their Service department from an underperforming asset into a highly-prized, cash flow rich, profit center.

BDR – Service Trainer & Service Coach Accomplishments: Over 16-years’ experience

Training Classes: Conducted over 400 classes across the US & Canada

  • Managing & Growing Service Profitably

  • Service Dispatch University

  • Residential Maintenance: Creating Lifetime Clients

  • Top Gun Technician Excellence

  • Commercial Maintenance Sales

Senior Service Coach: Worked with over 250 Service Departments across the US & Canada

  • Expertise focus is HVAC, with experience in Refrigeration, Plumbing, Electrical, & Solar

  • Worked with departments ranging in size from 3 Techs to 80 Techs, spanning every type of market from large to small, metro to rural, high-income to low-income.

  • Expert in Flat Rate systems, accessory programs and maintenance agreement programs

  • Expert in service operations, dispatching, performance tracking and reporting

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Kim Archer

Vice President of Coaching & Trainer

Kim joined BDR in 1997 as a dealer consultant. She has acted as a personal business trainer for numerous dealers, assisting them in the development and growth of their business. In addition to being Vice President for Dealer Coaching Services, Kim is also a BDR trainer, teaching Accounting & Office Management and QuickBooks for Contractors.

In 1990, Kim began working for a small heating contractor with revenues of less than $500,000. Working as the Office Manager, Kim played an active role in growing the business to $1.8 million in annual revenues.

Kim also developed the first version of the Opportunity Manager software Price Book Plus module for BDR. Dealers across the nation are currently using The Opportunity Manager in-home selling software to create professional sales presentations and manage their sales forces.

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Michael Hunter

Head Coach & Trainer

Michael Hunter’s experience in the HVAC industry has spanned over two decades, including multiple roles in distribution, and serving as a highly successful general manager of a business in Idaho. Over the last 15 years, he has worked closely with BDR in many capacities, driving value and success for his customers and the dealership he managed. Michael is known to be highly goal oriented and a focused achiever that doesn't do anything without a plan.

As General Manager for Jim's Heating & Cooling, Michael has had decision-authority for management activity and control over all aspects of business management, including planning, budgeting, spending, capital investment, employee management, and marketing. Additionally, he ran the Service and Sales departments directly. He transformed a company that was operating under some of the same methods used since 1976. His implementation practices speak volumes of his focus and dedication:

In less than three years the company doubled its revenue. A core driver was the service-referral program and a coordinated direct-marketing program implemented by Michael

Through the creation and implementation of processes and procedures spanning all departments, efficiency gains enabled the company to generate revenue growth with 1/3 fewer staff members

Service revenue increased 70%

Net Profit increased 8%, in spite of a significant and sustained increase in capital investment to modernize the company in every way

Nearly all structural and procedural methods applied in the business were revamped or updated, changed or eliminated completely. "The company was still using hand written memo notes and the service vans had radios. Today we use iPad's, GPS navigation and Smart Phones for dispatching, wireless billing and customer record updates right from the field".

In addition to the changes in infrastructure, Michael has navigated the company through some very significant organizational and partnership challenges. When he started, the company had Three Owners. By the end of Michael’s second year as GM, there was one. The first partner that left went to work for a competitor. The second passed away. Each circumstance required a vastly different approach to working through the buy-out process with attorneys, a valuation company, insurance companies and the partners and/or family members. Company ownership was restructured twice and an exit strategy plan was also put in place for the final owner. Michael’s experience with partner-challenges, ownership structures and negotiation will undoubtedly be of value to anyone who may experience similar circumstances.

In his capacity as a Territory Manager for 13-years, Michael worked with 60 companies. They ranged from pure new construction to retrofit; residential to commercial; equipment installation only to service-based; from organized to disorganized, the profitable and the cash-strapped, with great structure and solid employees to the opposite. His philosophy for territory development was to help his customers build strong, well balanced, well-structured businesses with a “sustainable-growth” business model, and help them to become a process-driven company……not buy working to just sell another “box”. He worked with those companies that worked with him and leveraged BDR’s training and Profit Coach Program into his “practice”. Starting in 2003, 5-years before the new construction boom ended, Michael worked diligently to convince and prepare his customers for the end of the construction boom. He focused on making sure dealers were well balanced with a plan for profit during slow periods by driving replacement sales through service referrals. Michael not only increased his territory sales by 80% over three years, he also kept several customers in business through the “great recession”.

"Much of the accomplishment I’ve realized in business stems from continuously seeking out training from people in the industry who have succeeded, and then implementing what I’ve learned. BDR's training and coaching provided the roadmap for success. If someone is willing to show me the way, I’m willing to put in the work. I believe great leaders are developed from being good followers. People just need to wisely choose who they follow”.


Certifications

ACCA

Six Sigma

 

 

Vice President of Coaching & Trainer

Kim joined BDR in 1997 as a dealer consultant. She has acted as a personal business trainer for numerous dealers, assisting them in the development and growth of their business. In addition to being Vice President for Dealer Coaching Services, Kim is also a BDR trainer, teaching Accounting & Office Management and QuickBooks for Contractors.

In 1990, Kim began working for a small heating contractor with revenues of less than $500,000. Working as the Office Manager, Kim played an active role in growing the business to $1.8 million in annual revenues.

Kim also developed the first version of the Opportunity Manager software Price Book Plus module for BDR. Dealers across the nation are currently using The Opportunity Manager in-home selling software to create professional sales presentations and manage their sales forces.

 

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Scott Tinder

Trainer & Instructional Designer

Scott has been involved in the HVAC industry since graduating with a business degree from Eastern Washington University in 1988.  He has worked with dealers, distributors and manufacturers throughout the United States and Canada to drive profitable growth in their businesses. He brings a genuine passion for helping the companies and individuals he works with to implement and achieve a higher level of success. 

Scott joined BDR in 2008. As a trainer, he leads several classes for the ICP channel: PreWall 1: 4 Steps to $1 Million in Revenue, Successful Sales for Today’s HVAC Company and Successful Service for Today’s HVAC Company. Scott also conducts all of BDR’s Distribution and Territory Manager training. When in the office, Scott is BDR’s Instructional Designer, working with the training team to create and update all of BDR’s training classes. 

Prior to joining BDR, Scott was the United States Director of Sales and Operations for a large Canadian sheet metal manufacturer.  His role was to make sure their products were accepted and stocked by independent wholesale distributors across the U.S.  Scott also spent 10 years working as a Territory Manager, and later a Regional Sales Manager, at an HVAC distribution company in the Northwest. In the time Scott was there, the distributor went from 10 branches doing $20m to 20 branches doing $200m.


Certifications

Six Sigma Black Belt

Business Valuation

Kaizen

BDR-certified Business Succession & Market Value Enhancement Coach

Change Management