From the Marine Corps to Business Ownership: Rich Jordan’s Entrepreneurial Leap
When Rich Jordan decided to leave the Marine Corps in 2020, he faced a significant turning point in his life and career. Having dedicated his twenties to military service as an infantry officer, Rich had experienced the rigors and demands of leadership in high-pressure situations. His service often meant long periods away from his wife, leading to four years of geographical separation due to deployments and assignments. As he contemplated his next move, Rich knew he wanted to find a path that would not only leverage his leadership skills but also allow him to build something meaningful while being closer to his family.
Reflecting on his years in the Corps, Rich identified a common thread that brought him the most fulfillment: working with small teams under challenging circumstances, far from immediate support. This introspection led him to consider entrepreneurship, specifically in the realm of small business ownership. He believed that the dynamics of leading a tight-knit team in a high-stakes environment could translate well into the business sector, particularly within the blue-collar trades.
Acquiring His First Plumbing Business
Determined to find the right opportunity, Rich began his search for a business to acquire during the final months of his military service. He understood that starting from scratch might not be the most efficient route, so he focused on existing businesses where he could make an immediate impact. In a fortunate turn of events, he discovered a plumbing company for sale in New Jersey. The business had a modest team and a solid foundation, making it an attractive prospect for someone eager to dive in and start making improvements.
After careful consideration and negotiation, Rich finalized the acquisition. In September 2020, just five weeks after his last day in the Marine Corps, he found himself standing in front of his new team: himself, his business partner, and three experienced plumbers. It was a moment filled with both excitement and uncertainty. Rich was venturing into an industry where he had limited experience, but he was confident that his leadership abilities and willingness to learn would pave the way for success.
Navigating Initial Challenges and Getting Hands-On
The early days of business ownership were intense. Rich quickly realized that running a small plumbing company required him to wear many hats. Without a large team or established processes, he needed to be involved in every aspect of the operation. This meant not only managing administrative tasks but also participating directly in the fieldwork.
He often found himself on job sites, digging trenches in customers’ front yards to access sewer lines and water service pipes. This hands-on involvement was a crash course in the plumbing industry, exposing him to the practical challenges his technicians faced daily. While physically demanding, this period was invaluable for building credibility with his team and gaining firsthand knowledge of the services they provided.
Understanding the importance of building a reliable support structure, Rich began to expand his team strategically. He hired laborers to assist with the physical tasks, which allowed his skilled plumbers to focus on more technical work. Recognizing that customer communication was vital, he brought on customer service representatives to handle incoming calls and inquiries. Additionally, appointing a dispatcher helped streamline operations by efficiently coordinating service appointments and managing technician schedules.
These steps were indispensable in moving away from being engulfed by the immediate demands (“being in the laundry machine,” as Rich described it) and towards a position where he could focus on growth and strategic planning. By delegating responsibilities and building a competent team, Rich established a foundation for scaling the business.
Scaling Up: From Three to Fifteen Employees
The first year of operations showed promising growth. The company’s workforce expanded from three to fifteen employees, a significant increase that reflected both rising demand for services and effective management. Initially, Rich’s business partner remained employed at his previous job to ensure financial stability, as the plumbing business wasn’t yet able to support them both fully.
As the company grew, it generated sufficient revenue to bring his partner on board full-time. This transition was a critical milestone, providing Rich with much-needed support in managing the expanding business. With his partner’s involvement, they could divide responsibilities, foster stronger relationships with employees, and focus on exploring new opportunities for growth.
This period also involved refining their business processes. They implemented systems to improve efficiency, such as adopting software for scheduling, invoicing, and customer relationship management. By investing in technology, they reduced administrative burdens and improved the customer experience.
The New Hampshire Opportunity: Acquiring an HVAC Business
In early 2022, Rich and his partner attended an industry event that would open the door to their next significant venture. There, they met Dale Sanford, the owner of an HVAC business in New Hampshire. Dale was looking to exit the industry and was seeking someone capable of taking over his company. He posed a straightforward yet challenging question: Were they willing to acquire and operate a business located several states away?
Despite the logistical complexities, Rich and his partner saw immense potential in the opportunity. The HVAC company had a solid foundation, with $3 million in annual revenue and a team of fifteen dedicated employees. They recognized that their experience in revitalizing and growing their plumbing business could be applied to this new venture. After careful deliberation, they decided to proceed with the acquisition.
This decision marked a significant expansion of their business operations and required them to manage teams across different states. It tested their ability to scale their management style and operational strategies to a larger and more geographically dispersed organization.
Rapid Growth: From $3 Million to $15 Million in Revenue
The years following the acquisition were marked by remarkable growth. By implementing strategic changes and operational improvements, the New Hampshire HVAC business saw its annual revenue climb from $3 million to $15 million. The team expanded from fifteen to sixty-five employees, reflecting both increased demand and the successful integration of new staff.
This growth was not accidental. Rich and his partner focused on leveraging the company’s existing strengths while addressing areas that hindered performance. They conducted thorough analyses of operational data, identified bottlenecks, and implemented targeted solutions to improve efficiency and productivity.
Operational Enhancements and Customer Focus
One of the most significant issues they uncovered was the high number of missed customer interactions. In 2021, the HVAC company had missed over 12,000 phone calls—a figure that had gone largely unnoticed by the previous management. This represented not only potential lost revenue but also a gap in customer service.
Recognizing the importance of customer communication, they took immediate action. They hired additional customer service representatives to make sure calls were answered promptly. They also restructured the phone system to improve routing and reduce wait times. Importantly, they began tracking call data meticulously, enabling them to monitor performance and make data-driven decisions.
The impact was substantial. With more calls being answered, they captured more service requests and fostered stronger relationships with their customer base. This improvement in customer engagement was a significant driver of revenue growth.
Technician productivity was another area ripe for enhancement. While the technicians were skilled and experienced, they lacked certain tools and resources that could maximize their efficiency. For example, they did not have access to a comprehensive price book, which is essential for providing accurate estimates and ensuring consistency in pricing.
By developing and implementing a detailed price book, the technicians were empowered to operate more independently and confidently. This not only improved efficiency but also boosted customer trust, as clients received transparent and consistent pricing information.
Investing in People and Infrastructure
Understanding that a company’s success is built on its people, Rich prioritized investing in his team. He adopted a proactive approach to hiring, bringing on new staff members ahead of immediate demand to ensure they were prepared for growth. This strategy helped prevent burnout among existing employees and maintained high levels of customer satisfaction.
Employee development was also a key focus. Rich implemented training programs and encouraged continuous learning, fostering a culture of growth and improvement. By supporting his employees’ professional development, he enhanced their skills and increased their contributions to the company’s success.
Infrastructure investments included adopting new technologies and systems to streamline operations. By embracing software solutions for scheduling, dispatching, and customer relationship management, they improved efficiency and provided better service. These tools also provided valuable data insights, informing strategic decisions and identifying areas for further improvement.
