Angela is an accomplished Service and Operations Management professional with 8 years in HVAC-R, 5 years in plumbing and a total of 11 years business management experience. She has bolstered her expertise and knowledge through in-depth training in BDR's philosophies, principles, and methodologies since 2001. A huge benefit for BDR's clients is that Angela worked for two companies that were BDR clients in Profit Coach and Service Profit Strategies (SPS). As the Service Manager or Operations Manager for these companies, Angela was responsible for managing and driving the implementation success of BDR's proven service coaching program. Thus, Angela possesses invaluable client-side, in-the-trenches management experience, coupled with considerable expertise in all aspects of service department operations.

Angela's experience spans many market segments to include: HVAC (residential and commercial; new construction and retrofit); plumbing; refrigeration; and food service equipment repair. She has held a variety of positions within HVAC-R and Plumbing to include: Service Manager; Operations Manager; Service Dispatcher; Residential & Commercial Sales Representative; Installation Coordinator; Bookkeeper and Payroll. Thus, Angela understands a multitude of roles and how they should interface to create a smooth running, productive and profitable company.

Further, Angela's communication skills are refined and effective. She has a proven track record of generating employee buy-in even in the face of strong resistance-to-change. An added bonus is her experience in both non-union and union shops. She understands the impact of both labor laws and union labor regulations on a company's ability to manage (reduce) labor costs. She determined how to successfully apply BDR principles in a union-shop environment, gaining buy-in from her service technicians on changes, which generated significant labor productivity gains while adhering to union regulation requirements..

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Bruce Wiseman has been providing management consulting services and training to leading HVAC dealers since 1995 when he founded Northwest Management Group, the predecessor to Business Development Resources, Inc. (BDR).

As a partner and company President, Bruce leads the Profit Coach program, helping clients grow their business and increase their profits. As a trainer, Bruce brings his real-world experience to the classroom and offers creative strategies for dealers to drive profit and growth in their businesses.

In addition to his consulting and training experience, Bruce was a primary author of the Trane Comfort Specialist Operations Manual and has developed several software applications for the HVAC industry.

Prior to founding Northwest Management Group, Bruce was the General Manager of a $13 million HVAC company with annual growth in excess of 25% and net income over 15%.

Bruce's industry experience also includes starting and developing a residential division for a large mechanical contractor. After little more than a year, the mechanical contractor's annualized revenues exceeded $4 million.

Bruce has a degree in accounting and business administration from Western Washington University.

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...

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Dave McDuffee brings over thirty-two years of business management and ownership experience to the Profit Coach program. Dave has a proven track record of success at positioning his companies for growth and prosperity in difficult market environments.

Like many of our clients, Dave got his start in the family HVAC business. Starting on the ground floor as an installer and an appliance service technician, Dave learned first hand how an HVAC business runs. At the age of twenty, Dave struck out on his own by going into the motorcycle industry where he worked up the chain of command from Mechanic to Salesperson to Sales Manager, and then finally to General Manager over a five-year period.

In 1977, Dave again struck out on his own, this time as an independent business owner, buying a motorcycle business with annual sales of $250,000. Dave grew his new business to $1 million in revenues in five years, representing a compounded growth rate of 32% per year. This growth occurred during the worst (highest) interest rate environment the United States has ever endured; large numbers of independent business owners were going out of business. With 20% gross profit margins and 18% loan rates, Dave was insightful and adept at maximizing labor productivity and controlling business expenses. Upon the sale of his business in 1982, Dave became a General Manager in another motorcycle business where he tripled sales volume and doubled gross profits over a two-year span.

In 1987, Dave's path took him full circle, and he rejoined his family's HVAC business, which focused on residential and light commercial retrofit and service. Working for his father, but gradually taking on more control, Dave often installed by day and sold by night. From 1996, the year that Dave assumed full control of the business with his brother, he grew the business from $400,000 in revenues to $1.9 million in 2004. This represents a compounded growth rate of 22% per year.

Dave attributes the steady growth of his family's HVAC business to high standards of integrity and business ethics, continuity in marketing, a structured sales approach, attainable sales forecasting, and annual business planning. In addition, the lessons Dave learned in the extremely seasonal motorcycle industry helped his company achieve respectable sales figures even during "slow" months.

What are the traits of a good coach? While that answer is varied and complex, one thing is sure. A good coach is someone who has coaching and mentoring as a calling and purpose on their life. That is true of Gary Heath, the latest addition to the coaching line up at Profit Coach. To put it in Gary's own words: "I've been coaching and mentoring other people for many years, both in my business career and in my personal life. And looking back, it has occurred at different points in my life without my necessarily realizing it at the time."

A native of Memphis, Tennessee, Gary has a deep background in both residential and commercial HVAC. Besides a stellar 31 year career in HVAC, Gary has learned life lessons that make him well suited for his new role. Gary notes that he is most fulfilled in life when he is relating to others and has the opportunity to be a positive influence on their career and life. Becoming part of the Profit Coach team is part of a natural progression for him.

Gary has worked in many different management and operational roles, and the sum total of those experiences has led him to Profit Coach at just the right time in his life. A second generation heating and cooling professional (his father had a 53 year career in the HVAC industry), he has a wealth of industry experience to share. Whether it's been wholesale or retail, residential or commercial, refrigeration or air conditioning, small contractor or large, Gary has seen the full gambit of the industry, and excelled at every point. He's worked as a Trane Territory Manager, as well as retail Comfort Advisor for both a small and large contractor, and a national retail organization. He has also worked in the Trane Commercial office in Memphis, Tennessee. In addition, he spent several years as a Market Manager for a national wholesale company, where he taught dealer development skills for residential contractors.

"I look forward to engaging others in this journey called life," Gary says, "and to impart knowledge and wisdom gained over time, but so much more, by adding the extensive knowledge base of the BDR team, make a real difference in someone's business, and their life."

Jennifer Shooshanian brings her vast knowledge and experience as a service manager to the Profit Coach program. She will help dealers learn to appreciate their service department as a profit center, not just a necessary evil.

Jennifer Shooshanian started in the HVAC industry at Jacobs Heating & Air Conditioning in 1991. Her experience includes new construction and retro-fit, but her specialty is service. Jennifer ran the Jacobs Heating service department for six years, consistently achieving high standards in efficiency, profitability, and growth. After six years, the service department's revenue and net profit had increased by over 50% using fewer technicians than when she started. Jennifer is also BDR's Senior Service Profit Coach.

As part of the Profit Coach team Jennifer will offer strategies for structure, growth, and profitability that will help dealers recognize the tremendous profit potential of a well-structured service department.

Jim Corcoran has been in the HVAC industry since 1981, when he began working in his family's HVAC dealership. After working in a family business, Jim understands the beginning struggles and the large peaks and valleys that most companies go through at one time or another. Jim's HVAC knowledge covers all aspects of the industry, including installation, engineering, rehab, and retro-fit, residential, commercial, and industrial applications.

In 2000, Jim joined Mid-way Supply as a Trane Dealer Development Specialist (DDS). Jim's responsibilities as a DDS included coaching, training, and developing his dealers in all aspects of their businesses. Jim's customers included companies ranging in revenue size from $1 million to more than $35 million. Jim has also worked with nationally-known homebuilders to create builder upgrade programs and train their sales professionals.

While at Mid-way Supply, Jim worked closely with BDR, attending over twenty classes. As a result of what he learned, Jim created record growth in his territory, with most dealers recording double digit nets. Starting in the fourth quarter of 2000, Jim was able to grow his new territory 50% by year-end. His territory growth continued in succeeding years: 58% in 2001, 30% in 2002, and 40% in 2004. Jim far exceeded Trane's goal of doubling his territory in five years!

Jim began his HVAC career in 1979 as an installer, becoming a Journeyman Tech in 1984. He has done retrofit, new construction, residential, commercial, and architectural metal work as an installer and technician. In 1994, Jim decided to start his own company in order to create a new life for himself, get more time off, and make more money. At the time Jim purchased it, Hendrix Heating had annual revenues of just $450,000. Jim and his partner doubled revenues in their first year, and followed that with several years of double digit net profits, including one year at 24%! In 1998, Hendrix Heating became a Trane dealership and Jim began attending BDR classes. In 2002, Hendrix Heating received a Pacesetter award from its distributor, which is given annually to the distributor's top dealers.

Jim was one of the first members of BDR's Profit Coach program, and has attended all of BDR's classes multiple times. With help from his Head Coach and Service Coach, he was able to increase company profits, driving the gross profit of his Service department up to 65%. Jim believes that using and implementing what he's learned from BDR each day has kept his company profitable and allowed him the freedom to become a trainer and share what he has learned with other dealers.

For 15 years, Kevin has held senior management roles focused exclusively on the HVAC industry in both the residential and commercial markets spanning replacement, new construction, and service business lines. The companies he has managed range in size from $3 million to $5 million in revenues with multiple departments. He has held a variety of key roles, including: Controller, Chief Financial Officer and General Manager with responsibilities ranging far beyond Kevin's titles.

In addition to his HVAC-specific experience, Kevin received a Masters Degree in Organizational Management and a Bachelor's Degree in Business Management & Finance. He has another 10 years of business management experience in the general contracting industry and has 2 years experience owning his own business management training & consulting business prior to joining BDR as a Profit Coach. Further, Kevin has had considerable exposure to BDR training and business-management practices over the past decade.

Kevin's vision is to show HVAC owner's how to "de-commoditize" their business; to create their "own" brand; and create distinctive and unique competitive advantages in the eyes of prospects and clients. He has a proven track record of success working with HVAC business owners in strategic and financial planning, organizational structure, operational effectiveness, performance measurement and controls, management team development, sales training, marketing and leadership coaching for owners. He is recognized as a highly successful leader with a practical and consistent style that builds consensus, wins buy-in and instills a "can-do" attitude in management teams and field personnel.

For Engineered Control Systems, a commercial/industrial business, Kevin's title was CFO. He was responsible for all Accounting, Finance, Business Administration & HR functions, including Budgets & Forecasts and Performance Analysis. Because the owner was engineering-focused and was not knowledgeable in, nor focused on business-management functions, Kevin was also in charge of installing operational structure and day-to-day business processes and procedures to bring order to daily activity and improve operational efficiencies and profitability.

Kevin's expertise and leadership resulted in tight, effective day-to-day operational measurement which resulted in driving a considerable increase in profitability. This resulted in the sale of Engineered Control Systems to Siemens' for a substantial premium over what the owner would have achieved on his own.

From 1999 – 2004, Kevin worked for Service Experts of Utah (Provo). This was a $5mm revenue company with a business mix of 60% Residential Replacement and Service; 20% Commercial Replacement and Service; and 20% Electrical ($1 million). Kevin was hired as the Controller, but was quickly promoted to General Manager (Yr 2000) based on performance.

Kevin successfully navigated Service Experts through 2 wholesale strategic market changes dictated by new bosses (retrofit to large commercial and back again), and he successfully planned and executed a much needed exit strategy from a non-strategic business unit. In a difficult market environment, through several rounds of difficult corporate restructurings and with considerable leadership changes (5 bosses in 8 years), Kevin was able to: 1) Successfully reposition the company's branding; 2) Stabilize market presence and resume company growth; 3) Improve employee morale; 4) Improve operational efficiency, and; 5) Increase profitability.

One accomplishment Kevin is particularly proud of is growing Maintenance Agreement Contracts from 1800 to 2500 in 2.5 years. As a result, Kevin never sent a Service Technician home in the slow season and the Company generated consistent, year-around cash flow and great profit margins from service.

His civic service includes Chairman of the Board for a credit union, Board Member for the Rocky Mountain Gas Association and over 20 years of service with Boy Scouts of America.

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 a Profit Coach, Kim is also a BDR trainer, teaching Empowered Financial 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.

In 1989, Mike had the opportunity to acquire this organization, and he began transforming it into a leading company in his market. He continued to grow the company, achieving net profits well above industry averages.

After 22 years on the contracting side of the business, Maynard sold his company to a national consolidator of heating, air conditioning, and plumbing companies. At the time he sold his business, it had grown into an organization with more than 50 employees and sales of over 7 million dollars a year. Maynard's former company was featured on the news show "CBS This Morning," which highlighted companies with innovative recruiting and programs that retain high quality employees. As well as a recipient of the Trane Companies S.O.A.R. award, recognizing companies outstanding performance.

Throughout his career, he has been involved in many organizations dedicated to raising industry standards. During his term as chairman of the Cincinnati Home Builders Habitat for Humanity committee, three homes were built for needy families. Maynard is a past President of the Cincinnati Home Builders Association's Associates Council. For the last seven years he has been a Business Coach for companies owned by consolidators and private owners, as well as the Business Coach for Quality Service contractors a division of the National Association of Plumbing Heating and Cooling Contractors

Richard Dvorak is a longtime veteran of the HVAC industry with over 39 years of total industry experience spanning every conceivable role in an HVAC business. Starting from scratch, he has owned his own company for 36 years, growing his business into the dominant player in his market. Starting in 1998, Richard joined BDR as a coaching client and he has attended dozens of BDR's HVAC-specific training classes & business planning workshops over this 14-year period. Thus, he is very knowledgeable in BDR's business philosophies, systems and practices. Further, he has held member and leadership roles in 3 different HVAC trade associations for a combined 41 years of service, and was recently appointed to the Michigan State "Board of Mechanical Rules" for a 4-year term.

In 1976, Richard started his own company in Freeland, MI. Answer Heating & Cooling grew to be the largest HVAC business in the mid-Michigan region, attaining $7.5 million in sales with a staff exceeding 60 employees. Richard has experience with all sizes and growth phases that an HVAC business experiences. He has worked in all roles and job functions. He freely admits that success did not come without hard work and some failures along the way. In 1998, growth stalled due to the economy and Richard established a 15-year relationship with BDR for HVAC-specific training and business coaching. Subsequently, "growth and success attained new levels with the guidance and structure that was provided by BDR."

As Answer Heating & Cooling grew, Richard settled into running Sales & Installation while his partner ran the Office Operations and Service. He became highly proficient at Design/Build projects ranging up to $1 million in size and designing and installing geothermal systems. He became an expert in Labor Management. One of Richard's biggest accomplishments was to build out the Commercial, Retrofit and New Construction departments – simultaneously! This included sales, management and staff development & training, department structure and operational processes and procedures. He hired the right people and set up the management structure. He built the systems to measure performance and to provide strategic communication and cross-departmental communication to steer and guide management to run their departments autonomously. This model elevated Richard to a strategic role enabling him to "float" between departments to where his guidance and training were needed and to provide inspiration and motivation to all employees. Richard was free from tactical duties, allowing him to work "on" his business and to pursue personal interests.

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Tammy Vasquez has built a highly successful 14 year career in the HVAC industry spanning sales, marketing, management, operations-process development, and business management consulting. Her career path as a Territory Manager for a Trane Distributor, a Sales and Marketing Manager for a fast-growing HVAC dealer and then as a HVAC Business Management Consultant have prepared Tammy very well to assist BDR clients in their quest to achieve their goals in a collaborative, teamwork environment.

A strong believer in training, she is a graduate of California State University, Stanislaus, with a Bachelor's Degree in Business Administration, focused on Marketing. She has continued to leverage in-depth industry-specific training with BDR; The Act Group; Trane; and others. In fact, over the last 7 years, Tammy has been through these BDR training classes at least twice each: TCS Operations Manual; Owning the Sales Process; Structuring for Profit & Growth; Building a Profitable Service Department; Labor Management. By applying concepts and techniques learned from training and through the practical education and experience gained by working for a HVAC company, she has established a long-term track record of success and implementation follow-through.

As the sales and marketing manager for an HVAC dealer in California, Tammy installed sales systems, processes, reporting, and managed 5 sales reps and 8 Home Depot appointment generators. Under her management, sales increased 196% over two years from $2.7mm (FY '04) to $8.0mm (FY '06). Managing a $500,000 advertising budget, she restructured the spending-mix across all media, increasing total sales per advertising dollar spent. For the Home Depot Program, she increased the average sales lead value to the company from $1,250 to $2,778, and lowered the average cost-per-lead by 47%. In her capacity as a Territory Manager and leveraging the principles and practices based on BDR's business management philosophies, she has helped two other clients to grow their business – profitably – increasing sales over a two year period by 154% ($1.1mm to $2.8mm) and 128% ($1.4mm to $3.2mm).

Tammy also has in-the-trenches experience developing operational procedures that gave her greater insight on how to develop the right processes and people to support the field installation crews and service technicians. Assisting in the production department gave her a great education on install practices, job staging and scheduling, labor management and inventory control. Her work in this area dramatically tightened up loose ends in the field and between the field production and operational departments. Gaining management and co-worker implementation buy-in resulted in changes that ensured an unparalleled customer experience, driving a documented increase in customer satisfaction ratings and a growing referral-based business.

Tammy's philosophy is that the business processes created across all departments should really be designed to enable and support the people in the field. Some of her most rewarding experiences came from teaming up with dealers and co-workers to implement change which resulted in their direct success, which drove the company's success as well.