BDR Coach - Service Profit Coach
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 Coach. 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.
Through performance, Angela has proven that Service is a highly profitable department, regardless of market or region or union regulations, which generates a high-quality, high-margin replacement business as well. One of Angela's favorite strategies is to implement a service-to-sales referral generation program.
Utilizing BDR's Service Coaching principles to affect change in department structure, labor management, dispatch-management, proper pricing & billing, and reporting, Angela accomplished the following:
A Plumbing and Heating Company in Michigan:
§ In the face of strong initial resistance-to-change, gained Service Profit Coach Program buy-in, transitioned the service department from a "Time & Materials" model to "Flat-Rate" over a 6-month period, and transformed the company culture to a "profit-center" mentality while retaining the best service technicians.
§ With a 50% plumbing and 50% HVAC service business, drove average revenues per service truck from $12,000 to $20,000 per month, representing a total increase of 67% within three years.
§ In this rural region with long drive times, increased service technician average-daily-billable-hours from 4.5 to 7+ hours-per-day, representing a 55% increase in average daily labor productivity within 1 year.
§ Installed a service-to-sales referral system, paying incentives to service technicians that produced an average of 450 internally-generated sales leads a year where very few existed before. Angela's program generated less competitive, higher-end retrofit sales with accessories, driving greater success and profitability for the retrofit department.
A Heating and Refrigeration Company in Michigan, with Unionized Labor:
§ Working within union labor regulations, gained buy-in, transitioned from Time & Materials to Flat Rate, kept best technicians, and transformed service department into a profit-center mentality.
§ Increased technician productivity by over 100% within 1 year. Maintained monthly service billing levels while reducing service technician staff by 25% in 3 months, then 50% within 1 year. Service labor and overhead declined by $320,000 annually, dramatically increasing efficiency, profitability and cash flow.