Results from our HVAC work, and what they teach about planning

GasBoilers.ca: a new division planned as its own unit

GasBoilers.ca is a gas-boiler division built for CANRO Heat. Its footprint covers 26+ BC communities, and it is rated 5.0★ from 76+ Google reviews.

The planning lesson is about structure. When a company launches a new line of business, it helps to treat it as a distinct unit with its own name, targets and reporting, rather than as a side project inside the main business. In a three-year plan, that becomes a priority with its own revenue line, its own gross margin and its own owner. Our three-year strategic plan service builds new lines this way, so the parent business and the new unit can each be judged fairly.

CanroHeat.ca: growth you can count

CanroHeat.ca achieved 250% lead growth.

What transfers is the idea of a countable leading indicator. Leads arrive before revenue, so they tell you early whether a growth priority is working. In a scorecard, a leading measure such as qualified enquiries or proposals sent belongs next to the lagging measures of revenue and margin. Our OKRs and KPI scorecard work balances the two so the leadership team sees problems a quarter sooner.

BCWide.ca: a 90-day window

BCWide.ca reached 3× leads in 90 days.

Ninety days is roughly a fiscal quarter, which is the natural unit of planning. A quarter is long enough for a focused change to show results and short enough that the team still remembers why it started. That is why our planning cycle uses quarterly OKRs and a quarterly strategy review: each quarter has a small number of changes to make and a fixed date to judge them.

HVACDeal.ca: return measured against spend

HVACDeal.ca generated 500+ leads at a 12:1 ROI.

A return ratio only exists if somebody tracked both the spending and what it produced. Many strategic initiatives are funded without that link, which makes it impossible to decide at year-end whether to continue them. In our annual operating plan work, each funded initiative gets its own budget line and a success measure for exactly this reason.

What transfers to your planning, and what doesn't

Some of what these results show applies to any owner-led company, and some is specific to HVAC marketing. It is worth being precise about the difference.

What transfers:

• New lines of business are easier to plan and judge as separate units.
• Leading indicators give earlier warning than revenue.
• Quarterly windows are a practical rhythm for change.
• Initiatives need their own budget lines to be evaluated.

What doesn't:

• The specific percentages. They reflect particular markets, budgets and periods, and they say nothing about what your plan will achieve.
• The channels. Lead generation for heating companies is a narrow field; your growth drivers may be entirely different.

We publish only results that are approved and verifiable. The full list sits on HVAC.Agency's case studies page. We don't publish client quotes or ratings beyond the GasBoilers.ca review figure above, and we don't promise outcomes.

How we measure a planning engagement

A planning engagement is measured differently from a marketing campaign. Within two quarters, we expect to see:

1. three to five priorities, each owned and on the scorecard;
2. a budget that can be traced to those priorities;
3. at least one activity deliberately stopped;
4. quarterly reviews held on schedule, with a current decision log.

Those are within the company's control, which is why we use them. If you'd like to discuss what a plan could look like for your company, see our services or get in touch.