1. EFFICIENCY Do It Better, Do It Smarter Presented by Devon Hubbard Service Division Manager, FitzGerald Contractors, LLC Mike Star President, Lane Associates Inc. BONUS PROGRAM WEBINAR SERIES MODULE 6 October 22, 2014

2. Don Neal CEO & Founder Moderator

3. Tips for This Webinar Be an active participant Ask questions anytime on the side chat bar Engage by answering the polling questions Don’t feel obligated to take notes Slides and webinar will be available after the presentation at www.msca.orgwww.msca.org Share this experience with your colleagues Schedule for the webinar series will be displayed at the end

4. Devon Hubbard Service Division Manager, FitzGerald Contractors, LLC Mike Star President Lane Associates Inc.

5. Polling Question #1 What is your PRIMARY role within your organization? A. Sales B. Operations C. Finance D. Senior Management E. Other

6. Polling Question #2 What is the growth rate (by dollar volume) of your business over the past year? A. 0-5% B. 6-10% C. 11-15% D. 16% or more E. I don’t know.

7. Polling Question #3 What is your company’s total service revenue (in dollars) for the previous year? A. $0-5 million B. $6-10 million C. $11-15 million D. $16 million or more E. I don’t know.

8. EFFICIENCY | STREAMLINING OPERATIONS, MAINTAINING QUALITY

9. OBJECTIVES REFERENCE OBSERVE IMPLEMENT “Change is the price of survival” - W. Churchill “Flip your thinking” - P. Sheehan “Flush the format” - Unknown

10. TOPICS Technology Fleet Management/GPS Office/Overhead Management

11. More information…in less time Demand for information, transparency and speed Technology: What’s the Challenge?

12. Potential Solutions: Field devices Software Other ideas? Technology: So What Are the Options?

13. Integration with accounting software  Workorders hours/material Real-time information  Invoicing time  Refrigerant tracking Technology: Field Devices Example Pre-form Work Order Home Office and/or Customer Field Technician

14. Integration with accounting software  Workorders hours/material  Invoicing time AR cycle reduced by 18 days - increased cash flow  Refrigerant tracking Technology: Field Devices Example

15. Integration with accounting software  Workorders hours/material  Invoicing time  Refrigerant tracking Automatic refrigerant log Technology: Field Devices Example

16. Other uses  Sales & operations support (photos, video) Surveys, potential work, completed work  IOM manuals/equipment  Customer service  Navigation  MSDS  Apps  Other ideas? Technology: Field Devices Example

17. Other uses  Sales & operations support (photos, video)  IOM manuals/equipment Information available on demand  Customer service  Navigation  MSDS  Apps  Other ideas? Technology: Field Devices Example

18. Other uses  Sales & operations support (photos, video)  IOM manuals/equipment  Customer service Interaction with customer  Navigation  MSDS  Apps  Other ideas? Technology: Field Devices Example

19. Other uses  Sales & operations support (photos, video)  IOM manuals/equipment  Customer service  Navigation Interaction with customer  MSDS  Apps  Other ideas? Technology: Field Devices Example

20. Other uses  Sales & operations support (photos, video)  IOM manuals/equipment  Customer service  Navigation  MSDS Single database  Apps  Other ideas? Technology: Field Devices Example

21. Other uses  Sales & operations support (photos, video)  IOM manuals/equipment  Customer service  Navigation  MSDS  Apps HVAC resources, cloud storage  Other ideas? Technology: Field Devices Example

22. Other uses  Sales & operations support (photos, video)  IOM manuals/equipment  Customer service  Navigation  MSDS  Apps  Other ideas? Technology: Field Devices Example

23. Software: Forecasting Excel, acct/dispatch software Marketing CRMs, automation Customer portals Status of calls, work orders, invoices Technology: An Example

24. What technology could work for you? What is it worth to implement? How do you roll it out? Use what you have! Technology: Now What?

25. Polling Question #4 Do you currently use GPS? A. Yes B. No C. I don’t know.

26. So what about Fleet Management? How do we maintain? What is most economical? When to say when? Fleet budget? Warehouse operations? Fleet Management/GPS

27. So what about GPS? Do you know where your techs are located? Efficient service call routing Protection of company Increased productivity from less idol time Distracted driving benefits Fleet Management/GPS

28. So what about GPS? Who monitors? Dispatching? Supervisors? Management? Fleet Management/GPS

29. Now What? Determine what is right for your business model and manage fleet accordingly. Determine if GPS is right for management and operations, NOT technician morale… … And Implement. Fleet Management/GPS

30. Go back to the basics: Communication Policy/procedure Define roles and responsibilities…as simple as job descriptions How to have a meeting Department meetings Sales meetings Performance reviews (two-way street)? Office / Overhead Management / QC

31. Go back to the basics: Communication Policy/procedure Define roles and responsibilities…as simple as job descriptions How to have a meeting Department meetings Sales meetings Performance reviews (two-way street)? Office / Overhead Management / QC

32. Go back to the basics: Communication Policy/procedure Define roles and responsibilities…simple as job descriptions How to have a meeting Department meetings Sales meetings Performance reviews (two-way street)? Office / Overhead Management / QC

33. Go back to the basics: Communication Policy/procedure Define roles and responsibilities… simple as job descriptions How to have a meeting Department meetings Sales meetings Performance reviews (two-way street)? Office / Overhead Management / QC

34. Go back to the basics: Communication Policy/procedure Define roles and responsibilities… simple as job descriptions How to have a meeting Department meetings Sales meetings Performance reviews (two-way street)? Office / Overhead Management / QC

35. Go back to the basics: Communication Policy/procedure Define roles and responsibilities… simple as job descriptions How to have a meeting Department meetings Sales meetings Performance reviews (two-way street)? Office / Overhead Management / QC

36. Go back to the basics: Communication Policy/procedure Define roles and responsibilities… simple as job descriptions How to have a meeting Department meetings Sales meetings Performance reviews (two-way street)? Office / Overhead Management / QC

37. Go back to the basics: Paper work flow What does YOURS look like? Get EVERYONE involved when creating… get buy-in Use of technology and reduction of waste Office / Overhead Management / QC

38. Go back to the basics: Paper work flow What does YOURS look like? Get EVERYONE involved when creating… get buy-in Use of technology and reduction of waste Office / Overhead Management / QC

39. Go back to the basics: Paper work flow What does YOURS look like? Get EVERYONE involved when creating… get buy-in Use of technology and reduction of waste Office / Overhead Management / QC

40. Go back to the basics: Paper work flow What does YOURS look like? Get EVERYONE involved when creating… get buy-in Use of technology and reduction of waste Office / Overhead Management / QC

41. Go back to the basics: Quality control How do you manage this?  Supervisor/tech/etc.? How do you know?  Customer survey  Call backs and tracking Office / Overhead Management / QC

42. Go back to the basics: Quality control How do you manage this?  Supervisor, tech, etc.? How do you know?  Customer survey  Call backs and tracking Office / Overhead Management / QC

43. Go back to the basics: Quality control How do you manage this?  Supervisor/tech/etc.? How do you know?  Customer survey  Call backs and tracking Office / Overhead Management / QC

44. Go back to the basics: Other ideas? Tech productivity and tracking? Tech leadership program  Team competition for productivity (quarterly)? Office / Overhead Management / QC

45. Go back to the basics: Other ideas? Tech productivity and tracking? Tech leadership program  Team competition for productivity (quarterly)? Office / Overhead Management / QC

46. Go back to the basics: Other ideas? Tech productivity and tracking? Tech leadership program  Team competition for productivity (quarterly)? Office / Overhead Management / QC

47. So what about overhead/staffing/sales? How do you budget and track your budget? Example (simple/complex) What is acceptable overhead and how to manage? How do you determine your staffing needs? What are the sales quotes and goals? Who determines these goals? What criteria do you base these goals? Office / Overhead Management / QC

48. So what about overhead/staffing/sales? How do you budget and track your budget? Example (simple/complex) What is acceptable overhead and how to manage? How do you determine your staffing needs? What are the sales quotes and goals? Who determines these goals? What criteria do you base these goals? Office / Overhead Management / QC

49. So what about overhead/staffing/sales? How do you budget and track your budget? Example (simple/complex) What is acceptable overhead and how to manage? How do you determine your staffing needs? What are the sales quotes and goals? Who determines these goals? What criteria do you base these goals? Office / Overhead Management / QC

50. So what about overhead/staffing/sales? How do you budget and track your budget? Example (simple/complex) What is acceptable overhead and how to manage? How do you determine your staffing needs? What are the sales quotes and goals? Who determines these goals? What criteria do you base these goals? Office / Overhead Management / QC

51. So what about rules of thumb data? What categories are important? How do we compare? What to do with number? Office / Overhead Management

52. So what about rules of thumb data? What categories are important? How do we compare? What to do with number? Office / Overhead Management

53. So what about rules of thumb data? What categories are important? How do we compare? What to do with number? Office / Overhead Management

54. Now what? Get back to the basics with your personnel. Review your overhead/staffing/sales needs and determine where you need to go. Use these rules of thumb to stay on course. Office / Overhead Management / QC

55. Identify the improvement need Create a measure/scorecard for that need Design the improvement Plan the roll-out Monitor the scorecard Fine-tune Efficiency: The Method

56. “If you always do what you always did, you will always get what you always got.” -Albert Einstein

57. Key Takeaways Use existing or low-cost technology resources to answer customer demand for faster, more detailed information. Make the best financial decision for your business regarding whether to maintain or replace vehicles in-house or via a third party. Get back to the basics of communication when streamlining office and overhead management.

58. It’s Your Turn… Q1: Was this webinar informative and useful? A.Yes, I found this informative and useful. B.Yes, but it wasn’t as informative and useful as I expected. C.No, this was not informative or useful. Q2: Did the speaker present the material in a clear and concise manner? A.Yes B.No Q3: Will you download this webinar, and share it with others in your company? A.Yes B.No

59. Reminder The PowerPoint and handouts will be available on the homepage of the MSCA website immediately after the webinar at www.msca.org. www.msca.org The archived webinar will be accessible from the MSCA website within 24-48 hours.

60. Join us for the final webinar on December 3 To register, go to https://msca.webex.comhttps://msca.webex.com December 3: New Business Opportunities Presented by Jaimi Lomas and Adam Wallenstein

61. For Additional Information or Questions, Contact: Barbara Dolim Executive Director Mechanical Service Contractors of America (301) 990-2210 (direct) bdolim@mcaa.org Devon Hubbard Service Division Manager FitzGerald Contractors, LLC (318) 869-3262 dhubbard@fitzgeraldcontractors.com Mike Star President Lane Associates Inc. (516) 431-0900 m.star@laneassociatesinc.com