Everyone sells no matter what you do. It might not be a direct sale where you receive a financial reward for “selling” something. But selling includes trying to convince to do something they might not have to consider or are in opposition to.
It was 2013, and the HARDI brain trust was mulling over a perennial chess problem. What type of programs could it offer its members that would benfit their financial health and success? Taking input from members and their own discussions led to, in hindsight, an obvious conclusion: the need for leadership training.
Executives in every industry are forced to confront the immediate future, and yet, they must ensure that the longer view — a strategic plan — is in the mix to ensure the business thrives. And the glue to all this planning is, unsurprisingly, the finances.
My stress arrives with figuring out what topics matter to my readers. I’ve repeatedly said we’re a business publication for owners and operators in the wholesale HVACR industry. I honestly pretend sometimes that I am the owner of a distributorship or maybe a hard-working middle management type. I ask myself: What do I have in common with everyone else and what can I do to make it better?
"Our biggest challenge and a goal I had set for the company was to shift as large a percentage of the new construction part of our business, nearly 95 percent, to the add-on and retrofit part of the industry. We have been very successful in doing so because 40 percent of our business is now retrofit and add-on."