The 90-Day Growth Plan is the middle package. It takes the problems you already know about, often from a Business Diagnostic, picks no more than three and gets them done in one quarter. The plan is written down on day one, measured every week and reviewed with Ali every second week until the quarter ends.
What the plan is
A 90-day plan is a short written document with three sections per priority: the target, the owner and the weekly measure. It sounds simple, and that is the point. Most HVAC growth plans fail because they are a list of ideas with no owner and no number attached, so they slide the moment the phones get busy.
A typical plan looks like this:
| Priority | Owner | Weekly measure | Target by day 90 |
|---|---|---|---|
| Answer the morning rush | Office lead | % of calls answered 7–10 a.m. | from 71% to 90% |
| Follow up every replacement quote | Comfort advisor | Quotes followed up within 48 hours | 100% |
| Fill October with maintenance | Owner | Agreements renewed | 220 of 310 |
Who it is for
The plan fits owners who can name their problem and show at least a rough number behind it. It also suits companies preparing for a specific change, such as adding heat pumps alongside furnaces, opening a second service area or hiring the first dedicated salesperson. If you can't yet name the problem, start with the diagnostic instead; it costs less than a quarter spent on the wrong thing.
What's included
- a kick-off working session to choose and write the three priorities
- a one-page plan with owners, weekly measures and targets
- fortnightly check-in calls with Ali (six or seven in the quarter)
- a short written note after each check-in: what moved, what stalled, what changes
- reasonable phone, text and email access between check-ins, with limits set in writing
- a close-out review at day 90 and a written hand-back so your team can keep going alone
Timeline
Week 1 is the kick-off and the written plan. Weeks 2 to 12 are execution, with check-ins every second week. Week 13 is the close-out review. If a holiday or a heat wave interrupts the schedule, we move the check-in rather than skip it.
How results are measured
Each priority is judged on its own weekly number, recorded by your team in a shared sheet. We prefer measures your staff can see without asking anyone, such as answered-call rate from your phone system or quote follow-ups from your job software. A worked example: if a company quoting 45 replacements a quarter at $10,000 each raises its close rate from 32% to 38%, that is about 2.7 extra jobs and roughly $27,000 in the quarter. We report the change, the assumptions and anything outside the plan that may have affected it, such as weather.
Mistakes to avoid
- Starting in peak season. The plan loses to the phones every time.
- Making the owner the owner of everything. Each priority needs a different person, or nothing moves when the owner is in a crawlspace.
- Measuring monthly. By the time a monthly number looks wrong, a third of the quarter is gone.
- Adding a fourth priority in week five. It goes on the 'later' list, without exception.
What you'll have at the end
At day 90 you keep the written plan, every check-in note, the weekly measures in your own spreadsheet and a short hand-back document naming who keeps each improvement running. The aim is that your team can carry on without us, and most do.
Price and next steps
The plan is quoted in writing as a fixed fee for the quarter. See pricing for how it is scoped, read the guide to building a 90-day plan for the method in detail, and look at the Advisory Retainer if you want support to continue after day 90.
Frequently asked questions
Why only three priorities?
Because an HVAC company still has to run its service calls while it changes. Three projects is about what an owner, an office lead and a field lead can carry alongside a normal workload. Anything else goes on a written 'later' list.
Who does the work during the 90 days?
Your people do, with Ali advising, reviewing and holding the schedule. If a priority needs outside help, such as a developer or a call-answering service, that is named and agreed in writing before it starts.
Which quarter is right for an HVAC plan?
Spring and early autumn are usually easiest, because the phones are calmer. A plan that starts in the first heat wave or the first cold snap tends to stall, and we will say so when we scope it.
What if a priority turns out to be wrong halfway through?
We change it at a check-in and record why in writing. Dropping a priority that the numbers don't support is a good use of the plan, not a failure.