Raymond Stubbs Email and Phone Number

I bought Tru North Dec 2020Its state was completely obliterated by covid shutdowns and unemployment bonuses. With no staff outside ownership for 2020 summer. The company did $470k in 2020, with $100k+ in red. All staff left for other companies & phones were shut off. Customers were owed tune ups and vendors owed payments. 3/5 Trucks repossessed and about 60% of the customers moved on. Upon opening the business back up, we fought through many hurdles including payroll audits, companies threatening lawsuits, customers wanting reimbursement & pre buyout ex-staff trying to slander the business online. After we fought through that mess, we got the company rolling again and revenues back up. Sept 1 2021 the company got wiped out by hurricane Ida. No flood insurance, no capital backing us, with no credit to speak of, we had to face possible ruin. Taking 160k in material losses & 2 truck losses was devastating. Having no dry place to stage installs forced us to stage jobs on driveways and in garages until we could find a home. Yet with the Grace of God, we fought out of it. SBA approved a loan for $250k but took OVER A YEAR to fund. This hurt, as losses from flood ate into cash flow and made us vulnerable. Yet, with much prayer and much hard work we were able to push through yet another trial and grow again. By end of 2022 we put up $1.7m and grew the business roughly 300%We finished out 2023 with $2.34m which is highest in TN 11yr history. I purchased a geothermal hvac company Jan 2023 and a Duct Cleaning company in Aug. We are in talks with a Commercial HVAC/Electrical Company and a Solar/Roofing Company.So far in 2024 we have broken 400k 3 months in a row and I have purchased a Plumbing company. We are on pace for $4m Gross!  God is good!

Sunrise Comfort started as a new brand under the ownership of Alek Air in late 2019. At the time it was only a name. A prior owner of R&D (My direct competition while I was at Chadds Ford Climate Control) was leaving R&D for this new start up. He reached out to me and made a great offer to be the Vice President of a new start up that was going to hit the streets in the first quarter of 2020. We started building the company in the beginning of 2020 and by March we were slated to start running our first leads. That's when the first case of covid hit America. We haven't even run our first lead yet and the stock market is crashing in our faces. Fast forward 7 months..With intense diligence we were able to put $1.2m though the books. there was only 4 of us in the company! We build up our 5 star reviews and had a flawless 5 stars across the board with every install. Around 8 months in we were struggling to find labor fast enough to pace the growth, and I reached out on Facebook showing our success and asking for help. When I did that, Chris from Tru North reached out to me asking how we were doing all this in covid when Tru North was suffering so much. Thats when I decided to take a leap I never took before. I told him simply...."Let me show you how I do it"

Update: Jan 17, 2019 to Jan 17, 2020$1.8m sold. avg roughly 35-40 leads a month. avg ticket still hovering around $11k. board stays full about a week and a half out continuously. we are in the process of expanding space, looking for labor of course, and adding trucks. good stuff! Update (Mar2020) In my time at Chadds Ford I was able to accomplish the following:-Increase company gross revenue by over a million dollars -Increase the company avg ticket by 20% GM -Increase the complexity of avg work scope by almost double while holding margin-increase company install labor by a crew and a half -trained one of our senior techs to flip leads to me that held a constant 85% close rate-bring the company back on to Home Advisor and avg over 100k a month on H.A. alone-Convince ownership to start investing in a more aggressive online strategy -Convince ownership to invest in an ops manager to oversee quality control -Maintain a week backlog install schedule filled with almost entirely communicating equipment with variable compressors and modulating gas drives -Added two trucks and expanded territory -Company Won Bryant Medal of Excellence for 2020

In May I reached out to a friend of mine that left Horizon and bought into a company called Greenway Comfort. The company was re branded to Greenway Comfort Solutions. GWC was originally doing roughly 400-500k a year and mostly new construction. When it was taken over it officially started as GWCS in April. I came on in May and to say it was a great experience is an understatement. When I arrived within one month there were 2 crews, 3 salesmen, and about 15 -16 employees total. They were doing about 200k a month with a full install board. By the time December hit we were running 5 crews for 4 solid months of chock full install board- we were flush with work ranging from change outs to full cuts and duct work jobs doing roughly 20-24 installs a week for 650-800k a month. This experience of going from a huge corporate giant to a small start up was prob one of the best experiences I could have asked for. We earned every inch of ground we fought for. This job was 6 days a week from morning to well past midnight. It was triumphs and failures, celebrations and battles all at once every hour of every day. In a big company the sales guy who shines is the guy they call a closer. So to say "Im a closer" is a fact I found only partly useful. I strolled into Greenway, went 8 for 10 out the gate, and quickly realized that with 2 crews we could easily book ourselves out to 2095. Also with $100m companies comes 100m people who work behind the scenes to make being a salesmen all about writing paper and taking 3 hour lunches. Just like in the Coast Guard however, a small ship mean everyone has to wear 3 hats or the ships going to sink. The problem with big business is you cant learn these things without going through them, and even though I had to leave Greenway due to some fundamental and creative differences, I will always cherish the time and efforts I invested here. We fought hard, we won a lot, we did something that no ones seen in a long time, and no one can deny us that.

In 2014 I lead my class with the highest revenue and highest commissions 2.7 million from may2014 to may2015In 2015 I pushed for higher average ticket by doubling down on training and reevaluating mypresentation to open up my projects for more complex work. The end result was an average ticket increase of 14% In 2016 My focus changed as I wanted to raise my Commission Per Lead to its highest possible level. Over all of 2016 my CPL increased by 30%Judging myself on efficiencies, I created a measuring tool called CPL. I took the total earned commission and divided it by the total leads ran. This would show irrefutably if I was becoming more or less productive. I found the following to be true:2014: 378 leads ran = $318.32 per lead (7 Months)2015: 513 leads ran = $361.45 per lead2016: 379 leads ran = $469.69 per leadMy Goal for 2017 is $500 CPL Update: In 2017 I needed a new direction to focus my energies, as the company was bought out and commission cuts were inevitable. With this in mind I turned my focus to training and mentoring. I mentored a few sales reps, one of which became a 3 million dollar producer and the other is on track for 2 mil. I also trained 2 teams of technicians in regards to sales. I was given an opportunity by the Ops Management department to help struggling techs set quality leads. After just 4 one hour lessons both groups of techs went from flipping leads at an average of 8-11% up to 28-34%. This increase in lead generations also came with an increase in lead conversions. The conversion rate went up by 10-13% and the average ticket went up over a $1000 per sale. This is 4 hrs of class mind you, and due to time constraints we had to do this training in the off season. So I would say 2017 was a success. Also wrote the 2 biggest tickets of my career. 4 AC/AH w aqua coils & trunk mods for $56k and a electric to propane hybrid conversion with zoning & added supply for $38k. The goal for 2018 is already in the works btw and its huuge ;)

This place made the best Mole I ever ate in my entire effing life and I got the recipe...and No, you cant have it! Funny story- when I was hired I was told the place was hurting for revenue and I found out they shut the place down for nights cause the crowd that was coming in was too rough. So I bulked up on muscle and opened it back up for the evening crowd. I mean this is West Chester for Christ sakes! anyway, i get staffed up, get a bunch of cops from Chester on off duty to help me bounce, and get a DJ. We open up and no one is coming in, like the place is dead. So this is back around the time of Will Farrell SNL days and I got an idea to bring in the kids, so I decided to go to the store and get materials for a sandwich board. Then I went to the music shop in WC and bought a cow bell and one drum stick. I painted the sandwich with the words $1 Shots, front and back. Then I took the cow bell and walked around the entire strip of west chester for three nights ringing the bell shouting "GET YA DOLLA SHOTS HEEA! DOLLA SHOTS HEEA!" i walk around and around and kids are asking " what kind of shots?" I said "any f-king shots!" "patron??" "What part of ANY SHOTS dont you understand?" lol ....so I got this line of college kids following me like im the pied piper to the restaurant and they are all doing crazy high end shots of patron, and next thing you know its 2 months later and the $1 shots are now just bankers club and koolaid and the place is packed with 300+ people every weekend Friday and Saturday night. some times the weird shit works folks

6 month deployment to Persian Gulf in 1998 Food service Training in Napa Valley area in 2000FS3 at Quillyaute River Small Boat Station 2000 to 2002