Your service techs are booked. Your sales team isn't. We fix that. We don't hand you a list, we put your team in front of facility managers and building owners who are actively evaluating their HVAC provider right now. Real meetings. Real budget. Real intent.
Ask Ava anything about HVAC prospecting
Commercial HVAC revenue comes in two shapes. Service agreements and repair work are steady and relationship-driven; replacements, retrofits and controls projects are lumpy and budgeted a year ahead. The agreement is what gets you the replacement call, so the outbound job is to get your name onto the short list of mechanical contractors a facility team already trusts before something fails. Most of these buyers already have a contractor, so new accounts come from a target list built around the right buildings, contact with the people who sign, and follow-up timed to their renewal month. An outsourced appointment-setting team runs that work as an extension of yours and puts qualified meetings on your calendar.
Buildings with owned or long-managed equipment and a facility lead on site, inside the radius your technicians can cover on a service call.
Start with the chief or building engineer for equipment facts, then the facility director or property manager who signs.
Renewal window, new decision-maker, ownership change, renovation, a hard summer.
Equipment type and age, current contractor, renewal month, number of sites, who signs, recent failures.
Re-contact before the renewal window and after weather events; share something useful about their equipment class.
Ten HVAC meetings a month takes about 980 dials: roughly 47 every working day, every month. Who is going to do it?
We are, and we love it. Our U.S.-based SDRs make those calls every day and keep the activity going through every season, so your team can walk buildings, price the work and close. Compare it with hiring an SDR yourself.
Prospect industries, fewest dials per appointment first
Titles that book fastest
Estimates from national averages in our sales-center data: 98 dials per appointment, 16.6% of opportunities reaching a proposal and 24.9% of proposals won. Historical results, not a promise.
Dials per appointment, national HVAC programs. Source: Abstrakt sales center, Performance Intelligence, 2026-10. Rows with fewer than 30 opportunities are left out. Historical results, not a promise.
Commercial HVAC revenue comes in two shapes. Service agreements and repair work are steady and relationship-driven; replacements, retrofits and controls projects are lumpy and budgeted a year ahead. The agreement is what gets you the replacement call, so the outbound job is to get your name onto the short list of mechanical contractors a facility team already trusts before something fails.
Owners and long-tenured managers buy agreements and plan replacements. Short-lease tenants approve repairs and defer capital work.
Equipment past mid-life is where replacement conversations come from. Age is learnable on a call.
Hospitals, senior living, data rooms, food storage and hotels pay for response time and preventative work.
Below that, the space is often leased with HVAC handled by the landlord. Above it, there is usually a facility or operations lead who owns the equipment.
One agreement across several sites is a better route and a bigger contract.
Uptime and code. Ask what fails in the summer and who they call at 2 a.m.
Resident comfort and response time. Many are part of regional operators that buy across sites.
Production uptime and energy. Ask how cooling issues affect the line.
Work around shifts. Most of the building is unconditioned, so know which zones matter.
Guest experience and the renovation calendar. Brand changes drive replacement cycles.
The summer window. Projects are decided in winter and spring for June install.
Deferred maintenance backlog. Learn the bid cycle and vendor list process.
Critical cooling and redundancy. The category includes software and hosting offices as well as true data halls, so qualify the building before pitching precision cooling.
Tenant complaints and budget accuracy. One relationship can open a whole portfolio.
Patients notice a hot waiting room. Ask how comfort complaints get handled and who owns the equipment, the practice or the landlord.
Reach the person who knows the building, the person who signs, and whoever controls the vendor list.
A maintenance program that cuts emergency calls and gives them a replacement plan they can defend.
Responsiveness and technician quality. Ask what the current vendor gets wrong.
Fewer tenant calls and clean documentation for the owner.
Scheduling around production and process-cooling reliability.
Get on the vendor list early; procurement rarely starts the conversation but often ends it.
The single most useful fact you can learn. Most agreements renew annually, and a renewal is the moment an unhappy customer can switch without breaking a contract.
Units near replacement age mean a capital conversation is coming, with or without you.
New people re-evaluate vendors in their first year.
New owners rebid service contracts and audit equipment.
Mechanical scope changes, and the incumbent is not automatically in the room.
A summer of breakdowns makes a facility team receptive in the fall.
Controls and replacement projects get funded when energy is on the agenda.
Why "not now" is still a prospect. Most commercial HVAC buildings already have a mechanical contractor, so a no is usually a timing answer. The useful outcome of a first call is often the renewal month, the incumbent's name and what the facility team wishes were different. Recorded and revisited, that turns a no into a scheduled conversation sixty to ninety days before the agreement renews.
Plant age tells you whether you are selling service now or positioning for a replacement project the engineering team is already worried about.
The redundancy answer shows how exposed they feel and whether emergency response is the wedge that gets you in.
Slow or inconsistent overnight response is the most common reason a hospital engineer will take a second contractor's number.
Open survey findings create a deadline and a budget line, which is a far better reason to meet than general maintenance.
The renewal month is the date you plan around, and the answer on bid versus rollover tells you how much of an opening there is.
Construction work brings in new equipment, new controls and a project team that may be choosing contractors now.
Specific comfort complaints point to the equipment that is struggling and give you a concrete reason to walk the building.
This tells you whether the decision is local or sits with a regional facilities manager who buys across several communities.
The equipment mix shapes the maintenance offer and shows whether a room-unit replacement program is a realistic opportunity.
A survey finding creates urgency and a paper trail the executive director needs closed out.
Response time is what senior care buyers remember, so a slow answer here is usually the opening.
New operators often review vendor agreements and standardize contractors across their communities.
This separates comfort cooling from equipment that affects output, and output is where the plant spends money quickly.
A recent incident gives you the cost of failure in the plant's own words, which justifies a preventative program.
Shutdown windows are when real work gets done, so knowing them tells you when a proposal needs to be approved.
Expansion adds load and make-up air needs, and it often means a project team is choosing contractors.
Energy findings give the plant manager a financial reason to replace equipment and give you a project to price.
Knowing the approval path early keeps you from building a proposal for someone who cannot sign it.
Most of a warehouse is not conditioned, so this tells you where the real HVAC scope is before you pitch anything.
The lease decides whether you sell to the tenant's operations team or the landlord's property manager.
Cold docks and failing heaters are a common, visible pain that gets attention from operations quickly.
Scheduling around shifts is a real buying concern, and showing you asked builds credibility with operations.
Occupancy changes often trigger equipment replacement and a fresh look at who services the building.
A call-as-needed relationship is easier to displace than a contract, and the answer sets your timeline.
A brand-required renovation sets the replacement timeline and budget, so this is the biggest opportunity question at a hotel.
Guest complaints tell you which equipment is failing and give the engineering director a reason to act.
Failure-by-failure replacement is an opening for a planned program that the general manager can budget.
Split vendors show where coverage is thin and where you can consolidate.
A new management company usually reviews vendors, and that review is your window.
Hotel approval paths vary, and knowing the calendar keeps your proposal from arriving after the budget is set.
Summer work is decided months earlier, so this tells you how far ahead you need to be.
Specific complaint areas point to failing equipment and give you a reason for a walkthrough.
Equipment age and the existence of a plan show whether you are filling a gap or competing with an existing roadmap.
Campaigns and new construction bring funded mechanical scope and new decision-makers.
Disruption during school hours is a common frustration, and the answer shows how open they are to a change.
Schools often need board or committee approval, which shapes how many meetings and what materials you need.
The backlog shows what work is already acknowledged and where your services fit.
Many campuses can only buy from approved vendors, so this tells you the first step before any bid.
Knowing when bids go out lets you prepare instead of finding out after the award.
In-house plant staff usually want support and specialty work, while contracted plants come up for rebid.
Energy goals create funded projects and give the energy manager a reason to meet with you.
Problem buildings point to near-term repair and replacement work you can price.
This qualifies the building before you pitch precision cooling to a company that only needs office HVAC.
The equipment and redundancy design tell you the service scope and how much risk they carry.
Critical cooling buyers care about response and expertise, and a weak answer is your opening.
Expansion brings new cooling scope and a project team selecting contractors.
Maintenance windows show how work actually gets scheduled and who needs to sign off on change requests.
The renewal date is the realistic point for a switch at an account that values continuity.
The portfolio size and vendor mix tell you whether there is a consolidation opportunity across properties.
Complaint-heavy buildings are where a property manager feels the pain and where a first job can start.
Budget timing tells you when to deliver equipment assessments that the property manager can put in front of owners.
This separates service decisions the property manager makes from capital decisions that need owner sign-off.
Tenant improvement projects are fast-turn work that often lead to the service agreement.
Newly acquired or newly managed buildings are where vendor decisions are most open.
Ownership tells you whether the buyer is the practice administrator or the property manager, which changes who you meet.
Multi-site groups often want one agreement across every office, a bigger first contract than a single suite.
Complaints in clinical spaces are felt immediately, and a slow response is the most common reason a practice will take another call.
Build-outs need equipment decisions before the doors open, which gets you in ahead of the service agreement.
A renewal date turns a no into a scheduled conversation.
Almost everyone does. Ask how long, and what they would change. The incumbent's name and tenure tell you how sticky the account is.
Next step: Record the incumbent and renewal month; schedule contact before renewal.
That is a date, not a no. Contract length and end month are the fact you need.
Next step: Nurture to the renewal window; offer a second-opinion inspection if equipment is aging.
Often a polite exit, sometimes genuine interest. Ask what they would want it to cover.
Next step: Send something specific to their equipment, then call back with a reason.
In-house teams usually handle filters and minor repairs and still need a contractor for compressors, chillers and controls.
Next step: Ask what they send out. That is the opening.
They have told you their planning cycle. Ask what happens next year: budget, project, renewal.
Next step: Calendar the follow-up to the month before their budget is set.
Send a short recap within a day that lists the specific equipment you saw, the concerns they raised and the next step you agreed on. If you walked the roof or mechanical room, include a few photos with plain notes on condition. Copy the chief engineer or maintenance lead if they were on the walk, since they will influence the decision.
Avoid: Sending a generic brochure instead of notes on their building, which tells them you were not listening.
Call within a few days to walk through the proposal rather than asking if they got it. Point back to the equipment and failures you discussed, and ask who else needs to see it before it is approved. Offer to meet the person who signs if that is someone other than your contact.
Avoid: Following up only by email asking if there are any questions, which lets the proposal sit unopened.
Ask what has to happen before a decision, whether that is a budget meeting, an owner review or the end of the peak season. Set a specific date to check back that matches that event, and send something useful in between, such as a note on equipment you saw that is nearing end of life. Keep the conversation tied to their building rather than your timeline.
Avoid: Calling every week to ask for an update, which pushes the contact to stop answering.
Thank them, ask what made the difference and record the renewal month and anything they wish the incumbent did better. Check in after the next peak season with a question about how the summer or winter went. Stay in touch with the chief engineer, because service problems surface there before they reach the buyer.
Avoid: Writing the account off, when most HVAC relationships come up again at the next renewal or the next major failure.
Reach out ahead of the renewal month or budget cycle you recorded, and before the season their equipment struggles with, so cooling accounts hear from you in late winter and spring. Reference what you learned last time, like the aging chiller or the summer complaints, and offer a walkthrough or equipment assessment. Loop in the facilities director if your earlier contact was at the engineer level.
Avoid: Calling during the peak cooling or heating season, when the facility team is busy with service calls and has no time for a new relationship.
Your ICP, target list, messaging and calendar handoff are built and approved.
Most partners see their first qualified appointment set by day 11.
Typically four appointments scheduled and two meetings already held.
Fourteen appointments set, with eight of those meetings completed.
The first closed deal typically comes by the end of month five.
Twenty-eight appointments set and eighteen held, with proposals out the door.
A typical partner timeline from Abstrakt's programs, not a promise for any single program. Your guaranteed activity or appointment number is agreed in writing before launch, and outbound pipeline builds over 6 to 12 months.
The anchor of the relationship. Every building with rooftop units or a central plant has one, and most renew annually, so there is always an incumbent and always a renewal date to learn.
Units near end of life sit in a capital plan someone already owns. Outbound finds out what is aging and when the budget opens.
Sells on energy cost and comfort complaints. Works best as a second conversation once you are in the building.
Concentrated in hospitals, campuses, hotels and large office. Fewer accounts, bigger tickets, longer relationships.
Nobody books a meeting for a future breakdown. Position for it instead: be the number on the wall when it happens.
Our SDRs open the door. Our creative and inbound teams make sure what a buyer finds next, your website and the material your reps send, closes the gap.
Local contractor counts, buildings worth calling, territory and the push months for bid meetings across 100 metros. Most room per contractor right now: Provo, Milwaukee, Minneapolis, Grand Rapids, Madison.
| Market | Contractors | Larger buildings | Per contractor | Eligible targets | Push months | Largest category |
|---|---|---|---|---|---|---|
| Birmingham, AL | 176 | 915 | 5.2 | 1,477 | Mar–May, Sep–Nov | Medical and dental office buildings |
| Huntsville, AL | 77 | 353 | 4.6 | 753 | Mar–May, Sep–Nov | Manufacturing plants |
| Phoenix, AZ | 429 | 3,716 | 8.7 | 3,579 | Mar–May | Medical and dental office buildings |
| Tucson, AZ | 68 | 711 | 10.5 | 787 | Mar–May | Medical and dental office buildings |
| Little Rock, AR | 64 | 592 | 9.3 | 799 | Mar–May, Sep–Nov | Medical and dental office buildings |
| Central Valley, CA | 154 | 1,772 | 11.5 | 1,601 | Apr–Jun, Sep–Oct | Medical and dental office buildings |
| Los Angeles, CA | 753 | 11,256 | 14.9 | 16,081 | Apr–Jun | Manufacturing plants |
| Oxnard, CA | 65 | 604 | 9.3 | 737 | May–Jun, Oct | Manufacturing plants |
| Riverside, CA | 282 | 2,965 | 10.5 | 3,039 | Mar–May | Manufacturing plants |
| Sacramento, CA | 157 | 1,548 | 9.9 | 1,766 | Apr–Jun, Sep–Oct | Medical and dental office buildings |
| San Diego, CA | 193 | 2,561 | 13.3 | 2,873 | Apr–Jun | Medical and dental office buildings |
| San Francisco, CA | 282 | 3,660 | 13.0 | 5,014 | Apr–Jun | Medical and dental office buildings |
| San Jose, CA | 103 | 1,540 | 15.0 | 1,965 | Apr–Jun, Oct | Manufacturing plants |
| Santa Cruz, CA | 20 | 197 | 9.8 | 501 | Apr–Jun | Medical and dental office buildings |
| Santa Rosa, CA | 45 | 461 | 10.2 | 799 | May–Jun, Oct | Manufacturing plants |
| Stockton, CA | 38 | 495 | 13.0 | 947 | Mar–May, Oct–Nov | Manufacturing plants |
| Colorado Springs, CO | 62 | 527 | 8.5 | 663 | May–Jun, Sep–Oct | Medical and dental office buildings |
| Denver, CO | 289 | 2,368 | 8.2 | 3,491 | Apr–Jun, Sep–Oct | Medical and dental office buildings |
| Bridgeport, CT | 67 | 776 | 11.6 | 2,052 | Year-round | Medical and dental office buildings |
| Hartford, CT | 145 | 1,201 | 8.3 | 1,739 | Year-round | Manufacturing plants |
| Washington, DC | 472 | 4,033 | 8.5 | 7,306 | Apr–May, Sep–Nov | Medical and dental office buildings |
| Cape Coral, FL | 82 | 448 | 5.5 | 869 | Feb–Apr | Medical and dental office buildings |
| Daytona Beach, FL | 45 | 417 | 9.3 | 2,689 | Feb–Apr | Medical and dental office buildings |
| Jacksonville, FL | 117 | 1,132 | 9.7 | 1,531 | Mar–May | Medical and dental office buildings |
| Miami, FL | 491 | 4,643 | 9.5 | 5,968 | Feb–Apr | Medical and dental office buildings |
| North Port, FL | 62 | 639 | 10.3 | 895 | Feb–Apr | Medical and dental office buildings |
| Orlando, FL | 221 | 1,935 | 8.8 | 2,689 | Feb–Apr | Medical and dental office buildings |
| Tampa, FL | 260 | 2,369 | 9.1 | 2,899 | Feb–Apr | Medical and dental office buildings |
| West Palm Beach, FL | 112 | 1,241 | 11.1 | 1,744 | Feb–Apr | Medical and dental office buildings |
| Atlanta, GA | 650 | 4,710 | 7.2 | 10,619 | Mar–May, Sep–Nov | Medical and dental office buildings |
| Honolulu, HI | 134 | 525 | 3.9 | 954 | Year-round | Medical and dental office buildings |
| Boise City, ID | 74 | 719 | 9.7 | 599 | Apr–Jun, Sep–Oct | Medical and dental office buildings |
| Chicago, IL | 668 | 8,234 | 12.3 | 11,824 | Apr–May, Sep–Nov | Manufacturing plants |
| Indianapolis, IN | 177 | 2,010 | 11.4 | 2,570 | Apr–May, Sep–Nov | Medical and dental office buildings |
| South Bend, IN | 31 | 342 | 11.0 | 1,151 | Apr–May, Sep–Nov | Manufacturing plants |
| Des Moines, IA | 76 | 561 | 7.4 | 900 | Apr–May, Sep–Nov | Medical and dental office buildings |
| Wichita, KS | 56 | 640 | 11.4 | 497 | Mar–May, Sep–Nov | Manufacturing plants |
| Lexington, KY | 74 | 492 | 6.6 | 650 | Apr–May, Sep–Nov | Medical and dental office buildings |
| Louisville, KY | 110 | 1,369 | 12.4 | 1,488 | Apr–May, Sep–Nov | Manufacturing plants |
| Baton Rouge, LA | 136 | 645 | 4.7 | 728 | Mar–May | Medical and dental office buildings |
| New Orleans, LA | 127 | 797 | 6.3 | 1,232 | Feb–Apr | Medical and dental office buildings |
| Portland, ME | 81 | 649 | 8.0 | · | Apr–Jun, Sep–Nov | Medical and dental office buildings |
| Baltimore, MD | 271 | 2,090 | 7.7 | 2,720 | Apr–May, Sep–Nov | Medical and dental office buildings |
| Boston, MA | 536 | 4,607 | 8.6 | 5,399 | Apr–Jun, Sep–Nov | Medical and dental office buildings |
| Springfield, MA | 45 | 474 | 10.5 | 644 | Apr–Jun, Sep–Nov | Manufacturing plants |
| Worcester, MA | 90 | 796 | 8.8 | 858 | Apr–Jun, Sep–Oct | Manufacturing plants |
| Detroit, MI | 312 | 4,053 | 13.0 | 5,624 | Apr–Jun, Sep–Oct | Manufacturing plants |
| Grand Rapids, MI | 80 | 1,502 | 18.8 | 1,763 | Apr–Jun, Sep–Oct | Manufacturing plants |
| Saginaw, MI | 14 | 183 | 13.1 | 658 | Apr–Jun, Sep–Oct | Medical and dental office buildings |
| Minneapolis, MN | 214 | 4,076 | 19.0 | 4,685 | Apr–Jun, Sep–Oct | Manufacturing plants |
| Kansas City, MO | 225 | 1,927 | 8.6 | 2,519 | Mar–May, Sep–Nov | Manufacturing plants |
| St. Louis, MO | 224 | 2,405 | 10.7 | 3,272 | Mar–May, Sep–Nov | Manufacturing plants |
| Omaha, NE | 104 | 805 | 7.7 | 971 | Apr–May, Sep–Oct | Medical and dental office buildings |
| Las Vegas, NV | 247 | 1,356 | 5.5 | 1,216 | Mar–May, Sep–Nov | Medical and dental office buildings |
| Manchester, NH | 45 | 444 | 9.9 | 1,005 | Apr–Jun, Sep–Oct | Manufacturing plants |
| Albuquerque, NM | 130 | 613 | 4.7 | 699 | Apr–May, Sep–Oct | Medical and dental office buildings |
| Albany, NY | 67 | 712 | 10.6 | 989 | Apr–Jun, Sep–Nov | Medical and dental office buildings |
| Buffalo, NY | 84 | 1,132 | 13.5 | 1,461 | Apr–Jun, Sep–Nov | Manufacturing plants |
| New York, NY | 1,679 | 13,933 | 8.3 | 21,414 | Apr–Jun, Sep–Nov | Medical and dental office buildings |
| Poughkeepsie, NY | 55 | 465 | 8.5 | · | Apr–Jun, Sep–Nov | Medical and dental office buildings |
| Rochester, NY | 73 | 968 | 13.3 | 1,367 | Apr–Jun, Sep–Nov | Manufacturing plants |
| Syracuse, NY | 51 | 537 | 10.5 | 831 | Apr–Jun, Sep–Nov | Medical and dental office buildings |
| Charlotte, NC | 235 | 2,356 | 10.0 | 2,910 | Mar–May, Sep–Nov | Manufacturing plants |
| Greensboro, NC | 63 | 842 | 13.4 | 1,938 | Apr–May, Sep–Nov | Manufacturing plants |
| Raleigh, NC | 158 | 1,003 | 6.3 | 1,923 | Apr–May, Sep–Nov | Medical and dental office buildings |
| Akron, OH | 54 | 779 | 14.4 | 5,175 | Apr–Jun, Sep–Nov | Manufacturing plants |
| Cincinnati, OH | 197 | 2,104 | 10.7 | 2,683 | Apr–May, Sep–Nov | Manufacturing plants |
| Cleveland, OH | 200 | 2,410 | 12.1 | 5,175 | Apr–Jun, Sep–Nov | Manufacturing plants |
| Columbus, OH | 168 | 1,992 | 11.9 | 2,336 | Apr–May, Sep–Nov | Medical and dental office buildings |
| Dayton, OH | 68 | 866 | 12.7 | 1,291 | Apr–May, Sep–Nov | Manufacturing plants |
| Oklahoma City, OK | 163 | 1,105 | 6.8 | 1,419 | Mar–May, Sep–Nov | Medical and dental office buildings |
| Tulsa, OK | 134 | 959 | 7.2 | 1,330 | Mar–May, Sep–Nov | Manufacturing plants |
| Portland, OR | 185 | 2,393 | 12.9 | 3,004 | May–Jun, Sep–Oct | Manufacturing plants |
| Allentown, PA | 57 | 857 | 15.0 | 1,053 | Apr–Jun, Sep–Oct | Manufacturing plants |
| Harrisburg, PA | 46 | 622 | 13.5 | 1,896 | Apr–Jun, Sep–Nov | Medical and dental office buildings |
| Philadelphia, PA | 571 | 5,514 | 9.7 | 6,767 | Apr–Jun, Sep–Nov | Medical and dental office buildings |
| Pittsburgh, PA | 186 | 2,468 | 13.3 | 3,131 | Apr–Jun, Sep–Oct | Medical and dental office buildings |
| Providence, RI | 144 | 1,588 | 11.0 | 1,744 | Apr–Jun, Sep–Nov | Manufacturing plants |
| Charleston, SC | 91 | 640 | 7.0 | 575 | Mar–May, Oct–Nov | Medical and dental office buildings |
| Columbia, SC | 100 | 574 | 5.7 | 702 | Mar–May, Sep–Nov | Manufacturing plants |
| Greenville, SC | 102 | 829 | 8.1 | 1,543 | Mar–May, Sep–Nov | Manufacturing plants |
| Chattanooga, TN | 68 | 540 | 7.9 | 1,091 | Mar–May, Sep–Nov | Manufacturing plants |
| Knoxville, TN | 84 | 748 | 8.9 | 1,064 | Mar–May, Sep–Oct | Manufacturing plants |
| Memphis, TN | 131 | 1,160 | 8.9 | 1,390 | Mar–May, Sep–Nov | Medical and dental office buildings |
| Nashville, TN | 180 | 1,939 | 10.8 | 2,031 | Mar–May, Sep–Nov | Medical and dental office buildings |
| Austin, TX | 269 | 1,783 | 6.6 | 1,856 | Mar–May | Medical and dental office buildings |
| Dallas, TX | 754 | 6,574 | 8.7 | 9,260 | Mar–May, Oct–Nov | Medical and dental office buildings |
| El Paso, TX | 76 | 543 | 7.1 | 727 | Mar–May, Sep–Nov | Medical and dental office buildings |
| Houston, TX | 617 | 4,992 | 8.1 | 8,479 | Mar–May | Manufacturing plants |
| McAllen, TX | 60 | 484 | 8.1 | 405 | Feb–Apr | Medical and dental office buildings |
| San Antonio, TX | 237 | 1,724 | 7.3 | 1,778 | Mar–May | Medical and dental office buildings |
| Provo, UT | 28 | 583 | 20.8 | 2,350 | Apr–Jun, Sep–Oct | Medical and dental office buildings |
| Salt Lake City, UT | 95 | 1,249 | 13.1 | 2,350 | Apr–Jun, Sep–Oct | Manufacturing plants |
| Richmond, VA | 131 | 1,080 | 8.2 | 1,159 | Apr–May, Sep–Nov | Medical and dental office buildings |
| Virginia Beach, VA | 165 | 1,361 | 8.2 | 1,303 | Apr–May, Sep–Nov | Medical and dental office buildings |
| Seattle, WA | 200 | 3,092 | 15.5 | 4,134 | May–Jun, Sep–Oct | Medical and dental office buildings |
| Spokane, WA | 43 | 532 | 12.4 | 672 | Apr–Jun, Sep–Oct | Medical and dental office buildings |
| Charleston, WV | 20 | 146 | 7.3 | 538 | Apr–May, Sep–Oct | Medical and dental office buildings |
| Madison, WI | 44 | 698 | 15.9 | 1,057 | Apr–May, Sep–Nov | Manufacturing plants |
| Milwaukee, WI | 105 | 2,070 | 19.7 | 2,890 | Apr–Jun, Sep–Oct | Manufacturing plants |
Most eligible targets in Abstrakt's records: New York (21,414), Los Angeles (16,081), Chicago (11,824), Atlanta (10,619), Dallas (9,260). Eligible targets: Abstrakt territory record counts, 2026-10, estimated decision-maker records per territory; some territories cover more than one metro.
Contractors: U.S. Bureau of Labor Statistics, Quarterly Census of Employment and Wages, private ownership, 2025 Q2, nonresidential plumbing and HVAC contractors (NAICS 238222). Larger buildings: U.S. Census Bureau, County Business Patterns 2023, establishments with 20 or more employees in HVAC-buying categories. Prospecting windows from NOAA NCEI nClimDiv county monthly series, 1991-2020 averages.
Best for $2M to $10M revenue. A dedicated U.S.-based SDR at 50% capacity, a custom 1,500-account target list, phone, email and LinkedIn.
Best for $10M to $50M. A dedicated SDR at 100%, plus direct mail, intent and trigger data, and nurture up to 18 months.
Best for $50M+. A team of 2 to 6 specialists across territories and divisions.
Guaranteed. The activity or qualified-appointment number is agreed in writing before launch. If we miss it, we keep working at no additional cost until we hit it.
Exclusive. One program per trade per market: we will not run HVAC appointment setting for your direct competitor in your territory.
See everything each plan includes or compare with hiring an SDR.
Pick a metro and see whether a HVAC program is still available there, with the local numbers. No form to see it.
Check a market →An opener, reason for the call, discovery questions, a voicemail and objection notes built from this playbook.
Build a script →Do-not-call lists, calling hours and registration rules for all 50 states, and why most teams hand this to a dedicated floor.
Look up a state →Commercial HVAC revenue comes in two shapes. Service agreements and repair work are steady and relationship-driven; replacements, retrofits and controls projects are lumpy and budgeted a year ahead. The agreement is what gets you the replacement call, so the outbound job is to get your name onto the short list of mechanical contractors a facility team already trusts before something fails. Most of these buyers already have a contractor, so new accounts come from a target list built around the right buildings, contact with the people who sign, and follow-up timed to their renewal month. An outsourced appointment-setting team runs that work as an extension of yours and puts qualified meetings on your calendar.
Most agencies sell leads , names and email addresses you have to chase. We sell booked meetings with qualified buyers. Every appointment has been verified against three checks: Right Company, Right Contact, Right Timing.
We specialize in commercial HVAC and mechanical contractors serving multi-tenant commercial buildings, industrial facilities, healthcare campuses, education facilities, retail centers, and large property-management portfolios. We do not focus on residential HVAC.
HVAC programs typically run a cost-per-qualified-meeting between $400–$900 after the first 90 days. Given that a single commercial maintenance contract can range from $25,000 to $500,000+ annually, the ROI math works heavily in your favor.
Most HVAC programs launch within 2–3 weeks and produce their first qualified meeting within 30–45 days. Full ramp to monthly targets is typically achieved by day 60.
Yes. Average commercial HVAC cycles run 60–120 days for service contracts and 4–9 months for capital equipment. Meetings that don't close immediately stay warm through targeted follow-up for up to 18 months.
We do, every working day, and we love it. Your team focuses on closing HVAC work.
Photos: technician working on a rooftop air conditioning unit by José Andrés Pacheco Cortes on Pexels; supply air duct in an industrial space by Jonathan Cooper on Pexels (Pexels License, cropped).
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