Enterprise Top Accounts — Sales Intelligence Kit

Company Overview
American Leak Detection- Corporate is a commercial service & replacement company based in California.
$15.0M annual revenue, 800 est. technicians, 150 office users.
Business mix: 10% commercial, 0% residential, 0% construction. Segment: Comm+. Previous Engagement
3 opportunities on record:
• American Leak Detection - Corporate - 11/11/2019: Closed Lost, $63,000, Aug 06, 2020 (Sales)
Disposition: Salesforce
Notes: -
• American Leak Detection Corporate - 6/25/18: Closed Lost, $70,125, Jun 09, 2019 (Sales)
Disposition: Too expensive
Notes: MH 6/9 No response to Pantheon invites and they are negotiating with Pronto forms. Still a path to this deal but need to leverage on existing franchisee clients in Tennessee and Florida to get there. Mark is negotiating with CEO
• American Leak Detection - 2/9/18: Closed Lost, $140,000, Apr 30, 2018 (Sales)
Disposition: Months to reconnect: 2 Pain Points & Interests
Key Signals & Interests

• Scale: 800 technicians and 150 office users indicate a large, operationally complex franchise organization with significant scheduling, dispatch, and reporting needs.
• Segment Conflict: Account is classified as Comm+ with a stated focus on Commercial Service & Replacement, yet 6sense signals show Resi Service Core Trades activity. This suggests either mixed service lines across franchisees or evolving business focus — worth clarifying directly with leadership.
• 6sense Tier 1: Top-tier intent signals confirm active market research, making this a high-priority re-engagement window.
• Franchise Structure: Existing ServiceTitan franchisee clients in TN and FL (noted in 2019 AE comments) represent a proven peer reference opportunity.

Technology Stack & Current State

• Known Competitors: Salesforce (referenced as loss reason in 2020) and Pronto Forms (noted in 2019 negotiations).
• Current Stack: Specific current FSM or field operations platform is unknown. The 2020 Salesforce disposition may indicate they moved to a Salesforce-based workflow.
• Pronto Forms: Indicates a need for digital field forms/data capture, which ServiceTitan natively addresses.

Barriers to Close

• Price Sensitivity: "Too expensive" was an explicit loss reason in 2019. With a $70K–$140K deal range historically, pricing and ROI justification will be critical.
• Engagement Gaps: No response to Pantheon invites in 2019 signals executive disengagement. CEO Will Knell was in negotiation but did not close.
• Long Sales Cycles: Three closed-lost opportunities across 2018–2020 suggest a risk-averse, consensus-driven buying process.
• Competing Platforms: Salesforce is deeply embedded — displacement requires a strong operational differentiation argument.

Strategic Recommendation

• Lead with Franchise Proof: Activate TN and FL franchisee references immediately. Peer validation within their own network counters prior price objections with real ROI data.
• Multi-Thread at the Top: Engage President Terry Bachi and VP Operations Tracy Forbes alongside CEO contacts. Avoid single-threaded outreach.
• Clarify the Segment Story: Reconcile the Comm+ classification with Resi Service 6sense signals in the first discovery call.
• Build a CFO-Ready Business Case: Given price sensitivity, prepare a cost-per-tech ROI model upfront. Tech Stack
6sense segments: ABM Dash - Prospects - BF - Resi Service - Core Trades - ENT_, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - Tier 1 - ENT_
Known systems: Pronto Forms
Accounting software: Not documented. Key Internal Notes
• MH 6/9 • No response to Pantheon invites and they are negotiating with Pronto forms. Still a path to this deal but need to leverage on existing franchisee clients in Tennessee and Florida to get there. • Mark is negotiating with CEO Strategic Assessment
Historical sentiment indicators: price-sensitive, open to future contact
Status: SAL | Signal: WARM | 6 days since last activity.
All prior opportunities ended in closed-lost. Key loss reasons: Salesforce, Too expensive, Months to reconnect: 2. Address these directly in re-engagement strategy.
At 800 technicians, this is a top-tier enterprise target. Expect a complex buying process with multiple stakeholders.

Company Overview
Big State Electric LTD is a residential service & replacement company based in Texas.
$20.6M annual revenue, 350 est. technicians, 150 office users.
Business mix: 100% commercial, 0% residential, 50% construction. Segment: Resi Exteriors.
Recent: Record Corporate Revenue of $347M in 2024 (Jan 2025) Previous Engagement
No opportunities on record for Big State Electric LTD. This is a net-new prospect with no prior ServiceTitan engagement in Salesforce. Pain Points & Interests
Key Signals & Interests

• 6sense Intent: Flagged under Comm Const Core Trades and Top Accounts (Tier 6), indicating active market research into field service or construction management solutions.
• Scale & Complexity: With 350 technicians and 150 office users at $20.6M revenue, this org is large enough to feel the pain of disconnected scheduling, dispatching, and job costing.
• Commercial + Construction Mix: A 100% commercial, 50% construction split signals heavy project-based work alongside recurring service. This dual model often strains generic FSM tools.
• Specific Pain Points (Inferred): Likely challenges include field-to-office communication gaps, job costing accuracy, subcontractor coordination, and reporting across service vs. construction divisions. Must be validated in discovery.

Technology Stack & Current State

• Current FSM/ERP Platform: Unknown — no CRM data exists and no prior ServiceTitan engagement on record.
• Likely Landscape: At this revenue and headcount, they are probably running an incumbent solution such as Sage, Viewpoint, Jonas, or a generic ERP paired with spreadsheets for field ops.
• Director of Tech & Innovation: Jared Christman holds this title, suggesting active investment in technology modernization.

Barriers to Close

• No Prior Relationship: Zero CRM history means cold outreach — trust and credibility must be built from scratch.
• Construction Complexity: 50% construction work introduces change order management, WIP reporting, and AIA billing requirements.
• Multi-Stakeholder Buy-In: CEO Vincent Real, multiple VPs represent distinct value lenses. Messaging must be tailored per contact.
• Implementation Risk Perception: A 350-tech org will have legitimate concerns about disruption during rollout.

Strategic Recommendation

• Entry Point: Lead with Jared Christman (Director, Technology and Innovation) as tech champion, and Mark Buskirk (VP Operations) for operational pain.
• Narrative: Position ServiceTitan as the only platform purpose-built for commercial electrical at scale — unifying service and construction workflows.
• Proof Points Needed: Source 1–2 reference customers in Texas commercial electrical at comparable size ($15M–$25M, 200+ techs).
• Next Step: Andreas should pursue outreach via LinkedIn, referencing 6sense intent signals. Discovery call goal: confirm current platform, top operational pain, and budget cycle timing. Tech Stack
6sense segments: ABM Dash - Prospects - BF - Comm Const - Core Trades - ENT_, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - Tier 6 - ENT_
No specific technology stack information on record. Tech stack discovery should be a priority in initial outreach.
Accounting software: Not documented. Key Internal Notes
No internal notes on file. AE and SDR observations from previous conversations would be valuable here. Strategic Assessment
Status: SAL | Signal: MONITOR | 22 days since last activity.
Big State Electric LTD is a net-new prospect. Build the relationship from scratch with a value-led introduction tailored to their electrical operations.
At 350 technicians, this is a significant enterprise opportunity requiring multi-threaded engagement.

Company Overview
Bone Dry Roofing, Inc. is a residential service & replacement company based in Indiana.
$183.8M annual revenue, 600 est. technicians, 100 office users.
Business mix: 30% commercial, 70% residential, 0% construction. Segment: Resi Exteriors.
Recent: Bone Dry and Innovative Roofing Group Merge to Form BDI Roofing Group (Jan 2026) Previous Engagement
1 opportunity on record:
• Bone Dry Roofing, Inc. - 12/8/2025 - Convex: Closed Lost, $4,699, Feb 17, 2026 (Convex Standalone)
Disposition: Unable to reconnect with DM Pain Points & Interests
Key Signals & Interests

• Buying Intent: 6sense places Bone Dry in the Purchase buying stage across multiple signals (SFDC ENT Accounts, All Roofing, Top Accounts, Tier 2), indicating they are actively evaluating solutions — not passively researching.
• Scale Signals: At $184M revenue with 600 technicians and 100 office users, Bone Dry is operating at enterprise scale with likely pain points around dispatch efficiency, job costing, and workforce coordination.
• Prior Engagement: A prior opportunity existed for Convex Standalone ($4,699), suggesting awareness of technology as a lever, but may indicate incremental tool evaluation rather than platform-wide.
• Unknown: Specific pain points, current dissatisfaction drivers, and competitor evaluations are not documented.

Technology Stack & Current State

• Known: No current technology stack information is on file.
• Inference: Given their scale (600 techs, $184M), they are almost certainly running some FSM or ERP solution — likely a legacy platform that may not support full enterprise workflow needs.
• Action Required: Discovery call should surface current systems, integration landscape, and reporting capabilities as a priority.

Barriers to Close

• Lost Deal Context: Prior opportunity (Closed Lost 2026-02-17) was lost due to "Unable to reconnect with DM" — this is an access/champion problem, not a product or pricing problem.
• Decision Maker Access: Unclear whether the DM was CEO Gene Judd, COO Billy Smith, or another stakeholder.
• Deal Size Mismatch: Prior opportunity at $4,699 (Convex Standalone) was significantly undersized relative to their scale, limiting executive sponsorship.

Strategic Recommendation

• Lead with Executive Multi-threading: Engage CEO Gene Judd, COO Billy Smith, and Director of Business Development Todd Cannon simultaneously with role-specific messaging.
• Right-size the Conversation: At $184M and 600 techs, position ServiceTitan as a full platform play — dispatch optimization, technician productivity, and business intelligence at scale.
• Leverage 6sense Urgency: Their Purchase-stage signal means the window is open now. Rory O'Day should prioritize immediate outreach.
• BDI Roofing Group Merger: The Jan 2026 merger into BDI Roofing Group creates a technology consolidation opportunity — reference multi-state expansion plans as a driver for unified platform adoption. Tech Stack
6sense segments: ENT_AD_6sense | SFDC ENT Accounts | Purchase, Target List: All Roofing, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - Tier 2 - ENT_AD_
No specific technology stack information on record. Tech stack discovery should be a priority in initial outreach.
Accounting software: Not documented. Key Internal Notes
No internal notes on file. AE and SDR observations from previous conversations would be valuable here. Strategic Assessment
Historical sentiment indicators: open to future contact, access-blocked
Status: SAL | Signal: WARM | 2 days since last activity.
All prior opportunities ended in closed-lost. Key loss reasons: Unable to reconnect with DM. Address these directly in re-engagement strategy.
At 600 technicians, this is a top-tier enterprise target. Expect a complex buying process with multiple stakeholders.

Company Overview
Climate Pros is a residential service & replacement company based in Illinois.
$500.0M annual revenue, 500 est. technicians, 200 office users.
Business mix: 100% commercial, 0% residential, 70% construction. Segment: Resi Exteriors.
Recent: Acquires Amos Refrigeration (Feb 2025) Previous Engagement
1 opportunity on record:
• Climate Pros - 2/10/2025: Closed Lost, Feb 20, 2025 (ST Standalone)
Disposition: No show- never attended Pain Points & Interests
Key Signals & Interests

• 6sense Intent: Flagged under Comm Const Core Trades, Top Accounts, Tier 6 — indicating active market research in commercial field service/construction management solutions.
• Operational Scale: 500 technicians across ~30 branches (20 techs/branch) with 200 office users. At this scale, coordination, dispatching, and reporting complexity is significant.
• Business Mix: 100% commercial, 70% construction. Construction-heavy workflows are notoriously difficult to manage in legacy or homegrown systems.
• Leadership Signals: C-suite is identifiable but no known engagement from any executive to date. All prior contact was below the decision-making tier.

Technology Stack & Current State

• Primary System: Proprietary, in-house built software — confirmed by contact Ashley Naicker (11/19/2024).
• Planned Direction: As of November 2024, leadership indicated plans to upgrade the proprietary system rather than replace it.
• Known Gaps: No discovery was ever completed. The depth and scalability of their house-built system is unverified.
• Competitor Displacement: Not applicable — no third-party FSM vendor is currently entrenched.

Barriers to Close

• Critical Blocker — Proprietary Software Commitment: Climate Pros has explicitly stated they have no interest in leaving their house-built system and requested removal from outreach lists. This is a hard, documented objection.
• No Discovery Ever Completed: The 2025 Closed Lost opportunity resulted from a no-show. Zero qualified conversation about pain, fit, or ROI.
• Wrong Contact Level: All prior engagement occurred with non-executive contacts. No C-suite relationship exists.
• Internal Sunk Cost Bias: Companies that have built their own software often have organizational identity tied to it.

Strategic Recommendation

• Do Not Cold Re-Engage at Operational Level. Respect the stated opt-out boundary.
• Monitor for a Trigger Event. Proprietary system upgrades frequently fail or fall short at 500-tech, multi-branch scale. Watch for leadership changes, job postings, or renewed 6sense intent spikes.
• Executive-Level Re-Entry Only. If re-engaging, target CEO or COO directly — frame around construction workflow efficiency and total cost of maintaining proprietary infrastructure.
• Recommended Timeline: Place in a 6–9 month nurture sequence. Re-evaluate in Q4 2026 pending trigger event monitoring via 6sense. Tech Stack
6sense segments: ABM Dash - Prospects - BF - Comm Const - Core Trades - ENT_, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - Tier 6 - ENT_
Known systems: Proprietary/in-house software, In-house built software
Accounting software: Not documented. Key Internal Notes
Ashley Naicker On 11/19/2024 6:34 AM using proprietary software not moving away Ashley Naicker On 11/19/2024 6:32 AM proprietory system and going to upgrade that software no interest in moving away from the house built software asked to remove them from our list Sio Khachatourians On 8/4/2023 8:51 AM R/C: 0/100% S&R/NC: Techs: 20 per branch/30 branches Strategic Assessment
Historical sentiment indicators: disengaged, declined outreach, requested removal from list
Status: SAL | Signal: WARM | 7 days since last activity.
All prior opportunities ended in closed-lost. Key loss reasons: No show- never attended. Address these directly in re-engagement strategy.
At 500 technicians, this is a top-tier enterprise target. Expect a complex buying process with multiple stakeholders.
At $500.0M in revenue, expect enterprise-level procurement processes and longer sales cycles.

Company Overview
Crete United is a commercial construction or remodel company based in Florida.
$700.0M annual revenue, 1,500 est. technicians, 300 office users.
Business mix: 100% commercial, 0% residential, 60% construction. Segment: Comm+.
Recent: Acquires CAM H.V.A.C. & Construction, First Rhode Island Partner (Jun 2025) Previous Engagement
3 opportunities on record:
• Crete United - 8/19/2025: Closed Lost, Sep 09, 2025 (ST Standalone)
Disposition: No show- never attended. Lost to: BuildOps
• Crete United - 9/22/2023: Closed Lost, $450.00, Nov 01, 2023 (ST Standalone)
Disposition: Other (explain in 'Notes' section)
Notes: [link]
• Active Convex renewals/upsells: Active Customer (Convex) (Convex Standalone)
Notes: Existing Convex customer with multiple active renewals and seat expansions. Key contact: April Sayer. Pain Points & Interests
Key Signals & Interests

• Existing Convex Relationship: Crete United is an active Convex customer with ongoing renewals and seat expansions. This is the most critical leverage point — they are already paying customers within the ServiceTitan ecosystem.
• Key Internal Champion: April Sayer (EVP Sales) is identified as the key Convex contact with both operational and sales leadership roles.
• Market Signals: 6sense places Crete United in Comm Const Core Trades, Top Accounts, Tier 6, indicating elevated intent signals in the commercial construction vertical.
• Scale: $700M revenue, 1,500 technicians, 300 office users across 37+ locations signals a complex, multi-site operation with significant platform consolidation potential.

Technology Stack & Current State

• Convex: Active customer, renewing and expanding seats (in-ecosystem).
• BuildOps: Identified competitor; likely the incumbent FSM platform for commercial field ops.
• Gaps: Current FSM stack depth, ERP integrations, dispatching tools, and construction project management solutions are unknown.

Barriers to Close

• Engagement Failure (Sept 2025): Most recent ST Standalone opportunity closed lost due to a no-show. Suggests either low urgency, wrong contact, or insufficient buy-in.
• Prior Loss (Nov 2023): Closed lost across 37 locations under "Other" reasoning — root cause undocumented.
• Incumbent Inertia: BuildOps is a purpose-built commercial FSM competitor. Displacement risk is real at this scale (1,500 techs).
• Executive Access: CEO and CFO have not been referenced as engaged contacts.

Strategic Recommendation

• Lead Through Convex — Expand From Within: Deepen the existing Convex relationship through April Sayer. Use renewal/expansion touchpoints to understand operational pain and FSM gaps.
• Map the Power Base: Leverage April Sayer for warm introductions to SVP Operations Ron Dawson and EVP Ron Gevry. Executive sponsorship is non-negotiable at this deal size.
• Address the Ghost: Directly acknowledge the September 2025 no-show — understand what caused disengagement.
• Position the Platform Story: Frame ST not as a BuildOps replacement, but as a unified platform that enhances the Convex investment — reducing tool sprawl across 37+ locations at scale.
• CAM HVAC Acquisition: Recent acquisition activity and potential $1B+ sale by Ridgemont creates urgency for operational standardization across portfolio companies. Tech Stack
6sense segments: ABM Dash - Prospects - BF - Comm Const - Core Trades - ENT_, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - Tier 6 - ENT_
Known systems: BuildOps
Accounting software: Not documented. Key Internal Notes
• [link] • Existing Convex customer with multiple active renewals and seat expansions. Key contact: April Sayer. Strategic Assessment
Historical sentiment indicators: disengaged
Status: QL | Signal: HOT | 1 days since last activity.
At 1,500 technicians, this is a top-tier enterprise target. Expect a complex buying process with multiple stakeholders.
At $700.0M in revenue, expect enterprise-level procurement processes and longer sales cycles.

Company Overview
D.H. Pace Company, Inc. is a residential construction or remodel company based in Kansas.
$1,000.0M annual revenue, 1,500 est. technicians, 300 office users.
Business mix: 60% commercial, 40% residential, 30% construction. Segment: Comm+.
Recent: Expands into Florida with Overhead Door Company of Tampa Bay (Jan 2025) Previous Engagement
1 opportunity on record:
• D.H. Pace Company, Inc.- 1/26/2023: Closed Lost, $5,502, Jan 17, 2024 (Enterprise)
Disposition: Reconnect in 6 months
Notes: RM 8/22 - Waiting on update from Tim on status of greenfield project and pilot. No timeline confirmed RM 8/1 - Buy In: Yes, Competitive: Yes, Technical: Yes, Timeline: No, ROI: Yes, Pricing: Yes, Implementation: No, Buying Process: No RM 5/31 - Pilot Pricing for 3 locations sent to the customer for... Pain Points & Interests
Key Signals & Interests

• 6sense Intent Signals: Flagged across Comm Service Core Trades ENT, Top Accounts ENT, and Tier 3 — indicating elevated market activity.
• Sub-Disposition — Reconnect in 6 Months: The closed-lost opportunity (January 2024) carried a "Reconnect in 6 months" sub-disposition, meaning the re-engagement window is overdue.
• Prior Qualified Interest: AE notes confirm the account cleared five of eight criteria (Buy In, Competitive, Technical, ROI, Pricing). The deal was not lost on fit — it was lost on timeline and process maturity.
• Scale & Complexity: At $1B in revenue, 1,500 technicians, and 300 office users across multiple states (FL, TX, AZ, CO), this is a high-value enterprise target.

Technology Stack & Current State

• IFS ERP — Active Rollout: As of the last AE engagement (May–August 2023), D.H. Pace was actively rolling out IFS across all locations. IFS is an enterprise ERP, not a field service management platform.
• Greenfield Project & Pilot Attempt: A pilot was scoped for 3 locations (FL, TX, AZ — 15 mobile techs) with pilot pricing delivered. Denver was also identified as a potential pilot target.
• No Accounting Software on Record: Either accounting is handled within IFS, data is incomplete, or there is an opening for integrated financial workflow conversation.
• Data Gap: No confirmation on IFS rollout status. Unknown whether IFS is fully deployed, still in progress, or underperforming.

Barriers to Close

• Timeline (Unresolved): No committed timeline was ever established. The IFS rollout was the competing internal priority.
• Implementation Concerns: Implementation readiness was flagged as unresolved for a 1,500-tech enterprise mid-ERP migration.
• Buying Process Undefined: Decision-making chain, budget approval pathway, and procurement requirements were never fully clarified.
• IFS as Incumbent Narrative: There may be political and financial sunk-cost resistance to layering in another platform.
• Champion Status Unknown: Tim (Residential President) and Gus (Commercial President) were primary contacts. Their current tenure and openness are unknown.

Strategic Recommendation

• Target Kevin Dunn First: VP Director of Process Improvement is the highest-priority re-engagement contact — his role is explicitly aligned with evaluating operational inefficiencies and he has no "lost deal" baggage.
• Reframe: IFS + ServiceTitan, Not Instead Of: Position ServiceTitan as the field execution layer that complements IFS. IFS handles back-office ERP; ServiceTitan handles technician dispatch, mobile workflows, and customer communication.
• Leverage the Prior Pilot Scope: The 3-location, 15-tech pilot framework was already agreed upon and priced. Reopen with "we've refined the pilot structure."
• Tampa Bay Expansion: Recent D.H. Pace expansion in Tampa Bay and Capital Door partnership signal growth that increases field operations complexity. Tech Stack
6sense segments: ABM Dash - Prospects - BF - Comm Service - Core Trades - ENT_, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - Tier 3 - ENT_
Known systems: IFS
Accounting software: Not documented. Key Internal Notes
• RM 8/22 - Waiting on update from Tim on status of greenfield project and pilot. No timeline confirmed • RM 8/1 - Buy In: Yes, Competitive: Yes, Technical: Yes, Timeline: No, ROI: Yes, Pricing: Yes, Implementation: No, Buying Process: No • RM 5/31 - Pilot Pricing for 3 locations sent to the customer for review. FL, TX, AZ (15 MTs) • RM 5/23: Riker/John/Hiren/Connor - Onsite meeting with Tim (Residential President) & Gus (Commercial president). Currently rolling out IFS across all locations. Targeting Pilot for Denver location but have indicated that IFS will continue to be rolled out. • Next Steps: onsite follow-up call 5/30 to determine if there is a path forward Strategic Assessment
Historical sentiment indicators: open to future contact
Status: SAL | Signal: MONITOR | 26 days since last activity.
All prior opportunities ended in closed-lost. Key loss reasons: Reconnect in 6 months. Address these directly in re-engagement strategy.
At 1,500 technicians, this is a top-tier enterprise target. Expect a complex buying process with multiple stakeholders.
At $1,000.0M in revenue, expect enterprise-level procurement processes and longer sales cycles.

Company Overview
Dabella is a residential service & replacement company based in Oregon.
$165.5M annual revenue.
Business mix: 0% commercial, 70% residential, 0% construction. Segment: Resi Exteriors.
Recent: Rapid National Expansion with 12+ New Offices in 2025-2026 (Jan 2026) Previous Engagement
No opportunities on record for Dabella. This is a net-new prospect with no prior ServiceTitan engagement in Salesforce. Pain Points & Interests
Key Signals & Interests

• 6sense Decision Stage: Dabella is actively tagged in the Decision stage within SFDC ENT Accounts, indicating high-intent digital behavior and likely active vendor evaluation.
• Top Accounts ENT + Tier 2 segmentation: Placement in both segments signals data-model-driven prioritization, not just manual assignment.
• Recent activity: 3/16/2026: Touch occurred yesterday, indicating live engagement momentum.
• $165.5M revenue: At this scale, operational complexity almost certainly exceeds the capability of entry-level or legacy tools.
• Residential Service & Replacement focus: ServiceTitan's residential field service capabilities are a direct product-market fit.

Technology Stack & Current State

• Limited Data Available: No current FSM or CRM platform identified. Tech stack is unknown.
• CTO & IT Director Present: Darin Mason (CTO) and Tony Perez (Director of IT) confirm a dedicated technology function at the leadership level.
• CTO Role Notable: A CTO at a residential roofing company implies investment in proprietary systems or digital transformation.
• Rapid Expansion: 12+ new offices in 2025-2026 (now 60+ locations) with revenue grown to $250M–$500M range creates urgent operational scaling needs.

Barriers to Close

• Prior Disqualification: Account notes indicate "DQ - Per Sean" with rationale "appears to be solely residential." This was recorded twice in July 2025. The DQ rationale must be re-examined given 6sense Decision Stage signals.
• No Active Opportunity: No open deal means pipeline creation from scratch.
• Unknown Tech Count: Without knowing technician count, accurate deal sizing is impossible.
• Large Executive Team: CEO, President, CFO, CMO, CTO, CHRO, Director IT — wide buying committee requires multi-threaded outreach.

Strategic Recommendation

• Resolve the DQ First: Align internally with Sean to confirm whether the prior disqualification is still operative given Decision Stage activity.
• Primary Target: Nissa McMillan (President): Lead with operational efficiency and revenue growth narrative for residential roofing at scale.
• Secondary Target: Darin Mason (CTO): Technology modernization or integration conversation via LinkedIn with roofing tech case study.
• Tailor Messaging to Residential Replacement: Lead with same-day scheduling, digital estimates, customer communication automation, and financing integration.
• Expansion Leverage: 12+ new offices in the past year creates a natural technology consolidation conversation point. Tech Stack
6sense segments: ENT_AD_6sense | SFDC ENT Accounts | Decision, Target List: All Roofing, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - GM - Exteriors - ENT_AD_, ABM Dash - Prospects - Tier 2 - ENT_AD_
No specific technology stack information on record. Tech stack discovery should be a priority in initial outreach.
Accounting software: Not documented. Key Internal Notes
DQ - Per Sean (See notes) Appears to be solely residential CS 7.15.25 - segmented SH 7/15/25 - Appears to be solely residential Strategic Assessment
Status: SAL | Signal: WARM | 2 days since last activity.
Dabella is a net-new prospect. Build the relationship from scratch with a value-led introduction tailored to their roofing operations.

Company Overview
Four Seasons Heating, Air Conditioning, Plumbing, & Electric is a commercial service & replacement company based in Illinois.
$95.0M annual revenue, 400 est. technicians, 75 office users.
Business mix: 10% commercial, 90% residential, 0% construction. Segment: Comm+.
Recent: Wins Second BBB Torch Award for Marketplace Ethics (Dec 2025) Previous Engagement
3 opportunities on record:
• Four Seasons Upsell 12/15/23 SCE: Prospect, Dec 31, 2023 (Upsell)
• Four Seasons - 1/17/2019: Closed Lost, $42,000, Sep 03, 2019 (Sales)
Disposition: No authority to make purchase decision
Notes: Detailed notes from Jan 2019 discovery with John Coggins (COO). Uses ServMan on AS400. 315 techs (40 sales, 155 service, 80 install, 40 plumbing). Built custom ERP over 9 months. CEO David Musial. 100% Lennox, some Mitsubishi. Product gaps identified: direct supplier integration, dynamic forms, mobi...
• Four Seasons - 12/19/17: Closed Lost, $25,500, Jan 17, 2019 (Sales)
Disposition: No authority to make purchase decision Pain Points & Interests
Key Signals & Interests

• Open Upsell Opportunity: An open upsell opportunity (SCE, created 12/15/23) indicates active pipeline interest and ongoing relationship.
• Recent Activity: Last recorded activity 3/3/2026, account is being actively worked.
• 6sense Tier 1: Flagged across Enterprise Prospects Residential Service, Top Accounts ENT, and Tier 1 — elevated buying intent signals.
• Scale Growth: Grown from 315 technicians (2019) to 400+ today with $95M in revenue. Growth increases operational complexity and legacy system strain.
• PE Ownership (Cortec): PE-backed companies face pressure to standardize operations, improve reporting, and drive EBITDA — all areas where ServiceTitan delivers value.
• Custom ERP Age: The custom ERP was built 7+ years ago. Custom systems accrue technical debt rapidly at this scale.

Technology Stack & Current State

• ServMan on AS400: As of 2019, running ServMan on AS400 — legacy platform with dated architecture, limited mobile capability, and minimal API support.
• Custom ERP Layer: Built a custom ERP system over 9 months, layered on/alongside ServMan. Significant internal investment but also a liability.
• Current State Unknown: No confirmed update post-2019. Critical intelligence gap to address in early discovery.
• Product Gaps Identified (2019): Direct supplier integration, dynamic forms, mobile inventory management, keyless parts list generation — all directly addressable by current ServiceTitan platform.
• Vendor Relationship: 100% Lennox equipment, some Mitsubishi.

Barriers to Close

• Authority Blocker: Both 2017 and 2019 opportunities lost with "No authority to make purchase decision." John Coggins (COO) was champion but not final decision maker. CEO David Musial holds ultimate authority.
• Custom ERP Sunk Cost: 9-month build investment creates emotional and financial anchoring. Requires reframing around total cost of ownership.
• Long Sales Cycle: In pipeline since 2017 across three opportunities. Stakeholder fatigue and institutional memory may create skepticism.
• Multiple CFOs Listed: George Asimakopoulos and Shawn Heming both listed as CFO — unclear which is current.

Strategic Recommendation

• Break the Authority Pattern: Secure direct engagement with David Musial (CEO/President). Frame around operational scalability, board reporting, and EBITDA efficiency.
• Leverage PE Ownership: Research whether Cortec has other field service portfolio companies using ServiceTitan. Frame conversation around board-level visibility and acquisition readiness.
• Reframe the Custom ERP: Quantify maintenance costs vs. innovation. Highlight that 2019 product gaps are now fully addressed in current platform.
• Re-engage Coggins as Champion: "What has changed since 2019" briefing — both on platform evolution and their growth. His buy-in is critical for internal mobilization.
• BBB Torch Award: Second BBB Torch Award win and new trenchless sewer service (2026) signal commitment to quality and service expansion — ServiceTitan supports these growth vectors. Tech Stack
6sense segments: Target List: Enterprise Prospects - Residential Service, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - Tier 1 - ENT_
Known systems: ServMan, AS400, Custom/In-house ERP
Accounting software: Not documented. Key Internal Notes
• Detailed notes from Jan 2019 discovery with John Coggins (COO). Uses ServMan on AS400. 315 techs (40 sales, 155 service, 80 install, 40 plumbing). Built custom ERP over 9 months. CEO David Musial. 100% Lennox, some Mitsubishi. Product gaps identified: direct supplier integration, dynamic forms, mobile inventory management, keyless parts list generation. Coggins visited LA to meet with Vahe. Authority blocker - Coggins not final decision maker. Strategic Assessment
Historical sentiment indicators: authority-blocked, authority-blocked
Status: QL | Signal: WARM | 15 days since last activity.
At 400 technicians, this is a significant enterprise opportunity requiring multi-threaded engagement.

Company Overview
Legence is a commercial construction or remodel company based in California.
$2,000.0M annual revenue, 600 est. technicians, 200 office users.
Business mix: 100% commercial, 0% residential, 80% construction. Segment: Comm+.
Recent: Completes IPO on Nasdaq, Raises ~$780M (Sep 2025) Previous Engagement
1 opportunity on record:
• Legence - 1/30/2024: Closed Lost, $64,100, Jul 31, 2024 (Enterprise)
Disposition: Other
Notes: 6/10/2024 - Onsite pushed to post labor day by Kris due to other issues. Pushing back close date. 6/1/2024 - Going onsite in June after intervention from Alex K and leadership. 2/14/2024 - Met with Kris and Mark to review reporting. Board recommendation not until 5/15, then plan put in place, likely... Pain Points & Interests
Key Signals & Interests

• 6sense Intent: Flagged in Enterprise Private Equity 2024 Holding Companies, Top Accounts ENT, and Tier 6, indicating elevated digital buying signals.
• Recent Activity: Last activity 3/17/2026 (today), account is actively being worked.
• Post-Close Lost Timeline: Opportunity was Closed Lost 7/31/2024 — nearly 20 months ago. Sufficient time for internal conditions to shift.
• PE Ownership: At $2B revenue with 600 technicians, Legence faces intensifying pressure for operational efficiency and portfolio-wide standardization.
• Scale & Complexity: 7 locations, multi-brand structure, and enterprise headcount suggest growing pain around fragmented systems and cross-brand visibility.

Technology Stack & Current State

• Current Systems: Unknown — no explicit information about incumbent FSM, ERP, or operational platform.
• Inferred State: Multi-brand, PE-backed structure likely operates on a fragmented or brand-by-brand toolset inherited through acquisitions.
• Reporting Pain Identified: AE notes reference a meeting specifically focused on reviewing reporting, suggesting reporting and data visibility were core evaluation criteria.
• CIO & CDO Present: Mike Heuer (CIO) and Justin Schwartz (CDO) signal a technology-forward leadership team.

Barriers to Close

• Board Approval Dependency: Deal required board recommendation not until 5/15, creating a hard governance dependency outside Kris Rushing's authority.
• Onsite Visit Delays: Onsite was pushed to post-Labor Day due to internal issues, killing deal momentum.
• RFP Process Complexity: Formal RFP process with pre-determined criteria influenced by finance, IT, and operations.
• Single-Threaded Relationship: Kris Rushing (VP Operations) was primary contact. No confirmed champions at CFO, CIO, or CEO levels.
• Loss Reason Unknown: Sub-disposition "Other" provides no clear loss reason.

Strategic Recommendation

• Uncover the Loss First: Jake Belanio should reconnect with Kris Rushing for a "check-in" — framed around platform advancements in commercial multi-location reporting and PE analytics.
• Elevate Stakeholder Engagement: Target Steve Hansen (COO), Stephen Butz (CFO), Mike Heuer (CIO), and Justin Schwartz (CDO) with persona-specific messaging.
• Lead with Reporting: Reporting was the confirmed pain point. Lead with multi-location dashboards and executive-level visibility.
• Build a Board-Ready Business Case: Proactively build a PE-framed ROI model that Legence champions can bring to their board directly.
• Nasdaq IPO Context: Legence's Nasdaq IPO ($780M raised) and $325M Bowers acquisition signal rapid growth that demands operational platform standardization.
• Avoid Premature RFP: Influence evaluation criteria before any RFP is issued — not compete on a level playing field after. Tech Stack
6sense segments: ENT_AD_Target List: Enterprise Private Equity 2024 Holding Companies, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - Tier 6 - ENT_
No specific technology stack information on record. Tech stack discovery should be a priority in initial outreach.
Accounting software: Not documented. Key Internal Notes
• 6/10/2024: Onsite pushed to post labor day by Kris due to other issues. Pushing back close date.
• 6/1/2024: Going onsite in June after intervention from Alex K and leadership.
• 2/14/2024: Met with Kris and Mark to review reporting. Board recommendation not until 5/15, then plan put in place, likely June deal.
• 2/9/2024: Met with 15+ leaders from various Legence brands. Did call to close and tried to score high on their RFP sheet. Scheduled 2nd call for reporting. Strategic Assessment
Status: SAL | Signal: WARM | 1 days since last activity.
All prior opportunities ended in closed-lost. Key loss reasons: Other. Address these directly in re-engagement strategy.
At 600 technicians, this is a top-tier enterprise target. Expect a complex buying process with multiple stakeholders.
At $2,000.0M in revenue, expect enterprise-level procurement processes and longer sales cycles.

Company Overview
The Arcticom Group is a residential construction or remodel company based in California.
$800.0M annual revenue, 1,000 est. technicians, 200 office users.
Business mix: 100% commercial, 0% residential, 30% construction. Segment: Comm+.
Recent: Acquires TDH Refrigeration, Expands into Buffalo and Western New York (Feb 2025) Previous Engagement
1 opportunity on record:
• The Arcticom Group - 6/24/2025: Closed Lost, Sep 08, 2025 (Enterprise)
Disposition: No show- never attended. Lost to: Microsoft Dynamics 365 Pain Points & Interests
Key Signals & Interests

• Enterprise PE Profile: Flagged in 6sense under Enterprise Private Equity 2024 Holding Companies, suggesting PE-backed structure with growth mandates and operational efficiency pressures.
• Scale Signals: At $800M revenue, 1,000 field technicians, and 200 office users, Arcticom is operating at a complexity level where fragmented systems create measurable operational drag.
• Top Accounts ENT & Tier 3: Confirmed enterprise commercial trades profile with demonstrated category awareness.
• Recent Activity: Last activity 2/25/2026, account is still being actively worked.
• Business Label Discrepancy: Labeled "Residential" but actual focus is commercial HVAC/refrigeration. Misclassification may have caused misaligned outreach.

Technology Stack & Current State

• Microsoft Dynamics 365: Cited as competitor lost to in September 2025. Arcticom either selected, was evaluating, or was already using Dynamics 365.
• Dynamics 365 Limitations: Broad ERP/CRM platform not purpose-built for field service in HVAC/commercial refrigeration trades. At 1,000-tech scale, pain points likely include limited mobile workflows and weak dispatch intelligence.
• IT Leadership: Geoff Brougham (VP IT) is the likely technical decision-maker for platform evaluation.
• No Accounting Software Recorded: Data gap that needs resolution before outreach.

Barriers to Close

• No-Show / Never Attended: Prior opportunity closed lost due to no-show. The deal was never truly engaged — suggests champion failure or timing misalignment.
• Microsoft Dynamics 365: Whether already in place or recently selected, it represents an investment that creates displacement resistance.
• Industry Mislabeling: Residential vs. Commercial misclassification may have resulted in messaging that didn't resonate.
• Champion Uncertainty: Unclear who was engaged in the prior cycle across the broad executive team.

Strategic Recommendation

• Correct the Record: Update CRM classification from Residential to Commercial HVAC/Refrigeration immediately.
• Identify a Champion First: Target Justin Cockle (VP Field Operations) for daily operational pain, Geoff Brougham (VP IT) for tech stack evaluation, Brian Eytchison (COO & CFO) for executive sponsorship.
• Lead with Commercial Refrigeration Specificity: Reference Arcticom's commercial refrigeration focus explicitly. Generic HVAC messaging won't differentiate from Dynamics 365.
• Reframe Dynamics 365: Explore whether Dynamics is being used as ERP/CRM with field operations managed alongside it. The gap between broad ERP and purpose-built FSM is ServiceTitan's strongest wedge.
• Acquisition Activity: Four acquisitions in 2025 (TDH, Midwest Refrigeration, ICM, Victory) and rapid national expansion create urgent need for operational standardization across portfolio companies. Tech Stack
6sense segments: ENT_AD_Target List: Enterprise Private Equity 2024 Holding Companies, ABM Dash - Prospects - BF - Comm Service - Core Trades - ENT_, ABM Dash - Prospects - S - Top Accounts - ENT_, ABM Dash - Prospects - Tier 3 - ENT_
Known systems: Microsoft Dynamics 365
Accounting software: Not documented. Key Internal Notes
No internal notes on file. AE and SDR observations from previous conversations would be valuable here. Strategic Assessment
Historical sentiment indicators: disengaged
Status: SAL | Signal: MONITOR | 21 days since last activity.
All prior opportunities ended in closed-lost. Key loss reasons: No show- never attended. Address these directly in re-engagement strategy.
At 1,000 technicians, this is a top-tier enterprise target. Expect a complex buying process with multiple stakeholders.
At $800.0M in revenue, expect enterprise-level procurement processes and longer sales cycles.