< Previous10 APRIL 2020HIGH-PERFORMANCE HVAC TODAY By Mike Weil MANAGEMENT I n the modern world, they say that your suc- cess is often dependent on the breadth and girth of your network. The “They” in this sce- nario are those successful business and mar- keting gurus who write books, put on seminars, and coach individuals to help them grow their careers successfully. And they aren’t wrong. Think about it: your net- work of friends, family, customers, peers, team members, professional advisors, and vendors – everyone with whom you encounter in your dai- ly and business life – have a huge impact on your ability to succeed. Investing your time and effort to build and main- tain a network of genuine personal and profession- al relationships creates an important asset that will support a higher lev- el of success. Networking is nothing more than building re- lationships. It is about connecting with people, listening to what they have to say, responding to it, and learning from it. LEARNING FROM YOUR PEERS One of the key places where networking occurs is during gatherings – meetings, tradeshows, training sessions, and so on. Learning from your peers occurs naturally during such events. For example, you might meet someone strug- gling with the same issue that is slowing down your forward momentum. By mentioning your challenge, you might find that missing idea, something that had not occurred to you. You might talk to someone who has been where you are, who can give you the tip you need to get your business back on track. On the other hand, you could share just the right magic insight to straighten out someone else’s business hurdle. Mike Greany of All Pro Plumbing, Heat- ing, Air and Electrical of Ontario, CA says that he confers with peers on an ongoing basis. “I net- work regularly,” he says. “We talk about a lot of things: business practices, hiring and firing, goal setting, tracking, and more. The biggest benefit I get is accountability. It forces me to be account- able to those peers for my own goals.” That last part is worth repeating. Networking holds Greany accountable for his own goals!! It is like having a personal board of directors you can turn to for problem-solving, idea swapping, brain- storming, and imagining. In that environment, you want to do the right thing so your ‘board’ can see you grow. You become motivated and inspired by like-minded individuals. Peers can also help each other reach out be- yond their circles of support to broader exposure and brand identity building. For contractors like Greany, that has led to contacts and true relation- ships with other contractors across the country. He says he looks for opportunities to talk with this group – one-on-one, when attending indus- try events, and through programs like the Trail- blazer Coaching Live online forum hosted by National Comfort Institute. “Live conferences and meetings are the most important part of my network. I find it a must to meet people face-to-face. It makes it more of a personal connection making it easier to work to- gether,” he adds. Vic Updike of Masterworks Mechanical in Craig, CO agrees. “I network with other HVAC contractors I meet at the National Comfort Insti- tute Summit. We talk about everything from how to implement CO testing in our businesses to what kind of software to consider for doing commercial project bidding and more.” The Power of HVAC Contractor NetworkingAPRIL 2020 11HVACTODAY.COM THE NETWORKING SECRET So how do you network? Does it happen on its own or does it require some thought and planning? The an- swer is both. The fact is, talking with and listening to many people helps you to formulate ideas, solutions, and the start of relationship building. But, like the Boy Scout motto says, Be Prepared! Preparation makes it easier to get the most out of any net- working experience. The best way to prepare, especially if attending an event within your indus- try, is to think about what you want to accomplish. That often starts by know- ing who is also attending the event. If there is an attendee list available be- forehand, use it to make a list of those people you’d like to meet and chat with. When you meet with them, estab- lish rapport by finding out about them and their passions, both on a personal and professional level. For me, these are the easiest conversations to have. Sometimes it requires a bit of home- work to get some preliminary talking points down to make the conversation go a bit easier. See the chart, right, for 10 gener- al tips to help you get the most from the time you spend at events or even in one-on-one meetings. DON’T BE INTIMIDATED According to Mike Greany, the key is to not be intimidated to ask questions and for help from a peer. “Without asking questions, you might not make a connection. During live events, such as NCI’s annual Sum- mit meeting, I might not reach out to that contractor who I know can help me because of his or her experience. “Why? Because I wouldn’t know him. TEN TIPS to get the most from networking 1 Be yourself. It’s amazing how difficult this can be. People tend to wear their ‘game’ faces when in public. The truth is others can often see right through this. So, keep it simple – just be you. 2 Smile. It is one thing to being a quiet person at an event, or to be off in a corner answering emails/texts on your phone. It’s quite another to look glum, uncomfort- able, or frowning so much that you look angry. All these things make you unap- proachable. During a networking event try to set that aside and smile. Make your- self engage with those around you and seek out meeting new people. It’s amazing how doing these things can change your mood and help draw people in. 3 Give first, then receive. Many networking consultants and gurus will tell you this is a “Golden Rule.” Author Keith Ferrazzi says if you want to form a relationship with another person, you first need to show them how they’ll benefit. Ferrazzi’s book, Never Eat Alone: And Other Secrets to Success, One Relationship at a Time is often quoted on this subject. He explains that the gesture can be as simple as forwarding a relevant article or providing an introduction to someone who can further the person’s interests. 4 It’s not all about business cards. Exchanging business cards is good, but it isn’t the mission. It’s about finding common ground by asking questions and listening to answers. It’s about sharing stories and creating a bond. This sets the stage for future communications that are mutually beneficial. 5 Keep an open mind. Every connection you make has the potential to be valu- able to you and/or your business. Be receptive to new ideas. Again, ask questions. If pertinent to an issue you or your company is struggling with, ask how they faced similar problems and be open to how they overcame them, or didn’t. Sometimes you learn more when someone talks about their failures rather than only their successes. 6 Be helpful. In many networking situations, you can find yourself being asked questions. Answer them honestly, succinctly, and with the idea that you want to be helpful to that person. Share your experiences that are pertinent to the question. But it can go beyond this. Later, after the interaction, if you find content online or anywhere else that is germane to your conversation, send it to that person. 7 Show gratitude, follow-up, then follow-up again. This is important to building any lasting relationship. If you met someone at a business conference, make sure you send a follow-up message or thank you note. It’s a great way to stay in touch and build upon what you started during the networking event. This simple act helps people to remember you. It just takes a few seconds to do and can go a very long way in creating an open line of communication that is the cornerstone of any relationship. Plus it opens the door for you to send information, articles, and other tidbits that you think they will find interesting and educational. This is the gift that keeps on giving! 8 Deepen your network pool. It is human nature to attend an event or meeting and gravitate toward people you know. But to grow your network and broaden your knowledge base, seek out new people. You can also do this by asking people in your existing network who else you should talk to. Maybe they will make introductions for you. In other words, ask for referrals. And by the way, this is a two-way street. Offer to refer people to people you know too. This truly broadens your network. 9 Networking one-on-one. By the way, not all networking needs to take place at events. If there is someone you’d like to meet or someone you’ve been intro- duced to but haven’t had a chance to talk with them, make a coffee or lunch date. This one-on-one kind of meeting is a great way to sharpen your listening skills and to make solid connections. It’s also a way to maintain and strengthen the relationships you have in your existing network. 10 Make connections, then return the favor. This ties in with deepening your network pool, but it’s worth reiterating. Everything is a two-way communications experience, and this can help you focus on solving problems and creating value with your connections.12 APRIL 2020HIGH-PERFORMANCE HVAC TODAY es, school alumni, supply chain execu- tives, trainers, and so on. Also, don’t forget about the various trade associations and their websites. They have many discussion threads you can participate in. “One of the biggest benefits I get out networking is process improvement,” says Updike. “In the past our process- es were weak. Sometimes I reach out to see how others are doing things and sometimes I try to reverse engineer them the way I want them to work. Then I run it past the guys to see if they can pick it apart or add to it to make it better.” “Networking has had a definite im- pact on my business and my personal life,” Greany adds. “On the business side, having this I don’t like to share weaknesses with people I don’t know. But if you have a face and eye-to-eye contact, it’s easier and opens the door to where you get in- vited to ask questions.” THE VIRTUAL NETWORK Having said that, let’s not forget about the importance of your social media network. In the 21st Century, this is the way of the world and you need to have skills for developing, maintaining, and growing a strong online network as well. Make the most of social media to stay abreast of trends in the industry. Keep track of influencers who you may want to build a relationship with. Stay in touch with people already in your net- work including business acquaintanc- MANAGEMENT group of peers I can rely on when I need help has made me and my team better craftsmen. It’s helped us to manage better and increase profits. I can honestly say the advice I get from networking has helped me to more than triple the size of the company’s HVAC division in just five years! He adds that on a personal level, networking is an antidote to his stress. “I have made invaluable friendships with people I can vent with and share with and they can do the same with me. It has helped make all of us bet- ter contractors, business people, and leaders.” So are you involved with a network of your peers? Are you taking advan- tage of the power of networking? If not, what’s stopping you? APRIL 2020 13HVACTODAY.COM By Rob Minnick, Jr. SERVICE I n 1954, my grandfather started his own HVAC contracting company in his garage in Burtonsville, MD. Minnick’s Inc. started during the very early days of air conditioning when it was more of an option than a necessity. His focus was on oil, gas, and electric heating. New construction was king in the HVAC indus- try. My grandfather eventually grew the business to a multi-million dollar firm with more than 200 employees. A QUICK HISTORY For our company, new construction and ser- vice went hand-in-hand. My grandfather ser- viced every system he installed (or tried to), but the bulk of the income was derived from new construction work in building track homes and housing developments. So, you can say service and service agreements have been in my family’s business DNA from the very beginning. Like all companies in the new construction arena, we found the rug pulled out from beneath us when the new construction markets crashed in both the early 1990s and in 2008. I am amazed our business survived. I often ask my dad how he did it and his answer is always the same, “By doing whatever needed to be done.” That included reducing personnel from around 200 to only six of us! Four of the six were Minn- icks: my dad, myself, and my two brothers. The other two were a secretary and a financial person. We started rebuilding and refocusing. It was in the mid-1990s that we were introduced to and got involved with National Comfort Institute (NCI). CHANGING OF THE GUARD I took over as president in 2006. As I was learn- ing how to run the business (before that I spent most of my time in the field), I realized I need- ed help in getting things in place and figuring out how to manage. In that light, in 2009 we began working with consultants Al Levi and Ellen Rohr. Rohr introduced us to the concept of VIP Main- tenance, which is a pay-as-you-go program. This helped us keep our customers’ costs down, enabled us to create a reward point system, and create a free membership program for preferred service and discounts (requires customers to share their first name and email address). Talk about a change! Our VIP program helped us to build up our service base because customers liked getting discounts. By just providing their name and email address they earn 25 reward points, become members of our VIP program, and receive discounts. In our VIP program, every point is worth a dollar toward any service we provide. For ex- ample, we reward customers for referrals with 100 pts. Another example is driving social media ‘likes’ to our Facebook page. If they ‘like’ us, they earn another 25 points. These are things you can create instantly. This changed our approach to maintenance agreements. However, with any type of loyalty program, if you aren’t tracking, you can’t manage it. You won’t know how many points a customer has, or what they’ve used, and that leads to your pro- gram falling apart very quickly. A New-Age Approach to Maintenance Agreements14 APRIL 2020HIGH-PERFORMANCE HVAC TODAY SERVICE In other words, we look at the entire house as a system and do home and HVAC Performance testing in and test- ing out on all the homes we work on. Very few of our competitors under- stand or do Performance-Based Con- tracting™. Our guys always run into customers wanting to know why it takes them so much longer to do maintenance than other HVAC firms in the area. Our techs explain how they’re being thorough by checking everything neces- sary to assure the HVAC and air system will work as promised. It will now deliv- er all the comfort they will need. The key to them being able to do this is in training. Our goal for 2020 is for each of our employees to receive 150 hours of training. I want to double those hours by the end of 2021. been able to slowly convert away from a new construction standing and are now 95% focused on residential service and replacement, and 5% on light com- mercial. We have 25 employees and are stronger than ever. Last year our compa- ny generated $2.3 million in gross sales. HOW DOES PERFORMANCE PLAY INTO THIS? For my team, the other key factor in our success is the incorporation of per- formance into our company and our culture. Since the very early days when I first encountered NCI, we regularly train and certify our team. Static pres- sure testing, duct system analysis, diag- nosis, repairs, and much more are built into our VIP programs, installation practices, and overall service approach. OTHER LOYALTY PROGRAMS WORK. SO WHY CAN’T OURS? I knew there had to be a way to keep track of everything and began looking at other industry loyalty pro- grams like those used by airlines, car rental agencies, hotels, and others. That led me to a national company called LuxCode that tracked rewards programs for restaurants. Over the years we changed ven- dors several times looking for better systems that were easy for both our customers and our administrators to use. Eventually we settled on Service Titan, which has a loyalty program that is much easier to use, to track customers and points, and to man- age our overall VIP maintenance. As a result of this approach, we have APRIL 2020 15HVACTODAY.COM three choices: our basic loyalty pro- gram, our Plus VIP program, and now our Smart Maintenance. Has it all been easy? Not at all. It has taken time to get our technicians up to speed and to overcome their fear of change. But we are working through that. The choices we made not only helped to turn our company around but also helped pave the way to our becoming a preferred provider in our area. Each month the homeown- er gets a 1-page report that shows all the alarms, when they occurred, as well as electrici- ty usage by their HVAC equipment, and other information on the overall health and operation of the system. One other point that makes this eas- ier to sell to customers: Reports are also available online in a customer/ contractor portal where they can be accessed at any time. We can also log into the portal to see the equipment readings to determine issues and our course of action. THE KEY IS OFFERING CHOICES The success of our approach to main- tenance is offering consumers choices and rewards. In our case, we offer them A NEW AGE OF MAINTENANCE I am also looking for new ways to take performance to a new level and four years ago I was introduced to a remote monitoring/service program using a product called Sensi from Emerson. I have since incorporat- ed this “Smart Maintenance” into my Service Titan VIP maintenance loyal- ty program and have been going gang- busters with it ever since. Today’s homeowners are savvy and want smart devices. This product is a perfect fit. It documents how the sys- tem is operating, plus identifies issues. Sensi is a Bluetooth-based sensor sys- tem that monitors and analyzes HVAC systems 24/7. We dispatch our techs when the sensors detect an impending problem. Rob Minnick is president and CEO of Minnick’s Inc., in Laurel, MD. He has been in the HVAC Industry for 39 years, holds many state and national certifications, and is active in a num- ber of industry trade associations. If you are interested in learning more about his VIP and Smart Maintenance programs, contact him at rob@minnicks.com.16 APRIL 2020HIGH-PERFORMANCE HVAC TODAY For instance, $225 for replacing a capacitor (an $11 part), might seem unfair. This is easy to ad- dress, which we can discuss another time. Hopefully this doesn’t create too bleak of a land- scape because all these issues can be positively im- pacted with the plan we are about to review. THE MATH Warning: Do not have a meeting about a new compensation system for techs. It is absolutely necessary to walk through a Transition Management process, that may take as long as six months, before rolling out this plan. Good contractors have squandered a great op- portunity by skipping the necessary transition- ing steps. From here we will walk through the fundamen- tals of Revenue per Hour (R/H) and Reve- nue Sharing (R/S), and then we will walk through a sample of how contractors can handle the transition management well. Revenue per Hour – Historically, base labor costs should be under 22% of service revenue. This labor rate presumes a slow but competent technician. And we know that many competent technicians can complete the communication re- quirements and mechanical tasks more quickly without rushing. This is one area where you can reward pro- ductivity and make the service department more profitable. For many companies, when the R/H is $110.00, labor is around 22% of Service Revenue. Here’s the idea illustrated presuming a 40-hour work- week and what a $20 increase in R/H means for profitability. Let’s call the labor that is attributable to the Y ou may be thinking, this guy is nuts. Well, he is not. To set the stage let’s review some basic metrics. We know that, in a residential retail operation, service labor should be something be- low 22% of service revenue. If this is not being tracked and used as a leadership tool, this may be a good first step in managing labor costs. Before we begin to plan for methods to drive profitability in the service department, it may be helpful to assess the realities of the technicians’ world in the 21st Century. THE TECHNICIAN Reality 1: Many senior technicians see a lack of accountability to be one of the perks even though their revenue per hour may not be the best. Reality 2: As demand for service work slows, the clock gets milked. Reality 3: Many techs feel that after a season of working 10 to 14 hours a day, they deserve to be able to work at a slower pace. Any corrective ef- forts are met with resentment. Reality 4: Regardless of the inefficiencies and lack of effectiveness, employees continue to re- ceive their paychecks. This lavishly rewards, and sometimes cements, unproductive behavior. Reality 5: Technicians often view their role as “customer protector” from the boss’s prices. Create the Most Profitable Service Department ... By Dennis Mondul SERVICE MANAGEMENT ... While having the highest paid techs in your market ... “OUR MISSION HERE IS TO DRIVE PAYROLL OF THE SERVICE DEPARTMENT UP AS HIGH AS POSSIBLE, BECAUSE THIS MAY BE THE ONLY WAY TO MAXIMIZE CONSISTENT PROFITABILITY.”APRIL 2020 17HVACTODAY.COM Remember, this is NOT something to share with your service department without a well-thought-out transition management plan. Here’s why: n Most technicians generate between $50.00 and $70.00 per hour prior to implementation. n We need to set up performance cri- teria for a technician to qualify for R/S. This is not owed to anybody. This is a way to compensate for what I will call, ‘Craftsmanship Pay.’ Criteria for R/S may include the tech achieving a 95% first time fix rate, achieving a successful maintenance agreement conversion rate (you deter- mine what that is), and no customer complaints for the month. Keep in mind, if any of the criteria you set for R/S is perceived as unob- tainable, nobody will even try. There is a way to build up capabilities before the R/S is made available. Another item that will make this plan work better is if your company consis- tently builds its maintenance agreement customer base. More on this later. TRANSITION MANAGEMENT Have you ever announced a simple process change to technicians? After the meeting, you notice a meeting in the parking lot about the meeting you just had. Then a week later no one is doing the process you requested. Then you wonder, who’s really making poli- cy in my company? The solution: invite those parking lot influencers into the decision-mak- ing process. Give them a chance to give input and feedback, and often they can become the primary endorsers of the new process or policy. And it works. We have smart people working with us and it shows by the great ideas they contribute to making good ideas work even better. COMMON STEPS FOR TRANSITION MANAGEMENT Perspective Moment – Studies indi- cate that employees often view differ- ent factors as components of compen- sation, and the top five include having a boss who: n Shows appreciation n Cares about employees and their families n Makes the employee an insider/ contributor to the company n Gives affirmation n Pays a competitive wage. Of these top five factors, pay rare- ly seems to rise above number five for employees. To add to our employees’ work expe- rience and bring a sense of ownership to new processes, we have the oppor- tunity with a transition management process. Here are some steps used in that process: 1 Without making any announce- ments, begin collecting data and do the calculations to determine a baseline performance 2 Be sure to have informal con- versations with a service de- partment influencer. For exam- ple, you can pull the influencer aside and say, “I’ve been thinking, I’d like to make our techs the best paid in our market. I have some ideas and I’d like technician’s overproduction a month- ly Revenue Share. This is not a bo- nus, but it is less than 20% of revenue. This is already budgeted in the flat rate labor calculations. It could be viewed as just paying the technician what he earned with his overproduction. An interesting variation of this plan that has generated interesting re- sults is to pay 15% of the overproduc- tion to the technicians. Take the oth- er 5% and add that together in a pool to reward the inside team for the extra support they contribute to the techni- cians’ success. Also remember, for every $1.00 that is paid in R/S, the company keeps $4.00. So, the more we pay out in R/S, the more profitable the service department becomes. In fact, during the busy season it is not unusual for the service depart- ment Gross Profit to cover the com- pany’s entire overhead! Payroll Hrs./MonthRevenue/Hour on PayrollRevenue (for Month) KPI 160 x $110.00= $17,600.00 160x $130.00= $20,800.00 Additional Revenue $3,200.00 Labor for the overproduction (20%) $640.00 Additional Gross Profit from 1 Tech (80%) $2,560.0018 APRIL 2020HIGH-PERFORMANCE HVAC TODAY all they need to do is move in a timely manner (never hur- ry) and aim to have no call-backs. Oh, and make sure they charge properly for all the work they do. 7 You will find that just about all your capable techs will rise to a range of $85.00 to $100.00/hour. This, combined with no call-backs, is a pretty good indicator that a tech is capable of performing over the KPI of $110.00. 8 Finally, have a roll-out meeting. Be sure to give the influencer much of the credit for putting the pro- gram together. During the roll-out, establish that this is a program intended to reward craftsmanship, anyone can earn it, but it is owed to no one. Include a printout of all the ground rules necessary for a tech to qualify for R/S. FOUR UNINTENDED BENEFITS: n During the slow seasons technicians would rather pro- tect their R/H numbers rather than slow down and milk the clock. Generally speaking, they feel they will make more in fewer hours and earning R/S, as opposed to turning 28 hours of work into 35 hours on payroll. n In an effort to keep R/H up, preemptive service work will be done during prepaid tune-ups. Selling spiffs can contin- ue, but many techs would prefer to clean blower wheels, test capacitance under load, and replace weak caps now rather than fan motors at 7:00 in the evening in July and August. As a result, prepaid tune-ups seem to increase in value in the minds of customers and employees. n Callbacks almost disappear. There is a compelling reason for a tech to pay attention to details. After all, at the end of the month there is the possibility to earn an extra week’s pay when callbacks are eliminated. n Pride in being the best-paid techs in the marketplace. When base pay, spiffs, and R/S are added up and divided by the number of hours in the month, it is probable that word at the supply houses will sound something like this, “they get $38.00 an hour over there.” This is with a tech whose base hourly pay maybe $23.00 an hour. But the total hourly compensation is truly much more. to get your thoughts on some of this stuff. I’ve tasked Gail (the dispatcher) to schedule your first call between 10 am and noon tomorrow so we can go to breakfast. Where do you want to go?” 3 At breakfast review the math showing your influ- encer how the extra pay for production is better than the labor rates for a slow tech. 4 Ask the tech his thoughts on what kind of safe- guards should be in place. At the end of the first conver- sation, ask him to keep it quiet because nothing is in place and it maybe six months or longer before anything can be implemented. 5 Take the ideas from the influencer and mix them with the basic elements of R/S. Then have a second meeting and review a more defined plan and get his feed- back. Strongly suggest that he challenge the plan. Share ideas that can “break the program.” 6 Without sharing the revenue/hour (R/H), let the ser- vice techs and dispatchers know that the KPI for R/H is $110.00/hour. Define what that means and that SERVICE MANAGEMENT Dennis Mondul from HVAC Contractor Solutions (HCS), has been doing consulting and training for HVAC contractors in North America since 1992. The HCS mission is to show contractors how other contractors increase the quality of life for their families, employees’ families, and deliver a better-quality service to their customers. For answers to any questions regarding this article, contact Dennis at 561/202-4371. You can also reach him at dennism@ hvaccsllc.com or submit a question at hvaccsllc.com.APRIL 2020 19HVACTODAY.COM Racks Impact Total External Static Pressure? (Article) ▲ The Biggest Assumption made when Charging an HVAC System (Article). Be sure to share your April PowerPack with your entire team! So get started today. If you have any questions, or if you are unable to access any of the tools in this program, please contact your Customer Care team at 800-633-7058. HIGH-PERFORMANCE PROJECT AWARD Entry Deadline Extended In the February issue of High-Per- formance HVAC Today, we announced the inaugural recognition program for High-Performance project excellence. We call this our High-Performance HVAC Project Award . The idea is to recognize contractors who do it all – test, mea- sure, diagnose, and resolve residential customer comfort and efficiency issues using the Performance-Based Contract- ing™ methods taught by NCI. Read the High-Performance HVAC Today Editor-in-Chief’s February Today’s Word editorial for more details. Go to http://ncilink.com/0220TodaysWord . Full contest details can be found here: ncilink.com/HPPADetails. The original deadline for submissions was March 16th. We’ve decided that isn’t enough time and so extended the deadline to June 1, 2020. So please take advantage of this oppor- tunity and enter your project. If interested in participating, please click here (ncil- ink.com/projectawards ) and fill out a brief survey. Once done, we will reach out to you so you can take the next step. We look forward to seeing some amaz- ing entries. If you have any questions, please contact Mike Weil at mikew@nci- hvac.com . BREAKING NEWS: NCI Summit 2020 Has Moved National Comfort Institute’s 2020 High-Performance HVAC Summit ( gotosum- mit.com ) will now be held September 1, 2020. We all understand how meetings across the U.S. are canceling due to the fast spreading of the Coronavirus. In fact, travel in general, is being discouraged. So, after much consideration, NCI has decided to get ahead of the situation and postpone the annual meeting. With that in mind, Summit will be held just six months later at the same location – the We-Ko-Pa Resort in Scottsdale, AZ – from September 1-2, 2020. By moving to these new dates, we can be sure attendees, partners, and staff all have a more successful and safer experience. The hotel management has agreed to move our group to these new dates at the same rates. If you have made reservations at We-Ko-Pa for April, they have been canceled. The new dates are already available on our reservations page, please CLICK ncilink.com/ Summit2020Hotel to reserve your rooms. If you are already registered for Summit, your NCI team will move your registrations to the new dates and send you an updated confirmation. You do not need to re-reg- ister. If you haven’t registered, you can register HERE: ncilink. com/Summit2020Reg , at our Early Bird rate. As a special thank-you, if you register by April 15th, NCI is of- fering four months of our online Trailblazers Coaching Live program at ncilink.com/TrailBlazeCoaching (a $400 value) with your Summit registration at no additional cost! The four- month coaching program starts on the first Friday in May. Just register before April 15th and call us at 800-633-7058. Ask for your customer care representative and let him know that you have registered for NCI Summit 2020 and want to take advantage of this special offer. See you in September! NCI MEMBER UPDATE Check Out the April 2020 PowerPack One of the great things about your Power Pack is that each one includes items curated to help you as you grow your High-Performance HVAC business. Let’s drill down on what’s included in the April 2020 Power Pack! ▲ Advanced Temperature Diagnostics (Webinar) ▲ Master HVAC Pressure Diagnostics With NCI Static Pressure Budgets (Webinar) ▲ Essential Tasks in Every HVAC System Renovation (Webinar) ▲ Do you know how External Filter Next >