The first episode of HVAC Hotshots features a story that captures everything this show stands for; grit, resilience, and smart leadership. Host Yash from HVAC 10X sat down with Brandon Brown, the founder of Brown’s Heating & Air in Lynchburg, Virginia, who turned $500 and a borrowed van into a $7 million HVAC company.
Brandon’s journey isn’t just about growing revenue. It’s about surviving setbacks, building a loyal team, serving the community, and proving that integrity can still win in one of the most competitive trades in America.
Early Years: From Trade School to Technician
Brandon never planned to become an HVAC business owner. In high school, he was preparing for a completely different career: ministry. But when college costs stacked up, he turned to his guidance counselor for options.
His county had just launched a dual-enrollment program with the local community college, offering courses in various trades. Out of curiosity, Brandon chose Heating and Air Conditioning, not realizing it would define his future.
He graduated in 2000 with both a high school diploma and an HVAC career certificate, and immediately hit the ground running as an apprentice at a local company. For the next seven years, he learned the trade hands-on, mastering service work and customer interaction before realizing he wanted something more.
Starting Brown’s Heating & Air
By 2005, Brandon was frustrated. He didn’t agree with how management treated employees or customers at his job. Around the same time, he volunteered with FEMA after Hurricane Katrina, spending six months helping rebuild homes and restore power. That experience gave him perspective.
When he returned home, he faced a decision: go back to working for someone else, or start his own business. His then-girlfriend (now wife) believed in him and encouraged him to take the leap.
“I had $500 to my name,” he said. “I borrowed $2,500 from her dad, bought a van, got licensed and insured, and started taking jobs. That’s how Brown’s Heating & Air was born, out of necessity and faith.”
The Recession and the Fire Department Years
Like many small businesses, Brandon’s company was hit hard by the 2008–2011 real estate crash. Most of his work came from new construction, and when builders went bankrupt, they left him $40,000 in unpaid invoices.
With a young family to support, he took a full-time job at the Lynchburg Fire Department while keeping the HVAC business alive on his days off. For six years, he juggled both roles.
By 2016, HVAC demand picked up again, and Brandon made the bold decision to leave the fire department for good. At that point, Brown’s Heating & Air had three employees and generated $800,000 per year.
Today, the company employs 34 people and brings in over $7 million annually.
Premium Service, Honest Pricing
Competition in central Virginia is fierce. After COVID, dozens of small companies emerged, each undercutting prices to win bids. But Brandon refused to join the race to the bottom.
Instead, he focused on value-based pricing, charging more but proving it through quality, reputation, and reliability.
“We win bids even when we’re more expensive,” he explained. “Because customers know we’ll be there six months later if something goes wrong. A cheap install means nothing if the company disappears.”
His top three technicians each sell over $1 million annually with a 60–70% closing rate. The secret? Training and trust.
Building a Sales-Driven Service Team
Brandon believes every technician should also be a communicator and consultant. Once a year, he brings in a professional sales trainer to work with everyone, not just salespeople, but also maintenance and install crews.
“They learn how to talk to customers, overcome objections, and explain the value we provide,” he said.
Training focuses on empathy, listening, and confidence rather than high-pressure tactics. Technicians are taught to walk through homes, notice small comfort issues, and educate homeowners on how to fix them.
Overcoming Common Objections
The most frequent objection his team hears is:
“Another company can do it cheaper with the same brand.”
Brandon’s answer is simple: explain the difference in service depth.
“We show them that we have a 24/7 team, a maintenance department, and over 1,000 members who trust us year-round. We’re not the cheapest, but we’re the most dependable. They pay for peace of mind.”
The Power of Memberships and Recurring Revenue
Memberships are the backbone of Brown’s Heating & Air. The company now manages over 1,000 active members who pay annually or monthly for maintenance, priority service, and discounts.
For about $280 per year, customers get:
- Two HVAC inspections
- Plumbing checks
- 10% off all service calls
- 5% off new water heaters and systems
There are also discounts for veterans, teachers, EMS, and community workers.
Recurring memberships help stabilize revenue during slow seasons and keep customer relationships active all year.
Handling Seasonality Like a Pro
Brandon doesn’t wait for slow months to start marketing.
“If I know October and November are slow, I start advertising specials in August and September,” he said.
He runs promotions early, pushes memberships, and schedules preventive maintenance during off-peak months. The goal is to keep technicians busy year-round without relying on panic discounts.
Cross-Selling Plumbing and HVAC
Two years ago, Brown’s added plumbing services, which became a game changer.
“Every HVAC system has a water heater nearby,” Brandon said. “If our tech notices rust or aging, they can offer both replacements at once with a small discount. It’s better for the customer and keeps work flowing.”
Plumbers also cross-train to identify HVAC issues, helping the company generate leads across both divisions.
Community-Driven Marketing
Brown’s Heating & Air doesn’t just run ads; it invests in the community.
Their annual “Brown’s Heating & Air Giveaway” invites residents to nominate a family in need of a free HVAC system. The public votes for a winner, and the company installs a new unit at no cost.
“We’ve helped veterans, families with medical bills, and people struggling through hard times,” Brandon said. “It’s not for PR. It’s because we can.”
The campaign creates goodwill, visibility, and local pride that no paid ad can match.
Marketing and Media Strategy
Brown’s Heating & Air runs a mix of TV commercials, Facebook ads, Google Ads, and SEO managed by a local marketing partner.
Surprisingly, Brandon says their biggest growth spike, nearly 15%, came from non-salesy TV commercials.
“People are tired of hearing ‘Call now for $500 off!’” he said. “We made ads that just thanked our community and our employees. That authenticity connected with people.”
They also share behind-the-scenes content on social media, like team birthdays, family stories, weekend hobbies, and shoutouts, so customers feel like they know the people behind the logo.
Customer Service and Complaint Resolution
Brown’s team rarely gets complaints, but when they do, they handle them with empathy.
“When a customer’s upset, we let them vent,” Brandon said. “Sometimes it’s not even about HVAC. We just listen, stay calm, and fix it. Even if it’s not our fault, we show up and make it right.”
This approach has turned frustrated callers into lifelong clients.
Future Trends and Industry Shifts
Brandon predicts major shifts in the HVAC industry over the next decade.
- Regulatory changes around refrigerants will increase equipment costs.
- Energy efficiency standards will reshape installation requirements.
- Labor shortages will drive up wages as older technicians retire.
He urges new business owners to stay proactive. “Talk to your code officials, train your techs, and stay ahead of changes. If you’re not learning, you’re losing.”
Training and Hiring the Right People
Every new hire at Brown’s takes a personality test through platforms like 16Personalities or Interplay. This helps the team assess attitude, work ethic, and coachability.
Technicians are enrolled in a two-year training program where they shadow senior staff and complete ongoing skill courses. Within one year, most go from helpers to independent techs.
Brandon invests heavily in training because he believes skill and culture must grow together.
Tools and Systems That Keep the Business Running
The company runs on:
- Housecall Pro for scheduling, reporting, and operations
- Podium for chat and text-based communication
- Pricebook Digital for accurate quoting and sales presentations
“These three tools are non-negotiable for us,” Brandon said. “They help us track everything and keep communication tight.”
Lessons for New HVAC Business Owners
If Brandon could start again at 25, he says he would:
- Hire a business coach sooner.
- Learn financial management early instead of guessing.
- Add secondary trades like plumbing faster.
- Avoid expensive “get rich quick” mastermind groups.
“There are too many fake gurus online,” he warned. “If they’ve never run a trades business, don’t pay them to teach you how.”
Final Words
From $500 and a borrowed van to $7 million in annual revenue, Brandon Brown’s story proves what’s possible when grit meets integrity.
His advice to every new HVAC business owner is simple:
- Build relationships, not just transactions.
- Invest in training and coaching.
- Stay visible, serve your community, and follow through on promises.
As Brandon put it:
“If you show up, stay humble, and do what you say, you’ll never run out of work.”
