.png)
Private equity has taken over the trades in Northern Virginia (among other regions).
Most shops are now part of a roll-up backed by investors who care about multiples more than service.
That is the environment where Tyler Griffin decided to launch Swift Pro Heating, Cooling & Plumbing. He had no backing, no existing customer base, and no shortcuts. What he did have was experience, conviction, and a clear idea of what not to repeat.
Tyler had already built and sold a company to private equity. He saw how fast growth and outside money can complicate what used to be simple. When the deal ended, he took six months off, reset with his family, and came back with a new goal: build something lasting and local without losing control.
Start from scratch to build what you want
Tyler could have bought a company. He didn’t. Multiples were high, sellers wanted top dollar, and nearly every decent-sized shop in his area had already been acquired. Starting fresh was the only path that made sense.
He wanted a company that reflected his values from day one. That meant building culture before systems, hiring for attitude over pedigree, and rewarding people who were willing to bet on growth instead of guarantees.
His first hire shut down his own small HVAC business to join Swift Pro. Together they spent the first few months doing whatever it took to look like a real company, running calls, fixing systems, and building an online presence from zero.
“Early on we didn’t care what we sold service work for,” Tyler said. “As long as we got a review, we were winning.”
Build brand before scale
Swift Pro started by focusing on reputation. Every call was a marketing opportunity. They pushed for detailed, photo-backed reviews and celebrated every one of them internally.
That focus worked. Within a year, Swift Pro had hundreds of five-star reviews, a strong Google presence, and recognizable wrapped vans across Northern Virginia. Even in a market filled with billion-dollar names like Horizon, their reputation put them on the map.
To establish that momentum, Tyler focused on three simple things:
- Every job must end with a review request.
- Quality matters more than quantity. The best reviews mention team members by name and include photos.
- Publicly celebrate wins. Each time a strong review came in, it was shared company-wide to build pride and consistency.
“Reviews were our lifeline,” he said. “People don’t trust ads. They trust what other homeowners say about you.”
Leverage partnerships, not private equity
Without deep pockets, Tyler needed leverage somewhere else. He found it through supplier relationships. At first, most reps ignored him. He had no track record and no volume. Eventually one took a chance, fought for better pricing, and proved that relationships could beat balance sheets.
That partnership led to competitive pricing, faster warranty handling, and credibility with other distributors. Swift Pro became a Trane dealer within months and now works with multiple vendors who treat them like a real player.
Focus on service agreements for recurring revenue
Coming from roofing, Tyler wasn’t used to recurring work. But HVAC and plumbing rely on repeat visits and maintenance plans. Once he realized that, Swift Pro shifted its attention to memberships.
Those programs now anchor the business, keeping techs busy year-round and customers loyal. They also create predictable cash flow in a market where paid leads can be expensive and unreliable.
To build a sustainable base, the Swift Pro team focused on:
- Making maintenance plans a core offer on every install or service call.
- Giving customers real benefits, such as priority scheduling and discounted repairs.
- Training CSRs to explain the value in plain language, not pressure tactics.
“Memberships are everything,” Tyler said. “If you don’t stay in a customer’s life, someone else will.”
Recruit through relationships
In a crowded market, hiring is brutal. Tyler learned that the best recruits come from people already on the team. Most of Swift Pro’s top employees were referred by current staff, often friends who worked together at previous companies.
It created a tight culture built on trust. And as the company grew, those same employees started bringing in the next wave of talent.
Promote from within whenever possible
Tyler believes that leadership should be earned, not imported. His best example is his install manager. He started as a lead installer, proved himself in the field, and now oversees the entire department.
“He knows what good support looks like because he’s done the job,” Tyler said. “You can’t fake that.”
When external hires are necessary, Tyler uses his network to find people who fit the culture. One key hire, a service manager with thirty-plus years of experience, brought credibility, maturity, and a pipeline of technicians who wanted to follow him.
Build trust faster than they can buy it
Private equity companies can buy trucks, offices, and billboards. They can’t buy belief.
Swift Pro wins because every part of the company, from leadership to field techs to vendors, is tied together by trust and clarity of purpose. Tyler runs a tight operation that rewards performance, celebrates customer satisfaction, and treats partners like part of the team.
He is not trying to outspend the competition. He is trying to outlast it.
My takeaway
Tyler Griffin isn’t competing with private equity by playing their game. He is building a different one.
Start clean. Hire people who believe in what you’re doing. Turn reviews into your marketing engine. Partner with suppliers who invest in your success. Train and promote from within. Build memberships that keep customers for life.
In a market crowded with investors chasing the next multiple, Swift Pro is proving that ownership, culture, and consistency can still win on their own.
.png)
.avif)
