There’s a familiar trade-off most plumbing owners feel when they think about growing: bigger tickets, but at what cost? More pressure on the techs, more sales tactics in the home, more customers walking away feeling like they got worked over. It’s the version of growth that looks good on a spreadsheet and bad on a Google review.
That’s not the kind of growth Blair G. and his team at Next Plumbing built. Over two years with The Plumbing Sales Coach, Next Plumbing’s ticket average climbed from $300 to $1,100, and annual revenue grew from $600,000 to $4 million — a 6.7x jump.
And the part Blair emphasizes isn’t even the multiplier.
“Even More Importantly…”
When Blair describes the transformation, the headline number isn’t what he leads with the loudest. He pivots with the phrase “even more importantly” — and what he points to is that the numbers came without trading away the service experience the company was built on.
“Even more importantly, we don’t have to sacrifice customer service to accomplish it. I love the program’s heart to serve the customer above all else.”
That phrase — the program’s heart to serve the customer above all else — is what Blair points to as the difference. Not a sales technique. Not a closing script. A philosophy that puts service first, with revenue following naturally rather than being chased.
Doing More With Less
The second thing Blair highlights is the way the growth scaled — and specifically, the way it didn’t require flooding the calendar with more leads.
“We have been able to scale at a much faster rate with having a proven process in place taught by The Plumbing Sales Coach. Based on the philosophies taught, I do not need to generate an insane amount of leads to keep our servicemen busy. We can do more with much less, and I love that as an owner.”
In a market where the default playbook is spend more on marketing, run more calls, hire more techs, that’s a different math. Same team. Same lead volume. More revenue per call, more value delivered to each customer, less pressure on the operation.
Blair sums it up in five words: “We can do more with much less.”
For an owner, that’s the kind of growth that compounds quietly without burning out the people doing the work.
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