Commercial HVAC Leads by Building Type and Rooftop Unit Count

Packaged air-conditioning equipment appears in commercial buildings containing 56.29 billion square feet, 58.4% of U.S. commercial floor space, in EIA’s 2018 Commercial Buildings Energy Consumption Survey. The cooling-equipment row in CBECS Table B1 gives 56,290 million square feet out of 96,423 million: 56,290 / 96,423 x 100 = 58.4%, rounded. That is floor space in buildings using packaged equipment, including equipment mounted somewhere other than the roof.

There is no shortage of buildings. The expensive part is sending a salesperson across town to a roof with the wrong equipment, or quoting six units when the person you reached controls only one tenant’s suite. A visible RTU gets a building onto the prospect list. A buying contact and a service scope get it onto the estimating calendar.

I would use Ground Control by PorchRocket to select buildings by visible rooftop HVAC, business type and territory, then qualify the account before spending a technician’s afternoon. The goal is a maintenance route that earns its keep, with repairs and future replacements supported by what your crew finds on site.

Where are commercial buildings with rooftop units?

Retail and food-service buildings are strong places to begin an RTU search: EIA’s 2018 tables show packaged cooling equipment across much of those categories’ floor space.

The table below divides floor space in buildings reporting packaged air-conditioning units by all floor space in each activity category. Figures are in millions of square feet, from CBECS Table B12 and Table B14. Percentages are calculated and rounded to one decimal place.

CBECS building activity	Floor space in buildings using packaged AC	All floor space	Calculated share
Mercantile	9,743	10,781	90.4%
Food service	1,033	1,385	74.6%
Outpatient health care	1,184	1,760	67.3%
Religious worship	3,364	5,471	61.5%
Education	7,799	13,623	57.2%
Office	9,215	16,662	55.3%
Warehouse and storage	9,613	17,483	55.0%

These are 2018 survey estimates being used for a 2026 targeting decision. Equipment categories can overlap within a building. The packaged-equipment category also does not establish roof mounting. Choose sectors from the national figures, then look for visible rooftop HVAC at individual addresses.

My first campaign would favor retail strips and owner-operated commercial buildings close to existing customers. I would add restaurants after the service manager confirms the crew can handle their hours and ventilation work, and give medical offices a separate script that establishes facility requirements before anyone discusses a price.

Avoid ranking prospects by total square footage alone. A warehouse with a small conditioned office pod can be a smaller HVAC opportunity than a much smaller outpatient building. On the qualification call, ask which spaces the rooftop equipment serves and whether the account includes anything beyond those spaces.

What do 2+ and 5+ visible units tell you?

A 2+ or 5+ visible-unit filter helps prioritize equipment inventories, while the authorized site visit establishes capacity and identifies the spaces served before you price the work.

Start with 2+ units if your department wants manageable light-commercial agreements. Choose 5+ when you can absorb a longer service stop and want several assets behind one roof-access arrangement. Those are campaign choices. Neither count tells you how much the customer will spend.

Start with the payer. A five-unit roof over several storefronts deserves a unit-to-suite map before anyone offers a roof-wide agreement, because the contact who approves one tenant’s PM may have no authority over the other equipment. Ask the contact to identify the units they control against a roof plan or equipment register.

For capacity, photograph each nameplate and use the manufacturer’s documentation for that exact model. Record cooling capacity separately from heating input. The standard conversion is 12,000 Btu per hour per ton of cooling, as explained in this heating and cooling measurement guide. For example, a documented cooling capacity of 90,000 Btu per hour equals 90,000 / 12,000 = 7.5 tons. Never divide the heating-input number by 12,000 and call it cooling tonnage.

I would give the technician a short inventory sheet with one row per asset:

• Unit identifier, roof location and suite or zone served.
• Nameplate photos, model and serial information, documented cooling capacity and refrigerant.
• Access arrangements, observed condition and the customer’s reported problem.
• Current service tasks, missing records and any assessment needed before pricing.

An unreadable plate needs follow-up. Leave capacity blank until records or manufacturer support establish it, even if the cabinet looks identical to another unit you serviced that morning and you are fairly sure of the answer.

Ask for the last service report before the visit. It gives the technician a starting inventory to check and gives the office a chance to spot missing units, duplicated asset numbers or a scope limited to one suite. Request permission for roof access when the appointment is made, with the person who can arrange it copied on the confirmation.

Choose commercial HVAC customers by building type

For a first commercial HVAC campaign, choose one building type and define the uptime problem your crew can handle within its normal service hours.

Use the following buying priorities to scope the account, then set visit frequency from its equipment and operating schedule before pricing a year’s work.

Restaurants with dining rooms and working kitchens

Lead with dining-room comfort and a clear response plan around operating hours. Ask which equipment your company would cover. A restaurant conversation can extend beyond the RTUs to make-up air and hood exhaust; that scope needs separate attention before anyone promises an all-inclusive agreement.

ASHRAE’s kitchen ventilation chapter explains that replacement-air systems must work with the exhaust and building HVAC systems. A dining-room temperature complaint therefore deserves questions about what is running in the kitchen. Have a qualified technician evaluate the systems involved instead of assuming an RTU swap resolves the complaint.

For the offer, I would propose an inventory visit followed by a task schedule. ENERGY STAR’s restaurant checklist recommends maintenance before the heating and cooling seasons and filter replacement as needed. Set other checks from site conditions and equipment instructions. Put refrigeration, hood cleaning and fire-suppression work outside the HVAC price unless your firm is qualified and has explicitly included them.

Get the operator’s quiet access window. Before offering after-hours response, settle who can authorize a repair when the owner is away and what your dispatch desk can provide without pulling a technician from another promised job. Put that response commitment in the price.

Retail strips with several tenants

Start by mapping units to suites. A roof with eight visible units might offer one center-wide agreement or several smaller agreements with different payers. Ask the property manager whether the landlord buys maintenance, enforces tenant maintenance obligations, or only coordinates roof access.

I would offer a unit-to-suite register and a scheduled PM proposal for the equipment that buyer controls. Present routine visits as an annual agreement with stated service dates and a separate approval process for repairs. Ask for renewal dates of existing contracts rather than suggesting the buyer abandon an agreement midterm.

For a vacant suite, ask who is responsible before the next occupant moves in and what documentation the manager wants at handover. Price that inspection separately if it falls outside recurring service. Check the suite boundary. The neighboring tenant’s equipment needs its own authorization, even when both units sit beside each other and the manager gives you access to the whole roof.

This is my preferred starting segment when several suitable centers sit on the same service route. One roof-access process and neighboring prospects can justify a tighter outreach territory. The decision still depends on who signs each agreement.

Offices with predictable occupied hours

The complaint log is my starting point. I would review it alongside the equipment inventory and ask whether any suite needs conditioning outside normal occupied hours, particularly when one contact controls the schedules for several occupants with different working hours.

Pacific Northwest National Laboratory’s unitary HVAC guidance includes checks of controls, filters, dampers and condensate systems, plus records of the work performed. Use the equipment’s instructions to build the task list. Ask for thermostat schedules and the latest complaint log before the survey so the technician can connect operating problems to particular units.

Propose scheduled maintenance billed under an annual agreement, with the visit cadence set after the survey. Put additional tenant work and separately approved repairs on their own lines. Give the manager a report organized by unit and served area so a complaint can be connected to the right asset on the next call.

Medical and dental offices

Put access first. Before offering ordinary comfort-conditioning service, ask the administrator which spaces the equipment serves and whether any specialized room has written environmental requirements that your proposal needs the facility’s technical contact to review.

I would sell a documented service plan and agreed interruption windows. Leave clinical ventilation certification outside a standard rooftop PM package; bring the facility’s qualified technical contact into that discussion before describing what the service department can provide.

Ask for a recurring maintenance budget and a separate approval limit for repairs. Agree on report delivery after each visit, including unresolved findings. When the practice leases its suite, verify whether the practice administrator approves HVAC spending or must forward every proposal to building management. That answer belongs in the account record before the estimator leaves.

Schools and churches with uneven occupancy

Start with the calendar. For a private school or church, I would ask for occupied hours and major events, then agree on maintenance windows before working backward to the dates for a survey and proposal.

Offer an annual task schedule with planned reviews before the site’s demanding periods. A school break or an unoccupied weekday can be a proposed access window, provided the buyer approves it. Ask who handles complaints between visits and who receives the service report.

For a church, identify the person who can authorize routine maintenance and the person who approves capital spending. Get the meeting date for that approval. A volunteer who opens the roof hatch may be an excellent operational contact without controlling the replacement budget.

Keep public schools in a separate opportunity queue. Their purchasing process belongs with your public HVAC work, even when the equipment looks like the RTUs on a private school nearby.

Warehouses with office pods

Inventory the office equipment. Ask how much of the warehouse is cooled and what each rooftop unit serves, then base the agreement on that inventory and the access effort rather than the size of the storage floor.

I would propose PM around the office equipment first, then ask whether the buyer needs support for any other systems within the crew’s skills. Identify tenant-installed equipment separately from landlord-controlled assets. Get loading schedules and contractor access instructions before proposing a visit time.

Check the route before proceeding. I would need a stronger reason to pursue a distant warehouse with two small office units than a six-unit office building beside an existing customer, even if the warehouse looks impressive on a property record.

Who pays for HVAC under NNN and gross leases?

Under a triple-net lease, the tenant often bears HVAC maintenance costs; under a gross arrangement, start with the owner or manager and verify the written allocation.

The Idaho Department of Administration’s State Leasing Manual includes mechanical-equipment maintenance in its triple-net definition. Its full-service definition includes general building maintenance. The Legal Information Institute’s gross-lease explanation describes maintenance costs within rent while noting that the parties negotiate what is included.

Read the relevant lease provisions. The NNN label helps route the first call, but when the tenant cannot confirm who pays for a replacement, ask them to settle that question with the landlord before you address the proposal.

I would put four questions into the qualification call:

1. Who orders scheduled maintenance for the units serving this space?
2. Who can approve a repair, and is there a spending limit?
3. Who approves equipment replacement?
4. Which entity receives the invoice and which person resolves billing questions?

Write the answers separately. A manager can arrange roof access while an owner approves capital work. A tenant can pay the bill while the landlord requires an approved contractor. Ask what applies at that address rather than guessing from the company title on a contact record.

Starting situation	First person to approach	Confirmation needed before quoting
Owner-occupied building	Owner or facilities contact	Equipment covered and spending authority
NNN retail tenant	Operator or tenant facilities contact	Maintenance obligation, contractor approval and replacement payer
Gross or full-service office lease	Property manager or owner	Included services and any tenant-specific equipment
Several tenants sharing a roof	Property manager for an initial map	Unit-to-suite assignment and separate billing entities
Managed portfolio	Property or facilities manager	Vendor onboarding and who authorizes each site

Ground Control offers owner information and decision-maker contact as separate add-ons. Contact research supplies the person’s role along with available contact details. Use it to reach someone who can confirm responsibility for the equipment you want to service.

If ownership sits behind an entity name, the steps in finding a commercial property owner help organize that research. Connect the property and tenant records in your sales file, with the maintenance buyer attached to the appropriate equipment. Preserve each suite’s opportunity.

Seven years of revenue from a six-unit account

A six-unit account can support $3,960 in annual PM revenue under the assumptions below, with future repairs and replacements priced separately after authorization.

Here is a worked illustration: a 31,800-square-foot office building with six RTUs, all covered by one approving owner. Assume four scheduled visits per year at $165 per unit per visit. That makes 6 x 4 x $165 = $3,960 a year.

Assume the customer renews through year seven, approves one $685 repair each year and buys two $11,750 replacements across the seven years. Price each replacement separately, including access and any curb or connection work.

Work over seven years	Revenue calculation	Revenue	Assumed margin after direct costs	Contribution before overhead and acquisition
Scheduled PM	$3,960 x 7	$27,720	45%	$12,474.00
Approved repairs	$685 x 1 x 7	$4,795	38%	$1,822.10
Approved replacements	$11,750 x 2	$23,500	25%	$5,875.00
Total	$27,720 + $4,795 + $23,500	$56,015	By work type above	$20,171.10

Direct costs cover the field work, including travel and materials, plus equipment purchases and any subcontracted work needed to deliver the scope. Acquisition expense, office overhead and taxes still come out. Prices stay constant in 2026 dollars, without escalation or a present-value adjustment.

The seven-year total depends on retaining the account. To show the effect of attrition, assume an 85% chance of renewal at each annual anniversary. Expected PM revenue becomes $3,960 x (1 + 0.85 + 0.85² + 0.85³ + 0.85⁴ + 0.85⁵ + 0.85⁶), or about $17,937, replacing the $27,720 PM total in the retention-adjusted calculation.

I would justify the acquisition budget on first-year PM contribution: $3,960 x 45% = $1,782. Keep speculative replacement sales out of that decision. The owner can approve a different contractor for an RTU swap, move out or defer the work.

A priced agreement also needs an equipment inventory and task schedule. The public preview of ASHRAE Standard 180-2018 describes those elements in sections 4.3.1 and 4.3.2, including task frequency and responsibility. Build the price around those commitments. The commercial HVAC maintenance agreement guide covers the proposal details to settle before asking for a signature.

Build the target list around equipment and territory

Start with rooftop HVAC and business type, then narrow the service area; add a 25,000+ square-foot band only when that minimum fits your intended account.

For a first office campaign, I would select 5+ visible rooftop units inside two neighboring service zones. For restaurants, I would start with 2+ and leave a large building-size minimum off. A filter should remove buildings you cannot profitably service without cutting out the smaller accounts you intended to pursue.

Roof age does not belong in this HVAC selection. Record equipment age from installation records or manufacturer information during qualification. A roof’s installation date answers a roofing question. Use the visit to establish the HVAC facts needed for service pricing.

Write a buying specification before ordering:

Selection item	Example for an office campaign	Reason for the choice
Territory	Two adjacent zones around existing service stops	Keep estimating and service travel inside the same area
Business type	Office	Use one offer and one qualification script
Visible rooftop HVAC	5+ units	Look for enough equipment to support a longer stop
Building size	25,000+ square feet	Match the account scale chosen for this campaign
Contact research	Add decision-maker research where needed	Find a person to verify maintenance responsibility
First sales action	Confirm payer and current agreement timing	Establish a reason for an authorized survey

Save the match reason with each property so the salesperson knows why it entered the campaign. Add qualification fields for the service buyer and next agreed action after contact.

Let the service manager veto prospects. Before ordering, ask which response commitments the crew cannot meet and which locations would force dispatch to create a separate route for equipment that offers too little scheduled work to cover the trip. Put those exclusions in writing.

For commercial HVAC property selection, begin with a territory the team can work within a month. A statewide file belongs in a custom territory request once you know which account profile produces signed agreements at an acceptable acquisition cost.

Cost per signed account beats cost per name

Under the worked campaign assumptions below, the same 40 sales hours produce two signed HVAC accounts from a selected list versus one from a broad address list.

Assume each campaign starts with 100 buildings. In the broad list, 20 qualify for the shop’s service scope and buying process. In the selected list, 40 qualify after contact.

For each group, assume half the qualified accounts yield a conversation with the buyer, half those conversations yield an authorized survey, and one in five surveys yields a signed PM agreement. The arithmetic is 20 x 0.5 x 0.5 x 0.2 = 1 account, versus 40 x 0.5 x 0.5 x 0.2 = 2 accounts.

Campaign input or result	Broad address list	Selected building list
Starting buildings	100	100
Research and qualification time	22 hours	14 hours
Outreach time	10 hours	10 hours
Survey and proposal time	8 hours	16 hours
Total sales time	40 hours	40 hours
Authorized surveys	5	10
Signed PM agreements	1	2
Sales labor at assumed $58/hour	$2,320	$2,320
Assumed other acquisition expense	$140	$140
Property-list purchase	$0	$1,000 to $2,000
Total acquisition spending	$2,460	$3,460 to $4,460
Cost per signed account	$2,460	$1,730 to $2,230

The selected-list purchase uses Ground Control’s stated $10 to $20 per building range. The model has the salesperson perform contact research within the hours shown; paid contact add-ons would increase the total. The $140 allowance covers nonlabor campaign expenses. Survey and proposal work averages 1.6 hours per authorized survey in both columns.

The time assumption matters as much as the conversion assumption. Selection saves eight hours of qualification in this example, which funds five more surveys at 1.6 hours each. If your surveys need twice that time, the 40-hour campaign cannot support the same survey count. Change the worksheet before setting a quota.

Compare the acquisition result with the six-unit account’s $1,782 first-year PM contribution. At $1,730 acquisition cost, only $52 remains before overhead. At $2,230, the first year falls $448 short before overhead. Better targeting can improve the comparison and still leave an account too expensive to acquire.

Record every sales hour. When a prospect drops out, put the reason beside the time spent so you can distinguish an expensive survey with too little preparation from a proposal lost because the shop cannot provide the requested response coverage. Fix that step before ordering another batch.

Outreach for PM agreements and first site visits

Offer a defined maintenance review for the building’s equipment, and make the first request a conversation with the person who approves HVAC service.

A pre-season PM offer should specify what the buyer receives. I would offer a priced inventory visit with an equipment register and a maintenance proposal. Explain the visit fee before scheduling and state whether any of it is credited toward an agreement. Choose those terms from your own delivery cost; the prospect list does not determine them.

Ask about the current contract’s renewal date. If the buyer is satisfied, request permission to return before that date or ask whether they need an approved backup. Record the answer. Repeatedly pushing a replacement proposal at a buyer seeking routine service wastes estimating time.

A sample email to the maintenance buyer

This is a template to adapt with your own service scope and contact details:

Subject: HVAC maintenance review for [building address]

Hello [contact],

I am contacting you about rooftop HVAC service at [building address]. Does your team arrange maintenance, or does each tenant hire its own contractor?

Our service offer is an equipment inventory visit followed by a PM proposal for the units you control. We would agree on access, visit cost and reporting before scheduling. If your current agreement is coming up for review, could we discuss the scope next week?

[Sender name, role and HVAC business] [Business phone and valid postal address]

This is a commercial service offer. Reply “no thanks” to stop further marketing emails from us.

Use truthful sender information and a subject that matches the message. The FTC’s CAN-SPAM business guide applies to business-to-business commercial email and requires an opt-out method, a valid postal address and timely handling of opt-outs. Its deadline for honoring an opt-out is 10 business days. The template’s footer needs your business details before it is sent.

A phone opener that settles responsibility

Use the first call to route the conversation:

“Who approves the rooftop HVAC maintenance for this location? I would like to ask about your next service-agreement review. Is that handled here or by the property manager?”

Once you reach the buyer, ask what is included in the current scope and when it is reviewed. Then ask which service issue, if any, they want addressed. Keep the first call short enough to earn a second conversation with the equipment information in front of both people.

A door drop for a strip center

Bring a one-page card with your service territory and contact information. Offer an equipment inventory and PM quote by appointment. Leave it with business staff where permitted; ask them to route it to whoever handles HVAC maintenance.

Write down the suite number. This is an introduction, so leave equipment condition out of the conversation until a technician has assessed it. When several tenants refer you to one manager, consolidate that outreach and ask which units the manager controls.

Before booking the survey, settle four details: the approving contact, covered equipment, access arrangements and the visit’s agreed deliverable. Give the estimator those answers with the appointment. An address and a hopeful note saying “interested” are too little to dispatch on.

When should you sell maintenance and RTU replacements?

I would start PM outreach six to eight weeks before the customer’s demanding season and discuss replacements early enough to reach the next capital-budget decision.

That timing is a proposed sales schedule. Ask the buyer which months create the most trouble and when they approve spending. ENERGY STAR’s restaurant guidance supports attention before heating and cooling seasons, but the customer’s operating calendar determines when your visit can happen.

For a November 2026 campaign, ask about the next budget approval and the next available maintenance window on the first qualified call. Verify the installation schedule before promising it. When the buyer requests a particular week, have the estimator check equipment availability against the access arrangements and work scope, then record the proposed date beside the deadline for approval.

I would keep two proposals separate. The PM proposal defines scheduled work on the inventory. For a replacement, identify the unit and explain why the assessment supports replacing it, then price the installation around the access arrangements and interruptions the buyer has agreed to accept. Attach the assessment and repair history.

Be precise about refrigerants in 2026 outreach. EPA’s May 21, 2026 final-rule fact sheet says it removed the January 1, 2026 installation deadline for qualifying residential and light commercial AC and heat-pump system inventory manufactured or imported before January 1, 2025. That change concerns qualifying systems; it does not establish one deadline for every packaged RTU. Confirm the category and applicable rule with the proposed equipment in hand.

EPA also states that the Technology Transitions rule does not prohibit continued use of existing products or systems. Avoid a false deadline. Base the replacement proposal on the equipment assessment, with the applicable requirements checked for the proposed unit. The 2026 rooftop-unit replacement guide covers that buying conversation in more detail.

Give an undecided buyer a dated next step. If the obstacle is budget timing, arrange a records review before that meeting; if the current agreement still has months to run, ask when the buyer will consider proposals for the next term. Record who makes that decision.

Route density and the cost of a truck hour

For a 12-account maintenance route, cutting allocated travel by 24 minutes per visit frees 19.2 technician hours across four annual visits per account.

Assume the scattered route averages 40 minutes of travel allocated to each stop and the tighter route averages 16 minutes. Across 12 accounts x 4 visits, the difference is 48 x (40 - 16) = 1,152 minutes, or 19.2 hours a year. Use dispatch records to set those travel inputs for your territory.

At an assumed $74 per hour for loaded technician and truck time, the freed capacity is worth 19.2 x $74 = $1,420.80. If another PM stop needs 2.4 hours including its allocated travel, 19.2 / 2.4 = eight additional stops fit within those hours. Scheduling and available work determine whether you fill them.

For wage context in November 2026, the BLS HVAC occupation page reports May 2025 median pay of $29.33 per hour, or $61,010 annually. Build your loaded hourly cost from payroll plus benefits and truck expense. Use that shop figure in place of the $74 input when valuing the route’s freed hours.

A wasted qualification visit deserves the same treatment. Under the $74 assumption, a 75-minute round trip and stop consumes 1.25 x $74 = $92.50 of capacity before producing a priced scope. Confirming the payer and equipment before dispatch can prevent that particular trip.

Draw the sales territory around dispatch realities. Ask the service manager which side of a travel bottleneck can absorb another maintenance stop and which addresses would require a separate route. Put nearby prospects beside existing appointments when access times permit, then fill the freed hours with scheduled work.

A 30-day plan for the first 40 buildings

Work 40 buildings in one compact territory for 30 days, then judge the campaign by cost per signed agreement and evidence from qualified surveys.

At Ground Control’s $10 to $20 per building, that property list costs $400 to $800 before add-ons. Set a separate sales-time budget. Choose one building type so the first month produces evidence about a defined offer instead of scattered impressions from unrelated businesses.

Days	Work to do	Evidence to keep
1 to 3	Choose territory, equipment count and service exclusions; order the list	Written selection criteria and quoted list cost
4 to 7	Review match reasons and research the first contacts	Property record, likely payer and research time
8 to 14	Contact buyers and ask about scope and renewal timing	Contact outcome and permission for the next step
15 to 21	Conduct authorized surveys and deliver scoped proposals	Field inventory, estimate hours and proposed margin
22 to 30	Follow up at agreed times and review campaign costs	Agreements signed, open decisions and reasons for losses

Give each record a status with a definition. “Buyer reached” means a conversation with someone responsible for the equipment. “Survey booked” means approved access and an agreed deliverable. “Signed” means the agreement has been accepted, with billing and start arrangements settled. Count a polite receptionist separately.

Review the first ten conversations before contacting the remaining buildings with the same pitch. If all ten route you from the tenant to one property manager, consolidate the contact plan. If buyers repeatedly ask for a different service window, bring the service manager into the offer before adding appointments.

At day 30, carry open opportunities forward with dated next steps. An unsigned proposal earns nothing yet. Compare the campaign’s incurred cost with signed accounts, while keeping the open proposals visible for later measurement. Expand the territory after the crew and sales records support the next batch.

Finding school district and city HVAC contracts

Bid Control by PorchRocket gives HVAC contractors a separate route to school district, city and county opportunities, with bid documents and addenda in one place. Use the public HVAC bid board alongside the private building campaign, and review each solicitation’s equipment scope and site-visit instructions before estimating. Keep the buyer’s submission deadline in the public-opportunity record. A conversation with building staff should lead you to the purchasing process. The HVAC government contracts guide explains how to assess those opportunities against your service territory and crew.

What is the fastest way to find buildings with rooftop units?

Ground Control by PorchRocket is the fastest way to find commercial HVAC prospects by visible rooftop equipment, business type and building size in your service area. Select 2+ or 5+ visible units in the areas you want to serve. Commercial buildings cost $10 to $20 each, with orders starting at 10, and the file arrives within 48 hours after payment. Each property says why it matched. Report a wrong match within 30 days for credit back. Owner information and decision-maker research are add-ons. These are buildings that fit your work, whose owners have not requested quotes.

Building an HVAC list in Ground Control

Choose the area and equipment profile your service department can support, then use Ground Control’s delivered match reasons to prepare each account’s first call.

Start with the building types your crew wants on next quarter’s maintenance calendar. Have the service manager review the territory before you pay. In the order and delivered file, look for these six things:

• The right territory and building type. Select the areas you serve and categories such as retail, restaurant, office or medical. Apply a building-size band when it improves that campaign’s fit.
• Visible rooftop HVAC. Choose equipment present, 2+ units or 5+ units. Use the count to prioritize calls, with the detailed equipment inventory scheduled after the buyer authorizes access.
• A reason for every match. The file explains why the building met your selection. Ground Control uses aerial imagery no older than two years when the order runs.
• Contact research where needed. Add owner information or decision-maker research to reach the person who can confirm service responsibility. You are never charged for a contact that is not found.
• The price and delivery commitment. Commercial records cost $10 to $20 per building, with the exact price shown before payment and delivery within 48 hours after you pay. Orders start at 10 buildings.
• A file the sales team can work. Receive CSV and Excel files. Ground Control sends properties it is 90%+ sure match. Report wrong matches within 30 days for credit back. Load the records into your sales system and add qualification outcomes there.

Keep the delivered match reason beside the salesperson’s notes. The next call should begin with the building and the equipment opportunity, followed by the person who pays for maintenance. Schedule the first survey after those answers line up with the work your crew can deliver.

Order the first compact territory and put its matching buildings on the next PM outreach calendar.