Amir Haboosheh: From HVAC Acquisition to $45M Home Services Platform in 3 Years

The Setup Amir Haboosheh and three co-founders started Snowball Industries in 2020 with a thesis that home services was underpriced relative to the operational upside. HVAC specifically offered recurring demand, fragmented ownership, and a workforce where sharper management and real career paths could move the numbers fast. The partnership structure mattered. Four operators meant they could run acquired businesses hands-on while continuing to source the next deal, instead of the usual solo-searcher bottleneck where the CEO is also the integration lead and the deal team. The Deal The anchor acquisition was an Arkansas HVAC business doing roughly $10M in annual revenue. Deal size and financing terms were not disclosed in the episode, but the geography (Arkansas, not a Tier 1 metro) and the revenue band put it squarely in the lower-middle-market home services lane where seller-financed or SBA-adjacent structures are common. The target had the profile Snowball wanted: established local brand, technician base they could retain, and enough scale that operational leverage was real rather than theoretical. First 100 Days The co-founders leaned on the partnership model early. Rather than parachuting one operator in and leaving the others on deal flow, they divided responsibilities across sales, operations, and finance so the existing team saw consistent faces in each function. They protected the technician roster, which in HVAC is the actual enterprise value. A departing senior tech takes customer relationships, install quality, and training capacity out the door at the same time. Operating Moves - Doubled the Arkansas HVAC business from ~$10M to ~$20M revenue inside three years, a 100% increase driven by a mix of organic growth and operational discipline. - Built out a home services platform rather than staying a single-location operator. The stated trajectory was ~$45M across the portfolio in three years. - Invested in the workforce as a deliberate strategy, not a soft benefit. Career paths, training, and culture in the trades translate directly to retention, which translates to revenue capacity. - Used the partnership to compound. Four operators meant parallel workstreams: one integrating, one sourcing, one running finance, one on commercial. Operating Lessons - In HVAC, your technician bench is your balance sheet. Retention work done in the first 90 days shows up in revenue 18 months later. - A four-partner structure solves the searcher's impossible choice between running the business and finding the next one. If you can align on economics and roles up front, it is a meaningful edge. - Secondary geographies like Arkansas offer better entry multiples and less competition for technicians than metro HVAC markets. The tradeoff is thinner service provider ecosystems (ERP consultants, fractional CFOs, M&A attorneys who know the trade). - Doubling revenue in three years on a $10M base is not a marketing story. It is pricing discipline, dispatch efficiency, and adding capacity without breaking quality. Those are operator levers, not acquirer levers. - Blue-collar acquisitions tend to surprise operators on the human side. The tradespeople's career outcomes end up mattering more than the spreadsheet did during diligence. Plan...