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Case study
How MAP Helped Goettl
Sell for $500M in 1000 Days
- Company: : Goettl Air Conditioning & Plumbing
- Industry: : Home Services (HVAC + Plumbing)
- Founder/CEO: : Ken Goodrich
- Initial State: : ~$12M in revenue, ~$3M in losses when acquired
- Ambition: : Scale Goettl into a top-tier, multi-state HVAC brand with the operational excellence and market position to attract a private equity buyer within 1,000 days.
Background
When Ken Goodrich acquired Goettl, the company was losing $3 million a year. Where others saw failure, he saw potential. Ken knew a turnaround required more than optimism—it demanded the right systems, the right people, and total commitment.
He went all-in on MAP to train leaders and install a company-wide accountability system—sending a clear message: sustainable growth is built on structure, discipline, and strong leadership at every level.
Challenge
-
Scale Breakpoints: : Goettl had national ambitions but lacked the internal structure, leadership bench, and systems to scale. -
Cultural Inconsistency: : Newly acquired companies lacked alignment and leaders varied in skill and discipline. -
Operational Gaps: : No unified goal system, inconsistent accountability, and siloed communication.
Solution
MAP was brought in to transform Goettl’s leadership and install a company-wide operating and accountability system.
The goal: elevate execution at every level, build a culture of discipline and ownership, and align daily actions to the bold vision of the 1000-Day Plan.
Key Components
MAP Consultant Leadership: Steve Behunin led the rollout and helped architect a scalable structure.
Vital Factors™ System: Every leader and branch tracked 1–3 core metrics daily and monthly.
Execution Cadence: Quarterly planning + monthly Vital Factor Team (VFT) meetings cascaded across branches.
Acquisition Integration Playbook: Standardized onboarding integrated new companies within 90 days.
Leadership Development: All managers completed MAP workshops; frontline leaders trained through Goettl Academy.
Culture of Accountability: Clear expectations were set—and upheld—to drive performance.
The 1000 Day Plan was Ken’s vision to 10x the company value and sell again. We broke it down, mapped it to every department, and tracked it relentlessly.
Goettl internal leader who owned MAP integration & process
1000-Day Plan
With MAP’s guidance, Goettl’s leadership team set a bold goal: 10X the company’s value in 1000 days to prepare for a private equity exit.
To get there, they reverse-engineered the outcome—knowing profitability alone wouldn’t be enough. They needed to:
Grow profits to target levels
Show consistent organic growth
Hit key benchmarks for a premium multiple
The team built three one-page strategic plans, mapping out critical milestones year by year. Progress was tracked quarterly, creating visibility and accountability across the business.
In the first six months alone, departments had clear targets:
Key hires completed
Strategic acquisitions executed
Revenue benchmarks met
Every initiative aligned to the 1000-day vision, creating a clear, disciplined roadmap to exponential growth.
...you’ve got to go to MAP, learn what it really means to be a supervisor, a manager, and a leader, and build that routine into your daily rhythm.
Goettl CEO / Founder
Implementing the MAP System
As Goettl rolled out the MAP framework, inconsistent follow-through emerged as a major hurdle. MAP Consultant Steve Behunin didn’t let it slide—he challenged leadership directly: execution is everything.
This led to tough but necessary personnel decisions. Resisters to change were replaced with accountable, aligned team members, accelerating Goettl’s transformation.
Culture Change for Successful Transformation
The transformation wasn’t just strategic—it became cultural. MAP practices were embedded into daily operations, driving consistent execution.
Within the first year, Goettl hit $30M in revenue across three locations, with two acquisitions underway—setting the stage for nine-figure growth across the Gulf region.
The Payoff: Slowing Down to Speed Up
With MAP’s disciplined system, Goettl avoided the chaos that derails rapid growth. Their structured approach kept the team focused, aligned, and moving forward—not scrambling to catch up.
Looking back, CEO Ken Goodrich credited MAP not just with helping build a successful business, but with creating a system—one that empowers leaders, delivers value, and drives sustainable growth.
We stayed very disciplined with the MAP process, and I’m happy to report that on day 996, we sold the business for $500 million—which was a 10X return from the first transaction. And with that, we completed our 1000-day plan.
Goettl CEO / Founder
Results
Grew from $12M to $180M+ in revenue
Executed a $500M sale on day 996 of the 1,000 Day Plan
MAP Presidential Award Winner 7 consecutive years
Developed repeatable career paths and a leadership bench
System fully cascaded down to every department and region
Conclusion
Real transformation isn’t luck—it’s built through clarity, focus, and disciplined execution.
MAP provides more than a framework—it’s a system that turns strategy into action and scales it across the organization. But execution starts at the top. CEO buy-in sets the tone for peer accountability, which drives culture and accelerates performance.
With structure in place, teams gain the freedom to move fast—with purpose and confidence.
A $500M outcome doesn’t happen by chance. It’s the result of relentless focus, the right system, and leaders willing to do the work.
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