Paris Service Group is offering its residential HVAC and plumbing customer base for acquisition. This proposal is built the way your diligence would build it: every figure is computed from source records — QuickBooks collected payments (cash actually received, not invoiced), Housecall Pro job history, and a full cross-system deduplication — then independently audited.
Where our own audit found soft spots, we removed them before showing you the numbers: the paying-customer count excludes 22 zero-dollar system artifacts a hostile review would otherwise have caught. Nothing is estimated, and everything is re-derivable in front of you, live in the source systems. The limitations of the asset are stated here alongside its strengths — you would find them anyway, and the price already reflects them.
What is included
- The complete customer file — 2,469 unique customers with full contact records and service history. Contactability across all 2,469: 95.0% phone, 92.5% email, 95.4% full address; among 12-month-active customers, 97%+ on all three.
- Complete job and transaction history, 2023 to present.
- The PSG service phone number — live inbound demand transfers to you.
- The PSG web domain.
- A non-solicitation covenant from PSG covering the transferred customers.
- Warm transition: co-signed customer letter and personal introductions to key accounts.
Not included: accounts receivable, vehicles, equipment, employees. Scope details to be settled in the definitive agreement.
The customer base, in verified numbers
“Paying” means at least one positive collected payment — cash received, not merely invoiced. The strictest available test.
| Unique customers (deduplicated across CRM + accounting) | 2,469 |
| Paying customers — last 12 months | 696 |
| Customers receiving completed service — last 12 months | 802 |
| Paying customers — last 24 months | 1,188 |
| Trailing-12-month collected revenue | $2,108,966 |
| Trailing-24-month collected revenue | $4,265,707 |
| Collection rate (collected vs invoiced, T12M) | 98.7% |
| Mean / median T12M collections per paying customer | $3,030 / $672 |
| Customers spending $2,000+ in T12M | 202 |
| Repeat rate (2+ jobs) — carrying 91.3% of T12M revenue | 60.6% |
Where the trailing year’s revenue came from
From 1,712 completed jobs, classified by job type and verified independently at line-item level.
Install revenue is not presented as annuity income — see “Straight talk,” below. The 43% service layer is the recurring floor, and installs were sold into this same base: the list generates its own replacement pipeline.
A route book, not a mailing list
66.1% of paying customers (460 of 696) sit in twelve adjacent North Shore postal areas. Dense, affluent, contiguous — an operation you can run from day one with real drive-time economics.
Priced against customer-acquisition cost
One prospective acquirer quoted us a customer-acquisition cost of about $300 — a common figure in residential HVAC and plumbing. Substitute your own; the arithmetic scales linearly.
| Replication target | Marketing cost |
|---|---|
| The 696 customers who paid in the last 12 months | $208,800 |
| The 1,188 customers who paid in the last 24 months | $356,400 |
| The full 2,469-customer file | $740,700 |
At the $350,000 midpoint of the asking range, the price works out to $295 per 24-month paying customer — below that acquisition cost. And the comparison isn’t even level:
- A $300 CAC buys a first-time customer with no history. These arrive with verified payment records averaging $3,030 in actual T12M collections per active customer.
- CAC acquires one customer at a time, wherever leads land, over years. This is 1,188 proven payers delivered at once — two-thirds of them in twelve adjacent postal areas. Route density that marketing spend cannot buy at any CAC.
- The phone number, domain, full 2,469-record file, complete service histories, and the non-solicit come with it. CAC buys none of those.
- Your acquisition spend keeps working for you afterwards — this base becomes the referral and density engine that lowers it.
These numbers were produced by an under-optimized team. Yours isn’t.
Everything above — the $2.11M collected, the 696 paying customers — was produced by a sales and service operation that, by its own telemetry, ran below industry norms on nearly every conversion metric. We are showing you this deliberately: none of it is in the price. The ask is computed from revenue as our team actually delivered it. The gap between how we ran and how a well-oiled operator runs is your margin, and you inherit it on day one.
| Metric | PSG, measured | Industry typical | Well-run shops |
|---|---|---|---|
| Call booking rate, qualified calls (AI-scored from recordings; 78% prior year) | 77%† | 70% | 80%+ |
| Inbound calls abandoned before answer | 29% | — | near zero |
| Estimate close rate, by count (consistent across both systems) | 34% | 30–50% | 60%+ |
| Estimate close rate, by dollars presented | ~11% | — | — |
| Service ticket, plumbing + HVAC average | $878 | $1,205‡ | options-led, higher |
| HVAC replacement ticket | $13,976 | $11.6k–$17.0k | $14k–$17k+ |
| Membership penetration of active customers | 3.6% | up to ~20% | 25–30%+ |
| Callback rate | 6.0% | 2–3% | 1–2% |
† Scored by Lace AI call intelligence directly from call recordings (6,891 calls, May 2025–Apr 2026; 1,220 qualified) — independent of CRM coding, which proved unreliable for this metric. Within the same data: existing customers booked at 90.3% vs 69.4% for new callers — the relationships themselves convert; the export is available in diligence. ‡ Housecall Pro platform average HVAC repair job, 2025. PSG trades sit within a dollar of each other — HVAC $876, plumbing $879 — so the comparison holds for either trade alone.
The number that tells the story: in two different systems, measured independently, our team sold roughly eleven cents of every estimate dollar it presented — ServiceTitan era 10.6%, Housecall Pro era 10.8%. The average sold option was ~$2,200; the average declined option was ~$9,500. Customers were buying; our team was selling the cheapest line on the sheet.
What a stronger operator does with the same base, immediately:
- Answer the phone. Roughly 3,900 lead-eligible calls abandoned before answer in two and a half years — and the phone number that receives them transfers with the sale. Industry data prices five points of booking rate at roughly $100k/year for a mid-size shop.
- Sell the right option. Options-based presentation and financing — standard practice for a strong sales culture — are worth double-digit close-rate and ticket gains on demand that already exists here. $42M in presented-but-never-actioned estimates sat open at our CRM migration.
- Build the membership book. Industry-typical penetration on these 696 active customers is 70–140 members; we have 25. And our own data shows members spend 2–3× what non-members do.
- Cut the callbacks. Every point of callback rate recovered is unbilled truck time returned to revenue.
Benchmark sources: ServiceTitan Data Report on call booking rates (3,000+ trade businesses); ServiceTitan State of the Trades 2025 (replacement tickets); Housecall Pro 2026 HVAC Industry Trends (repair tickets, ~2M jobs); Nexstar Network / Service Roundtable peer benchmarks via trade press; CT Acquisitions 2026 trades M&A guide (membership penetration). Vendor-platform figures are noted as such. PSG figures are computed from our own ServiceTitan export (Jun 2023–May 2026) and Housecall Pro records, and are reproducible in diligence like everything else in this document.
What we’ll tell you before you find it
- Concentration. The top 50 customers generated 52.1% of T12M revenue; the top 100 generated 71.1%. The asset is substantially a set of high-value relationships — the transition support and introductions exist because of this.
- An install-heavy year. 55% of T12M revenue was installation work. The 43% service layer is the recurring floor, but install revenue is not presented as recurring.
- The membership program is small. 25 confirmed paying members (19 established monthly billers, 1 new member in his first billing cycle, 5 annual prepay — every one verified against recurring billing records and member invoices), roughly $8.9k ARR, ~36 receiving member service. Priced as upside to grow into the base, not as a revenue stream.
- An aged tail. Of 2,469 customers, 413 have no determinable last-service date and 322 last saw service 25+ months ago. The valuation is anchored on the 696 / 1,188 paying counts, not the full file.
- A little commercial mix. 17 active accounts (~7% of T12M revenue) are commercial or strata rather than residential.
$300,000 – $400,000, single lump sum at closing
Customer-base transactions in the trades conventionally price at 10–20% of trailing collected revenue. Against verified T12M collections of $2,108,966:
| $300,000 | $400,000 | |
|---|---|---|
| Share of T12M collected revenue | 14.2% | 19.0% |
| Share of T24M collected revenue | 7.0% | 9.4% |
| Per T12M paying customer (696) | $431 | $575 |
| Per 24-month paying customer (1,188) | $253 | $337 |
Why the upper half of the conventional band is fair here — and still a good purchase:
- The CAC math says so. $253–337 per 24-month paying customer, at or below a typical acquisition cost — for customers with proven spend instead of cold first visits.
- Revenue density. Mean T12M collections of $3,030 per paying customer (median $672) — several times what generic per-head list pricing assumes.
- Route density. Two-thirds of paying customers in twelve contiguous North Shore postal areas.
- Demonstrated repeatability. 60.6% of paying customers used us twice or more, producing 91.3% of the revenue; 802 households took completed service visits this year.
- Nothing to clean up. 97%+ contactability among actives, 98.7% collection rate, file delivered deduplicated and classified.
On structure. We are asking for a lump sum rather than an earnout deliberately, and have priced for it. An earnout would pay the seller on retention outcomes that sit entirely in the buyer’s hands after closing — a recipe for disputes neither side wants. Instead, the risk transfer is priced in: 14–19% of trailing collections rather than the top of the range, full verification before you pay, the non-solicit after you pay, and direct help moving the relationships. Clean number, clean close, clean handoff.
The due-diligence pack
Delivered on signature of a mutual NDA — everything below already exists and can be in your inbox the same day.
- Customer-level file — all 2,469 customers, classified
- Monthly collected-revenue series, 25 months
- Every completed T12M job: date, category, amount
- Revenue concentration table
- Revenue distribution by spend band
- Recency histogram
- Postal-area density table
- Per-member recurring-billing evidence
- Invoiced-vs-collected reconciliation
- Deduplication methodology, fully auditable
- Named commercial-account list
- Live verification: pick any 20 customers — we trace them end-to-end in QuickBooks and Housecall Pro on a screen-share
Suggested next steps
- Review this proposal; bring every hard question to the table.
- Mutual NDA — ready to sign — then the diligence pack is emailed same day.
- Live verification session at your convenience.
- Agree price; definitive agreement drafted by counsel.
- Coordinated customer transition: letter, phone and domain cutover, introductions.
Each party bears its own advisory costs. This proposal is non-binding and subject to definitive agreement.