When I first started out in the HVAC field, I was a young technician with a toolbox in one hand and a lot to learn in the other. Like many in the skilled trades, I focused on mastering the technical side of the job—learning the equipment, understanding systems, solving problems on the fly. But what I didn’t realize early on was that the path from technician to CEO isn’t just about what you know—it’s about who you become along the way.
The Shift from Tools to Teams
As technicians, we’re trained to work with our hands and fix problems ourselves. But leadership in the skilled trades requires a mindset shift. It’s no longer just about what you can fix, but how well you can help a team succeed. That means stepping back from the job site sometimes and learning how to communicate clearly, delegate responsibilities, and build trust within your crew. I had to learn to trade the wrench for the whiteboard more often—to step into meetings instead of crawlspaces—and that’s not always easy. But it’s necessary.
Learning How to Lead by Example
Leadership starts with example. The truth is, people don’t always follow a title—they follow character. If your team sees you showing up on time, treating customers with respect, working hard, and owning your mistakes, they’ll do the same. I never wanted to be the kind of boss who just barked orders from behind a desk. I wanted to lead the way I wished I had been led. That meant listening more, being open to new ideas, and not being afraid to admit when I didn’t have all the answers.
Getting Comfortable with the Business Side
One of the biggest transitions for me was learning the business side of things. As a technician, you rarely worry about balance sheets or profit margins. But as I started growing my company, I had to dive into the numbers—whether I liked it or not. I started reading business books, going to workshops, and surrounding myself with people who knew more than I did. It wasn’t about becoming a financial wizard overnight, but about understanding the basics: pricing jobs properly, managing overhead, planning for growth. If you don’t understand where your money is going, you’ll never get where you want to go.
Building People, Not Just Profits
One of the most rewarding parts of stepping into a leadership role is the opportunity to build others up. I’ve always believed that the best companies aren’t just successful because of strong systems—they’re successful because they invest in people. Whether it’s offering training programs, mentorship, or just taking the time to listen, building people is the foundation of any great business. I’ve had young guys join my team who didn’t know much more than how to use a screwdriver, and now they’re running their own projects. That kind of growth doesn’t happen by accident—it takes leadership that sees potential before it’s obvious.
Overcoming Self-Doubt
I won’t pretend the journey from technician to CEO was smooth. There were plenty of moments where I doubted myself. Times when I felt out of place in a room full of business leaders or overwhelmed by decisions that carried big consequences. But here’s what I’ve learned: confidence doesn’t come from knowing everything—it comes from being willing to keep learning and growing. I reminded myself that I knew the trade, I cared about my team, and I was willing to put in the work. That mindset kept me going even when things felt uncomfortable.
Mentorship Matters
Looking back, one of the things that helped me most was having mentors—people who were further down the road and willing to share what they knew. Whether it was a former boss, another business owner, or someone I met through a networking group, having someone to bounce ideas off of made all the difference. And now that I’m in a leadership position, I try to do the same for others. If you’re serious about moving up in your trade, don’t be afraid to ask for guidance. Most people are more willing to help than you think.
The Value of Vision
You can’t lead without a vision. In the early days, I was just trying to make a living. But as the business grew, I realized I needed a bigger “why.” What did I want our company to stand for? How did I want to impact our customers, our employees, and our community? Creating a clear vision gave me—and everyone on my team—something to rally around. It turned a job into a mission, and that changed everything.
Final Thoughts
Going from technician to CEO isn’t a straight line. It’s a winding road full of learning, adapting, and stretching yourself in ways you never expected. But it’s worth it. Because at the end of the day, this industry needs more leaders—people who understand the trade, care about people, and aren’t afraid to grow. If you’re a skilled tradesperson thinking about the next step, I want you to know it’s possible. You don’t have to have all the answers right now. Just keep learning, keep showing up, and keep building—not just systems, but your leadership. The rest will follow.