In home services, customers often face a frustrating reality: companies won’t disclose prices over the phone, don’t return calls, and provide limited information about their work. For homeowners needing HVAC repairs or installations, this means stress, uncertainty, and the nagging question of whether they’re getting a fair deal.

Timurlan Alagushov encountered these same problems as a customer. When technician Vadim Vechkanov approached him with an idea for a home services company, Tim saw an opportunity despite having zero technical knowledge of HVAC systems. Where other companies obscured their pricing and neglected customer service, they would do things differently.

In 2018, with nothing but personal savings and complementary skills—Tim’s marketing expertise and Vadim’s technical knowledge—they launched their company. They named it IRBIS Air, Plumbing & Electrical, after the Turkish word for snow leopard. Five years later, their million-dollar company shows how putting customers first can transform a business, even in a traditional industry.

Getting Started

What began as a simple idea quickly took shape. The journey from concept to launch lasted just three weeks – two weeks of intensive research followed by a week of implementation. After consulting with their accountant about their dual ownership structure, they registered as an S Corporation and began assembling the necessary credentials. This included obtaining a business license, EPA certification for refrigerant handling, and a C20 license for heating and air conditioning. They also secured a comprehensive insurance package: general liability, workers’ compensation, commercial auto coverage, and CLSB bond insurance for customer protection.

With the legal framework in place, they turned to the practical aspects of running their business. Their pricing structure followed a straightforward rule of thirds: “30% is expenses, 30% is labor and operational, and 30% is towards company profit,” Tim explains. “Now, it’s become more complicated, but this is where we started.”

The natural division of responsibilities played to their individual strengths. “Vadim was a technician, and I was doing customer outreach and sales,” Tim says. “I did whatever wasn’t related to fixing, replacing, etc., so Vadim could do the house calls.” While Vadim handled the technical work, Tim immersed himself in understanding their market from the customer’s perspective. “I acted as a regular customer and tested out other companies in the area, taking notes and learning from what I found difficult or lacking in their processes.”

Building the Business

The early days demanded intense dedication. “We used to work 14-hour days,” Tim recalls. While the hours haven’t changed much since then, the nature of the work has evolved: “Now, it’s the same number of hours, but I have a chance to be more flexible. Before, I was stuck on the phone and didn’t have any flexibility with my day. Now, I can make my days work for me, which allows for a greater work-life balance than when you’re just strapped to your desk all day long taking calls.”

As their business grew, so did their technological needs. Their initial setup was basic but functional: “When we first started, we used AYNAX software to build estimates and invoice people. We also used Google Calendar to schedule,” Tim shares. The growing workload eventually led them to upgrade to House Call Pro with its CRM and dispatching tools before finally settling on Service Titan to manage their expanding operations.

The increase in business also drove their hiring decisions. “We were getting enough jobs that we needed more technicians,” Tim explains. “As soon as we saw a surplus of leads, we’d hire a new tech. This is not necessarily what I’d recommend, but it is what we did, and we are here today.” Among these early hires, one proved particularly valuable: “Our sales comfort advisor, Raymond, is a big reason why we continue to grow each year,” Tim notes. “We hired him early on, and he’s still our best salesperson. He’s consistently making half of our company’s sales.”

Growth and Learning

Success brought its own set of challenges. As they expanded their team, quality control became a pressing concern. “When we started hiring people, they were working more slowly than we would have liked, and we didn’t have any quality control or proper training processes in place,” Tim admits. The solution came through hiring an experienced manager and building their reputation as engaged employers, which helped them attract skilled technicians who shared their standards.

Financial surprises also emerged along the way. The insurance system, in particular, proved more complex than anticipated. “We didn’t realize how insurance worked when it came to paying it,” Tim shares. “You get a quote, but then they adjust it. It was a big surprise when it came time to pay, and the amount wasn’t what the quote was.” This experience with unexpected costs led Tim to recognize the importance of financial oversight: “I would focus on getting a controller hired sooner. The controller tracks every single purchase, making sure it’s going to the right place.” He estimates this decision could have saved hundreds of thousands of dollars if implemented earlier.

The technical aspects of their work presented another layer of complexity. “HVAC replacement projects are very complicated, and very often, homeowners struggle to track all of the project details on their own,” Tim notes. Their solution involved implementing specialized software for modifications and creating dedicated project management teams, ensuring clear documentation and communication throughout each project.

As their business grew, they looked for ways to give back to their community. Building on the meaning of their company’s name—IRBIS, the Turkish word for snow leopard—they developed partnerships with local schools and the San Francisco Zoo’s snow leopard conservation efforts.

Starting Your Own Path

For those considering starting their own business, Tim offers a candid perspective: “People say that you will experience a ton of freedom when you own your own business, but you aren’t really going to be free – you will work not only for your customers but also for your employees. If you manage things appropriately and get the help you need, you will not experience burnout. It’s somewhere in the middle, but incredibly rewarding.”

Tim and Vadim’s path shows how small, practical steps can lead to substantial results. They started with just three weeks of preparation, chose one problem to solve—price transparency—and learned their industry by experiencing it as customers first. Rather than waiting for ideal conditions, they began with basic tools: simple software, a clear pricing structure, and a commitment to calling every customer. Each challenge they faced, from quality control to financial oversight, became an opportunity to improve. For anyone looking to start a business, their story suggests a practical first step: spend a week as a customer in your chosen industry, document what frustrates you, and build your solution from there.

Learn more about IRBIS Air’s services at www.irbishvac.com