Sardor Umrdinov
Growth & infrastructureHome Alliance founder focused on growth systems, AI, technology, and capital strategy—bringing shared infrastructure to the next stage of a partner business.
LinkedIn
HVAC / PLUMBING / ELECTRICAL
Build a Company That Can Grow Beyond You.
LegacyBuilt Partners is an operating and growth partnership for established HVAC, plumbing and electrical companies.
02 / THE OWNER BOTTLENECK
A busy company is not always
an independent company.
Three questions worth examining—not conclusions about your business.
- 01
The owner is still the operating system.
Decisions, customer escalations and daily priorities return to one person. Stepping away becomes a test of the business, not simply a holiday.
- 02
Departments grow. Handoffs do not.
More calls do not create value if booking, dispatch and field capacity cannot keep pace. Each improvement depends on the next handoff.
- 03
Activity is visible. Economics are not.
A full schedule can hide weak job margins, slow collections or customers who never return. The operating picture must reconcile to cash and earnings.
04 / THE ECONOMIC LOGIC
Build the earnings.
Separate the valuation assumption.
An illustrative contractor—not a LegacyBuilt result. Operating improvement and market multiples are different sources of value.
Annual figuresStartingHypothetical mature
Revenue$5M$7.5M
EBITDA margin8%20%
EBITDA$400K$1.5M
EV / EBITDA3×10×
Enterprise value$1.2M$15M
36-month planning horizon. Future revenue, margin and multiples are assumptions—not a forecast or offer.
01 / Operating earnings+$3.3M
$1.1M additional EBITDA, valued at the unchanged 3× entry multiple.
02 / Uncertain multiple expansion+$10.5M
$1.5M hypothetical EBITDA × the change from 3× to 10×. Not an operating commitment.
$1.2M starting EV + $3.3M + $10.5M= $15M
Illustration, cost treatment & owner proceeds
Illustrative scenario only, not a forecast, offer, or guaranteed outcome. Valuation multiples vary with market conditions, buyer demand, company quality, and transaction terms. The 10× scenario is aspirational; no institutional exit is promised.
Enterprise value is not the owner’s take-home proceeds; debt, fees, taxes, working capital, transaction costs, ownership and equity arrangements affect proceeds. Operating and implementation costs, ongoing systems and agreed platform fees must be included once in net EBITDA; no additional fee or distribution is automatically layered onto this illustration. One-time transition costs require a separate cash budget. Validate mutually exclusive operating contributions through diligence.
These two EV effects reconcile the same change; do not add them again to EBITDA or to the detailed calculator’s operating allocations. All ownership, participation and exit terms remain preliminary and case-specific.
Illustrative, not achieved performance. EV is not owner proceeds. Neither operating gains nor a future multiple are guaranteed.
05 / PEOPLE & PERSPECTIVE
Operators with complementary experience.
Growth infrastructure. Field performance. Contractor leadership. Three perspectives on the work of building a stronger business.
Mario Campirano
Operations & performanceFormer Express Electrical founder and operator with operations and exit experience. Focuses on field performance, technician productivity, and operating leadership.
LinkedIn
Joe O’Grady
Relationships & developmentBrings a Team SPG perspective to contractor training, leadership, and sales—building practical skills and accountability around business improvement.
LinkedInIndividual founder experience is not a completed LegacyBuilt exit, customer result or platform track record.
FOUNDER 2 FOUNDER · ROUNDTABLE
From Local Contractor to Institutional Exit
Sardor Umrdinov × Mario Campirano × Joe O’Grady
A candid conversation about owner dependence, growth systems, profitability, strategic partnerships, and creating more options for home services business owners.
Load video to connect to YouTube. Nothing is loaded from YouTube until you choose to watch.
Meet Molly / a short introduction
An introduction to the LegacyBuilt partnership. The video is coming soon.
Intro video coming soon
06 / THE PARTNER PATH
Start with the business.
Agree on the work.
Partner first. Improve together. Consider investment or acquisition only when the business, owner and terms align. No exit is predetermined.
- 01
Diagnose
Understand performance, owner dependence and your priorities.
- 02
Agree
Define responsibilities, costs, economics and governance with adviser review.
- 03
Operate
Implement the agreed growth, field and reporting priorities.
- 04
Measure
Review evidence, reconcile earnings and adjust the plan together.
What would you like your company to become?
Tell us where your business stands and where you want to take it. You do not need to be ready to sell.
Private application → review for potential fit → possible follow-up. Applying does not commit either party to a partnership or transaction, promise a response or confirm an event seat.