Peak Trade Holdings

The Opportunity

Home services is durable. Growth is constrained by labor, leadership, and operating discipline.

Large, fragmented marketPlumbing, HVAC, and electrical remain locally trusted and highly fragmented.

Essential demandThese are need-based services, not discretionary luxuries.

Most acquirers stop at consolidationThey improve overhead, but often do not solve the technician pipeline or growth ceiling.

Our edgeShared management, recruiting, training, and AI-enabled operating leverage that can actually grow the companies after acquisition.

Plain EnglishWe are not building software. We are building one parent company that can own and scale multiple local trade businesses under one smarter operating model.

Local brands stay in market Shared management Technician growth Premium exit story

Differentiated Advantage

Peak is being built by someone already working on workforce capacity, not just financial engineering.

Brian Fischer, the person building Peak Trade Holdings, is also leading real workforce strategy through the Center for Workforce Solutions.

Workforce Lens

Talent pipeline thinking

Real experience around recruiting, training pathways, employer demand, and faster on-ramps into high-demand careers.

Operating Lens

More trucks, not just tighter SG&A

The goal is not only cost savings. It is unlocking more field capacity and revenue through technicians, leadership, and better systems.

Strategic Lens

Better post-acquisition growth

Most buyers can close the deal. Fewer can help the company actually scale after the deal closes.

Proof Already In Market

This is not a concept. The workforce model is already producing results with Owens Corning.

The same operating logic behind Peak Trade Holdings has already been used to attract and train labor into the trades.

Current Proof Point

Successfully piloted technician attraction and training in roofing installation.

This work has already been successfully piloted with Owens Corning, helping attract and train more than 100 employees into roofing installation roles in Dallas, Texas and Tucson, Arizona.

How It Works

One parent company. One management company. Multiple local brands.

1

Parent company that owns and grows multiple acquired trade businesses.

2

Peak Trade Management

Shared management, recruiting, training, reporting, marketing oversight, and AI-enabled operating support.

3

Local OpCos

Trusted plumbing, HVAC, and electrical companies keep their local brands while plugging into the shared engine.

Why The Management Company Matters

Centralizing overhead can improve EBITDA before we add one new technician.

Standalone burden at each company	Shared through Peak Trade Management
Scheduler / dispatcher	Centralized call handling and scheduling logic
Marketing stack	Shared marketing oversight and vendor leverage
CPA / tax / bookkeeping	Centralized accounting and reporting
Payroll / HR	Shared payroll and HR systems
General manager overhead	Leadership leverage across multiple branches
Fleet management	Centralized oversight and purchasing scale

First WinShared management and centralized support can move a company from roughly $200K EBITDA to $300K EBITDA before serious capacity expansion begins.

That first lift comes from cleaner operations, less duplicated overhead, better pricing discipline, and stronger management leverage.

AI-Enabled Advantage

Peak Trade Management becomes a smarter operating layer, not just a back-office hub.

Customer intelligence

Top spenders, repeat buyers, likely upsells, reactivation targets.

Marketing automation

Localized Facebook / Nextdoor deployment tied to open capacity and neighborhoods.

Route density

Fill gaps, reduce drive time, and cluster high-probability jobs geographically.

Field productivity

Technician scorecards, callback patterns, coaching, and estimate follow-up.

Value Creation

The first win is efficiency. The second win is capacity.

1

Buy Right

Acquire strong local businesses at standalone small-company multiples.

2

Improve Profitability

Centralize overhead, improve pricing, booking, reporting, and operating discipline.

3

Expand Capacity

Recruit and train more technicians, add trucks, grow revenue, and build leadership depth.

Target Profiles

We do not need one perfect type of company. We can create value through growth, efficiency, or both.

Strong operator - growth unlock

Good local business, profitable, but limited by labor, marketing, or owner bandwidth. Focus: add technicians, upsell, and new revenue streams.

Under-managed operator - fast EBITDA improvement

Good licensed techs, weak systems. Focus: install management discipline, clean up ops, then grow.

Mid-level operator - two lever opportunity

Decent business with room to improve both margin and scale. Focus: improve efficiency and add technicians at the same time.

Illustrative Company Example

What one acquired company can look like after execution.

Stage	Revenue	EBITDA	Valuation logic
At acquisition	$1.0M	$200K	5.0x EBITDA = $1.0M value
After shared management efficiencies	$1.0M-$1.2M	$300K	5.0x-6.0x EBITDA = $1.5M-$1.8M value
After technician / truck growth	$3.0M-$3.2M	$500K-$600K	7.0x-8.0x EBITDA = $3.5M-$4.8M value

5-Year Build

The bigger play is a regional trade group, not one improved company.

Acquire and scale 5-7 companies across plumbing, HVAC, and electrical while preserving local brands and centralizing the engine.

Year 1

Close first acquisition. Stand up Peak Trade Management. Centralize first layer of support.

Year 2

Prove EBITDA lift from centralization. Add technician capacity. Refine AI-enabled operating stack.

Years 3-4

Scale to 3-5 companies. Deepen shared services. Add regional leadership. Improve conversion and reporting.

Year 5

Scale to 5-7 companies. Position the larger business for recapitalization or premium exit.

Illustrative Multi-Company Outcome

Seven companies can become a much larger exit if EBITDA grows and the market treats the business like a real scaled operator.

Metric	At Entry	At Scale
Number of companies	7	7
EBITDA per company	$200K	$500K
Total EBITDA	$1.4M	$3.5M
Valuation multiple	5.0x	8.0x
Total enterprise value	$7.0M	$28.0M

Exit StoryAt exit, a buyer is not looking at seven random local businesses. They are looking at stronger EBITDA, centralized management, leadership depth, recruiting and training capability, and AI-enabled operating systems.

That is where a true platform-style multiple starts to appear.

Where Strategic Partners Fit

I am looking for more than passive capital.

Deal investor

Fund equity for specific acquisitions with real downside protection and upside participation.

Strategic builder

Help source deals, vet opportunities, find operators, and strengthen the larger business.

Capital connector

Bring lenders, investors, and repeat relationships that make scaling easier and faster.

Deal-Level Investor Economics

Simple structure designed to protect capital and preserve growth cash.

Example check$100K into a $1.0M acquisition

Preferred return8% current pay or accrued

Capital returnReturn of capital first at exit

Equity upside10% of remaining net sale proceeds

Appendix

Why Peak has a different workforce advantage.

Brian Fischer is the same person building Peak Trade Holdings and helping lead this work through the Center for Workforce Solutions.

CWS is focused on the top 100 high-demand careers in America.The work is centered on aligning industry, education, and workforce systems around real labor demand.

Education Design Lab connectionOpen-source, accelerated curriculum pathways tied to employer demand and faster on-ramps into high-demand careers.

National workforce contextBroader engagement in advanced-industry workforce conversations, including technical talent pipeline challenges.

Bottom LineMost buyers can buy a trade business. Very few are simultaneously building the workforce relationships, training strategies, and talent pipeline thinking needed to help those businesses actually scale.