Specializing for Success: How Armstrong Comfort Solutions Stands Out

Company: Armstrong Comfort Solutions
Location: Butler, PA; serving Pittsburgh and much of Western Pennsylvania
Key Contacts: Don Tacik, President

Carving Out a Niche in a Competitive Market

In Butler, Pennsylvania, one HVAC and plumbing company has set itself apart by specializing in areas others can’t (or won’t) work on. While Armstrong Comfort Solutions offers full-service residential HVAC and plumbing, the company has also built expertise in boilers, oil-fired equipment, and geothermal installations—key needs in the region.

Additionally, Armstrong operates a main drain and sewer line division, with capabilities in camera inspections, pipe replacements, trenchless pipe lining, and full-scale excavation—areas many competitors avoid.

“Some of the work we do, like boilers and oil-fired equipment, is tough, and a lot of people are getting out of it,” Armstrong Comfort Solutions President Don Tacik explains. “But if you have the right resources—especially those affiliated with Nexstar—you can build the right team, develop the right capabilities, and do a lot of business in those spaces.”

Overcoming Industry Challenges

The HVAC and plumbing industry in Pennsylvania presents unique challenges, particularly with licensing. Outside major cities like Philadelphia and Pittsburgh, little regulation exists. “Technically, anyone with a backhoe and a six-pack of beer can work on your house,” jokes Don. This has created a highly competitive landscape, with hundreds of other companies trying to compete in Armstrong’s service area.

Talent acquisition, wage inflation, and consumer hesitation due to economic uncertainty were additional challenges in 2024. “Last year, there was a lot of uncertainty in the financial market and political landscape, which led to consumer hesitation,” Don explains. “But one of our core goals is to be the employer of choice, so we can deliver the customer experience of choice.”

A Culture-First Approach to Growth

Don likens the concept of being an employer of choice to a restaurant chain, where one location may provide outstanding service while another falls short. “The difference? Management. A great manager creates a great experience, and a bad manager creates a bad one,” he says.

Recognizing this, Armstrong has been focused on strengthening company culture. This meant making tough staffing decisions to ensure team members aligned with company values. “In the past, we let our fears dictate decisions—we’d keep someone who was disrupting the team just because they had technical experience we thought we couldn’t afford to lose. In 2024, we stopped doing that.”

Driving Operational Effectiveness

Don attributes Armstrong’s success to a combination of internal commitment and Nexstar’s resources. “At first, we didn’t believe we could hit the same performance benchmarks as other Nexstar companies,” he says. “But as we worked through the process, we learned the why, mastered the how, and started taking small steps toward meeting those benchmarks.”

Key strategies included:

• Daily huddles and a “bad news fast, good news often” communication approach.
• Weekly one-on-ones to drive accountability and bridge leadership gaps.
• Onsite coaching and deep-dive sessions with Nexstar coaches, including Jamie Robinson, Jason Green, Margot Shaffer, and Joshua Tessier.
• Business Planning Workshop (BPW) engagements to fine-tune goals and expectations.

Don credits the entire team’s hard work and willingness to embrace change as the driving forces behind their progress.

Measuring Success

Armstrong saw 19% top-line growth in its first year of the new approach, along with a similar percentage increase in profitability. Their cultural shift also led to a 25% decrease in turnover, and the 14-member leadership team remained intact throughout the company’s operational and cultural improvements.

Looking Ahead

Armstrong has ambitious plans for the coming year. “Like everyone else, we’re looking to improve sales, customer service, and operations. But on top of that, we’re outsourcing business support functions so we can focus on what we do best,” says Don. “For example, we’re outsourcing inventory to a vendor-managed system and fleet management to an external provider. By offloading them, we can keep our focus on delivering great service. We’re also restructuring and growing our maintenance club membership. That’s a major priority. Finally, we’re strengthening our safety culture.”

Despite industry challenges, the company is already seeing a strong start to the year. “Compared to last January and February, we’re already doing much better,” Don says. “Part of that is because last winter was mild, and this year’s winter has been brutal, which has helped our business. But part of it is also the changes we’ve made.”

With a strong team, refined strategy, and focus on cultural and operational excellence, Armstrong Comfort Solutions is well-positioned for continued success.