CONTROLQORE FOR HVAC CONTRACTORS.
Generic accounting software can't report service agreements, replacement, and new construction as three different businesses, hold a refrigerant cost against the date it was quoted, or tell you what the A2L retool did to the cost of running a truck. ControlQore can.
ControlQore for HVAC contractors runs service agreements, replacement, and new construction as three divisions, each with its own cost codes, overhead allocation, margin structure, and P&L. Refrigerant and equipment carry a dated price basis on every bid, so a quote written under one regulatory posture isn't billed out under the next one. A2L tooling and certification cost is coded to the truck it was spent on rather than absorbed into overhead. The WIP schedule is produced monthly from cost-to-cost percentage complete on the construction division, where pay applications, retainage, and the industry's 56-day payment average live.
The refrigerant rules rewrote themselves twice in eighteen months, and every rewrite repriced inventory, equipment, and tooling decisions already made. R-454B carried a 42 percent producer surcharge plus a $4 per pound base increase, then another $2.85 per pound, with cylinders reported at $650 to $700 against roughly $350 for R-32. A2L equipment carries 15 to 20 percent higher manufacturing cost and reaches the customer 8 to 10 percent higher. Then EPA removed the R-410A install deadline in a final rule effective July 27, 2026, which repriced every legacy inventory position overnight. One blended P&L can't tell you which of those numbers you absorbed and which ones you passed through. HVAC contractors at $1M to $5M net 7.5 percent before taxes on the SPM 48-trade dataset against a CFOS target of 11 percent.
THE NUMBERS GENERIC SOFTWARE MISSES.
WHAT IT IS.
ControlQore is a job costing and WIP platform for commercial subcontractors at $1M to $12M that tracks cost by division, job, and cost code, so an HVAC contractor can read cost and margin per book, meaning service agreements, replacement, and new construction, each on its own cash curve.
WHERE IT GOES WRONG.
One P&L Across Three Different Businesses
Service agreements are recurring, fast-paying, and margin-rich. Replacement is weather-driven, consumer-financed, and fast cycle. New-construction subcontracting runs on pay applications, retainage, and the industry's 56-day payment average. Most shops report all three in one P&L, which prices all three wrong and hides which book is carrying the company. Since the A2L transition each book also carries different refrigerant economics, so the blend is now wrong in a fourth way.
Refrigerant Quoted Against a Rule That Moved Twice
Contractors priced, stocked, tooled, and certified against the end of R-410A equipment production, and then EPA declared the install deadline a low enforcement priority and removed it altogether in a final rule effective July 27, 2026. Pre-2025 units can be installed until supply runs out, and state law can still be stricter. If nothing in the accounting system records what a bid's refrigerant pricing was based on and when, there's no way to tell a repricing event from a bad job.
Certification and Tooling Buried in Overhead
The A2L retool ran $3,000 to $8,000 per truck on top of a Section 608 update, and certified, tooled shops billed labor at 18 to 30 percent above pre-transition rates while the rest of the market caught up. Coded as overhead, that spend looks like an expense that made the year worse. It was the product. Nothing in a generic chart of accounts connects the tooling outlay to the billing rate it unlocked, so the return on it never gets measured and the next compliance decision gets made on feel.
Seasonality Treated as a Cash Surprise
Replacement demand spikes with heat waves and cold snaps, so the shop staffs for peaks it can't schedule and then carries the bench through the shoulder months. Without the service agreement book reported separately, there's no way to see how much of that bench is already funded by recurring revenue and how much is being paid for out of construction receivables that are 56 days out. The cash squeeze then looks like a slow month rather than a structural one.
WHAT WE BUILD.
SPM sets up ControlQore with service agreements, replacement, and new construction as separate divisions. Each carries its own cost codes, its own overhead allocation, and its own P&L, and monthly reporting puts gross margin and cash cycle for all three side by side. Technicians and crews post to the division they worked in, so the split is maintained by how work gets recorded and not by a spreadsheet somebody rebuilds at month end.
Every bid records the date its refrigerant and equipment pricing was taken, and longer jobs carry escalation language tied to it. In ControlQore, refrigerant posts to its own cost codes by type, so R-454B, R-32, and reclaimed R-410A are reported apart from each other. When a surcharge or a rule change moves the cost, you can see which jobs were bid before it and which were bid after, and price the next one against something better than memory.
A2L recovery equipment, leak detection, and the certification cost behind them are coded to the truck and the division they serve rather than dropped into general overhead. The cost then sits next to the billing rate it supports, so the 18 to 30 percent labor premium a certified shop can charge is measurable against the $3,000 to $8,000 per truck that made it chargeable. Compliance capacity gets treated as capital in the business, which is what it is.
The service agreement book is reported on its own, with renewal count, revenue per agreement, and margin tracked monthly. That book is the smoothing instrument against weather-driven replacement peaks, and it's the number that tells you how much of the bench the shoulder months can carry. It also feeds the 13 week cash flow forecast, where recurring service inflow and construction pay-app inflow are modeled separately because they behave nothing alike.
The WIP schedule is produced monthly from cost-to-cost percentage complete on the new-construction division, where pay applications and retainage apply. Underbilled positions trigger a corrected pay application. Overbilled positions flag jobs where billing has run ahead of production, which on equipment-heavy HVAC scopes with stored units is easy to do. Service and replacement stay out of the WIP, because putting them in it makes the schedule useless to a banker or a surety.
THE OUTPUTS, LISTED.
FLAT MONTHLY FEE. NO SOFTWARE INVOICE.
Three tiers, priced by your trailing twelve month revenue. ControlQore comes with Strategic, and it never appears as its own line item on an SPM invoice. Which tier you're in depends on how much of the work you want off your desk.
Pricing
| Last 12 months revenue | Monthly fee |
|---|---|
| Up to $1M | $1,900 to $2,900 |
| $1M to $3.5M | $2,600 to $3,900 |
| $3.5M to $6.5M | $3,800 to $5,700 |
| $6.5M to $9.5M | $5,100 to $7,100 |
| $9.5M to $12.5M | $6,100 to $8,500 |
| $12.5M to $15.5M | $7,400 to $11,000 |
| $15.5M to $18.5M | $9,400 to $13,500 |
| $18.5M+ | Quoted individually |
Range reflects the three tiers below. Which one you're in depends on how much of the work you want off your desk. No payroll. No hidden line items.
You stop guessing.
You get the CFO work. Job costing built against the way you estimate, a 13 week cash forecast, monthly WIP, and a meeting every month that ends in decisions rather than a report.
Your bookkeeper keeps doing the books.
You stop touching the books.
Everything in Core, and we run the bookkeeping and the controllership as well. Nobody in your office is answering coding questions or chasing a reconciliation at month end.
We do the books. No payroll.
Every job shows its margin while it's still running.
Everything in Executive, plus the job costing and WIP platform set up, loaded with your cost codes, and managed for you every month. You never have to learn it.
We do the job costing.
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