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Staff Profile: John Collie, General Manager of Sales

Airmaster is excited to announce the appointment of John Collie to the team. As Airmaster’s new General Manager of Sales, John provides a wealth of experience and will lead Airmaster’s sales team nationally. We spoke with John to gain a better insight into his experience and future plans with the organisation.

What are your responsibilities at Airmaster?

As the GM of Sales, I am accountable for achieving the overall revenue growth and margin generating opportunities for the Maintenance Sales department. This is important for two reasons; firstly, maintenance contracts are the genesis of almost all other revenue and margin generated by the rest of the business, and secondly, this sales growth is a critical strategic pillar in realising the significant Fusion25 plan.

How long have you been in the industry and with Airmaster?

As of November 19th 2020, I have been in the HVAC industry for as long as I have been with Airmaster. One month. My background consists of considerable management, sales, operational and contract management experience in construction, manufacturing and civil infrastructure industries.

One of the reasons I joined Airmaster is the fact that the HVAC industry is on the verge of a transformational change.

With changes in regulations & legislative priorities, substantial improvements in mechanical and digital technologies as well as a steady shift towards a fully integrated HVAC/Fire/Building Controls service offering. It’s an exciting time to be in this industry and at Airmaster.

What are the most rewarding and challenging parts of your job?

Having a clear purpose and developing a vision for transforming our, already high performing, sales team into a truly formidable well-oiled machine. It’s the perfect motivation to satisfy my need for achieving great things with a great team. The challenge comes from deciding which, of the many opportunities to focus on first.

What are you working on now, and what is your next big project?

My first-100-day plan is my current priority. I am most of the way through the first phase of that plan, which is about information gathering and learning about the business and its context within the industry. I’ll then move my focus to tying that intel and knowledge I’m gaining into some key insights about the business, opportunities and risks I’ve observed.

From there, I’ll take these insights to work with my team and other peers to develop our strategy for delivery on our ambition – to become the largest and preferred choice for all complex HVAC maintenance contracts nationally.


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