A South Carolina couple who lost their jobs during the Covid started an air-conditioning business with just $2,000. Stephanie Postell and her husband, David Postell, founded Anchor Heating and Air in 2021 after being fired in December 2020. Nearly five years later, the company is on track to generate more than $8 million in annual revenue, according to Stephanie’s account on the Blue Collar StartUp podcast.Both had years of experience in the heating and air-conditioning industry, but starting their own company meant working with limited resources. They used their $2,000 to purchase equipment and began taking on jobs independently.The company, Anchor Heating and Air, now provides heating, ventilation and air-conditioning (HVAC) services in Charleston, South Carolina, and surrounding areas. In a podcast episode released September 9, Stephanie explained how they built the business and managed its growth.The couple also had to adjust to working together as business partners. Stephanie had previously been David’s boss, but their new venture required them to share ownership and divide responsibilities according to their strengths.
Starting with $2,000
Before launching Anchor Heating and Air, Stephanie and David had spent several years in the industry. According to their company’s website, they brought more than 30 years of combined experience when they started the business in 2021.They had also helped build an earlier HVAC company that reached $5 million in revenue within 20 months. However, losing their jobs in December 2020 meant starting again.Rather than purchasing an existing business, they established their own company with $2,000 for equipment. Stephanie said they reinvested the money earned from their first HVAC job into securing the next opportunity.They gradually expanded their services, which included air-conditioning repairs, maintenance and replacement, along with other heating and cooling solutions.
How the couple divided work
As the business grew, Stephanie and David decided to handle separate responsibilities and not manage everything together.While David took charge of the technical side, Stephanie focused on marketing and operations. This allowed both to concentrate on areas where they had experience.Stephanie said they avoided interfering in each other’s responsibilities. The arrangement was particularly important because she had previously been David’s boss, whereas they were now equal business partners.They also agreed to keep personal disagreements out of the workplace. Stephanie explained that they did not want employees to feel uncomfortable or worry about arguments between their bosses.
Children joined the business
The family connection extended to the company when some of the couple’s children worked there at different times. According to Stephanie, one child worked for approximately a year, while another stayed for up to four years.However, the couple maintained the same workplace rules for family members and other employees. Their children were expected to meet the same standards regarding performance, responsibilities and time off.Stephanie said they wanted to avoid preferential treatment and ensure employees were treated fairly, regardless of their relationship with the owners.
Keeping work-life balance
Outside the business, Stephanie and David share an interest in off-roading. They spend weekends riding side-by-side off-road vehicles, travelling and visiting off-road parks.Stephanie said the hobby allows them to spend time together without constantly discussing work, schedules or business problems.This separation has become part of how they manage their relationship while running the company. They try to maintain a professional environment at work while making time for shared activities outside it.
How the company reached $8 million
During the interview, Stephanie identified several factors behind the company’s growth, including appropriate pricing, understanding finances, building a recognisable brand and hiring capable employees.She also stressed the importance of explaining heating and cooling options to customers instead of using high-pressure sales tactics.The company’s website states that customers receive information about available solutions and prices before work begins, allowing them to choose services suited to their requirements.Stephanie also discussed investing in employees and establishing processes that support expansion. She said contractors need to charge enough for their services to sustain their businesses and support their workforce.Nearly five years after its launch, Anchor Heating and Air was on track to generate slightly more than $8 million in revenue during its fifth year, according to Stephanie. The amount is a revenue projection, not a confirmed profit figure.
