By Ryan Edgington, former owner of Oxford Plumbing & Heating
When my grandfather started Oxford Plumbing & Heating back in 1951, he could never have imagined that, three generations later, the business would cultivate a legacy like this. For 70+ years, we were the neighborhood company that families called upon when their pipes froze or their heat went out.
And, before I knew it, my dad passed the baton to me, and years of success followed – until one day I woke up and realized I might only have another decade ahead of me, if I’m lucky. My first thought after that was how I could ensure Oxford thrives long after I step away.
My financial advisor recommended I connect with Commonwealth M&A, an advisory firm that specializes in small-to-medium-sized businesses. The next day, I picked up the phone and gave them a call; little did I know that conversation would completely change how I looked at my family-owned business, and what eventually led me to sell it.
What started as a question about the future became a four-month whirlwind that taught me more about myself and my company than I ever could imagine. Here’s what I learned from that experience, and what I’d tell any business owner who wants their company to continue after they leave the helm.
Work on the Business, Not Just in It
While I was never a technician myself, I made it a point in the early years to ride along with my team, help out where I could, and really understand what a day in their life looked like. It was the only way to truly grasp both the rewards and the frustrations of the job.
In my third year as owner, I decided to hire a consultant who encouraged me to step back and look at the company from an outside perspective. As a result, we restructured everything from marketing to pricing, departmentalized, set KPIs, and focused on the systems that made the business run well.
Rick Calabrese and Joe Bergin, the co-founders at Commonwealth M&A, later told me, “The stuff you did years ago is what made your company sell for what it did today. The ready businesses don’t have to rush when opportunity knocks; that foundation has already been strong.”
They were right. They then commended me, stating that from a buyer’s perspective, the preparation allowed me to put my best foot forward.
Put a No. 2 In Place
Since it came from my family and the generations before me, I thought no one could care about Oxford Plumbing & Heating more than I did. But the truth is, every company needs a solid second-in-command.
“Put a No. 2 in place,” I always tell people. “God forbid something happens, you need someone who can keep things running.”
Whether it’s a senior technician, an operations manager, or a foreman you trust, your second-in-command keeps the business stable and adds huge value. When buyers or partners look at your company, they don’t just see numbers; they really want to look at how well the business can run without you in the picture.
That’s what I centered on in my leadership, and it made all the difference. My second in command was in place, my employees were taken care of, and I felt great about the company’s ability to maintain momentum after I stepped away.
See The Value Clearly
Once Oxford Plumbing & Heating was running smoothly, I sat down with Rick and Joe as they began crunching the numbers and presented me with a valuation.
When I saw how much my company was worth, my jaw dropped. Seeing that number changed how I saw the business. It was a huge realization that over the last three generations, we had built more value than I’d ever given us credit for.
After we reviewed the valuation, that’s when it clicked: You don’t need to be ready to sell to benefit from knowing your company’s worth. A valuation is like a health check — it shows what’s working, what’s not, and where to put your focus next.
Watch the Market
The trades are changing fast. Between consolidation, AI, and private equity moving into the industry, the timing of your decisions matters more than ever.
Rick and Joe showed me how the market was moving in the plumbing industry – they called out how timing worked in my favor and noted how waiting even a year could have changed the outcome.
“The market aligned perfectly for Oxford Plumbing & Heating,” Rick had told me. “The HVAC and Plumbing industry is truly at a peak, and you dared to jump.” That stuck with me.
You can run the best operation in town, but if you ignore what’s happening around you, you might miss your window. Don’t wait until buyers, investors, or opportunities move on. If you notice the tides changing, ride that wave to the very end.
Post-Sale: The Oxford Legacy Continues
Selling Oxford Plumbing & Heating wasn’t the end of our story. It’s the next chapter. My grandfather started it with his hands, my dad grew it with heart, and I passed it on with guidance and strategy.
Joe had told me after closing, “You built a business people wanted to buy because it was one people wanted to work for.”
That compliment was the best I could have asked for.
Today, as the former owner, I’m helping with the transition, mentoring young tradespeople, and figuring out what’s next. It could be something that “feeds my soul,” as I explain it to my wife. But I’ll always be proud that Oxford Plumbing & Heating is still standing strong, serving the same community that my grandfather once did.
If there’s one thing I’d tell any owner in this trade, it’s this: Take pride in what you’ve built, but don’t be afraid to think ahead. The best legacy you can leave to a business is for it to succeed with or without you.
About the Author
Ryan Edgington is the former owner of Oxford Plumbing & Heating, a three-generation family business founded in 1951 and sold in 2025. Commonwealth M&A team successfully closed the deal with the company’s newest owner, ensuring a smooth transition for the employees and a new era for Oxford Plumbing & Heating.
