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Strategic Advisor·Home Services

Craig Steinke

Executive Chairman at Service Logic

Charlotte, NC

CS
Why they matter

Grew Service Logic from $150M to $2.2B in revenue as CEO, making him a rare source of firsthand insight on scaling HVAC/home-services roll-ups.

Background

Craig Steinke is Executive Chairman of Service Logic, the largest privately held commercial HVAC and mechanical services network in North America, having stepped down as CEO in September 2024 after 11 years in which he grew revenue from roughly $150 million to over $2.2 billion. A CPA who began his career at Arthur Andersen, he has been an Operating Partner at Sterling Investment Partners since 2008 and previously ran Eagle Family Foods, GPX International Tire, and held senior roles at BHP Copper and Magma Copper. He has also served as an independent director of Builders FirstSource (NYSE: BLDR) since 2006.

Notable deals

  • 2024
    Grew Service Logic from ~$150M to over $2.2B in revenue as CEO via a decentralized acquisitions model, then transitioned to Executive Chairman
  • 2007
    As President & CEO of Eagle Family Foods, led the company through its ~$248M sale to The J.M. Smucker Company
  • 2008
    Joined Sterling Investment Partners as Operating Partner, directing portfolio investments including GPX International, Lazer Spot, and Service Logic

Call-prep brief

Craig Steinke — Executive Chairman, Service Logic

Background

  • CPA (Arthur Andersen) turned operator; ran BHP/Magma Copper business units, then GPX International Tire and Eagle Family Foods (sold to J.M. Smucker, 2007)
  • Joined Sterling Investment Partners as Operating Partner in 2008; took the CEO seat at Service Logic in 2013
  • Independent director of Builders FirstSource (NYSE: BLDR) since 2006

Current focus

  • Stepped down as Service Logic CEO in Sept 2024, now Executive Chairman providing advisory support to successor Jason Richardson
  • Service Logic was sold by Leonard Green & Partners to Bain Capital (with Mubadala) in Dec 2025 — Steinke's public operating role likely narrows further post-close

What he cares about

  • Decentralized, acquisition-led growth models; margin expansion and operational excellence at scale
  • Building durable management benches so founder/CEO-led platforms survive ownership transitions

Sensitivities

  • Recently retired from day-to-day operations — may be reluctant to comment on Service Logic post-Bain strategy or speak for current management
  • Sits on a public-company board (BLDR); will be careful about anything resembling MNPI or competitive intel
  • Longstanding Sterling/LGP relationships — gauge whether he can speak freely about a competing sponsor's roll-up

Questions to ask

  1. What made Service Logic's acquisition/integration playbook repeatable across 100+ locations — and where did it break down?
  2. How did the decentralized branch model change as revenue scaled past $1B?
  3. What should a new platform sponsor get right in year one of an HVAC/home-services roll-up that most get wrong?

Outreach draft

Subject
Question on scaling HVAC roll-ups
Hi Craig, I came across your work building Service Logic from roughly $150M to $2.2B in revenue and wanted to reach out. My team is evaluating a home-services roll-up opportunity and is trying to get smart on what separates a well-run decentralized acquisition strategy from one that stalls out. Would you be open to a 30-minute call in the next couple of weeks? Happy to work around your schedule, and we'd of course compensate for your time. Thanks in advance — hope to connect soon. Best, [Placeholder Name]

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