Reviving Work Ethic in Hvac Industry with Mentorship

Justin Furey, Project Manager, icon Mechanical

Justin Furey is a project manager with Icon Mechanical’s Convergent Solutions Group. After spending 18 years in New York City, he recently moved to Nashville, bringing with him a deep passion for delivering exceptional results in the construction industry.

Justin's career began as an apprentice and over the years, he has developed expertise in project and service management, as well as startup and commissioning. His experience spans iconic projects such as the New York City Hall Rehabilitation, 1 Hotel Central Park, Westin Jersey City Newport, West Point Military Academy and the National Basketball Players Association headquarters. In all his professional endeavours— whether collaborating with clients, managing vendors or adapting to the ever-evolving construction industry—Justin prides himself on a straightforward, forward-thinking approach.

Through this article, Furey emphasizes on the significance of investing in mentorship, providing opportunities for young workers and fostering a strong work ethic in the HVAC industry.

Show up early, put in the hard work and take pride in your craft. Sounds easy enough, right?

Today, I’m left wondering; has that standard slipped?

● Are younger workers lacking proper training or discipline?

● Are cultural or generational shifts impacting work ethic?

● Is technology changing expectations and work habits?

Part of the problem stems from a workforce gap. Many skilled trades people are retiring, and we are struggling to replace them. Another factor is a lack of mentorship for younger workers entering the field.

One issue, though, is not unique to HVAC or construction—it’s systemic across industries. Companies often hire only those with experience, a degree or who fit a rigid mold. But how is someone supposed to gain experience if they are never given the chance?

Take, for example, a young man I interviewed a year or two out of high school. He had completed a 900- hour electrical course and during high school, he had consistently worked his way up at Panera. He continued working while advancing his education.

He did not “fit the mold” and lacked direct HVAC experience. But he had something Invaluable; intangibles— qualities that aren’t easily taught or grasped. I hired him for a controls position without hesitation.

Today, I’m proud to say he’s thriving in the business.

Here is the truth - it’s up to companies to invest in their future workforce. That means dedicating time and resources to mentoring young workers instead of chasing short-term profits.

Another example, I hired two techs out of school with limited industry experience. I developed a progression plan for them with my two top senior techs. Every three weeks, I rotated the younger techs between the senior techs, with clear instructions to focus on training them and letting them take the lead on tasks.

After about six months, I saw the positive results of this approach. The younger techs were ready for separate paths within the company. Outside of this setup, I also analyzed incoming tasks, service calls and projects to ensure younger techs were assigned jobs they could complete successfully without causing damage, freeing up my main techs for more complex work.

“We need to get creative and invest in mentorship programs where seasoned professionals pass down their knowledge, instilling the pride and work ethic this field demands”

This approach was not just rewarding for the company—it was transformative for the techs themselves.

Sure, it’s easy to blame the younger generation—Gen Z, Millennials—but the truth is, we need to look at ourselves and our companies. What are you doing to further the industry?

I will brag a little here and say I’m pretty good at positioning people to leverage their strengths, while they build up in the areas needing improvement. Companies need to commit to this approach, reward growth, align people with their talents and create an environment where young workers can thrive.

I also worked with building manager friends who saw the benefits of my plan. I gave them advance notice that the tech I was sending was inexperienced but capable, assuring them the work would be done correctly, albeit a bit slower. It is important to ensure that any extra time is not passed on to the client, for example, a maintenance.

Honesty goes a long way.

Blindly sending someone out to complete a task—or worse, trying to “get over” on a client—never works in the end.

We need to get creative and invest in mentorship programs where seasoned professionals pass down their knowledge, instilling the pride and work ethic this field demands. At the same time, we must show younger generations that HVAC is not just a job—it’s a career that provides stability, purpose and respect.

The HVAC industry does not just heat and cool buildings—it builds trust, safety and reliability. If we want to preserve the integrity of this profession, we must recommit to the work ethic that has always been its foundation.