TDIndustries, Inc.

80-year-old Dallas-based mechanical contractor. ESOP (employee-owned). 2,500 employees per Apollo. Slower-growth, deeply-tenured culture — very different risk profile from ACCO.

Apollo enrichment is partial: no technology_names / current_technologies returned for the org, so the tech-stack wedge-mapping we did on ACCO is not possible here. Contact data is clean — all 6 emails verified. Keywords strongly confirm ESOP identity and a services-heavy book (maintenance, facilities services, service agreements, building controls).

Company intel (Apollo, 2026-04-21)

• Revenue: $300M (Apollo) — flag this as likely stale / understated. Industry reporting puts TDIndustries closer to $700M–$1B. Verify before putting a revenue figure in any outbound message.
• Employees: 2,500 (Apollo estimate). Growth is modest compared to ACCO: +1.28% last 6mo, +2.60% last 12mo, +9.27% last 24mo. This is a steady-state incumbent, not a scaling disruptor.
• Founded: 1946. 80 years of continuity. Employee-owned (ESOP) — Apollo keywords include "employee-owned", "employee-ownership model", "employee training", "community engagement", "trusted partnerships". Culture of Servant Leadership (Frank Musolino's LinkedIn headline self-identifies as "Servant Leader") — slower buying motion, relationship-led.
• HQ: 13850 Diplomat Drive, Dallas, TX 75234 (Apollo lists city as "Farmers Branch, TX" — the HQ is in the Farmers Branch area of Greater Dallas) · +1 800-864-7717
• LinkedIn: linkedin.com/company/tdindustries (linkedin_uid 23004). Twitter: @tdindustries
• Positioning keywords (signal-rich): mechanical construction, HVAC, plumbing, controls, building automation, facilities management, mission-critical facilities, data center infrastructure, medical gas systems, cleanroom construction, ultra-high purity fabrication, high-purity process piping, VDC modeling, prefabrication, truck-based service, customized service agreements, maintenance services, emergency repairs
• Service/maintenance book is clearly prominent. "Truck based service", "maintenance services", "emergency repairs", "customized service agreements", "facility operations", "building lifecycle management" all present → the service-maintenance-ai wedge is confirmed as the right angle for TD (different from ACCO where we pivoted to ERP/AP).
• NAICS: 23822 (Plumbing, Heating, Air-Conditioning Contractors). SIC 1731 (Electrical Work). Note: ACCO was SIC 1711, TD is 1731 — different SIC classification despite same NAICS.
• Industry tag: construction (primary, sole)

Technology stack

Apollo did not return technology_names or current_technologies for TDIndustries in this enrichment. This is a partial-enrichment result — contact emails came through cleanly, but the org-level tech-stack map is empty. To complete the wedge mapping we would need either a direct org-enrich call or job-posting scraping for technology hints.

What we can infer from keywords (not a stack, just identity signals):

• "vdc modeling", "vdc technology", "construction analytics", "smart building systems", "smart building solutions", "building automation", "building controls integration", "data-driven solutions", "modular prefabrication"
• Strong Controls / BAS identity — Gary Roden's role (VP Controls) aligns with this
• Preconstruction / VDC is a named discipline (David Fultz owns this as President of Preconstruction & Business Improvement)

Action item: before Ajay's outbound kicks off, run apollo_organizations_enrich against org_id 54a129d469702d90a2b1f801 to pull the technology_names array. Without it, personalization is weaker than ACCO.

Named contacts — enriched

All 6 emails are Apollo-verified (email_status: "verified"). All 6 are currently at TDIndustries per employment_history current: true entries. No retired / stale flags.

⚠️ Dossier corrections from Apollo enrichment

1. Frank Musolino is NOT Dallas-based — he is in Tampa, FL. He joined TDIndustries as CEO in December 2023 from Power Design, Inc. (Tampa-based construction firm, where he was CEO 2020–2023, with 16+ years of progressive history there). This is a hired-in outsider CEO, not a TD lifer. His headline is verbatim: "CEO, Entrepreneur, Investor, Husband, Father x3, Servant Leader". The "Servant Leader" self-identification is an explicit nod to TDIndustries' Servant Leadership culture — Frank knows the culture script and is signaling alignment. ~28 months in seat.

2. Nikki Morgan's title in Apollo is "Executive Vice President" — the original dossier had her as "EVP, Building Services Operations". Apollo does NOT confirm the "Building Services Operations" qualifier; her Apollo title is just "Executive Vice President". Also note: Apollo shows her start_date as null for her current EVP role (most recent dated entry is VP 2005-10 to 2013-06, so she's been at TD for 20+ years at minimum). She is based in Houston, TX, not Dallas. She is the only contact with a meaningful employment gap in Apollo's timeline (2013–current unmapped beyond title).

3. David Fultz's correct title is "President, Preconstruction & Business Improvement" (ampersand, not "and"). Apollo also surfaces a concurrent current role: Board Member at Construction Education Foundation North Texas (since 2020-06). This is a nonprofit/industry board — use for rapport, not a conflict. Promoted to current role 2024-05, so ~24 months in seat. Full TD veteran: joined as Project Manager in 2008, every role since has been at TD. 18-year TD lifer.

4. Lauren Turner also sits as Chair of the Board of Directors at Metrocrest Services (since 2025-10). Metrocrest Services is a Dallas-area community-services nonprofit, not a competitor. She was a regular Board Member there 2020-10 through 2025-09, then elevated to Chair. TD career: joined 2007 as Project Intern → Lockheed Martin manufacturing engineer 2009–2014 → back to TD 2014 as Process Improvement Specialist → steady climb → President, Building Services 2024-05. 12-year current-run, 19-year total TD affiliation. Prime "TD lifer" narrative.

5. Gary Roden came in lateral, not up the ranks. He was President of Aguirre Roden, Inc (likely his own firm, 1996–2018, 22 years) before joining TD in 2018 as VP Design Build Business Development, then promoted to VP Controls 2023-07. Pre-Aguirre: The Trane Company (1984–1996), MCC Powers (1983–1984). Strong controls/BAS pedigree — fits the Controls division cleanly. Also: former Coppell, TX city council member 2012–2021.

6. Andrew Stokes is a TD-internal promotion CFO. He joined TD in 2019-08 as VP Controller, promoted to CFO 2023-08. Prior: Invitation Homes (VP Reporting & Technical Accounting 2018–2019), ClubCorp (5 years in corporate accounting, 2012–2018), PwC manager (2006–2012). ~32 months as CFO. Similar "new-ish CFO" reshape-window as ACCO's Bradley Graham, but TD's is an internal hire.

7. ESOP is confirmed by Apollo keywords. Both "employee-owned" and "employee-ownership model" appear — same signal ACCO had. TDIndustries has been ESOP since 1971 per industry knowledge; Apollo corroborates the identity marker.

8. Revenue figure is likely stale. Apollo's organization_revenue_printed: "300M" is materially below widely-reported industry figures (TD has been reported at $700M+ for several years). Treat $300M as a lower-bound footnote, not an outbound talking point.

9. technology_names / current_technologies are absent from this enrichment response. Unlike ACCO, we cannot yet build a tech-stack wedge map. Re-enrich the org before finalizing Ajay's opener.

10. Departments data is thin. Apollo only populated departments for Frank (c_suite) and Andrew (c_suite, master_finance). Lauren, Nikki, David, and Gary all have departments: [] and subdepartments: []. Seniority tags are fine (c_suite / vp). This limits programmatic filtering in Sales Nav; name-based targeting required.

Motion (revised post-enrichment)

Primary sponsor target

Frank Musolino (CEO) — not Andrew Stokes. Reasoning:

• Outsider-hired CEO (~28 months in seat) brought in from a Tampa construction firm. Still in the "reshape the operating model" window.
• His self-declared "Servant Leader" framing says he understands he's the steward of an ESOP culture — he will be evaluated on whether he modernizes WITHOUT breaking what makes TD TD. Our narrative of "AI that amplifies tradespeople, doesn't replace them" lands here.
• Based in Tampa, FL — suggests he's used to managing distributed and remote execution, which pairs with a private-AI / field-service productivity pitch.
• Direct verified email.

Opening angle for Musolino (service-maintenance-ai wedge):

> *"Frank — two years in, you're deep into the part of the CEO cycle where service-side productivity decides whether the next ESOP valuation is up or flat. We've worked with mechanical contractors on AI for truck-based service dispatch, work-order intelligence, and recurring-maintenance contract margin. It's built to amplify techs, not replace them — which matters more at a Servant-Leadership ESOP than almost anywhere else. 15 minutes?"*

Parallel track — finance sponsor

Andrew Stokes (CFO) — internal-promotion CFO, 32 months in seat. TD veteran (joined as VP Controller 2019) who earned the top job. Finance AP/ERP angle is viable but secondary to the service wedge here. Reference his PwC / Invitation Homes / ClubCorp history if ever needed — he understands both public-company-grade reporting and private/PE-backed playbooks.

Operations track — service P&L owner

Lauren Turner (President, Building Services) — this is the operational owner of the service-maintenance-ai wedge's P&L. Building Services IS the service/maintenance book. She is the single highest-leverage title on this list for our wedge. 19-year TD affiliation, 12-year current run, Metrocrest board chair → community-leader profile. Opener should invoke TD's service culture, truck-based service scale, and the Metrocrest community work (tasteful human touch, not transactional).

Opening angle for Turner:

> *"Lauren — your Building Services P&L is the cleanest showcase of TD's Servant-Leader model: truck-based service at scale, customized service agreements, emergency response. AI for mechanical-service dispatch and work-order intelligence is where we live. Would love 15 minutes to show what we've built for contractors running books like yours."*

Technical track — controls / BAS owner

Gary Roden (VP Controls) — former Aguirre Roden president (22 years), Trane alumnus, lifelong controls guy. Technical credibility matters to him. Talk building automation, smart building systems, data-driven service, predictive maintenance. Do NOT lead with finance or ERP.

Preconstruction / business-improvement track

David Fultz (President, Preconstruction & Business Improvement) — the word "Business Improvement" in his title is not decorative; he owns process-improvement at the enterprise level. 18-year TD lifer. He is the natural sponsor for any AI pilot that crosses from precon into field ops. Good candidate for a Phase-2 "OCR-Lab / ContractorOps" wedge (precon doc intelligence), but Phase 1 should lead through Turner + Musolino.

Cold-air-cover / broad awareness

Nikki Morgan (EVP) — title is just "Executive Vice President" in Apollo (no functional qualifier), based in Houston. Her current start_date is unknown in Apollo. Until we know her specific remit, treat as CC / awareness target, not primary.

Content personalization signals (feed to mc-personalized-dms)

The richest signals for DM / thesis post personalization:

• ESOP / Servant Leadership culture (1946 founding, keywords confirm) — "Private AI for employee-owned contractors" hook reusable from ACCO playbook, but lean harder into Servant Leadership specifically (TD's public identity)
• Truck-based service at scale — keyword is explicit; this is TD's signature offering
• 80-year tenure — "next 80 years of mechanical service" long-arc narrative
• Frank Musolino's own "Servant Leader" self-branding — mirror this language; it is his explicit frame
• Mission-critical facilities, data-center infrastructure, medical-gas, cleanroom, high-purity fabrication — very high-value verticals with real AI-for-maintenance ROI
• VDC modeling / smart building systems / building controls integration — David Fultz (precon) and Gary Roden (controls) both intersect here
• Greater Dallas HQ + multi-market footprint (Houston, Fort Worth, Tampa) — distributed service ops
• Community involvement (Metrocrest, Construction Ed Foundation North Texas, Coppell city council) — TD leadership personally invests in community; rapport fuel, not pitch fuel
• Contrast with ACCO: ACCO grew 14.7% 12mo, TD grew 2.6%. TD is a steadier, more conservative buyer. Pace outbound accordingly — longer nurture, more reference-anchored.

Signals log

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Engagement log

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