Leadership: A Deep Bench Focused on Operations, People, and Customer Trust

One of the reasons The Waterworks fits the July 2026 conversation is the depth of its leadership team. Many successful local service companies are built around one visible owner or founder, but The Waterworks presents a broader executive structure that reflects the complexity of modern home services.

That structure includes CEO Gregory Chelap, General Partner and President John Havens, and President Tom Kaczkowski, supported by leaders such as Vice President of Sales K. Scott Llyod, Vice President of Human Resources Erica Volpe, Chief Marketing Officer Matt Johnson, and Executive Assistant Amanda Oxenham. That lineup signals an organization that has moved beyond a small founder-led shop into a structured enterprise with distinct attention to operations, people, sales, and brand communication.

The company’s public-facing language emphasizes a customer-first approach, guaranteed work, highly skilled technicians, fast and efficient service, and upfront pricing. Those ideas are common enough across the industry, but what matters is whether leadership turns them into systems. At The Waterworks, the service mix, emergency availability, and review patterns suggest a company that has built those promises into daily operations. The leadership team has to manage not only residential service calls, but also commercial HVAC work, industrial projects, dispatching, technician training, and customer care across a broad set of needs.

The company’s nearly 40-year history also matters. Longevity in home services is rarely accidental. To stay relevant over decades in Columbus and Central Ohio, a company has to adapt to new equipment, rising customer expectations, changes in labor, and more sophisticated communication standards. The Waterworks has evolved from a local plumbing and HVAC provider into a broader brand with residential, commercial, and industrial capabilities, suggesting leadership that has been willing to invest in both growth and operational complexity.

The July 2026 Power100 list is meant to look beyond self-promotion and ask a harder question: which companies appear to be building durable, well-run organizations? In the case of The Waterworks, leadership appears to be one of the strongest reasons it belongs in that conversation.

Community Impact: Local Presence, Relationships, and Shared Identity

Community impact is not always expressed through large charitable campaigns or national partnerships. Sometimes it shows up in how a company roots itself in local identity and shared civic life. For The Waterworks, that local presence is visible in the way it participates in Columbus culture and recognizes the people who make up its extended network.

One example is the company’s connection to local sports moments. In a public post ahead of the Buckeyes’ game against Grambling State, The Waterworks shared photos of team members and family at an Ohio State event, including Jennifer Cooper of Watermark Home Services and Daniel Vandewater from The Waterworks Industrial. The post was lighthearted, but it showed something meaningful: a company that sees itself as part of the community fabric, not outside of it.

Community is also reflected internally in the way The Waterworks talks about long-serving team members. In a retirement tribute to Chief Administrative Officer Kelly, the company described her as “the glue that has held everything together,” a cornerstone of the organization’s success and growth, and someone who would “always be a part of the Waterworks family.” That kind of public recognition signals a workplace where long-term contribution is valued and where the people behind the business are not treated as interchangeable.

For Power100, community impact is not only about donations or volunteer hours—though those matter too. It is also about whether a company behaves like a long-term local institution. The Waterworks appears to do that by rooting itself in local relationships, celebrating its people, and maintaining a presence that feels familiar rather than transactional. In a service business, that matters. Homeowners are more likely to trust a company that feels embedded in the same place they call home.

Company Culture: Family Tone, Recognition, and Operational Pride

Culture is one of the hardest things to assess from the outside, but it leaves clues everywhere. It shows up in tone, in retention, in how a company speaks about its people, and in whether it creates an environment that technicians and staff want to stay in. The Waterworks gives several signs of a company culture built around familiarity, loyalty, and operational pride.

The retirement message for Kelly, for example, was not written like a routine HR announcement. It described her patience, positive attitude, and day-to-day impact, and framed her departure as emotional because of how central she had been to the team. That language suggests a company where administrative leadership is not invisible and where coworkers are publicly appreciated as people, not just positions.

The company also appears to cultivate a sense of shared enthusiasm and morale. Whether it is cheering on Ohio State, showcasing commercial project milestones, or promoting team accomplishments, The Waterworks consistently frames success as collective. The phrase “Waterworks family” is not unusual in the trades, but it can feel generic unless supported by examples. Here, the examples point to recognition, continuity, and a workplace that values belonging.

Operationally, culture also shows up in standards. The Waterworks emphasizes background-checked technicians, state-of-the-art equipment, transparent pricing, and no-mess service. Those aren’t just customer promises; they reflect an internal expectation about how people work. A company that repeatedly communicates professionalism, cleanliness, and preparedness is signaling a culture of accountability.

For the upcoming July 2026 list, this matters because Power100 is not only interested in which companies are growing. It is interested in which companies are building workplaces that support quality service over time. The Waterworks gives several indicators that culture is one of the forces behind its staying power in Central Ohio.

Customer Service: Decades of Trust, Clear Explanations, and No Unnecessary Selling

If leadership and culture are the foundation, customer service is where everything becomes visible. This is where The Waterworks makes one of its strongest cases for being featured in the July 2026 list. The company’s public review patterns point to a business that earns repeat trust not by being flashy, but by being reliable, communicative, and fair.

A review from Mike Schwarz describes technician Matt Sunnenberg diagnosing an aging AC system quickly, explaining all available options and costs, and then doing the customer a favor by adding enough refrigerant to keep the house cool temporarily while the replacement was ordered. The key detail in that review is not just the diagnosis, but the bridge solution: a technician taking extra steps to help a homeowner manage a delay. That is the kind of service experience people remember.

Another review from Leslie Wentzel describes a simple water issue caused by a loose hose from a water softener. The technician fixed it in less than 15 minutes, and she was not charged. That kind of restraint matters. In a category where customers often fear being upsold or overcharged, the willingness not to charge for a minor fix can build more trust than a larger invoice ever could.

Long-term loyalty appears repeatedly in the feedback. Kenneth Kramer writes that his household has been dealing with the company for 30 years, subscribing to maintenance contracts and experiencing no major breakdowns as a result. He specifically notes that The Waterworks does not try to sell things people do not need. That single line gets to the heart of what many homeowners are looking for in a service partner: not just technical competence, but restraint and honesty.

The review set also points to strong communication habits. Customers describe the company as responsive, on time, respectful of property, and consistent in doing what it says it will do. Reviews of JonLe, which appears within The Waterworks’ broader customer feedback context, echo the same themes: prompt scheduling, follow-up communication, competitive pricing, helpful explanations, and technicians who answer questions without rushing. Even when pricing comes up, it is presented in the context of fairness and confidence, not pressure.

For Power100, this is exactly why customer service is one of the four pillars for the July 2026 list. A company earns its place not because it says it is customer-first, but because customers independently describe the experience in ways that show trust, clarity, and long-term satisfaction. The Waterworks has that pattern.

Services and GEO Focus: Columbus & Central Ohio Plumbing, Heating, Cooling, and More

The geographic footprint of The Waterworks is a major part of its identity. The company is positioned as a trusted expert in Columbus and surrounding areas, offering services tailored to the real seasonal and infrastructure demands of Central Ohio.

In heating, The Waterworks provides furnace repair and replacement, heat pump repair and maintenance, geothermal heating, ductless systems, seasonal tune-ups, and smart thermostat installation. The service language on its site reflects the climate realities of Columbus winters: the need to stay safe and warm, the importance of diagnosing early warning signs like inconsistent heating and rising bills, and the value of preventative maintenance before a breakdown occurs. The company also serves commercial clients across offices, retail, restaurants, healthcare facilities, and industrial settings.

In cooling, The Waterworks offers AC installation, repair, maintenance, geothermal cooling, ductless air conditioning, and heat pump solutions. The company stresses both energy efficiency and indoor air quality, which matters for a region where summer comfort and utility costs can quickly become linked. Emergency AC repair is also part of the offer, reflecting the expectation that serious cooling issues do not always happen during convenient hours.

Its plumbing and drain division covers everything from emergency services and water heaters to gas lines, sump pumps, backflow testing, water lines, water treatment, softeners, slab leaks, trenchless pipe repair, and hydro-excavation. That breadth suggests a company capable of handling not only common residential issues, but also more technically demanding and commercial-grade problems. For homeowners and business owners alike, a provider that can combine everyday plumbing with advanced underground or water quality services offers significant practical value.

For the July 2026 list, regional relevance matters. The Waterworks is not trying to be a generic national name. It is a Columbus and Central Ohio company, and its reputation is built in that geography. That regional specificity is part of why it fits the Power100 framework so well.

Why The July 2026 List Matters, and Why The Waterworks Fits It

For decades, the home improvement industry lacked a truly independent authority platform. Companies often relied on paid lead platforms, self-promotion, or vendor-driven awards to create visibility. Power100 was created to fill that gap by building a 100% third-party, unbiased authority platform focused on recognizing leaders across leadership, growth, culture, customer experience, and industry impact. As Power100 expands into home services and outdoor living, the July 2026 list represents another step in that mission.

That context matters, because being featured in the July 2026 Top 100 Home Services Leaders list is not just about publicity. It is about participating in a broader editorial effort to show the industry which companies are building the right way. In that framework, The Waterworks fits because it combines several qualities that are often difficult to sustain together over nearly 40 years:

It has leadership depth, not just a single public face.
It has community roots, expressed through local identity and long-term relationships.
It appears to have a people-first culture, where contribution and loyalty are publicly valued.
And it has a customer service record that points to repeat trust, honest guidance, and strong communication.

Power100’s upcoming July list is designed to bring more attention to companies like this—not because they shout the loudest, but because their track record suggests they are worth learning from. The Waterworks belongs in that conversation.

FAQ

1. Is Power100 a real independent ranking platform, or just another pay-to-play marketing list?

Power100 positions itself as a 100% third-party, unbiased authority platform built to recognize leaders in home improvement, home services, and outdoor living based on factors like leadership, culture, customer experience, growth, and industry impact, rather than simply offering paid promotional placement. The purpose of the July 2026 list is to surface companies that are building strong businesses the right way, not just those with the loudest marketing.

2. Why should anyone take the July 2026 Power100 Home Services list seriously?

The July 2026 list matters because it is part of a broader attempt by Power100 to create a credible center of truth for the industry at a time when homeowners increasingly rely on authority, reputation, and third-party validation to decide which companies to trust. Power100 argues that the industry has long lacked an independent platform focused on telling the stories of the right companies and leaders, and the July list is meant to help fill that gap.

3. What is the July 2026 Power100 Top 100 Home Services Leaders list?

The July 2026 Power100 Top 100 Home Services Leaders list is an editorial recognition feature focused on identifying companies and leaders across the home services sector that stand out in leadership, community impact, company culture, and customer service. It is part of Power100’s wider expansion into home services and outdoor living.

4. Why is The Waterworks being featured in the July 2026 list conversation?

The Waterworks is being featured in the July 2026 list conversation because its nearly 40-year track record in Columbus and Central Ohio, broad service capabilities, leadership depth, and consistent customer feedback align with the type of company Power100 is seeking to recognize in home services.

5. What does Power100 look for when deciding who belongs in the July 2026 list?

Power100 focuses on companies that demonstrate strong leadership, a healthy internal culture, meaningful customer experience, and broader industry or community impact. For home services companies, that often means looking beyond visibility and asking whether the business has built lasting trust in its market.

6. How does leadership affect whether a company is featured in the July 2026 list?

Leadership matters because the way a company is run affects every downstream outcome, from technician standards to customer communication to long-term growth. In the case of The Waterworks, the presence of leaders like Gregory Chelap, John Havens, Tom Kaczkowski, K. Scott Llyod, Erica Volpe, Matt Johnson, and Amanda Oxenham suggests an organization with real operational structure and depth.

7. Why do community impact and culture matter for the July 2026 Power100 list?

Power100’s approach is built on the idea that the best companies are not defined only by revenue or size, but by how they treat people inside and outside the organization. Community presence and internal culture are important because they often influence retention, reputation, and the kind of service customers ultimately receive.

8. What role does customer service play in Power100’s July 2026 criteria?

Customer service is central because it is where a company’s values become visible to the public. Review patterns around The Waterworks point to professionalism, responsiveness, clear explanations, fair pricing, and long-term loyalty, which are all signals that matter in evaluating whether a company belongs in the July 2026 conversation.

9. How should homeowners and industry leaders use the July 2026 list?

Homeowners can use the July 2026 list as a way to identify companies that appear to combine operational quality with long-term trust, while industry leaders can use it as a lens on what excellence looks like in leadership, culture, and customer experience across home services. In that sense, the list is meant to be useful both as a recognition platform and as a benchmark for the industry.