Technical ability mattered. So did the person at the door.
For Thomas Livaudais, the people representing One Hour New Orleans needed more than a familiar job title on their résumé. They needed to communicate clearly, treat customers respectfully and bring the motivation to do good work.
During a December 2025 client review, Thomas described a customer service business that happened to provide heating and air conditioning. That view shaped the search: experience mattered, but so did how a candidate spoke to people and approached the job.
Yellowstone supported recruiting across HVAC service, installation-related pipelines and customer service roles, beginning in March 2025.
Turn the owner’s standards into a better screen.
A useful candidate pipeline has to reflect how the owner actually makes hiring decisions. Yellowstone’s recruiter and client success lead reviewed candidates with Thomas and clarified where the initial screening needed to change.
One important distinction was the difference between the role a person applied for and the work they could do. Thomas explained that candidates entering an installation pipeline had been hired into service technician positions. The conversation refocused the team on the immediate service need rather than treating the application category as the final answer.
The recruiter committed to updating phone-screen questions around communication, motivation and customer care. The team also clarified which criteria were firm requirements and which needed a closer review, so promising candidates were not dismissed before the client could evaluate them.
This is working. We’re getting, you know, a lot of candidates.
Give good candidates a practical way forward.
Thomas wanted to keep meeting people without making the search so narrow that potentially strong candidates disappeared. Yellowstone worked with him on a simple handoff: flag people ready for an in-person interview and identify others who merited an initial phone conversation.
That distinction gave the hiring team a clearer next step and helped account for candidates who were already working or lived farther from the office. The recruiter’s notes could explain both why someone looked promising and how the client should meet them.
The value was in the ongoing adjustment. Candidate feedback became guidance for the next screen, and the recruiting team stayed connected to what Thomas wanted in the field.
14 hires across the people who deliver the service.
Through October 1, 2026, Yellowstone’s account history records 14 hires for One Hour New Orleans. The supporting hiring records include HVAC talent and customer service representatives, reflecting needs on both sides of the customer experience.
On the December 2025 call, Thomas confirmed hires and described qualities he valued in the people selected. He also said the candidate flow was working. The conversation then moved into refining the fit of future candidates.
This engagement shows how recruiting support can combine candidate volume with a more precise understanding of the business. The work was about finding people and continuing to improve how those people were evaluated.
Dates and reporting context
Results reviewed November 11, 2026. The account records 14 cumulative hires after March 24, 2025 onboarding, with the last hire dated October 1, 2026. Pipeline names do not establish final job titles, so no numeric role breakdown is claimed. The client quotation and screening discussion are from December 12, 2025 and describe that point in the engagement, not a current satisfaction rating. Hire totals are not retention or net headcount measures.
