Grup Nextclima

Who Is Marc Giné

What this tells us: he thinks like both an investor and an operator — he raised the capital, did the deal, and is now running the business day to day. He will respond to ROI/margin framing (investor instinct) as much as to "make my team's day easier" framing (operator instinct). He's also the first CEO of a just-merged entity — he has personal stake in proving the buy-and-build thesis works operationally, not just financially.

Company Snapshot

Industry — Exact Classification

What "trade/installation contractor" actually means: Nextclima doesn't manufacture anything, and doesn't hold inventory to resell the way a distributor does. It's the same commercial category as an electrician or plumber, scaled up — for HVAC. Revenue comes from three places: (1) design/engineering a system for a specific space, (2) labor to install it, (3) recurring maintenance contracts after. The equipment itself is a pass-through from real manufacturers. This is structurally different from Aronlight (owns and distributes its own electrical component catalogue) or Lamosa (tile distributor with fixed SKU inventory) — the "quote" here is closer to a construction/services estimate than a catalogue-SKU quote.

Who Do They Sell To — Segment Breakdown

Pulled directly from Airnou's and Termotur's own service pages. Ordered by likely ticket size, biggest first — this ordering is inference, not confirmed, ask directly on the call.

What Do They Exactly Sell

Is It B2B? — What We Know vs. What to Ask

Workflow Validation — Does Aronlight-Style Quote Gen + Order Entry Actually Fit?

Theory-Stage Attribute Schema (a good guess, zero client data)

ai-system-guide's attribute-schema-bootstrap-playbook defines the discipline for this: "the explicit list of product characteristics the matching system is allowed to see and reason about." Any attribute not in the schema is invisible to the system — silently. It has a Theory stage — draft the schema on day 1, zero client data, purely from company info + industry priors — before any real ERP/catalog access exists. This is that draft for Nextclima.

Aronlight's schema is simple because Aronlight owns one catalogue with fixed SKUs (wattage, finish, size — all fields sitting in their own Odoo). Nextclima's is structurally harder: there is no single owned catalogue. The "product" gets assembled per-project from multiple manufacturers' spec sheets, and several deciding attributes can only be determined by a technician standing in the space — not extracted from a text message.

The bolded rows are why the site-visit-required fork below matters so much. For anything beyond the smallest residential jobs, roughly half the attributes needed to actually price the job cannot come from the inbound message at all. That's a fundamentally different automation shape than Aronlight's: there, the whole schema is extractable from the request and resolvable against one catalogue. Here, the realistic first win is more likely automating the intake and routing (structuring the request, flagging segment/application, getting it to the right engineer fast) than automating the quote generation itself — unless the call reveals a standardizable sub-segment (e.g. small residential/commercial split installs) where capacity and config really are near-fixed. Confirm this directly rather than guess further — see questions below.

Specific questions to validate A2/A6 fit directly on the call:

1. "When a request comes in, is it usually for a standard product/service (e.g. a specific AC unit model, a standard maintenance contract) or does someone need to visit the site first to scope it before quoting?"Why: this is the single biggest fork. Site-visit-required = A2 doesn't apply as-is; standard-catalogue = it's a near-direct fit.
2. "Roughly what share of your quotes are for a small, repeatable set of standard installs/services versus fully custom industrial jobs?"Why: even a partial share of standardizable requests (e.g. residential/small-commercial AC installs) could be a scoped first workflow, even if the industrial side stays manual.
3. "Do you have a defined price list or catalogue for standard units/services today (a document, a spreadsheet, a system), or is every quote built from scratch?"Why: A2 needs something to match against — no catalogue means this needs to be built first, which changes scope and price.
4. "How structured are the inbound requests — do people reference a specific unit/model, or describe the problem in free text ('my AC stopped working')?"Why: free-text problem descriptions need a different (probably B4-shaped) intake, not A2's catalogue-matching.
5. "Once a quote is approved, what happens next — is there a separate step where the job gets scheduled and materials/parts get ordered?"Why: this is the A6 (order entry) equivalent — confirms whether there's a distinct, automatable order-entry step at all.

If this comes back low-priority (custom, site-visit-heavy, no real catalogue) — fallback hypotheses to have ready:

• B4 — After-Sales / Service Case Management (already flagged as most likely): maintenance calls, repair requests, and technician dispatch across ~70 field staff and 3 provinces. Doesn't require a product catalogue — just structured intake + assignment + tracking. Probably the safer, more likely first workflow regardless of what Q1-Q5 reveal.
• Maintenance contract renewal tracking: if they run recurring annual maintenance contracts (very common in HVAC), a semi-automated renewal/reminder + scheduling flow could be a clean, bounded first win — closer to B2's shape but for client-installed equipment rather than internal machines.
• Technician scheduling/dispatch optimization: routing ~40 technicians across Barcelona/Tarragona/Girona is a real ops problem at this scale — not in the current module registry, would be a custom scope if it comes up.
• Merger back-office unification: Airnou (43 employees) and Termotur (18 employees) are still two separately-registered SLs — whatever admin process hasn't been merged yet (invoicing, scheduling, client records) is a live, concrete pain independent of any quote/order workflow.

Pain Hypothesis

Must-Have Questions — Don't Leave the Call Without These

1. "You've got ~70 people across the merged group — 40 technicians and 8 engineers is what I could piece together publicly. What's the actual breakdown, and what does everyone else do day to day?"Why: ~22 people are unaccounted for — could be back-office, sales, admin, warehouse. We don't actually know the org shape, only guessed it.
2. "What do you use today to manage jobs, invoicing, and scheduling — do you have an ERP or any system of record, or is it mostly Excel/paper/WhatsApp?"Why: must-have. This is the single most load-bearing fact for scoping any integration and it's currently a total unknown for both entities.
3. "What's actually different between how Airnou and Termotur operate — different specialties, different client types, or just different geography for the same service?"Why: they read as near-identical HVAC installers from outside. We don't know if they're complementary or functionally redundant post-merger — changes how "unifying the back office" gets scoped.
4. "Just to confirm — you don't manufacture any of your own equipment, and you don't hold distributor inventory to resell, right? Everything's sourced per-project from brands like Daikin, Mitsubishi, etc.?"Why: this is our own inference from the CNAE code and public service pages — confirm it directly instead of assuming it.
5. "Roughly what's the split of your work between new installation, system design/engineering, and ongoing maintenance — by revenue or by people's time?"Why: determines where the real pain concentrates. Mostly maintenance → B4 is even more clearly right. Mostly new installs → quoting/design intake matters more.
6. "Which of your client segments — industrial, hospitality, community associations, residential — is actually biggest by revenue, and roughly how big is the industrial piece specifically?"Why: the segment ordering in this doc is inferred from service-page emphasis, not confirmed. Industrial size matters most since that's the closest match to our other proof points.

5 Opening Discovery Questions

1. "What problem did you have in mind when you reached out?"Why: always start here — let him name the pain before any module gets pitched.
2. "You just brought Airnou and Termotur together — what's been the hardest part of merging how the two teams actually run day to day?"Why: the merger-integration angle is the freshest, most concrete pain available and shows you did the homework on the deal.
3. "Walk me through what happens today when a client calls in with a service or maintenance issue — who picks it up, how does it get tracked?"Why: directly tests the B4 hypothesis without presupposing it.
4. "How does a new installation or maintenance job get quoted right now — is that on paper, Excel, WhatsApp, something else?"Why: tests the A2 hypothesis and surfaces the current tool stack.
5. "You mentioned this is deal #1 of a broader roll-up plan — how are you thinking about building systems that scale as you add more companies, versus just fixing what Airnou/Termotur have today?"Why: surfaces whether he wants a platform investment (bigger, multi-entity opportunity) or a point fix — changes how you frame scope and pricing.

Module-Specific Follow-Up Questions

• If he mentions service calls / technician dispatch chaos → ask: how many service cases per week/month, how are technicians currently assigned, is there any system today or is it fully manual? (This scopes B4.)
• If he mentions quoting delays or lost inbound leads → ask: what channel do requests come in on (phone/WhatsApp/email/web), and who currently writes the proposal? (This scopes A2.)
• If he mentions two separate systems from Airnou and Termotur → ask directly whether unifying them is already budgeted/planned, and whether that's IT-led or operations-led. (Surfaces whether IT is a blocker or an ally.)

Decision Tree

• He names a specific pain immediately (service cases or quoting) → BEST SIGNAL. Propose a scoped discovery follow-up on that single workflow.
• He's a fast mover, wants to move today → propose locking a scoping session within the week. Don't quote a specific retainer number on this call — pricing isn't validated for this shape of engagement yet, run /pricing-workflow nextclima before naming any figure.
• He needs an internal case first (board/investor sign-off) → offer to build a one-pager on the single highest-value workflow he names, framed for his investor syndicate (ROI angle they'll recognize).
• IT/ops person needs to be involved → ask for the warm intro before the call ends; don't let it go dark.
• He already has a tool for one of these → find out what and why it's not working; position as either complement or replacement, don't assume.
• He wants scope across the whole merged group (not just one workflow) → this is the "platform" signal given the roll-up strategy — flag internally as a bigger opportunity than a single-workflow client, but still recommend starting with one workflow per FIRST WORKFLOW RULE.

Tech Stack Analysis

No ERP or software platform is publicly known for either Airnou or Termotur. Two companies of very different vintages (1992 and 1951) merged recently — expect either two disconnected legacy systems, heavy Excel/WhatsApp reliance, or both. This needs direct confirmation on the call; don't assume an ERP exists.

Key message regardless of what's found: "We don't replace what you have — we sit between your team and whatever system of record you end up standardizing on."

Red Flags

• If pain is described only in financial/investor terms, no operational detail → he may be thinking about this as a portfolio-level initiative rather than a day-to-day fix. Ask to get one level more concrete — "what does that look like on a Tuesday afternoon for your dispatcher?"
• If systems integration (Airnou + Termotur) is already being handled by an external IT/ERP vendor → find out who, and whether our workflow layer would sit alongside or compete with that vendor's roadmap. Don't assume displacement is on the table.
• If he wants a full platform commitment before validating one workflow → still push for a single-workflow pilot first (FIRST WORKFLOW RULE) — don't let group-wide ambition delay a fast first win.

What to Bring

• MVP prototype link
• Venture Signal report

After the Meeting

Run /client-intake immediately with confirmed pains and exact quotes. If a workflow gets confirmed and the fit feels bounded, run /pricing-workflow nextclima before any follow-up proposal. Given the roll-up strategy, also flag internally whether this could become a multi-entity platform account over time — worth tracking even if the first deal is single-workflow.