M&S Electric is a commercial electrical contractor owned by Shawn Ryan. Since October 2025, SalezWorks has served as M&S Electric’s Client Growth Partner, shifting the company from a construction-dependent revenue model toward durable, recurring service revenue and stronger enterprise value.
The Goal
“I wanted to work on things that grew our enterprise value through the sales funnel and how we approach it from all aspects of our business, really taking our value and growing it and tying our sales cycle into how we do that.” — Shawn Ryan, Owner, M&S Electric
Why It Works
• A trust-based partnership, not a transactional one, built on years of follow-through before the engagement even began
• Embedded in M&S’s culture and “why,” not just its processes: the difference between a partner and a typical outside consultant
• Behavior-first differentiation: M&S demonstrates value to developers, owners, GCs, and trade partners instead of just marketing for negotiated work
• Upstream positioning: getting involved in projects before a property is even under contract, years ahead of the bid
Different by Design
Most contractors chasing negotiated work say so in their marketing and leave it there. M&S has taken the opposite approach: instead of speaking negotiated work into being, they demonstrate where the value gets created, in how they show up with the partners they want to work with. That distinction is what positions M&S for the work they want, with who they want, instead of competing on price.
The Results
When asked directly whether the partnership has delivered on its goal, Shawn didn’t hesitate: yes. He’s quick to point out that the depth of the results doesn’t surprise him, but only because he already knew what he was getting. Years of working together meant he walked in expecting the level of commitment and the breadth of network SalezWorks brought to the table. For a newer client without that history, he says, the results would have exceeded expectations. — Shawn Ryan, Owner
Looking Ahead
With 2027 backlog largely in motion, the partnership is now focused on 2028: locking down current purchase orders while building the upstream relationships and pipeline visibility that will define the next planning horizon.
