Who we serve

What kinds of customers fit

Davinci Mechanical works only on commercial, institutional, and public property. Within that boundary, the customers who get the most out of working with us share a few traits. They operate equipment that matters to their business, whether that is a walk-in holding a weekend's worth of inventory, a rooftop unit keeping a clinic's exam rooms usable, or a central plant cooling an office building full of tenants. They want to know why something failed, not just that it was fixed. And they value a record they can hand to an owner, an auditor, an insurer, or a successor without having to reconstruct it from invoices.

In practice that describes restaurants and commercial kitchens, grocery and retail operators, veterinary and medical practices, schools and public agencies, property managers with portfolios of tenants, warehouse and industrial operators, and hotels and hospitality groups. The common thread is that downtime has a cost beyond discomfort, and documentation has a use beyond the file cabinet.

The fit is poorer for anyone shopping primarily on the lowest service rate, for whom any licensed contractor with a van will do. We diagnose to the root cause before we replace parts, we document what we find, and we schedule maintenance so that failures become rare rather than routine. That costs more effort on the front end than a quick swap, and it is the right trade for customers whose equipment and reputation depend on it.

What the working relationship looks like

Most customer relationships settle into one of two shapes. The first is a maintenance program: scheduled visits on a cadence set by the equipment and the operation, with repair work arising from what the visits find and emergency response when something fails between them. The second is project-based: a replacement, a retrofit, or a new installation delivered as a defined scope with a start and an end, often followed by a maintenance program for the new equipment. Many customers move from one to the other over time, and some run both at once across a portfolio.

In either shape, the relationship runs on a few consistent habits. Every visit produces a report with photos and readings, logged against the specific asset in the DaVinci Portal, so the history of each unit builds visit by visit. Repairs come with an explanation of the cause, not only a description of the part. Recommendations are ranked by urgency and explained in plain terms so a facility manager can decide, defend the decision to ownership, and plan the budget. And when we think a unit should be replaced rather than repaired again, we say so with the readings that support the conclusion, and we also say so when the opposite is true.

Communication runs through a named contact on each side. Your facility team knows who to call; our office knows who at your organization can authorize work and who should receive reports. For multi-site customers, that structure scales: one contact for the portfolio, one report format for every site, and per-property records that never blur together.

• Scheduled maintenance visits with a per-asset report, photos, and readings every time.
• Repairs explained by cause, with the diagnostic path recorded.
• Recommendations ranked by urgency, with the evidence attached.
• A named contact on both sides and an agreed authorization process.

Onboarding a new site

The first visit to a new site is an inventory, not a repair call. We walk the roof, the mechanical rooms, the kitchen, the back of house, and anywhere else equipment lives, and we tag every unit we will be responsible for with a QR code linked to its record in the Portal. For each one we record the make, model, serial number, age where it can be determined, refrigerant type, the space it serves, its current operating readings, and photographs of its condition. Where a unit has a known history, we capture that too.

That baseline does several things at once. It tells you what you actually own, which on older or acquired properties is often a surprise. It gives every future reading a point of comparison, so drift shows up before failure does. It identifies the units that are already in trouble, so the first year's budget can be realistic. And it establishes which party is responsible for each asset, which matters in multi-tenant buildings and in leased facilities where the landlord owns some equipment and the operator owns the rest.

From the baseline, we propose a maintenance cadence per site and a short list of items that need attention now. For a restaurant that might be a quarterly program with the ice machine and walk-in on a shorter cycle. For an office building it might be semi-annual rooftop visits with filter changes in between. For a warehouse it might be seasonal, timed to the heat. The preventive maintenance program guide explains how those cadences are set, and the Orange County climate guide explains why the local calendar matters.

1. Site walk and asset inventory with QR tags on every unit.
2. Baseline readings, photos, and condition notes recorded per asset.
3. Responsible party identified for each asset, especially in leased or multi-tenant buildings.
4. Immediate-attention list and proposed maintenance cadence delivered after the walk.
5. Access, contacts, and authorization process confirmed before the first scheduled visit.

What we need from your facility team

A good contractor relationship is a two-way arrangement, and there are a few things on the customer's side that make the work go well. The first is access: roof hatch keys or codes, mechanical room keys, alarm procedures, and the hours when work can happen without disrupting the operation. The second is authority: who can approve a repair, up to what limit, and how quickly they can be reached when a walk-in is warming on a Saturday. The third is history: any existing drawings, prior service records, equipment manuals, warranty documents, and lease language about mechanical responsibility. We can work without these, but we work better with them.

The fourth is honesty about the operation. If a kitchen runs the exhaust hood at full speed with the make-up air unit switched off, we need to know, because it explains the comfort complaints and the door that slams. If the night crew props the walk-in door during restocking, that explains the ice on the evaporator. We are not there to assign blame; we are there to make the equipment work in the building as it is actually used, and the actual use is the most important input we have.

Finally, we ask that recommendations get a decision. A ranked list that sits unanswered for a year becomes a list of failures. A quick yes, no, or not yet on each item keeps the program moving and keeps the record honest about what was deferred and why.

How to escalate

Most issues are handled by the regular service process: a call or a message to our office, a dispatch, a report. When something is not going as it should, whether that is a repeat failure, a response that took longer than agreed, a report you cannot reconcile with what you saw, or a recommendation you disagree with, we want to hear about it directly rather than through a cancelled program. Escalation goes to the service manager first, with the asset's Portal record as the shared reference, since the readings and photos usually make the facts clear quickly.

Repeat failures deserve particular mention because they are the thing we work hardest to avoid. If a unit has been repaired for the same symptom more than once, that is a signal that the diagnosis has not reached the cause, and the right response is a deeper diagnostic rather than another part. Our second opinion diagnostic exists for exactly this case, including on equipment another contractor has been servicing. The root-cause diagnostics guide describes how we approach it.

For emergencies, the priority levels and response expectations are agreed when the program is set up, and they are written down. A refrigeration failure with product at risk, a clinic with no cooling during patient hours, and a comfort complaint in an office on a mild day are not the same priority, and the program should say so in advance so nobody has to negotiate it at the moment of failure.

What we do, and where

We handle commercial HVAC repair and troubleshooting, rooftop and split system installation and replacement, walk-in and reach-in refrigeration, commercial ice machines, commercial water heaters, chillers and central plant, boilers and hydronic heating, kitchen ventilation and make-up air, building controls, and VRF and ductless systems, under scheduled maintenance programs and as projects. We do not do residential work and we do not do hood or duct cleaning.

Davinci Mechanical is the commercial and union division of Scottish Tom's Heating & Air, California contractor license #1083101, based in Orange County. Regular maintenance and service customers are concentrated across Orange County and listed by city under service areas. For larger commercial, institutional, and public work we serve Los Angeles County, the Inland Empire, San Diego County, and Ventura County; we do not keep offices in those regions and we are direct about response expectations for sites there. We are a UA Local 250 signatory and PLA and prevailing-wage ready with certified payroll, which matters for public agency customers and for private owners whose projects carry labor requirements. Our about page has more on who we are, and the contact page is where a new relationship starts.