The Home Service Expert Podcast - Q&A With Tommy - Proven Strategies for Marketing, Leadership, and Organizational Success

Episode Date: August 23, 2024

Tommy Mello is the author of Home Service Millionaire and Elevate, and the founder of A1 Garage Doors, a $200 million-plus home service business with over 700 employees in 19 states. Through HomeServiceMillionaire.com and the Home Service Expert podcast, Tommy shares his experience and insights to help fellow entrepreneurs scale their businesses. In this special episode of the Home Service Expert podcast, Tommy answers your biggest questions about digital marketing, task delegation, smart networking…

You know, when you're stuck between a rock and a hard spot in marketing, you go meet the people. You go to B&I meetings. You get good at talking to people. You stop off and you talk to realtors and you genuinely smile at them. And you come in and you're like, just give me a shot. I'm here to earn your business. You got to show that you want it. You're worried right now that you can't pay for leads. I could outpay for leads. You know what the most dangerous thing about me today? I'll lose money in the market for two years. Try to compete with that. But here's the deal. I can't fly to every market and go meet. As the owner, there's a big advantage to going out and actually doing the networking yourself. Going to chambers meetings, connecting with other companies,

getting referral partners, talking to realtors and brokers, talking to architects and builders. Go out there like your life depended on it. When you had a job, you had to go to work. Welcome to the Home Service Expert, where each week, Tommy chats with world-class entrepreneurs and experts in various fields, like marketing, sales, hiring, and leadership, to find out what's really behind their success in business. Now, your host, the home service millionaire, Tommy Mello. Before we get started, I wanted to share two important things with you. First, I want you to implement what you learned today. To do that, you'll have to take a lot of notes, but I also want you to fully concentrate

on the interview. So I asked the team to take notes for you. Just text NOTES to 888-526-1299. That's 888-526-1299. And you'll receive a link to download the notes from today's episode. Also, if you haven't got your copy of my newest book, Elevate, please go check it out. I'll share with you how I attracted and developed a winning team that helped me build a $200 million company in 22 states. Just go to elevateandwin.com forward slash podcast to get your copy. Now let's go back into the interview. We are live. Welcome back to July's Q&A here on the Home Service Expert page. Oh, I didn't get to bed in time.

I ended up walking double the normal walk. I got a buddy with me, my buddy Sean McGraw, and he came over. He's like, dude, we walked on Wednesday night. And he's like, that was like the coolest thing ever. Like we just bullshitted. And he's like, should we do a double lap? So that's how I got almost 30,000 steps yesterday. Then we went back and I talked about the Ninja Creamy and we had some protein. Sounds weird actually thinking about it. And then I took a shower and then I got to bed and then my

alarm went off at five. And I'm telling you guys this morning, I was just like, yeah, I go through this thing. Is sleep more important or cardio? And it it's like most of the time I think sleep is, but today I've just, I went to this thing called new fit and I started going to this guy once or twice a month and he hooks up all these electrodes and it's comparable to like a three hour workout. And I mean, you'll do like flies and all these electrodes,

DC current, which is direct current is just going through you. And it feels like, I mean, you're shaking and it's like crazy. Cool guy. Really, really became good friends with him. Some cool stuff. Robert Chudini was on the podcast last week. You guys are going to love this podcast.

I had Ken Goodrich on yesterday. Tom Howard on the day before. So I'm really... There's weeks that I record more than others. And I absolutely just... They're going to both be at the Freedom event in September. And they're just two of the most humble people that are out to really give back to the trades. So lots of great content coming out that I really enjoyed, took notes, and I've got a lot of stuff to implement. One of the cool things Tom Howard said, and you guys will hear this podcast hopefully is instead of doing one price

increase where everybody's like, whoa, we're doing a 5% price increase, maybe do like half a percent a month, just continue or no one really feels it. Unless it, you know, he said thermostats and he said garbage disposals got out of control,

but everything else that's really a specialist job, it was able to maintain. Great advice. I got the DEXA scan, which everybody should get to find out where they're at. Everybody goes on their little scale at home that's not accurate. You should be using a DEXA scan that tells you your visceral fat. It's not expensive. I think I pay 70 or 80 bucks. Know where you're at. It'll change everything for you. It'll probably wake you up. I was just talking to my buddy, Mitch, who is the architect.

Me and Bree were in Sandpoint hanging out with Keegan. Ryan Fenn was with us. Chris Lee, if you guys know who he is, really smart guy, ended up going with us. We were at WealthCon, flew from WealthCon in Vegas over to Sandpoint, Idaho, and watching literally my dreams come to life. It's kind of like a fairy tale. God is good. I could say that. But it was just so amazing. It was like we were out on the boat. I was just all smiles, man. It's like surreal. And I can't wait to share it with people on the team here at A1

and just my friends and family. Really, the truth is that a house means nothing to me. But the experiences that I'm going to have with the people that I care about the most is why I'm most intrigued and excited. Because it is like, if heaven was on earth, this would be the spot. It was a full moon and we had the fire and Morgan Wallen in the background. I mean, life is good. I'm super blessed, really focusing on health. I'm becoming a morning person, believe it or not, which I've never thought I'd say because my whole life I

haven't been. Super excited, just not my normal., I, I pushed it. I'm pushing it. I did an hour and a half walk this morning. I forced myself and I'm like, there's no excuses. And I, once I get going, I'm good. But today was like, I've already been at it two and a half hours. And then I walked over to QT and 120 degrees, whatever it is. And it's like, uh, this is the second podcast of the day as well, or whatever you want to call it. Q and a session. And then I got a third one later for the home service expert, but it's what I love to do. I really do enjoy this. Like this

is one thing I'll never give up doing is, uh, I love to explore people and find out their biggest life achievements and finding out what they did wrong and what they would do to sway around that in their next venture. And that's a big reason, a big contribution to our success is other people have helped watch out and tell us what to do and what not to do. And I listen to really credible people who have walked where I want to go. I'm going to go through some questions here on the Q&A, a lot of questions, and then I know ones are popping up on there. So I'm going to get to these ones that were submitted. If you do want to submit any questions where they come to first, it's just homeserviceexpert.com forward slash questions, Submit them in there. If I don't get to them all today, I'm not trying to be disrespectful. I truly love to watch people

implement things and win. It's so cool when I get a text message or a Facebook message or whatever and someone's like, everything's working. My family's life is starting to change and I'm becoming a better parent and a better significant other. So there's nothing greater in the world than to have an effect, a positive effect. And as a home service person, you're doing the work. It's just nice to know that people listen and they implement and it changes their life. The first question is from Alex. Do you think everything you talk about applies to a cleaning company? I've been devouring your podcast and trying to apply what I feel is relevant as my

wife and I started a cleaning company last year. She was able to quit her office job. Is there anything that you think would be different? For context, we specialize in post-construction and are starting to go after offices, commercials, since they are bigger ticket. You know, I talk about a lot of stuff. I think culture is, you know, if you don't plan on your culture, it'll plan itself. I think hiring is kind of universal. I think the KPIs I talk about work for any company. There are different nuances.

Someone was asking me about a flooring company. Should we sell service agreements? I said, no. Most people fail with service agreements. Most people aren't going to replace their floors every couple of years. I sell service agreements preferably on a door that's going to need to be replaced the next few years. I don't like selling service agreements on new equipment because I like tuning up the door every year. But realistically, I'm trying to build a fence around the customer that they'll choose us. So we still sell them, but there are certain things that are very specific to demand driven versus pest control. I'm sure there's some pest control people that listen to me. I know there is because a couple of people have called me in the last week

and told me they're murdering it. But HVAC, plumbing, roofing, garage drawers, someone calls when stuff is giving an issue. It's a little bit different than home improvement. I'm hoping to bring this podcast a little bit more well-rounded for home improvement and for that repeatable service, landscaping, pool service, pest control. I love doing this and I just want to offer value, like I said. Jennifer said, can you talk about pricing strategies for repair services? Well, Jennifer, the first thing you need to know is you need to really reverse engineer what your bills are, what you need to pay, your cost of goods. There's a book by Alan Rohr called How Much Should I Charge? It's a great book. And it helps you understand the financials of how to build a price book and estimate it to where there's profit left over no matter what.

And I talk a lot about performance pay. The one caveat I'll give you with performance pay is if you don't know how to read your KPIs right now, and you look at a balance sheet and you're confused, and you don't have someone in your office that's super good at those things, you're going to screw up the performance pay pretty dramatically. And then you're going to screw over an employee and you're going to lose top people. The minute you go to performance pay, you're going to get people that quit.

A lot of people. One guy lost 80% of his staff, rehired and doubled his numbers within two months. I think he tripled his numbers. So pricing strategies. Another thing is you got to give options, right? You got to do what's in their best interest. Once you get to know a client, you use what they gave you in the pricing. You said you were going to stay at this house. You said you wanted to be safe. Here's a cool story. Ken Goodrich is on the podcast yesterday in this very room. I mean, he wasn't

in here, but he was at his house in Vegas. He pulls out his phone and he turns it and says, look who's out there. And it was my truck. And it was a guy named Thad that works with us out in the Vegas location. And he goes, I just want to let you know, Tommy, how proud I am of you. He goes, the guy walked in, he was a great listener. I said, I want to make this safe. I don't want it to come down on my Mercedes this that and the other he goes I told him after hearing him and have him listening to me he goes he bought everything

he goes I just did it all every single thing he read just said do the works and I said Ken you know how much I appreciate that he goes I appreciate the fact that you've been listening to me and you've implemented it. And it was perfect. It was one of the best I've ever seen. And I felt like he cared. And I said, no, I don't appreciate that. Obviously,

you used us. You didn't call me for a discount. I didn't even know he was going to be there. Do I like to negotiate? Yes. I watch Pawn Stars. Of course I'd like to negotiate, but I've realized quality. And I was telling my buddy last night, you know, if you own a bar and I come in, I'm not going to ask you for a free bottle. I mean, I'm not drinking right now, but I want to contribute to your success. And that's what real friends do. I've had a couple of people out at the house of Paradise Valley and they're like, dude, I'm not going to charge you. And I'm like, yeah, they're like, dude, I can't take your money. Like you've doubled my business. And I'm like, well, I really appreciate that. Here's a $300 tip. And it's not been like crazy.

They're not like redoing my roof or anything, but it means a lot to me. But I don't ask for that. I could get really deep into this, Jennifer, but read How Much Should I Charge by Alan Rohrer. And I really like What Should We Do by Joe Crisara. It's right there too. But if you got more specific questions, we could go through those. Mark Page said, is the performance pay tied to increased revenue? If one or two people are doing great, but the total company revenue is actually down compared to the year before, do they still get bonus pay? Performance pay is your performance. Now, managers are different than a technician or somebody out there collecting a check from a client. But usually, I'm looking for individual performance that you can affect. Someone's doing great in the company.

Number one, performance pay. I've only got a few key C-suite people that get paid the same type of bonus, different numbers, but it's calculated the same way. I don't really care. If you're going after revenue, what are you going after? Revenue, profit, growth? There's a lot of different things that a company does. There are seasons of a business. When you're getting ready to sell in the final 12 months, you're trying to maximize profit or EBITDA. When you're trying to scale up two years before, you're trying to grow revenue and still be cognizant of profit. You know, there's this, a lot of people keep saying, man, I want to get to 100 million.

I want to get to the company worth 100 million. And I'm like, where are you at today? They're like, well, we're at 2 million, but this and this and this is happening. And I'm like, huh, you're at 2 million, but this and this and this is happening. And I'm like, huh? You're at 2 million and you want to make the company worth 100 million and you want to do that? Oh, yeah. 15 years. Huh?

So 2040, how old are you going to be? Like, why not? Oh, man, dude. Once you guys learn how to exit companies and you look at it as an asset instead of your everything, like dude, A1s, even if I didn't own a piece of it, I'd still be in here and helping. Like it's part of my DNA, but everybody makes money when you sell the company and you get a smarter group of people that come in every time, more strategic, more growth oriented. You get so much opportunity. The education, I always say it's not about building a business. It's who you need to become within that timeframe to build that business.

Take the business away. I still had to become a leader. I still needed to become a better listener and understand culture. So performance pay could be applied to anything, but it needs to align with the vision and it needs to be reverse engineered. And if you don't have a vision

of where you're going and the destination, that's huge issues. And I can't plan on 15 years. You're lucky to get the three-year plan. And if you're overzealous and no one thinks they could hit that number, then you're an asshole. You set an unrealistic budget.

You didn't look at my formula, which is how many calls do we need cost per lead? What's my booking rate? What's my conversion rate? What's my average ticket? And reverse engineer that to get there. And a lot of people set these ridiculous goals that no one's going to hit. They don't get paid and you lose good people. Other times you do it the opposite. You set a too easy a goal. But over the years of budget, maybe the first couple of years, you got to pay a little bit more, but now you've got a really good understanding of what's possible. You got to start somewhere. The best time to start was when you got a business. The next best time is now. It's like, when do you plant a tree? Brooke Gore said, as you were acquiring garage door businesses and

growing your current locations, what are the key items you look for in that business before you purchase or acquire it? Well, I like my KPIs. I mean, obviously, we look at their balance sheet income statement. We do a quality of earnings. I like to know, I mean, I've got a whole form for this. I look at, we kind of go through and rate their employees if they're ready to jump onto this because certain people are, they don't want a career. They want a job and anyone doesn't want those people. I look at how many calls they generate and what's their cost per lead. If they've been around 30 years, they got stickers. They got a lot of repeat business. They got a great reputation. That's awesome. When a company has got to spend 25% to make the phone ring of revenue, 25% on marketing of revenue, that's kind of scary.

It means they've got to overspend. It's almost like, why don't I just greenfield there? So what I tend to do is say, what's A1 better at? Well, they got a higher average ticket. They buy better. So I look at the rates of what they're buying grocers at or springs, rollers, cables, bearings, struts. And I say, we're buying better. We're paying less for service, tightening our, you know, whether QuickBooks are intact. We've got a higher booking rate or less booking rate. We got a little bit more cost per lead. And I just pop these equations in and say, do we get a big win from this? And there's a lot of companies out there, especially in our industry right now, garage versus it's all over the, it's rampant, but they're out there buying bad businesses.

They're out there promising the world. They're out there promising the world. They're out there not doing the real quality of earnings and they're promising these owners and these owners are taking their life's work and selling, but there's no track record and it's not garage doors. It's everything. I see a lot of insophisticated buyers. I'm pretty close to this stuff.

I talk to a lot of businesses, a lot of different industries. I don't know if there's an individual that's not a broker that's talking to more people than I am about the success and the failures. If people promise the world, if it's too good to be true, it probably is. And I see a lot of that going on. Taylor Matthews, my question is, once a tech reaches a higher level of performance pay, do you recommend they maintain it forever? If not, how long? Yeah, well, Taylor, this is a great question. I used to kind of do quarterly ups and downs,

but you talk about a real kick in the butt. You had a bad quarter. Someone passed away in your family. You had a kid. You don't hit it again. You want to quit. It's like social security. You can't give it and take it away.

So I kind of grandfathered them in. And then you say, well, how do they make more money in the future? Well, if you recruit a person a month, that's $1,500. There's contests going on all the time. There's gamification. There's opportunities for new positions that don't even exist yet. So you just got to understand what you're looking for. And you're going to be...

If you're already an elite performer and you want something else, I'm going to find that opportunity for you. I do believe in moving people up from the company, but not everything. If I needed a CFO, I wouldn't look to my bookkeeper or someone in accounts payable, most likely. I need a specialist. But if you show an understanding of listening and teaching and coaching and patience, I'm sure I can find you another position in the company, depending on where you want to go. But I'll always say, listen, guys, you get to make as much money as you want. You can do generated leads, like tech generated leads or employee generated leads. There's a lot

of ways to make money here. But part of employee generated leads is teaching them how to do leads, like how to post on social media, like certain things, how to attend a BNI meeting. Our people are allowed to do that if they want to. So there's an endless supply of money. They just need to know a little bit of how to do it. And I might take somebody that says, hey, I'm getting 10 leads a week through BNI and social media. I might say, hey, listen, you're going to come into this role and teach everybody how to get 10 leads a week. And I'll give you a percentage of that. So if I had 500 employees, you know, I'm making numbers up, but get 10 leads a week, that's 5,000 leads.

It's being able to see those opportunities. Very few people see it. It's right in front of them, right in front of them. There's a great book. I want you guys to write this one down. It's called Acres of Diamonds. Acres of Diamonds. A lot of times it's right in front of us, right in front of us, and we don't see it and we don't see the opportunity. And for some reason, and I really do, thank God, I just see a lot of opportunities that most people miss. As Roy said, as a visionary with an intense work ethic,

what did you look for in an executive assistant? Someone who is somewhat similar to you or someone way more organized? I'm a high D and not sure if I could go for a high C. Well, here's the deal. First, I look for personality. I'm actually getting a second EA and organization is a key, like not OCD, but just somebody that knows that understands scheduling that understands, like, I don't want me. I don't want another visionary. I don't want somebody with ideas. I want somebody that's a good executionist. Like they go through and they just, they're like, okay, I'm going to guard your schedule. I'm going to give you back some time. I want to make sure this is set up. I want to make

sure your protein shakes coming out. I'm going to make your schedule. I'm going to give you back some time. I want to make sure this is set up. I want to make sure your protein shake's coming out. I'm going to make sure. And it's not a personal system, but they're still involved in that. And they're going to make sure, hey, you're going to dinner with this person. Here's the last three emails. I'm just covering this with you on the truck and in our van now on the way to this appointment. And they should get you back hours and hours. They document well.

They go through notes. They keep the contacts. They're helping me create social media posts. There's a lot of things. I've got a whole file for everything this person's going to be doing and I'm going to work through them. And the deal is patience. And they got to get to know you. They got to understand how you like things. You know, I've got this guy, Raul, he's absolutely phenomenal. He walks the dogs. He drives me into work. It's a down service. I didn't know what that was, but like, like I've got morning and night, different things. I take peptides and I take these mushroom, but they're not like, like drug mushrooms are like for your

brain. These two gummies, uh, the dental flosses out all these things, but I call him up and I'm like, and I got this little whiteboard above the fridge in my closet. And I write down the things. I'm like, Hey, get this, do this, do this. And I'm, I'm trying to put five things at night, like little things. Like I'd rather have a pillow like this. It sounds stupid. Or I didn't like the towels. I sound like a prima Donna, but if you could do it, why not design the perfect scenario?

Like I say this as humbly as possible, but I like things a certain way. And these little things, there's a reason that Mark Zuckerberg wears the same t-shirt almost every day is once you get these things built, it's less choices. You get to focus on the big ones. Jeff West, I've heard you talk about leasing the vehicles for your team. Can you explain the advantages of leasing versus owning? Yeah, there's this called accelerated depreciation. Number one, cashflow is everything

when you're a small home service company. When you lease them, we've got a plan where every maintenance thing is up to 100,000 miles, or it's like four or five years. And if you were to draw like a grid, Jeff, on the Y-axis, so you got a graph here, Y and X.

One's the price at the top of the Y, and it goes down in value over time and miles, right? So there's a certain equilibrium here. It's hard to see this, but where the truck's still worth a ton of money, but it's out of warranty. And then you get a brand new truck rewrapped. You might get 20 grand. You paid 50 grand for it. So now you're only paying 30. You're back under warranty.

The morale's good. The people are looking at your truck saying, man, that's brand new. It's sharp. It's got the best wrap. Because things fade. They get dented. The mirrors, after four or five years, it's good to...

So 100,000 miles or whatever the limit is. And as far as cash flow, as far as accelerated depreciation, then you can buy it. You can buy it for like five bucks at the end. So it's leased to own. And I'm not a CFO, but my CFO explains it to me all the time, and I'm not the best at it, but it just makes way more financial sense. When you're on cash accounting and you go buy a bunch of vehicles, so you don't have to pay taxes at the end of the year, but you've got no cash in the bank. And then you've got these vehicles sitting. It makes no sense. The day that you get new vehicles and probably most likely go through kick charge, your ticket averages go up. People respect you more. I had a guy text me. He says,

give me a buzz. He's one of my Minnesota guys. Did $100 dollars in one day sold three massive they're called Canyon Ridge they're like the five layer they're wood with polyurethane like the best stores this is what I ordered from my house and he said the guy looked at my truck he walked through it and he said this is the company we're doing business with through his wife they are organized I have my core values my mission vision in there and they said that this is the company we're doing business with through his wife. They are organized. I have my core values, my mission vision in there. And they said, this is the company we're going to work with. It makes a big difference. A lot of people think getting used trucks and I was in your boat. I thought, man, I'm going to buy used trucks, wrap them, make them look good.

And you got to start somewhere. And I started with Dodge Dakotas, 2003, 2004. I got to pick them up for a couple of grand. Man, they broke down a lot. Some of my top guys would quit. They'd be like, I'm not dealing with this. This thing didn't start again today. I've seen this happen. We've acquired a couple of companies with the same issue. And it's just, it's a morale killer.

The affluent clients don't call you. You're dealing with mechanics all the time. It's just not a fun. I'm not in the fleet business. I'm in the home service business. So might as well buy something dependable. And if you could lease it and it's way less on cashflow, it's a less constraint on cashflow.

Steve Domain, you mentioned that you leased your fleet vehicles. How long do you typically keep them in service before replacing them? Yeah, I just went through this. The rationale for timing is I want to get the most I could get for the vehicle, where I can trade it in and still get the... Enterprise showed me their graph, and they've got way more money and way more data and way more access to this information. But when the vehicle's still worth the most, to turn it in and get that credit, because there's a certain time and miles

where it just plummets. So you want to get the most for it and you want to reset the warranty and reset the dependability. Zachary Zinn, when an owner has so many ideas of things to implement within the company to the point when it becomes overwhelming,

what's a good way to get it all organized and do an action plan? Would one hire a coach to help get them on the right path? Find people that specialize in different areas to set up those ideas? Combo of both, thanks. As you guys know, and Al Levy, I hope, is watching this because I give him a lot of credit. You know, Al Levy, one day he told me, I'm not sure if I'm the right coach for you, the mentor. He said, I'm sick of your ideas.

He said, you go out there and find 10 other opposing ideas. He said, if you don't stop reading and focus on implementation and getting every question out there of these different things and do your financial quick check and rebuild these manuals and you get your SOPs and learn how to delegate and build the org chart and the depth chart. And you really start implementing what I'm teaching you. You're all over the place.

And I don't think I could help you if you keep up this. And you're going to put your cell phone down when I'm talking to you. And if you guys know well, I mean, I was like, yes, grandfather. He's a dad, but I was like, I just went with the flow. I said, Al, I really appreciate you being here. I'm sorry. I just get excited. I got a lot of ideas. And he said, well, if you got a lot of ideas, let's put them in a Trello board. We're going to take your top 100 ideas, break them down to the top 30.

Then we're going to really analyze this with your team, get their buy-in and make it top five. We're going to guard the top five until one thing's done, and then we're going to find the next best thing. There's going to be a weekly meeting, and it's going to be very organized. There's going to be a plan of attack, and you're going to get a signature write-out from everybody that's accountable to get that project done on a date using the steps of delegation. Al is organized. He backed into every spot right after he got his car washed. He'd send me a bill for $14.17 that it cost him to get there. That was his gas. The man lives in a methodical way. And he taught me how to do that. Now, I'm not at his level, but I'm more of the way that like I took marketing to the next level. I got a big heart.

I can follow instructions with my elders or mentors, but I had to be patient. I had to learn to just shut my mouth and actually implement. Marion said, following your podcast and implementing your strategies, I've been able to grow my handyman business to 5 million in yearly revenue in four years. My question is, what is the toughest hurdle to get overgrowing from 5 million to 10 million in yearly revenue? And how do you overcome it? 5 million is, you know, this is right when in 2014, when I met

Adam Cronenberg, this is where you're going to need an integrator. You're going to need a good right hand. If you read the book, Rocket Fuel, you could, through brute force, get to 5 million and be the answer for everything. What you're going to start to need now is some specialists. This is where the org chart really comes in. And you're going to have to understand that the owner,

founder, CEO is focused on two core things. Like they got to know the numbers. You got to have a financial quick check and you got to know the marketing. You should be the marketing. You're the face of the company. You're the guy out networking. You're the one going to church and talking about this is my business.

So pay close attention to those two things and never let them go and find great people to help you get to the rest of it. And getting people that have gone where you want to go, don't say, hey, I got a buddy that did well in this industry. I'm going to bring them in here. I could do things like that because I've got a great C-suite. I could hire directors and different good people

that show up, but these first few hires, Marion, are going to be key or else you're going to take a few steps back. And that might happen. And that's okay. Because it's okay to take two steps back. It takes 10 steps forward.

When is your new book about ADHD to come out? You know, I keep working on it. I had it done. This is what happened with Home Service Millionaire. Elevate, I kind of nailed. But I'm at the level now where you guys expect great content. And you guys expect me to perform. And you guys want something to read that's going to be really, really interesting and really help.

And books are tough because I'm putting a rubber stamp on this thing. And I keep reading through it. And like that, I don't like, you know, I don't think that story really explains it well. And I mean, I'm trying to get it done. We're working with the team. It's a fiction book with an epilogue at the back. So I want kids to be able to read this and realize they can be uber successful. You know, there's a difference between ADHD and being on the spectrum. And I think sometimes they get confused and I'm not saying there's anything wrong with being on the spectrum, but ADHD is a whole different thing. And people get misdiagnosed and ADHD, sometimes you're both.

And the key, let me just tell you guys some keys to ADHD, learning some breathing exercises and slowing down, getting enough sleep, eating healthier, and just having somebody around you to keep you organized and monitor your time. Because a lot of times you could just... Everybody that knows me knows you got to keep me engaged. If you start wandering off and you're just talking to me, I'm like, I'm not focused. I've learned to kind of live at a new level, but people got to understand who I am. If you got an hour to talk to me, you better make it 15 minutes to keep my attention

and change your voice inflections. It'd be interesting to look me in the eye and I'll make it. But if you're like, oh, well, you're not making eye contact. You're kind of like not talking good. You have no confidence. Like get the hell out of here.

Like I don't need this meeting. I'm not like that, but that's what I feel like in my mind. So I'll work on that. I'll get a date on that. I'll find the time. So here's some questions. A lot of questions popped in. I'm going to start at the top.

So it says here, Tommy, real is expensive. Any other ways to use AI to improve your sales process? Well, I don't think everybody should jump in because Rilla is something that you need to get managed. You need to have a coach behind it. Most people aren't utilizing even 20% of Rilla Voice or ServiceTitan for that matter, or Chirp for that matter, or Intact for that matter.

And it goes on and on, or Trainual. The old school thing to do is have a field supervisor that's right along with your guys, constantly working with them, talk to them every morning and coaching them. Coaching and training never ends. It's one of those things where if you haven't learned to coach guys good, there's no software that's going to magically do it for you. You've got to get the people in place that are coaching. And this is a tool to help you coach better. But if you don't have a great coach that understands how to recruit, train, and retain, then you're not going to get anywhere with this. So I wouldn't start with a tool that if you're not already coaching.

Brian said, Hey, Tommy, this is Brian on electrical contractor. Currently, the issue I have is coordinating the jobs properly. What advice do you recommend to schedule multiple jobs at once without hiring? Well, you look at something like Dispatch Pro, which is an algorithm that runs machine learning. Obviously, drive times are important. One of the things I recommend you doing is instead of giving a two-hour window, give a half-day window. We'll do eight to one and one to six. Gives you a lot more flexibility because drive times, no one's making money on windshield time. So that's one piece of advice. The other thing is, are you rating your leads? Does this need to be done today? So with leads that are not a complete demand that need to be

done today, usually you've got a window to reschedule for the next couple of days. So you got to be able to take priority one leads and run those one right away. Guard those ones. Those are the ones that are going to spend the money. The other ones you could say, listen, we have something to come up. We're going to make it up to you. We're going to do this for you. And you got to cancel it one time. Or reschedule, not cancel.

And people understand. Shit happens. So understanding priority of jobs. Changing your windows. Really trying to get less drive time. That's my best advice. I'm in the middle of acquiring my first tuck-in business. Hey guys, I hope you're enjoying today's podcast. A quick reminder, the Freedom event is happening

on September 25th to the 27th. In today's tough economy with PE firms invading, lead costs spiking, and customers cutting back, it's time to protect your bottom line and your future. At Freedom, you're going to learn how to bulletproof your business from home service legends like Paul Reed, owner of Northwest Roofing, a $30 million a year business. Aaron Gaynor, the owner of Eco Plumbers, a $75 million business. Ken Goodrich, the chairman of Gettle, a $250 million business. And Leland Smith, founder of Service Champions, a $500 million business. Listen, you can keep doing what you're doing and hope for the best, or you can arm yourself with

the proven strategies I've used at A1 Garage Door Service. Get your tickets at freedomevent.com. That's freedomevent.com. Now let's get back to this episode. How do you recommend announcing this to the previous customers? So I'll tell you what, you know, I was just at my buddy's place today. His name's Rick Elmore. There's a thing called Simply Noted. There's other tools that do this,

but Simply Noted, it's a handwritten card and it's a beautiful thing. It's actually like, you know, you write the message up and it's a handwritten letter and you say something like, we want to let you know we're still the same great service, blah, blah, blah, blah, blah. Obviously, try to scrub the list. Make sure it's not super old.

And just you do a press release and you do that through PR Newswire and other places like that. A handwritten letter is going to get opened. And people, you'll make your money back, but you got to have a plan to reactivate that list. Get them on an email blast. There's several things. Ken Goodrich is really, really good at this. There's a lot of things you can do to reactivate that list and clean it up. But those are some simple ones that I'd probably start with. Thanks, Tommy, for making this happen. Legislation in Europe makes it more difficult to use pay for performance. So I have to be creative. I would pay each employee two extra overtime hours if they reach their daily turnover. If their customers

are done, they can go home. Getting paid nine working hours. And if you work efficiently, only have them perform seven. Is this a good idea? 100%. I mean, listen, California, you got to get creative too. So we still track hours because we didn't used to do this. But now that we're in, we're going into so many different states and legislations and jurisdictions or whatever you want to call it in America or counties, we got to track their hours. And the way that it structures in these really hard political places for any company to win, the legislation is like, we want to dump on small businesses and make sure they're screwed

and work as hard as we could to make sure they don't succeed. So all the big guys that could give us money and make us run for our campaigns. Sorry, don't let me get into this. But what can happen is that when you track their hours, there are certain things that you can bonus them. Like for installers, when you sold hours, it takes two and a half hours to install a standard 16 by seven. If you installed an hour and a half, you still get like mechanic pay. Now we got to make sure their time and a half is paid for, but I've never had a guy fall under

minimum wage plus time and a half. I'm not even close to it. So just make sure you've got to get a lawyer to look at it. But your goal is to incentivize what's going to make the company more money and make them more money. And it's not always that sold hours is one way. There's reviews, there's recruiting. There's a lot of things you can look at that'll make a difference. Sometimes you might put something on there like for CSRs is not to miss Monday, the busiest day.

Now, I hate giving people extra money for doing their job, but if CSRs are slammed on Mondays, even though they make more money, they might miss Monday. So you might give them more money on performance pay to be there on a Monday. A lot of things you could do. Or if you run a late shift, call it like 3 p.m. to 10 p.m., you might pay more for that later shift, which that later shift is so much better because both decision makers are home

and it's emergency if they called you. Morris Jenkins does a great job at this. Brian said, I don't know how to let clients know that we won't be able to do the job until two weeks from now. Well, you don't advertise anymore and you cut out your PPC. This is what's called capacity planning. And we've been very good at this. You turn down the things that there's only a certain amount of things you could turn down. You can't just turn on your organic traffic. You can't turn down your GMB. You can turn out everything paid. If you're doing mailers, do less mailers. If you're doing pay-per-click or social media, do less. And this is the constant battle that we go through. It's the tango.

Leads and techs or installers. So you lower your marketing spend and you do it today. What's up, Tommy? Brittany Johnson. Oh yeah, Brittany just said, if you guys want to know more about the home service freedom, Jim and Gianni, and that we've got a massive team, Brittany over there, we're doing so many cool things. We're making it super affordable. The discounts on everything.

Highly recommend you guys checking it out. This isn't a money grab. Literally. I've kind of figured out I'm going to be completely transparent about the Home Service Freedom Group. I want to pay people great money and build a team to help change your business. Every once in a while, there's somebody that reminds me of myself. When I called Matt Malone with Groundworks, he sent a million dollars the next day to Cortec. He said, dude, that Tommy guy, he's going to pass me up. I'm going to throw a million dollars in. So Cortec calls me up and they go, what the hell did you tell Matt Malone? I'm like, dude, we just talked for

half an hour. I think he's a really smart guy. I was just telling him my story and just about what we're doing with A1. He goes, he just sent us a million dollars. I'm like, sweet. I'm looking for opportunities like that, that I could get behind somebody and create these massive opportunities for all the people that work for them. The people that want could get behind somebody and create these massive opportunities for all the people that work for them, the people that want to get in shape and run for it. It's got to be easy, lucrative, and fun. But for me, number one, I get to teach, change lives, help communities. Number two, I got great people like Britt. Number three is there will be opportunities in the future that I want to be part of. Because if it's easy, lucrative, and fun, and it makes sense for everybody, I never feel like I go to work. So right now I'm the CEO of A1, but you plant seeds,

you water them, you put the sun on them, and they blossom into cool things. So I want to make investments in the future. And the people that execute well, that smile, that show up to our meetings, those are the people I want to do business with in the future. There's going to be affiliate deals that I can work with your company in the future. There's going to be affiliate deals that I can work with your company with a one. There's going to be opportunities for me to... So many opportunities. I want to write more books. I don't want to have co-authors.

I mean, look, I want people that walk the walk. So I'm killing like 30 birds with this one stone. And that's home service freedom. And it's getting very organized. We're getting really great people. I think you guys should check it out. I want to implement a performance pay for our office. I currently have one office employee.

She does it all right. And she gets paid $23 an hour. What else can I do for her to earn more money for performance? You know, bring them to you right now from PowerSelling Pros. And he teaches CSRs and office managers to sell service agreements. They'll make 10 bucks. They could call and ask for reviews. They could dispute reviews. Get a review down from Google or Yelp. I'll give you 15 bucks to figure out what the problem is and help me fix it. They go recruit somebody like a good installer or a technician. You could give them

$1,000 or $2,000. You could say, listen, make all the guys check in in the morning. I want you to do a live Google or Facebook and make sure their trucks are good to go before they leave. You could pay a little bit extra for that. You could say, what else brings the company money? You could have her call and get reviews. You could have her post on social media and have employee-generated leads on your social media page and post them to all the community pages. I mean, I could give you a million things that make you more money that you could share with her. So, I mean, I'd rather give her less and give her more incentive to do more. Because if somebody's comfortable at $23 an hour, they're never going to do more.

But if I gave them 18, but I gave them more on the performance side and they made 40, now they're really happy because now they're making $1,600, $2,000 a week. And they'll go above and beyond because it's what's in it for them. What do you consider a healthy close rate on a change out lead? So on service, 90 plus percent on repair, or I mean on service and repair, 90 plus percent. We don't even count a lead, a lead if it's not over 125 bucks. So that's not a conversion of unless it's over 125 bucks number one number two on new equipment you got to be 60 plus i mean our threshold 55 our goal is 65 when you get over 70 conversion give or take raise your prices

also what ballpark budget percentage you think is healthy for marketing? 10%. When interviewing candidate, well, listen, if you're growing into a new market and trying to grow, it's 25%. You're not going to make a lot of profit. If you're trying to maintain a market and still be healthy with organic growth, 10%. When interviewing candidates, how do you tell the difference between someone that just interviews well or is a real a1 player it's very hard to tell in an interview but some of the questions you might ask is uh listen i've done a lot of research i went ahead and figured out who your last boss was it's uh brian cunningham i've got an appointment set tomorrow with him what do you think he's going to tell me on the phone call tomorrow when i reach out to him? That's one way. Number two, you want to invite, if it's an important role, and if you've got less than

100 employees, every role is important, very important. Every role is for me still important, but I don't have time to do this. But you say, listen, you seem great. I want to make sure this is the right decision for your family. Is there any way that me and my wife or me and my girlfriend or me and my significant other could take you and your significant other out to dinner. And you watch how they treat the server. You watch how they treat their significant other. The more experience you could take them out for a drink, you could play ping pong with them. What we do is we got a day ride along and we'll put our best technicians. And the last question is they'll watch for how much they smoke that they show up on time. They'll walk by their car to see if it's a mess inside, a pigsty.

They'll look for are they on social media the whole time. When they talk to their girlfriend or wife, were they disrespectful? Were they like, did you pick out the food? You know I'd be hungry today. It's just common courtesy, respect. You can see those things when you spend more time with them. Tommy, thanks for the clarity on green flags when looking to acquire a business and when to enter a new market. What are your red flags? Red flags? If there's no massive

company there, if there's a precision there, we're going to take over, right? Because we're better. I mean, we're better than most companies. But if it seems like it's all chucking the trucks, it's usually a race to the bottom. That's a red flag. You go look at the... And the way you tell that is you go to the distribution center. You go to the top three and you look at it. And if you don't see... You talk to the guys there. You build a little bit of a relationship.

You say, hey, who are the bigger companies out here? And they'll tell you, well, we got like five. This happened to me in Chicago. They're like, dude, there's really no big companies. It's all these separate one-man shows. Well, I don't like that. I like bigger companies because I can beat big companies. The one-man shows, they're not going to stay in business. They just need to make a living. They're never going to have a company. 99% of the one-man

shows, they're out there. They don't look at this as a... They think it's a job. They're not trying to build a business. They think they are, but they're still running all the work, taking all the phone calls, doing all the minimum wage tasks. They're still fixing stuff. There's a reason that Nextdoor doesn't let one-man trucks into their program. It's because they get stuck. It's harder to hire three employees than your 30th. Freebird, if you weren't in the garage of your business, what other business would you be in? Simple. Whatever has the biggest average ticket, because trust me, there's competitors in every industry. I'd like to get into a niche like high-end tile work or high-end flooring or

HX, higher-end work, solar. I mean, literally, the highest the ticket, the better. There's going to be competitors. People are going to say, well, you don't understand my market or my industry. Give me a big average ticket. I'll make the phones ring more. I'll recruit better people. Whatever's got a bigger ticket. That's what I do. What's your view on the most important growth points for a commercial-only company? I'm HVAC versus residential for a zero to exit, ideally in that 10-year timeframe.

Not too big a timeframe? Well, number one, commercial, you don't want a massive client like Home Depot, Google, Intel, Honeywell. You want to have a lot of clients because if I go to buy your company, I'm saying, man, if we lose this client, we lose 40% of our revenue and profit. Number two, I'm looking at how quick do they collect on accounts receivable. A lot of people have a lot of money out there they're not collecting on. Your most important thing with commercial clients that are net 30, net 60, net 90 is to collect right away. Number three, there's a credit card bureau, just like the three bureaus for residentials

called Dunn's and Bradstreet. I'd make sure you're starting to build that credit as a commercial company. The next thing I'd say is, I'm going to look at your workforce. If everybody's 57 years old and I'm buying your is, I'm going to look at your workforce. If everybody's 57 years old and I'm buying your business, I'm like, holy shit, this guy's going to be retired in the next two years. I'm going to have to freaking figure out a way

to rebuild the staff and the workforce. So those are some quick wins for you. I mean, I can take a deep dive into this, but I think those would help. How are you and your fellow home service trades doing on revenue this quarter? F-ing killing it, cashing checks and breaking necks right to the bank.

Dude, I don't know. I just, we don't know how to lose. We used to know how to lose, but we can't lose. Like the team is so strong. The goals are so embedded.

Like the teamwork's so strong. The culture is where it needs to be. I will crush any goal anybody puts in front of me. I think I told you guys, but I'm not great at cornhole, but I got a coach now. And now that bag is spinning in the air, but I still got work to do. But I'll go out and get it. I'm spending a lot of time going to other businesses, learning new things, communicating with winners. And it's funny because we always share because we know we're honest.

And if they tell me something works, I do it. If they tell me something works or vice versa, if I tell them something works, they do it. Al's awesome. I just had a call with him. He is awesome. Everybody should have a call with Al. It's 30 minutes.

It's free. Go to 7powercontractor.com. Who's the author for Rocket Fuel? Geno Wickman and Mark Winters. Man, this brain is a machine. It's like everything's like total recall. When are you coming to Dallas-Fort Worth? Well, let's just put it this way. A1 will be in Dallas within the next seven months. Guaranteed. No questions asked. Like 100%.

Should I learn Facebook ads or hire a company? You're never going to learn Facebook ads like a badass is going to know how to do it, but you got to find the right person with a proven track record. And they got to be able to focus on you. Don't learn how to do it.

I wish I didn't know how to do garage doors because I had to go fix the problems all the time because they knew how to. I think when you really learn how to delegate is when you don't learn how to do things. You learn to hire better people. I know you're a smaller company, but this is a skill that you'll build up. Test some companies,

have three companies compete. Say, I'm going to give you guys three separate accounts. If they can't figure out how to do that, say, listen, I'm going to let winner take all. And I like to find a specialist. I like to work with smaller boutique companies that are just, this is all they do. They're a specialist. I don't like to go to the company that says, we got it all covered. You're doing OTT, ValPak, Clipper. We're doing PPC.

We're going to handle that. We'll do your media buys. We'll do your creative. We'll do your email blasts. Never really see a company that did all those things perfectly. But the small companies know the algorithm changes. They know when Gmail doesn't accept, they understand it'll get to the inbox if they do email. They're going to every conference on that. They're going to visit the Google headquarters and talk to the Gmail people. Like you find a specialist, they're on top of it. You know, I've told this to ServiceTine,

but they keep releasing pro products without specialists behind it that aren't focused on it versus Salesforce that just built the best API. They became the hub. And then they let capitalism work and charge for the connection and became worth $330 billion. But when you got a company, and I love RMVahe, but they're developers. So they say, we're just

going to develop everything. But they have no ambassadors. And Housecall Pro is worse. I mean, every CRM is worse. In home service, Service Titan is the best. I just wish they'd have ambassadors or they'd let the free market find the best. Hey, Tommy, what do you think about the gutter installation industry? Do you think this has the potential to start a business? Absolutely.

Gutters are killer. I love gutters, but you got to know what the hell you're doing. You got to be able to make the phone ring. You got to stay busy. I got buddies in the gutter business. I actually spoke at GutterCon a couple of times. I think there's a lot of money.

But it's one of those things where you got to go big. I mean, I don't want to be a little rinky-dink gutter company. Another thing too is a lot of you guys pick wrong markets. You're like in a small market. Like I could not make A1 work in Yuma, Arizona. Like they don't have Valpak there. They don't have Clipper. It's just a

smaller town. Everybody knows everybody. Everybody knows how to get a discount. They know the one guy that does it that's just making a living. When you go to a big town, people aren't making livings. They're running companies. I want a population, but when I get a big market, I'll just split it up into a grid. I'll say, here's where I'm going to start. Then I just got to go here next, then here next, then here next. Then dispatching becomes becomes easier. Like some of you guys are in small markets. It's like, you're only going to be able to reach like how much time, effort, and energy you got to go into that small market that you're going to max out. And then you're on like taking a journey every time. Like, well, why would I leave my hometown?

Well, because you want to make money and raise a family. And I don't know. My parents came to me. So it worked out. What's up, Tommy? I feel like I have tried everything. I've taken risks to run ads, both Google and Facebook. Still no traction. It seems I cannot get my phone to ring.

My GMB is great. And I'm with BizIQ. You know, when you're stuck between a rock and a hard spot in marketing, you go meet the people. You go to B&I meetings. You get good at talking to people. You stop off and you talk to realtors and you genuinely smile at them. And you come in and you're like, just give me a shot. I'm here to earn your business. You got to show that you want it. You're worried right now that you can't pay for leads. Like I could out pay for leads. You know what the most dangerous thing about me today? I'll lose money in the market

for two years. Try to compete with that. But here's the deal. I can't fly to every market and go meet. As the owner, there's a big advantage to going out and actually doing the networking yourself. Going to chambers meetings, connecting with other companies, getting referral partners, talking to realtors and brokers, talking to architects and builders. Go out there like your life depended on it. When you had a job, you had to go to work. But as an owner, you're like, well, listen, the phone's not ringing. I've tried everything. No, I'm out there freaking hustling. I'm out there knocking on doors. I've knocked on doors.

Shoot, I hate to admit this, but I've rollerbladed and hand out door hangers. It's been a long time. I used to take rocks when I had a landscape company, put the cars in them and toss them. Just go in the back of the truck and I'd have a buddy drive me. Like you go get the business. I will tell you there's a lot of things. GMB, LSA, but second, Google my business with a real showroom, with a real lease. I mean, if you ever want to talk about marketing, everybody I talked to about marketing dominates,

but you got to do the work. You got to get the reviews. You got to go to the home shows. You know, a lot of people run an ad on three weeks. So like I tried radio. I tried that. Your tickets average sucks. It's horrible.

You sound like shit on the phone. You don't have any empathy. The client's not overwhelmed with gratitude. You know, your guy shows up in a used truck, the shitty brand, and you got coupons and you think you're going to be able to afford more. And I'm not trying to, by the way, think you're going to be able to afford more. And I'm not trying to, by the way, I'm not trying to be mean. I'm just saying this is reality. And I know the truth hurts sometimes. Do we have a good system in place? Currently, I have a technician goes in

and sells and calls and then installers are scheduled to come perform the work. And then we repeat. No, that's how you do it. Just make sure the dispatch board is set up right. I might run an east and west at different days and explain it to the client. Most clients understand, you got to be able to band-aid stuff too. See, I got this working for you. I got this temporary air cooler, whatever it might be. I'll get the door working if I can't get a door installed for four weeks. I'll say, we band-aided it. It's working. It's going to have issues, but I made it safe. Always get something working.

You got a guy there already. I mean, I understand they might not have the condenser or whatever, but usually you can band-aid stuff. Would you be open to custom one-on-one business development and consultation? You know, anything I do would be through home service freedom. I mean, I'll tell you, I've got a lot of people. I had a guy offer me to be the CEO of his company for three months. And I'm the CEO of A1.

Most companies that I invest in, I'm a free consultant. But I'm limited to how much I could do with that. And right now, I'm robbing Peter to pay Paul if I do too much of this stuff. But I'll tell you guys, I want to help. I want to be fair to Bree. I know if I go too crazy with helping people, she'll leave. She'll probably take my dogs and that wouldn't be good. Man, I love my mom a lot.

I don't want to spend more time with her. I'm not trying to go on a skill trip. Sounds like I am. I'm trying to do the speaking events. I'm trying to be the best I can be for a lot of people. And that's why I'm hiring this new A to be a little bit more... I want to be more intentional with my time. I'd love to help 10 people out at once if I was doing some type of coaching. The problem is that everybody asks me the same damn questions. All these questions are the same every week. They're just positioned in a different way. And that's why I do it in a public forum. I'm very happy to answer. But the one-on-one

times, people should have access to that stuff. We can work through it. And some people are very private. I've got open book management. But what I can promise you guys, and this isn't some glorified sales pitch, the early bird specials ending, if you don't come to this freedom event, I promise you, you're going to regret it. If you come, you will change your life. I had some badasses call me today and they're like, there's this other event going on at the same time. It's a massive event. We didn't plan it that way. Ours came out first. And they're like, yours is going to be so much better.

Of course, we're going to yours. And they're pretty big players. I mean, they're the biggest in the game. And, you know, Paul and Kent Goodrich and Leland. I think you guys should be there. And it's not going to be a drunken fest. It's not going to be a big party. There'll be some cool stuff.

San Diego, September 25th through the 27th. It's not going to be a drunken fest. It's not going to be a big party. There'll be some cool stuff. San Diego, September 25th through the 27th. But if you want to save money, the early risk special is way better. We're not going to change the price. So once it goes up, it goes up. This is an incentivized way. We do room blocks. We got to rent all this stuff.

And Jocko's a lot of money. And there's so many people that we're paying a lot of money. And there's so many people that were paying a lot of money and we've got to feed people. It's like, I'd love to say, I'm just going to throw the 500,000 out of my own pocket, but I'd like to not lose 500. I'm okay losing a hundred to make this thing work and hoping that we'll make some lives changed. But Ben, I'll, you know, we'll talk to Britt and Jim and the home service freedom group, but I'll figure out a way to help you.

When you said at 47 sounds like me, how do you get over the hump with uncertainty of not enough leads growing the business? I got all my leads turned down. We generate too many leads because I never get content. I never get satisfied. I'm always learning. I'm always talking to people.

I'm asking great questions. I go get satisfied. I'm always learning. I'm always talking to people. I'm asking great questions. I go to events. I'm finding out the latest algorithm changes. A lot of the people I work with, different agencies, they call me the day they hear something and I answer. And because I've been great to them and I recommend different people for different things. They're great to me. And I build relationships with people and they appreciate that. And we look out for each other. There's one thing that I've never been not good at. And that is Legion. Like,

I'll just walk up to people like I'm at a bar back in the day and I'm having them. Hey, if you, if you ever heard of my company, yeah, we use you guys. Can you leave a review for me on Yelp and Google real quick?

I mean, this has happened a countless amount of times. Hey, do you know a good guy that will work for me? Hey, do you got any builder friends? Hey, do you have this? Do you know any good realtors? Boom, call them right then and there. Owning a business is not for the faint at heart, guys. Like you got to bust your ass.

You got to do great work. You got to get referrals. Me and my stepdad picked up an HOA. We got 400 jobs out of it. It's because I did such a great job because I cared. How do I learn how to craft offers? What I like to do is look at everybody else's offer and figure out what everybody's missing. Maybe I could add Deco hardware kit, maybe on a Quiet Door special ad rollers and I'll give them a can of lube. No one's talking about bottom rubbers that keep the nasty bugs out. Be different, get different. And then you got to figure out, like, here's the deal. Survey monkey, you send out a survey, send it to 20 friends,

ask them what the most important thing they think. Like there's research and development, but there's some good copywriting books. I look up copywriting. That's how you learn to craft an offer. But I feel like my energy, it's not down. I'm just a little tired. I do better with seven hours than five and a half. Guys, I really wanted to hit all your questions. These are absolutely phenomenal. And I know some of them repeat themselves, but I got to explain it in a different way. If you could just copy these questions in the homeserviceexpert.com course slash questions, I'd appreciate it. You guys come to this damn freedom event. Just come. Like, I don't care unless you got a wedding or a funeral.

Come to this event, September 25th through the 27th. Bring your wife and kids. Come to this event, please. Like, if you don't like it, I'll give you your money back there on the spot. You say this day sucked. Boom. Get the money back. Like,

just don't call me a week later after you ate all the food and, and just come to find me there. It's good. I got some cool things we're going to be doing, but I appreciate you guys implement some of these tactics. Like do the work. Show up. Go for walks.

Work out. You want to get skinny? You want to become your best self? Do the work. You got to do the work. It's hard. And it never stops. But you sign up for it.

Don't forget it. I appreciate you guys very much. I hope you guys have a killer weekend. Hey there. I appreciate you guys very much. I if you want to learn the secrets that helped me transfer my team from stealing the toilet paper to a group of 700 plus employees rowing in the same direction, head over to elevateandwin.com forward slash podcast and grab a copy of the book. Thanks again for listening. And we'll catch up with you next time on the podcast.