Josh Young

I get a lot of enjoyment out of pushing people that said, I can't do this. There's no way. And then all of a sudden, a year later, they're doing double what they thought they could. You know, I have an estimator that came in. He sold like $2 million, right? And now he's selling $15 million a year.

I get a lot of enjoyment out of pushing people that said, I can't do this. There's no way. And then all of a sudden, a year later, they're doing double what they thought they could. You know, I have an estimator that came in. He sold like $2 million, right? And now he's selling $15 million a year.

Do you think, though? Do you think even you could never have done that without those guys or without?

Do you think, though? Do you think even you could never have done that without those guys or without?

Yeah, that's why I go to Vistage.

Yeah, that's why I go to Vistage.

Yeah, with the green jackets or whatever.

Yeah, with the green jackets or whatever.

Yeah. Be honest. I don't know. I don't know that I would do a whole lot different. You know, like you said, I mean, you just, you have to go through it, right? You have to make mistakes.

Yeah. Be honest. I don't know. I don't know that I would do a whole lot different. You know, like you said, I mean, you just, you have to go through it, right? You have to make mistakes.

One of the things I told my dad early on and the reason he kind of walked away from the company and sold it to me was because on the way back from a job site, I basically just looked at him and said, hey, have you never made a mistake in your life? Like, let me make mistakes. I'm going to learn from them and I'm going to make things better. I think at that time he was kind of like, You get it.

One of the things I told my dad early on and the reason he kind of walked away from the company and sold it to me was because on the way back from a job site, I basically just looked at him and said, hey, have you never made a mistake in your life? Like, let me make mistakes. I'm going to learn from them and I'm going to make things better. I think at that time he was kind of like, You get it.

So we've kind of gone up and down a little bit. But, yeah, when I took over, we actually spiked to about 16. Then we came back to about 10, and now we're up to 37. Really? Yeah, just in two years.

So we've kind of gone up and down a little bit. But, yeah, when I took over, we actually spiked to about 16. Then we came back to about 10, and now we're up to 37. Really? Yeah, just in two years.

Have fun. Right. Yeah. So so I think I don't know that I would change anything other than shape to shape to you are in the decisions you make today. So I agree with that. Right. So, you know, other than that, I just think, you know, learning faster how to become a leader and being more humble and not being so stuck on, you know, the dollars. Right.

Have fun. Right. Yeah. So so I think I don't know that I would change anything other than shape to shape to you are in the decisions you make today. So I agree with that. Right. So, you know, other than that, I just think, you know, learning faster how to become a leader and being more humble and not being so stuck on, you know, the dollars. Right.

Um, and me like what's in it for me, what, you know, once I got over to that part, if I could have relieved that part of it, like long, long ago, I guess that would be the one thing is like being more humble and not doing it for me, doing it for the cause and for the people underneath me, I think would, you know, I would be in a lot better place today if I had learned that faster.

Um, and me like what's in it for me, what, you know, once I got over to that part, if I could have relieved that part of it, like long, long ago, I guess that would be the one thing is like being more humble and not doing it for me, doing it for the cause and for the people underneath me, I think would, you know, I would be in a lot better place today if I had learned that faster.

Yeah.

Yeah.

Oh yeah. Yeah. Yeah. I love, I love, love business. I don't know that I love commercial construction as much. Yeah. Right. But I do love business. I love the financial part of it. I love going through, you know, an income statement or a balance sheet and picking out things. You know, how do we do this better?

Oh yeah. Yeah. Yeah. I love, I love, love business. I don't know that I love commercial construction as much. Yeah. Right. But I do love business. I love the financial part of it. I love going through, you know, an income statement or a balance sheet and picking out things. You know, how do we do this better?

Like I said, we were talking about, you know, well, how did you get, you know, get so good with the cashflow and making sure that you don't get behind on payments with these people, just, just figuring out those issues. I really enjoy and building the business, right. Building people up, pushing them to do things that they never thought they could do. Right.

Like I said, we were talking about, you know, well, how did you get, you know, get so good with the cashflow and making sure that you don't get behind on payments with these people, just, just figuring out those issues. I really enjoy and building the business, right. Building people up, pushing them to do things that they never thought they could do. Right.

I get a lot of enjoyment out of pushing people that said, I can't do this. There's no way. And then all of a sudden, you know, a year later, they're doing double what they thought they could. You know, I have an estimator that came in. He sold like $2 million, right? And now he's selling $15 million a year. You know, he said, there's no way I'm going to ever get there, right?

I get a lot of enjoyment out of pushing people that said, I can't do this. There's no way. And then all of a sudden, you know, a year later, they're doing double what they thought they could. You know, I have an estimator that came in. He sold like $2 million, right? And now he's selling $15 million a year. You know, he said, there's no way I'm going to ever get there, right?

Yeah, so we started—obviously, I became president— Two years ago, I was vice president for a little while. So my dad kind of retired. I took over the business and then I had to learn the business. Right. So he just kind of like dropped it and walked out and was like, hey, here's a you know, here's a 10 million dollar business. Good luck. Have fun.

Yeah, so we started—obviously, I became president— Two years ago, I was vice president for a little while. So my dad kind of retired. I took over the business and then I had to learn the business. Right. So he just kind of like dropped it and walked out and was like, hey, here's a you know, here's a 10 million dollar business. Good luck. Have fun.

And I just kept pushing and pushing and pushing. And finally, you know, last year, he went above what he had set for a goal. So that's the kind of stuff that I love. And one of the things that I finally learned is I do need a leadership team. And I didn't know what that meant. And I can tell you, Vistage has helped me quite a bit.

And I just kept pushing and pushing and pushing. And finally, you know, last year, he went above what he had set for a goal. So that's the kind of stuff that I love. And one of the things that I finally learned is I do need a leadership team. And I didn't know what that meant. And I can tell you, Vistage has helped me quite a bit.

Yeah, Vistage has helped me quite a bit in that sense. I should have joined a group a long time ago. Because you only know what you know, right? And if you're not meeting like you are with people every single day or in your industry or different industries, you just don't know. You don't know what's out there. You don't know the people you can go to. So Vicious kind of opened my eyes up to that.

Yeah, Vistage has helped me quite a bit in that sense. I should have joined a group a long time ago. Because you only know what you know, right? And if you're not meeting like you are with people every single day or in your industry or different industries, you just don't know. You don't know what's out there. You don't know the people you can go to. So Vicious kind of opened my eyes up to that.

And I was able to ask more questions to different people. And so I learned really fast the type of leaders that I wanted and then started going after them. And wasn't afraid to pay, like you said earlier, right? Pay what they're worth.

And I was able to ask more questions to different people. And so I learned really fast the type of leaders that I wanted and then started going after them. And wasn't afraid to pay, like you said earlier, right? Pay what they're worth.

So I'll tell you a story. My father-in-law just had your guys out to fix his garage door, right? Oh, that was a good story. So no, it was great. So I'm over there during Christmas, right? And he's telling me, yeah, I got these guys to come over and do. I said, who was it? He's like, A1 Garage Door. I'm like, oh, Tommy Mello. And anyways, we're getting talked about.

So I'll tell you a story. My father-in-law just had your guys out to fix his garage door, right? Oh, that was a good story. So no, it was great. So I'm over there during Christmas, right? And he's telling me, yeah, I got these guys to come over and do. I said, who was it? He's like, A1 Garage Door. I'm like, oh, Tommy Mello. And anyways, we're getting talked about.

He's like, yeah, all I wanted was a new garage door, right? So the guy comes over and he said, this guy was super knowledgeable. So he starts talking to him about the springs and about the rails and about the different things, right? Not necessarily trying to upsell him, just talking through things. Yeah, educating him, right? And he was like, by the end of it,

He's like, yeah, all I wanted was a new garage door, right? So the guy comes over and he said, this guy was super knowledgeable. So he starts talking to him about the springs and about the rails and about the different things, right? Not necessarily trying to upsell him, just talking through things. Yeah, educating him, right? And he was like, by the end of it,

I had not only garage door, but my rails were changed. The springs were changed. The head was changed. He said he hooked me all up, got my iPhone working, you know, with the garage door. He was super stoked about it. And he paid like 15 grand, you know. He was looking to spend like five, you know. And he was excited that he spent more money because, you know, he had a story to tell.

I had not only garage door, but my rails were changed. The springs were changed. The head was changed. He said he hooked me all up, got my iPhone working, you know, with the garage door. He was super stoked about it. And he paid like 15 grand, you know. He was looking to spend like five, you know. And he was excited that he spent more money because, you know, he had a story to tell.

So I had to kind of learn, you know, what to do, what not to do. And of course, like anybody. Right. I wanted to run for the fences. So what I did was, yeah, I wanted to scale it, right? So the things that were going on at the time was a bunch of high rises. I'm like, hey, I'm going after the high rises. We weren't equipped. We weren't ready. We didn't have the manpower. I didn't care.

So I had to kind of learn, you know, what to do, what not to do. And of course, like anybody. Right. I wanted to run for the fences. So what I did was, yeah, I wanted to scale it, right? So the things that were going on at the time was a bunch of high rises. I'm like, hey, I'm going after the high rises. We weren't equipped. We weren't ready. We didn't have the manpower. I didn't care.

And I was just like, I'm like, wow. And that was, I mean, kudos to you, man. Like that's huge, right?

And I was just like, I'm like, wow. And that was, I mean, kudos to you, man. Like that's huge, right?

I agree. We do the same in our business, right? Even though we're given a set of plans and specifications and told, hey, this is what we want.

I agree. We do the same in our business, right? Even though we're given a set of plans and specifications and told, hey, this is what we want.

Yeah, change orders.

Yeah, change orders.

that's after you get the job though you get the job yeah we give what we call ve options right so value engineering options so it's like hey if we do this a little bit different we can save you a bunch of money and sometimes they're like yeah we'll do it that way and sometimes they're like now we want it exactly how it is on the plan so we call it value engineering or be i love that so

that's after you get the job though you get the job yeah we give what we call ve options right so value engineering options so it's like hey if we do this a little bit different we can save you a bunch of money and sometimes they're like yeah we'll do it that way and sometimes they're like now we want it exactly how it is on the plan so we call it value engineering or be i love that so

So, you know, don't be afraid to, you know, talk about things that are going on. I feel like some people, you know, they want to be the biggest and the baddest company out there and they don't want to show, you know, you know, their dirty underwear. Right. And that's what the nice thing is going to Vistage. It exposes that. Right. So it's like, hey, this person's having an H.R. issue.

So, you know, don't be afraid to, you know, talk about things that are going on. I feel like some people, you know, they want to be the biggest and the baddest company out there and they don't want to show, you know, you know, their dirty underwear. Right. And that's what the nice thing is going to Vistage. It exposes that. Right. So it's like, hey, this person's having an H.R. issue.

Well, so am I. And so is this person. So is that person. Right. So it's nice to be like, I'm not the only one out there with these issues. And then you learn like, holy crap, everybody's going through this. You know, so I think, you know, that was one of the big things in friendship. You know, you're. you're in these meetings, they get kind of deep. I've made a bunch of friends through it.

Well, so am I. And so is this person. So is that person. Right. So it's nice to be like, I'm not the only one out there with these issues. And then you learn like, holy crap, everybody's going through this. You know, so I think, you know, that was one of the big things in friendship. You know, you're. you're in these meetings, they get kind of deep. I've made a bunch of friends through it.

I just went running right into it. So we did our first high rise. We didn't, you know, it wasn't great. We didn't make a bunch of money, but we're like, hey, that was the whole point. Set us up on the first one. We learned, right? So we went into a couple more and just about crippled us.

I just went running right into it. So we did our first high rise. We didn't, you know, it wasn't great. We didn't make a bunch of money, but we're like, hey, that was the whole point. Set us up on the first one. We learned, right? So we went into a couple more and just about crippled us.

And, and when I say friends, they're just, they get it right. They're a business owner. They go through this stuff every day. You can talk to them on a different level than your neighbor, right. Or your friend from high school that, you know, works a regular job. So I think some of that is also important. And it gives you contacts, right?

And, and when I say friends, they're just, they get it right. They're a business owner. They go through this stuff every day. You can talk to them on a different level than your neighbor, right. Or your friend from high school that, you know, works a regular job. So I think some of that is also important. And it gives you contacts, right?

It gets you in front of people, again, business owners, contacts, you know, helps you, you know, kind of get a network of people around you that you can trust that will help you, you know, hopefully grow your business.

It gets you in front of people, again, business owners, contacts, you know, helps you, you know, kind of get a network of people around you that you can trust that will help you, you know, hopefully grow your business.

No, that's good advice. I appreciate that. That makes a lot of sense.

No, that's good advice. I appreciate that. That makes a lot of sense.

The manpower, the resources, the cash flow that you need and the logistics behind it were just absolutely way more than I expected. Yep. So we took a step back and kind of reevaluated everything. And then after that, learned that high rises are not for us. So we said, what is for us, right? What works for our business and the people in it?

The manpower, the resources, the cash flow that you need and the logistics behind it were just absolutely way more than I expected. Yep. So we took a step back and kind of reevaluated everything. And then after that, learned that high rises are not for us. So we said, what is for us, right? What works for our business and the people in it?

Yeah, I heard you were talking about on one of your podcasts you're looking to get into home improvement stuff. Oh, yeah, yeah, yeah, yeah, yeah, because my multiple is still two and a half times theirs. Well, you know, commercial, I mean, you can skyrocket in commercial.

Yeah, I heard you were talking about on one of your podcasts you're looking to get into home improvement stuff. Oh, yeah, yeah, yeah, yeah, yeah, because my multiple is still two and a half times theirs. Well, you know, commercial, I mean, you can skyrocket in commercial.

The amount of dollars that are in that category.

The amount of dollars that are in that category.

That's what commercial does for us.

That's what commercial does for us.

Yeah. So we have a service department as well. And same thing, right? Their service tickets are small, right? So it takes a lot more effort, a lot more jobs to get to that point where we can, you know, it's like, Hey, we just secured a $10 million job yesterday. You know, one job.

Yeah. So we have a service department as well. And same thing, right? Their service tickets are small, right? So it takes a lot more effort, a lot more jobs to get to that point where we can, you know, it's like, Hey, we just secured a $10 million job yesterday. You know, one job.

No, so we try not to do hard bid stuff, right? So we've been around long enough now, 38 years, right? Everybody knows who we are. Business development, Julia, she kind of goes out and meets with all of our clients and brings in leads. So it's all warm leads. We rarely bid anything that somebody else is bidding on. Oh, that's nice. So it's all negotiated work.

No, so we try not to do hard bid stuff, right? So we've been around long enough now, 38 years, right? Everybody knows who we are. Business development, Julia, she kind of goes out and meets with all of our clients and brings in leads. So it's all warm leads. We rarely bid anything that somebody else is bidding on. Oh, that's nice. So it's all negotiated work.

Not necessarily that, but you get to work with them on the front end, right? So you kind of create the budgets from the beginning. So it's not a surprise, right? So we come in, we say, hey, this is a design we should do. This is what it's going to cost us, right? And then we bring in some engineers, architects, they design it.

Not necessarily that, but you get to work with them on the front end, right? So you kind of create the budgets from the beginning. So it's not a surprise, right? So we come in, we say, hey, this is a design we should do. This is what it's going to cost us, right? And then we bring in some engineers, architects, they design it.

As long as the price adds up, it's like, hey, yeah, everybody's happy because you told us this was what it was going to cost. We designed it. That's what it is. That's what we like to do. And then they just sign us up and we move forward and... Everybody's planning for it. So what do you think an average ticket is?

As long as the price adds up, it's like, hey, yeah, everybody's happy because you told us this was what it was going to cost. We designed it. That's what it is. That's what we like to do. And then they just sign us up and we move forward and... Everybody's planning for it. So what do you think an average ticket is?

Yeah, and we're getting even at $50 million, I think. Like right now, there's already some guys coming in and posturing and like, hey, how can we sign a contract or make a deal with you guys so you're buying straight from us and not shopping it around? But yeah, agreed, you can leverage that, right? When you're buying a bunch of stuff, you can leverage that 100%.

Yeah, and we're getting even at $50 million, I think. Like right now, there's already some guys coming in and posturing and like, hey, how can we sign a contract or make a deal with you guys so you're buying straight from us and not shopping it around? But yeah, agreed, you can leverage that, right? When you're buying a bunch of stuff, you can leverage that 100%.

So we kind of put our plan together for marketing and the front end and just started, you know, doing what we know we're good at, right? What are you good at? So we like small, complicated projects. And I say small, you know, not $20-plus million projects. We like between a million and $10 million jobs.

So we kind of put our plan together for marketing and the front end and just started, you know, doing what we know we're good at, right? What are you good at? So we like small, complicated projects. And I say small, you know, not $20-plus million projects. We like between a million and $10 million jobs.

I showed you and you're here trying to tell people how to do it, right?

I showed you and you're here trying to tell people how to do it, right?

I'm trying to show you how to do it.

I'm trying to show you how to do it.

Well, yeah. And that's the whole thing, too. Right. Your employees are going to lose. Right. If you're not profitable and you're unable to grow and you're unable to raise their wages. Right. Yeah. You just stay in one place. Right. And nobody wants to do that for very long. So, yeah, all your employees are going to leave. Right. I mean, you can't help them grow.

Well, yeah. And that's the whole thing, too. Right. Your employees are going to lose. Right. If you're not profitable and you're unable to grow and you're unable to raise their wages. Right. Yeah. You just stay in one place. Right. And nobody wants to do that for very long. So, yeah, all your employees are going to leave. Right. I mean, you can't help them grow.

Yeah. So all the above, um, there's events that we go to, right. Where, where, you know, people from our industry all get together and you just kind of meet and greet, talk about it. Uh, we also are in a couple associations, um, ABA, Arizona business alliance is one of them. Um, they're, is that good? Yeah. They've, they've helped us tremendously.

Yeah. So all the above, um, there's events that we go to, right. Where, where, you know, people from our industry all get together and you just kind of meet and greet, talk about it. Uh, we also are in a couple associations, um, ABA, Arizona business alliance is one of them. Um, they're, is that good? Yeah. They've, they've helped us tremendously.

So they do teaching and training, you know, like leadership training, project management training, stuff like that. But getting involved with them helps us because it gets us in front of our clients on a regular basis outside of the norm, right?

So they do teaching and training, you know, like leadership training, project management training, stuff like that. But getting involved with them helps us because it gets us in front of our clients on a regular basis outside of the norm, right?

Yeah.

Yeah.

Yeah. And they're a good group of people. And the whole point of it is so you have the unions, right? And the unions have their own training and their own things and their own groups. And non-union guys don't really have a group, right? So the ABA was created. It's AGC ABA. But they were created basically to help the non-union guys. Like, hey, let's get together. Let's talk about best practices.

Yeah. And they're a good group of people. And the whole point of it is so you have the unions, right? And the unions have their own training and their own things and their own groups. And non-union guys don't really have a group, right? So the ABA was created. It's AGC ABA. But they were created basically to help the non-union guys. Like, hey, let's get together. Let's talk about best practices.

Let's help with the teaching and training, right? Let's help each other.

Let's help with the teaching and training, right? Let's help each other.

Yeah, HVAC and plumbing.

Yeah, HVAC and plumbing.

Yeah.

Yeah.

All commercial. And is commercial fond of, like, apartments? We don't do multifamily. Another thing we're not good at. And we try to stay, you know, under five levels, right? So, like I said, high rises is not our thing. Once you get above five levels, it just gets way more complicated, right? Your logistics goes through the roof. It gets super complex. Okay.

All commercial. And is commercial fond of, like, apartments? We don't do multifamily. Another thing we're not good at. And we try to stay, you know, under five levels, right? So, like I said, high rises is not our thing. Once you get above five levels, it just gets way more complicated, right? Your logistics goes through the roof. It gets super complex. Okay.

Yeah, I have a funny story about that. So when I was growing up in the business, obviously I worked for my dad, but he had hired these project managers. And it was funny to watch them because – You know, it was like who could outlast who the longest, right? And I remember leaving one night.

Yeah, I have a funny story about that. So when I was growing up in the business, obviously I worked for my dad, but he had hired these project managers. And it was funny to watch them because – You know, it was like who could outlast who the longest, right? And I remember leaving one night.

You know, I usually stayed there until, you know, 4 o'clock and then left because I always thought it was stupid. Like why am I going to stay here even longer if I don't have any work to do? I just thought I was more efficient, right? I get my work done and get the hell out of there. Anyways, I'm on my way out one evening and there was a project manager passed out in his chair, right? Sleeping.

You know, I usually stayed there until, you know, 4 o'clock and then left because I always thought it was stupid. Like why am I going to stay here even longer if I don't have any work to do? I just thought I was more efficient, right? I get my work done and get the hell out of there. Anyways, I'm on my way out one evening and there was a project manager passed out in his chair, right? Sleeping.

And I wake him up and I'm like, what are you doing, man? I'm like, go home. You're not kidding anybody. You're not just because you think you're working harder. I stayed here till eight o'clock last night. It's like. If you got that work done half the time.

And I wake him up and I'm like, what are you doing, man? I'm like, go home. You're not kidding anybody. You're not just because you think you're working harder. I stayed here till eight o'clock last night. It's like. If you got that work done half the time.

Yeah, right. He didn't want to go home. But I don't understand the, you know, let's walk my life away.

Yeah, right. He didn't want to go home. But I don't understand the, you know, let's walk my life away.

Have you guys implemented AI? And if so, what are some of the things that you're implementing now?

Have you guys implemented AI? And if so, what are some of the things that you're implementing now?

What do you think about these autonomous cars? Like the no people driving these cars? Yeah, yeah, yeah.

What do you think about these autonomous cars? Like the no people driving these cars? Yeah, yeah, yeah.

Well, just think, I mean, just think about like the autonomous cars. I have discussions with people all the time about this. I think it's going to be, so that's where it's going to start, right? I mean, who wouldn't like for us, right? Get in the car and maybe you have a driver, so you don't need to worry about this. For me, I get in my truck, like, I mean, 30 minutes to work, 30 minutes back.

Well, just think, I mean, just think about like the autonomous cars. I have discussions with people all the time about this. I think it's going to be, so that's where it's going to start, right? I mean, who wouldn't like for us, right? Get in the car and maybe you have a driver, so you don't need to worry about this. For me, I get in my truck, like, I mean, 30 minutes to work, 30 minutes back.

I mean, drive to meetings, you know? So, I mean, imagine how many... Yeah, how many hours could you get back? And I mean, I could be on my, you know, my computer, on the phone.

I mean, drive to meetings, you know? So, I mean, imagine how many... Yeah, how many hours could you get back? And I mean, I could be on my, you know, my computer, on the phone.

Yeah, not to mention we can bring down insurance costs because people would be crashing into each other.

Yeah, not to mention we can bring down insurance costs because people would be crashing into each other.

Crazy, badass. Um... I don't know that there's any crazy badass. I'm reading Simon Sinek.

Crazy, badass. Um... I don't know that there's any crazy badass. I'm reading Simon Sinek.

Over bill. Over bill. Get ahead of it. So if you can get ahead of it, then you're not in such bad shape. But I agree with you 100%. Every contract we sign, is set up in a way that the contractor is going to benefit, right? We're always behind most of the time when it comes to payments, right? I mean, right now we're 90-day pay, you know, on some of these contracts.

Over bill. Over bill. Get ahead of it. So if you can get ahead of it, then you're not in such bad shape. But I agree with you 100%. Every contract we sign, is set up in a way that the contractor is going to benefit, right? We're always behind most of the time when it comes to payments, right? I mean, right now we're 90-day pay, you know, on some of these contracts.

Sinek, yeah, Simon Sinek.

Sinek, yeah, Simon Sinek.

No, it's the infamous game.

No, it's the infamous game.

Infinite game, there you go.

Infinite game, there you go.

But anyways. Yeah, that's why I mean, I feel that that's something that I'm looking at right now. It's like, you know, stop looking at the short term, you know, duration. Let's look at the long game or the infinite game if you want this company to run forever. Right. Like you said, I mean, is private equity some part of the answer?

But anyways. Yeah, that's why I mean, I feel that that's something that I'm looking at right now. It's like, you know, stop looking at the short term, you know, duration. Let's look at the long game or the infinite game if you want this company to run forever. Right. Like you said, I mean, is private equity some part of the answer?

Because it's like, hey, we need the money and the cash to build this and get the right training, get the right people, get the right things in place for this thing to run for forever.

Because it's like, hey, we need the money and the cash to build this and get the right training, get the right people, get the right things in place for this thing to run for forever.

Yeah. Yeah. Email's great. Jay young at Tempe mechanical.net. Um, you know, it was probably the best way to get me. I'm always checking my emails. I live and die by email and my calendar. So, um, I would say that would be the best.

Yeah. Yeah. Email's great. Jay young at Tempe mechanical.net. Um, you know, it was probably the best way to get me. I'm always checking my emails. I live and die by email and my calendar. So, um, I would say that would be the best.

Yeah, no worries. I appreciate that. So one thing I wanted to touch on. So you talked about, you know, having people that are educated and smart in plumbing and HVAC. So we've kind of figured out there's a huge gap in our industry with, you know, talent, right? They just don't. Nobody wanted to be a plumber or an HVAC guy for a lot of years, right? Everybody went to college.

Yeah, no worries. I appreciate that. So one thing I wanted to touch on. So you talked about, you know, having people that are educated and smart in plumbing and HVAC. So we've kind of figured out there's a huge gap in our industry with, you know, talent, right? They just don't. Nobody wanted to be a plumber or an HVAC guy for a lot of years, right? Everybody went to college.

So what we're doing to try and help with that is we're all, a lot of us are creating apprenticeship programs. So that's one of the things we're starting this year. And I think that's going to set us apart. But really it's to, you know, educate and teach people because I'm sure as you know, people just don't want to work on anything at their house. They're afraid to.

So what we're doing to try and help with that is we're all, a lot of us are creating apprenticeship programs. So that's one of the things we're starting this year. And I think that's going to set us apart. But really it's to, you know, educate and teach people because I'm sure as you know, people just don't want to work on anything at their house. They're afraid to.

It's like, oh my God, my toilet broke. And you're like, well, lift the lid and look inside, the plunger's broken. Like, I don't want to have to charge you $500 to come out there and replace your plunger when you can go to Home Depot and get it for 25 bucks. Like- You know, so that's kind of our mission and our plan is to, you know, kind of teach and grow the community.

It's like, oh my God, my toilet broke. And you're like, well, lift the lid and look inside, the plunger's broken. Like, I don't want to have to charge you $500 to come out there and replace your plunger when you can go to Home Depot and get it for 25 bucks. Like- You know, so that's kind of our mission and our plan is to, you know, kind of teach and grow the community.

You know, even if they don't stay with us, you know, teach them how to, like, be better people. And some of this stuff, do it yourself. Like, some of this stuff is complicated. That's what we want to do, right? The other stuff, figure it out on your own, man. I don't know.

You know, even if they don't stay with us, you know, teach them how to, like, be better people. And some of this stuff, do it yourself. Like, some of this stuff is complicated. That's what we want to do, right? The other stuff, figure it out on your own, man. I don't know.

So it is painful in that sense, but what I can tell you is if you get ahead of it and you can create – if you can create a billing or a structure – that you're able to bill ahead of it and you can get your money sooner, then your cash flow doesn't get affected, right? And that's kind of what we've done. What is your goal, bottom line net profit?

So it is painful in that sense, but what I can tell you is if you get ahead of it and you can create – if you can create a billing or a structure – that you're able to bill ahead of it and you can get your money sooner, then your cash flow doesn't get affected, right? And that's kind of what we've done. What is your goal, bottom line net profit?

30.

30.

30?

30?

Well, we're in the wrong business.

Well, we're in the wrong business.

The other bad part is you don't make the rules, right? Somebody else makes all the rules for you, and you have to abide by them, whether right, wrong, or indifferent. Half the stuff is against the law.

The other bad part is you don't make the rules, right? Somebody else makes all the rules for you, and you have to abide by them, whether right, wrong, or indifferent. Half the stuff is against the law.

Well, that's probably why we get along. My whole family's from Michigan. Really? Yeah, yeah. What part? Boyne City. I don't know if I know Boyne. Well, it's up north. You know where Traverse City is?

Well, that's probably why we get along. My whole family's from Michigan. Really? Yeah, yeah. What part? Boyne City. I don't know if I know Boyne. Well, it's up north. You know where Traverse City is?

Okay.

Okay.

Not really. They're kind of on the lake. Um, In that, it's a very small town.

Not really. They're kind of on the lake. Um, In that, it's a very small town.

Yeah, but it's probably closed.

Yeah, but it's probably closed.

Yeah, it's the same for me. I grew up in the east side. I grew up in Tempe and then moved out to Chandler, so not far away. But yeah, I love the east side. I don't know that I would ever move to the other side of town. Like you said, Glendale, not my place. Or downtown Phoenix, not my place.

Yeah, it's the same for me. I grew up in the east side. I grew up in Tempe and then moved out to Chandler, so not far away. But yeah, I love the east side. I don't know that I would ever move to the other side of town. Like you said, Glendale, not my place. Or downtown Phoenix, not my place.

Where do you live? Last time we talked, you were moving or you were building a house or something?

Where do you live? Last time we talked, you were moving or you were building a house or something?

Yeah. Yeah. So exactly. Chasing revenue instead of profits is big. Taking on stuff that, again, we're not good at. Right. Thinking that we were, you know, capable no matter what building we went into and finding out that wasn't the case. Right. And being more prepared, I guess, is something I've learned through this. Um, and also letting other people kind of help in the decision-making process.

Yeah. Yeah. So exactly. Chasing revenue instead of profits is big. Taking on stuff that, again, we're not good at. Right. Thinking that we were, you know, capable no matter what building we went into and finding out that wasn't the case. Right. And being more prepared, I guess, is something I've learned through this. Um, and also letting other people kind of help in the decision-making process.

So I think sometimes we get, you know, as managers or leaders, we think we have to make all the decisions, right? And all our decisions are going to be the best decisions. Well, I learned that letting some of my other leadership and even some of the people down even further down, uh, make some decisions and have some input, um, changed my views and, and actually what kind of projects we went after.

So I think sometimes we get, you know, as managers or leaders, we think we have to make all the decisions, right? And all our decisions are going to be the best decisions. Well, I learned that letting some of my other leadership and even some of the people down even further down, uh, make some decisions and have some input, um, changed my views and, and actually what kind of projects we went after.

Um, you know, how fast we could get projects done, you know, bringing in that feedback. So I think, you know, a lot of that I learned going through challenges like taking on the high-rise building, right, taking on some of these projects that we weren't prepared for.

Um, you know, how fast we could get projects done, you know, bringing in that feedback. So I think, you know, a lot of that I learned going through challenges like taking on the high-rise building, right, taking on some of these projects that we weren't prepared for.

100%.

100%.

Yeah, yeah, 100%. So it was funny you say that because I was at a CEO group meeting just yesterday, and there's a doctor that created a business and has been running it for, I don't know, 15, 20 years. this young kid with an MBA comes in, super smart kid, right? Gets to her to believe that he should be the CEO of the company because he's smarter than her.

Yeah, yeah, 100%. So it was funny you say that because I was at a CEO group meeting just yesterday, and there's a doctor that created a business and has been running it for, I don't know, 15, 20 years. this young kid with an MBA comes in, super smart kid, right? Gets to her to believe that he should be the CEO of the company because he's smarter than her.

We basically showed her that like, hey, you have the knowledge, you're just doubting yourself right now. And by the end of it, she was like, yeah, what am I doing? What am I thinking? Like, just because this kid's, you know, showing me a bunch of cool stuff, you know, and has a bunch of new shiny objects, I should put myself to the side. What's the CEO group called? Vistage. Oh, okay.

We basically showed her that like, hey, you have the knowledge, you're just doubting yourself right now. And by the end of it, she was like, yeah, what am I doing? What am I thinking? Like, just because this kid's, you know, showing me a bunch of cool stuff, you know, and has a bunch of new shiny objects, I should put myself to the side. What's the CEO group called? Vistage. Oh, okay.

I've heard of Vistage.

I've heard of Vistage.

So my big audacious goal right now, my BHAG is $100 million I want to do. And in one year, you know, that's kind of my 10 year plan. Hoping to be able to get it done quicker than that. We'll see. But I don't really have any plans to sell right this minute. I've got three other partners in it. Right. My brother's a partner and so is my uncle.

So my big audacious goal right now, my BHAG is $100 million I want to do. And in one year, you know, that's kind of my 10 year plan. Hoping to be able to get it done quicker than that. We'll see. But I don't really have any plans to sell right this minute. I've got three other partners in it. Right. My brother's a partner and so is my uncle.

My uncle's only got about three years left and then we'll buy him out. So it'll be me and my brother will, you know. Yeah. But I don't you know, I'm kind of playing the long game. You know, I see all these companies getting bought up by private equity and people kind of just, you know, getting out of the game. And I think that's a benefit to us.

My uncle's only got about three years left and then we'll buy him out. So it'll be me and my brother will, you know. Yeah. But I don't you know, I'm kind of playing the long game. You know, I see all these companies getting bought up by private equity and people kind of just, you know, getting out of the game. And I think that's a benefit to us.

I think we're going to be one of few small subcontractors or subcontractors out there that are family owned. And I think that's a that's a huge advantage that we're going to have in the market. So.

I think we're going to be one of few small subcontractors or subcontractors out there that are family owned. And I think that's a that's a huge advantage that we're going to have in the market. So.

It's better, I will say. So explain, because obviously I've heard both, right? I've heard the same thing. So I just read a book, you know, Building an Empire.

It's better, I will say. So explain, because obviously I've heard both, right? I've heard the same thing. So I just read a book, you know, Building an Empire.

Yeah.

Yeah.

And so, you know, that's kind of the positive side of it and how you can, you know, use private equity to kind of grow and do all of that.

And so, you know, that's kind of the positive side of it and how you can, you know, use private equity to kind of grow and do all of that.