Well, what is going on, Everybody? Welcome to another show of the Service Legend podcast. I have a real treat for you guys today, and I say that often as a you know, Bradley says it often we have a real treat for you guys today, but I really do. Today I have Brandon Vaughn, the myth, the legend here with us today. Man, Welcome to the podcast.
What’s up? Welcome to the pod. I like that in your intro.
Welcome to the pod man. Um, glad to be here. Most of you might know Brandon. I know Brandon. I have the luxury and the honor and the privilege of knowing Brandon and learning from Brandon. He’s just just drips knowledge wherever he goes, right? Whether it’s an event or a webinar or a, um, you know, a, a training in the Concorde program. He just drips this knowledge along with his team. But for those that don’t know Brandon, he is Brandon Vaughn, small business owner turned chief strategist and founder of Conquer, which is an amazing program. Cardinal is in that program and it’s been massively impactful. And Brandon is just remarkable, guys. And his story of his father’s business from 0 to 70 employees. Imagine managing 70 people at once. Um, with revenues increasing from eight grand to 450 a month. And he earned him that earned him a small business, um, and or a, a small business Person of the Year award for Oregon in 2017. He’s also a licensed pilot which saw that the whole journey of that which is really cool um, graphic artist family man this guy’s a great husband, great speaker, Uh, just an amazing person, man. And just glad to have you here, dude.
Thank you. I feel like I can. I can just take the rest of the week off now. Just kind of relax and bask in your kind introduction. Yeah, man.
I mean, it’s been an honor, man. Um, kind of learning from you. Kind of learning, um, not only the business side, but how to act as a man, as an influence, as a leader. How do you communicate with others, seeing you at events and seeing how you interact with not only with people, but your family met your son at the, uh, the um, what was it was that in February of this year, which is really cool, um, and he really kind of, um, exudes this legend mentality, right? Which is, you know, we talk all the time about being a service legend, which is short, short for home service legend. And that’s not about just making money, but it’s about really living the whole lifestyle of being a legend, a service legend, which is running a business. It’s growing. You’re really supporting your team members. You’re being a husband, a present husband, a father, all of those different things that go into being a service legend. Um, for those that don’t know you as well as I do, Brandon, if you could just give us kind of some backstory, some origin story, kind of how you started, you know, a little bit before the power washing company and kind of how that kind of led up to there.
Yeah. So I’ve been in home services my entire life. My dad was an owner operator window cleaner since 1978, so he had been going on with that for about 33 years. Um, I started working with him full time at the age of 13, so homeschooled through high school and worked 40 hours a week with my dad cleaning windows. He was paying me like, you know, $0.05 a screen to clean the screens. And, uh, he’s actually just a really cool experience to talk to a lot of adults during my teenage years. And, you know, specifically with the service minded customer service focused, you know, Father, it really kind of instilled that in me, you know, just the respect and and I kind of viewed it as like a part of my schooling to talk to all these different random people and customers and get to know them and their families and what they’re interested in and why they had these beautiful houses. And it was it was just a really amazing childhood. And, you know, I the day I turned 18, I went out and got my own business license. I’ve done several different things from construction business to property maintenance to, you know, trying to come up with any business scheme that you could imagine. I have 150 domains that I’ve bought over the years that I use.
You know, none of them very entrepreneurial mindset. Uh, that kind of brought me up to a basically a tipping point or a fork in the road. In 2012, when my dad was diagnosed with heart disease and was told that, you know, he couldn’t work physically anymore in the business, so the business was forced to shut down. At the time, it was still just my dad. On the tools working full time with maybe one part time employee or zero employees. And, you know, he was basically faced with having to completely shut down the company. The business was doing about eight grand a month at the time, so sat down with them. We all talked about it as a family. I told my dad, Hey, I’ll buy it from you, 3000 bucks a month. I have no idea how I’m going to come up with that payment. But I’ll pay you that for life. Like you can just retire. It’ll supplement what you’re going to get from Social Security, and you can just be done. So he happily retired and then meanwhile, had to figure out how to actually make this payment every month because the business was very small and zero employees. And it was a tremendous positive pressure to kind of grow the business. And that’s what kind of started me on my journey with with All-clean.
Which is so incredible because most contractors probably experience, whether you’re painting, HVAC, concrete, coatings, whatever it is, most contractors come from a father or mother that was doing contracting, right? You know, they were they you know, they owned a painting company, a coating company. Right. A plumbing company. And we kind of like, you know, um, you know, evolved into being that same person. Right. Um, and for you, it’s kind of interesting because you saw this opportunity to not only, um, grow the business, but also serve your dad in a very honorable way. Um, before we kind of go on from there, if you could speak to that a little bit, like why did you feel this initiative in yourself to serve your dad, to kind of grow the company and kind of take it to the next level versus do whatever you want? Because obviously you’re a visionary. You’re so smart, you’re gifted, you’re talented, all these different things. Um, why didn’t you go do something else? You know, why did you choose this, this kind of world, if you will, versus another world?
Yeah, well, it’s a it’s a good question. I’d say that, you know, first and foremost is because it’s my dad and that that was the only thing in my mind at that point in time. You know, it’s one of the first times that I looked at my dad’s eyes and saw that he was genuinely lost. You know, his career that he had for 33 years was just taken away from him. And he had no retirement, no savings, no backup plan. And, you know, and our team in our family meeting that we sat down and talked, he was like, you know, crying, saying, maybe I’ll just be a Walmart greeter. And I’m like, well, that’s not going to happen. We’re going to figure out, you know. We’re going to figure out something to make this work. And this was kind of that, you know, design, you know, jump in to action before we really had to design and plan of how we’d grow. And, you know, just being really transparent. I had not been a super successful entrepreneur up to this point. I’d had, you know, a couple other failed businesses. One failed so hard during the construction industry that I had to go get like a real job at a corporate location.
And you were how old? Brandon at this time?
Early 20s. Early 20s. It was right around 2007, 2008, when, you know, I had my construction company and then went through that whole time period and just, you know, ran my business very much like my dad did, which was an owner operator. So didn’t possess any skill sets, didn’t go to college. Very normal guy. It’s very kind of you say I’m talented and smart. I actually feel like my superpower is wanting to just learn and I’ve never stopped learning. And I’m very interested to learn and figure out as much as I possibly can. But at the time when I bought this business for my dad, I legitimately had zero clue how to grow this business. No, no clue. I tried making a budget. In fact, I show that budget, the original budget that I made like my five year plan. To some people it’s laughable. It’s so bad. It makes no sense whatsoever. Um, but you know, I went out and got a coach myself because I heard that was an important thing to do and it was very transformative for me and kind of like growing that business was actually going out and really just wanted to surround myself with people that are way smarter than myself and just understand that I really had no clue what I was doing. And that was that act of humbling myself. And just like submission was really when my business started to actually take off.
Yeah, it’s incredible, man. I mean, obviously, it’s an act of just being. I mean, just an act of, uh, of honor, if you will, to your father. Um, which is amazing. I mean, I love this, this this, you know, this fork in the world. Like this fork in the road, if you will, of Walmart greeter. Early 20. Never stop learning. Um, which I think a lot of us can relate to that, you know. Um, you know, I don’t think a lot of contractors come from privilege or, you know, and things like that. And I think it’s so incredible to mention this. Um, how did that lead to you kind of running the company from, from this kind of perspective to now I’m a CEO. If you could bring us up to speed to you run in the company brought it to 500 K a month, you know, or, or almost. Um, how did that kind of. Work like, was there any coaches or conquerors or any sales trainings at that time? Like how did you kind of take the ship and run it from there?
Well, lots of pain and suffering, I’ll put it that way. I’ve made every mistake that I think you could possibly make in a business. Um, you know what? What ended up kind of kicking things off was, Okay, so January 2012, it’s me by myself. No employees. I’m on the tools every single day washing windows. So like that was me starting the business.
Can’t picture you doing that, bro.
I can’t do it. 2012 It’s not that long ago, you know? I mean, it’s really not. Um, so, you know, getting up on the ladders, cleaning the windows, getting up, doing skylights, getting up on roofs, cleaning gutters, you know, pressure washing, soft washing, expanding out services, trying to hire people, trying to figure all this out. Had a really great business coach. Her name is Kedma. She’s actually my VP of coaching in the Conquer program. Now, so I’ve actually hired her. So now she works on our team. But at that time she really broke a lot of self-limiting beliefs about myself and I started surround myself, you know, joining associations, getting around people and start to surround myself with people who had actually been successful. And there’s a couple key, defining, defining moments in my life. One of them was a guy by the name of AC Lockyer. He, you know, taught contractors soft washing businesses how to grow. And the biggest thing that I kind of learned from him was he introduced me to the book The E-Myth, which was a radically transforming book, like totally changed my life. And then he also, you know, showed me what was possible. So with his company, you know, he had, you know, a couple dozen service trucks and was, you know, running that down in Florida way back when. And that kind of broke my brain that you could like, whoa, this business my dad had ran for 33 years, you could actually grow this into something more than just that.
And I had ran all my previous businesses up to this point, kind of as that owner operator mindset following in the footsteps of my dad. So those were a couple like mindset shift moments where I said I could really do this. And I found that the time when I made the absolute most amount of money was when I was sitting on the computer and I was typing up documents and tools and like truly working on the business, creating systems, creating sops, creating inventory, check out sheets and scripts for my technicians and scripts for the office teams and, you know, production performance pay calculators and sales against commission calculators and all these tools that now make up a big foundational part of what Conquer Base camp is. You know, I didn’t have a conquer. Even software systems didn’t have all those systems available for me to be able to use. They had good stuff on like how to clean but not like how to run the business. So I had to make a lot of that stuff. And that’s really what kind of led to me creating all those tools and documents and resources. And that’s really where things started to kind of, you know, catch fire. So to speak, and where the business really started to kind of take off and start growing was, you know, when I started focusing on that area of the business.
Like, you know, like the operations, right? Because, you know, I think that once you figure out marketing the business, selling the services, what do you do next? Right. And that’s where I feel like conquer comes in because it really provides you so many resources on systems hiring, you know, SOPs and then the coaching, the accountability, which has been amazing. And I worked with Alonzo, and I got to tell you, Alonzo is just a rock star along with everyone else that you guys have over there. Um, and everyone owns a 7 or 8 figure company. They’re super experienced, they’re super kind. And I’ve always loved kind of interacting with kind of the group and the community there. Um, what was the point or the fork in the road where you wanted to sell the business? Um, and then also too, because what’s crazy guys, you know, as you’re listening, you guys are doing 20 grand a month, 50 grand a month, 100 grand a month. And you’re wondering like, where do you know? Like, how do I get out of this thing? Or where do I grow this thing? You know, is it franchised? Dealer Do I exit this company, right? Like gear or all these private equity, you know, like, what do you do with your, with your thing? And you decided to exit the company and go do other things. But just walk us through like that process. Like, what was it like exiting a power washing company? Why did you decide to do that? And kind of walk us through kind of the fundamentals of that whole process?
Sure. Yeah. So it was it was a rough period of my life when I decided to sell, uh, my my brother was working for me at the time. He’s eight years older than me, and he committed suicide. Um, and it was one of those things that really shook me. And, you know, we were very, very close and it was very difficult time period in my life. I checked out of my business like. Didn’t really want to do anything in the company anymore. Right about that time period was when, you know, my employees sensed it and, you know, had over half of my team quit on me while we were booked out for two months solid, like, you know, middle of our busy season. And it was very, very difficult. And, you know, I had my first panic attack, got incredibly depressed, you know, told my wife, employees suck and I quit. And it was working like a dog, working probably 80 hours a week trying to, like, catch up from this big grenade that kind of went off in my business. And my wife looked at me and she’s like, What are you doing? You know what’s what? You wanted to grow this business to be free and to, like, you know, provide all this stuff and now, like, you’re killing yourself. And so I made a shift in my thinking and told her two things. Number one, I’m going to fix this. And number two, I will fix this and I will sell this company within five years. And like, you know, we’ll go do something else. And it was kind of one of those like acts of desperation moments in the midst of all this stuff that was going on.
But here’s an amazing thing that happened. You know, when you decide to sell your house and you decide that you want to fix it all up in preparation to sell the house and you finally fix the doors and you put the paint on there and you put that piece of trim that’s been missing behind the laundry room, you know, for like forever. And, you know, you put a new, you know, replace the roof and get everything all dialed in. And then you take a step back and you look at this when it comes time to sell and you’re like, man, it never looked this nice when I owned it. I wish I wish that I, you know, maybe I don’t want to sell it now. It’s kind of what happened. So literally three years later, from that moment, I was speaking at a huge convention, actually, and two guys approached me to basically said they sat in one of my sessions on how to attract and retain viciously loyal, productive employees. I talked a lot about my systems and the stuff that I use in the business, and they gave me an offer, invited my wife and out to lunch and gave me an offer. And we both looked at each other and we’re like, okay, let’s do this thing. And literally that’s what led to me exiting that company. And it was it was such a cool experience. Now, do I have regrets on who I sold to? Yes, but I don’t regret selling my company because it unlocked so many new skill sets in my head.
You know, I started to understand more about EBITDA and multiples and, you know, due diligence, checklists and acquisition playbooks and private equity and arbitrage and like all these terms and like opened up this huge new world to me that I didn’t have experience before. And then it also made me think, well, shoot, let’s do this again. Like, you know, I could go start another business and I could do the exact same thing again and I could collapse time and get this big exit and then like, go and repeat it. And, and really kind of at that time period is when I was getting involved a lot in in coaching. I had a lot of people, you know, probably 20, 30 messages a day of people asking if, you know, if I if I could provide coaching. And that’s what kind of led me to kind of move from All-clean into conquer and kind of like launch this coaching platform and design it in a way where it’s like, I want a coaching program that existed if it I wish this existed when I had my business. I want to create this because it was 1000 hours of creating all those systems and documents and tools myself, you know, how can we like collapse time for other owners? And it was just this wonderful passion project that is where my heart’s really motivated. And that has been just an absolutely incredible, you know, second chapter of my journey or seventh chapter, I guess, whatever you want to call it. That’s that’s been really amazing, you know, to be a part of.
Yeah, love it. If any of our listeners that are live if you guys are members of conquer if you guys could put a one in comments let us know that you are members of conquer and then if you’re on the replay, put a one in comments as well. Also, if you guys are live, put in comments, hashtag live. If you’re on replay, put in comments, hashtag replay, let us know who’s live, who’s on replay. It gives us some insight on all of that. Love it, love it, love it. Which is kind of funny too, Brandon, because, um, in the history of like, you know, coaches, right? Whether it’s sales coaches, you have Grant Cardone, all these different guys. Um, there’s a lot of talk around, um, coaches are people that cannot figure out how to run the actual business, right? So like if you’re a sales coach in home service, you probably couldn’t run your own home, run your own home service company, do the sales there. So you have to coach other people how to do it. Um, and you’re the exact opposite. You ran your company, it went well. You sold the company, you built your life and decided to serve others in a very honorable way, which is very contrary to, you know, what’s what’s, you know, kind of normal, if you will, in society where most, most coaches never really had the business, never really did the sales, but they know how to, you know, persuade others on, you know, on their strategies. Um, why do you feel like that was so? To you to have the actual experience to actually teach and serve others in that way?
Yeah, there’s there’s a lot of gurus out there for sure. Um, you know, I think the cool part about it is that I fell in love with coaching, um, probably about six months before I even exited Conquer. So, you know, I spoke on lots of different stages, went to lots of different industry conventions and got so many people requesting, you know, help and wanting to be a part of it that honestly, I didn’t even want to be a coach myself personally. I wanted to create a coaching organization that basically played matchmaker for people that were, you know, tired of seeing all the gurus everywhere. I just wanted to talk to someone that had real world experience and it’s like not a full time coach. So, you know, part of the the issue and the problem that you describe is actually what caused me to create conquer was because there were so many people that sold their business. Now they’re this full time coach and, you know, their business was doing very, very small amounts of revenue and no one knew this and they just like it was too hard and they quit and that’s why they did that. But I really wanted to create like a matchmaking service where you could be, you know, partnered up with someone who actually currently or, you know, scaled a 7 or 8 figure business and they’re like running it and they only devote carve out like eight, you know, 8 to 10 hours a week in coaching. But really they still have their day job, which is their actual, you know, service company, right? So that was a big driver for me and honestly.
The the personal fulfillment that I’ve received from being able to see the impact and the change in our conquerors lives. Um, it doesn’t even feel like work. It doesn’t even feel like anything. You know, it’s just, it’s, it’s, it’s like the most rewarding, fulfilling work that I could do for a career. You know, as far as, like, you know, something, you know, something to do. So that’s been really cool to kind of see. And I still get coached myself. You know, I paid ten grand a month to be coached by an individual, and I have always been coached. And I know that when I pay, I pay attention. When I pay ten K a month, I’m really paying attention and executing on everything because I want to maximize that return. And really the most all the most successful people that I know, you know, Tommy Melo included, anyone who’s out there, they have coaches and they work with coaches. Tiger Woods has a coach. I mean, like any any famous athletes, they they still have coaches. And really it’s it’s this accountable mechanism that’s such an important part to people performing at a high performance level is you have to have that accountability of someone to kind of hold you accountable to that growth. So it’s been a really cool transition. And although I did miss the service industry, which is why I launched Wise Coatings a couple years, a year and a half ago.
So yeah, which is kind of funny because service businesses, which is funny because those of you that don’t know and we’re talking about Concord today, but we’re going to do another pod or webinar on Wise Coatings and this amazing franchise that has come into the Concord coating world that is just doing amazing with different resources available to different companies, and we’ll get into that. But what’s kind of funny is you went back into the service world and created this YouTube documentary called Map to a million. If you guys are listening and in the coding world, there’s a YouTube documentary and channel called Map to a million, where Brandon breaks down how to scale a coding company, a concrete coding company, to $1 million a year or more. And he does it very, very quickly. And what’s kind of funny, because I don’t think that you could keep yourself away from it. I mean, you’re so addicted or you’re so, you know, committed, if you will, to serving customers, serving business owners and the home service world that I don’t think you could kind of, um, keep yourself from the world, I don’t think.
No, no, it’s definitely. It’s definitely where my heart is. I’ve always been blue collar entrepreneur and, you know, it’s just there’s something incredibly satisfying about having a large team. And I do like creating things. I do like seeing things grow. I think healthy things grow. So, you know, that journey has been, you know, honestly, part of the reasons why I started it was because, you know, I did hear kind of those rumblings of, well, you know, Brandon exited his service business because of, you know, dot, dot, dot and, you know, blank. And this is the reasons why. And now he’s just doing coaching and, you know, so I was like, okay, well, let me start another service business and I’ll show you. I’ll show you that you can scale a business fast when you focus on the right areas.
I think it was like four months. It was like six figures a month and like four months, which is pretty record time.
Yeah. And it was, it was focused because we had I mean, literally I copied all of the, the documents in base camp and just copy paste it into drives and then boom, all my systems are done. I mean, that’s definitely a cheat, you know, it’s definitely a hack. And then the second part of it was okay, focusing on building the team and from day one didn’t do any work in the field, didn’t answer any phone calls, didn’t do any sales calls, you know, didn’t, you know, didn’t really have any day to day responsibilities from day one and hired three people from day one and scaled up to seven people by, you know, our second month, you know, and so that that speed of hire, that speed of marketing, the speed of, you know, systems implementation is really the only bottleneck that’ll hold you back. And I think one of my biggest epiphanies that I’ve learned over the years is us as CEOs. We’re always the biggest bottleneck in our companies, always. And you may argue, Well, it’s because I don’t have good employees. Well, you you you haven’t hired them. You haven’t built the employee funnels as CEO to get those in. Any problem you have in your business right now is 100% your fault. My fault as the owner, as the CEO of the company. So, you know, it’s really kind of that example of extreme ownership that, you know, look, any problems that we have in our business, it’s it’s our it’s our, you know, responsibility, our charge, our mission to put systems and people in place to be able to fix those problems. And to many people out there, they’re you know, they’re constantly thinking about like, well, you know, I, I just can’t go find good people. Then go hire a recruiter in your company, go find someone who’s who’s extremely skilled and gifted at talent acquisition and hire them into your company and let them solve that problem. Right. Like Tommy Melo is not jumping on and. Deed and putting all of his ads up and everything else. Like it’s all in just kind of putting that team. I think that.
Would be a disaster. Tommy, if you’re listening, it would be a disaster if you were hiring people. No, I’m just kidding.
Understanding where your weaknesses are, Right? You know, understanding where you’re. And I got lots of weaknesses. I’m very ADHD. I’m I get very easily distractible. It’s hard for me to stay focused in like certain areas. I see opportunity everywhere. And so I need to surround myself with really high level integrators and people and team members that see the same vision as I do, are as passionate about it, find ways to incentivize them based on their performance, you know, of the company to, you know, really be able to win as well and then get all these people in the same boat, you know, all with the same desire and charge to win. And I can focus exactly where my skill sets are. And, you know, I wish that I knew that when I first started my business because, you know, things would be a lot different for young Brandon compared to what they were.
Yeah. I mean, I’m telling you guys, I mean, if you guys are starting a company right now in home service or within the past maybe 2 to 3 years, we have it so good because we have access to guys like Brandon through their, you know, through conquer, through all these different programs or resources that we have available today. Um, and as a matter of fact, guys like Brandon have already done the hard work for us. They’ve already figured out the stuff. Um, but it does take what I’ve noticed for myself is it, it takes us as home service CEOs or whatever you guys are doing to set aside your ego and your pride to not reinvent the wheel. You know, I think that’s a big deal is I think most home servers, CEOs or business owners, whether you’re five man operations or ten, 20, 30, whatever it is, you think that you know all the juice you think you’re going to figure out on your own, um, or you’re afraid to invest into into coaching. And I feel like the things that I’ve learned from you or Tommy or Jeff or Conquer or whatever these, you know, these programs are are Nick Slavic or Jason Paris. I’ve learned more in a five minute conversation than I’ve learned in a two year period by myself, you know? Um, and I want to know just from you real quick on, you know, like, why is it so important to connect with other leaders that are doing what you’re doing? Like, why is it so important to shut your mouth for a second, open your ears and listen? Like, why is that so important in the home service trade right now?
If you’re in this if you’re the smartest person in the room, you’re in the wrong room. And the problem is, is that when you’re in Facebook groups and you’re commenting, you have no idea who is successful in these areas, who is just blowing smoke, who’s actually knows what they’re talking about. And the reality is, is that especially with social media, um, people will talk like they’re the experts when in reality they have no expertise. There’s a really, really cool graphic called the Dunning-Kruger Curve. And if you get a chance, Google it. It basically is this chart that charts someone’s confidence level compared to their competency level. And when they get a little bit of of competency, like they spike up really high in confidence. And this is called like Childs Hill. So, you know, and you we see this. Oh, yeah, I only do word of mouth. You know, I, I did employees and network out and you’re better off by your own you make higher profit when it’s just you by yourself. Like you can see those people that are on Childs Hill where it’s like.
I got an 80% close rate and the young boy referrals, close rate from referrals. That’s cool. But what about from Google ads or Facebook? You know?
Yeah, it’s exactly right. So it’s like, you know, they you have this little bit of confidence or this little bit of competency because you just get started in something. But the reality is, is, you know, the more you learn in a specific field as owning a business or anything, the more competency you get. You go through this regression of confidence where you go down into what’s called the valley of despair. So like this arch, like goes like this and then like plummets almost right back down to zero again, because then you start to realize, like, holy crap, I don’t even know what I don’t even know. I thought that I knew everything. I got humbled really hard. Now my confidence level is really low and then it’s this long, a lot more reasonable, arduous journey that’s a lot more realistic of where you start to get more confidence as you build more confidence. And I tell you, man, I’m learning things on a daily basis that blow my mind continually. I mean, there’s I still have moments where I talk to individuals and they break my brain. And, you know, I just hired a CEO for one of my companies that’s, you know, like multiple six figures per year. And I’m insanely uncomfortable. It makes knots in my stomach when I think about like, you know what this is. But the reason why we do this is because. I’m talking to others that are smarter than me, that are further up that graded hill of competency levels. And, you know, to get somewhere you’ve never been means doing things you’ve never done. And so my sign of knowing that I’m actually, you know, going the right path is when I’m doing things I’ve never done.
So it’s very easy to just be comfortable and be complacent and just do the same things that we’ve always done. But it’s really when you start getting around other people who are more successful than you and you know and are the kind of person you want to emulate, I’ll argue that there’s that the definition of success is different for different people. You know, you may have a guy who’s, you know, single bachelor, Playboy, Lamborghinis, private jets, and like, you know, one person may view that as the pinnacle of success, whereas someone like me may view that and just be like, wow, he’s got to be tremendously lonely. Like, what a terrible life like because of how much joy my family gives me and my, you know, my time. Freedom gives me. So I measure success differently compared to other people. So aligning people with your core values, your why, your mission, your heart, where you’re at and, you know, getting around those people and talking on a regular basis is really how change is affected. You know, you have to surround yourself with that with those people and you just have to ask yourself, who are the who are my five closest people that I’m, you know, taking influence into my life, you know, whether that’s my friends or family members And are those people do I want to be the average of those people? If the answer is no, then, okay, well, let’s inject some more people into our ecosystem that have influence on our life that will have us rise upwards instead of just kind of stay stagnant with where we’re at.
Yeah, it’s so good because, you know, like I think as business owners or visionaries or CEOs, whatever you want to call it, we have this this innate duty to seek out what we need. And I think that’s different in contrary to the operations people, the technicians, they’re not necessarily like followers in a bad way, but they’re following the leaders of the businesses. Right. And it’s our duty to lead from the front, lead from, you know, from a, you know, an example perspective in which leads us to finding resources, looking for the knowledge, seeking knowledge and wisdom and leadership. And I think that that’s our duty. You know, um, anytime that I want to be humbled, all I do is call Brandon. He’s like, Oh, I’m doing these 20 things. I’m like, Oh, I’ll just go. I’ll just go over here or I’ll go to Tommy’s office, which is like five minutes from here or whatever. And I’m like, Tommy’s like, Yeah, bro, I did 500 grand last month. Here you go. And I’m like, Yeah.
Okay. I’m like, grand yesterday. You mean, you know.
Yeah, yeah, yeah, yesterday. Not last month, but, um. Well, I talked to you and like, there’s hire bus where, like, there’s, like this evolution of hiring people or wise coatings where we’re franchising, um, concrete coatings and bringing it to the market or conquer where we’re leading all these people, um, and have all these, you know, for me, looking at you and Tommy, it’s not about the money or the cool things or the companies or whatever. For me, what I kind of latch on to right now is the amount of great people around you guys Like that’s what for me makes me look up to you guys right now is because I see how many great people are around you guys. And I must think like, why would somebody that awesome kedma, you know, all these like, Tanner, all these great people, Tommy, all these, you know, all these crazy people or Jeff or whatever. And think about like, why would these people be around you guys and listen and, you know, be led and kind of see the vision? Like, why is that? And I do think it’s because of your guys’s leadership abilities, your communication abilities. Um, and want to talk to that a little bit on how conquer helps home service business owners understand how to lead, how to communicate better, and how to build like an actual business that other great people want to be around. Because I think a lot of times we build businesses that have a vision for us. And Tommy talks about this a lot where it’s like his vision in the beginning was like for Tommy, right, Right. And for me, same thing, a service legend or whatever. It’s like I have the life I want or the money or the family or like, whatever it is. But how do you build that to where other people want to come along the journey with us?
You That’s a that’s a great question. So there’s a couple things that I thought of when you were kind of describing that. Um, one is called If You Ever Get a Chance. There’s a great book by Mike Michalowicz that’s called Fix This Next, and it actually has a cool diagram in there called the Business Hierarchy of Needs. And you can actually Google business hierarchy of needs, and you’ll see like his little image from his book. But what he’s done is he’s taken he’s taken like, you know, the order of priority in your business of what you need to kind of work on, you know, and some people start their business only thinking about like legacy and impact and all this kind of stuff when in reality like, okay, let’s get to the foundational part where we just got to figure out. To get sales coming into the company, you know, get our acquisition going. You can’t pour from an empty cup and you can’t, you know, pour out and leave a legacy and have impact and create all this vision. So, you know, these different foundational components in your business you have to kind of focus on. So one of the things you mentioned was, you know, Tommy’s vision may have been for himself at first, but then as his business got to a point where it could actually affect change and impact to these others, then that’s kind of where it gets shift.
The hard part is, is that I think I speak for everyone that’s listening to this. We all have like a big vision. We have a big vision of what we want to do and what we want to do. It’s easy to dream. It’s easy to come up with that other stuff. What’s hard is the grind. And I’m not talking about like work 80 hours a week, hustle, you know, do all the things I’m talking about, just the act of doing the unsexy stuff in your business that actually creates a firm foundation for you to be able to scale and then achieve that. Why achieve that ultimate dream? And that found those foundational components are things as basic as understanding your numbers, you know, making sure that you have a solid marketing plan and you understand your cost per lead, cost per estimate, your conversion rates, your customer acquisition costs. What’s your Max Kack, What’s your LTV like? Basics, You know, understanding what your COGS are in your business and your gross margin and what your percentages look like, and understanding your PNL and having a budget basics, understanding how you can go out and like hire people into your company on a consistent, repeatable basis and have a good training program so that when they come in, they come out like ready to fulfill their role. And they have written job descriptions and KPIs basics.
Which is, guys, if you’re listening and you’re like basics, this is not basics. This was not basics for me. But when I when I got into this world, what I realized is there was like I met like a bunch of, like, business people that had like master’s degrees and all these things in business and all these things. And they were like, Bro, this is like the fundamentals of starting a business plan is like maximizing these things and implementing these things. Whereas like most hosts, home service people, we go two, three, four, five, ten years without understanding business basics and we kind of forget that business does have a place to play in home service regardless of your skills of the trade, you know? And yeah, didn’t realize what an.
Iceberg, if you like, look at an iceberg, you got like this much sticking out over the surface of the water and then you have like this big huge thing. This little triangle is like us with our squeegees and our pressure washers and our concrete coating brushes and our rollers and our epoxy versus polyurea versus polyaspartic versus nonsense. Like this is like, doesn’t matter. This is the thing that actually grows. I mean, there’s there’s companies out there that have grown to unbelievable size and scale that legitimately the CEOs of those companies still have no idea how their actual deliverable works. I mean, they just don’t. And you know what? They don’t care because the reality it’s this much of the iceberg. The big part that’s kind of like underneath of it all those systems and resources, you know, didn’t go to college. I didn’t know any of these acronyms. I didn’t understand any of this stuff. My first budget sheet was ridiculous. I had no idea what a system was. I never even heard of the term systems before. I think it’s used a lot more now in the industry, but I think people still don’t really fully quite understand what a system is. I’ll give you the definition as I as I like to call it. A system is a documented process on how to do something important in your business. But that key word is documented, right? So it’s like in our brain to.
Understand not us, right? Yeah.
Others understand because again, it comes back to that bottleneck thing of us as CEOs is that like we know how to do something really well. So, you know, if we have to like train someone else how to do that thing, and then if they quit, it’s like, crap, I got to start all over again from scratch and I’m training that person. But when you start creating systems and these documented resources, whether it’s written video, you know, checklists, then things can become more repeatable without you having to oversee it. And then you can put more things in. Now this is where conquer really kind of comes in and shines is because it’s made up of three components. First of all, the community. So we have like 600 conquer members strong. We have we have the Guinness World Record for the world’s largest virtual business conference, had 21,000 people attend our Home Service super summit. We’ve helped thousands of people in our program. That community is really strong because it’s a group of people that are focused more on the bottom of the iceberg and actually working on systems. The second part of it is really the clarity of like what to do next in your business, because there’s an infinite number of things that we could be doing. But what’s like the next important thing? This is where working with a coach comes hand in hand comes, you know, comes to play. So it’s like when you get on with Alonzo Ryan or your teammates do, it’s like, okay, what are you going to accomplish this week? What is what is your actionable item that you’re going to accomplish this week and how does it fit in order of like priority with this and, you know, creating the budget sheets, putting the other things together? Like those are the big rocks that are the the basics, as I call them.
And he’s like, I got to tell you, Alonzo, the first time we met, he goes, Look, Ryan. He goes, look, I want to see your PNL. I want to see your numbers because nothing else we talk about will matter until I know what’s really going on. And he was so assertive and every single. Two weeks. You know, he was he was like, hey, like it was so well documented. He was so well served, um, that, you know, I learned so much from Alonzo and the little bit of time I had with him. Because, because, because, because my mom’s being coached by him now, um, at Cardinal. But I had maybe six weeks with them before I went on. But the, the amount of value and lessons I learned with him in six weeks was incredible. But the first thing I mean, I’ll tell you, he goes, Look, Ryan, we’re not talking about anything until I know your numbers. I want to see your PNL, your gross margins. I want to see what’s in your bank account. I want to see everything because I cannot serve you unless I know what’s real. And I thought that that was, like, so incredible, you know? And I felt like I was in good hands because he actually knew what he was talking about.
Yeah. And those and those are the most the reason why I talk about them being basics is, you know, I can’t coach someone if someone says, I don’t know if I can afford to hire an office manager, I don’t know if I can afford to hire a sales person. I don’t know if I can afford to hire another technician, you know, should I get another van? How much more should I be spending on marketing? Literally, the correct answer is, I don’t know. Let’s look at your data. Let’s let’s use your data to drive those decisions. And so for every company that I own, you know, I have incredibly detailed forecasts and budget sheets and instrumentation and dashboards that have all of our KPIs and those metrics on, you know, what our churn rate is, what our customer acquisition costs are, what our max customer acquisition costs can be, you know, all of those different types of metrics that we look at daily, weekly, monthly. And then it’s amazing how much clearer you have to be able to make those decisions or work with a coach that says, Hey, this percentage is off here, let’s dial into this.
Let’s get this kind of fixed, You know? So the problem is, is is the discipline required for a home service business owner? Is No. One on no one listening to this podcast with you is lazy. You all have incredible work ethic. I know you you work 60 hours a week. You have no problem getting stuff done. But the problem is, is what are we working on in the business? Is it putting out fires all the time? Well, when are we going to put our fire inspector hat on and say, who the heck is starting all these fires in the first place? And let’s like get to the root of the problem, you know, and like, you know, putting those putting those components and really figuring out what’s that base foundational stuff. Otherwise, the dreams, the goals, the like, none of that’s going to happen because we have to be able to get that stuff dialed in first, you know, and then we can start business hierarchy of needs, stacking things up on top of it and focusing in other areas of our business.
Yeah. And, and it’s so important too. Like the thing I realized, you know, I think one thing I’ve done really well in my journey is I’ve learned how to and I can talk forever. I mean, most people know I can talk. I have ADHD like you do, and probably worse. Um, but it’s affected me in different ways. But, um, you know, I learned how to just be quiet and listen, you know, and I think that’s the biggest skill that we can have as entrepreneurs or whatever you want to call it, is our ability to think we know it all. If you can shut that off and say, I don’t know much and these guys know more and just listen and learn and, and take that kind of submissive approach to learn from others that know more than you. It’s not about us, um, being willing, you know, I mean, that’s number one is being willing to like to learn, but it’s also realizing that you don’t know more, you know? And I think a lot of people think they know more because they have that, like what you were saying, you know, let’s say I hired, you know, a technician and I did really good and this guy was great and, you know, was amazing.
Well, now I think I know everything about technician hiring, you know, or whatever it is, right? Or I had a good month on the PNL, and now I know everything. Yeah, it’s not true. You know, um, Alonzo, we know we’re learning from Alonzo and you guys is that you guys have so much more experience. And let’s say I know more about marketing or sales or whatever. That doesn’t matter. Because if I think I know everything in a conversation, um, what it does is it basically mutes my ears and I can’t learn anything. And I think if I realized that I know nothing and take that kind of perspective going into these conversations or coaching calls or experiences like conquer, it allows me to just have this like immense, you know, opportunity to hear and listen, which then allows me to go implement. If you could speak to us a little bit about what it looks like to have a coach, like is that like a weekly perspective, monthly? Like, you know, what does it look like practically if I sign up for conquer, um, how do I get coached? How do I get paired with, with those coaches?
Yeah. So we have a bunch of different programs for different budgets, but our main flagship program that we have our conquer group program, you kind of think of it as a group climb where you have the coach and then you have three other people that you’re climbing with. So these groups of four conquer groups, they all are in similar stages. Business revenue stage wise and not even necessarily all in the same industry, because it’s almost better to have a little bit of a mix too, just to kind of learn how other people are doing it. But all home services and those four individuals, along with the coach, meet every single week for an hour on an accountability call where you’re calling your shots. It’s very, you know, KPI driven. Okay. What’s your booked capacity goal for the week? What are you hitting? What’s your goals, What’s your targets? And then you take turns in the hot seat with the coach, with the entire group on like any major problems that you have and everyone like helps you kind of solve those. And then there’s also a one on one that you have with the coach once a month and then you get access to base camp, which is our resource library, full of hundreds of documents, tools, calculators, SOPS, systems that you can download.
They’re all in word or, you know, Excel format to where you can, you know, delete the headers, customize them custom, tailor them for your own, you know, implement them in your own business. And then we have a whole bunch of online courses as well. Maps, mastery course you know the aim boot camp know your numbers, Financial Ninja mastery, ultimate hiring flywheel. A lot of those that you can kind of go through a self-study pace and there’s also programs for employees of your companies as well, you know, to be able to log in, go through similar types of content, very specific content for them and also even get coached. We have a program called Ascend, that’s a leadership coaching program for for managers of companies, too. So that’s that’s kind of our standard flow. And then we have our once a year conquer summit where we all get together. We just did that this past January. Shame on me. Yeah, man, It was it was epic. We had Kyle Maynard come in and speak on that. He’s he has a congenital amputation of his arms and legs, so he has no arms and no legs. And he scaled Everest and Kilimanjaro.
So how can.
Not give him up? Okay, you have no excuses, right?
Yeah, but it’s just, you know, it’s a good time. Just kind of sit down and masterminding and strategizing, you know, what’s what’s going on for the future year.
So, yeah, for me, guys, what’s really cool is, you know, the coaching is amazing, which I’ll talk about, but the resources that you get, I mean, when I went in there, dude, I was like, Wow. I mean, they just gave everything. I mean, they just give everything here. I mean, if you want to hire people, boom, training. If you want to do marketing boom training, if you want to do SOPs and systems and kind of if you have a generator that needs to be maintenance, who’s going to be maintaining it? How often? When are they going to do it? What tools? I mean, it’s all there, you know? Um, and if you guys are scaling a business doing less than $1 million a year, um, it’s not a matter of like, can I afford this or is it, you know, is this good for me? It’s really more of a matter of can I not do this? Because this type of stuff that is provided is absolutely incredible. And then on top of that, Alonso keeps you accountable, you know, or your your coach keeps you accountable on the things that you’re most focused on or that’s, you know, like, you know, you know, if you guys heard of like iOS or Traction like, like there’s rocks along. But if you’re an entrepreneur, it’s hard to keep those rocks accountable to yourself, right? Because you have like, you have these rocks. Um, and if you don’t have like an operations director or oh, this coach really provides that opportunity to hold you accountable and move those rocks along with you every two weeks or every week or every month if, if you guys want to set that up. Um, if you could talk to us a little bit about the resources provided, like the actual, like swipe and employees, because I think that’s really important too, in addition to the coaching is these resources. So like talk to us a little bit about um, the hiring stuff and those types of things and kind of what’s provided like is there like job descriptions kind of what does that look like practically?
Oh yeah. So I mean, any, any document that you could imagine for an employee job descriptions, offer letters, checklists, scripts, interview questions. What to ask people on the references, what to ask people on the phone. Um, all of those are provided, you know, for every position in the company.
And I’ve used those too, bro. Like in the industry. Yeah, I’m the hiring one. There was one question. It says, um. What was it? Um. What did you do yesterday? Yeah. And I. I asked that guy, um. I asked the technician one time at Cardinal, and we asked, um, and I didn’t ask him, but it was. It was, um, our team. They said, um, what did you what did you do yesterday? And he goes, Well, I woke up, I went to the gym, I smoked some weed, and then I went back to bed and I was like.
Dude, can’t make that stuff up.
We can’t hire. You mean you can’t do it? So it’s a great kind of framework that, um, you got to think about, you know? It’s just there.
Yeah. Yeah. Those tools are, you know, like, like I said, when I made the most amount of money, you know, I spent probably about 1000 hours just creating documents just like that for my, you know, original service business and continue making documents to, you know, we have we have Caleb, who’s our director of base camp. So he’s he’s releasing, you know, several new resources on a weekly basis. So the document library just keeps growing and growing. I think it’s it’s one of the biggest resource libraries that exist for home service businesses. You know, it covers just about everything. And we’re constantly adding more stuff to it as well, which is really cool.
Yeah, it’s incredible, man. Um, dude.
I feel like this is an infomercial for conquer. I wasn’t expecting that. You’re very gracious and very kind. Oh.
You know what it is? Is. Is. I’ve actually used it myself. You know, I think if you go, you know, as Brandon Vaughn to a bunch of podcasts, you know, whatever it is, um, but I’ve actually used it. I mean, I’ve gotten personal coaching from Alonzo. Um, I’ve been in the program, I’ve been close to you. I haven’t gone to the events just yet, which I will go to. We’ll get a booth here the next time. Um, but I’ve personally benefited and then I’ve seen the results with my team. Um, and I’ve also been a big component of, or proponent of, of coaching myself. I mean, I was in seven figure agency, which is for agencies. I was a, um, a coach there. I’ve served others and I feel like this, this internal initiative to serve others as well. And I feel like when I serve others, I get so much back on the back end. Oh, yeah. But I’ve benefited so much from conquer and from you and understanding that there’s more to the business than making money. There’s more to the business than my freedom. But what about our team? You know? Yeah. What about their lives and their careers? And I think that’s the bigger story of conquer, is that, yes, it benefits the owners, but like the team, the customers get such a better experience, um, by us as SEOs, doing what’s right, stewarding our employees, stewarding our, you know, our customers building systems for our customers to have better experiences. Our employees have better onboarding, more fruitful, more fruitful careers. Um, you know, there’s benefits available, there’s gusto available. There’s 401 K’s available. And I feel like what you guys are teaching at Conquer is bigger than serving the CEO. It’s you’re serving the CEO’s employees, the CEO’s customers, the CEO’s employees, families. Like it’s it’s the domino effect is so much bigger than the CEO having freedom. And I think, you know, I just love it. And I, you know, I support it. And I’ve experienced it myself, man. Um, so I think that more people need to know what’s going on over there.
Dude, that’s so awesome. I appreciate that, you know, and that, that really is the secret to growing a service business is serving your teams first, you know, sitting down with them and figuring out, you know, like what I tell people all the time is, is what is what is a, you know, who likes to take tests at like at school, you know, where you’re sitting down and you got the you got to have like write down all the answers and like, remember thing. Well, who would like to take the test when you have the cheat sheet and it’s it’s allowed and the teacher allows you to he’s like oh yeah you can use the cheat sheet, no problem. You can use it completely allowed. Like heck yeah. Those tests are way easier to make. Like your employees are happier when you put checklists together and put in, you know, different systems to make sure that they do it consistently every single time, because the vast majority of people really do want to do a good job. But we’re imperfect and so we forget stuff and we, you know, shortcut little things when we get tired and when we get lazy. And the more redundancies we can put in place and automations and resources and checklists and checks and balances, the more consistent our work is, which in turn leads to more profitable companies, more referrals, you know, better tips for your technicians, you know, performance pay. Oh, my gosh, please, people, get your teams on performance pay. You know, just those types of things just make such a big difference where you can tie in all the goals to the company, into the individual successes of everyone on your team. And, you know, that’s that’s how businesses scale is getting them all, getting them all bought in. And it’s your job as the CEO of the company to sell that vision.
Yeah. I mean it’s our duty. And the cool thing that I love about the, um, the, the online platform as well is there’s this kind of framework of an org chart that kind of, you know, explains. Kind of the phases, if you will, of of of the business. Right. Which is like CEO and GM and all these different things. And it gives you real a real practical insight on how to scale the business. And it really gives a lot of empowerment to the team to run the business and it gives more freedom to the CEO, which is something we talk about all the time. More freedom or sorry, more profit, more freedom, more impact. You can’t have impact or sorry, Um, you cannot have more freedom without profit, right? Because you need the money in place to develop the team to, you know, for payroll, etcetera, creates more freedom. You have more freedom in the business, which means other people are doing day to day. You’re working on the business, you have more freedom to work on the business and then you have more impact because of the money, of the profit of the freedom. You can now impact customers, client experience, your team’s lives, the community itself, etcetera.
Um, and I feel like that’s what Concorde does for home service and I feel like not enough people know about Concorde. But I do also believe that, you know, I think most home service business owners want more freedom. You know, they they want more time at their kid’s games. They want to buy that boat, that second home, that Airbnb. They don’t want to be on the tools on the truck. They want to be booked solid. But more importantly, you know, they want the freedom to, you know, to spend more time with their family and those types of things. Um, and I feel like systems and processes, policies, whatever you want to call them, help kind of provide that vehicle to get there. Um, but I do feel like most home service business owners feel like the systems and the corporate world is not good for some reason. You know, I’ve, you know, I’ve seen it all over Facebook marketplace where it’s like, I don’t want to provide systems and, you know, more boxes for my employees. Could you speak to that real quick? You know, like, you know, with the like with a few more minutes here?
Yeah, there’s a difference, right?
More freedom versus more boxes.
There’s difference. There’s also a difference between good systems and bad systems. So, you know, one of the things that I saw, one of our conquerors, you know, he he was like, hey, I want to build an SOP manual. And he took a couple resources from base camp and he like customized it to himself and made it like a 24 page long manual that had it was all written out in like small ten point fonts and times new Roman with bullet points and like no graphics. And it’s just like this big, huge thing. And he’s like, I want to laminate this and put this as like a booklet for our technicians so they can like refer to it on the job. I’m like, Bro, fat chance. Like this is no one’s going to read this thing. This is going to collect dust. No one’s going to open it. They’ll like glance at once and they’ll like eyes will glaze over and then they’re not going to do it anymore. So, you know, simple systems that empower people to success. There’s a really great book by Simon Sinek. It’s called Start with Why, You know, You have to Get your employees to Buy in. It’s one thing to say, Hey, you must wear this hard hat, you must wear this hard hat, or you’re going to get written up. It’s another thing to take some piece of hydraulic machinery in your shop and like squish a cantaloupe inside of it and watch it explode juices everywhere, you know, to be like, That’s your head.
If you don’t put this on, you know, like you’re starting with the why and the impact. So when we build out systems, we have to get buy in from our teammates and then we have to make our systems seamless and frictionless enough to where it becomes a part of their everyday routines. And it actually they see the value of doing it because it makes them more money. You know, they get done with jobs faster. They don’t have to, you know, they didn’t forget that one thing back at the shop, you know, because they had a checklist that they were able to, you know, hit off real quick before they even left the shop to make sure they had everything they needed for that job, you know, putting all those customer notes when the sales person is out there. So, you know, like an example of how we kind of do this is we use HOUSECALL pro for our CRM, for wise coatings. And you can embed checklists directly into every single job, too, and estimates and you can create as many checklists as you want and you can add them to any job that you want. You can have a checklist for metallic floors, a checklist for flake floors, a checklist for, you know, literally anything. And then when you add those in, employees can’t mark the job as being completed until they go through every single one of those checklist items.
You know, it encourages them to go around and do the five rounds to all the neighbors, put the yard signs out, you know, take 3 to 4 pictures, take pictures in the middle of the job, take pictures at the end of the job. So that’s like an example of a system that is lightweight. It has real genuine impact. Don’t just create systems, just create systems that people are never going to read. And so, you know, being able to kind of, you know, put those in place to power up your team is not going to make them cumbersome at all. Now, the second part to that that I’ll say is inspect what you expect. So if the worst thing that I see is when people will bring out a new process, they won’t follow the tell show watch rule. So we’re going to tell our employees, hey, this is what we have, right? We’re going to start with Y. We’re going to tell them about all the reasons why this is important. We’re going to show them how to operate that system. And then the third part is watch them. Watch them not just once to make sure they have it. Watch them every single day. For how many days does it take to create a habit? Isn’t it like 27 days? Something like.
Seven days? 21 days? 31, you know? Yeah.
You got to you have to watch it over and over and over and over again to make sure that it’s retained and it’s actually being utilized. And a lot of owners won’t do that. They’ll just say like, Hey guys, here’s this new thing that I saw on a Facebook podcast and we’re going to do this. Okay? So here’s this checklist. Make sure you fill it out every job and it gets done like once, and then no one ever checks to see if they do it. So inspect what you expect and that’s that’s how you get those really good, you know, like systems adoptions. Yeah.
It’s this concept of, you know, I do it, we do it, you do it right. Versus just skipping the I do what you do or, you know, we do it. It’s just you do it, you know? But it’s this concept of, hey, I’m going to show you how it’s done. Then we’re going to do it together and then you’re going to do it and I’m going to watch you do it. I’ll hold you accountable, manage you, hold you accountable, coach, you lead, you, etcetera. Um, now, for those of you that want to know more about conquer itself, um. You guys can go to this page right here.
Go.com now.com/service legends. We actually have a we have a page if you just type in slash there and then type in service legends. Um, no, just no, no, no. Uh. S on there. Boom. There we go. Yeah. So that. Yeah, you go. You go there. Basically what happens when you click on the apply it’s it schedules a good fit call with someone on our team and you know Ryan’s been Ryan’s been such an awesome advocate for conquer which you know thank you man I appreciate that and always have and you know it’s it’s so cool to even just be a, you know, a chapter in kind of your journey of what you’ve done with Cardinal and growing that business. But it schedules a good fit call and we basically just learn a little bit more about your business and figure out which one of our programs and tiers might work best with you. It’s not high pressure at all, but you get to work with a coach and we have we have 40 certified coaches right now really all own their own home service businesses. So there’s there’s a lot of unbelievable rock stars in the program, um, that you can work with.
Yeah, I love it, man. Well, dude, thank you so much for being here. Um, we’re going to bring Brett, bring back Brandon here to talk about a number of things. Hire us on how to hire technicians on autopilot, also wise coatings. If you guys have heard of wise coatings put in wise coatings in the comments. But Brandon went and created an actual franchise. Um, and really just providing all of the resources, the leadership, the systems, the swipe employees on how to start $1 million coating company on autopilot, if you will. Um. Called wise coding. So that’s going to be amazing. You know, we’ll go through that and then obviously, you know, higher bus, things like that. So we’re going to walk through all of those things. If you guys are interested in hearing more about that, let us know in the comments here in the Facebook group, a lot of our listeners and our downloads come from Apple or Spotify. So if you guys are there, let us know you’re there. Give us some feedback, a review, send a message into podcast at service legend.com. Let us know that you’re there. We want to hear your feedback. Whether the good, bad, the ugly, who you want to have on the podcast, even this podcast right here. But Brandon, thank you so much for being here, man. I really appreciate your time. I know you’re a busy guy, so I really appreciate it, man.
Hey, my pleasure. Ryan Thank you. And thank you guys for tuning in and hanging out with us. Those of you who are here for the whole thing, that’s awesome. Appreciate it. All right.
Guys, We’ll see you guys on Friday. Have an amazing week and we’ll talk to you guys soon. See you later. See you.