How Nick Runs This Roofing Company From 1,000 Miles Away
In this interview, Adam Bensman talks with Nick Sizemore, a former Air Force member and current leader at Roman Roofing, about how he runs a mission‑driven, decentralized roofing business while living far from the field. Nick explains the origins of his "mission‑first" philosophy, rooted in Air Force core values, and how that North Star – "provide the best possible customer experience" – guides every decision. He details the communication architecture that keeps a dispersed team aligned: a primary CRM (Giddyup) as the single source of truth, Google Workspace for support information, and multiple urgency‑based channels (text, phone, Slack‑like frequencies) with clear rules for when to use each. The conversation covers the need for continuous training and reinforcement of communication plans, the concept of leadership at every level (empowering the lowest‑ranked employee to solve problems with the resources they need), and a decision‑making matrix that checks alignment with mission and values. Nick shares practical advice for founders wanting to build a mission‑driven culture: start anywhere, involve the team in crafting the mission statement, constantly repeat it, give people budget authority to act, and encourage constructive challenge. The interview also touches on the RSRA community’s own communication system (GIT) and how both organizations use military‑style frequency analogies to protect and defend communication channels.
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Nick runs a mission-driven roofing company, and so can you, and he's able to manage it from a distance, even thousands of miles away. If you are running a roofing company or a team, you're gonna wanna watch this video as RSRA member Nick Sizemore shares his learning lessons from the military and how he's implemented them to run a mission-driven company with clear communication, as well as the systems he uses to have leadership at every level. Please enjoy. Nick, you've got such a unique approach to leadership, as you put it, this mission-first leadership through an article that got published on Roofing Contractor Magazine called Blueprints in Battle Plans. And you're a veteran, former Air Force, and you are managing a team of some great people. You shared this article in RSRA and I said, man, this is moving. This is like, you represent the values of who we are as an organization. And this article gave me this deep insight into who you are and your ability to communicate to others to become powerful Leaders. So to you, like, what is mission-first leadership and why did you decide to run your roofing company with this methodology?
Yeah, great question, and thanks for having me on, and thanks for, uh, you know, thinking about me in that way. It was a fun little article that, uh, I didn't realize it was gonna, um, you know, really be seen. It was just something that I've been wanting to do for a while. But mission-first, it, it's just, I joined the Air Force at age 18 and I, I must be pretty impressionable, uh, cuz at that time that's, you know, I did it for about 7 years. I was in the Air National Guard, the Ohio Air National Guard. And, um, you know, you get to kind of, uh, do two things. Um, meaning that you're, you're in the military, but you also have a civilian job. And so my civilian job, uh, was also in law enforcement and security and it was a, um, a nuclear security officer, um, at a nuclear insta, uh, installation. Nearby. And all of those things, you know, were mission first. So, you know, going to basic training, you're 18 years old, you don't know what's going on. Um, you know, you're getting yelled at, screamed at, you're not by your family, friends, and, um, they instill core values into you. And the Air Force's core values were, um, integrity first, service before self, and excellence in all we do. And to me, you know, that was kind of the North Star for me. I think I have other core values as well now, but it's always stuck that way. And so I've always been, you know, do the right thing when no one's looking. You know, service before self, meaning that, you know, you're part of something bigger than yourself. You believe in it. If you do believe in it, then that's great. And I think the Air Force at the time, to an 18-year-old, did a pretty good job of instilling this, this, this something bigger than myself, and you get to see it and feel it and be a part of it. And then excellence in all we do. And so I, you know, kind of took that, you know, my brother owns this company, Norm Dotfur, shout out. And, you know, he kind of brought me on. We've been a part of it, you know, since the beginning, but, but not really. I had gone and done my own thing. I had the military as a part of that. I got out of the military and went into of all things, cannabis sales. I did, I worked cannabis sales in Washington State. I ran 2 companies over there and really cut my teeth in business and then jumped out and got into marketing, digital marketing, and then really came on full-time with Norm and Team Roman. And that's what we determined. It was like mission first, dude. Like Norm had a great vision and he did all the right things. He was driving sales. That's where he was born from the sales side of the house. And I come from rules, regulation, structure, and even in the cannabis, which is, you know, you're selling to maybe unstructured, but highly regulated, but highly regulated. Absolutely. 1000%. And so mission first, it's just a part of me. And so in order to run this company, it's just easy. It comes natural. And I want to try to instill that in everybody to say, hey, like, Didn't have to just be about you and what you do, but what you do is important. Don't get me wrong, it is 1,000% important because you wouldn't be here, you wouldn't be getting paid, you wouldn't be a part of the team if it wasn't important. But also, we need to know that the mission is why we're here. The mission is always make money. Yes, of course, that's what businesses do. But we have a mission and our mission is to provide the best possible customer experience to homeowners. And that is our North Star. So that's where it was kind of derived from. All my experiences leading up to this and saying, hey Norm, like, can we run this company this way? And he's like, yeah, dude, let's do it. Yeah.
I love it. Can, can you say that mission one more time?
Yeah. Our, our mission is to provide the best possible customer experience.
Yeah.
That's it.
I love it. That's it. That becomes an anchor to all the decisions that a company makes. The tech, the process, the leadership, the coaching, the recruiting. Everything. And I actually want that in the reverse order, starting with culture, starting with recruiting, then training, then your product, you know.
Yes, yes. Practice touch everything. It's a North Star to us. I can't tell you how many times that we have conversations with folks in different, you know, our customer care team, our production team, our sales team. It doesn't matter. But there'll be a question, you know, often enough And usually my first question is like, do you feel that whatever you decided, do you think that that's going to help us achieve our mission? Yeah. And if the answer's no, then you probably don't want to do that. Yeah.
The, uh, one thing, and I have the article pulled up on my other monitor here, you had mentioned, and I do want to get into some structure as well of like how you take a, a mission-driven company and then create the structure and accountability as a trickle-down among all the different levels. But I wanna skip ahead to communication. In this article, one of the reasons that I wanted to connect with you is this is what I see to be a massive missing link for roofing companies. When I ask this one question, what is your communication system? And they look at me like, what do you mean communication system? I'm like, what's like the internal radio? Do you guys have a comms channel? And they're like, we just send text. I'm like, one big group text for everything to everybody? And they're like, sometimes yes, sometimes individual text. So like the, it's just kind of, it's chaos. And, uh, there's a gentleman named Ryan Dice who runs a, a great, uh, has a great system called Scalable. And he says that the, the founders or the CEO's primary role is to, to facilitate communication within the company. And I was like, whoa, you know, everyone thinks like visionary and all this stuff. Yeah. Just communication. So you had an entire section in this article dedicated to communication, and it opens up with special operation units drill communication until it becomes second nature. Uh, talk to me through what that means to you and what communication structure you guys use in Roman.
Yeah. So comms are vitally important. Um, any way you look at it, I mean, Going back into the military side of the house, you know, comms are typically one of the first things taken out. For that reason, you can't, we don't want anybody calling for backup while you're conducting your mission necessarily unless it's you, right? And so whether it be jammers, whether it be physically taking it out, it's important. And obviously as a defensible position, you want to defend comms at all costs because, well, you might need backup at some point. And so, or some sort of support system. So comms are vitally important. We instilled that at Roman early on. And, you know, I will say this too, we're a fairly, we're a good-sized company. We've been around for since 2015. We haven't always done everything right. And we still don't do everything right. I mean, there's still a ton of things that we can improve upon. But it's at least diagnosing and saying like, Hey, we're doing this well, but we could do it better. You know, identifying, discussing, and then trying to, you know, solve to that. And so our comms channels, there's, there's a variety. I mean, we use Google Workspace as like our main hub of information. Giddyup is the software in which we use our CRM software. So we have Giddyup, which is kind of really that comms channel for all things projects. So our CRM is, that's it, like, if and that The homeowner has access to the customer portal so they can see information being shared. It's that single source of truth when it comes to, again, all things project related that, again, we're decentralized. And this is huge too, because, you know, I think before we were talking, you know, I don't live in Southwest Florida where our business operates. I live outside of that state in a completely different state, hundreds of thousands of miles away. And it's important that, and even our, you know, we have a commercial team that runs the entire state of Florida. We have a residential team that has, you know, 100-mile radius or so of what it covers. And so, but we're decentralized, meaning that people are everywhere at every moment. It doesn't mean that they're in the production office. It doesn't mean that they're in the sales office or showroom. It doesn't mean that they're in my sweet lair of the basement here. You know, in the, you know, in the TOC, so to speak, the Tactical Operations Center. But comms are super important. You need to know where to go. And so if there's ever a discrepancy or dispute with anything where anybody needs any information regarding the project, you go to the CRM. If there's anything that you need, any other type of information regarding what we would call like support you know, that's not really dedicated to a project. It may have some project information, but it's really just support stuff that's going to be found in Google Workspace, which we have a variety of different spaces with different team members in there for individual chats, but also these, these spaces for specific behaviors that take place, you know, regarding the job and executing that job. And then, yeah, of course we have texting and phone calls and things like that for kind of like a real I need to get ahold of you right now. Right. But there it depends on the urgency. It depends on the messaging. It depends on a slew of different things. So we talk about all this stuff with decision styles. We were just kind of make the joke that we're kind of psychopaths, or at least I am to some degree where I'm like, you know, there's certain times that we're going to use certain types of communication platforms. And what I don't want is I don't want you like emailing somebody if it's urgent, right? Like, if it's urgent, call. Just get ahold of the person right then and there, right? So it's training to having all these different communication platforms and channels, but knowing when you want to deploy or use them, because I think that's half the battle too, right? Where, again, in the military, we have a radio and the radio has multiple frequencies and you typically have a frequency in which you're communicating to your team on. Well, if that communicate, if that frequency gets compromised, you typically have some sort of fallback frequency that's unknown to the enemy so you can switch to real quick and still have that communication. And you have a tertiary or, you know, third and so on and so on. So all this is kind of built in. And so we kind of had that too, where it's like, there's no excuse. You have many different communication channels to do, some of which depend on urgency, some of which depend on the type of messaging, yada yada. So That's in a nutshell kind of how we break it down, but specifically it's our CRM, it's Google Workspace, and then of course the other means of communication that you have. We're not doing hand and arm signals or flashlights and stuff, but if you want to, you could.
No, I love that. One thing which I know you've probably seen in RSRA, I built the GIT system, stands for Get It Together, and it opens up with comms channels. And one thing, and I actually took this inspiration from Cody Landels, who's one of our mentors, as you know, in RSRA, but for those who don't, Adam Bensman, uh, who also is from military, by the way, and similar styles on the leadership structure that we're gonna get to. But I, we use Slack internally for our company. There's different channels for similar to radio frequencies, and I use that example in the training that we provide our members, um, that like sales has a channel. So sales conversations happen there. Production has a channel. So those conversations happen there along with our reporting, our morning openers, and then our, our end of day closeouts. So that way everyone's gotten their group accountability. We get a recap at the end of the day. But these conversations that happen allow for anyone on their phone to look, be like, oh, that's not, I'm not in production, so I don't really need to pay attention to that versus the like giant group chat. And we even recently created a channel called Urgent. So that way the whole team knows, all right, it's in there, I'll get to it. Like it's fine. But if there's something in the Urgent channel, that's like an all hands on deck. We need some, we need some help now. And I, there's no dogma, right? Like use whatever system works, but I love what you shared on the analogy of frequencies that people need to know the appropriate path to communicate and then what types of comms happen in those channels, where to go to for what, and especially emphasizing what you talked about for defensibility. There's a reason that an enemy will go first after comms because it will cripple your ability to communicate and get help. So, uh, that's why I wanted to jump into the comms things first.
Now, one thing I'd like to add, Adam, real quick, if I may, would just be that, um, it doesn't just stop. We created a communications plan. Yeah. You know, which is that primary, secondary, tertiary, all that stuff, right?
Yeah.
Um, and it's looked at and then it's not looked at because it goes into some digital file that is collecting digital dust. On a digital shelf in Google. And so I feel like it's not a set it and forget it. I think that you have to like reteach to all these things often or frequently to ensure that, you know, compliance is kind of maintained or, you know, I'll go in there and be like, hey dudes, is this like, is this what we should be using this channel for? You know, and they're like, oh yeah, sorry. You know, like taking that, taking their maybe offline conversation to that offline spot to say like, don't, you're going to make people gloss over when this becomes a chat thread, as opposed to like the specific reason the space was born or existed for.
Agreed. I really appreciate that you said that it has to be continually managed. And little nuances, like for most people getting started with a comms channel, I know for us internally at RSRA, using Slack, we ended up having to evolve our rules, the channel names changed, how we conduct, how we use Even down to like, let's make it tighter, you know, uh, we, we use tags to tag the people who need to see it. @channel means everybody. If it's just the name, then like quick glance, I can ignore that, right? We're not stealing everyone's time.
Yes.
But even down to rules that like our channel, when we had, like for us, we have a community support channel and if there were 2 or 3 conversations going on at the same time, it'd be, things would get lost. So we had a rule, every conversation you reply in thread.
Thread. Yeah.
Okay.
Love it.
So this is going on, but now we've got in thread here. That's the conversation. Otherwise things get lost. And, and this was all learned by doing. So, uh, yeah. Um, I wanna, I wanna go back to two different topics. One, when, when you came up with the mission, what advice would you have to someone? Because everyone's, there might be, you might inspire folks to have the same exact mission, right? Create a create the most amazing or world-class, like people put their own spin on it, customer experience, which I think is a beautiful mission that many people could align behind. What advice would you have for someone to figure out what their mission is and then how to articulate that to the team on a regular basis? So it's not just in the founder's head or in management's head, and it truly gets lived and embodied through all the different tiers of the company.
Yeah. Man, well, how you create one, that's up to you. I mean, for us, it was just, you know, what do we want to do? Why are we here? You know, like just asking some simple questions. And of course, it's to put roofs on folks' homes and repair them, you know, and do all that. But, you know, and of course, it's to make money, of course, too. That's why you start a business. But, you know, it was like, what do we want to do? And I think Norm, Norm had this mission already. He was living it and he was doing it already. We just put some words behind it and said like, hey, I think this is what it is. Do you agree with this? Right? And so it was all of us coming together to put those words together. And it was a mouthful at first. And it was like to provide the best possible customer service experience through using constant technological innovation, top-tier craftsmanship, and, you know, certain growth or something like that. It was really long. And we're like, we need to shorten it up and just make it more concise. But that the, the why, you know, why are we doing this and what do we want to do. And Norm had already set up, like I said a while back, like, and I've heard this so many times from, uh, a lot of members actually in the RSRA, which is quite nice, but the contractors, right, typically didn't have a great, um, image, uh, per se for a long time. And maybe some still don't depending on, you know, parts of the country that you visit. And, um, you know, we just wanted to showcase a different style, a different, you know, that, hey, we're good people and we're contractors. So we want to change the facade and the disposition of what you feel contractors are like. So Norm had embodied that from the very beginning and just do what you say. It was very simple. That actually probably should have been our mission. Do as you say. Do as we say. But we wanted to provide the best possible experience because that's what really more things are moving to anyway, is more experience. You know, we were never the cheapest contractor around and we weren't the most expensive, but we provided value and we still provide value, you know, in the market space that we're in. But the mission itself was, was conjured like that. But basically saying, Norm, what is it? You know, how do you want to— how do you want to run this? Provide a great customer experience. That's what we need to do. We identified that. And then how do you get it to your team? You just talk about it. You live it. We bring it up often. Like I said, there's, there's countless times where folks will, you know, ask questions on how to proceed with a certain scenario. And again, one of my things that I always ask and I try to instill to a lot of our managers is, is You know, asking them, because we always want to, we want to build people up too. And that's, that's the other thing, which we can talk about later, but like, we're trying to elevate and delegate, right? We want to, or delegate and elevate. And we feel like in order to do that, we need to understand decision styles. In order to do that, we also need to understand that you know the mission and you live the mission, you breathe the mission. Because if you don't, then it's going to be really hard. I don't know if your decision styles are really going to add up. To what we're trying to achieve here. And so, you know, just instilling that, asking them, I guess, what, you know, your, your response to the scenario that you presented, does this meet the mission? Does this help us achieve the mission?
Yeah.
And it's a simple answer. It's going to be yes or no, or meh, kinda, but directionally, that's all you need to know. And to say that if it's a no or a kind of, well, okay, let's dig in. What's the kind of here? You know what I mean? How does it, what's going on? Okay. Yeah. Do with it. That's a great idea. Or, I don't know if that really aligns with our mission, you know what I mean? And maybe we should figure something else out. And it usually comes into dealing with like, I don't know, money or something like that. And it's like, at the end of the day, it's trivial, you know what I mean? I'm looking for long-term stuff. So if we got to give discounts or do whatever to rectify a situation that maybe shouldn't have happened, do it. 1000%. Just do it and move on because you're gaining so many reviews, you're gaining, you know, like I've seen some people, you know, die on a $500 hill and I, you know, I don't, I would never, I think it's dumb, you know, especially with the size of contracts that we deal with, you know? So, yeah. But yeah, just talking about it, man. I would say talking about it's the biggest thing and just always checking people, making sure that their decision style is going to help achieve that mission. And if it does, then you know they're embodying it and you know that they're thinking about it because you're the one always being the parrot, singing it a thousand times.
That's true. That's true. Well, that was really helpful, man. You know, RSRA is a mission-driven organization. Our mission is to build the most powerful community in the roofing industry where values align, companies share their winning secrets to help each other dominate in today's unpredictable and fast-changing world. And it's awesome having folks like you who are mission-driven. To join the mission of being mission-driven.
That's very meta.
Completely rebel. You know, I wanna bring this interview to a close by, by talking through one very important section of this article that really spoke to me, and that's maintaining leadership at every level because having a mission-driven organization is one thing, but what often happens, and I just had a meeting with it, with an organization recently that all of their members of leadership basically said, up here, we're really clear. We are kicking butt. Everything's, everything's going great. But trickling down through the different layers in the organization, the, the staff that was like boots to the ground, uh, the sales force, that's where things weren't getting, the message wasn't making it all the way down. And that's like, that's exactly what you're talking about. So can you just high level talk through what you mean at leaders at every level and how that concept has come to life in Roman.
Yeah, totally. Leaders at every level would be something to the effect of, you know, in the military it was always, it's just stuck with me, but it's like, get it handled at the lowest level possible. And what that means is like, if there was an issue where, you know, a lonely E1 or E2, you know, these guys are low on the totem pole. If you can solve it there, then solve it there, right? It doesn't need to go to your sergeant, you know, your E4, E5, or it doesn't need to go to a senior NCO or even, you know, the officers of the, of your unit. And so handle at the lowest level possible. Well, in order to handle it at the lowest level possible, folks need to be, you know, understood, trained in, you know, able, equipped with the knowledge and resources to handle. Said problem, right? And so oftentimes, if you're always getting inundated with, you know, a lot of trivial things or whatever, it's like, I'd look at you, I'd look at your leadership to be like, well, are you really equipping your team with the resources, with the knowledge to handle these problems? Because they can. I mean, they're human beings. They were complex creatures that live in a complex world doing complex things. They're fully capable, you know, it's just, did we equip them? And put them in position to win for us. And so anyways, that's kind of how I think leading at every level. So equipping everybody at every level, whether it be your laborer, your foreman, your production coordinators or project managers up into the leadership of handling, being equipped to handle certain level problems at their level. Now of course, do you need to know what a, you know, I need to up-channel this, this is not me, this is above my pay grade type of problem. And again, you talk about that with decision styles. Now, the second part of that is like, how do you test it, right? How do you check it? How do you manage it and maintain it? We just have conversations. It's very simple. And I think you can tell when certain things aren't happening at certain levels. We would identify certain things sometimes where leadership would— we're big on chain of command or trying to be on chain of command, but also understanding that depending on who's in that chain of command could be the black hole. Of information that could go in and never come back out, you know. And so identifying where that information dies in that pathway and bidirectional, you know, like, because it should flow both ways, right? It doesn't just go one way and then like it should go both up and down the chain. But we identified that and then, you know, you got to train to that. You got to do some, you know, remedial training and just make sure that folks are understood like, hey, this is a We need to know this information. And you tried handling, which I love it. And we are kind of a team of, at least my motto, and I know folks around me agree with this, but like, ask for forgiveness than, you know, better to ask for forgiveness than ask for permission. Yeah. You know, that can hurt you though too sometimes where you're like, oh no, why did you do that? I appreciate the proactivity, but yeah, send that to somebody else this time, you know, or whatever. But But that's how, that's what I mean by leadership at every level. It's just empowering folks to make good decisions so you don't have to. And how do you do that? You train, you educate, you know, all the way up and down the line. I hope that answered the question.
It does. And I know that when, when you have a mission-driven team and they have a filter to make decisions, they can run it through a matrix. Does this fulfill our mission? Does it align with our values? And if it does, make the decision. And then if it doesn't, don't make the decision. And if it's, you know, and I've even said, like, I remember I was coming into our annual event for ours already this October, and I said to the team, I said, all right, this year I'm completely hands off. You guys are running the show. I said, uh, Melissa, you have $1,000 to fix any problem that comes up day of without needing to ask me anything above that. Ask my, ask, ask me first. Uh, otherwise, you know what needs to happen. We're here to create an amazing experience for our members. That is number one. So if $1,000 will fix whatever we need to fix to create an amazing experience, do it. Like if coffee runs out or this runs out or whatever, just like, here's the card, go make it happen. And again, one thing, and I learned that, I wish I remember from who, but giving everybody a dollar amount as well based on their positions. So if you went to your sales team and you said, hey, if you have a customer and our mission is to create amazing experiences, amazing experiences for our customers, and there's a problem, You have up to $300 to fix the problem if it will fulfill that mission and abide by our values. And if it does, do it. You don't need to ask anybody, you know? And that way they're empowered and it saves the phone call. Like, hey, we got this, you know, I, I, I ripped a screen. Can we promise? It's like, just fix the screen, you know, like, or whatever it is, fix the screen. Go pick up some flowers, say we're sorry, and, you know, create an amazing, turn it into something else. Like, You know, notice that the dog loves a rope toy, go pick up a rope toy, just some form or fashion of a gesture. And that goes a long way into creating that culture.
Yeah.
Yeah.
1000%.
Yeah. Nick, what would you say if you were to give advice to a fellow either company owner or manager, someone that's in a leadership position that maybe to date is like, wait a minute, I kind of like, Grew, I'm wearing all the hats, everyone's coming to me and I need to kind of get myself into shape in a way that my team can run in a cohesive fashion. What would be your piece of advice to help them get started on having, building a mission-driven culture?
Well, of course, living it, right? And I think they're showing that probably by wearing multiple hats, you know, you know, being a servant leader, you know, by trying to help out and provide resources and, solve problems and all that to their team. But I think just starting anywhere, I think sometimes when you wear a thousand hats and you don't know where to begin, there's that adage of, you eat an elephant one bite at a time, which I love and I think that's great and I believe that to be true. But sometimes there's always questions like, well, where do I start? Do I start foot? I start at the head, the ear, the butt, you know what I mean? Like, where do I start? And so I always just would say like, you just start wherever you think is right. When you don't know, what's it matter? You know what I mean? Now, I'm sure there are pro— there's many processes out there. EOS and all these other things that exist that are really great and do really good things. But I would say if you don't know where to start, you know, start wherever you want. But just the whole goal is to empower people. You need good people around you. You need smart people. You need people that are going to challenge ideas. You know, that's, and that's a part of our culture at Roman is, you know, I, I hate yes people. I cannot stand folks that just agree because, you know, they think you're in some high-level position and they just, yep, that's a great idea. You know, it's like ChatGPT will agree with you all the time, you know, and it's like, no, Like, I know that idea was trash, you know, say it. Yeah. I think that having good people around you that challenge ideas to not just challenge the challenge, but challenge because you want the best possible output coming forth. And that's kind of what I would say to start building that culture because At the end of the day, I personally feel challenging, not because you want to challenge, but challenging because you want the best possible result, is building that culture of this is bigger than us, right? Like, I'm not challenging you because my ego says that I want to be right. I'm challenging you because I believe in what I'm saying and I presented it in this, you know, fashion that allows you to agree with me or disagree with me and we can have this discourse. And, you know, knowing that if I'm challenging, you know, Norm, the owner, he's going to tell me that, you know, no, I disagree. Actually, dude, yeah, that was great. You're right. We should be doing this. And likewise, and anybody else down the line. And so we do challenge folks up and down the line to, you know, to say something, right? Because it's— we're not in the trenches. I always come back to the military and it's like I say that this was the TOC, right? The Tactical Operations Center. Yeah, I'm looking at this 30,000-foot view down from the UAV, looking at the battlefield, and a lot of the folks, the laborers, the, the, you know, uh, production coordinators, foremen, you know, they're in, they're on the battlefield. So I'm sitting there providing, trying to provide good support to these folks and resources to these folks so they can, uh, fulfill their mission. But if they see something that I don't see, I need them to communicate that and challenge. Because I'm like, I'm not seeing that. And they're like, well, I'm telling you it's here. I'm telling you that this problem exists. And so it's like, all right, roger that, you know, stand by, you know, and then we'll work something out for them. But, you know, it's like, we need, we need people to be confident in their abilities. And in order to gain confidence, they have to, we have to give them experiences. In order to give them experiences, you have to be willing to accept that they're going to jack it up for the first, you know, few times. And so be patient, I guess, would be the advice. Start anywhere and, you know, just trust your gut. I think a lot of these technicians that turn business owners, they got good intuition. They got, you know, enough gall and wherewithal to start a business, you know, and I'm sure that that got them far. And then just get organized. That's always, you know, easy. And if you're not organized, find somebody that is.
Yes.
But I don't know if that's enough, but—
No, it's a beautiful start. Thanks for being here and sharing with such an open heart, man. I appreciate it.
Of course, Adam. Thanks for having me, man. Appreciate it.
