Built to Serve: Leadership & Growth with Adam Povlitz

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Hey everybody, welcome to today's episode of B2B Vault, the Biz to Biz podcast sponsored by Nationwide Payment Systems and our new NPS1 smart invoicing platform. And today we're going to talk about franchising. And we're talking to Adam Polvitz. Polvitz, how did I mispronounce your name?

Close enough.

Close enough. Okay. And he's from Anago Cleaning Services. He made a joke. He goes, think about your girlfriend named Anna and you want her to go. So I pronounced it all wrong in the beginning. So Anago Cleaning Services. And we're going to jump in. And what's cool is, is I'm in Fort Lauderdale and Adam's actually right down the street in Pompano, so we're practically neighbors, which is nice. Introduce yourself to the audience, Adam.

Hey, Allen. Yeah, hey neighbor. Um, um, thanks, Allen. So, um, yeah, it's Antigo Cleaning Systems, and, um, I am now the CEO and president since, uh, 2015. The Anago is— what's weird about Anago is most people think franchising, they think McDonald's or something like that. And we are a franchise, but most franchises are two tiers, and Anago is a three-tier franchise. So I own and manage the corporate office. We sell what's called a master franchise, and that's like a large territory, right? So think large metro areas like South Florida, Atlanta, Dallas. Phoenix, um, and then within those master franchise territories, they are selling, uh, janitorial, or what we call unit franchise. So those are the actual cleaning businesses. So the, the easiest way for Allen, for your listeners to think about it, is sort of flip it upside down. Um, when I say commercial cleaning, most people, you know, that the picture in your head is the guy with the mop in the bucket, right, or the vacuum or something like that. That is your janitorial franchisee and his team, and their job is just keep the buildings clean, learn the chemicals, learn the equipment, manage all of that, manage the, you know, the internal payroll that he has for his, his staff, and keep the buildings clean, keep the customers happy. But what our model does is it answers, well, where did he get those customers from, right? Because now you need a sales and marketing team, you need a website, you need, you know, some sort of sales plan in order to attack your territory. And so that's what our master franchise does is they essentially are the, the day job of the cleaning, right? So all the, all the unit franchise does usually operates at night. They're focused on keeping the buildings clean. The, uh, the master franchise, their sole focus is they have a sales team. They're spending the money on the, the PPC and the SEO and the website stuff, the social media, and then they're doing back office support for the janitorial franchisee. So they're going to do all the billing and collections of the clients. So it creates a really cool synergy because The unit franchise focuses on cleaning and has no sales and administrative overhead. And then the master franchise does absolutely zero cleaning and only focuses on sales and administration.

But what's the third tier?

You're looking at him.

Oh, okay.

Oh, okay. And then we, yeah. And then I manage the corporate office. We obviously help to add more territories, support everybody, help get everyone more national-level accounts, national vendor relationships. You know, and continue to invest in the technology and the CRMs and all that sort of stuff that keep the whole thing ticking.

So besides like cleaning an office, like we have somebody that comes and cleans our office. So besides, besides that, like what other type of cleaning is being done? Like a whole office building where they're cleaning just like the hallways and stuff like that kind of cleaning or—

So it's— yeah, it's everything, just not, not residential. That's actually a totally different business model. Interesting. Interestingly enough, but, and just how the revenue and cost structure breaks down, but anything commercial cleaning, so offices, schools, hospitals, daycares, you name it. And then we have, we also branch out, we could do any kind of floor work, you know, stripping, waxing of tiles, carpet care. And then we've expanded further with our national accounts department where we can do really anything facility related. So it's called full menu facilities or integrated facility management, which is basically like security, pest control, HVAC, you name it, one-stop shop for an office or any kind of commercial building.

Oh wow. That's, that's very involved right there.

Oh yeah.

Yeah. Because then what, what do you do? You have outside vendors that you bring in for this. HVAC and things like that?

Yeah, that's the idea. So we, you know, our core focus is going to be the commercial cleaning. So any type of, again, whether it's, you know, hospital or a regular office, that's our core focus. And then when you get out to the ancillary services like HVAC or something like that, we have, you know, vendor relationships around the country that we've partnered with. But the idea, right, as a building manager, you don't want to have to call 10 people when something goes wrong. It's, you know, our setup is that you're a single point of contact. Anything, any issue, any time, you know, we'll, you know, ring the bell and we'll respond.

Oh, that's cool. And so generally they're coming in, it's like a nighttime operation going into—

Yeah, yeah, most cleaning's done at night. There's a popularity now in daytime cleans coming back, but it's still, it's still probably, you know, as a percentage, it's pretty small just because, right, if you're trying to get your work done and like, you know, like right now we're on a Zoom call, you know, how funny would it be if someone was kind of walking in behind me, you know, cleaning and emptying the trash? You know, it just, you know, most people still prefer like, hey, come in once everyone's out of there, because then also the folks doing the cleaning can be a lot more efficient if they're not trying to like work around someone who's on a phone call or something.

Right. Yeah. But I would imagine like someone has, I guess. Yeah, that's like the best time. We have somebody, they come at night. We don't care what time they come. So yeah, they come at 10, 11 o'clock at night. Yep, we see when they enter and exit, they have to log into our alarm and everything. And like, so when somebody— when one of the downline— like, so you have this master franchise and then you have cleaning people underneath them, right? The cleaning franchises, right? Right. So how does that, that work from a level of insurance? You have one master policy controlled by the big hub, like let's say the person's in Atlanta, they own Atlanta, then they have 20 people cleaning. How do each individual one of those has to get insured, or you guys have like a big insurance policy for that?

So it depends a little bit on a per-market basis, but for the most part it is, it's one master level policy that covers everyone. And that way it's very easy if they're, you know, God forbid there is an issue, you just coordinate with the, you know, the customer service rep at the regional office and, you know, if you have they have to make a claim or something like that, it's very easy. Unit— the janitorial franchisees can get their own coverage, particularly like work comp, right? Because they are independent businesses, right? You want them to have their own coverage if, you know, God forbid one of their employees gets hurt on the job or something like that, um, then they can, you know, they can take care of that within their company.

So what's the— you don't have to give specific numbers on Multi Dam. How many master territories are open right now?

So right now we have 48 master territories across the US and Canada, and they are supporting just over 1,800 unit janitorial franchisees. So it's looking at— scaled up.

You're looking for more master? Yeah.

Oh yeah.

Oh yeah.

I have. So weirdly enough, I have like we're in, we're in Tallahassee, Gainesville. I'm in Manitoba, Winnipeg, Manitoba, Canada. Places that, you know, like Winnipeg, you have to plug your car in like 6 months of the year just so the battery doesn't freeze. Right. And yet I'm not— I have this weird, like, open pattern in the Midwest for some reason that just— we just haven't, you know, been able to find the right candidates. So Illinois, Indianapolis, Kansas City. You know, some of those places, you know, I, you know, so that's where we're looking for new master franchises currently is I would say just broader, let's just call it the Midwest.

Okay. Cedar Rapids, Iowa.

Cedar Rapids is open.

Okay. My daughter lives there. She's a meteorologist on TV.

Just throwing it out there.

So and then so, so that so there's still some opportunity out there. So what like from a cost level, like how does that, how does that work? Like compared to like, like we were talking about, like investing in McDonald's is million, can be $1 million. What kind of investment is somebody making with this?

So at the master franchise level, it is, it is a big investment, but it's not, you know, million-plus type numbers. It's, you know, probably I would say somewhere in the neighborhood of like $300,000 to $400,000, give or take, you know, all in, including franchise fee, including setup, including, you know, you're going to need some staff and obviously insurance like we talked about. At the unit franchise level, it's very little. I mean, we start programs at a few thousand dollars down. You're all in like $10,000 to $20,000 to start a unit-level franchise. So it's, it can be very inexpensive. It's, it's, it's great because you have like the You're essentially selling to two separate markets in our business model, right? So you have, you know, someone who is, you know, former senior-level executive, right? You know, VP, CEO, whatever, of a business, and they're looking to repurpose those skills. And it's just like, look, cleaning is not rocket science. We can teach you our, you know, the words, and ultimately you're just learning it in our business, and that's your higher-level investment. And then you have people who are just looking like, look, I'm dabbling in entrepreneurship. I don't know how to start a business. I don't know much. I kind of want to keep my day job, frankly, because I don't, you know, I don't want to take too much risk. That's where the unit franchise opportunity comes in. And you go, listen, you're all in for 10, 12 grand, and it's a side hustle. We call it, we literally call it the ultimate side hustle, right? Because you're able to keep your day job and you go, hey, I just want to make an extra, $3,000, $4,000 a month and I'm not looking to go crazy. I don't know how to do all this. And then that master franchise can set you up as a local janitorial franchise for, you know, very little out of pocket.

So then how does the— what, like— so let's say that's the low side. So somebody who's like a good operator of one of those small units, what's like a good operator making, doing a month?

So I just gave— I mean, you know, on the, on the very high end, I actually just gave an award to a lady up in the Philadelphia Philadelphia area, she was doing a million— she had a million-dollar-a-year business as a janitorial franchisee. I mean, you can get very big. What's common is probably— frankly, what's most common is people keep it as a side hustle, right? But those that really want to scale it, you know, now you're talking about several hundred thousand dollars a year is pretty typical. So it becomes, you know, a lot, a lot less of a side hustle and a lot more of a, you know, hey, you have 5 or 10 employees under you and you're, you know, you're managing everything as a business owner and not, you know, not thinking of it like a janitor.

Right. So the other small thing is, oh, I have this side hustle and I'm going on the weekend or something. I find customers who will let me clean their offices on Friday, Saturday, Sunday, kind of.

Well, no, no. I mean, because remember, they don't, they don't even have to find the customer. That's the beauty of it is like, hey, you know, we have this, you know, the master franchise in South Florida. Hey, Allen here just bought a unit franchise and you go, hey, listen, I can only do Monday, Wednesday, Friday nights. Has to be after 5:00 because I got my day job. What do you got? And they'll go out and say, okay. Oh, yeah. And by the way, I want to stay in Broward County. Sure, no problem. Let's, let's walk through it. Here's what kind of customer roster we're working with right now. We understand what requirements you have and we can get you the customers that fit that profile.

Wow, that's pretty cool. I mean, that's, that's pretty cool. If somebody's really— even for a young person, you know, listen up, young people here. Yes, this might not be like the sexiest thing. My son comes to me with business ideas all the time. So the first one was He wants to open up a bar. I was like, forget that. We're not doing that. Yeah. And he comes to me, wants to open a blind store. We're not doing that. That's where you're delivering stuff through, like DoorDash.

Yeah.

Your house, it's inventory. With this, you're providing a service. You don't need some expensive office space. You don't need a storefront. You could do it out of your garage, essentially, to start. Or your car or an SUV or whatever you have, and you're not making a giant investment. And then it's a service business.

I love service businesses that, you know, and that's— yeah. And at the end of the day, you look at it and you go, you know, with, with everything the way it's going right now with technology, right, you go, how many jobs are going to be outsourced to China? How many jobs are going to be, you know, Amazon comes to town and puts a small inventory-based business out of business. How many AI things over the next handful of years are going to come in and, and replace some of these more, you know, more, you know, I don't know, accounting type industries and stuff like that. This is not going anywhere. Someone physically needs to walk in to the office and physically clean it. And like you said, it's a service-based business. So it's going to be around, you know, service-based businesses are going to outlast all the IT stuff because it still requires the human element of someone physically coming in and taking care of something.

So then, like, from a software perspective, right, because technology— how have you, like, developed technology to— that helps all this run? So So what—

yeah, one of the main things that we've invested in, you know, because when you say— right, when you say technology and cleaning, it sounds like, you know, an oxymoron, right? Like jumbo shrimp or something. Like, what's technology and cleaning? Um, it's not a better mop, it's not a better vacuum, right? That's not how the technology works. Um, any— anything I can get in terms of equipment, my competitive— you know, at least on the high end, my competitors can get what I can get. What we decided to invest in is customer service technology. And so let me kind of like frame this for you, right? So if you go out to a restaurant, since you mentioned you were a chef before, you can have one of three experiences at a restaurant. You can go in and, you know, Allen is your chef and the food is off the charts phenomenal, flown in from Hawaii, delicious. And, and you and your waiters just, just awesome. And the whole experience is great. You come into another restaurant and you have the waiter's a jerk, the food is cold, the fish is, is not remotely fresh, and you go, oh, what a terrible experience. Or you go to just someone, you know, some restaurant, and it's just like, eh, right? It's like unmemorable. It's just like, what, you know, well, you know, okay, I went there. Um, in cleaning, you don't have 3 experiences, you, you have 2 experiences, right? So there's, there is no joy, delight experience. Nobody gets to their office and is like, oh my gosh, my office so spotless, I'm gonna get my janitor a birthday present. It just doesn't happen, right? So either you get to your office and you go, well, I gotta work, and you sit down at your computer and you start hammering on your keyboard or whatever it is that you do. Um, or you get to your office and you go, why is my trash can still full? Like, what's that smell coming from the bathroom? What's going on here? So you see, we realize that if you can only really have a kind of unmemorable experience or a negative experience, we have to capitalize on those moments of bad experience to turn it around and sort of make a friend for life is how I, how I word it. And so we created a platform called CleanCom. We're really unoriginal with our naming conventions. So like everything in our software is called Clean something, right? But with CleanCom, what happens is you have an issue and right now, and so like right now, just let me also reframe this. Right now in the industry, if you have an issue, I bet right now if you have an issue with the cleaning in your office, you have to— first of all, you have to go like, who's the office manager? If it's a multi-tenant, or you go to your office manager and who's the cleaning company here? And, you know, do you have the phone number? How do I report an issue? Hey, by the way, we're in South Florida. Hey, do you speak Spanish? I don't speak Spanish. Can someone leave a note in Spanish? Or, you know, and if you're different places of the country, right, it could be, hey, do you speak Mandarin? Hey, do you speak Portuguese? Hey, you know what I mean? It's all over the map and it turns into this like just discombobulated mess of communication. So we acknowledged that that was sort of the industry standard. And with CleanCom, all that goes away. You take out your phone, you take a picture of whatever the issue is, you log— it takes a picture, you log whatever area it's in. Oh, it was in the bathroom, it was in the kitchen, whatever it may be. You put a note in there, it sends it to the janitorial franchisee who's associated with your account. They— there's no, uh, exchange of phone numbers or anything like that. It's all private communication. It has built-in Google Translate, so you speak in whatever your language is, they can speak whatever language theirs is, and you can still communicate. Uh, it has a built-in mandatory 2-hour response guarantee, so you're not wondering overnight, like, did it get done? You will find out within the next 2 hours of sending that message of what, what the response is going to be and how they're going to handle it. And then to take it a step further, we built in what we call preventive analytics. So if you are reporting an issue on a particular franchisee about, say, restrooms, and another client that they have also is reporting issues in restrooms, you know what I mean? What it'll do is it'll actually take that aggregation of all the issues that are being reported, and it'll serve it up to the master franchisee in the territory and say, hey, this particular franchisee is struggling with restrooms. Let's bring him in for a retraining and like properly recertify him to handle restrooms so that he doesn't have future issues down the line.

Oh, that's cool. And then what do you guys do for billing? Like billing? Like now, like whatever people I deal with, we have to like sell them every month.

So no. So it's all, it's all done through— in terms of billing the client, it's, it's funny, you know, it's— there's, you know, obviously there's a big push to ACH and all that. Nowadays, but I would say most people still pay their janitorial company by a paper check. It's wild.

We should talk about that. I'll help you with that.

Yeah, we're— but we're pushing. I mean, we're pushing hard to— we have an integrated payment processor for people who want to do credit card. Obviously, you know, ACH is big and we're, you know, we're pushing probably that direction the hardest. And then same thing when, you know, when the master franchise collects that money, it's just then ACH to each of the unit franchisees, their, you know, their portion of the revenue.

So they collect and then they— so that—

no, no, the cleaning don't have to deal with collecting money. Exactly. Exactly. And that way, right, then it's like this thing. So same thing. Let's keep the restaurant analogy going, right? You know, there's a huge difference and you can attest to this between being like a phenomenal chef and being a restaurant general manager, right? Like you can do— you can cook. Is a totally different, you know, structure than like, okay, I need to deal with marketing and operations and hiring and firing and all that other stuff. That's what our business model essentially does is it says, hey, the people who are good chefs who can manage a cleaning business, and in our case, it's obviously it's not the same qualification as being an excellent chef. It's not rocket science, right? Let's focus on, you know, a simple operational side of the business, whereas someone who has more experience in business management, the business side of the business and administration. Let's let that person focus on that. And then they kind of come together and everybody wins.

And are you guys doing anything with AI right now?

Always, man. We're always looking into AI. So what we're doing to take that to the next level is rather than it alerting the master franchise and then the master franchise having to kind of bring someone in for retraining, we've actually used AI. They're AI avatars, essentially, where it looks like a person talking to you on screen and can act and everything like that. And so we've created an e-learning platform, so it's all video-based. And so what the, what the AI will do is, rather than the master getting alerted and having to call the ball, the AI will track what issues are coming from where, serve up the correct video to the unit franchisee, serve them a test that they have to pass to then recertify to be able to clean that type of area or industry or whatever it may be again. So it's, it's all going to be automatic behind the scenes.

Oh, so video training versus, oh, come down to the office and we're going to—

Right, right. Initial training, you still got to do it in person, right? Because cleaning is hands-on. But that, that sort of, you know, jog in your memory, best practices kind of stuff, that can be all done, you know, online at this point.

Yeah, it's really interesting. I mean, when you look into, you know, starting a business today, And I know you talked about, like you said, your, your dad started this business, right?

Yeah. Yeah. My dad started it in '89 and I had no desire to get into the business. I didn't even join until 2009. My background's finance.

Okay.

I was, I was the financial dork.

What dragged you into the business?

Him a little bit. And then no. So I was at, I was actually at IBM. I was living up in the White Plains, New York area, and there was a huge round of layoffs IBM did in '08-'09. I wasn't laid off. I was assigned— I was the financial analyst that essentially I was given employee numbers, you know, salary packages, no names, salary packages, exit packages. And I was essentially reviewing these packages and providing management like which employee numbers were getting the exit packages, which were being let go. And I was probably, man, I was like late 20s at this point. And to like, to go through that and go, so wait a minute, I could be at, you know, this company 20 years from now and you're going to have some 20-something-year-old kid deciding my fate and he has no idea who I am. He doesn't know my name. He knows my employee number. Um, it just didn't sit well with me.

That's wild.

Yeah, that's how they do it in the big, you know, the big leagues, man. And, and so I get home, I was home for the holidays, and my dad goes, man, I think I got the tiger by the tail with this whole Antigo thing, come check it out. And it was like 6 months later that I was— I ended up joining Antigo.

So was he franchising at that point, or what was that?

Yeah, yeah, they were, they were already. So, um, he, he started— he only— there only was unit janitorial level franchises from the get-go. And then by 1999, they realized that, like, wait a minute, if we can do this in South Florida, we could probably do this in other places. They opened Tampa as a master franchise. And so by the time I joined in '09, there was, I want to say, around 20 master franchises at the time.

And were they all in the Southeast or—

No, they were all over, mostly US. We were not international at that point. Southeast, definitely. Like the East Coast for sure was heavily concentrated and then a few out, out west.

Yeah. So, I mean, this is a great opportunity for people to, you know, to get into a business and have a side— a real side hustle, not just the side— an actual side hustle where somebody is actually helping you grow the business. You know, that's part of the problem when someone starts a business, like, okay, how am I going to grow? You know, opening up whatever it is, a store, a restaurant, even if you opened up your own cleaning service. Now, where am I going to get my customers from? So you guys are helping funnel those customers down into the— so do people ever contact like your, like your office directly? Oh, I need cleaning in New York. Or does that get routed to the right places through your websites?

So some— both. So some of it, yeah, some of it, if we— if it's a like a purely local, like single office in, you know, New York, we have an office out in Queens and they will service it. If they, if they come up, reach out to our office and say, hey, we have, you know, 15 offices across the Northeast, we'll handle that at the corporate office and then kind of source it out to the correct franchisee to, to handle what needs to be handled. But But yeah, we can, we can basically anywhere in the US or Canada, we can, we can handle at this point.

Okay. Yeah, that's really cool. That's a really cool business model. Anything like— so someone who's going to be— so you kind of explain like who the people are, where it's perfectly to fit. So what, what other things would you want to say about somebody who wants to get into this business?

I think from a standpoint of of kind of who the ideal candidate is, right? For us, you know, regardless of which type of franchise that they're interested in, it's got to be someone who's just very driven, right? This isn't, this isn't a business, you know, that, that, you know, you kind of sit on your hands, right? Like, like, and I don't, I don't want to say sit on your hands. That's not the right way to say it. But it's not like an if you build it, they will come, right? It's not McDonald's where you have the, you spend the million dollars on the prime real estate McDonald's runs. Multi, multi-million dollar ad campaigns and people just show up. That's not this business model. This business model is a hunter model, right? At the master franchise level, you got to, you got to, you know, you know, bring on a sales team. They're out there, you know, whether between email marketing, you know, website marketing, hell, even cold calling, you know, it, you know, it's out there hustling and meeting people and meeting your community and networking. And so if you're not comfortable with that, you know, that's probably not the business model for you.

Okay. And if you probably don't want to go out and do sales, then owning one of the units is better because then you're not—

Exactly. Exactly. I mean, the great thing about the unit franchise, right, is it's your business, so you can scale it to as many clients as you want. You just work with the master franchise and say, hey, I want to get 3 more clients. Great, let's do it. And so you don't have to have any sales staff. And because it's after hours, right, you know, it's very limited, frankly, in terms of the interaction you even have to have with other people. And yet you're a business owner, you know? Yeah, you have to check in with your customer, shoot them a note, stop by. How's, how's everything going? Are you happy? Is there anything we can do better? But other than that, like 90% of it is done after hours. The office is usually closed. You know, you get your team together, you put your headphones in and you get to work.

Yeah. Like my landlord was like, oh, anybody like, you know, we have to have an AC guy, we have to send over their licensing, like we have a cleaning crew that comes in. We had to send them their insurance to our landlord. So, you know, that's like, you know, landlords have gotten like really tough on those kind of things. They want to make sure you're using licensed contractors. You know, you can't just have Susie come and clean your office, you know.

Exactly. Exactly.

You know, when you're in an office building because they don't want to get the landlord, the owner doesn't want to get sued or anything.

Right. Exactly.

So, yes. Yeah, definitely. Probably paper checks. Like I talk to businesses all the time about that and that's like a super big struggle when I get somebody who's like, oh yeah, well, we need a check. I'm like, I don't have any checks. How else can I pay you? It's not happening. I mean, I literally probably write less than 10 checks a year. Yeah, right.

It's like, do you want me to chisel this into stone for you? What kind of—

No, I think people—

I think very ancient way of doing money transactions at this point.

Yeah, it's gotten to be where people just want to pay the bill and that's it. They're done with it. I don't even pay every week. I just pay for the whole month.

That's, that's actually how our billing process works too. It's monthly. We don't, we don't do weekly. That's more like the, like, residential, right? Like you have a cleaning lady for your house or something like that and she needs a check every week or a Zelle every week. Ours is all based on monthly pricing. It's all automated. You get an email with the invoice, you can click to pay, you know, keep it simple, keep it simple.

People are getting like equipment, right? You guys have like suggested equipment they go buy or how does that work?

So we have, we have two things. One, we have, you know, minimum commercial standards that, you know, if they do buy their own equipment, so they're not just going into Walmart and picking up a vacuum and some Windex. That's not what our customers want to be serviced with. But at the same time, we have, you know, some major national deals in place. So the pricing that, that we can get because of the volume of, you know, vacuums or chemicals or mop, you know, whatever it is that we can get, you know, it's just a better price for them to go through.

That.

And then we know it's commercial grade and it's high quality. And so, yeah, it's all, it's all got to be very, you know, high quality commercial grade stuff. Yeah.

So somebody's not going to Publix. Yeah.

No Fabuloso will be cleaning your office if you're with—

you guys go through and make sure like there's a set standard across what's going on.

Exactly. Yeah.

It's important that, you know, it's important in any business to have that consistency, whether you're serving food and it's a franchise, or you're serving up cleaning and it's a franchise, there has to be consistency across everything. Because say I had 5 cleaning crews, they all, you know, you don't— and they have to switch maybe where they're cleaning all the time. You want the customer to still have that same experience. The customer—

exactly, exactly.

What you were talking about before is exactly right. My boss used to tell me when I was a chef, he's like, people walk into a restaurant, they have a zero on their forehead. He used to call it when there's either a minus or a plus sign. Yeah, well, obviously, like, you want people to walk into their office and they go, oh, looks great, and it's a plus sign. At the very least, it's like, oh, looks good, it's the same every week, and they have like a zero, you know, they don't have a— they're not having a jumping jack experience. Yeah, right. But you don't want people to have that minus sign and go, oh, that's disgusting, or come in and it's not there. But you know, right, so you know, but, but you know, when you have a cleaning service, they're coming in, they have to have your key, they have to have a code to get into the building, shut off an alarm, and all different things like that. So you know, it's— you want to deal with a trusted company, and it sounds like you've built that up really well to have that. And thank you, and, and drill it down all the way to the, you know, to the people going, yeah, it seems like a really great system. So if people want to get in touch with you, Adam, how do they do that?

So, um, Anago is, is all over. We're Anago, a-n-a-g-o-cleaning.com is our website, and then literally all of— we're on all the social media, so Facebook, Instagram, X. I can't— I'm never gonna say— I always think Twitter, but it's X now. Uh, LinkedIn, everything, it's all @anagoCleaning. And then if someone wants to get in touch with me personally, I'm pretty active on LinkedIn, so just type in Adam Pawlitz on LinkedIn and shoot me a message and I'll be sure to respond to you.

All right, sounds good. So that's where you can find, find Adam and get in touch with him if you want to get into the cleaning business. It's a really awesome discussion today. Any final words on business wisdom or anything that you want to tell people?

Happy New Year. I don't know. I, you know, no, I think, I think we covered a lot. I, you know, I think there's, you know, if anyone's interested, obviously please reach out. And if you're interested in, you know, learning more about our tech stack or anything like that, I'm, I'm definitely a nerd. And I think there's, you know, it wasn't, it wasn't that cool in high school to be a nerd, but it's paying off now. So reach out and let's connect.

I always have good sayings that I use. So you never— you have to have a good set. You have to have a good saying. Like, there's no, like, tagline for Antigo Cleaning. Antigo Cleaning, it's the best cleaning.

Okay, Antigo Cleaning, elevate your cleaning experience.

Okay, there you go. So that, that's the podcast today. You can catch us on LinkedIn. You can follow me on LinkedIn, follow the podcast there. We're on all the podcast apps— Spotify, Apple, any other podcast apps. You can find us on YouTube. You can see mine and Adam's smiling faces if you follow on YouTube. And that's today's podcast, and I appreciate it. And I would say carpe diem, which is seize the day. And you know, business— anytime you're going to open a business, I'll give you some good words: no guts, no glory. So when you're going to start a business, you got to kind of have that no guts, no glory thing and just go for it. So thanks for listening to today's podcast, and thank you, Adam, for being a guest, and I appreciate you coming on the podcast.

Thanks for having me, Allen Kopelman.