In this presentation, the speaker outlines a five‑year roadmap for transforming a traditional business into a high‑margin, premium‑priced company. He begins by warning that most entrepreneurs overestimate what can be achieved in a single year and underestimate the potential of a decade‑long vision. The plan is anchored in the Entrepreneurial Operating System (EOS), which provides a 10‑year moonshot, a 3‑year plan, a 1‑year plan, and especially a quarterly cadence. Year 1 focuses on modernizing core technology (VoIP, email, digital contracts, credit‑card processing) and establishing EOS fundamentals such as core values, niche, and the “right people, right seats” paradigm. Year 2 creates momentum by adopting a premium pricing mindset, undergoing a major staff turnover to align talent, and embedding EOS quarterly meetings. Year 3 strengthens culture, hires the first sales manager, raises prices again, introduces customer financing, automates communications, implements a Profit Workshop budgeting and P&L system, and adds employee benefits and a mastermind commitment. Year 4 scales intelligently with a Salesforce‑based CRM, new marketing channels (direct mail, TV commercial, outbound call center), a one‑call‑close sales process, upgraded estimating software, and another price increase to protect margins. By Year 5 the company emerges as the market leader, achieving four consecutive record‑breaking years, tripling revenue and profit, solidifying leadership across departments, and confidently commanding the highest price in the market while delivering superior value. The speaker emphasizes that consistent, relentless daily execution of this blueprint is the key to realizing the remarkable long‑term potential.
Chapters
Most people overestimate what they can do in 1 year and underestimate what they can do in 10 years. I share this because you are going to leave this conference with a blueprint for your business, but success only happens when you bring that plan home and you execute it consistently and relentlessly on a daily basis. And when you do this, The potential for what you can achieve in just a few years' time is really remarkable. And so I wanted to share some of the key milestones from the last 5 years in our company as an example of what a 5-year plan might look like for you. So when I joined the business, um, it was 2019, but it might as well have been 1995. It needed to become a 21st century company. We had to implement basic technologies, uh, like voiceover IP phones, company email, digital contracting software. We needed to make it easy for our customers to even pay us with credit card processing, online financing options, and we needed a plan. So for us, that was EOS. It helped us get clear about what we wanted. And when you do EOS, you map out a 10-year moonshot, a 3-year plan, and a 1-year plan. And what I believe is most impactful is actually the quarterly plan. So defining core values, company niche, proven process, that's all part of the important pieces you put together in EOS. But for us, the people aspect of right people in the right seats, This was a huge paradigm shift for us. And of course, keeping a scorecard and being consistent with that. So with the foundation in place, year 2 was about creating momentum. It was around this time that I attended my first Accelerate live event, and I learned the importance of becoming a premium company, having a premium price point. Then came the employee turnover. We're a 15-person company today, and over a very short period of time, we had to fire 17 employees. But that's the type of work we had to do to get to the right team. Also, at this point, the EOS framework becomes just part of your regular cadence, 90-day quarterly meetings with goals, tracking them, making sure they've been completed. By year 3, the focus shifted to strengthening our company culture. Key milestones included recruiting our first sales manager, increasing pricing again, becoming that premium-priced company. We got serious about using customer financing to sell more jobs. We scripted all of our customer communication with automations throughout the entire process. And we fully implemented the Profit Workshop model using a budget and a P&L to use numbers to drive the company. New employee benefits, 401(k), healthcare, our HR handbook, and then also holding myself to a new standard, joining the Mastermind group. Year 4 is about scaling the business intelligently, launching a new CRM system on a Salesforce platform. That we knew could support the long-term growth. New marketing efforts to support a growing company meant direct mail, customer appreciation referrals. We shot our first television commercial, building an outbound call center to generate new leads and ensure proper follow-up with all our customers. Our first ever one-call-close presentation was put together. We changed our estimating software to another platform, and then we increased pricing again. We needed more gross margin to support the growing business, but we also deserve better pricing at this point because the experience and the value we're delivering to our customers. By year 5, emerging as a leader in our own market. 4 consecutive record-breaking years with our revenue and our profits tripling. Our key leadership now in place, the right people running their own departments and driving the company forward. We're the highest price in our market now, and we don't apologize for it. We bring a ton of value to our customers.
