Chris Collins argues that what you pay techs matters less than how you structure their work. Service managers control pricing and should focus on retention levers beyond hourly wages, since customers ultimately pay for labor anyway.
Okay, talking about our. Our big subject today. Are you paying your tax enough?
So the first thing Christian would like to point out.
Is who's paying for the tax?
The customer. The customer pays the tech.
The techs are the cost of sale. Like, we're selling time that is produced by a tech. So the customer is paying for the time. So techs are a percentage of what the customer is paying. Who controls that pricing? The service manager? Yeah, we do. Yeah. So the customer is the one paying the tech, in a sense. Right. Don't you think if you just start with that and wrap your head around it, the rest of the list gets easier? Yeah. I never understand when people are like, oh, my God, It's. You know, I was talking to these techs, and they're making $32 an hour, and it's like, I'd pay 34. Then. I don't know. I don't know what to tell you. Like, I don't want to be the lowest in the market when it comes to text. I want to have good tax that work. And, you know, like, that's where you want to have talent. Yeah. And you got to pay for talent. And I just wouldn't. I don't see myself in a scenario where I lose tax over two bucks. But more importantly than that is, I don't think that the hourly wage that techs make is really the difference. They will say that an hourly rate matters what they make, but don't text, don't quit over hourly rate. They quit over a bunch of other stuff. And so I think the thing that. That we want to kind of help everybody understand is that it's. It's really not about the hourly rate. It's a bunch. About a bunch of other things that add up to keeping good text and recruiting good techs.
