Breaking Down a $570K Concrete Business

This is Dolan and Evan. They run a concrete business and they made $570,000 in revenue last year. They only have $8,000 in the bank as they head into spring rush and they can't keep any good workers. This is the Business Breakdown Show where we take real home service businesses and analyze exactly what's holding them back. Our goal is to give Dolan and Evan a strategy to turn around the company in the next 6 weeks. And the service they offer includes pouring concrete for walkways, patios, driveways, all of this being done in Ontario, Canada. Let's take a look at their application video.

Good morning, Mike Andes and the media crew. I'm here with my brother Dolan in the office. My brother and I started the company Gilbert Brothers Concrete in 2020. Our first year revenue was around $225,000, uh, which eventually we worked up to around just over 700,000, um, 2 years ago. Last year, this last concrete season, we kind of dipped down, kind of did some restructuring and did about 525,000. Having some issues with employee retention, we always have to start the process every season over again with training brand new guys, and usually they'll stick around for the season. Maybe halfway through, we'll kind of have some turnovers, but This year, uh, we're only carrying over one employee from the previous year onto this year. So, uh, right now we're currently doing a bunch of hiring, trying to fill positions. Uh, we got a foreman that we're trying to hire. Um, I'd like to get an admin hired so that we can kind of separate sales, admin, and operations. Me doing operations, Dolan doing estimating and sales, and then have an admin kind of doing the administrative work. We also have kind of an off, the off-season dilemma where our working season is generally 8 months. You can't pour concrete in the winter. So in the past, we found alternatives to make money turning some of our concrete clients into winter projects. Like first 2 years, we did basement renovations. The next 2 winters, we had a kind of commercial contract with some high-rise buildings that was going on. And we're able to keep our employees, which definitely helped with the retention. But this winter is the first winter since we started that we're not really taking on any source of income so that we can work on the back end of things like putting, like building these SOPs. And yeah, it's kind of— we're feeling the financial pinch of it. My brother hasn't taken a pay in the last couple of months so that I can pay my mortgage. And I have a wife and two kids at home and We— my brother luckily has some savings that he's able to float himself through, but yeah, the pressure is definitely on. We're waiting to get our taxes back from last year so that we can apply for a business line of credit or an operating line of credit for startup costs. And, you know, getting the truck safety done on the road and get operation going. Our average production per month is between $80,000 and $120,000 throughout our working year, and I'm confident that we can hit those numbers. We got a good system in place for getting leads and the sales process, and we have a decent idea of our numbers. This is kind of the first year that we're, uh, starting to fully utilize our softwares, um, like get everything on QuickBooks. We kind of had a mix of doing receipts, so we're trying to implement the right softwares, and we could really use some, some guidance and help on what softwares to use as far as CRMs and stuff like that. So yeah, our goal for this year is to hire a crew, which we're doing hiring. We got lots of interviews lined up to try to find the best candidates for our positions that we have available. But the goal would be to have like a foreman and then some, some workers that can accomplish the day-to-day tasks so that I can kind of manage the crew and do that aspect of things. And help Dylan in the office with sales or training the administrators, stuff like that. Our goal is to hit $1 million in revenue this year. We've kind of done the projections. This is kind of our first year too, which we're trying to fully implement and track important KPIs like customer acquisition costs and budgeted hours versus actual hours and tracking that and kind of helping get our foreman on board with the process to help us track the analytics on the backend. Main constraints are liquidity issue with going into the busy season, kind of waiting on funds to come in. I'm sure we can scrape by with some personal loans if we have to, but we're kind of counting on getting a line of credit. As I said, the system documentation with tracking our KPIs and trying to get out in the field, out in the operations to get this where we can scale it and hit our goal for $1 million. We're fully willing to open our books and share all the information that we have. Like, as I said, we're not great at tracking it yet. That's where we're going toward. But I think we're very coachable and strong candidate for your Business Turnaround Show.

All right, so the Gilbert Bros Concrete business did $700,000 in annual revenue a couple years ago. They've scaled back to $525,000. They have a lot of crew turnover. Evan does sales, Dolan does the ops. They have a horrible off-season where they go from no income all the way up to $100,000 per month. They have $8,000 in the bank as they head into the busy season and they're taking out a line of credit. That's a little scary and they want to scale to double the business this year. So $1 million is the goal. And that makes me a little bit scared because typically before you scale it, I want you to nail it and I can't— really scale something if I have a really bad offseason. So let's go ahead and jump into their website. We'll go ahead and break it down and see what we can do to improve the website. So this is gilbertbros.ca. I really like the tagline, making your dreams concrete. Love that. I will say this red text on black is a little bit hard to read for some people, especially older people. Sometimes like the contrast is not as much. I would consider changing that. Just the whole black, the red. Also, I noticed here too, when I adjust the size of my screen, it doesn't really adjust very well on the website. So it doesn't, it's not mobile-friendly at all. I would consider trying to make sure it is mobile-friendly. Almost 80% of our traffic comes from mobile devices. And so making sure that it actually looks good on a mobile device is important. Right now it's like HTML or something kind of old in terms of code. And so it doesn't change to the size of the screen. That's a big deal because that's like 80% of your traffic is likely trying to like navigate around touching their screen on their mobile device. And so you're gonna lose a lot of leads for that. One thing I would say is even though you have the free quote button up here, let's see where this goes. I would do my very best to take this form, try to reduce it by like 30, 40% in size. 'Cause you can just like cut out all this red that isn't needed and try to put that Oh, this logo should be clickable back to your homepage. But I try to put that like right here, right when they come to the website, the first thing they see is submitting an estimate request form. I'd be trying to do that as soon as you have it. Where they have to click to a different URL or click to a different tab or different button, immediately your conversion rate will drop because people have to take action just to be able to get to the thing they're looking for, which is to submit a quote request. A lot of text. I like the pictures of you though. I would love to see these images show like your uniforms or your trucks ideally. I don't know if you're Gilbert Bros trucks, if they're red, that'd be very cool. If so, definitely would love to see those in the videos and in the pictures. So there's a nice continuity between the brand of what people see out in the field with your uniforms and your trucks. And then they come to your website and they see the same thing. But the main thing is getting that estimate request form on the homepage. Let's go and look at your Google. We got 29 reviews. 5 months ago, we got a review from Kevin. There's no response to it. Tammy, no response to this one. Oh, this one we responded to. It looks like sometimes we respond. Cool. So I would love for you to be able to respond to all these reviews and make sure you synthesize their review through ChatGPT or Gemini, get a really SEO-friendly response to be able to paste back in here. But we do have 29 reviews. I would love to see that over 50. Or even 100, but overall pretty good. Let's go ahead and look at what I want to look at right now is like if we look at Peterborough, Ontario, concrete, oops, and just see where you're showing up in terms of native search. Once I just look at those keywords. Okay, so you're in, in the top 3 already on Google Business Profiles because you have a verified address. Very good. You're also posting images quite frequently to your Google Business Profile. So big time win. And you're showing up on the map. Awesome. Let's see where you're at on— yeah, you're third on native search. Like really pretty good, honestly, for the website not being amazing. The fact that you're ranking third on Google and you're in the top 3 on your Google Business Profile says a lot to just how powerful Google Business Profiles are because you have 29 reviews. The highest in your area is 30. Notice here, it's for everyone watching, 30, 29, 5. If you look at this in your market and you have competitors like this, the question becomes like, how many reviews do I need to make a difference? Very simply, you need at least 30 reviews in this local market to be able to probably rank in the top 3 or 4 spots on Google. And so I would love for this to be 50, because if you can get to 50, you will be probably number 1 there, and it'll probably affect your native search down here below. I'm also not seeing any ads, so I don't know if you're not running any Google Ads right now, but just something to think about because definitely with your ranking so well, might be a good opportunity to be able to run some Google Ads. Let's look at their Facebook ad or Facebook page really quickly. So you can see that you're hiring. You posted this pretty a few weeks ago. You're posting like once every kind of sporadically, like once every month maybe. I would love to see this get closer to like once every week. I love before and after photos. Concrete. I just love concrete because the before and afters are so good. Like if you did a before, during, and after photo of every job you do, I'd be posting every single one. This is a great little walkthrough situation. You notice like 10, 10 likes, got 272 views. So these are great. I would love to see your trucks, your crew in front of the after photos to brand it with the thing that they're going to then see when they go to your website. But overall website, not horrible. I'd like to improve the frequency of your posting. I see that a lot of times people get really caught up in making a perfect post on social media when in reality, a lot of times a new customer is going here to make sure you're open and that you're legitimate. And so I'm immediately wanting them to see kind of like a website, my uniforms, my trucks, my branding, but also that I post at least once or twice a week just to show that like I'm open for business and I am not like closed down 6 months ago. So I've gone to a lot of home service businesses where they haven't posted in 6 or 12 months. I'm like, oh, I won't call them. Like they're, probably out of business. They don't have enough time to post to Facebook. They obviously aren't super interested in getting my business, or they're so busy doing other people's work, they're not ready for me as a customer. And so this is something I would look at, just improving the frequency. But really, honestly, very impressive from a perspective of ranking on Google, given the fact that your website is pretty old and probably not really optimized for SEO. This really just goes to show how important it is to have a Google Business Profile. Overall, I'm going to give a grade on your website as a B. It's actually better than I normally would give for your design because your design is not good. The red and the black, the estimate request form, like some of the buttons don't work. Clicking the link, clicking the logo to come back to the homepage. But you're ranking third on Google. You're ranking in the top 2 or 3 on Google Business Profile because you have a verified address and you put all of your posts onto Google on a consistent basis. So overall, a B, not bad. If you would like, Dolan and Evan, we would love to help you at Home Service Web Design. We do concrete businesses quite often. Go to the Our Work tab and you can see all the different businesses and different home service industries that we do. We've done over 1,000 websites and I think we could dramatically increase your conversion rate, which is the people coming to the website. And when I look at how much you're spending on advertising, I think that the amount of traffic you're driving, we could easily increase the amount of leads by 50 to 100% just by focusing on conversion. And that would be the thing I would do first before you go try to scale up to a million is make sure that any traffic you do drive to that website is actually converting into paying leads. Let's go ahead and jump now into the financials. And so I've got a 2025 profit and loss statement. So on here it says we got $570,000. In annual revenue last year and $129,000 in supplies and materials. This might seem high to you, but this is pretty common for industry like concrete, 20-30% of revenue going out the door to just material cost. So very common for more of a construction build type of industry. You got $42,000 going out the door to subcontractors. Okay, I'm not seeing anything too crazy here. A little bit, a little high on maintenance. Auto repairs and maintenance. I'm guessing a truck went down or something crazy like that. It's quite a bit for maintenance. And you got $115,000 in wages. I'm going to guess you don't have any salary that you both are taking out from here because if you look at this, you have $138,000 in profit on $570,000 in revenue. It's like 24-25% profit margin. That's not horrible. Traditionally, I would say it's pretty good profit margin, but that's after the owners take salaries. And so that's the biggest flaw I'm seeing here is like, I don't think you all have officer wages in here or any sort of salary— salaries. I'm guessing guessing this $115,000 and like this casual labor, etc., is all just for your current employees. And if I go to your website real quick, go back here, I think, yeah, meet the team. You have quite a few team members. So like, I'm going to go out on a limb and say that those wages on the P&L are theirs. It looks like you're profitable. And for everyone watching, it's like $138,000, not bad. But as soon as you divide that between 2 people, the owners, the business basically has no cash. And that's what we're running into. If both of them need, you know, $70,000, $80,000 to survive, that $138,000 is gone. And the business is now starved of cash. I genuinely believe that if a business is doing under $750,000 in annual revenue, the profitability of the business will usually come down to whether or not the owner or general manager is in the field producing work. And so I know both of you want to get out of the field and grow the business to $1 million. I think if I was talking to you a year and a half ago, back when you did $700,000, I would say that would be in the cards because at $750,000 or so is usually where I see people needing to get out of operations and start focusing on sales and other aspects of growing the business or working on the business. But I think that at $570,000, let's call it, in annual revenue, if you're needing to be profitable, which I feel like there's a cash crunch in the short term, I need you to actually go out in the field and work. Like, I need the work to get done because your profitability will simply hinge on how much labor revenue the general manager or owner produces at your current size. Now, if you're going to go to $1 million, then yes, like you have to work on the business, you have to work on sales, etc. But in the short term, it might— to solve this cash crunch, you working on the business makes you complete overhead and a cost to the business instead of a labor-producing and revenue-producing team member. And to solve the current cash crunch, I think that's what's going to be required. So let's go ahead and give you a grade of your financials. I actually give you an A-. And the reason I give you an A- is because Everything on here is good in terms of the way that you're categorizing things. I saw that you have a little bit of interest expense, so not a ton of debt, it looks like. But overall, I'm pretty happy with it. You just don't have owner's wages being accounted for on here, and it's likely just because you're taking the distributions of $138,000 and splitting it somehow between the two of you. I would love to see that somehow on here. I'm guessing though, this would be shown on the balance sheet since you're just taking distributions. So is it wrong? Is it bad? No, it's just simply I don't see the balance sheet and you're probably taking distributions and splitting it on the balance sheet between the two of you. Traditionally, for those of you in the US that have an S corp, you need to pay yourself a salary and that's where you would show officer wages on the profit and loss statement. You can still put it underneath wages, but ideally it's broken out from your regular wages that you pay your team so you can tell, okay, the business owner is getting a salary. What's on the bottom line is real profit from the business. So I give it an A- though, because it's very clean. It's better than honestly most financials I see from home service business owners. And if you need help with your bookkeeping, your payroll, your taxes, making sure that you don't really, you know, just clean up your balance sheet at the end of the year for taxes, but you actually have a reconciled profit and loss statement and a balance sheet every single month that lines up with your bank statements, That's how you actually know your numbers. And so when people talk about knowing their numbers, if you don't have a monthly reconciled profit and loss statement with your bank statements and it's actually matching up and all your loans are being accounted for in your balance sheet and everything's matching up, you're flying blind. And so for under $500 a month, you can go get all that taken care of at Home Service CPA. Go check it out. All right, let's jump into the 4L framework. The 4L framework shows the 4 reasons why every home service business regardless of industry, stops growing. And there's only 4 reasons, either a lack of liquidity, a lack of leads, a lack of labor, or a lack of leadership. So I wanna go through each of the 4 L's in the 4L framework and identify some of the issues we currently see at Gilbert Bros. Concrete. And then we'll dive into creating a plan so they can actually take the business to the next level and get out of this current problem with such cash crunch. And that's really the biggest problem right now is we got $8,000 in the bank. Traditionally, to solve the liquidity problem with the 4L Framework, I want to have at least 1 month of revenue in the bank account. If there's months where they're making $100,000 in monthly revenue, I want to be able to have $100,000 in cash in the bank. That's ultimate safety. Like, if you want to be more risk-prone and spend and grow faster, that's fine. But I like to have a safety cushion of 1 month of revenue in the bank account. So we only have $8,000 right now. We're also looking for a line of credit. Although this is going to alleviate some of this pressure in the short term, if we don't solve some of these other big constraints in the company, we're going to go right back to the same problem down the road. Also, any time I see revenue going down, in this case by like 25-30%, that's a big indicator that we have a leads problem and usually an off-season problem, which we do. So let's jump into leads. One of the constraints right now is offseason. We are having this huge dip in leads dropping off a cliff. And right now there is no income coming in. One of them is not taking any pay so that the other brother can pay the mortgage, which is super admirable. I'm glad they have savings, but that is not a long-term strategy to scale. And I don't want to scale until I solve that problem. And so I would recommend for anyone, do not go past 7 figures in annual revenue or try to get to $1 million if your off-season has this problem where there's no revenue, it's hit or miss, you're losing money. Because ultimately, to solve the off-season, if I have $100,000 a month, in my opinion, as we talk about inside the Off-Season book, I want every month of the year to have at least 50% of the revenue that I have in my best month. So if you do $100,000 a month, that means I want every other month of the year to have at least $50,000 in monthly revenue. If that's not happening, I consider that business sick with a disease I call seasonitis. And so to solve that problem is the biggest constraint for this business. And I want to do that before I scale it. Nail it, then you scale it. Okay, let's talk about labor. Right now they have a lot of turnover and they have new crews every year. Very difficult to scale a business in home services when the people actually doing the work and solving the actual problems for your customers out in the field are being changed out every single season. Because it's very hard to have continuity. It's hard to have high quality standards. And if it's a lot of churn, it's also really demoralizing to the team members that are really good because they just constantly get used to working with great team members and then they leave a few months later. This is a huge stemming problem of the offseason. If you have a huge offseason problem where you have leads drop off a cliff and all of your crew leaves and you have no one to come back in spring, again, you will have to re— re-hire a whole new crew every single spring rush. It's very draining as an owner. It's one of the biggest reasons I see people get out of home services. It's so draining to retrain and find new team members every single spring rush and take them from 0 to 60 in like a week or two. Very difficult. From a leadership perspective, they're needing software for organization and then they're also needing some role definition. When you have two owners like they do, they're in a prime position to be able to get to $1 million. Because Evan can do sales, Dolan can take care of operations, they can hire an admin, and that immediately puts them up for what I call the GM+ model, which inside the Copy and Paste Millionaire, we talk about the different leadership hats that you'll wear as an owner as you grow. But the GM+ model is $1.5 million+. And so they are really actually set up for that from a leadership perspective. It's the advantage of having multiple owners inside of one business is that you can, with full confidence, delegate sales to Evan, delegate operations to Dolan, and know it's going to be taken care of. And then you just got to have, like, Dolan probably train an admin person. And now you have sales, operations, and admin completely covered. That's what the GM+ model looks like, is having individual roles and individual managers for each of those divisions. So plenty of opportunity. We just got to define what those roles are going to be in the future. And for now, I need them to take a step back and realize that we have a cash problem that we need to solve, an offseason problem we've got to solve, and then we can go scale it and get into these more defined roles of sales, operations, and admin. All right, so let's go ahead and create a 6-week plan that Evan and Dolan can use at Gilbert Bros Concrete. And the whole objective here is to turn around the business in the next 6 weeks. First thing is really simple, and that is just going to be adjust web design. Honestly, I'm pretty impressed with the fact that you're ranking pretty good. On Google. I would love for you to be able to get Google reviews over 50. I feel like if you do that, you're going to not only get to the top of Google Business Profile, but you're also going to probably get in the top spot just native search on Google. Now, when it comes to the web design, I'm mostly looking at the colors. That red, red on black is hard to read. I'd probably just go white with your text, make it easier for people to read. So I'm just looking at colors and then where your estimate request form is, ERF. So I want that to be above the fold on the first page. I don't want them to click away to a different tab or a different URL. I want to keep it right on the homepage. Most people take a few seconds and know whether or not they're going to trust you. You do a pretty good job of letting them know that, hey, we do concrete in this area. Those are the two biggest questions people have when they come to your website. But after they know that, hey, they can take care of my problem, my next thing is like, I want them to give me an estimate. And so make that really easy for them to do. The question for website design for me is always, Make it easy for people to give you money. And so making it easier for them to give you money means putting it instead of a different page. Just put the estimate request form right on the homepage. Next thing we're going to do in the next 6 weeks is in the short term, we got to get in the field. I know this is not what you want to hear. Get in the field. I know that your strengths for both of you is likely like Dolan is probably management. Evan, you're probably super good at selling. I understand that. But right now we have $8,000 in the bank and you're going into debt. We need to produce revenue. While the spring rush is hot and do as much of the work as we possibly can. So I need you to just like, here, make money. We've got to solve the current constraint. If we run out of oxygen, which is money in the bank, we have huge problems. And the line of credit will offer a little bit of a reprieve and you'll get through this season because now you have all this revenue coming in. But if we go back into next offseason being bigger and having more revenue, we're actually just going to have more of a collapse next offseason. 'Cause now we're gonna have an admin person to pay for, we're gonna have more overhead, we're gonna have the infrastructure of a million-dollar business. That will become a huge problem next offseason. And so the short-term fix is that, go get more debt. I believe that that might be something you wanna do just for the sake of peace of mind, but I need you to make more money. I need you to get in the field. At $500,000, $600,000 in annual revenue with 2 owners, you cannot afford for both of you to be working on the business or out of the field. I need you back both in operations. And once you get so much work coming in, 'cause you've proved your website is improved, your reviews are dialed in, once those things are done, even if you spend some money on ads and you have a big backlog of work and then you hire team members, you are both out in the field training those team members up, then I give you permission to start working on the business. But we've gotta solve other problems first. The first being cash, the next being the off-season, which we'll get to in a second. I think when it comes to the work, the problem of, employees and the issues, we kind of have two different options. One is create a network of subs. Right now, about, I think it's like 8 or 9% of your revenue is going to subs. It's very common in construction, specifically concrete, for that more like 20 to 25%. So network of subs is what you could use. You create a really good network of people that you know do good work, and then you really focus on becoming a sales organization and leaning into your strengths of Dolan project management. Evan, sales. So, Dolan, you would be the one, like, managing the subs. Evan would be the one going out and getting more leads. And we turn this into a sales machine, which is a great website. You rank really well, you get tons of Google reviews, you have automations in HomeWorks getting the reviews for you, and then you just sub the work out and make 20-30% as a commission on top of the subs. It's very common and concrete. People usually don't bat an eye over subbed work. So that would be option number one. So this is kind of like option number one. The second option to solve the whole labor issue is to solve the offseason because you're like, well, I thought you were going to talk about hiring. The offseason problem is causing the problem where you have to lay everyone off during the offseason and having to recycle and getting a new team every single spring rush is simply a cause of fixing the offseason. So I have a couple of ideas. One could just be doing interior concrete. So this could be something like basements. This could be like polished concrete indoors, warehouses, garages. Those all need concrete. You could just focus on interior concrete during the winter. I understand that for 4 months of the year up in Ontario where you live, it's not as easy to do concrete outside. It's possible, but very difficult. And so I would just focus really heavily on interior concrete. I would also change my entire website design in the winter to focus on those projects. I'd only post those images on my website during the off-season. I would change my website, I would change my social media, and I would overall change all my marketing and advertising to focus just on interior concrete during the winter. This would be my, my favorite off-season fix. The alternative could be something like snow. That's like a pretty common one for concrete up in Ontario is you do snow and you clear the driveways and the walkways and everything that you just poured for the past years and your client database. Snow can be very competitive. It is much more of a further away from the work you're already doing. Personally, I would love for your offseason to simply be solved by focusing all of your marketing efforts, all your website design, all your photos, your social media, everything on interior concrete. I didn't really talk about it a whole lot here, but this kind of leans into Google Ads. I definitely would probably— all right, here. It'll be kind of part of this Google Ads because if it's work that has a demand curve, either snow or interior concrete during the off season, I want you to get good enough at Google Ads to where you can spend some money but keep your crew busy doing this interior work. And that means again, you can't just throw the money at the ads. You're going to have to make sure the ads are speaking to warehouses, garages, basements, polished concrete, indoor, indoors gyms, like people indoors. You got to speak. On ads, but then when they come to your website, that's all they should be seeing for 4 or 5 months out of the year. And so this is why, like Home Service Web Design, we do a subscription-based with unlimited changes because we want people to change their website pictures and video. We don't want it to be static for years. We want it to be where you come to the off-season and your site changes. Pictures, video, the banners change to the services that you're actually doing. And so I don't want you showing pouring concrete in the middle of December and January. I want to— want you showing doing a garage and the polished, you know, the poly and everything looking all beautiful inside of someone's garage or a warehouse or someone's downstairs basement. They're putting their gym in. Those are the things I want you to focus on, on your website, social media, and the advertising. And then last thing, and honestly, it sounds to me like right now you are instituting QuickBooks, which I'm super thrilled with because that's why I gave you such good marks on your financials. But I think a lot of these things I've talked about today can be automated inside HomeWorks. Like getting the 50 Google reviews will be a breeze if you just set up an automation that every time you do an in-person estimate, it asks the customer for a review and says, hey, give us a review of the estimator and we will give them $50 gift card. Immediately we'll get so many reviews. And then you make another automation after the service has been completed. Say, hey, we'll give $50 to the crew based upon you giving them a review. Again, you will get to 100 reviews very, very quickly. So you can automate some of those functions as well as upselling customers after some of these projects or going back through your database. You probably have hundreds of contractors and customers that you could go back to, especially when you need to pitch your off-season. During the off-season, we never run ads. We just text or email all our customers that are inside HomeWorks and upsell them services that are relevant during the off-season. So I don't need you to go start running ads for snow. I don't need to go run ads for interior concrete before I first text and email my entire database. And for you, it's probably a lot of contractors a lot of wealthy homeowners that have projects indoors. And so I want to focus on those during the off-season because it costs me nothing. And in HomeWorks right now, it's unlimited SMS, text messages all the way through July. So, okay, if you would like me to come out to your business and do the same exact thing, I can absolutely do that. For Gilbert Bros Concrete, we need them to adjust the website design. We need to get Google reviews and update their Google Business Profile. We need them to get in the field in the short term so they can actually make some more money. And then they've got to solve the off-season so they can keep employees or just get a network of subs that they can sub big jobs out to and focus on sales more. And then last, they need to move into homework so they can create organization. And so that as they scale, they'll be able to delegate and they'll be able to have systems in the business to be able to take it to the next level. If you want me to do the exact same thing for you in your business, just go to MikeAndes.com/Turnaround. Go down to the links in the description. Click on one of those bad boys. It takes 5 minutes. You can apply. And I'll fly out completely free and hopefully do this with you in person.