This YouTube coaching session (host: Mike Andes) features Victor, owner of Spotless Plumbers, discussing scaling his Denver-based plumbing business. Key facts: the company is ~4 years old, started from scratch, has five field employees plus office staff, and reported about $950,000 revenue last year with roughly 10–12% net profit. Victor's core work is remodels and new builds (≈90% project-based). Main concerns: training and retaining skilled technicians, systemizing operations, tracking KPIs/efficiency scores, choosing staffing ratios, and the idea to build a separate service department and questions about treating small tools as balance-sheet assets.
Questions this video answers
Denver, Colorado.
$950,000.
Approximately 10–12%.
Five employees (plus office staff and the owner).
About four years (started from scratch).
Chapters
Hey everyone, it's Mike Andes. I'm the founder of Augusta Lawn Care where we have over 170 locations around the world. Today we're actually talking to a plumbing company and over the past four years, Victor, the owner, has grown the business from zero to almost a million dollars in annual revenue.
Last year, the second half of the year, we doubled actually.
However, as he's beginning to do that, he's having a lot of difficulties getting skilled laborers trained up and being able to do the jobs that by themselves without him having to constantly go to job sites.
So I cannot just expect them to figure it out.
Today we're going to be talking about how does he create systems in the business to make sure he either has to hire ahead of operations, needs to do better training, or create systems in place so that he doesn't have to do as much quality control. Working in the field is probably the lowest leverage thing you can do in the business. We're going to talk about efficiency scores, KPIs and figuring out what ratio of admin and salespeople you should be having to amount of field technicians that you have out doing, doing the labor. Let's go ahead and jump into it with Victor from Spotless Plumbers.
So we are based in Denver, Colorado. We mostly do remodel, remodels and new build. We do a little bit of service as well. I've been in business for a little bit over in four years I have five employees, plus an office staff and myself. And last year we close like $950,000 total revenue.
Our books are still like we're closing it but around like 1012 net profit.
And yeah, that's probably the most important stuff, I guess.
Okay, awesome. And so, so when you started four years ago, where do you start solo or did you buy the business?
So I started from scratch. Okay, awesome.
Good stuff. Well, what can I help you with?
So I am. Let me pull up my questions. So obviously this past four years it's kind of like a roller coaster.
Because a year ago I had my first hire was two years ago. And last year around the same time I had two technicians only and myself. So the second half of the year we doubled actually.
And with growing it I, I realized that okay, we gotta like start like systemizing stuff. But.
Yeah, like every business I get distracted all the time. So I don't really know for example, like KPI's wise, like what I should track, what, what I should. Especially with that, as I said, we are like 90% like project based. Our bread and butter is remodel and new build. So I don't know what KPIs were to track there as far as per technician or just the business.
That's one thing. Another one is that I have this idea, just an idea now that I would like to I mean remodel, new build.
That's.
That's what we are like that's what we do. That's why most experiences from But I'm thinking to build out the service side of the business like a separate department or even a separate entity and then on long term try to sell that. So keep the business the remodel project. We kind of like supporting the lifestyle. But once me making enough money out of the business I can maybe use funding from from that side of the business to start like a service department and then build that to sell to sell one day and also as I'm thinking probably I would take out some sort of a credit and as far as balance sheet so obviously you have your balance sheet on QuickBooks what's more of a assets but as far as I know in my business anything below $2,500 like purchases that's expense. However we have a ton of like small tools under that price and technically we can call them assets from Would you recommend to show like a different like balance sheet to the bank? Like hey this is all my know small hand tools, whatever, you know, press guns, a lot of stuff to make the balance sheet look better.
