Scaling Your Construction Business: Proven Strategies with Mike Andes!

Foreign.

Champions, it's your host, Rod Nussbaum, and we're here for another amazing episode of Construction Champions podcast, where, as always, we're burning the damn house down, and then we're building it back up. That house is your personal life, your relationships, your business, and anything around what you are currently doing with your life that makes you not a champion. We are here to help you get better at that. So if you like the show, you listen to the show, go follow the show, subscribe to the show. What we find is 90% of our listeners do not like or subscribe to the show. But you guys keep showing up every week because the numbers tell us that. So make sure you go do that, and you guys don't show up for Ron Nussbaum. Ron Nussbaum is. I'm a facilitator. I'm just a catalyst to this. What we do is we bring on amazing guests and we let them help you become the champion you're meant to be. And today is no different. Mike, it is fantastic to have you on the show today.

Thanks for having me on, Rod. I appreciate it.

Awesome, man. Before we dive into it, why don't you tell all the Construction Champions out there a little bit about yourself?

Yeah. So I started mowing grass when I was 11 years old, and I did that because I was planning to go to college early. So I actually started college when I was 13 years old, and I did so because I thought I was gonna become a doctor. Kind of saw that as my way out of my previous family situation with. With finances and went to my pre Med, 18 years old. After going to Africa and volunteering over there, a bunch decided the US System wasn't really for me in terms of medicine and surgery. I didn't want to do the same four or five procedures for the next 40 years of my career or go into hundreds of thousands of dollars in debt with medical school. So only thing I really knew how to do is mow grass. So that's when I dropped out. I started doing my MBA at night, but then during the day, I started Augusta Lawn Care. And so that was 11 years ago. Fast forward to today. Now we have 170 locations around the world. We do lawn care, landscaping, anything green outdoors, as well as Christmas lights. And that's kind of the story in a nutshell.

That's awesome, man. 13 years old, that. I mean, that's. This is going to be an amazing conversation. I love 170 locations. Let's dive in there, man. I'm going to ask the million Dollar question. And that is what makes a construction.

Is communication chaos holding your construction business back. Emails, texts and generic tools weren't built for your business Builder Comms delivers a platform built for construction, fully branded custom workflows and seamless integration, all designed to fix communication for good. From our free forever plan to your own custom solution, we make construction software not suck. Ready to transform your business. Book your free strategy call today.

In my opinion, it's you build the systems for the business so that even if you're not there, the business can still operate, your employees can still get paid, your customers can still be served. I think a champion is someone that lifts those around them up. So if you look in sports, you know, if you put a champion on a basketball floor, the other four people playing, they all get elevated. You look at Michael Jordan's team, Kobe's team that played alongside of them, they all got great contracts even after working with Kobe and working with Michael. And the reason for that is because they were simply around when a champion was born. And so I think a champion, when it comes to a construction champion, the same thing is true. Your employees, your customers, your vendors, your subcontractors, the people you work with, they're all elevated because you are a champion. And so their success is the result of and a testament to you being a champion, not you saying you are.

I love it, man. That is, it's a, that's a fantastic example of what it is because it is right? Like those guys got paid just because they were around them. The habits rub off, the culture, the mentality, all that rubs off on everybody that's around us. But Dever's advocate in the construction industry, we tend to have the wrong stuff rub off of those around us. So I mean, how do we. You 170 locations, you built a very successful business that it's continued to grow. How do you build that where that championship culture is just there?

It's difficult. Like, it's like. How do you, how do you describe culture? Like, if you look at culture, it's basically a fragment of the word cult. It is what, what do we abide by? What are the laws of, of the land? And so you have an American culture, you have a Japanese culture, you have a Chinese culture. These are things that are embry into us. And so how do, how do you develop that is is a very difficult question. And how do you embed that into a team? That champion mindset is the equivalent of like a good coach when he's a good player. It's just so Multifaceted. And so determining what, what champion means for you is the important part. Like what champion means to me is one thing that's my goal. It's obviously my definition of success is define that for yourself and then be able to build a business around that gives clarity to your team in terms of, you know, what does a champion look like for this business? What does success look like for this business and for this organization?

You just, you hit the nail on the head. Like when you say you have to figure out what you want out of that business. I think that's what we miss so much is because we get caught up in all the, everybody's like, scale, scale, scale, you got to do this, you got to do this. But does that get you where you want to go? Like it's such a critical step that people miss when they're building their businesses or just trying to grow their businesses is like, what do I really need from this? What does it need to provide to me?

Yeah, like when we franchised the business 11 years or five years ago, I should say now, and have scaled since then, the reason we did it was because we were clear in terms of where the vision of the company was. And that was we wanted to change the level of professionalism in the landscaping industry. Most landscapers you think of as like, you know, guy with cut off short shirt and rolls up in a beat up truck, no uniform, super unprofessional, can't speak English, et cetera. So we wanted to change that. And so when you have a clear vision, you can then move, make clear decisions. And it's very obvious what the next decision and what next turn the road should be. Not having that makes it very like, like, hey, we're making a bunch of progress, we're growing the business great. You're, you're turning wheels fast, but you have no direction. And so you can be going 100 miles an hour, just cranking, growing the business, getting more done. But if you're going in a circle, we don't actually get anywhere. And so having a clear destination is required to actually see real progress. Because progress is not the turning of the wheel, it is the, the destin, the progress towards a destination. And so I think clarity around that destination is important because growth for the sake of growth is insanity because usually it requires more liability, more time away from your family, more stress. And so like, if you don't have a clarity as to why most people will give up in that pursuit of something that they've never actually defined.

Yeah, no, absolutely. So how did you start to gain some clarity around that? As you were. I'm sure when you started out, you didn't have clarity on where you wanted this to be. How did. How did that all start to unfold?

Yeah. So I was about three, four years into building Augusta. We were doing around 700, 800,000 annual revenue, and I got a workplace accident. So I was underneath the dump truck, engaging in the PTO of the dump truck manually because the core had broken inside the truck. Old truck, 1990 L7000 dump truck. And so, in doing so, my hoodie got caught in the pto. And so just in a split second, it kind of took all my hoodie, my T shirt, wrapped it up around my neck, kind of cinched me underneath the gearbox with the PTO spinning. And, you know, by the grace of God, I dropped out. It just like, eviscerated around my neck. But I took a couple of weeks to kind of repair, be on the mend after going to the hospital. And so in that moment, I realized that I had no systems in the business. The business was built based upon my me working 10, 14, 15 hours a day. You know, I'm on the. The hospital bed, literally video calling my crew, walking them to the next project. So realizing that, like, I had built a business that required me at the intersection of every single aspect of the company. I had no systems goes back to, like, what does a champion mean? It's like, the business would run without you. And that was. Became the goal post that became the middle star, and then basically started recording videos about helping other landscapers and business owners in home services, like, figure out how to make those systems. Because the vast majority of people, fortunately for myself, I didn't have dependents, I didn't have a family. I was able to get through those two weeks. But for the vast majority of people, they would have lost their business in that. In those two weeks. And so if you. It's a championship mindset. Being a champion means I build a business in a way that it gets better without me. There's systems in place that people can still succeed. The employees still get paid, the jobs still get sold. I was not that. And so that was a catalyst for me to realize, like, I need to change something. And that was when started creating systems like pay for performance. You know, how do we have a sales system? How do we. Scripts around, answering the phone. These are the type of things that, like, create the systems to give you a champion, you know, construction champion, in your words, that the business can run without you.

Yeah, no, I mean, it's. I love when you say. Right there is like, the team can get better without you. And if you. I'm a firm believer. See, I'm. One of my. One of my superpowers is, like, I don't have to be the guy. Like, I don't necessarily even want to be the guy. I want to find the people that are the people, the person for that and then let them be great at what they do. But that's such a thing that, like, we have, like, business owners have to overcome, especially in construction, is we have to be willing to let go of this stuff and hire the people that are great at it and then let them be better than you ever could be. And we just. We hold on to that so tight. And it just. To me, I watch guys do that, and I'm like, this is why you're working 15 hours a day. This is why you're still out in the field, because you just won't let go of it.

Yeah. And then it's a matter of, like, well, how do I get closer to allowing that to happen and feel uncomfortable? Because the vast majority of people can justify that premise by saying, hey, like, if I don't, it won't get done, or it won't get done good enough. And usually they're right. And so it's a question of how do you actually create systems in the business to where once you do let go, the it still continues to run? And so that's when it comes down to, like, well, then how do I create a system? And it's a matter of, like, well, simple and standardized is a lot easier to create a system around than custom and complex. And so I'm constantly trying to avoid things in my business that are complex and things that are custom, where every single time it's done differently. And then I'm also trying to go towards things that are simple and things that are standardized. And so, like, I don't need to have 10 different types of wall block. I can have two. That's standardization. Right. I don't say, well, you know, I have really complex jobs, et cetera. Can we standard it or can we simplify it? Can we count five of the different options? So there's only two. This is the type of thing that allow you to then create the systems easier so that when you aren't there, it's easier for someone to pick it up and do a decent enough job.

Yeah, it's about figuring out what you do and then just being great at that. I Think guys get way too broad, like just staying hit, finding out what you love to do, what you're really good at doing, and then just stick to that and stop taking on stuff you don't do. I love the way the wall blind, like it's just go down to two. Like, you build a company around how great you are. The customers want to do business with you because of that, they don't care what, what the 90% of your customers aren't going to care about that specific thing. But it's going to create a roadblock. It's going to create a hurdle for everybody on the job site if you don't just simplify it and make it to where anybody can step in here and do it.

Yeah, like, the fastest way to grow revenue in any home service business is typically two things. One, add services, so adding more services to your current mix. And then secondly is increasing your service area because you just constantly drive further away and constantly serve more customers. The fastest way to grow revenue, usually the least profitable, also the least scalable. Because as I have more and more services, I have more training I need for new employees, I have more complex, complex certain systems and payroll and insurance, the list goes on. And so, you know, scaling that back is very difficult. And I went through the process of like taking a business had like artificial turf and excavation and we had dump trucks and tree chipping and okay, how do we actually simplify this? How do we standardize this and bring it down to our core competencies? And if we look at most industries, the people who get paid the most are the ones that specialize. If you go to a specialist, like in surgery, for example, you will pay someone hundreds, if not thousands of dollars per hour. You are a general practitioner, and you might pay them 15 or 20% of that. And so be trying to be a jack of all trades, you become a master of none, and no one's willing to pay you what you're really worth. And so instead of complaining that people aren't willing to pay what you're worth, focus on being the best at one discipline so that everyone comes out to seek for you to be their contractor in that specific discipline. And if you think about the greats, whether it be in sports or in business or in entertainment, like, they focus on one thing maniacally. And usually that came with the result of other things in their life being completely out of whack. And so someone like Elon, for example, someone like, oh, he's running all these business, they're all technology companies and his Personal life is an absolute joke. His health is a joke. You know, you look at Kobe, look at these people, it's like only focused on one thing. And so if you're going to become a champion, usually it comes at the cost of other areas of life and trying to be everything into like, I'm going to be this perfect parent. I'm going to be this perfect health specimen. I'm going to be basically an athlete. I'm also going to be this great business leader. I'm also going to be able to serve my community. Like if you try to do all these things, that's typically that the average person will do versus the champion. If that's the. The goal here is you specifically focus on one thing and the same thing can be true in your business. Like if you're just a contractor and you will do anything, you are essentially the person that is saying, I am going to do everything for you in terms of every service. Like that's not what the champion does. The champion says, I'm going to do one or two things so well to where I'll be known for these things. And people will seek me out and pay me whatever I they I would ever imagine to be able to get those services from me.

Yeah, I mean that's, that's right on point. And it's the trap that guys find their self in out there is because they're so afraid that if they say no, they won't have any work, but they're losing money on the work they're doing. Like that's.

It'S this conjunct. But I watch the guys that get on the other side of it and it's just so much better. They have so much more clarity because they started with what we originally started talking about there was understanding the outcome that you want to create for yourself and your business. And then they built around that and it becomes so much easier.

Yeah. And yeah, like the clarity and the focus around it becomes so much easier to make decisions as well as find talent. It's harder to train someone on a jack of all trades type of business. It's people like, oh, I can't find anyone. No, it's the fact that you require them to have basically 20 years of experience just to be able to get started. Or you get someone that's green and it will take you two or three years of being unprofitable and fixing all their mistakes before they're finally actually capable enough and efficient enough to do the work profitably. And so it's, it's simply a matter of, you know, if you look at the people you look up to, usually they have done one of your services at a high degree. So for example, it's like, well I offer all these services, okay, take one of them. Is there any business under the sun that does that business that does that, just that one service and is able to produce the size of business your goals are set out to have? Well, yes, like I want a million dollar lawn care, but it's great. Do I need to tree chipping? Do I need to do construction of paper patios and retain. No, like there are companies that have done only this one thing before and they got specialized enough and they still built a million dollar business. And so the slippery slope, the reason that we all go down as contractors, because here's, here's the fact that very hard for us to comprehend. Yes, if you say no to that service and the customers are trying to offer you the job, you will make less revenue today. But what will also happen, you'll have clarity and focus on your marketing message, your emails, your targeting. Your website will be dialed in on one specific service and it can scale. And so by saying no to the service today, you're saying yes to the scalability of the service you are offering in the future. But most of us can't make that trade because by saying no today to the service that someone's literally trying to give us work, we are going to make less revenue.

Yeah, I mean you're, that's, you're hitting your, you're hitting an eye of the park. Like this is what guys have to understand especially at the start of the year here. Like this is.

The fundamentals of how you get somewhere. Like how do you get. I remember when we got, when we finally got all of our systems figured out and we took a hard look at who is successful within our business. Like we down the road from the getting clarity on what exactly it is we do. This is all we're going to do. Then building systems around them, it gave us the ability to then say, well who's really good at this stuff? Because we can now teach anybody to do this. Like that where you said lose two years. That's what we were doing before. Because you hire somebody, you have no systems, they don't have a clue. It takes you two years to get them trained up of just them being out in the field. But if you have systems within 12 weeks we could get anybody up to speed on how to sell what we were doing or how to install it. And that's what happens when you get that clarity and then build around it?

Yeah. And like we can all complain about churn and employees not wanting to work and stuff, but if I can build a business that makes them profitable within a day or two, even if they say two or three months, I'm happy. And so if you look at like the best business models that have simplified across the world, like McDonald's for example, they're able to get a 16 year old in there, flip and fries, doing burgers or whatever, making $120 per hour and being profit within two days. And so do you think a labor shortage is going to hurt them? Yeah, sure, absolutely. But I can promise you one thing. If someone can be profitable within two days, they're going to beat up the competition that's making stakes and very complicated recipes that take a year for to make a entry level prep cook profitable for the business. And so it's like, which one do you want to be? Do you want to be the very custom where I can only have one or two employees max or even I have to do everything myself because I'm the only one capable of making the recipe? Am I going to create systems and procedures so I can get someone entry level profitable within a matter of days instead of weeks, months or years?

Yeah. And I think that when you, you talk, I love how you present that because it is about how do we get employees to becoming profitable? Like that. That is such a great analogy and a way to look at that because that's like, like what even what I just said is like how do we get somebody trained up to where they're proficient? Well, it's not just about being proficient. How do we get them to where they now make money? This every time they clock in.

Yeah, absolutely.

So in the, I was just listening to Homo's end of the year thing earlier and he was talking about plumbers and if a plumber makes you $400,000 a year, what do you, what are you willing to spend to get them in there? And I thought it was just, it's a fantastic like looking about how much money does this person make me? So then it starts to be like, what are they worth to me year over year? Because he's like, if it's a $400,000 investment and every year it makes you $400,000, who's not going to make that? And thinking about it from this perspective of like, what does that employee actually make this company and what are they worth to us beyond just their skill set?

Yeah. And even Just looking at like the time it takes to onboard them, train them, interview them. Like I worked on the cost the other day of like, what does it actually cost to onboard a new team member? By the time I, you know, send out applications, pay, indeed pay Facebook, whatever to get the ads, then a percentage of them show up and I've contacted them all. Then I interview a segment of them that offers jobs to some of them and then some of them decline, some of them accept and some don't show up to their first day of work. And then how long did it take me to train them? And then slows down my team that would otherwise be producing profitable work, they've got to slow down, train them. How long does it actually cost me as a business owner? And when you start to talk about tens of thousands of dollars that's actually costing you in hard cost to get someone up to speed, it starts to become a bit of better conversation of like, what's it actually cost me to this whole churn problem. And maybe I should just go ahead and incentive higher for retention.

Love that. It's just these are perspectives that we have to look at that I think are utilized. I don't think. I know I don't utilize in other segments, but because we get so confused that we think we're in a. We're in the construction business, but what we're. We're just in business and our services construction and that's how we have to focus on this. And we can take stuff from other industries. And it does fit within the narrative in the construction industry.

Yeah, absolutely. 100% agreement.

So I mean, what.

You franchise this out. I know we have a lot of guys, people think that's what they want to do. They think like, let's go. I think we had a cleaning business we were going to franchise out.

What has that been like, what would you tell everybody that's sitting there right now that thinks I want to take this nationwide?

What would you tell them?

A few things. When I. When I. Common people ask me this a lot now because obviously we franchise and have 107 locations. So like his ass a lot. And whenever I do, everyone always thinks that. Why? My answer is simply trying to keep people away from franchising because it somehow helps me. So if you want to be jaded, yes, I am trying to guard the franchise world and no one should franchise besides me. But in reality, what I would say to, you know, my best friend, if they ask me these questions, I have several parameters because everyone thinks they can scale using a Franchise model is a completely different business than whatever you're currently doing. So I don't mow grass, I don't do landscaping. I am in the business of training and educating new owners. That's my business. And that's a very different business than the one I used to be in, which is lawn care and landscaping, et cetera. That'd be the first thing. You're in a completely different business. The second thing I would say is what's the value proposition of joining your franchise? Why would someone pay you tens of thousand dollars to join and then hundreds of thousand dollars, of course, of years to stay inside of your system if there's not very clear value, if you're not able to cut their acquisition costs down, if you're not able to bring them leads, if you're not able to systematize their admin, if you're not able to create branding for them, if you're not able to create marketing material for them, if you're not doing something for them that is proprietary. Why in the world.

There were over 400 franchises started last year, only about 5 to 6 of them statistically will get over 100 locations. And usually that's when you need what you need to get to in terms of being profitable as a franchisor. And that's what happened to us until we hit over 100. Unless you're going to skimp on service to your own, your owners. So the owners that you do sign up, if you want to skip on service, yes, you might be able to be profitable at 20, 30, 40 locations, but if you're actually going to have coaching, you have software, if you're going to actually invest in infrastructure for them, you're going to have to have 100 locations. And so the reason that franchising gets a bad rap is because literally 90% of the people that start a franchise go out of business. It has a worse success rate than just regular businesses. The vast majority will never even get to five locations. And so because of that, the four that do join all get burned. And because of that, franchising gets a really bad rap. Because the vast majority of people join entry level franchises thinking that all the success they're going to have, they get sold broken promises. And so that's unfortunate, but it is, I would say anyone that thinks they want to skill using franchising, you either have a very clear path to 100 locations or a ton of capital to be able to fund the, the, the investments required to support the owners. Because if you don't do that they will leave. And you say, well, I got them in a ten year contract. Okay, get ready for lawsuits. And so this becomes a very legally challenging game too because you're licensed and registered in every single state, you have to file audited financials. In most of these states there's just so much more compliance and it becomes a much more of a legal relationship with your owners. And So I tell 95% of people they shouldn't. Unless you have a very clear path to get to 100 locations very quickly, I would be very cautious.

I think that's fantastic advice. I think you're so right. It's a different business.

You're doing something completely different. It's one of the reasons we didn't go down that road. Because I didn't. That's not where I wanted to be at. I did not think that made sense. It did not align with where I wanted to be at. But I watch people try to go do this stuff and that's like you said, they have a worse failure rate than most businesses. So what is we're dive into some kind of off course stuff here? Just because I'm curious. It's like, yeah, would it be like somebody that already has a landscape business that you guys are looking to bring on or is it like people that have never been in the industry? What does that franchisee acquisition look like?

Yeah, it's about 50, 50. About 50% have never been in the industry. About 50% already have an existing business. We're getting more and more of the people that have existing businesses because we have a flat fee mod. So like they pay the same amount regardless. If you're making a hundred grand a month or 500 grand a month, doesn't matter, you're paying the same flat $1,200 a month to be in the system. So it makes more and more sense actually the more revenue you produce. So we're getting a lot more of the existing companies to swap over. And then you know, people that join with no business experience, those are kind of like usually our the most difficult owners. No, no business experience and no industry experience are basically like, let's get started. You know, they certainly like hey, we just love working outside. Like, okay, well that's great. But again, once you start a business you won't be working outside. You' managing people and customers expectations and marketing and admins. Like no, we've really, really indexed more towards like existing owners and landscaping realizing hey, I can just tap in these systems and scale. And then we have people that are Wanting to start a long care business. They follow my content online. I'm like, okay, I should just do it them. This will be a fast track of skipping three years of pain, trying to figure things out.

Yeah, no, and I, so I would think like if you're, if I had a landscape business and it's a very, especially where I'm at, it's a very competitive market. I would think it's a competitive market in anywhere. Like if I could somehow connect myself with something that was a way bigger reputation than what it's going to take, I'd have to think in landscaping you're probably five years from being able to build any kind of reputation in a market. I would think just because it's, there's anybody can go get a trailer and a mower, it doesn't mean they're good at it. But that's what you want to separate yourself from those people. How do you do that? Get association with a brand that is recognized, that people understand. And that's why I would think you, you have a lot of guys that make that jump from just being Joe smo the mower to now, hey, we're Augusta. Like in.

It's.

I, I just think that makes sense in my mind how it works.

Yeah. And I think it's a matter of like if you were, you know, in India, for example, and you have, you know, Billy Bob sandwich shop versus Subway, like you might be like, hey, Subway isn't authentic, quote unquote. It's. But I know what I'm gonna get. And so like I remember the same thing happened when I was trying to look for someone to like clean my house. Like, well, I'm willing to pay Merrymaids like twice as much. I really don't care the cost because I know the experience I'm going to get. I know that something bad happens, I can go after corporate, I can get this franchisee in trouble. And so there's a certain amount of brand reputation that even as a customer I'm looking for. And so there's trade offs. So like there's also people that are like, I would never buy at Subway or like they're against corporate or they're, they call in and it's like, I don't want a big company. I want like Billy Bob to always be the person mowing my grass. And so there's definitely trade offs. But I think there's, it's more rare that you have a brand in home services that is national than the local guy. And so I'm going After that audience that is usually much less price sensitive, that is willing to pay a premium for that brand behind the name that they know if something goes wrong, they can go to.

And from my experience, those are the customers you want.

Personally. So awesome, man. This has been a fantastic conversation for everybody listening out there. If they wanted to connect with you, you referenced some videos and stuff throughout the show. If they wanted to follow you do any of that kind of stuff, where's the best places for them to do that?

Yeah, YouTube. We make a bunch of content where we go out to home service businesses and try to turn them around. So those are kind of fun to watch. Also, mycandies.com I have all my courses are free, so feel free to check them out. Whether you're landscaping, home services, all the courses are free. So just go check them out and hopefully it's helpful for you.

Awesome, man. I love it. Thank you for taking the time and being on the show today.

Absolutely. Thanks for having me on, Ron. Appreciate it.

Awesome. All right, Construction champions. Another episode in the bag where I have. I'm going to go back to the the moment where Mike was talking about getting his hoodie caught in the dump truck in the pto and I'm going to ask you, are you going to wait for that moment in your business, are you going to wait for something to happen? Because it's inevitable. It happens to all of us. I've been laid up multiple times.

Are you going to wait for that? If it hasn't already happened, Are you going to wait for something like that? Or have you been through it? And then you were just like, ah, this isn't going to happen again. It wasn't too bad. Like Mike said, he got through it. He was able to keep going, but he had. The light bulb went off though, that in the future I don't want to be in this position. I don't want this to work that way. If that's you, like, don't wait for that moment. Don't wait for your hoodie to get stuck in a PTO and you end up in the hospital to realize, oh, I should have been building some systems around this. And nobody knows anything that's going on except for myself. I talked to a guy about two months ago and he was like, oh yeah, the guy runs the company. He had all the paperwork on raw his desk, all the contracts and everything. I said, well, what if he didn't show up?

Up?

Like, oh, well, nobody would know where anything's at. No, we don't understand how he Fi like, it's not even fired. It's just Pyres. But he knows right where everything's at. I'm like, don't you think that's probably a problem? Like, this is the kind of stuff you guys got to think about.

And it's. It's not about just if you get hurt or something bad happens. It's what if you have a shift and you need to do something with the business because your life no longer aligns with it? Well, if it solely depends on you, that business is worthless. Or it's not. It's worth the contacts that you have, and that's pennies on the dollars.

Think about this stuff. Like, take a moment. I mean, I thought Mike's story when he talks about that is, it hits so hard because I would hate to see any of you guys and ladies listening. Have like that. And then your business goes out of business because of it. Take this advice. Go check out Mike's courses. I love every time somebody comes on here, like, my stuff's free. I love that because that's what it. Like, that's. It's just put it out there like, this isn't rocket science, but you are going to have to put in the work and learn the stuff and educate yourself and do it. Like I said earlier, about 90% of the people that listen to our show don't follow or subscribe to it. But on podcasts, it's like 1 or 2% of people that listen to any podcast and do shit after. To me, that's ridiculous. This is the greatest resource. Mike just spent 25 minutes with you going over amazing things that are going to help your business and help. Not just help your business, help you get to where you're at. Gain clarity around that. Don't be afraid to do it. Don't be a statistic and not do it. So, construction champions, make sure you check out all of our fantastic sponsors. And until next time, be the champion you were meant to be.

Tired of losing track of promising leads? Struggling to convert inquiries into contracts? Build12 is your solution. Over 30 years of industry expertise tailored for contractors ensures seamless lead management and nurturing. Boost your closing rate with ease. Experience the efficiency today. Download build 12 and supercharge your business growth. Don't wait. Act now.

Unlock the potential of Property Intelligence with Hometrack. In seconds, generate over 250 data points from a single address. Using advanced imaging and public data, Streamline property assessments efficiently, saving both time and resources. Enhance your decision making today. Experience the future of property insights. Engage with Hometrack now.