Episode 003 - "Building the SandCastle: The Bet"

I am so proud of you.

Good job.

I'm so proud of you. You delivered on every expectation. Good job. Right now in this moment, I'm feeling super anxious that we're still going to fail.

November 1st is coming along. I'm now lying to my midwife about being part time.

We're at Capilli Roofing today and we're just going to go see how things are going with their business. We are attempting to do big things. The only TR failure is not starting at all.

We are trying to get Adam out of being the genius with a thousand helpers. Like this just perpetuates that problem.

Right now I'm experiencing a little bit of overwhelm. I went through two days of depression. I am still worried that we're not going to hit deadlines. Free is not ready. Platform does not have the videos recorded. So right now in this moment, I'm feeling super anxious that we're still going to fail. But I have this funny feeling that, like when it's the fourth quarter and you're down by 17 points, players make plays. We will find our all star teammates who are going to do the montage of the comeback. So I'm feeling behind. I'm feeling like we're going to fail. Everything on the board right now says we're losing the game. I have faith. Right? How do you feel?

I don't think I've really ever seen you, like, as down as you have been. And that makes me motivated to work more because I'm just like, when the baby's here, like I have to focus on him. But right now it's very concerning seeing you in the office from 3, 4, 5am until 11:12:1 and then getting up first thing in the morning again, especially.

Doing meetings that are like not moving towards the goal.

My biggest problem is the fact that there's only 24 hours in a day. Me too. Well, kind of speaking of that and time within the day and Adam, one thing that you brought up earlier this week, cleaning up your calendar and making sure that you were in as few meetings as possible so you could really focus on higher executive tasks.

Basically, our customers, once they get to a certain point, they get disengaged from the revops process. And then essentially for me to try and save the monthly recurring revenue, I end up agreeing to these board meeting concepts.

We are trying to get Adam out of being the genius with a Thousand helpers. Like this just perpetuates that problem.

What's the consequence to me, right? Like 4, 4am CFO meetings in a month. I can see the trend forming. There's an absolute consequence to me. There's an absolute consequence to the entire company. For one, it can't keep happening. Something needs to happen where it's like, ah, shit, if Adam takes over my account, I'm going to lose my accounts under management.

It's not scalable, it's not sustainable. We can't allow it to happen. And therefore it needs to have a fair and agreed on consequence. When Adam starts managing the account, I'm responsible.

Let's say we're trying to build a $7 million company in the next 12 months. My hours have to be responsible for $3,414 worth of revenue per hour. That's what my decision making capacity has to provide for this entire company. If it doesn't, there's no party for any of us. Right now. I make up for that by working 18 hours a day. But that's only because I'm doing what it takes to make sure that we create stability.

If we can book a meeting with the Revops team to have that conversation, because there does have to be a consequence or else why wouldn't you just get Adam to do your work and get a happier customer.

Did you know how much roofing companies are paying for collection on bad debt for roofing?

No.

33% of the value of the contract. I just met a guy who does it for medical equipment with his parents. But he's like expressed some interest in the roofing side. But like I'm sitting here going, we have customers with $10 million in AR right now. This is like, this should be a spin off of RBP consulting to have RBP collections.

You want to collect for people?

I don't want to collect for people. I want a strategic partnership with someone who doesn't know the technology and doesn't have our brand and doesn't have our customer and doesn't have our trust. And I want to have them to do what they're doing, but I want half of it. Let's say you get $10 million in AR put into this thing, right? And you charge 30%. Let's say you collect on a quarter of that. Let's say the operating costs are half, right? So now $375,000 in revenue just like that.

That's insane. The meeting started one minute ago and I have pretty much everything it falls off around develop. So.

Okay, you want me to go first then?

Yeah. Okay, thanks. Where is Allison? I've never seen this background before. I'm in My living room, I moved just in general because I've been working from the couch because my swelling in my ankles has been so bad. But the couch is just you guys staring at my nose. So I'm. I figured I could sit on a desk.

So I appreciate you all being here. Bottom line up front. We are going to show you guys the new org chart and show you guys what the company's going to look like today.

We are going to make sure that we have a conversation with the team. This, I think is the fourth conversation that we've had around the org chart. But I mean, it has shifted and changed. And so since rolling out the new structure, the org chart has been a point of concern. Definitely. Everybody is not sure, like what is their title, what kind of job description do I have, who do I lead? Am I getting demoted? We just want to make sure that no matter what, we're creating that stability and culture.

Now. We're splitting the company into essentially two modes, which is growth, revenue, operations, so marketing, sales and success and delivery. Right. We have things that we sell and get people successful with and then there are things that we do for our customers. So this org chart is going to change. So I'm meeting people who are dynamic fast and see it. We're 1033. I've taken my time. I don't want to take any more of Alison's allocation.

Really. It comes down to where I've spent my time for the last three months. Building out the people operations manual and the course and the slide deck. So a business needs three things to simultaneously work towards a set common purpose to operate. And that is people, customers and capital.

One of the most amazing things that Allison has pulled off when she was pregnant was the People Ops guide. This is 118 page guide that she completely put together everything about running a world class people ops department. Everything from hiring, onboarding, training, developing. She spent so many countless nights just to finish this guy. But it was like her last thing that she kind of put down before taking some time to have the baby.

We want to hire the right people onboard. The right people, the right way, develop the right people with the right metrics. People Ops is hiring based off of facts and data as opposed to emotions and feelings and then communicating like it is a sale and not an interview. Because your employees are your internal customers. We are lucky to have them, not the other way around. All of this brings stability because without it, you guys don't have a platform to excel and achieve your goals. Do you guys have any questions? And I Appreciate you being so gentle with me, being that I am the most scattered human being of life right now.

I just want to say give her a round of applause, because who could do that at 38 weeks pregnant, while running the company, while doing paid pay stuff, while traveling, while dealing with the baby. For you to have put this all together, super impressive, babe. I'm so proud of you. I am so proud of you. Good job.

Thank you.

I'm so proud of you. For you to put that book together the way you did. You delivered on every expectation for the team, for me, for everyone. I love it. I'm so proud of you. Good job.

Thanks.

Even though Allison is as tough as she is and as strong as she is, I still want to give her the feeling of being a well loved woman. I only wish I did it more because she deserves so much more than I give. Because as someone who's that tough, as someone who's that independent, even growing up, everybody in her life looked at her as the one they didn't have to worry about. And so they didn't. And so I try to make sure that she is worried about and that she's cared for and that she's appreciated and that she gets congratulated when she does good things. Because when you're as good as she is, it becomes expected. And then when it comes expected, it doesn't get rewarded. And I want a reward on merit. We're at Capilli Roofing today and we're just gonna go see how things are going with their business. So where is sales lining up for the month? No, it's there, but that's. So we got. We're about a couple hundred K behind, but we already know that. Yeah, where we are. I mean, like, we've been taking. I think yesterday we probably had maybe like four years. Well, it's gonna get crazy here soon because this rain's gonna hit sooner or later. Like, when does the rain usually start? Like, January. January. Yeah. So. So, yeah, we'll get. It'll get busy here shortly. We have some big dudes that are coming down the taipan, so we have Kauai U's Maui Tiga. I first started my relationship with capilli roofing in 2017. In December, I flew out here and helped build their first CRM to take them off Acculinx and put them on a software we used to support before HubSpot. Capilli is a big reason why I came to. Ultimately, every year they brought me back to build the system back even better because they Just kept doubling every year. And so we had to keep in like kind of wrapping the system around their business. And eventually we came out here for a three month long, like Ferrari of a build and completely changed the sales structure and we just kind of fell in love with the island. So when we were traveling around the country, we were trying to pick where to live. We flew back here a year later after that three month stint and we just felt like this was home. So. So then this is where we stay. One of the reasons that I exist here is just to try and see around corners. And so this client I actually come to every Tuesday for about a half day just to be here, provide advisory and attend their weekly traction meeting. We either run it through the joint venture, like we got to figure out how to at least get on the priority list so we can do it. Because that's a huge job. That's saying that it understands that there's going to be different lengths when you're measuring the Valley. And I believe that this will be one of those critical corners that could cause big delays in rollout. Big like, oh, shit moments. It's a way to keep my finger on the pulse of the business, but also I can provide meaningful insights or industry and knowledge that we've learned from other companies all over the country. Our current customers might have already solved the problem that they've come into because a lot of them are the same size in that like 50 to $100 million range. So they're all going through similar problems at the similar breakpoints in their. So we're here. What is your bet for the delivery date?

I feel like it's gonna be Sunday.

You think Sunday this week? I'm sticking with November 11th. So after Sunday, I win the bet. Or is it a distance between the two? What are we betting? Not that you've ever made good on a bet ever that we've made, but.

I have been the only one that pays you. You have never paid me.

That's because I've never lost a bet.

You lose bets all the.

Never, never. Okay, so what's the bet?

That's because you don't take bets. Because you're not that smart.

No, I just only take bets that I can win. What is the bet? What are we betting?

I don't want to like bet my tie cam because it's like, I don't want to bet that because that's already a push present. That's what I'm waiting for. And my Tesla keys are in the mail. The Tesla is a marriage presentation.

Right.

So the Taycan and the Tesla.

How do I bet you when, like, for the next six months, you're gonna be 100 taken care of. So we're gonna leave it as a bet that we just get to say that we were right forever on camera. That's gonna be the bet. So I say the 11th, you say Sunday. Whoever's closer is the official best bettor.

I know that Adam and I haven't been the greatest with the fact that there's a baby at any point in the day or something, and now is.

The first time we've actually pitched a $30,000 offer.

It looks like someone got diarrhea, and I got it on my hand. I'm so broke out right now, physically.

I'm just ridiculously drained. Like, I have no impulse control around food, around vaping.

One of the biggest issues, too, is that we still have to run the company, and I need you to be more engaged in meetings, because when you're staring at another screen, when someone addresses you, and then it's like, Adam. And you're like, yep.

I'm feeling a little bit defensive, because lately I've been getting told I'm too engaged and too active.

There's a lot of stress around walking away from the business and abandoning the team.

My body hurts. My internal organs feel off.