November 15, 2025 • 24 mins
Peakzi Podcast: A family-built trades company grows from a barn to a market leader by pairing faith-driven values with disciplined systems, courageous decisions, and a customer-first mindset. We unpack sustainable quality, world-class service training, data-driven improvement, and the vision ahead.
• founding story and enduring values
• lessons from early service calls
• leadership as an art, not a checklist
• “Thanks, Dad” and culture meaning
• faith guiding decisions with grace and accountability
• courage through 2008 and 2020 pivots
• sustainable quality through process and standards
• customer-first hiring, training, and feedback loops
• rapid resolution and empowered leaders
• Peakzi insights for market awareness and quality
• growth vision and how to connect
Callwisler.com
ai.callwisler.com/contact
LinkedIn: https://www.linkedin.com/in/james-wisler-01436612/
Email: james@wisler.com
Rocky Mount, Virginia
Wisler Plumbing, Heating, Cooling and Electric
Peakzi Podcast: Home Services Success Stories
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome to the Home Services Success Stories podcast
powered by Peakzi, the numberone AI platform for growing your
home services business.
And on the show today, we haveJames Wisler, who is the
president of Wisler Plumbing,Heating, Cooling, and Electric.
James, welcome to the show.
How are you?
I am fantastic today.
Thanks for having me.
Glad to be here.
(00:20):
Absolutely great to have youon.
So, James, let's jump right inand dig into kind of the history
of the company.
So, Whistler was founded byyour father, Daniel, who founded
it in 1986.
So, share a bit about thefounding story and how his
values still continue toinfluence the business today.
Speaker (00:39):
Yeah, you know, in 86, it was just kind of a vision of
making a living and providingfor your family and uh very
humble beginnings is is ourorganization.
And, you know, we um our backthen it was just working out of
um the our home and uh just kindof a half-covered shop area or
(01:02):
barn area out back, you know,and um you know, it grew over
the years.
Um, but my father learned thetrades.
He he worked in a manufacturedhousing um plant uh early on and
really took to plumbing and uhwas going out in the field and
(01:22):
you know doing excavation andlaying in um you know
underground work formanufactured homes out in the
field and then connecting them.
And um obviously at thatparticular uh place there was
also roofing and electrical andum you know construction, all
types of trades.
And so that's where he helearned that.
And obviously early on in 86,it was pretty much anything that
(01:46):
anyone wanted to do, he coulddo.
And over the years it nicheddown into plumbing and heating,
hydronic heating.
We did new construction,commercial, industrial, um,
electrical.
We we've done a lot of thingsover the years, but today,
obviously, we are, you know, ourowner-occupied service and
install, residential, plumbing,heating, cooling, and electric
(02:10):
is the services that we offertoday.
Speaker 1 (02:13):
So it really just started off as a way to make a
living, but then started tofigure out what the market
wanted, how he could supply it,and it kind of grew into what it
was, what it became today.
Speaker (02:22):
Yeah, absolutely.
And you know, the I think thethings that are common today
that were the way they werein '86 was just uh my dad's
commitment to excellence andcustomer service.
Um, you know, and there weresome things that have evolved
over the years, but those thingshave really stayed the same.
And uh, you know, when I thinkback of, you know, being a kid
(02:46):
running around in in the truckand and running those service
calls, uh you know, I he feltthe same about them as I do
today.
And that is that we're going todo excellent work, um,
regardless of the cost.
You know, it's going to be highquality work.
And we recognize that thecustomer is at the pinnacle of
(03:07):
what we do.
And our desire to delivercustomer service at a
world-class level is always beenthere, even um back in 1986.
Speaker 1 (03:17):
So, having literally grown up in the business, do you
have any kind of favoritestories of kind of like growing
up into it, the genesis of it,stories that your dad told?
Like what comes to your mind?
Speaker (03:27):
Yeah, you know, um, it was just a way of life for us.
You know, it uh, you know,that's what we did.
We we worked together, we welived together, you know, and um
it was a whole lot more fun outon a service call than it was,
you know, sitting at home um,you know, doing chores.
So, you know, that was uh thatwas kind of how it is.
You know, I can remember beingvery young and you know, service
(03:49):
calls sometimes late at night,after dark, you know, strange
places, you know, strangepeople, strange, you know,
strange homes that I wasn'tfamiliar with.
And, you know, that's obviouslyit takes, you know, it takes
some courage to you know step upto that as a young, you know,
boy, if you will.
And uh, you know, I was I waskind of the guy that ran and got
tools and and that kind ofthing.
(04:11):
So it was a long way a lot oftimes from the mechanical room
out to the vehicle.
So, you know, just uh those arethings that I look back on.
I you know, I can remember umyou know being a teenager and
you know, the thing that Iwanted uh uh more really than
anything at that particularpoint was a set of my own tools.
And you know, my dad, you know,definitely made that happen.
(04:33):
And you know, we would go tothe supply house and you know, I
I slowly put together my own myown set of tools.
And, you know, those things areare memories that I have that
uh at a very young age is justpart of who I was.
Speaker 1 (04:45):
So you really are a product of the industry, like
through and through.
That's really uh that'sfascinating.
So you mentioned leading teamsat a really early age, and I
believe you started leadingteams at 17.
So was that intimidating?
Was that scary?
Like, how do you think thatshaped you as a leader today,
having done it for so long?
Speaker (05:04):
Yeah, when I think back at on that, you know, at the
time it really wasn'tintimidating and scary because
you know, it was very familiarbecause I had been doing it at
such a young age, even yearsprior to that, and and observing
and watching.
But today, as I look back, Iwas super underdeveloped and
(05:24):
underprepared to do that.
Um, you know, and I and I thinkthat, you know, what I've
learned is that leadership, youknow, it's not an art, or excuse
me, it is an art, it's not ascience.
And, you know, then maybe itwas just kind of a task to be
done or a box to check.
Um, but I really feel like thattoday I understand that
(05:46):
leadership is really a it's acraft to be honed and improved.
And, you know, uh at the coreof leadership and some of the
lessons that I've learned overthe years is that you know, you
have to love people.
And um, you know, I may havebeen a little more
task-oriented, you know,younger, you know, at that 17,
(06:07):
it was just about getting thejob done or you know, the
project done, um, you know, theservice call ran.
You know, today it's more aboutokay, who's involved and um
where are we going?
And, you know, does the isthere fulfillment and enjoyment,
you know, and are we deliveringvalue to the client and
fulfillment to the team memberthat's uh you know offering that
(06:30):
service?
Speaker 1 (06:30):
Yeah, I think that's great advice.
I think especially in in trade,sometimes it can be so kind of
maybe transactional, but hereyour focus is more so on the
person, um, whether it's acustomer or your team member.
So I think that's a great,great point.
So I know that the phrasethanks, dad, is very important
to the Whistler brand.
So what does that mean and howdoes that reflect the culture
(06:53):
that you have?
Speaker (06:54):
Yeah, it started several years ago.
Uh, you know, it was kind ofjust something our dad and and
family has always been a bigpart of our organization.
And uh so we was just throwingsome things around one day, and
you know, the term thanks, dad,come out.
And so we coined that herewithin our messaging, you know,
to our community.
And uh, you know, it really isjust about us saying thanks to
(07:18):
our dad, you know, for theopportunity um that he's
presented us for the you knowthe character building that took
place, you know, in us as ashis kids, um, but also to the
commitment of of quality and anduh you know excellence that he
he brought to the organizationand the culture.
Um and you know, those thingsare are you know part of his
(07:40):
legacy, I think.
Um, you know, but there's kindof a another closer thing that
you know that thanks dadrepresents, and that is that we
say thanks to our HeavenlyFather, you know, that guides us
each and every day and whereour faith rests as well.
So, you know, that it kind ofhas a twofold meaning, but by
and large, it's us just sayingthanks to our dad for the
(08:00):
opportunity and the organizationand you know, starting the the
service that we've now um grownin in the community.
Speaker 1 (08:07):
I love that.
There's sort of two layers.
Thanks, Dad, to your actual uhearthly father for the business
that he's built, walking ingratitude, instilling those
values, and then to yourheavenly father, right?
Yeah, there's absolutely abigger bigger meaning to solve
it.
Speaker (08:20):
I think that's and of course our our faith value is is
very prominent here, and youknow it's uh it's one that we
don't, you know, we probablyhold those cards a little closer
to our chest than maybe the theyou know just the you know us
saying thanks to our you knowour our dad here.
Speaker 1 (08:36):
So well, we're here on the topic now, and um, you
know, that is a central low roleto your your your life.
It's um so how do those values,your, your, your faith values
affect the way that you lead andyou serve your customers?
Speaker (08:52):
Yeah, you know, we believe in a right and wrong and
an absolute truth, you know,and I that absolute truth is
grounded in the word of God forus.
Um, you know, grace is theenergy that powers the greatest
thing ever, and that'ssalvation.
Um, that's what we believe.
And and what I have found inbusiness, that accountability
and grace, it's an amazing thingin business.
(09:15):
Um, you know, so uh we believethat those things, you know,
they they uh they don't theytranscend those those
boundaries, if you will.
And uh I think that it'sessential for the success that
we have here in theorganization.
Speaker 1 (09:28):
Can you share how your faith maybe has influenced
any of your business decisions?
Speaker (09:34):
Yeah, you know, I it's it transcends, you know, I don't
separate it.
Um, you know, I some people mayapproach it as a religion, and
I don't.
I approach it as a faith.
And so, you know, who I am inmy home, who I am at church, and
who I am in this business is isthe same person.
Um, you know, it's it's more ofa lifestyle for me.
So, you know, doing the rightthing outside of work is the
(09:58):
same thing as doing the rightthing in in a transaction or a
relationship with a client oryou know how we how we represent
you know the organization orhow we interact with our team
members here, you know, it's allthe same thing to me.
So I don't think uh, you know,for us it's just it's there is
no separation.
Um, you know, it's somethingthat's constantly just who we
(10:20):
are and how we approach uh allthings, whether it be making a
decision, uh, you know, businessdecision financially or
strategically or you know, withour personnel, or you know, we
just believe in doing the rightthing and we we believe in um
good Christian values and andhow we interact with people.
And I think the the thatChristian values are really
(10:42):
about that.
It's about you know how weinteract with each other and and
how we present ourselves to theworld.
Speaker 1 (10:49):
I could definitely appreciate that.
I'm a Christian myself, andthank you very much for sharing
a bit about your your your faithhere, uh James.
So but it seems like so much ofwhat we are talking about is
leadership.
So one thing that you havementioned is that it takes
courage, right?
Um specifically takingcalculated risks.
It's played a big role in inyour success.
So share a bit about that.
Speaker (11:10):
Yeah, you know, I think it takes courage to grow.
Um it takes courage to keepgoing, you know.
And over the years, you know,I've been doing this for quite a
few years now.
And um, you know, I I thinkthat courage is contagious, uh,
but it's inspiring.
And, you know, when we was asmaller organization, um, you
(11:32):
know, it it took courage toinvest, you know, and to put
back in the business and investthe time and energy and
resources, you know, and thatcan be scary.
Uh, you know, what if thisfails?
Or, you know, what uh and butyou know, you have to have
courage to kind of step up.
And that kind of courage,again, it's it's contagious and
it's inspiring.
You know, those around you seethat you have courage to do that
(11:56):
and to grow individually and asan organization.
Um, you know, I think it takescourage.
You know, one of the thingsthat will, you know, kind of, I
guess, forever be, you know,burned into my mind is, you
know, it was a very pivotalpoint uh back in 2008, you know,
and there was a housing crunchand we was in new construction
and you know, we shut down newconstruction uh, you know, and
(12:21):
you know, just kind of neverlooked back.
And that took courage.
I mean, there was customersthere, there was people there,
there was revenue there.
Um, and to make those toughdecisions and looking back
today, it was probably one ofthe better ones that we made.
Um, and it was very timely, youknow, before it even got worse.
Um, you know, in 2020, wheneverCOVID hit, you know, that was
(12:44):
it was, you know, a lot ofunknowns there in March of 2020.
And, you know, uh our peopleare coming to us going, what are
we gonna do?
And you know, this is what I'mhearing.
And, you know, it takes courageto stand up and say, you know
what, we're gonna keep doingeverything that we was doing
last week and last month andlast year.
Um, we're gonna buckle down andwe're gonna keep serving
regardless of the potentialrisk.
(13:05):
And um, you know, it pannedout.
Now, obviously, we've done thatwith some caution here and
there, where appropriate, butuh, you know, that's kind of the
display of courage and why Ithink it's so important,
especially for a growingorganization that's committed to
people's growth and one that isum committed to to you know
(13:26):
world-class customer service.
I think it takes courage todeliver those things.
And I also say, uh, afaith-based business, it takes
courage to do that as well.
Speaker 1 (13:34):
So yeah.
And it's interesting howadversity seems to draw out that
courage.
And it seems like you are allbetter uh because of it.
So that being said, now ofcourse you are a leader in the
space, and and and Whistler isvery well known for its
commitment to sustainable,long-lasting quality.
So, how do you definesustainable quality and what
(13:54):
practices do you ensure withinthe business?
So every project meets thatstandard.
Speaker (13:59):
Yeah, you know, I think when I think of sustainability,
the dichotomy there is justit's not a flash in a pan.
You know, it's a long-term,long, long-term thinking, if you
will.
And, you know, our drive forexcellence is is found, you
know, in our attention to ourprocesses.
You know, we we have a lot ofprocesses, we have systems here
(14:22):
in place, and you know, it trulyis our attention to the details
of those things that reallyleads us to a place of quality.
Um, you know, those thoseprocesses include how we answer
the phone, um, you know, how weapproach a visit to a client's
home, um, our communication, youknow, how we communicate with
each other in the organizationand how we communicate with
(14:43):
those outside the organization,how we communicate with our
clients, um, you know, how wecomplete the work.
Is there a standard that welive up to and this is how we do
it?
Um, you know, it's not, it'snot just left to chance, if you
will.
Uh, how we handle uh addressingexpectations, you know, clients
have expectations, we haveexpectations, how we align those
(15:05):
things, I think, speaks toquality.
Um you know, how we follow upuh after the transaction with
serving the client.
Do they know how to you knowwork that piece of equipment
that they bought?
Or do they understand whatactually went on?
Or, you know, do they theyunderstand, you know, the that
we're still here, even if theyhave problems with those things.
(15:28):
So, you know, those are allthings that I think are part of
uh, you know, just sustainable,long-lasting quality.
And, you know, one of the oneof our pieces of our mission
statement here is to you know togrow profitably.
And we uh we do not apologizefor being profitable here.
And that is one of the reasonswhy uh if if an organization is
(15:49):
not profitable, it will go outof business eventually.
Um and we can't be there forthe team that has put their
trust and confidence in us andthe customers that have put
their trust and confidence inus.
So, you know, we uh we just uhwe believe that you can't sell
out for one number.
Um, you know, and and I thinktrue value is found in in
(16:09):
sustainable solutions andstrategy.
Speaker 1 (16:12):
I think what's interesting, what you said about
that, is yes, you spoke aboutthe work, but more so about the
holistic customer experience.
You mentioned even from the waythat you pick up your phone.
So it is that kind ofend-to-end experience you're
delivering for the customer.
Speaker (16:24):
Yes.
Speaker 1 (16:25):
Great.
So um so you're also really bigin talking about world-class
customer service, and you'vealready touched on that.
But how do you teach your teamto deliver world-class customer
service?
How do you scale that from justa tagline to an actual
experience you deliver for yourcustomers?
Speaker (16:41):
Yeah, you know, several years ago, I I've, you know,
have been recorded saying thatit's all about the the team
member and the employees of theorganization.
And I've changed thatphilosophy, you know, over the
years to, you know, I've alwaysthought very highly of the
customer.
I really have.
But I've put them back at thetop of the food chain where they
(17:02):
belong.
And, you know, I think itstarts with a culture of
understanding that, you know,team members don't even exist
without a customer, right?
Um, and so, you know, I thinkour whole team has to embrace
that and understand that, youknow, everything exists here in
the organization and in thebusiness, you know, because we
(17:23):
have customers.
Um and then it moves to hiringpeople that care about
customers.
You know, obviously uh, youknow, everyone here has an
impact on the customerexperience, you know, and it's
even more critical for thosethat are customer-facing, you
know, the ones that answer thephone and the ones that, you
know, go into the homes and youknow, um, even our leadership
(17:46):
staff here.
So uh we also really leanheavily on just constant
training and reinforcement.
And I think even moreimportantly than training, it's
reinforcement of those provenprocesses of you know, just
offering and delivering andexecuting on that world-class
customer service.
You know, our weekly focus onboth positive and less than
(18:08):
positive uh customer feedback.
You know, that's part of ourcadence here.
We are always talking about,you know, what is the customer
saying and tuned into that andtrying to either grow from it or
celebrate, you know, those uhsuccessful tasks or systems or
you know, the things that arecreating that positive feedback.
(18:30):
Um, you know, I think you know,we are we are not perfect here.
Uh we we do fall short andbeing able to address those
concerns super fast, like youknow, within an hour, um, if not
just a couple hours, and trulygetting resolution to um to that
(18:51):
concern uh by empowering theleaders around us to resolve
those concerns at hopefully thefirst point of contact.
Um, so you know, those are somethings that I think that that
we've leaned into here.
Uh and and so I I think alsoit's just part of us
(19:11):
establishing what does best inclass customer service look like
and what are those standards,and then not backing down from
them.
And I and I say that becauseover the years in this
organization, there have beenpeaks and valleys of certain
areas within our customerservice systems.
And um, you know, but notcompromising them, keeping them
(19:32):
high, and and you know, if we'renot there at this moment, then
we work to get there so that wejust stay committed to that
standard.
Speaker 1 (19:41):
Yeah, I think there's a lot of nuggets I took away
from there.
The first was number one,putting the customer first and
designing the entire businessaround that.
Number two, I heard hiring theright people to make sure they
match with the values.
Training and constantdevelopment of your people.
Um, and the fourth one wasreally just listening to the
customer, paying attention tothem, hearing the feedback and
continuing to improve throughthat whole communication loop.
(20:03):
I think that's great.
Um so, James, let's shift gearsjust a bit.
This uh, you're a customer ofPeaksy.
This podcast is brought to youby Peakzi.
So, what has been yourexperience working with Peakzi
and their team?
Speaker (20:16):
Yeah, you know, Pawan was kind of the the the start of
that.
And, you know, I guess it'sbeen almost probably almost two
years ago now, maybe.
Um, and you know, I I thinkthat Peakzi is at the the front,
you know, they're charting acourse at the front, and um, you
know, I I think they're leadinguh a path for home service
(20:40):
businesses to leverage publicdata, whether it be through AI
or just um, you know, which isobviously a big part of that.
I think the team at at Peakzicares.
They they care about being atthe front, they care about
offering value to theorganizations that are working
and partnering with them.
(21:01):
Um, and you know, we've we'veimplemented several data points,
if you will, you know, thatPeakzi has provided us, whether
it's the you know, detractors,you know, I spoke about paying
attention to customer feedback.
We use those reports within ourrhythm, weekly rhythm here to
address, you know, the themesand the and the feedback that's
(21:22):
happening, you know, in thatpublic-facing data.
We, you know, definitely alsouse that to just, you know, our
quality standards.
And so we've implementedseveral of the functions um
within Peakzi into ourorganization with with positive
results.
Um, and it's just easy to getto, and and it's a good it
creates good rhythm with that.
Speaker 1 (21:42):
And what would you say has been the biggest
improvement in the businessbeing a customer of Peakzi?
Speaker (21:48):
Yeah, I I think it's just being aware, you know,
sometimes there can be a lack oftransparency around
competitors.
And, you know, I that thatconsistence, transparency, and
being able to see that paints amore clear picture of what's
going on within our community.
Speaker 1 (22:06):
Gotcha.
So understanding what'shappening within the market, how
does your business compare,identifying any kind of gaps
that you may have that you'regonna improve to continue to to
level up your service?
So I think that's great.
Well, James, we're we're justabout the end here.
So close us out with some finalthoughts.
What would you like the world,our audience to to know more
(22:27):
about Whistler and close us outalso with the vision that you
have for the future as thepresident of a company?
Speaker (22:34):
Yeah, you know, I uh we we plan to continue to grow
here.
Um, you know, that's a big partof our our organization and you
know, just being able to impactthe community.
Um, I think, you know, uh becontinuing to be a leader in our
space and our community, um,expand our footprint and and
stay committed to the thingsthat got us here.
(22:54):
Um obviously things will uhevolve and and and get become
different, but you know, there'sso many shiny things out there
that promise success.
And, you know, I've found thattrue success is found in truth,
um, a commitment to balance, um,delivering value to those that
we transact with and investingin others' growth.
(23:17):
And so I think that that's kindof where the future lies here.
It's it's you know, it's arecipe for success for us.
It has been, and we'll continueto to put those ingredients
into the bowl and and uh and andjust looking forward to what
the future brings here.
Speaker 1 (23:30):
And I think that's a great vision for the future
indeed.
So, James, plug your website,your social handles, how do
people get a hold of you, learnmore about the business, and
connect with you personally?
Speaker (23:40):
Well, they can find me on LinkedIn.
Um, you know, I obviously uh mymy email is very simple, james
@wisler.com.
And uh, you know, we uh our ourour website is callwisler.com.
Um and so you know we uh anyany way that I could uh connect
with others, I'd be happy to doso.
Speaker 1 (23:59):
Awesome.
And we'll make sure to have allyour contact information in the
show notes as well.
So, James, thank you so muchfor sharing your story with us
here today.
Speaker (24:08):
You're quite welcome.
It's an honor to be here.
Speaker 1 (24:10):
Well, everyone, that's it for today's episode.
Thanks for tuning in, and we'llsee you next time on the Home
Services Success Stories podcastpowered by Peakzi, the number
one AI platform for growing yourhome services business.
Welcome to the Home Services Success Stories podcast
powered by Peakzi, the numberone AI platform for growing your
home services business.
And on the show today, we haveJames Wisler, who is the
president of Wisler Plumbing,Heating, Cooling, and Electric.
James, welcome to the show.
How are you?
I am fantastic today.
Thanks for having me.
Glad to be here.
(00:20):
Absolutely great to have youon.
So, James, let's jump right inand dig into kind of the history
of the company.
So, Whistler was founded byyour father, Daniel, who founded
it in 1986.
So, share a bit about thefounding story and how his
values still continue toinfluence the business today.
Speaker (00:39):
Yeah, you know, in 86, it was just kind of a vision of
making a living and providingfor your family and uh very
humble beginnings is is ourorganization.
And, you know, we um our backthen it was just working out of
um the our home and uh just kindof a half-covered shop area or
(01:02):
barn area out back, you know,and um you know, it grew over
the years.
Um, but my father learned thetrades.
He he worked in a manufacturedhousing um plant uh early on and
really took to plumbing and uhwas going out in the field and
(01:22):
you know doing excavation andlaying in um you know
underground work formanufactured homes out in the
field and then connecting them.
And um obviously at thatparticular uh place there was
also roofing and electrical andum you know construction, all
types of trades.
And so that's where he helearned that.
And obviously early on in 86,it was pretty much anything that
(01:46):
anyone wanted to do, he coulddo.
And over the years it nicheddown into plumbing and heating,
hydronic heating.
We did new construction,commercial, industrial, um,
electrical.
We we've done a lot of thingsover the years, but today,
obviously, we are, you know, ourowner-occupied service and
install, residential, plumbing,heating, cooling, and electric
(02:10):
is the services that we offertoday.
Speaker 1 (02:13):
So it really just started off as a way to make a
living, but then started tofigure out what the market
wanted, how he could supply it,and it kind of grew into what it
was, what it became today.
Speaker (02:22):
Yeah, absolutely.
And you know, the I think thethings that are common today
that were the way they werein '86 was just uh my dad's
commitment to excellence andcustomer service.
Um, you know, and there weresome things that have evolved
over the years, but those thingshave really stayed the same.
And uh, you know, when I thinkback of, you know, being a kid
(02:46):
running around in in the truckand and running those service
calls, uh you know, I he feltthe same about them as I do
today.
And that is that we're going todo excellent work, um,
regardless of the cost.
You know, it's going to be highquality work.
And we recognize that thecustomer is at the pinnacle of
(03:07):
what we do.
And our desire to delivercustomer service at a
world-class level is always beenthere, even um back in 1986.
Speaker 1 (03:17):
So, having literally grown up in the business, do you
have any kind of favoritestories of kind of like growing
up into it, the genesis of it,stories that your dad told?
Like what comes to your mind?
Speaker (03:27):
Yeah, you know, um, it was just a way of life for us.
You know, it uh, you know,that's what we did.
We we worked together, we welived together, you know, and um
it was a whole lot more fun outon a service call than it was,
you know, sitting at home um,you know, doing chores.
So, you know, that was uh thatwas kind of how it is.
You know, I can remember beingvery young and you know, service
(03:49):
calls sometimes late at night,after dark, you know, strange
places, you know, strangepeople, strange, you know,
strange homes that I wasn'tfamiliar with.
And, you know, that's obviouslyit takes, you know, it takes
some courage to you know step upto that as a young, you know,
boy, if you will.
And uh, you know, I was I waskind of the guy that ran and got
tools and and that kind ofthing.
(04:11):
So it was a long way a lot oftimes from the mechanical room
out to the vehicle.
So, you know, just uh those arethings that I look back on.
I you know, I can remember umyou know being a teenager and
you know, the thing that Iwanted uh uh more really than
anything at that particularpoint was a set of my own tools.
And you know, my dad, you know,definitely made that happen.
(04:33):
And you know, we would go tothe supply house and you know, I
I slowly put together my own myown set of tools.
And, you know, those things areare memories that I have that
uh at a very young age is justpart of who I was.
Speaker 1 (04:45):
So you really are a product of the industry, like
through and through.
That's really uh that'sfascinating.
So you mentioned leading teamsat a really early age, and I
believe you started leadingteams at 17.
So was that intimidating?
Was that scary?
Like, how do you think thatshaped you as a leader today,
having done it for so long?
Speaker (05:04):
Yeah, when I think back at on that, you know, at the
time it really wasn'tintimidating and scary because
you know, it was very familiarbecause I had been doing it at
such a young age, even yearsprior to that, and and observing
and watching.
But today, as I look back, Iwas super underdeveloped and
(05:24):
underprepared to do that.
Um, you know, and I and I thinkthat, you know, what I've
learned is that leadership, youknow, it's not an art, or excuse
me, it is an art, it's not ascience.
And, you know, then maybe itwas just kind of a task to be
done or a box to check.
Um, but I really feel like thattoday I understand that
(05:46):
leadership is really a it's acraft to be honed and improved.
And, you know, uh at the coreof leadership and some of the
lessons that I've learned overthe years is that you know, you
have to love people.
And um, you know, I may havebeen a little more
task-oriented, you know,younger, you know, at that 17,
(06:07):
it was just about getting thejob done or you know, the
project done, um, you know, theservice call ran.
You know, today it's more aboutokay, who's involved and um
where are we going?
And, you know, does the isthere fulfillment and enjoyment,
you know, and are we deliveringvalue to the client and
fulfillment to the team memberthat's uh you know offering that
(06:30):
service?
Speaker 1 (06:30):
Yeah, I think that's great advice.
I think especially in in trade,sometimes it can be so kind of
maybe transactional, but hereyour focus is more so on the
person, um, whether it's acustomer or your team member.
So I think that's a great,great point.
So I know that the phrasethanks, dad, is very important
to the Whistler brand.
So what does that mean and howdoes that reflect the culture
(06:53):
that you have?
Speaker (06:54):
Yeah, it started several years ago.
Uh, you know, it was kind ofjust something our dad and and
family has always been a bigpart of our organization.
And uh so we was just throwingsome things around one day, and
you know, the term thanks, dad,come out.
And so we coined that herewithin our messaging, you know,
to our community.
And uh, you know, it really isjust about us saying thanks to
(07:18):
our dad, you know, for theopportunity um that he's
presented us for the you knowthe character building that took
place, you know, in us as ashis kids, um, but also to the
commitment of of quality and anduh you know excellence that he
he brought to the organizationand the culture.
Um and you know, those thingsare are you know part of his
(07:40):
legacy, I think.
Um, you know, but there's kindof a another closer thing that
you know that thanks dadrepresents, and that is that we
say thanks to our HeavenlyFather, you know, that guides us
each and every day and whereour faith rests as well.
So, you know, that it kind ofhas a twofold meaning, but by
and large, it's us just sayingthanks to our dad for the
(08:00):
opportunity and the organizationand you know, starting the the
service that we've now um grownin in the community.
Speaker 1 (08:07):
I love that.
There's sort of two layers.
Thanks, Dad, to your actual uhearthly father for the business
that he's built, walking ingratitude, instilling those
values, and then to yourheavenly father, right?
Yeah, there's absolutely abigger bigger meaning to solve
it.
Speaker (08:20):
I think that's and of course our our faith value is is
very prominent here, and youknow it's uh it's one that we
don't, you know, we probablyhold those cards a little closer
to our chest than maybe the theyou know just the you know us
saying thanks to our you knowour our dad here.
Speaker 1 (08:36):
So well, we're here on the topic now, and um, you
know, that is a central low roleto your your your life.
It's um so how do those values,your, your, your faith values
affect the way that you lead andyou serve your customers?
Speaker (08:52):
Yeah, you know, we believe in a right and wrong and
an absolute truth, you know,and I that absolute truth is
grounded in the word of God forus.
Um, you know, grace is theenergy that powers the greatest
thing ever, and that'ssalvation.
Um, that's what we believe.
And and what I have found inbusiness, that accountability
and grace, it's an amazing thingin business.
(09:15):
Um, you know, so uh we believethat those things, you know,
they they uh they don't theytranscend those those
boundaries, if you will.
And uh I think that it'sessential for the success that
we have here in theorganization.
Speaker 1 (09:28):
Can you share how your faith maybe has influenced
any of your business decisions?
Speaker (09:34):
Yeah, you know, I it's it transcends, you know, I don't
separate it.
Um, you know, I some people mayapproach it as a religion, and
I don't.
I approach it as a faith.
And so, you know, who I am inmy home, who I am at church, and
who I am in this business is isthe same person.
Um, you know, it's it's more ofa lifestyle for me.
So, you know, doing the rightthing outside of work is the
(09:58):
same thing as doing the rightthing in in a transaction or a
relationship with a client oryou know how we how we represent
you know the organization orhow we interact with our team
members here, you know, it's allthe same thing to me.
So I don't think uh, you know,for us it's just it's there is
no separation.
Um, you know, it's somethingthat's constantly just who we
(10:20):
are and how we approach uh allthings, whether it be making a
decision, uh, you know, businessdecision financially or
strategically or you know, withour personnel, or you know, we
just believe in doing the rightthing and we we believe in um
good Christian values and andhow we interact with people.
And I think the the thatChristian values are really
(10:42):
about that.
It's about you know how weinteract with each other and and
how we present ourselves to theworld.
Speaker 1 (10:49):
I could definitely appreciate that.
I'm a Christian myself, andthank you very much for sharing
a bit about your your your faithhere, uh James.
So but it seems like so much ofwhat we are talking about is
leadership.
So one thing that you havementioned is that it takes
courage, right?
Um specifically takingcalculated risks.
It's played a big role in inyour success.
So share a bit about that.
Speaker (11:10):
Yeah, you know, I think it takes courage to grow.
Um it takes courage to keepgoing, you know.
And over the years, you know,I've been doing this for quite a
few years now.
And um, you know, I I thinkthat courage is contagious, uh,
but it's inspiring.
And, you know, when we was asmaller organization, um, you
(11:32):
know, it it took courage toinvest, you know, and to put
back in the business and investthe time and energy and
resources, you know, and thatcan be scary.
Uh, you know, what if thisfails?
Or, you know, what uh and butyou know, you have to have
courage to kind of step up.
And that kind of courage,again, it's it's contagious and
it's inspiring.
You know, those around you seethat you have courage to do that
(11:56):
and to grow individually and asan organization.
Um, you know, I think it takescourage.
You know, one of the thingsthat will, you know, kind of, I
guess, forever be, you know,burned into my mind is, you
know, it was a very pivotalpoint uh back in 2008, you know,
and there was a housing crunchand we was in new construction
and you know, we shut down newconstruction uh, you know, and
(12:21):
you know, just kind of neverlooked back.
And that took courage.
I mean, there was customersthere, there was people there,
there was revenue there.
Um, and to make those toughdecisions and looking back
today, it was probably one ofthe better ones that we made.
Um, and it was very timely, youknow, before it even got worse.
Um, you know, in 2020, wheneverCOVID hit, you know, that was
(12:44):
it was, you know, a lot ofunknowns there in March of 2020.
And, you know, uh our peopleare coming to us going, what are
we gonna do?
And you know, this is what I'mhearing.
And, you know, it takes courageto stand up and say, you know
what, we're gonna keep doingeverything that we was doing
last week and last month andlast year.
Um, we're gonna buckle down andwe're gonna keep serving
regardless of the potentialrisk.
(13:05):
And um, you know, it pannedout.
Now, obviously, we've done thatwith some caution here and
there, where appropriate, butuh, you know, that's kind of the
display of courage and why Ithink it's so important,
especially for a growingorganization that's committed to
people's growth and one that isum committed to to you know
(13:26):
world-class customer service.
I think it takes courage todeliver those things.
And I also say, uh, afaith-based business, it takes
courage to do that as well.
Speaker 1 (13:34):
So yeah.
And it's interesting howadversity seems to draw out that
courage.
And it seems like you are allbetter uh because of it.
So that being said, now ofcourse you are a leader in the
space, and and and Whistler isvery well known for its
commitment to sustainable,long-lasting quality.
So, how do you definesustainable quality and what
(13:54):
practices do you ensure withinthe business?
So every project meets thatstandard.
Speaker (13:59):
Yeah, you know, I think when I think of sustainability,
the dichotomy there is justit's not a flash in a pan.
You know, it's a long-term,long, long-term thinking, if you
will.
And, you know, our drive forexcellence is is found, you
know, in our attention to ourprocesses.
You know, we we have a lot ofprocesses, we have systems here
(14:22):
in place, and you know, it trulyis our attention to the details
of those things that reallyleads us to a place of quality.
Um, you know, those thoseprocesses include how we answer
the phone, um, you know, how weapproach a visit to a client's
home, um, our communication, youknow, how we communicate with
each other in the organizationand how we communicate with
(14:43):
those outside the organization,how we communicate with our
clients, um, you know, how wecomplete the work.
Is there a standard that welive up to and this is how we do
it?
Um, you know, it's not, it'snot just left to chance, if you
will.
Uh, how we handle uh addressingexpectations, you know, clients
have expectations, we haveexpectations, how we align those
(15:05):
things, I think, speaks toquality.
Um you know, how we follow upuh after the transaction with
serving the client.
Do they know how to you knowwork that piece of equipment
that they bought?
Or do they understand whatactually went on?
Or, you know, do they theyunderstand, you know, the that
we're still here, even if theyhave problems with those things.
(15:28):
So, you know, those are allthings that I think are part of
uh, you know, just sustainable,long-lasting quality.
And, you know, one of the oneof our pieces of our mission
statement here is to you know togrow profitably.
And we uh we do not apologizefor being profitable here.
And that is one of the reasonswhy uh if if an organization is
(15:49):
not profitable, it will go outof business eventually.
Um and we can't be there forthe team that has put their
trust and confidence in us andthe customers that have put
their trust and confidence inus.
So, you know, we uh we just uhwe believe that you can't sell
out for one number.
Um, you know, and and I thinktrue value is found in in
(16:09):
sustainable solutions andstrategy.
Speaker 1 (16:12):
I think what's interesting, what you said about
that, is yes, you spoke aboutthe work, but more so about the
holistic customer experience.
You mentioned even from the waythat you pick up your phone.
So it is that kind ofend-to-end experience you're
delivering for the customer.
Speaker (16:24):
Yes.
Speaker 1 (16:25):
Great.
So um so you're also really bigin talking about world-class
customer service, and you'vealready touched on that.
But how do you teach your teamto deliver world-class customer
service?
How do you scale that from justa tagline to an actual
experience you deliver for yourcustomers?
Speaker (16:41):
Yeah, you know, several years ago, I I've, you know,
have been recorded saying thatit's all about the the team
member and the employees of theorganization.
And I've changed thatphilosophy, you know, over the
years to, you know, I've alwaysthought very highly of the
customer.
I really have.
But I've put them back at thetop of the food chain where they
(17:02):
belong.
And, you know, I think itstarts with a culture of
understanding that, you know,team members don't even exist
without a customer, right?
Um, and so, you know, I thinkour whole team has to embrace
that and understand that, youknow, everything exists here in
the organization and in thebusiness, you know, because we
(17:23):
have customers.
Um and then it moves to hiringpeople that care about
customers.
You know, obviously uh, youknow, everyone here has an
impact on the customerexperience, you know, and it's
even more critical for thosethat are customer-facing, you
know, the ones that answer thephone and the ones that, you
know, go into the homes and youknow, um, even our leadership
(17:46):
staff here.
So uh we also really leanheavily on just constant
training and reinforcement.
And I think even moreimportantly than training, it's
reinforcement of those provenprocesses of you know, just
offering and delivering andexecuting on that world-class
customer service.
You know, our weekly focus onboth positive and less than
(18:08):
positive uh customer feedback.
You know, that's part of ourcadence here.
We are always talking about,you know, what is the customer
saying and tuned into that andtrying to either grow from it or
celebrate, you know, those uhsuccessful tasks or systems or
you know, the things that arecreating that positive feedback.
(18:30):
Um, you know, I think you know,we are we are not perfect here.
Uh we we do fall short andbeing able to address those
concerns super fast, like youknow, within an hour, um, if not
just a couple hours, and trulygetting resolution to um to that
(18:51):
concern uh by empowering theleaders around us to resolve
those concerns at hopefully thefirst point of contact.
Um, so you know, those are somethings that I think that that
we've leaned into here.
Uh and and so I I think alsoit's just part of us
(19:11):
establishing what does best inclass customer service look like
and what are those standards,and then not backing down from
them.
And I and I say that becauseover the years in this
organization, there have beenpeaks and valleys of certain
areas within our customerservice systems.
And um, you know, but notcompromising them, keeping them
(19:32):
high, and and you know, if we'renot there at this moment, then
we work to get there so that wejust stay committed to that
standard.
Speaker 1 (19:41):
Yeah, I think there's a lot of nuggets I took away
from there.
The first was number one,putting the customer first and
designing the entire businessaround that.
Number two, I heard hiring theright people to make sure they
match with the values.
Training and constantdevelopment of your people.
Um, and the fourth one wasreally just listening to the
customer, paying attention tothem, hearing the feedback and
continuing to improve throughthat whole communication loop.
(20:03):
I think that's great.
Um so, James, let's shift gearsjust a bit.
This uh, you're a customer ofPeaksy.
This podcast is brought to youby Peakzi.
So, what has been yourexperience working with Peakzi
and their team?
Speaker (20:16):
Yeah, you know, Pawan was kind of the the the start of
that.
And, you know, I guess it'sbeen almost probably almost two
years ago now, maybe.
Um, and you know, I I thinkthat Peakzi is at the the front,
you know, they're charting acourse at the front, and um, you
know, I I think they're leadinguh a path for home service
(20:40):
businesses to leverage publicdata, whether it be through AI
or just um, you know, which isobviously a big part of that.
I think the team at at Peakzicares.
They they care about being atthe front, they care about
offering value to theorganizations that are working
and partnering with them.
(21:01):
Um, and you know, we've we'veimplemented several data points,
if you will, you know, thatPeakzi has provided us, whether
it's the you know, detractors,you know, I spoke about paying
attention to customer feedback.
We use those reports within ourrhythm, weekly rhythm here to
address, you know, the themesand the and the feedback that's
(21:22):
happening, you know, in thatpublic-facing data.
We, you know, definitely alsouse that to just, you know, our
quality standards.
And so we've implementedseveral of the functions um
within Peakzi into ourorganization with with positive
results.
Um, and it's just easy to getto, and and it's a good it
creates good rhythm with that.
Speaker 1 (21:42):
And what would you say has been the biggest
improvement in the businessbeing a customer of Peakzi?
Speaker (21:48):
Yeah, I I think it's just being aware, you know,
sometimes there can be a lack oftransparency around
competitors.
And, you know, I that thatconsistence, transparency, and
being able to see that paints amore clear picture of what's
going on within our community.
Speaker 1 (22:06):
Gotcha.
So understanding what'shappening within the market, how
does your business compare,identifying any kind of gaps
that you may have that you'regonna improve to continue to to
level up your service?
So I think that's great.
Well, James, we're we're justabout the end here.
So close us out with some finalthoughts.
What would you like the world,our audience to to know more
(22:27):
about Whistler and close us outalso with the vision that you
have for the future as thepresident of a company?
Speaker (22:34):
Yeah, you know, I uh we we plan to continue to grow
here.
Um, you know, that's a big partof our our organization and you
know, just being able to impactthe community.
Um, I think, you know, uh becontinuing to be a leader in our
space and our community, um,expand our footprint and and
stay committed to the thingsthat got us here.
(22:54):
Um obviously things will uhevolve and and and get become
different, but you know, there'sso many shiny things out there
that promise success.
And, you know, I've found thattrue success is found in truth,
um, a commitment to balance, um,delivering value to those that
we transact with and investingin others' growth.
(23:17):
And so I think that that's kindof where the future lies here.
It's it's you know, it's arecipe for success for us.
It has been, and we'll continueto to put those ingredients
into the bowl and and uh and andjust looking forward to what
the future brings here.
Speaker 1 (23:30):
And I think that's a great vision for the future
indeed.
So, James, plug your website,your social handles, how do
people get a hold of you, learnmore about the business, and
connect with you personally?
Speaker (23:40):
Well, they can find me on LinkedIn.
Um, you know, I obviously uh mymy email is very simple, james
@wisler.com.
And uh, you know, we uh our ourour website is callwisler.com.
Um and so you know we uh anyany way that I could uh connect
with others, I'd be happy to doso.
Speaker 1 (23:59):
Awesome.
And we'll make sure to have allyour contact information in the
show notes as well.
So, James, thank you so muchfor sharing your story with us
here today.
Speaker (24:08):
You're quite welcome.
It's an honor to be here.
Speaker 1 (24:10):
Well, everyone, that's it for today's episode.
Thanks for tuning in, and we'llsee you next time on the Home
Services Success Stories podcastpowered by Peakzi, the number
one AI platform for growing yourhome services business.
Popular Podcasts
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!
Ruthie's Table 4
For more than 30 years The River Cafe in London, has been the home-from-home of artists, architects, designers, actors, collectors, writers, activists, and politicians. Michael Caine, Glenn Close, JJ Abrams, Steve McQueen, Victoria and David Beckham, and Lily Allen, are just some of the people who love to call The River Cafe home. On River Cafe Table 4, Rogers sits down with her customers—who have become friends—to talk about food memories. Table 4 explores how food impacts every aspect of our lives. “Foods is politics, food is cultural, food is how you express love, food is about your heritage, it defines who you and who you want to be,” says Rogers. Each week, Rogers invites her guest to reminisce about family suppers and first dates, what they cook, how they eat when performing, the restaurants they choose, and what food they seek when they need comfort. And to punctuate each episode of Table 4, guests such as Ralph Fiennes, Emily Blunt, and Alfonso Cuarón, read their favourite recipe from one of the best-selling River Cafe cookbooks. Table 4 itself, is situated near The River Cafe’s open kitchen, close to the bright pink wood-fired oven and next to the glossy yellow pass, where Ruthie oversees the restaurant. You are invited to take a seat at this intimate table and join the conversation. For more information, recipes, and ingredients, go to https://shoptherivercafe.co.uk/ Web: https://rivercafe.co.uk/ Instagram: www.instagram.com/therivercafelondon/ Facebook: https://en-gb.facebook.com/therivercafelondon/ For more podcasts from iHeartRadio, visit the iheartradio app, apple podcasts, or wherever you listen to your favorite shows. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com
The Joe Rogan Experience
The official podcast of comedian Joe Rogan.