October 17, 2025 • 25 mins
What if a construction crew with muddy boots transformed into one of Colorado’s most trusted home services brands? That’s the WireNut story Trent Urban shares—how urgency became a blueprint for growth, and how a people-first operating system turned skilled trades into a beloved local service.
We walk through the early pivot from time-and-materials to upfront pricing and COD, the training that helps techs price confidently at the kitchen table, and the choice to design every detail around a customer’s lived experience. A woman-centric lens shaped clean uniforms, protected floors, tidy workspaces, and checklists that prevent callbacks. Trent opens up about the core values—care, family, grow—and why “care” must be mutual: leaders support people, and people protect standards. That clarity sustains hard calls, like parting with high performers who harm culture, so the rest of the team can thrive.
Growth isn’t just sales; it’s systems. We dig into WireNut’s streamlined inventory model, community giving that spotlights local charities on live TV, and the steady cadence of training, coaching, and financial discipline that avoids boom-bust cycles. Data now amplifies judgment. With Peakzi, Trent tracks market share, competitor moves, and real customer sentiment across reviews and social. Think of it as a living SWOT that replaces guesswork with action: tune pricing to value, tighten response times, and focus campaigns where demand is rising.
Looking ahead, Trent makes a bold case for the trades. AI won’t replace technicians who build trust face-to-face, solve problems in attics and crawlspaces, and communicate safety and value with clarity. Private equity may reshape the landscape, but operators with real culture, transparent data, and simple, high standards will win the long game. If you lead a home services company—or want to understand what great service really looks like—you’ll leave with a practical playbook: keep it human, keep it clean, keep learning.
Peakzi Podcast: Home Services Success Stories - Enjoyed the conversation? Follow the show, share it with a friend in the trades, and leave a quick review to help more builders, owners, and operators find us.
Peakzi Podcast: Home Services Success Stories
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:00):
Welcome to the Home Services Success Stories
podcast, powered by Peaksy, thenumber one AI platform for
growing your home servicesbusiness.
On the show today, we have TrentUrban, who is the president at
WireNut Home Services.
Trent, welcome to the show.
How are you?
Good.
Very good.
SPEAKER_00 (00:18):
How are you?
SPEAKER_01 (00:19):
Doing really good.
It's great to have you on.
Um if you're Yeah, thanks forhaving me.
Absolutely, absolutely excitedto dig in and learn more about
your story.
So start us off with just kindof a brief intro about who you
are and what you do, Trent.
SPEAKER_00 (00:31):
Uh so I'm the owner and president of WireNet Home
Services.
We're based in Colorado Springs,Colorado, of course.
Um we offer, you know, tohomeowners, nothing commercial,
any of that.
We're a strictly service andrepair company.
Uh we offer electrical, heating,plumbing, and drain services
within the homes.
SPEAKER_01 (00:51):
Electrical, heating, and drain services within the
home.
SPEAKER_00 (00:54):
And I uh heating and cooling that goes to hand in
hand, but yeah.
SPEAKER_01 (00:58):
Gotcha, gotcha.
Okay.
Well, it's always cool to learnabout the genesis stories of how
business come into existence.
So tell us a bit about thefounding story of Wire Nut.
What was the original vision forthe business?
SPEAKER_00 (01:11):
I was actually birthed out of necessity.
Um, at the time that the ideastarted stewing, uh, I was
working within my dad'sconstruction company and we were
doing heavy industry work.
And in between jobs, when wewould have a contractor or
somebody throw us off onschedule, we would have dead
time in between.
So we would accept servicecalls.
(01:32):
So we would go into, say,someone's home or small business
or whatever, take care of someuh at the time it was just
electrical, so electricalrepairs.
Problem was we weren't gearedfor that, we didn't respect the
location, we didn't havetraining for that, none of this.
We were construction workersrunning around, probably with
mud on our boots, going intotheir places.
(01:52):
So uh, on top of that, theinvoicing and just all the
process of that was severelybroken.
We were again a constructioncompany trying something.
Uh, so this would be from 2001we were looking, and then you
fast forward a few years.
We looked at franchise stuff,all this different stuff.
You fast forward a few years,2004 hits and uh my dad and I,
(02:17):
and then my brother, who was auh financial advisor, he hated
what he did, so he wanted tojoin the family.
So we had this uh flyer orwhatever for this thing called I
think they called it Profit Daysback then, also.
And it was for this group calledElectrician Success
International, so ESI.
It was uh part of later likeclockwork home services, Airtime
(02:38):
500, plumbing success group, allthat.
And uh we went out to Vegas tosee what they had and what they
had to say and so forth, and wefigured, well, at least we'll
have some fun, but you know,it's no good.
Um we ended up though signing upfor that group at that time, and
the major reason was one of thekind of the godfathers of the
electrical industry, uh PatrickKennedy.
(03:01):
When we saw him talk and wechatted with him when he was not
on stage, things like that, itwas like this guy's authentic.
So that allowed us to build amodel for a service company,
which we ended up separating thetwo companies, uh, built and
building a model with thatsupport.
And so there was a lot ofconversations early on with all
the small all the new membersbecause we were in the like
(03:24):
group of the beginning ones, andso nobody necessarily knew what
they were doing except forPatrick Kennedy.
And so he was the one that wewould learn from, and we'd go
visit his shop, and then we'dvisit each other, we'd do
trainings, all that.
And uh to this day we're stillin that group, it's now known as
Certain Path, but it's one ofthose where we're still getting
value out of it, we're able togive to others throughout it,
(03:46):
you know, because we've beendoing it a while and have grown
into a more robust company.
And uh if you go back to theGreat Recession, 08-09, 2010 is
when we shut down thatconstruction company, so there
is no more of that.
It was Urban Electric, my lastname.
Uh so now we just have WireNet.
And then there's a lot morethere, but I don't know if I uh
(04:08):
if that's relevant to the story,but basically just the ownership
splits.
Uh, my brother used to beinvolved in it, was a partner.
I bought him out at the end of2012, um, added HVAC uh in 2013,
added plumbing in I think it was17 or 18.
Um, and so we became an actualhome services company.
(04:31):
We're still carrying around theword wire in our name, wire nut,
but that's us.
SPEAKER_01 (04:36):
Interesting.
So it really started from amarket need.
You're originally a constructioncompany that you mentioned.
You began to service that need,develop the competency, found
like it sounds like you found aleader in the space and kind of
model the best practices andkind of grew it organically.
And eventually uh the servicesbusiness overtook the
construction business and youshut that down, right?
SPEAKER_00 (04:55):
Yep.
SPEAKER_01 (04:56):
Gotcha, gotcha.
SPEAKER_00 (04:57):
Yeah, and essentially I switched sides
because we needed to shed uhcosts on the construction
company.
And at the time, my brother wasrunning as the GM of the uh
small you know wire net that wehad just started, and uh so I
went and joined him.
So we partnered up.
So it was out of necessity.
I didn't want to do it.
I'm glad it happened, but Ididn't want to do it at the
time.
SPEAKER_01 (05:16):
Interesting, interesting.
So, what were those early dayslike?
Didn't really know the businessor have the competency or
whatnot, but you know, saw thepath and started growing it.
So, what did that look like?
SPEAKER_00 (05:26):
Uh we knew the electrical industry, we didn't
know home services, customerservice, all of that.
Totally different pricing model,one where we give a price up
front instead of surprising thecustomer at the tail end.
You know, time and material isexactly how that is.
You go and you complete the job,and then they don't know what
they're gonna pay until you givethem the invoice.
And in a lot of those cases,even those companies can't give
(05:48):
an invoice because they don'tknow the full costs of the job
yet.
So then you're mailing aninvoice to somebody that you
essentially extended credit tosomeone you don't even know.
And so now we're COD, now wegive prices up front.
Now I've got a team oftechnicians all in the field
that have our price structure.
They know how to price jobs.
So it's much more in tune withcustomer service and it's a much
(06:11):
more uh like streamlinedoperation.
SPEAKER_01 (06:13):
Interesting.
Okay.
So um so so kind of the thepricing structure and the way
you did that was kind of a pointof differentiation, a jump to
the way I guess customers wouldrather buy versus the latter or
the the opposite, right?
SPEAKER_00 (06:27):
Yep, yep, absolutely.
We also um gearing it towardscustomers, we built everything
off of a woman-centric kind ofexperience because if it's
clean, organized, andtrustworthy, you know, from a
woman's perspective, then it'llpass the colors of uh, you know,
a test of men as well.
Because uh otherwise we didn'twant to be that gruff, greasy,
(06:48):
stinky automotive shop that youmay remember from the 80s and
early 90s, or probably evenstill now.
And uh so we had to try to makesure we were customer-centric,
not that you know, dirtyexperience.
SPEAKER_01 (07:02):
That's actually a really interesting point right
there.
So, what was kind of theexperience or the insight that
led you to really focus in onkind of creating a
customer-centric experiencearound the women, you said?
SPEAKER_00 (07:16):
In all reality, we're just a DNA made up of the
DNA.
Uh we're a company made up ofthe DNA of all kinds of these
other companies that I know.
And so we take the best and welearn.
And in that learning, that'swhat got us there to
customer-centric, protecting thefloors, protecting the spaces,
um, not having mistakes, havingcheck lists that you know, hey,
(07:38):
the job is it truly done, or arewe about to create a leak on
somebody's floor and uh tear uptheir hardwoods with it because
we because that th those arereal risks that you have when
you're in someone's home.
Um along the way though ofadopting that idea, that
business model, um one of thethings that dawned on me is that
a home, probably in your casetoo, maybe Julian, but a home is
(08:02):
typically somebody's number oneinvestment.
It's also at the same time, soit's their most valuable thing
in their life.
At the same time, it's the placewhere you get recharged.
And so if we're gonna go intothat space, we sure better.
Otherwise we're selfish jerks,we sure better make it about
them.
It's not about us.
And so I mean, I remember 20years ago I had a dish uh
(08:25):
installer, you know, back whenwe'd put dishes on our houses.
Uh had one go open in the attic,did all their work.
The only thing to this day thatI still quote out and that I
remember are the smudge marks onmy attic access that he never
bothered cleaning off.
That's what we're not supposedto be.
SPEAKER_01 (08:42):
Got it.
So basically, going at thebusiness and treating it about
what it is that you know, whichis usually, you know, family's
most prized asset, and reallytreating the customer that way.
So I think that's great.
So, fast forward to present day,WireNut has for sure become one
of the most recognized names inhome services in Colorado.
(09:02):
So, what would you say has beenkind of the secret to that
growth and longevity?
SPEAKER_00 (09:08):
Um, I would pretty much probably chalk it up to
playing the long game.
Building a business isn't easy,it's not an overnight endeavor.
And so, in the time that I'vespent doing this and from the
beginnings of learning fromothers, and I still do the same.
Uh, you just we have to stayrefined, we have to stay cutting
edge, and we have to make itabout the people.
(09:29):
As a friend of mine who hasanother very successful company
says, it's we are people servingthe people, and that's really
what it is.
We're not Google bots crawlingwebsites, we're not AI
mechanisms going out andlearning about society.
We are people going into otherpeople's homes serving them, and
we have to, again, like I said,make it about them.
(09:50):
So uh, in that long gamestrategy, there's so many
various things that that go onin a company, and you could be
excellent at one.
Like I know some people thatthey were friends that have had
companies, some of them haveclosed them down, but they were
really good at training onsales.
But that's all they weren't goodwith the financial side, they
(10:12):
weren't good with making sureyou have sticky customers that
you know you repeats that youcan count on that they can count
on you.
Um, there's an awful highfailure rate in the industry,
and a lot of it comes from that.
They're doing the short game,trying to do a money grab, get
out, whatever they can dobecause they think that's their
career.
And instead, if you stick withit and go into the deeper layers
(10:34):
of how we operate, you you gotto be involved with culture
because again, it's people.
Um, we, for example, just rolledout a uh inventory model um two
months ago that is the simplest,cleanest, streamlined inventory
model I have yet to ever hearof.
And we rolled that out where alot of other companies wouldn't
have spent the time or effort.
And so I think that's been onedifferentiator.
(10:57):
Uh community involvement just uhthree hours ago.
Yeah, I went on uh local news.
I go on every month and we givemoney to a charity, so we do it
on air.
We let the viewers pick thecharity.
Um, and then they get a bigcheck and you know, kind of an
excitable uh event where they'regetting issued that.
(11:17):
They get to talk about theircharity, share, you know, who
they are, what they stand for,what they do to help others.
And so doing stuff like that, itgives us name recognition, yes,
because we're on the air, andthat's only fair.
We're the ones paying for all ofthis, but we make the entire
interview about them.
And so the one just this morningwas uh Mustang ambassadors, and
(11:39):
uh they'll work with specialneeds kids, adults, veterans who
have had traumatic braininjuries, you name it, and they
uh work with them on horses, onMustangs in particular.
And so really cool stuff.
We end up meeting an awesomecharity, new one every month.
SPEAKER_01 (11:56):
Yeah, there's a lot there.
So I heard the long gamestrategy, really making about
the customer, innovating prettymuch every aspect of the
business, an emphasis on cultureas well as community service.
So there's a lot going on there.
So um speak to us just a bitabout the culture.
How would you describe theculture at Warnet?
SPEAKER_00 (12:14):
Uh, healthy, we treat everybody with dignity, we
don't lash out, attack eachother, disrespect each other.
Those are kind of the mainstays,those are the staples of who we
have to be as a culture.
We have to have mutual respectand so forth.
But if you get into our actualcore values, these also layer
on, and they are care, family,grow.
So you have here's one justactually unpacking a little more
(12:37):
detail.
We have our three core values.
About two, three years ago, thecare core value was pretty much
seen by every employee.
They took it as you have to careabout me.
We do, but you also have to careabout the organization, and
there was some of that lax goingon, and so we ended up having to
re-uh revamp our structure, youknow, not entirely, but you
(12:58):
know, replace some people.
That's one of the harder partsof uh, you know, having a career
like this, being in a leadershipposition.
You have to affect people'slives, and it's not always
something they're excited about.
So to go into that culturethough, care has to be a mutual
two-way street.
That's where we started talkingmore about accountability.
If you want to have that seat,somebody else would probably
(13:19):
love to have that seat that'sout in the market right now,
looking for a good career.
You better treat that seat withrespect.
And I I consider that in my roletoo.
I have to do a great job ofthis.
If I don't, I need to get out ofthe way.
Let somebody else do it.
And so um the family part,that's where the dignity,
respect, mutual uh communicationunpack a thing uh topic that
(13:43):
that needs to be unpacked ifneeded, if that's going to lead
you to a healthier place.
And then grow uh is that youhave to have a growth mindset.
So no stagnation, no victimhood,none of that.
You can't be a victim here andever get anywhere.
And that's a big problem in oursociety right now.
Everybody's a victim.
Just look at the billboards, theattorneys tell you five times
(14:04):
over on your usual commute.
SPEAKER_01 (14:07):
Love that.
Grow family and care and reallyhaving a growth mindset and
taking responsibility andaccountability for your actions
and your outcomes.
Um, I think that's really great.
I think people think homeservices business and they
think, you know, oh yeah,they're just you know here to
fix a job for for my home.
But like there's so much more toit.
It's a people structure, it's apeople organization.
(14:28):
And I think that's part of howyou've been able to produce such
excellence because you are sortof growing your people and your
culture and leading by examplethat way.
I think that's awesome.
SPEAKER_00 (14:38):
Yeah, we're doing our part, we're trying.
Yep.
No, I I think you're rightthough, Julian.
Uh, when I've looked at otherindustries and so forth, I'm
like, oh, it's gotta be probablythe same exact thing today that
it was 20 years ago.
Uh, but ours isn't that, and Idon't know if the other ones
are.
And so that's made me reconsiderthat.
Like maybe I was totally wrongon that.
Maybe something that seemssimple or mundane is actually
(14:59):
dynamic and has a lot of layersto it.
Because if it's going to justifymanager or managers being there
40-ish or whatever hours a week,there's got to be something
you're doing.
So, what are you changing?
What are you improving?
Are you the same thing you arethe you know today that you were
five years ago?
That kind of stuff.
SPEAKER_01 (15:16):
Yeah.
I love that.
So you're a customer of Peaksy.
So, what kind of impact hasPeaksy made on your business?
SPEAKER_00 (15:26):
Transparency.
Um the long game, like I've beentalking about.
There's an awful, awful lot ofprivate equity going on in our
space right now.
Um, seems everybody's selling.
So one thing is in that theprivate equity wants to know who
you really are as a company, andPeaksy helps unpack that, but
I'm not even approaching it fromthat angle.
(15:47):
Um, there is definite valuethere.
Uh, if you actually I talked onetime, there was a PeakSe uh
session going on at an expo, andthe crowd, you know, could get
the mic afterwards and I talkedabout it.
Uh, and because I'm a big fan.
And one of the things in therewas if you're gonna sell your
business, you better go into thecloset and clean out the closet
(16:08):
and do all those kinds ofthings, right?
Just like you would your house.
Figure out what those things arethat you need to clean up and
get them cleaned up if you wantmaximum value for selling again.
Now, where I'm approaching itfrom is more of the long game of
is our customer service topnotch?
Has it slipped?
Is our um value proposition attop notch or has it slipped?
(16:32):
Those kinds of things, becauseif we let any of them slip too
far, that's where you get thechaotic, you know, like the
roller coaster withinbusinesses.
And that's what we've been ableto stave off, you know, the best
we can with economic cycles,competitor changes, all that.
So that I think is where a lotof the failures come from,
though.
Is a company is ignorant to it,whether they're not looking or
(16:56):
they don't care to what theyreally are.
And if you're really this andthe consumer is saying you're
really that, it doesn't matterwhat our opinions are, we're
wrong.
And so what are you really?
And that's what Peaksy helpshelps identify.
SPEAKER_01 (17:09):
So what how would you describe to another home
services business owner whatPeaks actually is and what it
does for you?
SPEAKER_00 (17:18):
What it is would be a tool that I'll call it big
data.
I don't know if it fits thetechnical realm of that, but it
goes in, pulls big data.
Uh it's a key phrase that kindof started popping up a few
years ago, right?
Um, and it analyzes that andgives the results basically of
all those metrics of what thecompany is.
(17:40):
How much market share do youhave?
Who are your competitors?
What are they up to?
What are their people doingcurrently?
Um, what are people saying aboutyou?
So it's pulling sentiment off ofnot just reviews but social
media posts and responses, andyou name it.
It's pulling all that,aggregating it together, and
giving you that in a in apackage that you can understand
(18:01):
and digest and then action.
So that's what it is.
Now, what's it done for me?
It's the same thing.
It's package that up, give it tome in something I can click on
right now and go look at.
And now what do I need to dowith my company as a result?
SPEAKER_01 (18:16):
Interesting.
So it gives you kind of a viewof the marketplace, the
industry, and how your businesskind of stacks up.
So it shows you any kind of gapsthat you might be needing to
sort of improve upon.
It's it like helps you look atlike a 360 view of your
business, where it fits withinthe market and what you need to
do to continue to improve andserve your customer and grow.
So uh interesting.
SPEAKER_00 (18:35):
Yeah, I mean, look at even uh if you've heard of
SWOT analysis, strengths, yeah,yeah.
Peaksy gives you that rightthere.
SPEAKER_01 (18:42):
Oh, awesome.
Yeah, that's that's a greatyeah.
SPEAKER_00 (18:45):
The problem with a SWOT analysis is you're like
what we've done, we do them atour quarterly offsite sometimes.
You're doing it from your ownvantage point.
What do I think our strengths,what do I think our weaknesses?
Well, Peaksy will tell youwithout your own uh blinders on.
SPEAKER_01 (19:01):
Awesome.
Okay.
So I guess uh, well, I mean,would you recommend Peaksy to
other home services businessowners?
SPEAKER_00 (19:07):
Yeah, of course.
I have and I'll continue to.
Awesome, awesome.
And they just keep making leapsand bounds in new features and
value, value for the productanyway.
SPEAKER_01 (19:18):
Absolutely, absolutely.
So, Trent, we're about to toland a plane here.
So what do you think is thefuture of Wirenut?
Like, what are you most excitedabout?
SPEAKER_00 (19:29):
There's a okay, so overall, I think it's a very
positive future.
Uh the AI that Peaksy usesreally can't be used for
replacing our team, our people.
It's that's a long ways out.
Maybe in one of those sci-fifuture robot movies, you know,
maybe that can happen.
Um but right now we have astrong future.
(19:51):
We have a demand for help.
We need more people in theindustry.
Unfortunately, parents alltaught their kids to go to
Google or Starbucks.
I make fun of it that way allthe time, but it's true.
Um, they should go out andactually work with their hands,
learn skills that they can beproud of.
Um, in our industry, you've gotcustomer service, hands-on
experience, you've got uh salesconversations, like you know, of
(20:14):
making sure that you'recommunicating the value
proposition.
There's so much that you canlearn in this.
Um, you can go into managementand do all these things and
randomness uh, you know, thatyou have to work on at any given
time.
So the future is bright.
The other thing is privateequity would not be buying up
people if they didn't feel thesame way.
(20:35):
And there are some cases wherethose private equity groups have
over-leveraged themselves,gotten in trouble.
There's one I can speak of.
I don't know about any others.
But if that happens and if thathappens in a chain reaction,
then that's gonna leave thestandalone operators in a pretty
good position, is my belief.
And so are we still gonna be oneof those standalone operators at
(20:56):
that time?
Um, what's our unique, what'sour value proposition?
How do we get people to comehere and consider working here
and come here and consider usingour services as a customer?
SPEAKER_01 (21:07):
Yeah.
Gotcha.
Yeah, no, I mean everything thatI see, it's interesting how you
kind of you know led with AI andtech and stuff like that.
But every like chart or graph orprojection that I'm hearing all
of the AI experts talk about,they say like one industry that
is like really poised is is uhis trades, you know, in home
services.
So I think that's uh that'sreally awesome.
(21:27):
You're like right there at theforefront uh to to capitalize.
So um yeah.
SPEAKER_00 (21:32):
We also we also got past the mom and pop phase.
There's still a lot of mom andpops, but you look at if you
remember the blockbuster era,blockbuster video comes in, all
the mom and pops got displaced.
That's what private equity istrying to do in home services.
I don't think that they're gonnabe as successful, it's a more
robust, more complicatedindustry, but in all of that,
we've got better tools likePeaksy, we've got all these
(21:54):
different things, we've gotbetter knowledge, we're
operating at levels we've neveroperated at.
And so we're past that phase ofdoing, you know, be like
basically buying our career orwhatever.
Um, we're just an employeemaking employee wages but owns a
company.
There's no perks of that.
You they're turning into robustactual businesses that have real
(22:16):
needs and and real value.
So it's it's a bright future forhome services.
SPEAKER_01 (22:22):
Awesome.
That's really great to hear.
So, Trent, close us out.
Anything else that we should bespeaking about regarding a wire
nut?
Any other message that you havefor prospective customers or or
maybe even advice for other homeservices business owners?
SPEAKER_00 (22:39):
Advice.
Um treat your customers, treatyour employees as you'd want to
be treated.
Make it simple.
Like we joke around with eachother quite a bit.
And I've got a um one of mybuddies, he came back to our
company here.
I met him here, he left for awhile, came back.
Well, anyway, that's a longstory to just say.
Uh, we were talking about it theother day, and he said, you
(23:02):
know, when we're joking aroundand stuff with each other, I
think it's healthy for us toshow that to the customers when
the time and place is right.
And so that's what we do.
We try to make it incrediblysimple.
Just don't overcomplicate this.
Don't make it all HR-driven andbureaucratic.
I despise those two things.
Make it simple, but demand.
Here's one thing is never fallfor a hostage situation.
(23:24):
Demand that your team treats thecompany with dignity and respect
that it deserves.
Otherwise, you've got, becauseanybody's falling for it, well,
he's really good at his job, soI'm gonna keep him.
Yeah, but he's a total ass.
Nobody likes working with him.
He's probably run off five orsix people.
Why is he still here?
Those kinds of things have to beaddressed.
And that on the mom and poptopic, that's one of those
(23:46):
infancy kind of problems that Isee.
I've done it.
And then you work past it, andyou're like, why did I ever do
that?
I'm and so just keep it simple.
Keep it good people, besurrounded by good people.
SPEAKER_01 (23:58):
I think that is really great advice and a good
place to end the conversationthere.
So, well, well, Trent, tell usuh, how can people connect with
you to learn more about WireNot?
Connect with you personally.
Tell us all that information.
SPEAKER_00 (24:10):
Uh, if someone wants to call in, they can call
719-227-0500.
That'll get to our call center.
They can patch through a call,you know, wherever as needed.
Customers is really what that'sgeared around, though.
Uh, if you want to contact medirectly via email, you can do
that at t urban.
So t-u-r-b-a-n at thewirenut.com.
(24:34):
And um otherwise, we're inColorado Springs.
We've got many peers that havecome and visited us.
We've gone to them as well, sowe're always open for that too.
SPEAKER_01 (24:43):
That's great.
And we'll make sure to have allyour contact information in the
show notes.
So, Trent, thank you so much foryour time and sharing your story
here on the show today.
SPEAKER_00 (24:52):
Yeah, thanks for having me.
SPEAKER_01 (24:53):
And everyone else, thanks for tuning in to another
episode of Home Services SuccessStories powered by Peaksy.
And we'll see you on the nextepisode next time.
Welcome to the Home Services Success Stories
podcast, powered by Peaksy, thenumber one AI platform for
growing your home servicesbusiness.
On the show today, we have TrentUrban, who is the president at
WireNut Home Services.
Trent, welcome to the show.
How are you?
Good.
Very good.
SPEAKER_00 (00:18):
How are you?
SPEAKER_01 (00:19):
Doing really good.
It's great to have you on.
Um if you're Yeah, thanks forhaving me.
Absolutely, absolutely excitedto dig in and learn more about
your story.
So start us off with just kindof a brief intro about who you
are and what you do, Trent.
SPEAKER_00 (00:31):
Uh so I'm the owner and president of WireNet Home
Services.
We're based in Colorado Springs,Colorado, of course.
Um we offer, you know, tohomeowners, nothing commercial,
any of that.
We're a strictly service andrepair company.
Uh we offer electrical, heating,plumbing, and drain services
within the homes.
SPEAKER_01 (00:51):
Electrical, heating, and drain services within the
home.
SPEAKER_00 (00:54):
And I uh heating and cooling that goes to hand in
hand, but yeah.
SPEAKER_01 (00:58):
Gotcha, gotcha.
Okay.
Well, it's always cool to learnabout the genesis stories of how
business come into existence.
So tell us a bit about thefounding story of Wire Nut.
What was the original vision forthe business?
SPEAKER_00 (01:11):
I was actually birthed out of necessity.
Um, at the time that the ideastarted stewing, uh, I was
working within my dad'sconstruction company and we were
doing heavy industry work.
And in between jobs, when wewould have a contractor or
somebody throw us off onschedule, we would have dead
time in between.
So we would accept servicecalls.
(01:32):
So we would go into, say,someone's home or small business
or whatever, take care of someuh at the time it was just
electrical, so electricalrepairs.
Problem was we weren't gearedfor that, we didn't respect the
location, we didn't havetraining for that, none of this.
We were construction workersrunning around, probably with
mud on our boots, going intotheir places.
(01:52):
So uh, on top of that, theinvoicing and just all the
process of that was severelybroken.
We were again a constructioncompany trying something.
Uh, so this would be from 2001we were looking, and then you
fast forward a few years.
We looked at franchise stuff,all this different stuff.
You fast forward a few years,2004 hits and uh my dad and I,
(02:17):
and then my brother, who was auh financial advisor, he hated
what he did, so he wanted tojoin the family.
So we had this uh flyer orwhatever for this thing called I
think they called it Profit Daysback then, also.
And it was for this group calledElectrician Success
International, so ESI.
It was uh part of later likeclockwork home services, Airtime
(02:38):
500, plumbing success group, allthat.
And uh we went out to Vegas tosee what they had and what they
had to say and so forth, and wefigured, well, at least we'll
have some fun, but you know,it's no good.
Um we ended up though signing upfor that group at that time, and
the major reason was one of thekind of the godfathers of the
electrical industry, uh PatrickKennedy.
(03:01):
When we saw him talk and wechatted with him when he was not
on stage, things like that, itwas like this guy's authentic.
So that allowed us to build amodel for a service company,
which we ended up separating thetwo companies, uh, built and
building a model with thatsupport.
And so there was a lot ofconversations early on with all
the small all the new membersbecause we were in the like
(03:24):
group of the beginning ones, andso nobody necessarily knew what
they were doing except forPatrick Kennedy.
And so he was the one that wewould learn from, and we'd go
visit his shop, and then we'dvisit each other, we'd do
trainings, all that.
And uh to this day we're stillin that group, it's now known as
Certain Path, but it's one ofthose where we're still getting
value out of it, we're able togive to others throughout it,
(03:46):
you know, because we've beendoing it a while and have grown
into a more robust company.
And uh if you go back to theGreat Recession, 08-09, 2010 is
when we shut down thatconstruction company, so there
is no more of that.
It was Urban Electric, my lastname.
Uh so now we just have WireNet.
And then there's a lot morethere, but I don't know if I uh
(04:08):
if that's relevant to the story,but basically just the ownership
splits.
Uh, my brother used to beinvolved in it, was a partner.
I bought him out at the end of2012, um, added HVAC uh in 2013,
added plumbing in I think it was17 or 18.
Um, and so we became an actualhome services company.
(04:31):
We're still carrying around theword wire in our name, wire nut,
but that's us.
SPEAKER_01 (04:36):
Interesting.
So it really started from amarket need.
You're originally a constructioncompany that you mentioned.
You began to service that need,develop the competency, found
like it sounds like you found aleader in the space and kind of
model the best practices andkind of grew it organically.
And eventually uh the servicesbusiness overtook the
construction business and youshut that down, right?
SPEAKER_00 (04:55):
Yep.
SPEAKER_01 (04:56):
Gotcha, gotcha.
SPEAKER_00 (04:57):
Yeah, and essentially I switched sides
because we needed to shed uhcosts on the construction
company.
And at the time, my brother wasrunning as the GM of the uh
small you know wire net that wehad just started, and uh so I
went and joined him.
So we partnered up.
So it was out of necessity.
I didn't want to do it.
I'm glad it happened, but Ididn't want to do it at the
time.
SPEAKER_01 (05:16):
Interesting, interesting.
So, what were those early dayslike?
Didn't really know the businessor have the competency or
whatnot, but you know, saw thepath and started growing it.
So, what did that look like?
SPEAKER_00 (05:26):
Uh we knew the electrical industry, we didn't
know home services, customerservice, all of that.
Totally different pricing model,one where we give a price up
front instead of surprising thecustomer at the tail end.
You know, time and material isexactly how that is.
You go and you complete the job,and then they don't know what
they're gonna pay until you givethem the invoice.
And in a lot of those cases,even those companies can't give
(05:48):
an invoice because they don'tknow the full costs of the job
yet.
So then you're mailing aninvoice to somebody that you
essentially extended credit tosomeone you don't even know.
And so now we're COD, now wegive prices up front.
Now I've got a team oftechnicians all in the field
that have our price structure.
They know how to price jobs.
So it's much more in tune withcustomer service and it's a much
(06:11):
more uh like streamlinedoperation.
SPEAKER_01 (06:13):
Interesting.
Okay.
So um so so kind of the thepricing structure and the way
you did that was kind of a pointof differentiation, a jump to
the way I guess customers wouldrather buy versus the latter or
the the opposite, right?
SPEAKER_00 (06:27):
Yep, yep, absolutely.
We also um gearing it towardscustomers, we built everything
off of a woman-centric kind ofexperience because if it's
clean, organized, andtrustworthy, you know, from a
woman's perspective, then it'llpass the colors of uh, you know,
a test of men as well.
Because uh otherwise we didn'twant to be that gruff, greasy,
(06:48):
stinky automotive shop that youmay remember from the 80s and
early 90s, or probably evenstill now.
And uh so we had to try to makesure we were customer-centric,
not that you know, dirtyexperience.
SPEAKER_01 (07:02):
That's actually a really interesting point right
there.
So, what was kind of theexperience or the insight that
led you to really focus in onkind of creating a
customer-centric experiencearound the women, you said?
SPEAKER_00 (07:16):
In all reality, we're just a DNA made up of the
DNA.
Uh we're a company made up ofthe DNA of all kinds of these
other companies that I know.
And so we take the best and welearn.
And in that learning, that'swhat got us there to
customer-centric, protecting thefloors, protecting the spaces,
um, not having mistakes, havingcheck lists that you know, hey,
(07:38):
the job is it truly done, or arewe about to create a leak on
somebody's floor and uh tear uptheir hardwoods with it because
we because that th those arereal risks that you have when
you're in someone's home.
Um along the way though ofadopting that idea, that
business model, um one of thethings that dawned on me is that
a home, probably in your casetoo, maybe Julian, but a home is
(08:02):
typically somebody's number oneinvestment.
It's also at the same time, soit's their most valuable thing
in their life.
At the same time, it's the placewhere you get recharged.
And so if we're gonna go intothat space, we sure better.
Otherwise we're selfish jerks,we sure better make it about
them.
It's not about us.
And so I mean, I remember 20years ago I had a dish uh
(08:25):
installer, you know, back whenwe'd put dishes on our houses.
Uh had one go open in the attic,did all their work.
The only thing to this day thatI still quote out and that I
remember are the smudge marks onmy attic access that he never
bothered cleaning off.
That's what we're not supposedto be.
SPEAKER_01 (08:42):
Got it.
So basically, going at thebusiness and treating it about
what it is that you know, whichis usually, you know, family's
most prized asset, and reallytreating the customer that way.
So I think that's great.
So, fast forward to present day,WireNut has for sure become one
of the most recognized names inhome services in Colorado.
(09:02):
So, what would you say has beenkind of the secret to that
growth and longevity?
SPEAKER_00 (09:08):
Um, I would pretty much probably chalk it up to
playing the long game.
Building a business isn't easy,it's not an overnight endeavor.
And so, in the time that I'vespent doing this and from the
beginnings of learning fromothers, and I still do the same.
Uh, you just we have to stayrefined, we have to stay cutting
edge, and we have to make itabout the people.
(09:29):
As a friend of mine who hasanother very successful company
says, it's we are people servingthe people, and that's really
what it is.
We're not Google bots crawlingwebsites, we're not AI
mechanisms going out andlearning about society.
We are people going into otherpeople's homes serving them, and
we have to, again, like I said,make it about them.
(09:50):
So uh, in that long gamestrategy, there's so many
various things that that go onin a company, and you could be
excellent at one.
Like I know some people thatthey were friends that have had
companies, some of them haveclosed them down, but they were
really good at training onsales.
But that's all they weren't goodwith the financial side, they
(10:12):
weren't good with making sureyou have sticky customers that
you know you repeats that youcan count on that they can count
on you.
Um, there's an awful highfailure rate in the industry,
and a lot of it comes from that.
They're doing the short game,trying to do a money grab, get
out, whatever they can dobecause they think that's their
career.
And instead, if you stick withit and go into the deeper layers
(10:34):
of how we operate, you you gotto be involved with culture
because again, it's people.
Um, we, for example, just rolledout a uh inventory model um two
months ago that is the simplest,cleanest, streamlined inventory
model I have yet to ever hearof.
And we rolled that out where alot of other companies wouldn't
have spent the time or effort.
And so I think that's been onedifferentiator.
(10:57):
Uh community involvement just uhthree hours ago.
Yeah, I went on uh local news.
I go on every month and we givemoney to a charity, so we do it
on air.
We let the viewers pick thecharity.
Um, and then they get a bigcheck and you know, kind of an
excitable uh event where they'regetting issued that.
(11:17):
They get to talk about theircharity, share, you know, who
they are, what they stand for,what they do to help others.
And so doing stuff like that, itgives us name recognition, yes,
because we're on the air, andthat's only fair.
We're the ones paying for all ofthis, but we make the entire
interview about them.
And so the one just this morningwas uh Mustang ambassadors, and
(11:39):
uh they'll work with specialneeds kids, adults, veterans who
have had traumatic braininjuries, you name it, and they
uh work with them on horses, onMustangs in particular.
And so really cool stuff.
We end up meeting an awesomecharity, new one every month.
SPEAKER_01 (11:56):
Yeah, there's a lot there.
So I heard the long gamestrategy, really making about
the customer, innovating prettymuch every aspect of the
business, an emphasis on cultureas well as community service.
So there's a lot going on there.
So um speak to us just a bitabout the culture.
How would you describe theculture at Warnet?
SPEAKER_00 (12:14):
Uh, healthy, we treat everybody with dignity, we
don't lash out, attack eachother, disrespect each other.
Those are kind of the mainstays,those are the staples of who we
have to be as a culture.
We have to have mutual respectand so forth.
But if you get into our actualcore values, these also layer
on, and they are care, family,grow.
So you have here's one justactually unpacking a little more
(12:37):
detail.
We have our three core values.
About two, three years ago, thecare core value was pretty much
seen by every employee.
They took it as you have to careabout me.
We do, but you also have to careabout the organization, and
there was some of that lax goingon, and so we ended up having to
re-uh revamp our structure, youknow, not entirely, but you
(12:58):
know, replace some people.
That's one of the harder partsof uh, you know, having a career
like this, being in a leadershipposition.
You have to affect people'slives, and it's not always
something they're excited about.
So to go into that culturethough, care has to be a mutual
two-way street.
That's where we started talkingmore about accountability.
If you want to have that seat,somebody else would probably
(13:19):
love to have that seat that'sout in the market right now,
looking for a good career.
You better treat that seat withrespect.
And I I consider that in my roletoo.
I have to do a great job ofthis.
If I don't, I need to get out ofthe way.
Let somebody else do it.
And so um the family part,that's where the dignity,
respect, mutual uh communicationunpack a thing uh topic that
(13:43):
that needs to be unpacked ifneeded, if that's going to lead
you to a healthier place.
And then grow uh is that youhave to have a growth mindset.
So no stagnation, no victimhood,none of that.
You can't be a victim here andever get anywhere.
And that's a big problem in oursociety right now.
Everybody's a victim.
Just look at the billboards, theattorneys tell you five times
(14:04):
over on your usual commute.
SPEAKER_01 (14:07):
Love that.
Grow family and care and reallyhaving a growth mindset and
taking responsibility andaccountability for your actions
and your outcomes.
Um, I think that's really great.
I think people think homeservices business and they
think, you know, oh yeah,they're just you know here to
fix a job for for my home.
But like there's so much more toit.
It's a people structure, it's apeople organization.
(14:28):
And I think that's part of howyou've been able to produce such
excellence because you are sortof growing your people and your
culture and leading by examplethat way.
I think that's awesome.
SPEAKER_00 (14:38):
Yeah, we're doing our part, we're trying.
Yep.
No, I I think you're rightthough, Julian.
Uh, when I've looked at otherindustries and so forth, I'm
like, oh, it's gotta be probablythe same exact thing today that
it was 20 years ago.
Uh, but ours isn't that, and Idon't know if the other ones
are.
And so that's made me reconsiderthat.
Like maybe I was totally wrongon that.
Maybe something that seemssimple or mundane is actually
(14:59):
dynamic and has a lot of layersto it.
Because if it's going to justifymanager or managers being there
40-ish or whatever hours a week,there's got to be something
you're doing.
So, what are you changing?
What are you improving?
Are you the same thing you arethe you know today that you were
five years ago?
That kind of stuff.
SPEAKER_01 (15:16):
Yeah.
I love that.
So you're a customer of Peaksy.
So, what kind of impact hasPeaksy made on your business?
SPEAKER_00 (15:26):
Transparency.
Um the long game, like I've beentalking about.
There's an awful, awful lot ofprivate equity going on in our
space right now.
Um, seems everybody's selling.
So one thing is in that theprivate equity wants to know who
you really are as a company, andPeaksy helps unpack that, but
I'm not even approaching it fromthat angle.
(15:47):
Um, there is definite valuethere.
Uh, if you actually I talked onetime, there was a PeakSe uh
session going on at an expo, andthe crowd, you know, could get
the mic afterwards and I talkedabout it.
Uh, and because I'm a big fan.
And one of the things in therewas if you're gonna sell your
business, you better go into thecloset and clean out the closet
(16:08):
and do all those kinds ofthings, right?
Just like you would your house.
Figure out what those things arethat you need to clean up and
get them cleaned up if you wantmaximum value for selling again.
Now, where I'm approaching itfrom is more of the long game of
is our customer service topnotch?
Has it slipped?
Is our um value proposition attop notch or has it slipped?
(16:32):
Those kinds of things, becauseif we let any of them slip too
far, that's where you get thechaotic, you know, like the
roller coaster withinbusinesses.
And that's what we've been ableto stave off, you know, the best
we can with economic cycles,competitor changes, all that.
So that I think is where a lotof the failures come from,
though.
Is a company is ignorant to it,whether they're not looking or
(16:56):
they don't care to what theyreally are.
And if you're really this andthe consumer is saying you're
really that, it doesn't matterwhat our opinions are, we're
wrong.
And so what are you really?
And that's what Peaksy helpshelps identify.
SPEAKER_01 (17:09):
So what how would you describe to another home
services business owner whatPeaks actually is and what it
does for you?
SPEAKER_00 (17:18):
What it is would be a tool that I'll call it big
data.
I don't know if it fits thetechnical realm of that, but it
goes in, pulls big data.
Uh it's a key phrase that kindof started popping up a few
years ago, right?
Um, and it analyzes that andgives the results basically of
all those metrics of what thecompany is.
(17:40):
How much market share do youhave?
Who are your competitors?
What are they up to?
What are their people doingcurrently?
Um, what are people saying aboutyou?
So it's pulling sentiment off ofnot just reviews but social
media posts and responses, andyou name it.
It's pulling all that,aggregating it together, and
giving you that in a in apackage that you can understand
(18:01):
and digest and then action.
So that's what it is.
Now, what's it done for me?
It's the same thing.
It's package that up, give it tome in something I can click on
right now and go look at.
And now what do I need to dowith my company as a result?
SPEAKER_01 (18:16):
Interesting.
So it gives you kind of a viewof the marketplace, the
industry, and how your businesskind of stacks up.
So it shows you any kind of gapsthat you might be needing to
sort of improve upon.
It's it like helps you look atlike a 360 view of your
business, where it fits withinthe market and what you need to
do to continue to improve andserve your customer and grow.
So uh interesting.
SPEAKER_00 (18:35):
Yeah, I mean, look at even uh if you've heard of
SWOT analysis, strengths, yeah,yeah.
Peaksy gives you that rightthere.
SPEAKER_01 (18:42):
Oh, awesome.
Yeah, that's that's a greatyeah.
SPEAKER_00 (18:45):
The problem with a SWOT analysis is you're like
what we've done, we do them atour quarterly offsite sometimes.
You're doing it from your ownvantage point.
What do I think our strengths,what do I think our weaknesses?
Well, Peaksy will tell youwithout your own uh blinders on.
SPEAKER_01 (19:01):
Awesome.
Okay.
So I guess uh, well, I mean,would you recommend Peaksy to
other home services businessowners?
SPEAKER_00 (19:07):
Yeah, of course.
I have and I'll continue to.
Awesome, awesome.
And they just keep making leapsand bounds in new features and
value, value for the productanyway.
SPEAKER_01 (19:18):
Absolutely, absolutely.
So, Trent, we're about to toland a plane here.
So what do you think is thefuture of Wirenut?
Like, what are you most excitedabout?
SPEAKER_00 (19:29):
There's a okay, so overall, I think it's a very
positive future.
Uh the AI that Peaksy usesreally can't be used for
replacing our team, our people.
It's that's a long ways out.
Maybe in one of those sci-fifuture robot movies, you know,
maybe that can happen.
Um but right now we have astrong future.
(19:51):
We have a demand for help.
We need more people in theindustry.
Unfortunately, parents alltaught their kids to go to
Google or Starbucks.
I make fun of it that way allthe time, but it's true.
Um, they should go out andactually work with their hands,
learn skills that they can beproud of.
Um, in our industry, you've gotcustomer service, hands-on
experience, you've got uh salesconversations, like you know, of
(20:14):
making sure that you'recommunicating the value
proposition.
There's so much that you canlearn in this.
Um, you can go into managementand do all these things and
randomness uh, you know, thatyou have to work on at any given
time.
So the future is bright.
The other thing is privateequity would not be buying up
people if they didn't feel thesame way.
(20:35):
And there are some cases wherethose private equity groups have
over-leveraged themselves,gotten in trouble.
There's one I can speak of.
I don't know about any others.
But if that happens and if thathappens in a chain reaction,
then that's gonna leave thestandalone operators in a pretty
good position, is my belief.
And so are we still gonna be oneof those standalone operators at
(20:56):
that time?
Um, what's our unique, what'sour value proposition?
How do we get people to comehere and consider working here
and come here and consider usingour services as a customer?
SPEAKER_01 (21:07):
Yeah.
Gotcha.
Yeah, no, I mean everything thatI see, it's interesting how you
kind of you know led with AI andtech and stuff like that.
But every like chart or graph orprojection that I'm hearing all
of the AI experts talk about,they say like one industry that
is like really poised is is uhis trades, you know, in home
services.
So I think that's uh that'sreally awesome.
(21:27):
You're like right there at theforefront uh to to capitalize.
So um yeah.
SPEAKER_00 (21:32):
We also we also got past the mom and pop phase.
There's still a lot of mom andpops, but you look at if you
remember the blockbuster era,blockbuster video comes in, all
the mom and pops got displaced.
That's what private equity istrying to do in home services.
I don't think that they're gonnabe as successful, it's a more
robust, more complicatedindustry, but in all of that,
we've got better tools likePeaksy, we've got all these
(21:54):
different things, we've gotbetter knowledge, we're
operating at levels we've neveroperated at.
And so we're past that phase ofdoing, you know, be like
basically buying our career orwhatever.
Um, we're just an employeemaking employee wages but owns a
company.
There's no perks of that.
You they're turning into robustactual businesses that have real
(22:16):
needs and and real value.
So it's it's a bright future forhome services.
SPEAKER_01 (22:22):
Awesome.
That's really great to hear.
So, Trent, close us out.
Anything else that we should bespeaking about regarding a wire
nut?
Any other message that you havefor prospective customers or or
maybe even advice for other homeservices business owners?
SPEAKER_00 (22:39):
Advice.
Um treat your customers, treatyour employees as you'd want to
be treated.
Make it simple.
Like we joke around with eachother quite a bit.
And I've got a um one of mybuddies, he came back to our
company here.
I met him here, he left for awhile, came back.
Well, anyway, that's a longstory to just say.
Uh, we were talking about it theother day, and he said, you
(23:02):
know, when we're joking aroundand stuff with each other, I
think it's healthy for us toshow that to the customers when
the time and place is right.
And so that's what we do.
We try to make it incrediblysimple.
Just don't overcomplicate this.
Don't make it all HR-driven andbureaucratic.
I despise those two things.
Make it simple, but demand.
Here's one thing is never fallfor a hostage situation.
(23:24):
Demand that your team treats thecompany with dignity and respect
that it deserves.
Otherwise, you've got, becauseanybody's falling for it, well,
he's really good at his job, soI'm gonna keep him.
Yeah, but he's a total ass.
Nobody likes working with him.
He's probably run off five orsix people.
Why is he still here?
Those kinds of things have to beaddressed.
And that on the mom and poptopic, that's one of those
(23:46):
infancy kind of problems that Isee.
I've done it.
And then you work past it, andyou're like, why did I ever do
that?
I'm and so just keep it simple.
Keep it good people, besurrounded by good people.
SPEAKER_01 (23:58):
I think that is really great advice and a good
place to end the conversationthere.
So, well, well, Trent, tell usuh, how can people connect with
you to learn more about WireNot?
Connect with you personally.
Tell us all that information.
SPEAKER_00 (24:10):
Uh, if someone wants to call in, they can call
719-227-0500.
That'll get to our call center.
They can patch through a call,you know, wherever as needed.
Customers is really what that'sgeared around, though.
Uh, if you want to contact medirectly via email, you can do
that at t urban.
So t-u-r-b-a-n at thewirenut.com.
(24:34):
And um otherwise, we're inColorado Springs.
We've got many peers that havecome and visited us.
We've gone to them as well, sowe're always open for that too.
SPEAKER_01 (24:43):
That's great.
And we'll make sure to have allyour contact information in the
show notes.
So, Trent, thank you so much foryour time and sharing your story
here on the show today.
SPEAKER_00 (24:52):
Yeah, thanks for having me.
SPEAKER_01 (24:53):
And everyone else, thanks for tuning in to another
episode of Home Services SuccessStories powered by Peaksy.
And we'll see you on the nextepisode next time.
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.