Chaos to Systems: Why Professional Builders Need Coaching, with Cole Tilbury

Building houses? You've got that covered. But building a business that doesn't rely on you working 80-hour weeks while making $25 an hour? That's where most builders hit the wall.

Cole Tilbury, performance coach with The Professional Builder, is helping construction pros break free from the chaos cycle and build businesses that actually work for them instead of against them. With nearly two years coaching builders across North America, Cole has seen the same pattern over and over: skilled craftsmen trapped in their own success, spinning plates instead of scaling profits.

On this episode of Builder Straight Talk, Cole breaks down why the best builders often make the worst business owners and what it takes to flip that script.

Cole walks through how The Professional Builder's coaching process helps contractors identify their Professional Builder Rate (PBR) and systematically eliminate everything below it.

The secret isn't working harder or finding more leads. It's about implementing systems that make every job more profitable while buying back your time.

Cole talks about:

• Why "I need more work" is usually the wrong diagnosis
• The 10-step sales process that converts 70% of qualified leads
• How the 1% referral system creates consistent warm leads
• The "Wow Pack" strategy that positions you as the premium choice
• Building teams and processes that run without you

One of the most powerful insights Cole shares is about delegation and the psychology of letting go. Most builders are doing $15-an-hour admin work while their business starves for $150-an-hour leadership. Hiring specialists to handle everything below your PBR doesn't cost money, it makes money.

The conversation gets tactical with Cole's breakdown of offline marketing strategies that actually work. While everyone's chasing social media, the real money is still in community relationships, referral systems, and professional presentation that builds trust before you even show up.

Cole also reveals how The Professional Builder's coaching team includes active builders who've implemented these systems and now teach others while running their own profitable companies. It's not theory from the sidelines, it's battle-tested strategies from people still in the game.

For builders ready to stop trading time for money and start building a business that works without them, Cole's insights provide a clear roadmap. Whether you're doing $100K in revenue or $25 million, the principles remain the same: systems, delegation, and strategic focus.

The choice is simple: stay trapped in the chaos or build something that gives you true wealth, which Cole defines as more time and more money to live the life you actually want.

"We're not trying to make you sound like every other business. You can add your personality into these systems and we can tweak it to make sense for your business."

About Cole Tilbury:
Cole Tilbury is a performance coach and marketing strategist who has worked with over 150 residential builders worldwide, helping them scale smarter, sell better, and gain control of their time and profits.

He currently serves as the Head of Content and Training at The Professional Builder, a coaching company that supports builders across Australia, New Zealand, Canada, and the United States. Cole specializes in turning operational chaos into clear systems—whether it's building pricing models that protect margins, creating lead-generation campaigns that convert, or coaching teams through the challenges of growth.

Originally from Canada, Cole's background blends boots-on-the-ground experience with sales psychology and operational strategy. His practical, straightforward approach is rooted in a single goal: helping builders create businesses that are profitable, sustainable, and support the lifestyle they set out to achieve.

Resources:

• Book a strategy call: https://www.calltpb.com
• Download free resources (10-step sales process, referral templates, and more): https://drive.google.com/drive/folders/18eNuhNrZ21gAWLrovVz-m-SuLEWHP8At
• Interview with Marty Amos on scaling a construction business: https://youtu.be/431oLrC34K8

Chapters:
00:00 Introduction
01:05 Thoughts on Coaching
01:59 Role of a Coach for Builders
02:34 Importance of Business Skills for Builders
03:35 Scaling and Profitability in Construction
04:29 Systems and Processes
05:46 Knowing Your Numbers
06:37 Delegation and Time Management
08:11 Solving Core Business Issues
14:04 Vision and Business Maturity Date
20:51

Episode Transcript

(00:00):
All work isn't meaningful work.

(00:02):
It's very different.
Just because you're working hard doesn'tmean you're working on the things that,
again, make the changes in your business.
You are the most importantperson to your business.
You are the one, like, it leans on youand typically in the beginning it leans a
hundred percent on you to do everything.
Like our goal is to make surethat you build a team and you
can delegate tasks that numberone shouldn't be on your plate.

(00:22):
And number two, you might not be good at.
And that's completely fair.
it's not about working hard,it's about working smart.
'cause the numbers don't lie.
And if you don't know the numbersin your business, you don't
really know your business well.
we do need to implement the rightsystems in place so that they can
become a repeatable automated actionso that it starts to run itself.
we are focused on the one thing that'sgonna move the needle forward and

(00:45):
make the biggest impact right away.
I'm pretty excited.

(01:06):
Cole, after we met in Dallas a coupleweeks ago, you were there with Marty
and his crew with the professionalbuilders, and there'll be a link
to the show notes so people canfind out more about what you do.
I, I'm intrigued by the overallconcept of coaching, right?
If I have kids, not that I know of, andI don't get cards for Father's Day, but
if I did, you know, my, my girl wouldprobably be going to martial arts classes.

(01:27):
my son would be going to, youknow, power skating, so he'd
be a better hockey player.
But the thought of builders needinga coach is so foreign to me.
So you being the expert, you'repart of Marty's team, uh, Marty
Amos from the professional Builder.
Explain to me a bit about what coachingactually is and dispel the myth that

(01:48):
it, it's a bunch of guys missing twofingers that have nothing better to do.
They can't make it as builders.
So it's that old adage, ifyou can't do it, teach it.
Like dispel that myth and tell me more.
Yeah, well, I'll be honest with you,when I found the professional builder
when I was, uh, looking for a newopportunity, first thing that came into
my head, and funny enough, I've hadconversations with the other coaches.

(02:09):
I'm like.
Who the hell would do this?
Like, I don't, like, I didn'tknow this was even a thing.
Like it wasn't even on mymind that, this was a program
that was offered to builders.
So, it was actually a new thing for mein terms of that being a possibility.
But when it comes to, obviously nowbeing with them for almost two years now,

(02:32):
it is something that is really needed.
A lot of the builders thatcome in, they, I'm never gonna
tell you how to build a house.
Like you guys are the pros at that.
You guys know exactly what you're doing,and it's about taking your construction
business and making it an actual business.
So working on the things that every singlebusiness needs to work on, and that's the

(02:54):
sales and marketing, knowing your numbers,um, having a good team and culture.
These are not things that buildersare educated on and have, um.
Good ideas on and know how to run.
So that's really where we step in is,again, I'm not gonna tell you how to run
the job site in terms of how to buildand put a, put a nail into a piece of
wood, but the actual business skillsare the things that tech typically

(03:19):
lack for a lot of these builders.
And that's where we step in and providethose resources, provide those tips
and templates and the coaching tonot only put them into your business,
but make sure you really understandthem so that you can continue to
grow, um, and add to that foundation.
It would be kind of fair to say it,it, it's like Kentucky Fried Chicken.

(03:39):
When the concept first came, hehad this gnarly guy with his,
you know, the kernel, right.
With his white little beard and he couldcook up a damn fine piece of chicken.
Right.
And he had the recipe.
Right.
So you couldn't argue the factthat he was doing it right.
And he had something unique.
How do I monetize this?
How do I scale it that I can actually takeadvantage of the skillset that I have?

(04:01):
In his case, it was chickenin a builder's, envelope.
It's, you know, I build a greathome, but how do I scale that?
How do I make it biggerand more importantly, how
do I make this profitable?
Is, is that fair to say?
That's what you guys thenfill in the missing bits.
yeah, absolutely.
Like you can't scale chaos, right?
And as a typical builder, that'sreally what they're running on is chaos

(04:21):
consistently on a day-to-day basis.
'cause you're pulled in 10 differentdirections all the time, every single day.
Our goal long-term is to not only buyyou back more time and more money,
but we do need to implement the rightsystems in place so that they can
become a repeatable automated actionso that it starts to run itself.
So we'll do that by many ways,but realistically, the number

(04:45):
one thing that we need to lookat is always the numbers first.
'cause the numbers don't lie.
And if you don't know the numbersin your business, you don't
really know your business well.
And once we can take a look at thenumbers, we can get them organized, you
know, through your p and l for example.
and we look at your balance sheet,and we do this on a regular basis,
like every month, all the time.
We send out financial reportsusing our financial system.

(05:07):
but that's gonna let us know what leversin the business we need to pull to,
first of all, make you more profit.
Because sometimes it's not aboutworking hard, it's about working smart.
So we really want to make sure thatwe are focused on the one thing that's
gonna move the needle forward andmake the biggest impact right away.
and a lot of people will come inand be like, I need more work.

(05:27):
I need to do more jobs.
And it's like, no, we actually justneed to make you more profitable
with the jobs that are coming in.
And if we can do that, it actually meansless leads needing to come into the door.
less quotes that you're gonna need tosend out all the time, which means you
buy back a ton of time to do other highleverage activities in your business.
So the numbers are always gonna bethe first thing that we look at.

(05:49):
Really make sure that we knowwhere we're leading with that and
what action we need to take first.
So that's really whatwe need to, to focus on.
There's two parts thatcaught my attention there.
One is the buying back of my timeand subtly without actually coming
out and saying it and saying it.
You could be doing work butnot profitable, Bo So like,

(06:10):
let me give you an example.
I've been a, a real estate agentnow for what, going on 32 years.
And, uh, one of the biggesttraps that an agent will fall
into, they get a listing, right?
And then they do their little featuresheet and their marketing, but they can
literally spend hours, oh, you know,I've, I'm using a 17 point font, right?
Well, I'm gonna change that to a23 and I'm gonna, I'm gonna move
this picture over to the left andbring this one over to the right.

(06:32):
And three hours later, oh,look at that, it's lunchtime.
I put in work today.
And that was work that you couldhave been paying somebody on
Fiverr, you know, 10 bucks an hourto do versus if you break it down.
And here's the big aha that when I,did the interview with Marty and we'll
put the link to that in the show notes.
'cause that's, definitely a must Here.

(06:53):
The average builder is tryingto do everything right?
So they're their pricing jobs,they're on the site, making sure
their trades have showed up.
They're now, you know,trying to pay the bills.
So there, there's literallyspinning maybe 10 different plates.
By doing that, they can'tfocus on any one thing that's
actually making them profitable.
And the big aha, is when you sit themdown and say, all right, let, let's,

(07:15):
as you said, the numbers don't lie.
What is it that you're grossingthis year or last year?
You know, let's look at historic data.
What did you make last year?
Okay, and here's the number, you know,150, 200,000, whatever that number is.
Okay, wonderful.
How many hours did you actually work?
And, and when you break that down,and you factor in that, the fact,
you know, they may be there seveno'clock, they're not getting home

(07:37):
till nine o'clock in the evening.
That number of, you know, 200,000 suddenlyworks out to maybe 25 bucks an hour.
And then the big aha is holy jumping,I'm doing $25 an hour of work, or
maybe even less, that I should bedelegating to somebody that's gonna
do it a lot better, a lot faster, soI can focus on the core competencies

(07:58):
that are gonna make me more profitable.
Yeah, a hundred percent.
And, uh, all work isn't meaningful work.
It's very different.
Just because you're working hard doesn'tmean you're working on the things that,
again, make the changes in your business.
And that is pretty much one of the firstthings that we do in our onboarding
with us, is that we do look at whatyour time is worth to your business,

(08:22):
using our professional buildersrate, or PBR as we like to call it.
And our main focus is to get you tostop doing the work that is below that,
that number, whatever that may be.
And typically it's maybearound 50 bucks an hour.
Some, some people are doing150 bucks an hour, but then
they're still doing their emails.
Like, that's not a good useof your time to the business.

(08:43):
You are the most importantperson to your business.
You are the one, like, it leans on youand typically in the beginning it leans a
hundred percent on you to do everything.
And if you were to go away for a coupleweeks, like, is your business gonna fail?
Like how many problems are gonna,are you gonna have because you
stepped away for a couple weeks?
Like our goal is to make surethat you build a team and you

(09:04):
can delegate tasks that numberone shouldn't be on your plate.
And number two, you might be shit at,excuse my language, but you might not
be good at, and that's completely fair.
We could hire a virtual assistant,quite easily to do some of your office
admin tasks or maybe we get them totake your marketing completely off your.
Or maybe we're doing the estimatingside of it and they're taking those

(09:26):
things completely off your plateand they're specialist, you're
hiring a specialist that shouldbe able to do it better than you.
So your return on investment is gonnabe much higher if we can learn how to
delegate the tasks that, are below thatPBR or just not, not your specialty,
and put you in a position to, either getmore work, which is usually the sales
side of it, because that's, you're theguy, you're the face of the business,

(09:50):
or women, I should say both, but you'rethe one that's doing the work to get
that through and get money in the door.
So maybe that's where youneed to keep your focus.
A lot of these other tasks can easilybe delegated, but a lot of us just don't
know that that's even a possibility.
Right.
Without spending a lot of money.
And there's other ways to do it.
is there an aha moment in a builder'slife when he realizes holy jumping,

(10:13):
uh, I'm, I'm stepping on so many tailshere and there are too many cats.
at what point do they reach outto you and say, man, I need help.
Is it because they realize they'reputting in all these hours and
not making money, they're doingstuff that they don't like to do?
are they at a point where theyjust feel burnt out and they
don't see any end in sight?
Yeah, I think we'll typically get oneof two people, and it's very rare that

(10:35):
we'll get the first one, which would bethese guys are rocking and rolling, and
they're looking to scale their business.
Like they've got some systems inplace, they're looking for the fine
tuning that's going to get theminto the next stratosphere of stuff.
we do have the, ability and wework with quite a few builders.
Typically we brought 'em up, but we dohave a lot of builders that have come in.

(10:55):
That make $25 millionin revenue each year.
And then we teach 'em howto double that, right?
We give them the skills to get tothat next level and also, again,
have that, that balance of being ableto step back and still earn more.
Right.
So we'll teach youdifferent skills, but yeah.
The other side of it that we, nine timesout of 10 we're gonna get is the builders

(11:16):
that are burnt out, they're tired.
They, again, maybe they're lookingat their numbers or they're looking
at their pipeline and they'relike, man, it's just not changing.
There's no change.
And they're tired, they're exhausted.
It's bleeding into their personal life.
And that's when you startto really feel it more.
and I, I know what it's like to runa business and it to be fully on you,

(11:37):
a hundred percent responsible forevery single thing that happens, and
then just not even having an answer.
Like you don't feel like there's anyend in sight and you don't know the
thing that's gonna make that change It.
it's wishful thinking to think thatone magical client's gonna come in
and pay you a million dollars to buildthem a home at a 20% gross profit.

(12:00):
Unfortunately, it doesn't come aroundlike we need to put in the work
and we need to put in the effort.
And it does bog you down and it'shard to be motivated and have
your energy to be fired up anddoing all those productive things.
That's really where we step in, is we getyou aligned on a, a vision, first of all.
And it doesn't matter what typeof business you want to build.

(12:20):
If you want to build one that's doingcustom, you know, homes, multimillion
dollar, or hey, you're happy doing thekitchen and bathroom renos that are,
you know, 10, 20, 30 grand, whateverit may be, and you're just doing a
bunch of those and you actually maybewanna be on site still and you still
wanna do the building, that's all cool.
We'll help you design the businesswhatever way you want, but we wanna

(12:42):
make sure that again, you're profitable.
You're enjoying that process, andthat you're not stuck in, in the mud
and like, we're here to help you,like, pull you out of that because
that's, it's not a fun place to be in.
And we recognize that too as coaches.
I hear those words, design and processkeep coming up when you're explaining
what this is about, it's part ofwhat you do to create systems, right?

(13:06):
and again, I'm using the food analogy'cause I didn't have lunch today.
if you look at McDonald's,McDonald's is all about systems.
You've got.
Here's how we make the french friesand I can put anybody in there and
within a few minutes they're gonnamaster the skill of making fries.
There's somebody else that doesthe burgers and each thing has
its own dedicated process, right?
Checklist of things that they do.

(13:27):
The reason that's so powerful isthen the guy that's actually the
conductor or the manager in thiscase can step back and everything's
being done more or less without them.
And I would think part of coachingif, if I was a savvy builder, is I'd
want to be able to create that kind ofbusiness that literally I can just step
back and from 60,000 feet I can lookdown at how everything's working out.

(13:50):
I can decide then what needs abit of tweaking, but it's not all
dependent on me because if it's alldependent on you, that's when things
start falling through the cracks.
Is that part of whatyou help 'em do as well?
right away.
That's really the firstthing that we wanna do.
We need to, first of all, createa vision for your business.
What do you actually wantto get outta your business?
What does the end result look like?

(14:11):
We need that, that really long view.
We have to see that because if we'restaring down at our feet all the
time, or we're solving today problems,we're not progressing into, you know,
what's gonna get us to where we want.
We're gonna be all mixed up andgoing in a random direction.
So we do need to stretch that vision.
And for a lot of builders that comein, they've never actually done that.

(14:32):
They're like, I'm just gonnastart building and I'm gonna make
money and it's gonna be good.
And it just doesn't work that way.
So we do need to have an end resultor a business maturity date, or BMD.
So we do go through that first, and thenwe create checkpoints along the way.
So those checkpoints are reallywhere we sit down with you.
We do our game plan session, and wediagnose what the red lights in your

(14:55):
business are specifically because theremight be multiple, but we need to know
the one that's gonna either bring in,more money into your business or more
time allow you to do the work, right?
Because again, usually if you'rewearing all the hats, it's chaos.
You're doing too many things.
You don't know where to start.
and again, when people come into our,coaching program, the two things we

(15:17):
had is I want more jobs and I needsystems, but like, what systems?
Like we don't that, that's so broad.
That doesn't really mean a whole lotbecause systems could be on site,
systems could be in the office, itcould be with your financials, it could
be doing your marketing or your sales.
Like there's so many differentsystems and tackling all of

(15:41):
them at once is the way to lose.
So we really point youin the right direction.
What's either the person, so it'seither a people or a process problem,
and we'll find out what that is first,because sometimes we need to bring in
the right person to buy you back time.
Allow them to take something likedelegating and take that off your plate.

(16:01):
Maybe we need a leader on site that'sgoing to allow you to work on the
business instead of in the business.
Or maybe it is a processand maybe it is one system.
It could be, onsite with just havingbetter communication skills with all
of your teams so that they know whatthey're doing that day, what they're
doing that week, what the expectationsare, and so that there isn't gonna have

(16:21):
any, you know, problems in terms ofdelays or materials not being there,
or I didn't know this was that, or,you know, all that kind of stuff.
Or it could be, Hey, wehave a money collection.
Like we have a process in placein terms of our invoicing or any
change orders or any of that.
It's whatever that may look like.
We need.
Like it's our job as coaches todiagnose what that is, not look at the

(16:43):
bandaid problem, but look at the rootcause of what's actually happening.
And that's really where, wherewe start is trying to pry to
figure out what that actually is.
And again, is it a person or a peopleor is it a process that we need
to tackle first and we will orderthat and structure that for you.
It kind of rings a bell that sometimesthey don't know what they don't know.

(17:06):
And if I put that in context, I, Iwant to go on vacation, you know,
and I call up the travel agent.
I just want to get there, getme there as fast as possible.
Alright, well the first questionmay be where do you want to go?
Like he said, you wanna want to getthere, but where do you wanna go?
When do you wanna leave?
How long do you wanna stay?
Do you want to go by boat,by train, by automobile?

(17:26):
And it seems that you've got thesame approach that they come to
you in a panic, but you have topeel back and say, wait a minute.
Let's let, let's startright at the beginning.
Here is one of the other questions.
Do you look at an exit strategy andthen deconstruct, like maybe, I wanna do
this for five years, 10 years, whatever.
It's, I wanna be in a positionwhere I can sell this thing.
'cause I, I think one of the sadrealities that I've seen from,

(17:49):
people that I've interviewed and justfrom driving around, you'll have a
builder that's put in 10, 15 years.
There's nobody to step in, like no familymember that wants to take over the legacy.
They really don't have anythingthey can sell other than their name.
Because if you don't have systems,again looking at McDonald's,
what is it that you're selling?
So is part of the coaching helpingthem kind of work backwards, if you

(18:12):
will, to create not only that vision,but a structure that down the road,
if they decide that this is whatthey want to do, that they want to be
able to retire, or maybe an investor,do you help on that part of it too?
yeah.
Like I said in the beginning there,we definitely need to look at what
your business maturity date is.
I need to know what type of businessyou want to build, because again, I have

(18:33):
builders that are doing really, reallywell and don't need to be on site,
but they're choosing to be on site.
They love building, and they don'twant to not hang out with their
team and work on the builds andhave their hands in the process.
And then I've got, and a big majority ispeople that wanna be completely offsite.
They want to just be the owner.
And it's funny enough, they endup being the coach for their team.

(18:56):
So they're not runningevery single aspect.
They're coaching their peopleto run the, the systems, right?
And they're maintaining that, and thatallows 'em to buy back time and yeah,
maybe they wanna sell the business.
And Marty explained that in his, hispodcast with you, that we're always trying
to prime them for sale, whether they wantto or not, because that means that we've

(19:16):
looked at every aspect of the business.
We put in a, a person and a process thatbuilds the foundation so that if you were
to step away, that business could runwith anyone that's running it, right?
So if you were to sell that businessor structure a buy-in, like they feel
confident that your business wouldcontinue to get the same result day

(19:38):
after day, week after week, month, year,et cetera, and still get the profit.
Because if you are the one holdingthe bag at the end of the day and
you let go and it crumbles like.
That's not a good position to be in.
And people that may wanna buy into yourbusiness, if you ever wanted to sell it
like they're not going to, because thatbusiness relies a hundred percent on you.

(20:00):
So everything we do, again, it canbe numbers, marketing, sales, on
site proficiency, team culture.
Like we look at every single aspectand we wanna make sure there's a
strong foundation just because,just like how you're building
a house, if your foundation iscrap, you cannot build on top.

(20:21):
So we wanna make sure that we arerunning through each level and that
we are adding to that as we work withyou, but we need to get the minimum
standard of things done and dealt withso that you can start to look into that
position of how do I buy back more time?
How do I make more money?
How do I get my business towhere I could potentially sell
that or do whatever I want to?

(20:42):
Maybe I want to hand it downto my kids in the future.
Awesome.
Cool.
Well, we will work with you specificallyon whatever direction that is.
Is there an ideal, i I, I guess ifI were to say an avatar, an ideal
avatar of someone that's coming to youfor help, because I would think that
in the very beginning, as you said,we're gonna look at your business
from 60,000 feet drilled down andwe're gonna touch some source spots.

(21:07):
And I would think that when you starttalking about the financial aspect of
a builder's business, if you don't gettotal transparency and cooperation,
you're not gonna get anywhere.
So do you ever find thatthere, there, there's the ideal
candidate that is going to.
Get the most out of this.
Do you actually turn people awaybecause they're just not a good fit?

(21:27):
Honestly, all the time.
and we can help so many differenttypes of builders, but we specialize
in residential construction companies.
We have the systems and processes in placethat will help those type of businesses.
And there's, you know, sub.
Subjects underneath that, and we canhelp those businesses, but we don't

(21:49):
expand into the big commercial spaces,even though we do have builders that
are in our, program that do both.
And we have systems that willhelp you with that stuff,
but it's not our main focus.
So number one would be you're aresidential construction builder.
again, it can be whether you're aremodeler or you do spec homes or you
do custom new builds, like whatever thatfalls into, we can help you with that.

(22:12):
That's our bread and butter.
Number two, and this is probablythe most important one, is
you need to be coachable.
And this is not a, a judgment, but alot of builders, we have an ego and a
pride that we think we can do and we canhandle it and we can do it ourselves.
And we work hard and we put in theeffort, but we do need to be coachable

(22:32):
because if you're coming to us, there'sclearly a problem that we need to solve.
If you're not coachable,we can't help you.
It just, you're not gonna, itdoesn't matter if we did everything
for you, put all of these beautifultemplates and stuff in front of you.
If you're not willing to be coachable andnot willing to implement those things, it

(22:53):
doesn't matter how amazing our program is.
You are not gonna get success.
So you need to come in and becoachable, but there needs to
be a will from you personally.
you have to want to change habitsand be able to change the way that
you're thinking on a regular basisso that we can guide you in the right
direction and know that we're nevergonna put you in a position to fail.

(23:16):
we will work with you on everythingand make sure we're putting the
right strategy in front of you.
And just to add to that is like usas coaches, each and every single one
of us care deeply about our clients,about every member that's in here.
We know what's at stake for you guys.
Like this is your livelihood.

(23:36):
This is your baby.
This is the, your, your pride and joy,and this is what, you know, feeds your
family and puts food on the table.
Like it.
We care deeply about that.
So know from our end, we're boughtin, we're all in on this, and
we just need the same in return.
And if we can have those two things,like I can guarantee you we're gonna

(23:57):
get some really good results together.
I would've to say that if I pulledback to kimono, so to speak, and
look inside that what you're tellingbuilders in terms of the coachability
and you know, laying out the plan, thevision, the other part is the execution.
Like it's one thing for me to tell yousomething, you actually have to apply it.
That the same, and correct me ifI'm wrong here, that the same is

(24:19):
happening within your organization.
Because if you're coaching a builderand they're not getting the results,
I'm sure that Marty and company, they'rereviewing what the coaches are doing, what
are their success rates, and if you'renot helping builders get successful,
then you're better off parking cars.
We don't need you.
Maybe not that callous, but is that true?

(24:41):
Something like that happeningwithin the organization.
yeah, it's, I'll do a littlebackstory just with myself, where
before I got this, job being a coachwith these guys, I was in a really
difficult spot myself and not surethe direction of where I was gonna go.
And I've worked with, many otherbusinesses where I knew how to help,

(25:01):
and they talked a big game of, youknow, we wanna do this and we wanna
expand and we wanna do all these things.
And I knew what we could do andI, I learned everything and wanted
to put those systems in place, butI hit the same wall every time.
And it just was super frustrating,like over and over again.
I wanted to win.
I wanted to keep pushing, andI was hit in the same wall that

(25:23):
they weren't willing to go to.
Coming to the professional builder.
I was free range to dowhatever it took to win.
But with that being said, the standardof our coaching program is so high.
if you are not meeting thosestandards, you will not be here.
That standard is, is so high and fora lot of other companies, like most

(25:48):
people will crush under that pressure.
But we have such a supportivegroup and cast in front of us.
Our leaders, Marty, Owen, uh, Vinny, uh,MBG, all of our guys that we have in our
system are the most supportive, group ofleaders that I've ever had in my life.
But the expectation is there.

(26:09):
So I know that I will get the support andbe able to work and learn and upskill and
we upskill three times a week as a team.
Our coaching program meets threetimes a week, every single week.
And we look at every single problemin our community in with our
builders, within our coaching ability,and we attack those every week.

(26:31):
We are consistently trying toimprove, one of our mission
statements is grow or die, and ifwe're not improving then we're dying.
And so we are consistently reviewingwhat we're doing, we're creating
new content, better strategies.
Like it's insane.
It's, it's a lot of pressure, it's alot of work, but all of us thrive on it

(26:52):
because of how supportive that team is.
And we actually try andimplement that with our builders.
Like you have to be a greatleader to lead your team.
And if you can have that same type ofculture, you're gonna be very, very
successful because Sure, I'm just a coach,but I'm so bought into what we wanna do as
a coaching company or a business companythat like I'll do whatever we need to do.

(27:17):
And I love it.
Like it's what brings me energy every day.
So yeah, we hold ourselvesto high standards.
I hold myself to an evenhigher standard, but I love it.
It's, it's awesome.
I gotta say, I, I drank the Kool-Aid too.
Um, when Mar, when Marty and I firstconnected it, it's kind of funny.
Because, and we'll talk about thisin a minute 'cause I want to get

(27:38):
into marketing and some skills thatbuilders that are listening into
right now can actually walk away with.
But the marketing that wasdone on Facebook intrigued me.
It's like, okay, who's this guy withthe outrageous New Zealand accent?
And he's telling buildersin the US what to do.
And it's like, there,there's a disconnect.
Right?
And on a whim, I messaged him andMarty was doing what Marty does.

(27:59):
He was in Spain on vacation, youknow, chasing bulls or driving
Porsches, whatever he does.
And he took the time to reach outand we had a dialogue going back and
forth, which was really interesting.
And then I discovered it's not justa handful of Kiwis in the back of a
pickup truck with a sign saying, youknow, we do coaching, you know, just
like at the beach, you know, rent oneof our surfboards, that you guys are

(28:21):
actually a formidable, institution,to like, to be taken seriously because
it's not just a handful of guys.
can you share, like a bit of thestructure, like how many coaches
are there and the experiencethat they bring to the table?
yeah.
so we made a really bigchange within the company.
again, we're all about transparency, and Iknow that, Marty, you know, and having me

(28:42):
talk about this is they're open with that.
They, they've been open abouttheir business with us as coaches
and everyone in the staff.
but I was actually, I'm, I'm oneof the more senior coaches in
the group in this transition.
I was hired, again, it's a NewZealand company, but I'm Canadian.
And then the next coach webrought on was Carla Canadian.

(29:03):
Right.
And then we brought on anAustralian, uh, builder, and then
it, it's really just progressed.
I believe upwards of probably10 performance coaches.
we are growing our specialty coacheswho are actual builders that are
currently running their business, buthave implemented all these systems,
bought back their time, and areteaching the other builders like,

(29:26):
you know, how to not make the samemistakes that they did, and how to
on.
Hold on.
Time, time out.
Yeah, absolutely.
So you've got coaches that are stillin the trench, well, not in the
trenches, still in the pickup truck.
Right.
They're, they're building.
So they've, in essence,they came to you for help.
You systematized what they weredoing to the point now where they're
stepping outside of their businessso they can be coaching other

(29:49):
people to follow in their footsteps.
yeah,
I mean, if there's a testament tosuccess, I mean, there you go, man.
Right on a platter.
And they want to keep hanging outwith us, so it's, it's a good sign.
It's.
I actually have the privilege ofworking with them directly as I'm
the head of content and training.
I'm working with them and we'rebuilding content each and every week.

(30:10):
So I'm helping, they're doing workshopswith us to teach a lot of these insights.
again, a lot of our, content thatwe have is structurally sound.
They're going into the nitty gritty of it.
They're, they're going intothe nuance aspect of things.
and they're actually providing thesystems and the, the visuals or
the templates that they're usingwithin their company as well.

(30:31):
So we're getting an inside look at theirbusiness and how they're successful.
and these guys are, are crushingit, like absolutely crushing it, but
they were both part of our program.
So it, it, it's quite amazingto see, where they've gotten to.
And again, we talk about being coachable.
Like these guys want to give back.

(30:52):
They saw the impact that it made for themand they want to help the other builders.
So.
They're, you know, in the frontlines with us, working every
week and I'm very appreciative.
They've taught me so much.
So we lean on each otherto continue to grow.
And, you know, they've learned a lotof things from me and it's, it's great.
We've worked back and forth.

(31:13):
That's kind of the teamthat we have in place.
I'm really intrigued by the factthat you, these guys again that
are actually out there doing it.
It's one thing to come up with a concept.
You know, here's a marketing piece, here'sa bit of collateral, whatever that is.
Ooh, it looks pretty.
Let's put our hands up.
Oh yeah, everybody agrees it's pretty.
But then when you battle test it,it turns out to be a smoking turd.
But you really don't find that out untilsomebody actually takes it, implements

(31:35):
it, and here's your direct feedbackand say, what were you guys thinking?
You know, you were better offwriting something on corn than this.
And then, but then collectively you turnthat around and say, okay, what if we
tweak this, that, and the other thingand suddenly you've got a home run.
So I think, I think that's really valuablein terms of the, the arc of coaching
that your guys are out there doing it.

(31:56):
It's about things that we'reimplementing that are successful.
The ones that aren't, we're gettingrid of that ASAP, and that's the
stuff that we're not sharing.
So in terms of that buying back time, Idon't have to discover the high hard way.
Oh, this nice little flyer orthis marketing piece doesn't work
'cause you've already done that.
yeah, a hundred percent.
And we are continuously testing it aswell because especially in the marketing,

(32:20):
um, side of things, as we know, likesocial media has changed the game, you
know, ads are continuously changing.
how you search for thingsis continuously changing.
And so, you know, we aren't stayingprehistoric, like we are continuously
adding in new elements and testing things.
And finding new strategies that work.
And that's, you know, again, that'spart of the continuous growth that

(32:42):
we have is we're not just being like,Hey, this is the answer and this is
gonna be the only answer forever.
We don't believe that that's thecase, but we stay updated on what is
working and what we can do for yourbusiness so you can implement it
knowing that that strategy is gonnahave a much higher success rate.
And not every builder that does onething, it's gonna knock it outta the park.

(33:05):
Unfortunately, there is externalthings and location and, and
situations, but we will continueto find a new strategy with you and
implement what we think is gonna work.
And again, as long as you're implementing,we find pretty good success with that.
Like very, very good success with that.
Implementing testing, reportingback on the results, tweaking.

(33:27):
So yeah, it's a circle.
When I hooked up with you guys in Dallas,this was part of a dog and pony show
that you were doing across the us andyou guys are basically, you know, beating
the drum saying, okay, you know, here'ssome stuff that builders are doing.
Let's get into some of the thingsthat you shared, because I, I'd
like our listeners to be able towalk away with some tangible things.
So how about sharing some of the,maybe let's talk about the marketing,

(33:50):
some of the successful marketingtips that you were sharing with them.
and then there'll be correspondinglinks in the show notes so they
can actually go and get the stuff.
Yeah.
We're super pumped to, be able toprovide you guys with some of the
insights that we're having, thator, or some of the, templates and,
visuals and stuff like that that youguys can use, within your business.
Like we're happy to, to giveyou the guys that stuff we're

(34:12):
here to help you implement it.
But yeah, what we werekind of talking about is.
yes, there's all of these onlinestrategies, but specifically in the
marketing, what we were looking at orwhat we talked about in the roadshow
was a lot of our offline strategiesbecause the number one way most builders
get work is through word of mouth and
just do a time out there for a sec, Cole.

(34:32):
So the marketing we're talkingabout, let's put it into a frame.
This is me as a builder.
I want to get more clients.
I want to be able to build more homes.
So it'll work for a custom builder.
I want more people to raise their handand say, Hey, I want a custom home built.
Or it could be somebody who's doing,because you still work with the trades.
We want to do more carpentry,plumbing, whatever that is.

(34:53):
So it, it's kind of universal in that.
Here's the formula, here's the collateral.
Take it, tweak it accordingly, andapply it to make the phone ring or
your email box start to fill up.
Is that fair to say?
Yeah, a hundred percent.
And like I said, word of mouth ismost builders that come in don't have
a marketing strategy at all besides.

(35:13):
Waiting for a referral.
And when we have it as a, I'm waitingfor a referral instead of that
referral process being a system thatcan be repeated, and actually get
you more work like you're losing out.
So our number one strategy isimplementing the 1% referral process.
and what that's doing is kind ofgiving an incentive to anyone that's

(35:36):
referring a, you know, a personto you that wants to do a build.
So they're gonna get 1% of the contractprice, I like to say of, of cash value.
And we like to implementthat back into the community.
That might be, you know, local storesor anything like that, for example.
So we're putting money backinto the community that way.
there's multiple, multiple ways thatwe can look at that, but we actually

(36:01):
are doing a lot of outreach and thisis my personal opinion and sales and
marketing is more of my forte personally.
I think the offline in-communitystrategies are the number one strategies
every business owner should beimplementing because people don't work
with businesses, they work with people.
So if you are going out and shaking handsand introducing yourself and providing

(36:25):
new opportunities, they're going toremember you as the builder of choice.
So the 1% referral we will workon both your warm leads, so
people within your own network.
that'll be your sub-tradespeople on your team.
that might be any sportsteams that you're on.
It might be any, real estate agents,architects, mortgage brokers.

(36:45):
Like there's a whole listof things that we can do.
We try and come up withwhat we call your dream 100.
So that's a list of a hundred peoplein your network, both warm that you do
know and, and pass clients, for example.
But then also we can helpyou build out a cold list.
So we actually have an AI tool.
that will help you find people in yourcommunity that you might not be connected

(37:07):
to, that you can actually do an outreach,send them this 1% referral offer.
and it works quite well.
It is a numbers game, don't get me wrong.
Like, just 'cause you sent out onereferral doesn't mean, you know, one
bonus means you're gonna get a lead.
But if you have this process inplace continuously, and you'll
have to funnel it over and overagain, but it will continuously

(37:28):
bring warm leads through your door.
Because, for example, if I do a Facebookad, we consider that a cold lead, meaning
I have to sell them very, very hard andget them to know who I am and how I work
and all my process and all these things.
But when it comes to a 1% referral,it's coming from a trusted source.
When it comes from a trustedsource, again, that trust is

(37:50):
brought in immediately and it'susually a much easier sale.
And you're not competingagainst five other builders,
for example, to do this project.
So.
It actually puts you in a muchbetter sales position as well.
I think I, I'll say builders, but peoplein sales in general, let's put this in a
hockey context, because we're Canadian.
I can pass you the puck, butif you don't know how to skate

(38:13):
and take the shot, you're nevergonna put it in the net, right?
So when it comes to referrals,it, it works exactly the same way.
there's a science behind the actual,how do I ask for a referral in the
first place so it doesn't soundlike I'm begging for the business.
Right?
And there's a nuance there.
And, and part of it is whatwe've discovered in real estate.

(38:33):
For example, once I've done somethingthat makes you go, wow, I've helped
you get your home sold, right?
And at that, let's, let'suse that as a scenario.
You know, you're under stress, you'rerelocating from Vancouver, you've been
invited to come live in New Zealand,and so you're under a time constraint.
We gotta get out there fast.
And Michael shows up asCape blowing in the breeze.

(38:54):
I facilitated that right, with the leastamount of hassle at that moment of time.
That's when you ask for thereferral because that's when
you are the most appreciativeabout something that I've done.
So in essence, it's the scienceof reciprocity that I've
done something good for you.
I've now earned the right toask for something in return.

(39:14):
And what many people don't realize is theperson on the other end is dying to return
the kindness, but they don't know how.
So I'm guessing that you have systemsin place, be it dialogues or scripts or
cards as you said, that will actuallyprompt them to know how to reciprocate.

(39:34):
So number one, how to ask for thereferral, the timing behind it.
But what is it that me as the personthat you've done the great job
for, how do I return that kindness?
What is it specifically?
And then another part of that istraining the the customer that this
is exactly what I'm looking for.
I'm just not looking for anybody that, youknow, I'm building a condo or whatever.
You can drill it down to, well, youknow, I'm a spec builder, I'm a custom

(39:57):
home builder, and you're, you're alreadyplanting that seed in their mind that
when it comes up in conversation,ah, I've gotta give coal a call.
Yeah, no, a hundred percent.
And that's where, even though marketingand sales are two different entities,
there is a bleed through as well.
So especially with the 1% referral,we do have all the templates, the

(40:18):
scripts, the, the different, waysthat you can actually send that
out and create those conversations.
All that stuff's prebuilt.
We have all of that, which is,makes that for you a lot easier.
I've actually personally.
Created differenttemplates of the brochure.
So there's some, you know,you're not looking like the
same builder over next door.
Like you have your own visual, yourown, graphics that you can send out.

(40:39):
So we create the visibility there, butthe 1% referral, for example, doesn't
also just need to be like to anotherclient or, or person in the community.
It can be to, you know, real estateagents or architects or anything like
that to build relationships, work,with and build a network of people

(41:01):
that you can continuously work with.
And in doing that, we actually have aslightly, additional strategy there,
which is bringing in an info pack.
So if I were to work with a realestate agent, for example, I'm gonna
give them an info pack that lets'em know who we are, what we do, who
our team is, what our process is,the type of work we do, how we help

(41:22):
builders, testimonials, all that stuff.
And it's all presented.
In a nice little booklet.
It's kind of something like this.
This is our Construction Pro proposal,but we do an info pack version of
this that has everything in there thatgets 'em to know about what we do.
So
that to the recipient.
So if I'm a realtor, you're going to writeit in such a way that it's realtor speak.

(41:44):
Exactly.
that just built a home, or youbuilt me a home, you're going to
put it in such a way as somebodywho just moved into a home speak.
Is that right?
exactly.
So we do the 1% referral,we send that out.
That's awesome.
But we may pair it with something likethe info pack and then we want to create
that secondary conversation with them.

(42:04):
So again, if it continuing onwith the real estate agent.
The real estate agentwants to make more money.
They wanna make a sale, butsometimes it's hard to sell a
home that doesn't feel complete.
People love the location, maybe love thebones, but it needs a little sprucing up.
Hey, you know what?
I've got a builder here.
He is my guy.
I've worked with him multiple times.
He does an excellent job.

(42:26):
He's really easy to work with,and he produces great quality.
So, hey, maybe we have this house,but we wanna spruce that up.
I've got someone that can havethis all done for you before
you even step foot in the home.
Like, how efficient is that for them?
They'll make that sale probablya lot better, and then they
have a trusted source in you.

(42:47):
But they wouldn't know that or have thatif you don't do a little bit of outreach
with your marketing to let them know, Hey,I'm here and I am the builder of choice.
So that is our responsibility to haveto do that and create that outreach,
but we can make it really easy forthem, and that's a relationship
that they're gonna want to keep.
'cause once again, that makeseveryone money and everyone wins.

(43:09):
The client, the real estate agent, andyou as the builder, we all win, right?
It it, it's beneficial for all parties.
We talked about buying back timeand working in your expertise.
This is something that you guys are nowtaking off the builder's plate because
you're creating everything for themand just tweaking it so it's coming,
let's say, within their flavor, youknow, their, their persona, so to speak.

(43:32):
When I was in Dallas, there wasone example that you gave that
a builder did, and it just kindof blew my little mind here.
it, it was a package.
You have to walk me through the wholestory here, but he sends a package,
and I think it was to prospectivehome buyers, like somebody that would
wanna hire him, and you open up andit, it was actually a 3D rendering.
Of the home he just built orthe home that he built for them.

(43:54):
Yeah.
Yeah.
that one.
okay, so that's a, that's a level 200,um, uh, thing here that he might be the
only builder that I've seen do that.
But he actually, like, he, and again,he does custom home, builds multimillion
dollar projects, but he will send out.
A 3D model, you open up thelittle box and it just opens up

(44:15):
like a little present, you know?
And then it's got a 3D model of the home.
Like, I'm gonna wannawork with that builder.
You know what I mean?
hold on.
Let's, let's do it.
Let's do a timeout.
Put a pin there for a sec. Let'sgo right back to the beginning.
Why would he be doingthis in the first place?
So, I take it that the builders had theinitial consult with somebody, determined
that they're actually worth the time.

(44:37):
'cause again, part of having a system inplace is you wanna work with people that
can actually make decisions and not findout three, four months from now that they
don't have the money to put gas in theircar, let alone build a $2 million home.
So he's already qualified them.
they've come to some sort ofagreement or understanding of what
it is that he's going to build.
And is this where this nextpart of the equation kicks in?

(44:59):
Yeah, a hundred percent.
So that one is, uh, he actually didthat one a little bit further into
our sales process, probably when hewas gonna actually do the quoting
presentation and try and lock it down.
He is already done the estimating'cause obviously he needs the info
of what the build is gonna looklike to be able to do with 3D model.
But what we get our buildersto do is actually go earlier
on in the sales process.

(45:19):
So of course we wantto qualify them first.
We'll do the client questionnaireform, make sure that we have the
basic information of what they'relooking for, what type of build,
what their budget is, et cetera.
That's our number one qualifying process.
So if they.
Are good, they're a good fit for us.
Then we'll do a triage call.
So that might be a 15, 20 minute callwhere we go a little further down,
make sure that we're a good fit, thatit's actually worth our time because I

(45:42):
don't wanna do 30, you know, quotes andhalf of them are even more than that.
Not even be worth my time, wemight not even be a good fit.
So the qualifying questionnaire inthe triage call confirm and if we
are a good fit, then immediately,once we've hung up that phone,
we've scheduled, a site meeting andI'm gonna send him the wow pack.

(46:03):
So that's what you were seeing before, oneof our, boardroom members, Simon Manna,
has actually brought his system in place.
So he took what we had and heactually made it even better.
And now it's something that wepresent to all of our members.
But he actually has a woodenbox like it, it's a professional
wooden box and on the top.
Is a laser engraving of the buildingthat they're, or the house that they're

(46:26):
gonna put with the, address and the name.
And then when they open that up, there'sa bottle of wine, there's a couple treats,
there's a custom letter from him saying,Hey, we're super excited to come see you.
can't wait to learn more about your build.
And hopefully we're agood fit sign, Simon.
Right?
So there's a personal handwrittenmessage in there, and then it has

(46:47):
his info pack that we were talkingabout earlier that lets them know who
he is, how he helps people, who histeam is, all of that kind of stuff.
and they will now have a physicalcopy that they get to look at.
So first of all, they haven't even methim yet, and now they're getting this
crazy package that they get to openup, like I was saying before, it's
like Christmas, open up, a big present,you're already getting excited, and

(47:09):
then you get to learn more about them.
You might see the preferredpartners booklets in there, that
kind of, suppliers that they workwith and all that kind of stuff.
They now have this physical copy.
They know who you are, what you're about.
again, you're sending this thingout before you even go see them.
And then you go and meet them forthe first time, they're gonna be
like blown away that you haven'teven seen 'em yet, but you've already

(47:31):
gone so much outta your way toproduce something like that for them.
You talk to 'em about their, you know,their visit and, and the project.
You get the details and if it's good, thenyou get it signed off on a preliminary
agreement, you do your estimating.
We have a whole processin keeping them warm.
So sometimes these builds taketwo, three weeks to price out.
Then we actually have a system tokeep them engaged in communication

(47:54):
so it's doesn't go quiet.
And then we actually have a full,and this is what I was showing
before with with this guy here isthe quoting, construction proposal.
So it's actually again, a physicalcopy that they get that goes into all
the details once again about who theyare, but also shows a lot of the build.
And the process in here and thenat the very end, like what the

(48:16):
next steps are, some of the visualsand all of that kind of stuff.
So they then get that meet with you.
Like maybe this is just me and I'ma little biased, but I'm probably
gonna wanna work with that builder.
Instead of someone that's like, doesn'tdo the Wow Pack, comes in and says,
yeah, we can do the build, we'll priceit, and then just sends him an email
with the, the price of the project.

(48:37):
Like, I'm gonna wanna work withthat guy and I'm probably gonna
wanna spend a little bit moremoney because I trust his process.
I, there's so much trust built in thathe clearly has his ducks in a row.
He is a professional and I trustthat he's gonna be able to hold
that same quality during the buildand that it's gonna be stress free.
you, you're showing that there's aprocess in place and it's step by

(48:59):
step and I, I, if I dial this back,you're incrementally making deposits
into the trust account, right?
Because they're getting to know, like,and trust you by what you're doing and
you're delivering the goods, right?
So part of the, the initial consult,when people get together in the, the
buyer's perspective, I'm the customerand I'm looking at you, Cole, and I'm

(49:22):
going, man, I know I'm gonna get screwed.
I'm just wondering how bad, right?
And, and, and that's what basicallyeverybody asks when they go to buy a car.
Same thing.
I know this thing's gonna be alemon, but hopefully it's not so bad
that I can't afford to maintain it.
And what you're doing here is you'reidentifying that there's going to
a, it's turbulence if you will.
How do we get around that turbulence?

(49:42):
And you do that by baby steppingthem incrementally with trust, and
when they see the professionalismof what you're giving.
Without even coming out and saying it,the the tactile feel of the paper color
glossy, the fact that it shows up on time,it's a surprise in the back of their mind.
It is saying, man, thisis somebody I can trust.

(50:03):
And if they're doing that at thissand, which is the courting phase,
man, it's gonna be something whenwe're actually on the honeymoon,
which is the actual build of the home.
And it's funny 'cause Owen talksabout this, in a really funny way.
he talks about, it's like, Hey, ifyou met a girl at the bar, you're not
gonna ask them to marry you right away.
Like, that's probablynot gonna go that well.
You're gonna have to take 'em out on a fewdates and, you know, build that trust and

(50:26):
get to know them and again, make sure it'sa right fit before you go down that road.
Right?
So just meeting 'em and then sending'em a price, like that's not a,
a productive way to make a sale.
there's so many connection pointsthat we need to have between, you
know, the beginning of meetingthem to signing off on a project.
And we really wanna make surethat we are answering their

(50:48):
four main questions, right?
So, who are you?
Who's your team?
How can I trust you?
And then how can you help me specifically?
And then we also want to answertheir five main concerns as
well, which is their budget.
Timeline, trustworthiness,quality and communication.
We have to answer these questionsto build that trust, right?

(51:11):
And most builders are simply notdoing that even a little bit.
They're hoping that their charismaon the site visit is good enough and
it's, I'm sorry, but it's not, itwill not get you to the next level.
There's all of these things that weneed to do beforehand and during the
sales process to really land that.
And Simon Manna, for example, withhis wild Pack, once he started to

(51:33):
really put in that process, he wentfrom a 15% conversion rate to like 70%
conversion rate, like almost overnight.
So it works.
And again, you can be one of the onesespecially, and again, be biased.
You come work with us, we can sharethis with you in greater detail, but.

(51:54):
If you can put in this process noother builders are doing and you
can start to put that sales processin, now you're going to start
winning more jobs at a higher margin.
For sure.
It also, it also helps with, and maybe.
Many builders don'tthink about this success.
I can't even say it, themore successful ones do.
That's my Elmer f impersonation.
that everything that they sendout has to have a look and feel

(52:17):
that reinforces their brand.
So if you're sending out, you know, stuffon paper re recycling, I'm scribbling.
Well, that's your brand.
Your brand basically says,Hey, this is shit and this is
what you can expect from me.
Right?
If you're sending out professionalmaterial that you've got there
again, glossy color, it's beenput together professionally.
Again, incrementally, you're babystepping them in the direction that

(52:39):
wow, they don't even have to thinkcoal is going to deliver the goods.
Right?
Yeah, we're talking about less than$20 to put two booklets together and
maybe a little box full of stuff.
We're talking less than 20 bucks thatcould potentially land you a hundred
thousand, 500,000, a million dollaror more projects like it's worth it.
yeah, but again, it's a matterof strategically knowing.

(53:03):
How to implement thisand get it across Right.
So, one of the things I want todial back again to Dallas because
that was a real aha for me.
You guys were talking abouta 10 step sales process.
Can we go down that path?
And I, I think we've got timeto maybe knock out most of them.
And again, this is stuff thatyou're gonna make available
in the show notes with links,

(53:24):
Yeah, we have all the constructionproposal, the info pack, we have the 10
step sales process, broken down for you.
but the really, like, the mainparts of that, process really
come down in the beginning, right?
So we really want to make sure that we're,again, doing our qualifying questionnaire,
that we're doing our triage call.
We're sending out that lookbook, thatwow pack, we're doing our site visit.

(53:47):
We are then getting a preliminaryagreement and we're actually starting
to what we call price for profit.
So that's your estimating process.
We then want to do thekeep warm email sequence.
So again, keeping that communicationwarm while you're doing your pricing.
'cause sometimes it takes time.
You don't wanna lose thatand get into that silence.

(54:07):
Then we'll do our, what we considerour quote as an action plan.
So that's actually sitting down withthem do, using that quote proposal,
putting yourself in a position to answerany questions and that kind of stuff.
And then it's getting yourconstruction si or, contract
signed off and starting the build.
So that's kind of that process fromstart to finish of what that looks like.
And I know I made it sound reallyeasy, but, and we try to make it that

(54:30):
easy, but there's a lot of, you know,studying and implementing that needs
to be done in there to be at a highlevel of execution and we will pressure
test that with you, along the way.
It kinda reminds me of, yeah, it's really.
Simple, but it's not easy.
and again, we have the.
We have a lot of these templatesand systems that you can

(54:51):
implement to speed this up.
Like to do this on your own, youmight be missing a lot of the parts
that are important in the infopack and the keep warm and the
estimating and all that stuff, right?
Like, you're gonna miss some ofthe things that we know for a
fact work really, really well.
and we can give you that stuff.
But again, first of all, being coachable,knowing that there needs to be a change

(55:12):
and then actually implementing that.
And we don't wanna strip yourpersonality away from your business too.
and I wanna make that very clear.
Like, we're not trying to make yousound like every other business.
that's not our goal.
You can add your personality into a bunchof these different steps and, and we can
tweak it to make sense for your business.
Like that 10 step sales process, forexample, is gonna work really well with,

(55:34):
high-end renovation guys and, and guysthat do, you know, custom new builds.
Like that process is very in depth.
If you're, for example, doing like abathroom renovation, you're probably
not gonna need to go through everysingle one on this high detail.
We might be able to shorten it, make itsweet, still get the same impact, but
do it on a shorter time scale for youso we can modify that sales process to

(55:56):
actually fit the type of work that you do,and still get that impact, like I said.
I would think that there's alsoa, a timing element involved in
a sequence in how you present it.
So using Owen's exampleabout the girl at the bar,
Yeah,
not gonna say, and will you marry me?
You're also not going to walk upand give her a ring first, right?
So, again, there's a sequence ofhow things are delivered, and I'm

(56:19):
suspecting that you guys are doingexactly the same thing in how you're
doing your 10 step process, howyou're getting the packages out.
There's method in the madness.
yeah.
Again, you have to map it out.
First of all, like, it, it all hasto have a who and a how, right?
So who's gonna do the questionnaireform in the triage call?
how is that processgonna be implemented it?

(56:40):
Who's sending out the wow pack?
how is that process gonna take place?
Like there is a stepping stone toeach one that needs to be mapped out.
and one of the examples that we gave,on in the roadshow, for example,
he actually took our 10 steps.
He took the first five steps of oursales process and brought it out to 10.
He went really detailed with each sectionof it, and again, had a who and a how

(57:01):
with that process because it made itreally automated, and really consistent
that it didn't matter if he got sick,for example, someone else could step
in and know every single aspect ofthat and know how it needs to get done.
Like there needs to be that, that process.
But the other thing that I'll say too, andthis is something that a lot of builders

(57:23):
do, is they give up their free time.
So what I mean by that is they, and weuse the example in the road show of, hey,
you might be the guy that's on the ladderand you get a phone call from a client.
You're like, oh yeah, hey, I'll come downtomorrow and I'll, I'll do the site visit.
Like it's not a professional way to do it.
It's actually going to benefit youif they book into your calendar.

(57:45):
It's going to make you look busier.
It's gonna make, again, positionyou as a professional that you have
the system and process in place.
This is the biggest investmentof most of their lives.
I'm pretty sure they're willing towait a day or two and book in with the
right builder to make sure that theyhave the right person for the job.
So we kind of gotta get outtathis, Hey, we just need to get

(58:08):
on 'em, get on, wanna get 'em.
We need to pull them intoour process, our system.
And it may seem kind of productive,but it works really well.
This reminds me of the typical realtorwhere you'll see the big, you know, the
poster bulletin thing on the highway.
I'm here for you 24 7, which basicallysays, Hey, look, I'm a loser.

(58:30):
I have no life.
Please call me.
Right?
That, that, that, that's what it's
It.
It feels like that vibe.
Yeah.
Hold on.
I, I, I'm with my family at the beach.
No, I want to answer your call right now.
So it, it goes back to why are youin the business in the first place?
Yeah.
I love to build homes.
Okay.
That's, that, that's the vehicle,if you will, the vehicle that's

(58:50):
going to get you somewhere and that,that somewhere is profitability.
Okay, but what does that mean?
Okay, I got more money,but what's the money for?
Well, I wanna be able to spendmore time with my family.
The money gives me the security andpeace of mind that I can do these
things that I can provide for them,and it makes a, a better life.
Right.
And un until you unpack the, the, the why,you know, what's the, the big Harry, you

(59:14):
know, the bee hog, big hairy, audaciousgoal behind why you're doing this stuff.
Yeah.
Then you're basically that guy inthe ladder, the bell rings and you
go running to put on another fireor, you know, beg for more business
because there's no method, there's nosystems, there's no strategy in place.
So kudos, you guys have found a niche,and I don't wanna say exploit it, but
you have in the fact that your company isproviding a service that builders need.

(59:39):
And again, you're not a mob pop operation.
I think at last quote, you had30 or 40 coaches, if I'm not
Yeah.
Yeah, it's, I think it mighteven be more than that now.
we're continuously, adding to our teamand improving it and making it better.
Like, again, I started out as thefirst coach that was brought on in
the new transition, and I was justme, and a success coach and coach

(01:00:03):
and our manager, vin, and now we'vegot like 10 performance coaches.
We've got, I think, threespecialty coaches right now.
We've got, I think another fiveor six, accountability coaches.
Then we've got all of our teamon the back end that helps
with the delivery side of it.
Like our team is huge.
and we're continuously, growing andwe're only bringing in the best people.

(01:00:26):
And like I said, it's a lot of fun.
It's been crazy.
It's been a whirlwind.
But, no, it's good.
And we're very passionate about what wedo and like I said, we do care genuinely
that we're helping the right people.
you know, get what, like yousaid, not just building a
business but building a life.
We need that balance.
We call that true wealth.
that's, you know, buying back timeand earning more money so that

(01:00:48):
you can do the things in your lifethat you really wanna accomplish.
And it could be as simple as, I just needto start getting back into the gym again.
'cause I, I haven't gone back into thegym for like two years and I'm starting
to not feel comfortable with who I am.
Or maybe it's, I do wanna spendmore time with my kids or my family,
and take that extra vacation.
Or like Marty likes to say,maybe I wanna buy a Porsche.

(01:01:10):
Maybe I just want to have somefun by, by a freaking portion.
Live the life that I wanna live.
We're not bothered by whatthat expectation looks like
for you, but we wanna make surethat we do help you get there.
Yeah, you must have missedthe last meeting, young man.
He's talking Lambo now, not Porsche.
Oh, I, I, trust me, hetook me in his portion.
That thing rips.
It's still pretty fun.

(01:01:30):
yeah, man.
we covered a lot of ground here,Colt, sitting here where I am.
Is there anything that I shouldhave asked you that I missed?
Oh, I don't know.
You do a pretty good job.
I don't know about any specificquestions, but what I will say is if
there's any builders out there thatfeel like they're trapped in that
tornado and really just they're, they'restuck in the mud and don't really
have a direction and don't have ananswer, like, please reach out to us.

(01:01:55):
I'm not guaranteeing that we are theperfect fit for you, but we do want to
have that conversation with you guys.
And you guys can use the links provided,call tbb.com and we'll make sure that we
have someone there that will, you know,address your business, ask the right
questions, and make sure that we fit.
'cause if you are, we know we can help.
We wanna help, we wanna be there for you.

(01:02:16):
So like, please come hang out with us.
We wanna make sure that you're successfuland not having that same repeated year
after year problem and, and feeling thatyou have, there's a way out we wanna
strategize and work with you to get there.
So,
The message is right in your brand.
If you want to be a professional builder,call up the professional builder.com.
It doesn't get more direct than that, man.

(01:02:39):
Yeah, it's, I, I catch myself talkingabout that all the time with my members
and I'm like, I know it sounds corny, butif you wanna be the professional builder,
you gotta be doing these things, you know?
So,
Call my friend.
Thanks for taking time out, andI look forward to connecting
somewhere on the trail down the road.
I.
Yeah, me too.
I appreciate it.
Thanks for, having me on and, hopefullysome people got some value from that
and, look forward to working with you a.