Ep. 56 - Get Heavy Machines Repaired Without Dealer Delays

What happens when skilled mechanics break free from the dealership model? A revolution in equipment service that's changing the construction industry.

Alex Kraft spent 16 years watching the same problems plague heavy equipment service: weeks-long backlogs, poor communication, frustrated customers, and skilled technicians earning a fraction of what dealerships bill for their labor. Instead of accepting the status quo, he created Heave, an on-demand platform connecting equipment owners directly with skilled technicians.

The brilliance of Heave lies in its simplicity. When your excavator or dozer breaks down, you upload photos and details to the app. Available technicians in your area respond with their rates, experience, and estimated arrival times. You choose who comes based on reviews, expertise, and pricing. No more calling dealerships repeatedly for updates; you communicate directly with the person who'll fix your machine.

What truly sets Heave apart is its impact on technicians' livelihoods. While dealers typically pay mechanics $25-28/hour while billing customers $200+, Heave's independent technicians set their own rates and keep most of what they earn. Many are on track to make over $200,000 annually, creating a career path that could help solve the skilled trades shortage.

Since launching in 2020, Heave has expanded to serve customers in over 30 states, fixed more than 100 equipment brands, and recently secured $7 million in Series A funding. Their success proves that when you solve a real problem in the blue-collar world, growth follows.

Ready to stop waiting weeks for equipment repairs? Download the Heave app or visit heaveapp.com today and experience what the future of heavy equipment service looks like.

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Episode Transcript

Speaker 1 (00:09):
Hey guys, welcome to the Blue Collar Business Podcast
, where we discuss the realest,rawest, most relevant stories
and strategies behind buildingevery corner of a blue collar
business.
I'm your host, cy Kirby, and Iwant to help you in what it took
me trial and error and a wholelot of money to learn the
information that no one in thisindustry is willing to share.

(00:32):
Welcome back, guys, to anotherepisode of the Blue Collar
Business Podcast brought to youand sponsored by our lovely
folks over at Thumbtack.
When you're ready to grow butyour systems can't keep up, you
need a partner who gets how youwork.
Thumbtack delivers leads thatmatch your strengths, plus data
tools and real-time insights tohelp you make smarter moves.

(00:55):
Automation keeps you runningsmoothly and centralized systems
make scaling super simple.
Every day, pros use Thumbtackto hit their goals.
Ready to grow, visitthumbtackcom backslash pro to
book your personalized strategysession today.
Guys, I am super excited fortoday's episode.
It's one that's been on thebacklog behind the scenes.

(01:17):
This gentleman took the time tofly in here and this is a topic
that's worth.
We probably don't have enoughtime today to talk about all the
things we could.
But the service industry.
If you own these machines, guysand I know a lot of you guys
are excavation outfits andutility outfits and you came
from the YouTube side of theworld over here to the podcast.

(01:39):
But when you go buy that firstmachine, it's all about sales.
Yeah, they're all over you, butreally what you need to be
worried about is that serviceshop attached to the dealer as
well.
Guys, and this gentleman knowsall about ins and outs of every
dealer across the country ashe's pushing forward with a

(02:01):
platform that everybody on thisshow needs to know about,
pushing forward with a platformthat everybody on this show
needs to know about.
It is so cool from a softwareperspective, but literally tying
new age tech with old schoolblue collar mechanics mainly and
you guys out there that areowning those machines and you
can't get the dealer supportthat you need.

(02:22):
This gentleman has founded awonderful product that is going
to help you get there.
Former COO of FlaggerConstruction Equipment 16 plus
years in the dealer world.
Man that would probably take atoll on anybody but helped
several different strugglingdealerships, put them back on

(02:44):
track, put them in topperforming within two years
timeframe.
I am really excited to sit downwith my good friend already now
, mr Alex Kraft.
Founder of Thieves On DemandHeavy.

Speaker 2 (02:58):
Equipment Service.
Thank you, sir.
Thank you, it's a pleasure tobe here.
Then.
That was quite an intro, was it?

Speaker 1 (03:02):
Did I nail it?
It's a pleasure to be here.
That was quite an intro.

Speaker 2 (03:05):
Was it?
Did I nail it?
I want to bring you aroundeverywhere I go.

Speaker 1 (03:09):
Well, man, you have literally pioneered.
I'm always wanting to spotlightand shed light on anybody
that's willing to fix a problem.
That is a major problem, butnobody wants to bring it up.
That is a major problem, butnobody wants to bring it up.
And, man, give us a littleindustry background on yourself

(03:30):
and where you come from, whereyou've been and all over the
country.

Speaker 2 (03:34):
Yeah, yeah.
So I started my first real jobout of college back in 2004,
landed with a Volvo heavyconstruction dealer called
Flagler.
We were in Florida At one point.
We also owned the dealership inEastern Pennsylvania, new
Jersey, new York City.

(03:54):
It's called Penn JerseyMachinery.
So I worked for a dealer withreally good size, you know, and
Volvo at that time had 38 ishdealers across the country and I
think you know we werehistorically like third or
fourth largest, you know, maybefifth at the most, but, um, so I

(04:14):
, that's how I learned theconstruction industry.
I didn't really have anyexperience in it before.
Uh, I took a job, uh, selling,I started selling and renting
equipment.
So I was out in the field infront of customers like yourself
.
And then, you know, work my waythrough the dealership over 16,
17 years, ended up, you know,working in every department.
Uh, I became the COO, uh, andthat's when I really became

(04:47):
involved in service.
I didn't I always knew it fromafar, you know, knew it from the
PNL or, as every sales repknows you, you know, service
when it's not going well becausethe customer calls you.
Um, you know, after they callthe service department and then
when they get, they don't getthe answer they want, they call
the person.
They have the relationship,which who's the salesperson?
And so I'm well-versed in ineverything dealership from my

(05:13):
experience, Directly tied toequipment though dealership or
then.

Speaker 1 (05:19):
So Volvo is kind of the.
I like a good old Volvo machine, but it's a good machine it is.
We don't have rented a couple.
So, florida, let's fast forward.
Through that you get to thatCOO role of this dealership and
now we can start asking thequestion of why, why are we
doing the things that we'redoing?

(05:40):
Frustrated customers,serviceability Maybe tell us a
little bit through the sales orthe service, a couple of
generalistic things about adealership that most folks
wouldn't know.

Speaker 2 (05:56):
Okay, so one of the things as to the why, where, why
I started Heave was it'sperfect.
Nothing changed.
Why, uh, where, why I startedheave was perfect.
Nothing changed, you know, andit's really frustrating.
You know, like I said, Istarted in 2004.
You know, our dealership gotsold in 2020.
Nothing had changed in terms of, like, the overall operation.

(06:18):
All the problems were the same.
Um, you know, you havedifferent people who come in and
leave, and new people come in,and it's like, but the problems
remain the same.
No one really wants to doanything and, like I'm just the
type of person that, like Iwasn't, I wasn't like a destined

(06:39):
entrepreneur, like I didn'thave like these dreams from a
young age of like starting abusiness Really, yeah.
So I was different.
Like I, I was at a stablecompany, uh, and then I was just
just became so frustrated withthe state of affairs and people
just acting like they werehelpless, like, uh, we can't

(06:59):
solve it.
Like I don't understand causewe devote so much of our time to
work Right, you know, it'swhere we spend most of our time,
unfortunately, and I just can't.
I can't get with if I'm going toput this much time into it to
not like want to improve atsomething or be the best, or
like I can't show up to workevery day just knowing that,

(07:23):
like hey, these five problemsthat are just going to always be
there.
Like we're, we're going to letcustomers down, we're going to
invoice customers wrong, we're,we're going to it's going to
take three weeks to get a techto them, it, you know, I can't.
I can't live that way.
Um, and I had built, uh, enoughexperience to have the
confidence uh, at, you know,towards the end in like 2020.

(07:45):
Like you know what, what if westarted a business that focused
more on the customer and thecustomer experience, and that's
my mindset leading into it.

Speaker 1 (07:55):
No, 100%, and that's exactly where I was going with.
That is, you saw all theproblems, not just heard about
them, but you felt them, youlived them.
You know what these guys aregoing through at the dealership
level, in-house, but you're alsoknowing what this customer is
having to deal with and lack oftransparency and invoicing, and
invoicing wrong is.
I can just go off on that oneby itself.

(08:19):
But when you go to pick up thephone, nobody really wants to
talk about it.
There's lack of systems.
I'm literally dealing with this.

Speaker 2 (08:25):
Pick up the phone Call in Like I used to do this
sometimes, like I would call myown dealership and then I would
never get to anybody or it wouldtake like forever.
You'd get passed around thesephone trees and then you know I
would like walk through thehallway and I would hear the
phones ring and then no one'spicking them up.

Speaker 1 (08:46):
There's just a lot Breeding ground for pissed off
customers.

Speaker 2 (08:50):
Yeah, exactly, and I was always amazed at how much
money customers spend for theexperience that they get, and it
doesn't matter.
You have monster customers likeArcher Western Walsh Group
billions of dollars and then youhave smaller customers, but
even the smaller customers arespending millions of dollars on

(09:12):
rentals a year, millions ofdollars on buying five machines,
ten machines, whatever, andthen what you spend on parts and
service too.
So you're spending that amountof money.
There should be a bar of astandard that you should receive
as a customer.

Speaker 1 (09:30):
Customer service 101, you know sales as you guys.
You've heard this thousands oftimes in your world.
But sales sells that firstmachine, but service sells the
rest.
And I talk about on this showand on the YouTube all the time
about, hey guys, payments andrepairs.
You just don't want them bothat the same time.
You've got to set yourself upfor that.

(09:51):
But with seeing all thesegeneralistic problems in a state
of meteorocracy that nobody iswilling to pick up the torch,
you go you know what.
Well, let's step off and let'sfix some of these problems,
because they're not going away.
And you, of course, built aportfolio of customers over the
years and probably reached outto them and said, hey, is this a

(10:13):
problem?

Speaker 2 (10:14):
Yes, I did so.
Ironically, when we firststarted, it wasn't.
We didn't have the service, weweren't doing service.
Uh, when we first started thecompany, it was like july 2020.
It was um, a technology companythat was aimed at making um
buying and renting equipmentmore accessible.

(10:36):
So, like, the easiest way tocompare would be like an expedia
type experience, um, and wepursued that for two years and
it was really really difficultbecause we didn't own the
inventory, like, we just wantedto be the software layer to make
it.
You know, if you think about it,like if I go to a website to

(10:58):
order food from a restaurant,it's not the restaurant's like
online experience there're,that's a third party that
they're using.
So, like, thinking of, you know, thinking of like that kind of
a model.
So we didn't own the inventory,we just wanted to make it
easier for customers to transactand you know, I'd meet with
customers and they liked it, butinevitably it would get to the

(11:21):
point of like, oh, okay, well,what dealers are using this?
And that was the breaking point.
We couldn't get dealers to useit and so, therefore, it had no
value to the customer.
But almost every one of thoseconversations with a customer
where they were like huh, yeah,so it doesn't have any value to
me, but if you could find a wayto help me on the service side,

(11:45):
I would be a customer tomorrow.
That's my major pain.
So in retrospect, I tell peopleour first product that we had
for like two years, we weresolving an inconvenience, we
weren't solving a true problem,and then when we switched,
pivoteded the service, we weresolving an immediate problem.

(12:06):
And that's when, like Imentioned, like two years of
just like suck to, like notreally get anything going, like
literally we switched theservice and within our first
month it was like, I mean, likecustomers, oh my god, this
exists, how do I do this?
Oh, this is fantastic.

(12:27):
And so then it was just fullspeed ahead after that.

Speaker 1 (12:30):
Well, good on you for pushing, and you did what a lot
of entrepreneurs fail to do,and that's listen, and you
listen to your customer.
Like I, was definitelyhardheaded at one point in cycle
.

Speaker 2 (12:43):
Let's see here's where's where this is really
hard, because you need to behard-headed, you need to be
stubborn.
Everything that you read istrue.
You need to be able to pushthrough tough times.
The really, really difficultthing when I look, is having,
like this instinct of well,what's wasted effort.

(13:08):
You know cause you gotta keeppushing through and like and I
just realized so ironically, Idecided to kill our first
product after we started havingsuccess with it.
So we were that is ironic so wewere helping a few like sales

(13:28):
reps sell machines and you knowthey would sell a machine for
like 250 grand and we would usethat as our wedge, like our.
You know, we would call intothat sales rep and be like man,
this is great, you sold this toa new customer 250 grand.
So the dealership makes let'scall it 25,000 in profit.
You make a commission, probablylike four or 5,000, and we were

(13:53):
charging a subscription at thattime.
They were like hey, how manysales reps work for your
dealership?
Ah, 50.
Great, hey, can you get us ameeting with their VP?
Let's see how many more reps weget on here.
Every time we'd have thatconversation, the sales rep
would say if I don't sellsomething next month I'm going
to cancel.
And you're sitting there andyou're like the math doesn't

(14:14):
work.
You could afford, based on whatyou just paid us, you could
afford to not sell anything forthe next year and you still come
out ahead.
But it was the sign to me thatthey didn't see the value in it.
And so that's when I was likewe have to kill this, we have to
go after service.
Um, but yeah, you, you needstubbornness, you need to be

(14:36):
hard-headed, but it's just like,can you?
You got to kind of game it outand understand like the big
picture thing.
Like, even though the mathworks and even though the value
was more on the dealer side forwhat we were providing, we
couldn't extract enough value.
And when people and and likeyou, you go, you read about like

(15:00):
this stuff aboutentrepreneurship and starting
companies, and people say buildsomething that people want,
build something that people willpay for.
So it sounds very simplistic,but that was a good example of
it works.
But they weren't willing to payfor it and that was like very
eyeopening to me but it helpedme make the decision.

Speaker 1 (15:21):
It's gotta be a two way street right.
And yeah, the customer if theydon't see immense value in it,
it's going to be hard to getbehind for them.
But it also entrepreneurs wealready feel undervalued, we
don't need our whole.

Speaker 2 (15:34):
And it's tempting right, it's tempting to go on a
whiteboard and be like here,let's draw it out, you made
$25,000.
You paid us $99 in the month,but if they don't recognize it,
you're not gonna convince them.
And so that helped me, uh, makethe decision.
And then, like, like I said,once we went to service, there
was no selling, literally if whodid you?

Speaker 1 (15:58):
found the problem, heard the problem and dove head
first.
Walk us a little bit throughhow he works, like if I was just
first time hearing about it.

Speaker 2 (16:07):
Okay, so what I like to do is you own equipment like
in a perfect world.
How should service exist?

Speaker 1 (16:17):
Man machine's down make a phone call hey, come fix
my machine.
I need it up by oh two hours,please.
That's how it should work.

Speaker 2 (16:28):
That's how it should work.
So we built an app and we callit on-demand service.
Because it is on-demand, it'swhen a customer needs a tech and
so a typical experience, likewhen I was driving over here
this morning I'm getting blownup on the app.

(16:48):
Customer's got fill in theblank I got a PC-138.
I got a CAD-950.
It's got a def issue.
Every machine has a def issue.
I'm at this job site innorthwest Arkansas.
Customer can take a picture oferror codes, take a picture of a

(17:12):
machine or whatever the issue,submit request.
An alert goes out to all of thetechnicians in that area.
The technicians set the servicearea and then they can see
customer what the issue is andthen the technician can respond
if they have availability andthen the customer just gets
pinged.
Every time a technicianresponds, you can see oh okay,

(17:40):
john Smith can be here thisafternoon.
He's 145 an hour.
I can click on John and I canread a profile on him.
I can see like oh okay, johnspent eight years prior to
owning his own business.
Spent eight years at the localcat dealer.
Before that he was at the JohnDeere dealer.
All right, next, Frank FrankThompson can be here tomorrow
morning.
He's 175 an hour.
He's got these reviews on theHeave app.

(18:04):
I can see that I can also clickon his profile and then, as a
customer, you get to pick whoyou want, and it's that simple.
It's a very simple concept.
It's um, but it's up to thecustomer.
Like the way we set it up is.
We wanted it to operate as manyways as possible the opposite

(18:26):
of how the traditionalexperience operates.
So there is no phone call, it'sgoing through an app.
Customer always gets to pickwhich technician they want.
You get different price pointstoo, right, we also we calculate
, like distance and mileage too.
So, like you can see in myexample, the first tech 8.7

(18:50):
miles from your job site andthey charge 250 a mile or
whatever.
So we show you the round triptravel.
So, like, hey, just so you knowit's gonna be 250 round trip
just in travel before they getto you, and we do that for
everybody that also secures yourguy that's driving out there.

Speaker 1 (19:14):
There may be a guy that just left one of the rental
houses that's been doing thisfive or 15 years and wants to
start his own.
Got his own truck, but hedoesn't even know how to price
himself and it sounds like youcan also.
Hey, look, this is how thismarket should should go.
You're going to get paid thisto go do your work.

Speaker 2 (19:33):
Just put your price.
We can, we can help people withthat.
Yeah, based on what we knowabout the markets.
But, yeah, like there's so manycrazy things, like in the
traditional experience, when theone, one of which that stands
out to me is the customer has nosay over who they get, and also
they have no say over thedistance, right like you.

(19:55):
You just know from dealing withangry customers over time.
You're like, oh wait, we sentsomebody from two hours away and
we're billing the customer forthat travel time mileage Like,
but they had no say in it, andthen they didn't have no parts,
right, and they had to go back.
And so, yeah, that's one of thereasons why we show the
customer like, hey, so-and-so is50 miles away from you.

Speaker 1 (20:18):
That's huge man, yeah .
And then, not only that, itgoes to availability, which is
cool, sure, but I'd also maybethrow this in there yeah, john
Smith, maybe a cat and JohnDeere guy, but I may have a
Komatsu out there and Frank overhere he came from the Komatsu
dealership, yep, and it's goingto be 12 hours down.

(20:39):
I may can get a rental outthere or whatever, but I've got
Frank the tank coming out, who'sthe man on the Komatsu stuff,
and he'll have it done in sixhours.
So to be able to see the backend of these guys price point
availability location, like,come on that is amazing.

Speaker 2 (20:55):
Yes, and that's that's where I think our company
thinks that service should go.
Is, uh, in service in thefuture, which is today through
us?
Is all of these factors right,something that I didn't realize
the power of until we started.
I'd love to tell you I was sosmart that I thought about this,

(21:16):
but I came from a dealer, so Iwas just used to how it operated
.
What started happening earlywas, like I mentioned uh,
customer would have a catexcavator go down.
They'd book a tech tech wouldgo out there and then, while the
tech was on the job site,customer would be like, hey, uh,
when you're done with that,this deer dozer is giving us an

(21:38):
issue.
Can you look at it?
And then text like sure, saidthe deerzer, and then all of a
sudden like, hey, this Komatsuexcavator.
So we were knocking out likethree different brands on the
same, on the same service calland customers were like are you
kidding me?
I would have had to call threedifferent parties.
Who knows when each of themcould have gotten here.

Speaker 1 (22:01):
We one travel charge and this guy fixed all three
gotten here One travel chargeand this guy fixed all three and
I love how it's becoming an appinterface.
As you guys know, on this showall the time I talk about
younger guys embrace thetechnology as much as you can
because it's outrunning theindustry as fast as it's moving.
But we're all used to apps.

(22:21):
We're all used to a phone.
I mean they spend more time weall do on social media than
anything.
I mean we know how to operatean app to be able to.
Hey, got a machine here.
This is what's wrong with it.
I think it's a fuel issue.
I'm not a mechanic and then getfour or five responses to a
working area.
That's unbelievable, manCongrats.

Speaker 2 (22:42):
First of all, I appreciate that it's been very
difficult, but yeah, it's beenvery rewarding.

Speaker 1 (22:49):
It's always difficult doing what no one else will do
Doing this podcast as a dirt guy?

Speaker 2 (22:56):
Yeah, totally.
And people tell you, like,whenever you try to do something
different, people love to tellyou about how it'll never work
and you don't know what you'redoing and and I get it.
But, um, I've always kind ofbeen comfortable on being on the
uh, you know, the other side ofthat being different yeah, it

(23:16):
being different.
Um, you know, I've always hadkind of a chip, a little chip on
the shoulder too, like to provecertain things.
Um, but yeah, it's just wow,what a, what a crazy idea.
If you build something that youknow is more responsive to
customers, that'll save themmoney, like what, what, what an
idea that you can build a bigbusiness out of that.

Speaker 1 (23:36):
It's insane, dude, it literally is.
But no, I'm always the pioneers.
We need more of it.
People just like yourself,willing to find the problem, not
just go.
Ah, somebody will come alongand fix it.
No go, hey, look thesecustomers.
I'm tired.
I've got really, really goodpeople that I like taking care
of and I'm tired of doing thisdealership model.

(23:58):
And it is, you're right, thetrad or traditional way of
calling the dealer.
We talked about it earlier.
You can't get nobody on thephone.
So if you don't have a guy onthe inside, you're not even
getting your phone call or evengetting on a list that day.
No, and so you're not having toworry about a phone call.
You're not having to worryabout any of that.

(24:19):
My machine boom, take a picture, it's a lot like Thumbtack.
And for the owner I mean,honestly, take a picture, it's a
lot like thumbtack.
And for the owner I mean,honestly, take a picture.
We get compared to thumbtackfor today's episode.
Right, I apologize no, hey look,this is the first podcast I've
been on with an ad read, so Ifeel very official okay, well,
um, I really appreciatethumbtack being our present

(24:39):
sponsor and but it it's a modelthat works to that point you
know what I mean and thecustomer spending to your point
millions of dollars every singlefreaking month.
We make our payments but whenit goes down, the number one
thing in our world is downtime.
For a guy like myself and tohave that right in the palm

(25:04):
pocket not just me, but the guyout there say he's working right
away.
You know what I mean.
He can get access I'm assumingemployees and set them up in a
profile.
Your foreman's worried aboutthese 12 machines on this right
away project and it is out inthe middle of wherever Oklahoma.
Well, it may be three hoursfrom a dealer, but there is a
local guy somewhere andhopefully he's on the Heave app

(25:26):
and can come right around thecorner.

Speaker 2 (25:27):
That's right.
Yeah, there's so much to talkabout Some things I don't want
to gloss over.
One of the things that's kindof magical about what we built
is the communication aspect, andso the customer is
communicating directly with thetechnician who can fix the

(25:47):
machine.
You know, and so like that'sanother thing that, when you are
raised in the dealership world,becomes unbelievably
frustrating is that and Iempathize with customers is that
customers are always chasinginformation.
You know, you're always likeyou don't hear anything and so

(26:08):
naturally you assume the worst.
No one's working on it.
They don't know when they canget someone to me.
You know all of it's probablytrue, but the only way to know
is you got to call again, yougot to call again, you got to
call again and it's just not.
It's not a good model and youjust got time for that.
No, and so that's why you know,one of the things that works so

(26:29):
well with our app, with the app,is that it's all messaging and
it's with directly with.
There's no middle people.
You're not dealing with adispatcher or a manager who then
has to check with someone, whohas to check with someone else
else, who then has to call withthe technician.
It's like no, you're dealingwith the person who's coming out
, and there's a lot ofadvantages to that.

Speaker 1 (26:52):
Yeah, you're not dealing with a service writer
that's been there two weeks,that really doesn't have a clue
about the machine itself.
He's just typing stuff in acomputer.
I mean, you can go to any partsstore in America and get that
experience.
Nowadays I need wipers.
Is that four wheel drive?
You know it's like that.
The service.

Speaker 2 (27:10):
So I had we dealt with this.
It was it's like a.
We did a centralized serviceexperiment at the dealership I
was at, which was a massivefailure, and the one story that
was like burned in my memory iswe had a customer our largest
customer at the time four lettername really easy name and they

(27:30):
call in and the guy answeringthe phone asked him how to spell
it and you're just like oh myGod.

Speaker 1 (27:37):
What are we coming to ?
I was saying QDR rates.

Speaker 2 (27:41):
How do you spell that ?
It's like oh, you know, thecustomer that owns 200 machines
from us and, you know, is ournumber one sales customer,
rental customer service customer.

Speaker 1 (27:51):
And of course you know he ends up on the phone
with that service writer that'sbeen there for a week and he's
just trying to do his job.
But being able to talk to theguy that's actually going to put
his hands on whatever issuethat's in your machine, yeah,
you cut out a lot of lag timeand crappy communication.
That is totally time wasting.
But I'm assuming they can goback and forth within the heave

(28:14):
after the sale.
It's all within the app.

Speaker 2 (28:16):
That's really good, oh man, which is also, I think,
important too, because there'scontext.
Like people like texting, butif you think about it like
texting just to text, a lot ofstuff can get missed.
Like you will have customerswhere we're doing like 15 jobs
at one time for right, and so ifa technician is texting the

(28:36):
customer like wait, whichmachine is this for?
It's like, so, if it's in inthe app, it's all tied to a job
and so there's context to it,right, there's a message on this
job, there's a message on thisjob, and that's all you know.
We've built out a bunch of newfeatures too, where it's all
kind of shared within, like youmentioned, like a foreman and
someone else on the site likeyou can pull.

(28:59):
You can pull different peoplewithin your operation in on one
job and now they're allcommunicating with the
technician.
So it's not even like hey, youtalk to the technician, now you
have to pick up the phone andcall your people.
You're all in on the samemessages.

Speaker 1 (29:14):
Not only that, for you customers and you owners of
those machines, as inspection,daily inspection reports if
there is something thattranspired on that machine, you
want the documentation for thenext guy that comes out.
So being able to pull thatentire communication putting it
in that equipment piece of filefor that next tech that works on

(29:35):
it, whether it's through heaveor not, whether it's a dealer
warrantied item, you can atleast you know, you know you
need that documentation.
So having that all within onecentralized location man, you're
freaking doing this thing, dude.
Yeah, it's fun, that's awesome.
So, service area right now.
I know you guys are pushinghard, but you guys are in like

(29:57):
how many states?

Speaker 2 (29:57):
currently.
So our core market this is theway I describe.
Okay, we have core markets andthen we have other states where
we work.
So core markets are Florida,Texas, georgia, north Carolina,
tennessee.
We just started in Ohio, comingto Arkansas.
We've done jobs in Arkansas,that's right.
So this year I think we've donejobs in 30, 32 states.

(30:23):
And what happens all the time is, you know, a large customer
will use us in Texas or Floridaor Atlanta and you know they'll
call us up and they'll be likehey, I'm working in this mine
outside of Indianapolis, can youhelp me?
And we go yeah, we never sayabsolutely.
If we can't like, was it?

(30:43):
Hey, give us, give us 30 days,we'll butt out a technician
network, and so, like, we dowork every week in indiana.
Today we do work in colorado,we get, and then we get
customers who will download theapp without ever talking to us
in california, like we've doneprobably 10 jobs in california
this year because we have wehave technicians who have

(31:04):
downloaded the app all over thecountry, and so it still.
It does surprise me when youjust see a customer you've never
heard of.
We've done jobs in Delaware,like it's kind of it's wild and
we have technicians, and soit's-.

Speaker 1 (31:21):
And it's growing by the day.
Pretty special, yeah,Especially when you're also
taking care of them.
I mean it's a literal two-waystreet that's paved really well
for the customer and you knowyour network of of man.
That's so awesome, Seriously.
So take us where it's going.
We let's talk a little bit.
Some news popped out this week.

(31:42):
I was on LinkedIn, I was, yeah,some major news I'll let you
kind of share.

Speaker 2 (31:48):
We closed a Series A capital raise of $7 million,
which is a big deal for us.
So we've raised $13 in ourhistory through venture capital
firms, which is an interestingexperience on its own.
Yeah, sure, where we're goingis we want to be the only

(32:11):
nationwide field serviceprovider for all brands of
equipment.
So one of the things that'spretty cool is we've fixed over
100 different brands ofequipment in our lifetime and
that has come from customers iswe've fixed over a hundred
different brands of equipment inour lifetime.
Um, and that's and that has comefrom customers, you know, like
service call on a cat and then acustomer like hey, can you do
you guys work on on highwaytrucks?

(32:31):
Yes, we fixed max.
Peter builds Kenworth.
Hey, can you guys work oncranes?
Yes, generators yes, and so thealignment with customers is
awesome.
And then the downside fordealers is that they have a
territory that they cannot gooutside of.

(32:53):
There's two cat dealers inFlorida, there's three cat
dealers in Texas.
They can't go outside of theirfootprint.
We can fix equipment everywhereby being brand agnostic and a
technology home.

Speaker 1 (33:07):
That's insane.
How have I know the big hottopic in our world is?
Well before I go there, let'sstay on this.
You mentioned venturecapitalist and all of these
terms.
A lot of these guys are bluecollar guys just starting.
Could be an electrician or aplumber.
Talk a little bit about that.
And you've done all of thissince July 2020.

(33:30):
It's not like we're talking ahuge time period here, guys.

Speaker 2 (33:34):
So if there's yeah, give us a little bit.
So venture capital I didn'treally know anything about that
before I started the business.
I started the business Um.
So you know most people knowlike venture capital, private
equity.
You know like two paths to umto raise money, Right, um,
venture capital is a fascinatingworld to me.

(33:55):
So you have firms that you knowlook to invest money in emerging
companies that you knoweverybody has like their own
checklist of what they look for.
But what it was fascinating forme was you know a venture
capital firm like their job isto research industries.

(34:15):
You know a lot of venturecapital firms are can be
organized into a couple ofdifferent ways Like they're like
industry focused or what couldbe called stage focused.
So stage is like the um, theage of a company when they
invest.
So naturally it, if you investin um, a seat at seed seed is

(34:39):
like a term for like a veryyoung small company If you
invest early, like at that stage, it's not as much money you're
investing but the potential topay out is that much larger
because the young company couldgrow and become a massive
company, right?
And then you have other venturecapital firms that look to
invest at later stages becausethey don't want as much risk,

(35:03):
right, and so, if you like,invest like series B, series C,
series D you're typically havingto write larger checks and the
payout is not as big becausethese are well-established
companies, and so it's just likewhat the risk profile is.
What was really interesting tome is like these are people and

(35:27):
venture capital companies that,like I mentioned, they look at
companies every day.
So they're getting pitchedcompanies I don't know eight to
10 a day or whatever and thenthey've made investments of many
companies that become reallysuccessful.
So they look for certaincharacteristics of DNA, of what

(35:49):
makes companies successful.
It could be market opportunityis definitely a big part of that
.
It can be characteristics of aleadership team.
It can be the product itselfthat they're selling, and so it
was an unbelievable experiencefor me to speak to a lot of

(36:10):
these firms and get theirfeedback on our company right,
and then you look at theirportfolio and the companies that
they've invested in, and so tolook at look at should be a word
now in the portfolio of acouple of these venture firms
alongside of, and Uber alongsideSpaceX alongside of, you know,

(36:32):
like really, really big,successful company.
So it gives you a tremendousamount of confidence and I got
plenty of no's.
Know, that's the entrepreneurfavorite word, yeah, but but
what was really helpful is that,like the questions that they
ask about your business, ithelps you like, oh, that is a

(36:53):
vulnerability for our business,so I gotta shore that up,
because these people areprofessionals at assessing
businesses, and so it was areally interesting experience.
Raising money is never fun, butfascinating, Fascinating.

Speaker 1 (37:13):
But what about the validation for yourself?
After the grind making a hugepivot?
Let's try this thing.

Speaker 2 (37:22):
And then, all of a sudden, these companies are like
yes, yes, yes, and you're likewhoa just, it was totally, it's
totally surreal, um, and yeah,it gives you a tremendous amount
of confidence because they'renot investing money in you
because they like you.
They're investing money in youbecause they think that you're
going to be successful andthey're going to make money

(37:43):
Value.
And so yeah, it gives myself,it gives our team, a tremendous
amount of confidence goingforward, that we're onto
something really big.

Speaker 1 (37:56):
Well, everybody, I was talking to a few folks about
he just trying to find ourlittle area local, do you know
about this?
And I was just talking to youat dinner last night about our
local yokel shop that we take atrack O2, or if we needed
something to go down or youneeded it, you know, whatever

(38:16):
welded or an actual shop,they're gone as of August 25th
and so now we're sitting heregoing.
Well, I mean, we have thedealers, those guys where I'm
going with this and I'd like foryou to talk on before I get
there.
I apologize again, this venturecapitalism.

(38:37):
I'm sorry, I can't get off ofit.
I just wanted to show and make apoint to if you have an idea
wanted to show and make a pointto.
If you have an idea, you putgrind, perseverance behind it,
make a pivot when it's maybe thebest not the best opportunity
or the best opportunity butstrike on that opportunity,
pivot and people want to workwith you.
It's the point I was gettingthere.

(38:57):
These blue collar guys with anidea, yeah, totally.
Um, there is the white collarworld.

Speaker 2 (39:02):
They want to work with.
Yeah, I, I completely agree.
It was something that stood outto me actually, um is that I
was kind of amazed at how, likevcs will talk to anybody.
Like you think, like you lookat, you, look at a vc firm and
firm and you can see that youcan read about all their

(39:23):
successful investments.
And maybe you have or maybe atleast I did I had this
preconceived notion of like, ohyeah, they're not going to want
to talk to me, you know, with mydumb company, because this is
who they've dealt with in thepast.
But no, like, because they allthey understand the game.
They understand that everythingstarts small.

(39:45):
Every company has their firstcustomer.
Everyone starts from the sameplace Airbnb.
They're selling air mattresseson the floor.
You know now, they're worthmore than all the hotels
combined.
But venture capitalistsunderstand that.
So you are right in terms oflike, they'll talk to you,
they'll give you time.

(40:05):
It is, you know, some of it'slike Shark Tank too right.
You get a certain amount oftime.
You got to get their attention.
It's got to be a big idea.
It's got to be flushed out.
It's got to have a plan.
You know you can't be wingingit, but yeah, I was amazed at
like oh wow, like these peopleare hearing me out.

Speaker 1 (40:25):
This is pretty cool, man, that's unbelievable.
Just to have, you're right.
But the plan and the strategy Italk about for so many years
within my own business, thatdude slapped me upside the head
80% of the time, just flying bythe seat of my pants, trying
that's how we all figure it out,though Exactly, literally, and
through these experiences.
You know, education isexpensive, but experience is

(40:46):
priceless.
And just going through it, justlike you did in the dealer
world, and dealing with theproblems from your mechanic side
or your sales team or yourcustomers in general, fixing the
problem, then not only going,hey, this is a problem, here's
the fix, I believe it is, here'sthe plan and strategy.
Hey, what do you guys thinkabout it?
Then taking their feedback,molding, molding and look at you

(41:10):
now, dude, seriously, kudos,arsham.
Very, very glad to shine somelight on what you're doing this
early on.
It's everything.
When you've already done it andyou've already got there, we
have a lot to do.
Don't we all the other thing?

(41:31):
Major question that I know alot of these guys are going to
want to ask you and they'regoing to be like, hey, Cy, why
didn't you ask about software?
Now I think I already know yourresponse, but as these next gen
, all these new machines arecoming out, it literally change
a hose.
You got to have the computer toreset the sealed system.
It's a ridiculous joke, but I'massuming a lot of these guys

(41:54):
already have the software.
They do.

Speaker 2 (41:56):
Okay, they do.
So that was the one questionthat I had before I committed
everything to starting theservice business was I didn't
know how many guys had software,and when I started talking to
technicians to like build ourinitial network, everyone did um

(42:18):
, and so most all of these guysare former dealership mechanics.

Speaker 1 (42:26):
So, and when you said that, with the guys that did
have the software, what sizefleet did they have?
I'm saying you're from thecustomer side or you're saying
from the mechanics side, fromthe mechanics, understood.
So they're already leaving.
They've been building theirrepertoire of software.

Speaker 2 (42:41):
They were a former cat dealer tech.
They have what?
Is it Sys, I think is the catprogram.
Yeah, they were at Deere, theyhave the Deere.
And then when I started askingtechs like, hey, what software
do you have?
I have a diesel laptop, I haveJAL test.
There's another third one.
I'm like, oh, everybody's gotsoftware.

(43:03):
This is really interesting.

Speaker 1 (43:04):
I think we've got a scanner, but I think a lot of
the folks that you're probablyspeaking to here today on the
show yes, I know there's someguys that have huge fleets that
listen to the show, but a lot ofthem are that one to three to
that five to seven year markthat we may have 10, 15, maybe
20 machines.
But I know some of these guysthat still don't own software.
I don't, yeah, Most customersdon't.

Speaker 2 (43:26):
Even large customers don't have software.

Speaker 1 (43:28):
but the techs, the mechanics on our platform do
that was the, Because I don'treally want to necessarily deal
with the dealer past the sale.
To be honest with you, becauseof all the things we've sat here
and talked about today, it's anabsolute struggle.
And I'm sitting here paying forrental and paying or the
machine.
The rental machine ain't madeit there, so I got a crew

(43:51):
standing around trying to fix,like, guys, do yourself a favor
and jump on the Heave app.
This is obviously very new inour neck of the woods, but I
hope to hear from some of youguys that are already on heave
and hear your experiences and Iwill get them shared with Alex.

Speaker 2 (44:11):
So I'd like to talk a little bit about why.
So I'm going to defend dealersa little bit, okay, okay, okay,
I would say so.
You know why.
Why so common question whyhasn't this been done before?
Because it is a simple idea,right?

(44:32):
Is that number one dealers haveno incentive to improve.
Okay, and that's the one thingthat you, when you work there
for a long time, number onedealers have no incentive to
improve.
And that's the one thing that,when you work there for a long
time, why things don't change isthat there's no incentive.
You have a very large footprintthat the OEM is protective of.

(44:55):
Like I mentioned, there's twocat dealers in Florida.
No one else can sell cat intoFlorida.
You know, you don't have toreally get better because
there's no real threat In theauto business.
I guarantee you here inNorthwest Arkansas, if there
were three cat dealers inNorthwest Arkansas, I bet you

(45:16):
there'd be a differentexperience.
But there's not.
There's one, and so there's noincentive.
And then the other thing, too,is that it's really hard to be a
dissenter, dissenting voice,within those walls.
Right, you have a lot of peoplewho make a lot of money, and do
you want to be the one personwho's speaking up like, hey, no,
we should change x, y and z.

(45:37):
You know, you got a lot ofpeople making a lot of money
like, no, no, let's keepeverything the same.
So now, the part that's notreally their fault is that
service in many ways is anumbers game and they still have
enough bodies.
So we had a hundred field techsin Florida, the dealership I

(45:59):
worked at and we probably had tomaintain I don't know 10 000
machines.
So that's a math problem, right?
Um, now, cat might have 400 or500 field technician, but they
got to maintain 50,000 machines.

(46:20):
So you're back to the samething Now, same percentage,
right?
And that's what creates thistremendous backlog and time to
get a technician.
Now I heard I started 2004.
I'm sure there was peoplelistening to this who'd be like
well, I started hearing that1990.
No one wants to be a tech.

(46:40):
Yeah, I would say, here we gothearing that 1990.
No one wants to be a tech.
Yeah, I would say, here we gotto finish the sentence.
No one wants to be a tech andmake $25 an hour, $28 an hour.
That's the problem and that'swhat I started, seeing as to why
really talented techniciansleft to go independent Because

(47:03):
they're not making any money forthe value of their skills and
there's a disconnect Like youcan't as a company.
You can't say sales sells thefirst service, sell the second
and then pay the skilled labor,the skilled labor, nothing.
And that's where I think thefuture is, because dealers are

(47:26):
paying in-techs $27 an hour,billing them at $200.

Speaker 1 (47:30):
Oh yeah, $250.

Speaker 2 (47:33):
So that creates like.
No, I go like, if you look atthe independents on our platform
, they make, you know, $150 anhour or $170 an hour.
Some make $130 an hour.
They set their wage and then wejust add a little markup on top
and so they're getting almostall the money.
But they should.

(47:54):
They're talented, skilledtechnicians.
So that's one of the thingsthat fuels us.
Um, and and one of the reasonswhy you know I love our position
is that you know, the economicstructure of a dealership will
not change.
They are not going to blow itup.

(48:15):
They can't.
Um, and you know, I'm sure I'vetalked to dealers um some are.
Some dealers are our customerstoo, which is pretty wild.

Speaker 1 (48:23):
Yeah.

Speaker 2 (48:24):
Because they just need the help, so they'll book
guys through us, which is cool.

Speaker 1 (48:31):
That's an interesting point of view there through the
dealers.

Speaker 2 (48:34):
Rental companies and dealers use us, which is awesome
.
But yeah, I've heard some brag.
Oh, we just brought on tax atfifty dollars an hour.
Great, how do you look?
The other guys in the osc?
Yeah, like in 28, but yeah, 5050 is not what they should be
paid when you're fixing a fourhundred thousand dollar

(48:56):
excavator that needs to be upright now.
You know, like that's why wethink this is the future, is
that you get the.
All the leverage is on thelabor side and um, and so that's
why the technicians arebasically our customers too.

Speaker 1 (49:11):
You know, give them the ability to make money that's
such a good, why, dude, that'sliterally such a good, why and
the way you look out for those,for those guys, that it's not
just from the mechanicstandpoint.
We as skilled trades in generalespecially through the cost
inflation going a little off inthe weeds here we all feel

(49:32):
undervalued when we are allhaving to race to the bottom to
get on a job site.
You know what I mean and you'relike you're sitting here, how
much cost are you carrying?
But those mechanic guys, whenthat $500,000 tracko that is
running that entire job sitegoes down, he's the most

(49:54):
important man and his mindsetand his knowledge is the most
important man on the entire jobsite blue collar podcast right.

Speaker 2 (50:02):
A major talking point is how do we get people more
interested in the trades right?
Yes, sir this.
To me, this is one of the mainreasons how you can do it.
No college education, that's nocollege debt, but showing
people a real path that they canmake.
So one of the things that we'remost proud of is like this year

(50:24):
we'll have I don't know, itdepends on our growth we could
have 20 techs make over 200grand this year.
Wow, like, think about that so,but that's, that's
life-changing.
Yeah, that's the thing.
You can't say like, hey, be asuch and such brand tech and

(50:45):
make 70, make 80, right, that'snot going to pull more people
into the trades, but hey, here'sa legitimate path to own your
own business, not have collegedebt.
You go to trade school but thenyou could legitimately earn 300
grand a year Very easily.
Right, and be your own boss.

(51:05):
That, I think, carries a lot ofweight and can get more people
interested in pursuing that.
I've read plenty of articlesabout people becoming HVAC
technicians.
And you know, because those youknow trades are, you know
there's not a lot of supply, sothat people see the opportunity

(51:29):
to go into those fields becausethere's no shortage of work.
And you know, with a lack ofsupply the rates can rise.
You never hear it in our space,because if you go the
traditional route, you can'tearn.
Hmm, that's one of the ways,and as we become more popular

(51:51):
and people know about us more, Ithink you're going to see some
dominoes fall, which is reallygood, because they're going to
it's needed, man, it's neededand it's literally.

Speaker 1 (52:00):
You know, this show is about industry change in
retrospect, of whatever anglethat is, but the industry is
willing to change.
Folks have got to start gamechanging.

Speaker 2 (52:13):
Competition drives change, and that's what I was
saying before.
When you have a structure setup, it's no, look the
construction.
People like to say, oh, this isso.
Different industries have a lotof similarities.
It's like the cable business tome, you know, like if I move to

(52:33):
northwest arkansas I'm surethere's only three cable
companies yes, one or onemonopolized Right and everyone
laughs about the experience thatyou get from it because there's
no.
Everything is set up a certainway.
I think, look, we're driving agreat customer experience, we're

(52:54):
growing because customers lovethe experience.
But I bet you will force theexisting players to kind of
level up their game too.

Speaker 1 (53:03):
I hope so.
I truly do, man.
You have to.
Somebody does, and I'm glad tosee you, my guy.
Blue Collar PerformanceMarketing's passion is to bring
attention to the honest workdone in blue collar industries
through effective,results-driven marketing tactics
.
They specialize incomprehensive digital marketing
services, from paid advertisingon Google and Facebook to

(53:25):
website development and contentstrategy.
I started working with Ike andthe team earlier this year and
they've had a huge impact on ourspecific marketing campaign and
trajectory of our overallcompany.
Their expertise in digital admanagement, website development,
social media and overallmarketing strategy has been an
absolute game changer for oursales and marketing at SciCon.

(53:45):
If you're looking to work witha marketing team who does what
they say, does it well and isalways looking for ways to help
your company grow, book adiscovery call with Ike by going
to bcperformancemarketingcombackslash bcbpodcast or click
the link in the show notes slashdescription below.
Thanks, guys.
Last kind of question that Inormally ask on the show.

(54:08):
Really, I ask every singleperson what's a takeaway for you
know that blue collar guy whois just sick and tired of being
stuck in the mud, mentally,physically, emotionally, maybe
that dealer guy that's sittingthere, been there 15 years
thinking about making a changementally, or it could be that

(54:28):
you know that HVAC guy thateither way Um so if you're
thinking about it, you should doit.

Speaker 2 (54:38):
That would be my um it's, you know.
I think it's normal, and it'snatural to I was this way too.
Like you get comfortable, um,and you just become so afraid of
, of making a change or a moveand I've yet to talk to anybody
who did make the change or moveand regret it.

(55:01):
You know it just, and it's noteasy, I'm not saying it, it's
easy, um, some of us have lifecircumstances that help make us
change.
Circumstances like, look, thecompany, the dealership that I
was working at, was sold, thatkind of forced my hand.

(55:22):
If there wasn't a sale, do I dowhat I do now?
Maybe not.
So you know, everyone hasdifferent circumstances, but it
was.
It was the like.
Looking back, I'm like, oh, myGod, that was the best thing for
me, because it kind of forcedmy hand, it gave me an excuse to

(55:46):
try something different and youknow, you got to be super
passionate about it.
You can't do it like half assand you can't Got to be obsessed
with it.
Yeah, you do, and you have,because otherwise it's super
easy to just quit, you know, andgo back.
Like you have to be really,really committed, like I.

(56:08):
I think one of the reasons why,um, the companies that invested
in us invested in us is becausethe first two years of heave we
didn't have any revenue, wedidn't have any success.
So that gave them theconfidence that if they invest

(56:29):
in us and me, that I would pushthrough difficult times because
I had already done it.
But if I didn't love what I wasdoing and if I wasn't
passionate about it, it wouldhave been really easy to fold
and then just go work somewhereelse.
So you can't just make a changejust for the sake of making a

(56:51):
change.
You have to really believe inwhat you're doing and what you
want to get done.
But I would say go for it.

Speaker 1 (56:59):
100 for it 100, dude any.
We need more concrete guys, weneed more hvac, but just don't
do it half ass.

Speaker 2 (57:10):
That's such a good way of saying go all the way and
like going a couple stepsdeeper to that, like like
understand, like the lay of theland, like you say, hey, we need
more concrete guys.
Okay, like be thoughtful around.
Like well, who are the existingconcrete guys?
What would make me differentthan those concrete guys?

(57:34):
Um, don't just try to be thesame, uh, and that's that can be
a hard thing too, because it'sit's easier to just want to copy
people, but the big, big winscome from being different being
a pioneer man and doing whateverybody's not willing to do,
and endure the suck when itactually happens real suck and

(57:57):
no, and you know the you I'msure you dealt with this too
Like when you start a company inthe early days no one cares.
Nope, nobody wants to hear fromyou, nobody you know, look your
family and everybody like theywant you to succeed or whatever
Kind of.
But it's weird, it's reallyweird.
Like no one pays any attentionto you and then all of a sudden,

(58:21):
one day I don't know what thatone day is then it's like, oh
okay, now everybody wants totalk to you and it's, uh, it's
funny.
And you just got to keep yourhead down and just push every
day get out push.

Speaker 1 (58:36):
Where can we find heave are you?
Are you guys on facebook,anything social?

Speaker 2 (58:41):
yes, we are all over the socials, good, um, so, uh,
our website is, uh, heave appappcom.
We don't just have an app, wehave a desktop version.
So, um, you know, a lot offleet managers are in an office,
you know, so you can just go toour website, heave appcom, and
you can order service,communicate with technicians

(59:03):
that way.
Um, I'm on LinkedIn all thetime, um, probably too much, but
it's just kind of necessary.
It is you want to recruit andfind people?
But, yeah, we're, uh, we'retrying to build a brand that is
rec, that stands out, um, and so, yeah, we're, we're pretty
active on all the socials,promoting our content and all

(59:25):
that stuff.

Speaker 1 (59:25):
Man, I'm glad you chose to share it here on the
show today.
Man, I'm super passionate aboutthe product because it's fixing
such a major industry problemfor not just the top guys.
And the same same guy that's,you know got the one machine and
software man.
Digital space, it's changingthe world, man, literally.

(59:47):
Yeah, it's software givesconvenience right.

Speaker 2 (59:52):
It gets its connectivity um.
So it does help in all of thetraditional areas where, like,
contractors like yourself havestruggled with the legacy
companies right, poorcommunication can't get all the
way.
That software fixes that um.
And so that's that's why, youknow, at our core we're a

(01:00:15):
technology company and I'mexcited to like keep like
pushing from the forefront oflike what can, what we can do,
like we just we launchedsomething earlier this year
where we take a machine errorcode and just create the the
service request and send it toall the technicians.
So you don't, as a customer,you don't even have to like go

(01:00:37):
in and say, hey, this is what'swrong my machine, if you have an
error code that pops up, itimmediately pings all the
technicians dang dude, that'slegit yeah, so little things.
All like that kind of stuff isreally exciting.
Like we're gonna keep likebeing able to do like new cool
stuff automation yeah and man,it's coming faster.

Speaker 1 (01:00:57):
I'm telling you guys all the time, embrace it,
embrace it, embrace it.
Mr alex, I can't thank youenough.
Thank you, si.
Seriously, learning about Heave, I've been really excited about
this episode.
What an iconic entry to themarket and a push man, and I
look to be an avid customermoving forward.

(01:01:17):
But guys, go check them out.
Heaveappcom Yep, check them allout there and make sure to go
check them out Heaveappcom.
Check them all out there andmake sure to go follow them.

(01:01:39):
Episodes right from there,totally free, no subscription.
Or, if you're hopefully on apodcast streaming platform,
don't forget to drop us a ratingand a follow here at the end of
this episode.
Go find Alex and Heave and guys.
Until next time.
You guys be safe.
If you've enjoyed this episode,be sure to give it a like,
share it with the fellers.
Check out our website to sendus any questions and comments

(01:02:07):
about your experience in theblue collar business.
Who do you want to hear from?
Send them our way and we'll doour best to answer any questions
you may have.
Till next time, guys.