August 25, 2025 • 27 mins
Successful contracting businesses need strong partnerships with subcontractors and vendors, which starts with a proper onboarding process designed to create long-term, profitable relationships for everyone involved.
• Two main categories: day-to-day crews (smaller operations handling labor) and larger vendors (established companies with their own processes)
• Large vendors require basic information collection, W-9s, and Certificates of Insurance with your company listed as a holder
• Smaller crews need in-person meetings in proper settings to establish true partnerships
• Skills assessment helps determine what subcontractors can do profitably and enjoyably
• Job timeline discussion explains pricing and profit structure transparently
• Subcontractor agreements cover payment terms, on-site behavior, client communication protocols, and warranty expectations
• Work orders should specify exactly what work is to be done, when to complete it, and payment amounts
• Consider allowing a one-month trial period before requiring insurance
• Proper documentation protects both parties and prevents misunderstandings
• The goal is setting foundations for relationships that will last 10-20 years
If you're interested in getting help with your contracting business, reach out at ProStruct360.com or ContractorCuts.com to learn about coaching options and the upcoming planning retreat in January.
Join us January 11–13 in Nashville for the Chart the Course 2026 Planning Retreat. Sign up now and get three free coaching sessions before the event to finish 2025 strong and hit 2026 with a clear game plan. At the retreat, you’ll tackle systems, hiring, marketing, and leadership alongside ambitious contractors, leaving with a blueprint for growth. Spots are limited—visit prostruct360.com to learn more!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to Contractor Cuts.
My name is Clark Turner.
Thank you for joining us again.
So this week we are doinganother Coaching Cuts episode
where we're gonna be coveringonboarding vendors, whether it's
subcontractors or vendors ordifferent companies.
We're gonna define them andthen talk about how to start the
relationship, how to bring theminto your ecosystem to be able
to grow your company, have thesepartnerships with these other
(00:24):
subcontractors and vendors towhere you're helping them grow
and, at the same time, helpingyour company organize and be
able to grow what you're doing.
So today we're specificallyfocusing on how to onboard them,
how to bring them in, how tohave the conversations.
What do we need to get fromthem?
What information should wegather?
So, yeah, let's start bydefining what a subcontractor or
(00:45):
vendor is.
So in my mind there's reallykind of three different, two
main sections that I wouldsection people off in, and in
those I'd have a couple ofdifferent subcategories of those
.
So one side is thesubcontractors that are one-man
shows, one-off guys, hired help,hired labor.
(01:08):
It could be one general crew.
It could be an electrician thatgoes and runs his own stuff.
It could be a guy with hiscousin and his brother and his
aunt that all work together andthey're on a team and they come
and do 50% of the work that's onyour job sites, or they do the
demo and some of the framing.
(01:29):
Then you bring in some guys forsheetrock, whatever it is.
It's those one-off trades orthe multi-general crews that
we're hiring that are littlemini companies underneath you
that you're helping grow.
The other category are morewhat I consider vendors, which
are dumpster companies, thelarge scale HVAC company that's
(01:51):
got 40 trucks on the road.
The appliance people that youbuy your appliances from that
might deliver them for you.
Larger scale vendors thatyou're still going to use as
subs, but they have their ownprocesses that we have to abide
by, and so those onboardings aregoing to be a little different
than the day in and day out guysthat are going to be doing a
lot of your standard, more ofthe labor on the job site.
(02:14):
So let's define the two how dowe onboard them and what's the
difference of those, as well aswhat's the best practices in
onboarding?
So let's start with the vendors, because those guys are pretty
easy and a little more basic ofan onboarding.
Those vendors, the larger scalecompanies that have processes
that you're not hiring the ownerof the company, but you're
(02:36):
really hiring a project manageror an account manager.
Maybe our tile refinishingcompany is a very large company
that comes in and does that forus.
We're not talking to the ownerof the company, we're talking to
a sales manager that is sendingout their trucks to come do
stuff like that.
So those type of vendors wewant to do a couple things.
Number one subcontractoragreement we still want to put
(02:58):
in place.
We're going to say, okay, whois in charge of our account?
Who are we contacting?
I need to get the informationof how I submit orders and work
requests from you.
Who am I sending it to?
Is it a different person everytime?
Is there a general delivery boxthat we can put in as our main
contact?
I want to gather phone numbers,contacts, names of the people
(03:18):
that will be managing my accountIf I have issues, if I have
payment problems or they're notdepositing my checks, who do I
call?
So, though, I need all of thatinformation.
I want a subcontractor agreement, and half the time we're
crossing out some of the stuffin it, but I want to walk
through what it is and how wehire our subs and how they
operate, to make sure that wecan work in sync together.
(03:39):
On top of that, we obviouslyneed their W-9.
We need to be a holder of theirCOI, their Certificate of
Insurance.
They handle that all the time.
You just tell them thisdocuments under a vendor put an
expiration date to where you getreminders, and they get
(04:07):
reminders that you need a newyear's COI from them.
It's really cool.
There's a lot of stuff we cando on that side, but for the
most part this is going to be aphone call and a couple emails
and really just a conversationof how do you guys work and how
do we get you out to the jobsite.
I want to make sure you're notquoting my client jobs and
prices, but that we can workwell together on it.
(04:29):
So that's more of the vendorside.
It's pretty basic and it's morea transactional.
I'm buying something from you,you're supplying something to me
.
It's less personal, less we'redoing this, building this
together.
We're in a partnership, andit's more of okay, I need a
dumpster, I need a 30 yarddropped off on this day.
This is the price, this is howwe pay, this is what you charge
(04:50):
and all of that stuff sorted outon the front end.
If you have an office manager,they are the point person for
this.
Usually you're going to be yourown office manager, so I will
have a folder or a way that.
Okay, I know that I need tocheck off W-9, insurance
paperwork, subcontractoragreement form for those clients
.
Again, they're going to handlethat pretty easily, but making
(05:12):
sure that you get those beforewe start going is so important
to make sure that our taxes arefiled properly, as well as our
insurance and everything else iscovered, all right.
So let's move on from thatsection of vendors that we use.
Let's go to the day in, day outgeneral crews, electricians,
the guys that usually own thecompany, or one level down.
(05:34):
You might have an electricianthat owns a company.
He's got three guys that workfor him, but they're smaller and
we're working together andthat's my go-to company.
Those companies I'm going gonnado a different onboarding
process than the big guys.
For those, my goal is to sellthem on a partnership with us.
I wanna make them more moneyand if we can work together to
(05:55):
help them make more money, thenwe are going to make more money
together.
So this type of a meeting is notover a phone call, this is.
I wanna be in person.
I don't want to be on the jobsite.
I don't want to be standingbehind my truck talking to them
when they're trying to jump inand start doing the sheetrock on
the job because we're wastingtime.
I want them to come to myoffice, sit down and let's have
a conversation Now.
(06:16):
I know a lot of you guys don'thave offices, not a problem.
Bring them to Starbucks, bringthem somewhere that you can sit
and talk.
Worst case scenario you'redoing on a job site but don't do
it standing in the living room.
Come out to your truck, dropyour tailgate, sit down and say
listen, let's have a 20 minutemeeting, let's talk through how
(06:36):
we operate.
I want to make sure you getpaid, I want to make sure you
understand everything that isexpected out of you, and you
know my goal is to help you beefficient on these job sites so
you can make a lot of money withus and we can have a really
long-term partnership.
So location is important howwe're having it, where we're
having it.
After that, I'm going to sitdown and I've got five to six
pieces of paper in front of methat I print out for every
single one of these.
(06:56):
If you're in my coachingprogram, I suggest put it all in
one document, print it out.
We've got one document that wehit print on every time we want
to do an onboarding meeting.
I'm going to run you throughthose documents that you have to
have If you're not in thecoaching program.
Write this down, create yourown.
If you want these.
I will give them to you, justgive me a call.
We've got all sorts of levelsof coaching through our
(07:16):
foundations program.
It starts at 500 bucks all theway up through full scale, me
being on your executive team.
So we have all different levelsof that.
Either way, they come with allthis paperwork pre-made for you.
We customize it for yourcompany.
But if you're not in thecoaching program, you're not
ready for that.
So reach out, give me a call.
I can help you build yours andmaybe give you a couple of cheat
sheets.
So, anyways, let me run youthrough these paper, the
(07:39):
paperwork that I would print outfor every sub that I want
filled out.
Talk through, walk through witheverybody.
The very first thing I'm doing,let's walk through an
onboarding meeting.
I'm sitting down with the crew,I'm introducing myself and I'm
starting a sales pitch for apartnership I start talking to
them about hey, listen, this ishow we operate.
I'm not here to demand you todo all this stuff for me.
(08:01):
I want to make sure that you'recovered.
I want to make sure you'regetting paid for what you do and
that we make some good moneytogether.
And so I start with my skillsassessment.
I have a document that hasprobably 20 different line items
on it, from kind of generaltrades that you can do all the
way down to more specific stuff.
So the general top 10 are demoframing, that sort of thing,
(08:26):
drywall, general plumbing andelectrical, and then down at the
more specific is is you know,full electrical, full plumbing?
Kind of tell me about what youcan and can't do.
So there's 20 different skillsthat are on there and there's
two columns that are blankbeside each skill, one column.
I tell them listen, you'regoing to rate these.
(08:47):
Let's say I've got 20 workorders sitting on my table.
All 20 of these, all of theseare separate work orders.
Which one are you picking upfirst?
Which one can you do reallywell quickly and make a lot of
money doing it?
Out of these 20 things, what'sthe first one that you would
pick to do.
They answer me we put a one bythat one.
I say, okay, that one, youfinish.
What's the next one you'repicking?
(09:08):
I'm not looking at which oneyou're best at.
I'm looking at what should Isend you.
If I've got 20 jobs and eachone has a specific thing on it,
which job should I send to you?
And if another crew has it,which job should I send you
second?
And what's the third and what'sthe fourth?
So I want you to list onethrough 20, ranking these skills
.
Your 20th skill you might begreat at.
(09:30):
You're not saying that you'renot good at that skill.
You're saying here's a greatexample.
I can do sheetrock really well.
I can put up sheetrock, put itin, float it, mud it, do
everything that I need to do.
You are going to.
It's going to take me six daysto do three boards of sheetrock
in a room.
I am a perfectionist when itcomes to it.
I am high, detailed.
I'm going through muddying itperfectly.
(09:52):
I can't just blow and go andmake.
You know, put sheetrock up in aroom.
So sheetrock will be my number20 on that list.
I'm really good at it.
If you hire me to do it, it'sgoing to look perfect.
I can't make money doing itbecause it takes me so long.
So being ranked 20 doesn't meanthat you're not good at it.
It means, hey, I can't makemoney, I'm slow at it, I'm new,
(10:13):
I don't really know that skillor, honestly, I'd rather do
these other things.
Let the HVAC guy do HVAC.
Let the electrician come and dothat.
I don't want to touch that, Idon't want to electrocute myself
.
I'm going to put 20 onelectrical.
I could do it.
I could run a home run if youneed me to.
I don't want to.
So I'm going to list that lowon my rankings.
The next thing I'm doing incolumn B is saying, okay, now
(10:34):
we're going to go through all ofthese skills and give me a one
to 10 and let's talk throughthem.
So let's talk demo.
What are you?
Most people are 10 on demo.
I can do demo, but they mightbe ranked low.
They don't want to do it,that's you know.
I'm highly skilled.
I don't want to do demo.
That's a waste of my time.
You can't pay me enough for itto be valuable enough for me to
do demo for you.
Great, let's have thatconversation.
(10:55):
I'm still going to put you at a10 on that one, but it's ranked
as your 18th, 19th or 20th lineitem.
Next one down.
Let's keep going through.
And so we start.
I wanna get one through 10.
If someone puts a 10 onSheetrock and they do a terrible
job of installing drywall in myproperty, I'm gonna say, hey,
if that's your level of 10,finish.
You're not gonna do any otherwork here because that's what
(11:16):
you think is a 10.
So I tell the guys that too inthe meeting I say if you are not
a 10 at something, it's okay.
It doesn't mean you're notgetting it.
If you rank yourself a seven onsheetrock and I walk in and
it's a seven out of 10 job,that's what you told me it was
and that's what I should expectout of you, that's okay.
That's the level of expectationyou're setting for me.
And when I give you a workorder for it, maybe it's an
(11:37):
investor property and I want topay a little less and you're
fine with doing it and we canget it in and out and a seven
out of 10 is fine, perfect,we're good, you're going to do
that work.
So we're going to talk throughall of these and they're going
to rank them one to 10.
If they're terrible atsomething, put a one by it.
I'm not going to have you do it.
All this to say is we want afull skills assessment.
This is the longest part of theonboarding, because this isn't
(12:01):
just going through 20 line items.
This is sitting down andtalking through what they're
(13:04):
good at and what they're bad at.
They start war stories.
They start well, I did this andthis one guy and this client.
That's what you want.
You want to have thatconversation where we're talking
, we're interacting.
I'm pulling information out ofthem to understand hey, this guy
gets it, or the way he'stalking is, I don't think I want
him to be my crew.
He's talking about how hecussed out this client and that
(13:25):
he was great at this, but nobodythinks he can do it.
Well, all of thoseconversations I'm looking for
red flags or green flags.
Hey, this is a company crew Iwant to work with.
Okay, I won't assign them anyplumbing because he's terrible
at that, and that's fine.
He said that.
That's good to know.
Put that in my brain.
It's on his assessment.
I'll put it in his folder.
All that being said, though, Inow know who I should and
(13:47):
shouldn't do for the work aswell like assign work orders for
as well, as I'm getting a fullpicture of talking about their
skill, their trades, right.
I had a guy talk you know he'sa carpenter and you know this
was the skill assessment wasgood because he wanted to do
more than just carpentry, kindof want to do a handful of stuff
(14:07):
for us.
But when he starts talkingabout the type of cuts he does
and how he requires a certainlevel of wood, he's not going to
Home Depot to buy his any sortof wood from there because
nothing Like when he gets inthat level of detail, I'm like
okay, high end, a little morepricey, which I'm okay with
because I'm going to use them onmy high end projects, right.
So these conversations reallyhelp you start identifying what
(14:29):
you need to know about theperson, just by having
conversations about this skillsassessment.
So skills assessment page veryimportant, like I said, we've
got a copy of it if you need it,but absolutely use it when
you're onboarding a sub.
Next piece of paper that I pullout, it's called our job
timeline.
It is the way that I describeto a sub how we price what their
(14:52):
job is and what my job is.
On this job timeline.
What we do is we lay out andsay, okay, listen, here's a
normal job.
You do estimates, we domarketing, we find the client,
we do estimates, we reviseestimates, we pick up materials,
we line up the crews, we geteverything set and ready.
We get them out of the spaceNow.
Then we bring in labor.
(15:12):
Labor gets done.
During the labor there's somechange orders, there is some
dealing with inspectors.
Potentially the work finishes.
We now have to do finalwalkthroughs.
We do sending invoices,collections, getting the money.
All of that stuff is what hasto happen on the job and what
the client's paying for.
And so I draw it out on thetimeline and you've got in blue
(15:36):
all of the things that need tohappen and in red the labor.
And so I say to the crew I say,listen, this job let's say it's
a $4,000 paint job On this$4,000 paint job, this labor
part that's red is what I'mpaying you for.
I'm paying you $3,000 of thefour for this.
All of the stuff in blue iswhat you're paying me for.
Everything that I'm doing inthe blue finding, estimating all
(16:01):
of this, picking materials out,meeting and spending all of
that stuff you're paying me athousand bucks for.
So we as partners are doingthis paint job for $4,000.
You're getting 3,000 for thelabor, I'm getting 1,000 for
doing all of this work.
So when I send you a work orderand you show up on the job site
and I say, hey, here's a $3,000paint job, and you look around
and say I'd probably charge$4,000 for it, I say yeah, we
(16:24):
are charging $4,000.
You're right, we are charging$4,000.
You're paying me to do all thisother stuff.
You're not having to go home,shower, go out, do an estimate
at 8 pm at night, get to workthe next day.
You aren't having to doeverything.
If you are really good at doinglabor, getting it done well,
getting it done quickly,efficiently, with a high quality
, you're going to make some goodmoney with us.
(16:46):
If you like to talk with thecustomer, if you like to do the
front end stuff, pick outmaterials, the design thought,
all of that stuff that we do, ifyou enjoy that, don't be a sub
for us.
This is not a good partnershipfor you because you're not
getting paid to do that stuff.
You're paying us to do thatstuff.
That's our cut of the pie, andso we lay that out on this
timeframe and show them.
(17:07):
Listen if I can line you up.
So you're doing labor, backedup to labor, backed up to labor,
in the same amount of time thatyou're doing all of the
contracting stuff with dealingwith the client, dealing with
all the stuff I listed, you'regoing to make more money back to
back to back labor and I'mgoing to make more money back to
back to back dealing with thecustomers, as opposed to me
going and selling a job, thengoing out and doing the work and
(17:28):
coming and trying to do anestimate.
It is more efficient, it isassembly line style to where I'm
doing this and then I pass itto you, you do the labor, pass
it back to me and we get the jobdone.
So I'm trying to set this up asa partnership, which it is.
I'm not.
This isn't a lie, this isn't aline.
This is me saying we'repartners in this.
This is your piece of the pie,this is my piece of the pie and
(17:51):
this is how the pricing works.
I'm setting the tone for whythey're they're getting pricing
they're not just going on andbidding jobs for me and how we
operate and what they shouldexpect price-wise, as well as
who's doing what on our jobsites.
Next we go in from the jobtimeline to our subcontractor
agreement.
In that subcontractor agreementI've got two other documents
(18:14):
hidden in it printed out, whichis our work orders as well as
our end of the day procedures,which we'll talk about.
So our subcontractor agreementtalks with them top to bottom,
start to finish, of what Iexpect out of them, what they
should expect out of us, whatthe warranty is, what the pay
structure is, how they get paid,how they have to go back, how
(18:34):
we try to exit jobs, what theyhave to wear on our job sites or
really what they can't wear onour job sites where they park on
our job sites, everything thatwe cover in the client
engagement agreement with thehomeowner.
I then go and the other side ofthe client engagement is a
subcontractor agreement wherewhat I'm talking to my subs
about, what I'm promising themand what I'm requiring them to
(18:57):
sign and agree to, how weoperate, is what I've promised
the client on the clientengagement agreement.
So when I'm telling the client,hey, you cannot talk to my subs
, don't get their numbers, don'thave conversations with them,
any questions direct to me Ithen go to my sub and say, hey,
you have full right to not talkwith my client.
You're getting paid by the job,not by the hour.
Don't spend an hour and a halfwalking the client through the
(19:17):
property talking about whatyou're doing.
That is an hour and a half ofyour wasted money and wasted
time because I'm not paying youextra for doing that.
Also, you're agreeing to nottalk with my client because you
don't know the full scope ofwhat me and them are talking
about.
So they might be going behindmy back trying to catch me
saying something or catch youdoing something and trying to
have those conversations withyou.
(19:38):
Don't have those with them.
You're agreeing not to givethem your phone number, your
contact information or any sortof conversation.
Now if they say, hi, hey, goodmorning, good to see you guys,
that's totally okay.
I'm not saying don't be kind.
I'm saying don't haveconversations about the job site
, about pay, about the workyou're doing, about things that
are failing outside of the workyou're doing.
(19:59):
Don't point out issues on theproperty.
We cover all of this stuff inthe CEA I'm sorry, in the
subcontractor agreement, and sowe talk through exactly how they
should be acting, what ourpromises are, how they make the
most money with us.
We should pull out the workorder when we get to that spot.
We show them how the workorders look, how we have
(20:19):
timestamps on each line item, asI want this to start Monday the
5th and go through Friday the10th, and blah, blah, blah.
And so every line item has itsown defined time of when you
need to start, when it needs tofinish At the bottom, how much
they're getting paid for it.
You can add you know the.
I show them that there's alockbox code, usually on these,
that sort of thing that's.
That helps them understand whatthey're receiving.
(20:39):
Now I hear all the time from mycoaching clients hey, well, I,
you know, my crew doesn't haveemail.
They don't have email, that'sfine, I don't care.
Let's set them up a Gmail forfree.
Let's download the free app ontheir phone and let's get them
an email.
They don't need to look at thework orders.
This is our agreement that I'msending this work order.
So if they try to sue me, put alien on the house or anything
(21:00):
else I've got in writing.
We talked about this.
You get paid what's on the workorder.
You don't get a penny overunless I change the work order.
So don't do the work until youget a new, revised work order.
Don't do work if we talk abouta price change until you get a
new, revised work order andwe're agreeing to this in
writing.
And then, if they don't want tolook at the work orders, that's
(21:23):
on them.
I'm organizing my company and mysystems around how I'm going to
protect myself, my money and myreputation.
And if they don't want to abideby the work orders, no problem,
I'm going to send it to them.
Give me any email, I don't careif it's a AOL email from 30
years ago, it doesn't matter.
I need some email that I'msending you your work orders
that we've agreed on.
So that way we've got ourlocked in price and there's no.
(21:45):
Oh, I thought you say you'dgive me 500 extra for this, or I
thought you told me that youwanted me to do this.
All of that uncertainty andunclarity that happens through
phone calls and text messagesand conversations of price
change and scope change have togo away.
You can't scale a company thatway.
So the work order system thatwe use that I coach hard on is
(22:06):
we send you the work order witha price on it.
This is what you're doing.
This is what you're gettingpaid.
Don't touch anything or talkabout anything that's not on the
scope.
You're agreeing to do all ofthe things on the scope for that
price.
There's not a price changeunless we discuss it and you get
a new work order.
I explain this and I show themthe work order.
We have the conversation, theyget it.
I agree.
They ask questions like well,what if I show up and I can't
(22:28):
paint the house for $3,000.
Great, call me, let's have theconversation.
Maybe I missed the bid and weneed to have that conversation.
I promise my clients that Iwon't change the price once we
start.
If we haven't started, you cancall me and say hey, Clark,
$3,000 makes sense to paint thishouse for the walls, but we got
trim ceiling.
The doors are black and youwant to go white with them.
I can't touch this house forless than six grand.
(22:49):
Awesome, good to know.
I didn't price out the doors,the windows, the trim, the
ceilings.
I didn't price out doing allthat.
So let me have thatconversation with the client to
see if we need to do that andgive them a change order for
that right.
So I explained to the subs howto manage the jobs, how to
manage their money, how to getmoney out of me and what my
(23:10):
expectations are for that.
And we have that conversationduring the sub agreement and
then at the last, the last pieceof paper that I give them is a
W-9.
Obviously, that needs to befilled out In the sub agreement.
We're asking, we're setting upthe insurance requirements.
I'm not going to spend too muchtime.
We've talked about this before.
But we don't require our substo have insurance for the first
month.
We say listen, come on, test usout.
(23:30):
If you like it, if you likeworking here, then you go get
some insurance.
If it's worth the money, go getsome insurance.
But we need insurance by theend of the first month.
We require it because it makesour insurance a lot cheaper as
well.
As they mess something up, it'sgetting claimed on their
insurance, not ours.
So we pay them a little morefor that as opposed to paying
five times the price for ourinsurance.
(23:51):
But, that being said, it listsout how we get their COIs, what
they need to do, what's requiredand on that piece of paper they
can give it to their insuranceagent and say I need these
levels of insurance and I needProServe or the company that
you're working at, the generalcontract company, add it as a
holder on my COI.
(24:12):
Which one thing, side note.
You need to be added as aholder, not just get a copy of
it.
So if they send you a copy, itcould be a fake one, it could be
one.
They've got apps that generatethem.
That's not okay, because evenif it's a real one and they
cancel next week, you don't knowthat they canceled and they're
not covered anymore.
So what you need is to be aholder.
(24:32):
That means when they cancel,you're gonna get notice from
their insurance company sayinghey, this crew of yours stopped
paying their insurance and it'scanceled, so they're not covered
anymore.
That's what being added as aholder does for you.
So anyways, I digress, goingback into the onboarding.
The whole goal of this meetingis to sit down.
Take 30, 45 minutes relate tothese crews.
(24:54):
Now the skills assessment.
I'm not doing that with myelectrician, I'm not doing that
with my plumber.
That's more for my generalcrews.
But the goal is to understandwhat they can do, what they
can't do, how they operate.
Are they on time?
Are they going to abide by ouragreement?
Do they understand what theagreement is?
All of these things are helpingus set this beginning of our
(25:15):
relationship to where they'rehere for the next 10 to 20 years
, working as a sub for us,making good money, as well as
helping us make more money andbuild a reputation.
So if you have any questionsabout subcontractors, onboarding
paperwork, anything else, ifyou disagree with anything I've
said in this, please reach outto me.
Proshruck360.com.
(25:36):
Go to the contact us, send mean email, let me know.
I'd love to have a conversation.
Also, I know it's five monthsaway, but we are starting to
prep for our planning retreat inJanuary.
If you are interested in comingon it, please reach out.
I'd love to have a phone callwith you.
Also, we are giving away threefree coaching sessions for
anyone that is coming on theretreat, if you sign up for
Early Bird, because what we'regoing to want to do is help
(25:57):
close out this year strong andthen be prepped so when you come
on the retreat in January, youare going to launch into 2026.
That's the goal of this.
Why we do these retreats is welook at what happened last year,
what went wrong, what went well, and then we plan out the next
12 months.
If that is something that youneed to do.
Please come on this retreatwith us.
(26:17):
We'd love to see you thereAgain.
Go to proshark360.com.
You can go to contractorcutscom.
Get more information and set upa phone call with me to hear
more about it as well, as I wantto hear about your company.
Make sure it's a good fit foryou and if you want to come,
we'll get you signed up, allright, thanks so much, and we'll
see you guys next week.
Welcome to Contractor Cuts.
My name is Clark Turner.
Thank you for joining us again.
So this week we are doinganother Coaching Cuts episode
where we're gonna be coveringonboarding vendors, whether it's
subcontractors or vendors ordifferent companies.
We're gonna define them andthen talk about how to start the
relationship, how to bring theminto your ecosystem to be able
to grow your company, have thesepartnerships with these other
(00:24):
subcontractors and vendors towhere you're helping them grow
and, at the same time, helpingyour company organize and be
able to grow what you're doing.
So today we're specificallyfocusing on how to onboard them,
how to bring them in, how tohave the conversations.
What do we need to get fromthem?
What information should wegather?
So, yeah, let's start bydefining what a subcontractor or
(00:45):
vendor is.
So in my mind there's reallykind of three different, two
main sections that I wouldsection people off in, and in
those I'd have a couple ofdifferent subcategories of those
.
So one side is thesubcontractors that are one-man
shows, one-off guys, hired help,hired labor.
(01:08):
It could be one general crew.
It could be an electrician thatgoes and runs his own stuff.
It could be a guy with hiscousin and his brother and his
aunt that all work together andthey're on a team and they come
and do 50% of the work that's onyour job sites, or they do the
demo and some of the framing.
(01:29):
Then you bring in some guys forsheetrock, whatever it is.
It's those one-off trades orthe multi-general crews that
we're hiring that are littlemini companies underneath you
that you're helping grow.
The other category are morewhat I consider vendors, which
are dumpster companies, thelarge scale HVAC company that's
(01:51):
got 40 trucks on the road.
The appliance people that youbuy your appliances from that
might deliver them for you.
Larger scale vendors thatyou're still going to use as
subs, but they have their ownprocesses that we have to abide
by, and so those onboardings aregoing to be a little different
than the day in and day out guysthat are going to be doing a
lot of your standard, more ofthe labor on the job site.
(02:14):
So let's define the two how dowe onboard them and what's the
difference of those, as well aswhat's the best practices in
onboarding?
So let's start with the vendors, because those guys are pretty
easy and a little more basic ofan onboarding.
Those vendors, the larger scalecompanies that have processes
that you're not hiring the ownerof the company, but you're
(02:36):
really hiring a project manageror an account manager.
Maybe our tile refinishingcompany is a very large company
that comes in and does that forus.
We're not talking to the ownerof the company, we're talking to
a sales manager that is sendingout their trucks to come do
stuff like that.
So those type of vendors wewant to do a couple things.
Number one subcontractoragreement we still want to put
(02:58):
in place.
We're going to say, okay, whois in charge of our account?
Who are we contacting?
I need to get the informationof how I submit orders and work
requests from you.
Who am I sending it to?
Is it a different person everytime?
Is there a general delivery boxthat we can put in as our main
contact?
I want to gather phone numbers,contacts, names of the people
(03:18):
that will be managing my accountIf I have issues, if I have
payment problems or they're notdepositing my checks, who do I
call?
So, though, I need all of thatinformation.
I want a subcontractor agreement, and half the time we're
crossing out some of the stuffin it, but I want to walk
through what it is and how wehire our subs and how they
operate, to make sure that wecan work in sync together.
(03:39):
On top of that, we obviouslyneed their W-9.
We need to be a holder of theirCOI, their Certificate of
Insurance.
They handle that all the time.
You just tell them thisdocuments under a vendor put an
expiration date to where you getreminders, and they get
(04:07):
reminders that you need a newyear's COI from them.
It's really cool.
There's a lot of stuff we cando on that side, but for the
most part this is going to be aphone call and a couple emails
and really just a conversationof how do you guys work and how
do we get you out to the jobsite.
I want to make sure you're notquoting my client jobs and
prices, but that we can workwell together on it.
(04:29):
So that's more of the vendorside.
It's pretty basic and it's morea transactional.
I'm buying something from you,you're supplying something to me
.
It's less personal, less we'redoing this, building this
together.
We're in a partnership, andit's more of okay, I need a
dumpster, I need a 30 yarddropped off on this day.
This is the price, this is howwe pay, this is what you charge
(04:50):
and all of that stuff sorted outon the front end.
If you have an office manager,they are the point person for
this.
Usually you're going to be yourown office manager, so I will
have a folder or a way that.
Okay, I know that I need tocheck off W-9, insurance
paperwork, subcontractoragreement form for those clients
.
Again, they're going to handlethat pretty easily, but making
(05:12):
sure that you get those beforewe start going is so important
to make sure that our taxes arefiled properly, as well as our
insurance and everything else iscovered, all right.
So let's move on from thatsection of vendors that we use.
Let's go to the day in, day outgeneral crews, electricians,
the guys that usually own thecompany, or one level down.
(05:34):
You might have an electricianthat owns a company.
He's got three guys that workfor him, but they're smaller and
we're working together andthat's my go-to company.
Those companies I'm going gonnado a different onboarding
process than the big guys.
For those, my goal is to sellthem on a partnership with us.
I wanna make them more moneyand if we can work together to
(05:55):
help them make more money, thenwe are going to make more money
together.
So this type of a meeting is notover a phone call, this is.
I wanna be in person.
I don't want to be on the jobsite.
I don't want to be standingbehind my truck talking to them
when they're trying to jump inand start doing the sheetrock on
the job because we're wastingtime.
I want them to come to myoffice, sit down and let's have
a conversation Now.
(06:16):
I know a lot of you guys don'thave offices, not a problem.
Bring them to Starbucks, bringthem somewhere that you can sit
and talk.
Worst case scenario you'redoing on a job site but don't do
it standing in the living room.
Come out to your truck, dropyour tailgate, sit down and say
listen, let's have a 20 minutemeeting, let's talk through how
(06:36):
we operate.
I want to make sure you getpaid, I want to make sure you
understand everything that isexpected out of you, and you
know my goal is to help you beefficient on these job sites so
you can make a lot of money withus and we can have a really
long-term partnership.
So location is important howwe're having it, where we're
having it.
After that, I'm going to sitdown and I've got five to six
pieces of paper in front of methat I print out for every
single one of these.
(06:56):
If you're in my coachingprogram, I suggest put it all in
one document, print it out.
We've got one document that wehit print on every time we want
to do an onboarding meeting.
I'm going to run you throughthose documents that you have to
have If you're not in thecoaching program.
Write this down, create yourown.
If you want these.
I will give them to you, justgive me a call.
We've got all sorts of levelsof coaching through our
(07:16):
foundations program.
It starts at 500 bucks all theway up through full scale, me
being on your executive team.
So we have all different levelsof that.
Either way, they come with allthis paperwork pre-made for you.
We customize it for yourcompany.
But if you're not in thecoaching program, you're not
ready for that.
So reach out, give me a call.
I can help you build yours andmaybe give you a couple of cheat
sheets.
So, anyways, let me run youthrough these paper, the
(07:39):
paperwork that I would print outfor every sub that I want
filled out.
Talk through, walk through witheverybody.
The very first thing I'm doing,let's walk through an
onboarding meeting.
I'm sitting down with the crew,I'm introducing myself and I'm
starting a sales pitch for apartnership I start talking to
them about hey, listen, this ishow we operate.
I'm not here to demand you todo all this stuff for me.
(08:01):
I want to make sure that you'recovered.
I want to make sure you'regetting paid for what you do and
that we make some good moneytogether.
And so I start with my skillsassessment.
I have a document that hasprobably 20 different line items
on it, from kind of generaltrades that you can do all the
way down to more specific stuff.
So the general top 10 are demoframing, that sort of thing,
(08:26):
drywall, general plumbing andelectrical, and then down at the
more specific is is you know,full electrical, full plumbing?
Kind of tell me about what youcan and can't do.
So there's 20 different skillsthat are on there and there's
two columns that are blankbeside each skill, one column.
I tell them listen, you'regoing to rate these.
(08:47):
Let's say I've got 20 workorders sitting on my table.
All 20 of these, all of theseare separate work orders.
Which one are you picking upfirst?
Which one can you do reallywell quickly and make a lot of
money doing it?
Out of these 20 things, what'sthe first one that you would
pick to do.
They answer me we put a one bythat one.
I say, okay, that one, youfinish.
What's the next one you'repicking?
(09:08):
I'm not looking at which oneyou're best at.
I'm looking at what should Isend you.
If I've got 20 jobs and eachone has a specific thing on it,
which job should I send to you?
And if another crew has it,which job should I send you
second?
And what's the third and what'sthe fourth?
So I want you to list onethrough 20, ranking these skills
.
Your 20th skill you might begreat at.
(09:30):
You're not saying that you'renot good at that skill.
You're saying here's a greatexample.
I can do sheetrock really well.
I can put up sheetrock, put itin, float it, mud it, do
everything that I need to do.
You are going to.
It's going to take me six daysto do three boards of sheetrock
in a room.
I am a perfectionist when itcomes to it.
I am high, detailed.
I'm going through muddying itperfectly.
(09:52):
I can't just blow and go andmake.
You know, put sheetrock up in aroom.
So sheetrock will be my number20 on that list.
I'm really good at it.
If you hire me to do it, it'sgoing to look perfect.
I can't make money doing itbecause it takes me so long.
So being ranked 20 doesn't meanthat you're not good at it.
It means, hey, I can't makemoney, I'm slow at it, I'm new,
(10:13):
I don't really know that skillor, honestly, I'd rather do
these other things.
Let the HVAC guy do HVAC.
Let the electrician come and dothat.
I don't want to touch that, Idon't want to electrocute myself
.
I'm going to put 20 onelectrical.
I could do it.
I could run a home run if youneed me to.
I don't want to.
So I'm going to list that lowon my rankings.
The next thing I'm doing incolumn B is saying, okay, now
(10:34):
we're going to go through all ofthese skills and give me a one
to 10 and let's talk throughthem.
So let's talk demo.
What are you?
Most people are 10 on demo.
I can do demo, but they mightbe ranked low.
They don't want to do it,that's you know.
I'm highly skilled.
I don't want to do demo.
That's a waste of my time.
You can't pay me enough for itto be valuable enough for me to
do demo for you.
Great, let's have thatconversation.
(10:55):
I'm still going to put you at a10 on that one, but it's ranked
as your 18th, 19th or 20th lineitem.
Next one down.
Let's keep going through.
And so we start.
I wanna get one through 10.
If someone puts a 10 onSheetrock and they do a terrible
job of installing drywall in myproperty, I'm gonna say, hey,
if that's your level of 10,finish.
You're not gonna do any otherwork here because that's what
(11:16):
you think is a 10.
So I tell the guys that too inthe meeting I say if you are not
a 10 at something, it's okay.
It doesn't mean you're notgetting it.
If you rank yourself a seven onsheetrock and I walk in and
it's a seven out of 10 job,that's what you told me it was
and that's what I should expectout of you, that's okay.
That's the level of expectationyou're setting for me.
And when I give you a workorder for it, maybe it's an
(11:37):
investor property and I want topay a little less and you're
fine with doing it and we canget it in and out and a seven
out of 10 is fine, perfect,we're good, you're going to do
that work.
So we're going to talk throughall of these and they're going
to rank them one to 10.
If they're terrible atsomething, put a one by it.
I'm not going to have you do it.
All this to say is we want afull skills assessment.
This is the longest part of theonboarding, because this isn't
(12:01):
just going through 20 line items.
This is sitting down andtalking through what they're
(13:04):
good at and what they're bad at.
They start war stories.
They start well, I did this andthis one guy and this client.
That's what you want.
You want to have thatconversation where we're talking
, we're interacting.
I'm pulling information out ofthem to understand hey, this guy
gets it, or the way he'stalking is, I don't think I want
him to be my crew.
He's talking about how hecussed out this client and that
(13:25):
he was great at this, but nobodythinks he can do it.
Well, all of thoseconversations I'm looking for
red flags or green flags.
Hey, this is a company crew Iwant to work with.
Okay, I won't assign them anyplumbing because he's terrible
at that, and that's fine.
He said that.
That's good to know.
Put that in my brain.
It's on his assessment.
I'll put it in his folder.
All that being said, though, Inow know who I should and
(13:47):
shouldn't do for the work aswell like assign work orders for
as well, as I'm getting a fullpicture of talking about their
skill, their trades, right.
I had a guy talk you know he'sa carpenter and you know this
was the skill assessment wasgood because he wanted to do
more than just carpentry, kindof want to do a handful of stuff
(14:07):
for us.
But when he starts talkingabout the type of cuts he does
and how he requires a certainlevel of wood, he's not going to
Home Depot to buy his any sortof wood from there because
nothing Like when he gets inthat level of detail, I'm like
okay, high end, a little morepricey, which I'm okay with
because I'm going to use them onmy high end projects, right.
So these conversations reallyhelp you start identifying what
(14:29):
you need to know about theperson, just by having
conversations about this skillsassessment.
So skills assessment page veryimportant, like I said, we've
got a copy of it if you need it,but absolutely use it when
you're onboarding a sub.
Next piece of paper that I pullout, it's called our job
timeline.
It is the way that I describeto a sub how we price what their
(14:52):
job is and what my job is.
On this job timeline.
What we do is we lay out andsay, okay, listen, here's a
normal job.
You do estimates, we domarketing, we find the client,
we do estimates, we reviseestimates, we pick up materials,
we line up the crews, we geteverything set and ready.
We get them out of the spaceNow.
Then we bring in labor.
(15:12):
Labor gets done.
During the labor there's somechange orders, there is some
dealing with inspectors.
Potentially the work finishes.
We now have to do finalwalkthroughs.
We do sending invoices,collections, getting the money.
All of that stuff is what hasto happen on the job and what
the client's paying for.
And so I draw it out on thetimeline and you've got in blue
(15:36):
all of the things that need tohappen and in red the labor.
And so I say to the crew I say,listen, this job let's say it's
a $4,000 paint job On this$4,000 paint job, this labor
part that's red is what I'mpaying you for.
I'm paying you $3,000 of thefour for this.
All of the stuff in blue iswhat you're paying me for.
Everything that I'm doing inthe blue finding, estimating all
(16:01):
of this, picking materials out,meeting and spending all of
that stuff you're paying me athousand bucks for.
So we as partners are doingthis paint job for $4,000.
You're getting 3,000 for thelabor, I'm getting 1,000 for
doing all of this work.
So when I send you a work orderand you show up on the job site
and I say, hey, here's a $3,000paint job, and you look around
and say I'd probably charge$4,000 for it, I say yeah, we
(16:24):
are charging $4,000.
You're right, we are charging$4,000.
You're paying me to do all thisother stuff.
You're not having to go home,shower, go out, do an estimate
at 8 pm at night, get to workthe next day.
You aren't having to doeverything.
If you are really good at doinglabor, getting it done well,
getting it done quickly,efficiently, with a high quality
, you're going to make some goodmoney with us.
(16:46):
If you like to talk with thecustomer, if you like to do the
front end stuff, pick outmaterials, the design thought,
all of that stuff that we do, ifyou enjoy that, don't be a sub
for us.
This is not a good partnershipfor you because you're not
getting paid to do that stuff.
You're paying us to do thatstuff.
That's our cut of the pie, andso we lay that out on this
timeframe and show them.
(17:07):
Listen if I can line you up.
So you're doing labor, backedup to labor, backed up to labor,
in the same amount of time thatyou're doing all of the
contracting stuff with dealingwith the client, dealing with
all the stuff I listed, you'regoing to make more money back to
back to back labor and I'mgoing to make more money back to
back to back dealing with thecustomers, as opposed to me
going and selling a job, thengoing out and doing the work and
(17:28):
coming and trying to do anestimate.
It is more efficient, it isassembly line style to where I'm
doing this and then I pass itto you, you do the labor, pass
it back to me and we get the jobdone.
So I'm trying to set this up asa partnership, which it is.
I'm not.
This isn't a lie, this isn't aline.
This is me saying we'repartners in this.
This is your piece of the pie,this is my piece of the pie and
(17:51):
this is how the pricing works.
I'm setting the tone for whythey're they're getting pricing
they're not just going on andbidding jobs for me and how we
operate and what they shouldexpect price-wise, as well as
who's doing what on our jobsites.
Next we go in from the jobtimeline to our subcontractor
agreement.
In that subcontractor agreementI've got two other documents
(18:14):
hidden in it printed out, whichis our work orders as well as
our end of the day procedures,which we'll talk about.
So our subcontractor agreementtalks with them top to bottom,
start to finish, of what Iexpect out of them, what they
should expect out of us, whatthe warranty is, what the pay
structure is, how they get paid,how they have to go back, how
(18:34):
we try to exit jobs, what theyhave to wear on our job sites or
really what they can't wear onour job sites where they park on
our job sites, everything thatwe cover in the client
engagement agreement with thehomeowner.
I then go and the other side ofthe client engagement is a
subcontractor agreement wherewhat I'm talking to my subs
about, what I'm promising themand what I'm requiring them to
(18:57):
sign and agree to, how weoperate, is what I've promised
the client on the clientengagement agreement.
So when I'm telling the client,hey, you cannot talk to my subs
, don't get their numbers, don'thave conversations with them,
any questions direct to me Ithen go to my sub and say, hey,
you have full right to not talkwith my client.
You're getting paid by the job,not by the hour.
Don't spend an hour and a halfwalking the client through the
(19:17):
property talking about whatyou're doing.
That is an hour and a half ofyour wasted money and wasted
time because I'm not paying youextra for doing that.
Also, you're agreeing to nottalk with my client because you
don't know the full scope ofwhat me and them are talking
about.
So they might be going behindmy back trying to catch me
saying something or catch youdoing something and trying to
have those conversations withyou.
(19:38):
Don't have those with them.
You're agreeing not to givethem your phone number, your
contact information or any sortof conversation.
Now if they say, hi, hey, goodmorning, good to see you guys,
that's totally okay.
I'm not saying don't be kind.
I'm saying don't haveconversations about the job site
, about pay, about the workyou're doing, about things that
are failing outside of the workyou're doing.
(19:59):
Don't point out issues on theproperty.
We cover all of this stuff inthe CEA I'm sorry, in the
subcontractor agreement, and sowe talk through exactly how they
should be acting, what ourpromises are, how they make the
most money with us.
We should pull out the workorder when we get to that spot.
We show them how the workorders look, how we have
(20:19):
timestamps on each line item, asI want this to start Monday the
5th and go through Friday the10th, and blah, blah, blah.
And so every line item has itsown defined time of when you
need to start, when it needs tofinish At the bottom, how much
they're getting paid for it.
You can add you know the.
I show them that there's alockbox code, usually on these,
that sort of thing that's.
That helps them understand whatthey're receiving.
(20:39):
Now I hear all the time from mycoaching clients hey, well, I,
you know, my crew doesn't haveemail.
They don't have email, that'sfine, I don't care.
Let's set them up a Gmail forfree.
Let's download the free app ontheir phone and let's get them
an email.
They don't need to look at thework orders.
This is our agreement that I'msending this work order.
So if they try to sue me, put alien on the house or anything
(21:00):
else I've got in writing.
We talked about this.
You get paid what's on the workorder.
You don't get a penny overunless I change the work order.
So don't do the work until youget a new, revised work order.
Don't do work if we talk abouta price change until you get a
new, revised work order andwe're agreeing to this in
writing.
And then, if they don't want tolook at the work orders, that's
(21:23):
on them.
I'm organizing my company and mysystems around how I'm going to
protect myself, my money and myreputation.
And if they don't want to abideby the work orders, no problem,
I'm going to send it to them.
Give me any email, I don't careif it's a AOL email from 30
years ago, it doesn't matter.
I need some email that I'msending you your work orders
that we've agreed on.
So that way we've got ourlocked in price and there's no.
(21:45):
Oh, I thought you say you'dgive me 500 extra for this, or I
thought you told me that youwanted me to do this.
All of that uncertainty andunclarity that happens through
phone calls and text messagesand conversations of price
change and scope change have togo away.
You can't scale a company thatway.
So the work order system thatwe use that I coach hard on is
(22:06):
we send you the work order witha price on it.
This is what you're doing.
This is what you're gettingpaid.
Don't touch anything or talkabout anything that's not on the
scope.
You're agreeing to do all ofthe things on the scope for that
price.
There's not a price changeunless we discuss it and you get
a new work order.
I explain this and I show themthe work order.
We have the conversation, theyget it.
I agree.
They ask questions like well,what if I show up and I can't
(22:28):
paint the house for $3,000.
Great, call me, let's have theconversation.
Maybe I missed the bid and weneed to have that conversation.
I promise my clients that Iwon't change the price once we
start.
If we haven't started, you cancall me and say hey, Clark,
$3,000 makes sense to paint thishouse for the walls, but we got
trim ceiling.
The doors are black and youwant to go white with them.
I can't touch this house forless than six grand.
(22:49):
Awesome, good to know.
I didn't price out the doors,the windows, the trim, the
ceilings.
I didn't price out doing allthat.
So let me have thatconversation with the client to
see if we need to do that andgive them a change order for
that right.
So I explained to the subs howto manage the jobs, how to
manage their money, how to getmoney out of me and what my
(23:10):
expectations are for that.
And we have that conversationduring the sub agreement and
then at the last, the last pieceof paper that I give them is a
W-9.
Obviously, that needs to befilled out In the sub agreement.
We're asking, we're setting upthe insurance requirements.
I'm not going to spend too muchtime.
We've talked about this before.
But we don't require our substo have insurance for the first
month.
We say listen, come on, test usout.
(23:30):
If you like it, if you likeworking here, then you go get
some insurance.
If it's worth the money, go getsome insurance.
But we need insurance by theend of the first month.
We require it because it makesour insurance a lot cheaper as
well.
As they mess something up, it'sgetting claimed on their
insurance, not ours.
So we pay them a little morefor that as opposed to paying
five times the price for ourinsurance.
(23:51):
But, that being said, it listsout how we get their COIs, what
they need to do, what's requiredand on that piece of paper they
can give it to their insuranceagent and say I need these
levels of insurance and I needProServe or the company that
you're working at, the generalcontract company, add it as a
holder on my COI.
(24:12):
Which one thing, side note.
You need to be added as aholder, not just get a copy of
it.
So if they send you a copy, itcould be a fake one, it could be
one.
They've got apps that generatethem.
That's not okay, because evenif it's a real one and they
cancel next week, you don't knowthat they canceled and they're
not covered anymore.
So what you need is to be aholder.
(24:32):
That means when they cancel,you're gonna get notice from
their insurance company sayinghey, this crew of yours stopped
paying their insurance and it'scanceled, so they're not covered
anymore.
That's what being added as aholder does for you.
So anyways, I digress, goingback into the onboarding.
The whole goal of this meetingis to sit down.
Take 30, 45 minutes relate tothese crews.
(24:54):
Now the skills assessment.
I'm not doing that with myelectrician, I'm not doing that
with my plumber.
That's more for my generalcrews.
But the goal is to understandwhat they can do, what they
can't do, how they operate.
Are they on time?
Are they going to abide by ouragreement?
Do they understand what theagreement is?
All of these things are helpingus set this beginning of our
(25:15):
relationship to where they'rehere for the next 10 to 20 years
, working as a sub for us,making good money, as well as
helping us make more money andbuild a reputation.
So if you have any questionsabout subcontractors, onboarding
paperwork, anything else, ifyou disagree with anything I've
said in this, please reach outto me.
Proshruck360.com.
(25:36):
Go to the contact us, send mean email, let me know.
I'd love to have a conversation.
Also, I know it's five monthsaway, but we are starting to
prep for our planning retreat inJanuary.
If you are interested in comingon it, please reach out.
I'd love to have a phone callwith you.
Also, we are giving away threefree coaching sessions for
anyone that is coming on theretreat, if you sign up for
Early Bird, because what we'regoing to want to do is help
(25:57):
close out this year strong andthen be prepped so when you come
on the retreat in January, youare going to launch into 2026.
That's the goal of this.
Why we do these retreats is welook at what happened last year,
what went wrong, what went well, and then we plan out the next
12 months.
If that is something that youneed to do.
Please come on this retreatwith us.
(26:17):
We'd love to see you thereAgain.
Go to proshark360.com.
You can go to contractorcutscom.
Get more information and set upa phone call with me to hear
more about it as well, as I wantto hear about your company.
Make sure it's a good fit foryou and if you want to come,
we'll get you signed up, allright, thanks so much, and we'll
see you guys next week.
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