September 1, 2025 • 41 mins
We continue our series on vendor management by focusing on how to effectively manage crews from their first job through establishing a long-term relationship.
• Horror stories about bad crews illustrate what can go wrong without proper management
• Red flags during interviews include claiming to "do everything" while green flags include transparency about specialized skills
• Requesting photos of previous work helps assess quality and attention to detail
• Building a "bullpen" of vetted crews before you need them prevents desperate hiring decisions
• Investor properties provide ideal low-risk testing grounds for new crews
• First job management requires thorough pre-job walkthroughs covering logistics and expectations
• Being on-site at the beginning and end of each day helps verify punctuality, productivity, and professionalism
• Decision to coach versus fire depends on attitude, ability to learn, and skill level
• Setting clear expectations about daily progress and cleanup prevents common problems
• Good communication and establishing partnership mentality creates successful long-term relationships
Join us next week for the final part of our series where we'll cover how to properly fire a crew and protect yourself legally if things go wrong. Also, sign up now for our January retreat and receive three free coaching sessions to help close out your 2025 year.
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, where we cover the good,
the bad and the ugly of growinga successful contracting company
.
Speaker 2 (00:13):
Welcome to Contractor Cuts.
My name is Clark Turner and I'mJames McConnell.
Thanks for coming.
Good to see you.
You too.
You too, today we are talkingabout we're continuing from last
week.
Last week we did a how toonboard vendors and crews, how
to walk them through when you'rebringing them on all the
paperwork you need, how to pitchit to them, how to talk about
(00:33):
the partnership that you'rehaving with them.
It's not I'm hiring you as anemployee, but you're a partner.
Here you are.
We're doing this together toboth make money and build our
companies.
So we did that.
If you haven't listened to thatone, go back.
It's a short one, it's like 15minutes.
Today we are continuing thatseries, part two of three, where
we're going to be talking abouthow to onboard I'm sorry, post
(00:56):
onboarding how to do the firstjob with a crew through a
long-term relationship.
Right, how do I?
You know, managing a crew onthe first job is different than
the fifth job, which isdifferent from a year from now.
And so how do you manage themdifferently, what you should be
doing, what you shouldn't bedoing, and kind of start to
finish, making sure that webuild that relationship to where
(01:17):
we're making money, we'rekeeping our quality up.
We're making sure thateverything's happening the right
way.
Good, great, good, yeah.
So to get started, why don'tyou tell me about the worst crew
you've ever had?
Speaker 1 (01:31):
Okay, the worst crew I've ever had.
The worst crew you've ever had.
The worst crew Well, thiswasn't even really a crew.
I think this is how ittypically happens.
Yeah, this is not the worstcrew.
Well, this wasn't even really acrew.
I think this is how ittypically happens.
Yeah, this is not the worstcrew, but a crew that was, like
(01:53):
you know, middle of the road,but we saw really good potential
.
We hired them to do a projectand they hired another crew, yep
, yep.
And so this crew shows up toyour cousin's house yep, and
they're repainting everything.
They're moving in from, out ofout of state, and, uh, I the,
(02:17):
your cousin's wife calls andsays I think they're like
smoking in here.
And I'm like what?
And so I go over there.
Our, my project manager was outof town, so I was covering that
project.
Yep, and I go over there and,sure enough, smells like weed.
Not just cigarettes, not justcigarettes, it smells like weed
and it was in like the baby inthe nursery.
(02:38):
They were painting the nursery,smoking weed, yeah, with like a
crib.
There's like a crib sittingthere and I just walk in and I'm
like I can't.
I can't believe I'm about tohave this conversation.
I'm like, hey man, first of all, you're fired.
Second of all, what the hellLike?
Speaker 2 (02:59):
what are you doing?
What was your thought process?
Yeah, yeah, that's a.
That's about I think.
I think of another one too,which, again going back to one
of our other podcasts friendsand family.
If it, if you work with friendsand family, it's gonna go wrong
.
Your crew is going to smokeweed in the bedroom.
The another story that I thoughtof, too, when you started
(03:22):
talking about a crew hired acrew crew.
We one of the biggest issuesthat we've ran into in the past
that have actually cost us moneyis you hire a random crew and
it's not a crew, it's a one-offdude, uh that goes and hires a
third crew or a second crewafter them, uh, and just brings
them out there and does the work, uh, and then I pay that first
guy and then he doesn't pay thatsecond crew.
(03:43):
Right, we had I remember a timethat that happened exactly and
we it was for one of our largerREITs that we that we service.
So we did probably three to$400,000 a year for this company
, all in like $30,000 flips the.
They called us up and said, hey, you guys have a crew that put
(04:04):
a lien on one of our properties,fix it.
You got a day Like we need thisfixed.
So, a killing our reputationwith a company that sends us a
lot of business.
B we can't find the crew.
We hunt them down, the personthat put the lien.
I've never heard it before.
We didn't know the crew, wedidn't know the person, we
didn't know the person, wedidn't know anything.
So we finally hunt down whothat was.
I think we just by google,searching their name and trying
(04:27):
to hunt them down throughfacebook or something, and we
call them like yeah, uh, youknow, bobby hired me and he come
out here and he disappeared anddidn't pay me anything.
We're like, wait, we hiredbobby to do the work and he just
had y'all come and do and hetook the money.
Right, was it really bobbyBobby?
No, not Bobby, not Bobby.
Bobby, bobby Boucher no, it wasactually a female.
I forget her name.
(04:48):
But all that to say, they hiredthis third party because we
weren't controlling the job site, because we weren't doing what
we're about to talk about today.
We just, you know, it was theeasiest way for our project
manager to just get onto thenext job.
To just get onto the next job.
Okay, this person seems likethey got it.
Let's go.
They'll give me the keys backwhen they're done.
We kind of subbed the wholething out.
The person took the money andran, so we went to I mean we
(05:10):
don't want to screw the crewthat actually did decent work,
and so we had to pay double forthat second crew, I mean, and
the first crew, I mean it wasn'ta big deal, it was like grand,
but not enough to go after themlegally and lawsuits Cause most
of the time those crews don'thave the money.
That type of person doing thatisn't stacked with a couple
hundred grand that we can goafter for for screwing us.
(05:31):
Um, but again, it was becausewe weren't controlling it.
We have a lien on the housefrom a third party that we've
never heard of before.
Right, I think that's to melike there's a lot of issues
with crews being slackers, notshowing up, getting there late,
just not being professional.
That's going to happen andthere's ways to manage that
(05:52):
we'll talk about today.
It's more of the like I'm I'mpurposefully ripping everybody
off in this situation uh, thatreally kind of lights, lights a
fire in terms of like I'm goingto.
You know, we need to fix this,we need to go after that.
So, anyways, going from there,when we're looking at crews,
when we're talking about newcrews.
(06:13):
We went through an onboarding.
You brought them on.
Tell me, when you start seeingsigns, even in, like the initial
interview, right when we'resitting down with a new crew to
talk about them onboarding,what's the good side?
The green flags and the redflags that start popping up in
those interviews?
What's a good crew, a mediocrecrew and a bad crew?
When does that start boiling tothe top and you can actually
(06:34):
see what's going on?
Speaker 1 (06:35):
well, my favorite, is the dude that we were trying to
hire.
This is like early, early yeah,and the the interview process
and the guy was like I'm reallygood with the ladies, you know
they get upset.
I say baby, baby, relax, relax.
He's like feed her on my desk.
Speaker 2 (06:55):
I was in there with you.
I don't know why we were bothonboarding a sub together, but I
was in there with you on thatguy.
Speaker 1 (07:02):
So funny he didn't get hired.
What Baby, baby.
Red flags and green flags likeduring the front end.
Front end guys that say, hey,what's your best trade?
Like, what do you do?
Yeah, I can do everything.
(07:22):
No, you can't.
Yeah, that's my first red flag.
Uh, green flag is when theyliterally tell me something like
I do framing, I do sheet rock,I don't like doing anything else
, yeah, great.
Thanks for the transparency Ican do anything.
Speaker 2 (07:37):
Don't put me on sheet rock, I will not make it look
good.
Speaker 1 (07:40):
Yeah, perfect, thank you wonderful uh, I, sometimes
I'll ask well, all the time I'llask for pictures of their work
and, like, some dude sent me aslate of pictures and in there
and this is a great thing to dobecause it's sometimes it's not
very easy to get onto theirproject, like it might even be,
(08:02):
it might be an hour away fromyou, it might be run by another
company and they're notcomfortable having you on there.
Uh, but getting pictures oftheir job is like a nice way,
like for them.
They're going to grab picturesthat they're like okay, I'll
send them this one, I'll sendthem this one, and then I, you
get those pictures.
And I had one where the guy waslike just splicing in all of
(08:25):
this sheetrock, so it's not fullboards, it's like, hey, we've
got all these scrap pieces,let's put it all together.
You're not going to get a goodfinish like that.
There's a thousand joints, andso I got that picture.
And it might not mean that he'sa bad crew, but I'm not going
to give him sheetrock work.
So I don't know if that's a redflag or a green flag, but
that's just like a little.
Speaker 2 (08:46):
Well, asking for pictures is a good little.
One of the things I talkedabout in last podcast is I want
to get to know the crew duringthis interview.
Not a sponsor, not a sponsor ofStarbucks, just a decent drink,
dece.
We're trying to get to knowthese crews during the interview
.
Right, I talked about we do a.
(09:07):
There's a skills assessmentthat I give all my coaching
clients of.
This is the first thing we doin every interview.
Of these 20 skills, let's talkthrough them.
Let's do this and that and theother, but this is the first
thing we do in every interview.
Of these 20 skills, let's talkthrough them.
Let's do this, not the other.
But what?
What?
James was brought up asking forphotos, right, who takes photos
of their work?
Or guys that are proud of it?
Right, if you have no photos,that's doesn't mean it's a bad
thing, necessarily.
But if you show up like, hey,I've got 78 photos, let me show
(09:28):
you what I do.
Let me look here where I tiedin the trim work over there and
like, those are guys that areproud of their work.
They're going to be doingreally good work.
Honestly, those guys, I'msaying, okay, how quick can you
do that?
Because I see the high endfinish that you do.
Let's talk about pricing.
Let's talk about how quicklyyou can do.
You know, are you throwingsheetrock in a house in a day
and a half or is it taking twoweeks?
(09:48):
Those are big differences interms of I can't afford you if
it's going to take you two weeksto do 10 boards of sheetrock.
But if they're bringing picturesA, you can assess it, like you
just said, with an eye for likehey, why'd you do that?
Or it would have cost you anextra 40 bucks in sheetrock to
just make that wall flat insteadof piecing together these extra
(10:09):
pieces.
What happened there?
And you can start getting toknow them and asking questions
about their work.
And you know, don't just lookat the picture and say, cool,
like, ask questions, what didyou do here?
Why did you do it that way?
You know what was the job, likethis paying, like those sort of
things that get to know themand get them talking, because
the more they talk aboutthemselves, the more data I'm
gathering about them as to whatI can use them on what I
(10:32):
shouldn't to have issues with,what I need to watch.
Speaker 1 (10:34):
I like to ask for nobody likes to give you this
but I like to ask for pricing.
And you know, typically, like99% of the time, you're going to
get every job I estimate on itsown.
There's no, you know,standardized pricing and I'm
like I get that.
But I also know that when yougo and estimate a job, you're
(10:57):
not just going in like you havenumbers, you're going in there.
You're like I got to pay myguys this amount.
Here's this many boards, it'sgoing to take me this long.
I need you to condense that downand I don't need every single
thing.
I need to know how, if I'mgoing to use you for sheetrock,
for paint, for for flooring foryou know, floor prep I need to
know rough square footagenumbers of what it costs me to
(11:21):
hire you to do this job.
Because when I'm in a client,when I'm engaging with a client,
I'm not going on site first,I'm doing it from a desktop
perspective.
It's a rough estimate.
So I'm not tying you to numbers, but I, if I want to give you
work, I need to know how much Ihave to pay you.
So I need you to help me withthat.
I want a budget to be able toafford you and when they are, um
(11:41):
, accommodating with that,that's a green flag for me.
I know that there's going to beguys that like they don't want
to do it.
Nobody wants to do that for you.
But the guys are like I get itand they give me something
that's actually, you know, puttogether, like they sat down and
they took the time to do it.
Yeah, they get it.
They have a bigger picture mindthan just the dude that's like
(12:05):
yeah, yeah, maybe yeah.
Or just like, yeah, I'll do it,and they never send it.
Somebody that actually took thetime to sit down and do that is
like I want to get in with thecompany.
It's not the best, you know, Idon't make as much money, but I
like the consistency.
I see the value.
That's who I want to work with.
So guys that are accommodatingto requests outside of the norm
(12:29):
is a big plus for me, because Ineed to be able to work with
these guys.
Speaker 2 (12:32):
Well, and when you bring them in and start talking
about pricing, like you knowwhat's your labor per board.
If we're doing a full house tosheetrock, right, and they come
up, you know, $30 a board, $40,whatever it is, if they can say
that off the top of their head,that means they do this a lot.
If they're like, oh, I don'tknow, just let me, I don't
really like, we'll just.
I don't really like.
When they start backpedalingand can't talk how they price
(12:54):
stuff with you, oh, this guy hasnever done this before.
Or he's not proficient in doingdrywall, or he's not proficient
in doing, yeah, we can refinishfloors.
Well, what do you charge persquare foot?
I mean, it depends on the job.
It shouldn't?
It really shouldn't?
Yeah, because it's you know.
And those type of conversations.
Everything we're doing is factfinding, is data gathering in
(13:16):
terms of I want to ask themquestions to hear their
responses, not because I'mtrying to write down their
number and hold them to it.
Can they talk the same language?
If I'm going to pay them tocome, do that work?
Yeah, right.
So having those conversations,I think, really raises the green
or red flags.
And if you're not gettingeither, keep talking, keep
asking the questions.
If you're not, you should bekind of leaning.
(13:37):
This guy's going to be killeror I don't know.
The other thing I'd say is a lotof times when you're looking
for crews you're looking toolate, because when guys are
hunting for crews, it's becauseusually I've got a job that
needs to start Monday.
I've got three jobs that allsaid yes.
It's because usually I've got ajob that needs to start Monday.
I've got three jobs that allsaid yes, that I got to get
(13:59):
going and my current crews arebooked, so I need to find
someone.
So because of that, you let thewrong crew in, because it's
like, hey, I got to find someoneand this dude's got a tool belt
on and so you want to work.
Great, here's your work order.
Go get out there and get thework done.
And you haven't done the duediligence to say no.
I mean, this is like we wewe've talked about plenty of
times when we're hiring projectmanagers.
Most of the time we're hiringPMs when we've got too much work
(14:20):
and we just have to hiresomeone because if I hire that
guy, then I can invoice anothera hundred grand a month and
we'll make a lot more money.
And then we just say yes,because it's a weight off my
shoulder.
So I'm going to hire the wrongperson because it makes my job
easier.
And I'm not hiring the wrongperson.
I'm gambling a little bit morethan I should and I should say
you know what?
I'm going to interview six,seven different crews and I'm
(14:40):
going to pick the two that Ireally like and I'm going to
bring those onto a job.
Well, that that takes weeks,right, that's not a two day
process to do that.
So if you spend the time, buildthat bullpen ahead of time,
have these conversations andmake vendor and crew finding a
regular thing, even when youdon't need it because we're
about to grow, especially goinginto the winter season, early
(15:01):
spring, before you're busy, huntthese crews, get a roster, get
a bullpen that you can call inand say hey, hey, fred, I talked
to you three months ago.
I got a job.
I'd love to try you out on it.
Right, and that is how wereally stay away from the red
flag guys.
Speaker 1 (15:16):
Yeah, you got to pick your spots Like it.
Clients don't want to know thatthey're a guinea pig for a new
crew.
Yes, so in the in this scenarioI'm in right now, there's an
insurance job.
The clients aren't livingaren't living there, they're,
they're offsite.
And so I've had the opportunityto bring in like a handful of
(15:43):
new crews to go give me numberson this project and I'm probably
only going to use one of theseguys, and not even for the full
project.
I'm going to have them do oneor two components to try them
out.
But I've gathered pricing fromlike three different new crews
because I've had this projectthat they can just go in and do
an estimate and I have anexactimate to give them an exact
(16:04):
thing.
This is, I don't give them theexactimate, but I'm telling them
this is exactly what I need.
We know our quantities and lineitems, yeah, so, like that's,
you got to look for theopportunities to gather that
information in a way that's notgoing to give you more of a
headache, like, yeah, having totalk with the client about hey,
(16:25):
yeah, this is a new crew, orblah, blah, blah, blah.
They don't need to, they don'tneed to have stress about all
that.
I'm going to make sure that theright person is doing the job,
but I'm always going to bewanting to test the waters with
new guys and see if there's apossible fit.
Speaker 2 (16:41):
I would say, if you're listening to this, write
this down, burn it in your brain.
When you get an investorproperty with no family or
homeowner living in it, have newcrews come visit it.
Anytime you get an investorproperty, I'm going to try to
find one or two crews that comelook at it and give me pricing
and talk through it.
I'm going to test a new crewout on that.
Even if I don't need a new crew, let's test one out on that
(17:01):
investor property.
Those are the the the absolutebest way to to mitigate risk
with crews, because they canscrew it up and I can swoop in
and we'll talk about this nextas to how to monitor them once
they start, yeah, but I canswoop in and fire them and I
don't have to explain myself toanybody, right?
I'm going to build in a littlebudget or extra fluff on my
(17:22):
Gantt chart.
Speaker 1 (17:22):
You probably need to explain it to them.
You're just like walking, likeyou're fired.
I'm out.
Speaker 2 (18:26):
But, that being said, it allows you to go in and give
them a little more leash to seeif they're going to actually
resolve the issues.
And also some coaching right.
We'll talk about that towardsthe end of this, of when do you
coach a guy up versus when doyou fire him right.
And so investor properties ifthat comes across your desk,
find a new crew.
Your goal is, on every investorproperty, I'm going to test a
(18:48):
new crew.
I'm at least going to have themwalk in and price it.
That's an ideal time.
Even if you don't need a crewto bring on and build up that
bullpen, you don't want themwalking through the house that
you're doing a new kitchen wherethe homeowners pouring their
coffee at 8am and you got threecrews that are walking through
there that you've never metbefore.
That's not a that's not a goodway to test a crew.
Um, I, I.
I met with one of my coachingpartners yesterday and we were
(19:12):
talking about a job.
It was a two phase job.
Phase one was a 50,000, phasetwo, I think, is 80,000.
He brought on a new crew fromFacebook, found them, talked to
them, brought them in.
They just I mean, it was notgood, it didn't go well, and I
actually helped him find thiscrew.
So it's partially my fault, butit went South.
(19:32):
He didn't onboard them.
Well, I'm guessing he didn'tbring them into the office, sit
down, talk through processes,but just tried them out, went,
sent them, had it, had it going.
Because of that, he replacedthem, pulled them off, lost a
little bit of cash, broughtanother crew in.
Because of that, though, we'reat the end of phase one and he's
(19:52):
he's like I can't do phase twowith this client Cause I lost
all the trust.
The trust is gone.
Uh, I've rebuilt some of it,but she's won't stop
micromanaging.
She won't stop absolutely likeevery night, sending me texts of
this, this and this is wrong.
It's like, well, I'm not evenyour project manager, like,
let's talk to your projectmanager about this, but it's
because that trust was broken.
So he's probably losing an$80,000 job by his choice
(20:16):
because he brought the wrongcrew in without doing it right
on the front end.
He lost money on that phase oneand probably won't want it.
It's choosing not to do phasetwo because the trust is gone
with the client.
So again, word to the wisedon't try, don't start them on
the client's jobs unless youknow, you've tested, you've
checked them out, you've done alot of due diligence, you've met
(20:36):
with them, you've walked jobsites with them, done all of
that stuff, and then we're goingto micromanage them when they
start on that job.
So, james, let's walk throughyour first job.
You're bringing the crew on.
You sat them, you onboardedthem, you have a skills
assessment.
You feel on.
(20:57):
You sat them, you onboardedthem, you have a skills
assessment.
You feel comfortable.
You've had those conversations.
These guys seem that they knowwhat they're talking about.
You're excited about using them.
You've got a small homeownerproject.
We're doing a basement for ahomeowner.
Let's say, how do you start thecrew and how do you manage them
on that first job?
How many times are you visiting?
What are you asking from them?
Or you know what, when do youhave like check-ins?
How do you start them on likefront end processes?
(21:20):
Cause I think one thing thatguys miss is what do we do front
end walk with them and what?
How are we setting thoseexpectations with them?
Because with my crews that havebeen here for two years, I sent
them a work order.
I walk the house, I show themwhat they're doing and they're
off and running and then you geta new crew in here.
You can't do that, so talk methrough how you do that with a
new crew coming on site.
Speaker 1 (21:41):
Well, the first thing is we have like a front-end
walk that we do at the start ofevery project.
So, even with our new crews orwith our old crews, we still do
it.
It's just not as in depthbecause they kind of already
know the game.
But a day, a couple of daysbefore demo starts, we're
(22:04):
bringing the crew in.
You know, depending on what theproject is, you got the demo
guy and the framing guytypically are going to be the
ones on site and you're going tokind of walk them through.
Hey, this is, this is whatwe're doing.
This is where we want to putprotections, this is where we
want to protect the floor.
This is where we want to do azip wall because of the dust.
This is where we're going tocut our tile.
(22:26):
Or this is where we're going tocut floor and we're going to
have a cut station.
We're not going to just bringyour little dremel in and cut in
every room that you need to.
We're going to centralize thedust location.
We're going to centralize wherewe're using Wash the brushes
out.
Where are we going to wash thebrushes out?
Where are we going to dump outpaint?
Can we dump out paint?
There's these little thingsthat always end up being
(22:47):
problems that turn into hugeproblems, like, oh, a client
calls and says these guys arepouring paint down the drain.
They're not pouring paint downthe drain, they washed their
brushes out and they poured.
My whole front yard is white.
My whole front yard is white.
My bushes are striped becausethey painted the louvered
shutters.
There's all those random things.
So you got to talk throughthose little things before you
(23:11):
start a project.
Now, with a new crew, you'redoing that, but then you're also
giving them the the next step.
So, hey, we're here walking onFriday, monday, you guys are
starting at what time?
And you let them be part ofthis.
You know what time can youstart.
Speaker 2 (23:29):
It's a partnership, right, it's a partnership Like.
When are we?
Speaker 1 (23:32):
starting.
You know 9, 9.30.
Okay, great, let's say 9.30.
You guys are going to be hereby 9.30, getting started.
Great, You're there.
You're there at 9 o'clock or9.30.
You know, if you want to getthere early, great, but you want
to be there to see if they'regoing to show up.
When they say they're going toshow up, that's number one.
(23:52):
Are they showing up?
This is your first job withthem.
It's like someone showing uplate to a job interview or their
first day of work Not a goodshow.
There might be a good reasonfor it if they are, but you're
expecting to see them therewithin 10, 15 minutes of that
time.
You'd really like them to bethere at that time.
But trip, traffic, there's allthese things.
(24:13):
It's like, you know, there's anunderstandable, negotiable
amount of time.
Yeah, um, really, I'm justthere to make sure they're
getting started and that they'vegot.
How many guys are you gonnahave with you?
Like that's a big one.
Yeah, if you're there withthree guys for the demo walk,
but then on day one you show upand it's just you or it's just
(24:36):
one of your guys, that's aproblem, cause you showed me
that you were going to be therewith three people and you came
with one to do a job that'sgoing to take.
Speaker 2 (24:45):
that should have three days for two on site for
yeah.
Speaker 1 (24:47):
Three days for three guys or five guys.
Yeah, um, so that's that's dayone.
At the end of that day, I'mcoming back.
Yeah, I want to see whatthey've accomplished in that one
day.
I want to see how they plan onleaving the job site.
I want to see how they havetheir tools.
Are we centralized or do wehave little rabbit trail piles
(25:10):
everywhere around the house?
Do we have little rabbit trailpiles everywhere around the
house?
If I see that that's day one,I'm getting in there and I'm
saying, hey, I get, this is kindof normal.
I don't do it like this.
All of your tools need to be inthe place we talked about.
That's our staging area.
Someone's living here.
They have kids.
You're not leaving Dremels.
(25:32):
You're not leaving your saws.
You're not leaving your hammers.
You're not leaving screws onthe ground for people to walk on
and scrape the floors.
Don't leave your hammer.
Stop putting your hammer on thecountertop.
Those are new countertops, allof that stuff that is just so
standard.
I mean, these guys are workingin these scenarios constantly
and so it's very easy to justlay something down somewhere.
(25:56):
But what they don't get, orwhat they don't think about,
think about is what if youscratch that countertop?
Are you going to pay the $2,500to have those replaced Because
the client's not going to beokay with like, ah man, I wish
you didn't scratch my countertop.
Like you're going to have topay for it to be replaced.
Speaker 2 (26:17):
Let me add a couple of things before you keep going.
Number one I like to.
I like to also capture on myfront walk a couple of things.
First off, I always use themetaphor of it's the first
couple of weeks of being a newteacher in a new class.
I'm going to be very strict andnot be okay with stuff that
(26:39):
maybe I would be a little morelenient on.
Month two, month three, yeah,something that, yeah, right, I'm
going to set that bar to makesure.
Number two whatever they do dayone or show up day one, I have
been caught making excuses, so Ihope that it works with them
instead of saying this is thebest, that they're best foot
forward.
(26:59):
Day one working with me.
They show up with three guysshort and they show up 30
minutes late and this is thefirst day meeting me.
What's two weeks in going to be?
So I need to learn to not makeexcuses day one for them If they
can't show up on time.
Looking right with the guysthat they're supposed to bring
to their very first job,interview job with me, I'm
(27:22):
almost cutting them immediatelybecause it doesn't get better
from there.
And thirdly, when I'm doing theconversation with them, I've
got a printed out work orderwith their dollars on it and how
much I'm paying them.
And my conversation with themis not here's the work, here's
the money.
We good with that, cool.
Now let me tell you everythingelse I want you to do.
(27:43):
What I like to talk about ishey, just so you know, part of
this dollars is you're pickingup your own materials.
I'm paying you to get your ownmaterials at Home Depot.
I'm going to do the firstpurchase.
We're talking about that howthey do those purchases but part
of the money I'm paying you isthat you're going to pick up'll
do the phone sales.
I'll do that.
So I talk them through that.
(28:03):
But I also say, listen.
Also part of this is that Iwant you to spend 30 minutes at
end of the day cleaning my jobsites.
I want it cleaned up, I wanttidied up, like you're saying.
I want walkways, I want imaginemy homeowner with their kids
are walking through here.
I don't care if it's aninvestment.
And so all of the bars that I'msetting for expectations, the
(28:24):
end of the day procedures, thesend me photos, all that stuff
I'm trying to build into thedollars that I'm paying them for
the job when it's not likeClark asked so many, like I got
to do so much extra work for him.
No, that's part of the dollars.
I'm expecting you to do thatfor this pay, and if you don't
do that, that's part of the taskon your work order.
So for me it's, it's settingthat up.
(28:46):
And then finally, my last, my,my last comment on it is when
I'm doing that front walk in themorning and I'm know I'm coming
back at the end of the day, Itell them that and I say so what
do you think you're gettingdone today?
Tell me what's gettingcompleted.
(29:07):
What's your expectation by whenI come back here at five will
be completed.
Well, we'll have the demo.
A hundred percent.
I'm going to try to get acouple of walls framed up before
we get out of here.
Cool, perfect, I'll see you atfive, right, and so, that way I
can see if they can actually hittheir timeline on a single day,
much less a three week project,right, and so if I, if I, start
having them commit to smallpieces, what are you going to be
done today?
What does by Friday to smallpieces?
What are you going to be donetoday?
What does by Friday should thisjob look like.
Here's my timeline.
I have you out here for twoweeks.
Where can you be here by Friday?
(29:28):
What about by Wednesday?
Where are we going to be at?
What about by the end of thetoday?
Trying to help help meunderstand if they can actually
set timelines and hit them andthat way, when I come back at
five, it's not two weeks later,it's eight hours later that I
can see if they did eight hoursworth of the work that they
committed to.
Yeah, so sorry, go ahead.
So you've done that.
You've come back, you'vechecked in at five.
(29:50):
Give me a good scenario and abad scenario what you do at five
.
You show up there for for awalk.
They've done half of what theywere supposed to do.
What's your conversation withthem at that point?
Speaker 1 (30:02):
Where what happened?
What roadblocks did you runinto that kept you from
completing 50% of the work thatyou thought you were going to
complete?
And it's not like a nail in thecoffin.
There might be legitimatethings like well, we ran into
this, which I think might be achange order that you need to
(30:22):
talk with a client about, great,did you talk with the client
about it?
No, great, perfect, thank you,that's exactly what you should
do.
Talk to me about it.
I wish you would have called mewhen it happened.
That way we could have maybegotten it expedited, gotten
everything done that we neededto get done, and I could have
called the client and dealt withthat.
(30:42):
But show me what the issue is.
Great, that's a pretty goodscenario.
Bad scenario would be theyspoke with the client about it.
They had a lot of conversationswith the client.
A couple of things got added totheir scope, in their minds,
that they did instead of thework that I sent them a work
(31:04):
order for, and the homeownerjust asked him to do a couple
things.
And then you're like, talk withthe homeowner and they're like,
oh, I didn't expect them to doit, I just kind of talked about
it.
Speaker 2 (31:13):
I was wondering about if they could, yeah.
Speaker 1 (31:17):
But really, for the first day it really comes down
to me is like it's moreimportant to me that the job
looks respected.
Yeah, because you can.
Things can be slow, things canhappen that impede progress and
(31:38):
I think, for the most part, solong as you have a legitimate
explanation for a client, theirunderstanding of of that they're
not understanding of theirhouse being disrespected.
They're spending 20, 30, 40,$50,000 on a renovation and the
people in their home aren'trespecting their home is a major
(32:00):
issue.
Even if you're the fastest crewon earth, even if the work is
top notch, if you just walk inthere and you leave, you know
you leave pee and poop in thetoilet every time.
That's a problem and that's notsilly.
That's like a thing Like guyslike forget that this is a home.
That's why I started gettingporta potties for all my jobs.
It's like I'm not dealing withit anymore.
(32:21):
I'm not dealing with the dudedropping his tool belt on the
floor and cracking a tile.
It just is always a problem.
So I put a port-a-potty on thejob.
Speaker 2 (32:28):
Yeah, I think the goal is in that first week of I
will know by end of day two ifthey're going to be a long-term
crew with me and at that point,if they are not, I'm making a
game plan on this job or how,how am I going to micromanage
(32:50):
them on this job?
If they are, I'm not just goingto trust them from there, right
, I'm going to keep checking in.
I think the first crew for thefirst job, I'm probably there
almost every day, um, and I'malso, like I said earlier, I'm
setting expectations on days.
By Wednesday, where are wegoing to be at Cause I want, uh,
uh, a homeowner doesn't knowspeed, but the speed is what's
(33:11):
going to kill them and me, right.
So, if they, if I'm paying themenough for five days of workout
here for him and his two guyshe's bringing with them, great,
if he turns it into two weeks,he's going to get pissed.
His, his quality is going to godown and he's going to be
begging for more money.
If I can help him stay on timeand get efficient and be done in
a week, he's happy with thatpay.
So it's not just my timelinethat I'm trying to stay on top
(33:33):
of, it's also, this guy's notgoing to make enough money with
me if he doesn't stay slowly,right, so I'm sending all those
tones and I'm staying on top ofthem on their first job, almost
every single day.
Check it, I'm there, I'm on site.
If I can't make it, send mephotos.
How to go today.
(33:54):
What's what's going on, youknow, and I tell them the first
job, I'm riding you like thefirst job.
I'm going to make sure thatthis is well as we build trust
together.
I'm not going to be on top ofyou this much, but for right now
, I need to make sure that thisis a good partnership.
Right, and so they're like cool, I get it, I get it, totally
understand.
Um, all right.
Lastly, what's the difference ofcoaching them up versus firing
(34:16):
them?
When do you, when it's like youget to the job site?
They were, you know they'resupposed to bring three guys.
They only brought two.
They showed up a little bitlate, they didn't really clean
up at the end of the day, howmuch rope are you giving them
after after kind of strike oneor strike two?
Right where?
Where are you coaching themversus where are you?
Hey guys, let's pack it up,let's call it.
(34:37):
Let's get you out of here.
I got another crew coming in onthursday um, that's a, I think
a really there.
Speaker 1 (34:47):
That's where the art comes in, because there's guys
that, like jaime, is a greatexample.
Yeah, uh, honest guy and hardworker and hungry, like wanted
to do the work, like wanted totake on things.
Speaker 2 (35:04):
It's almost attitude is the most important thing.
Speaker 1 (35:06):
Yeah, it's like you walk in there and there's stuff
that you don't like and you'relike, hey, we need to talk about
this.
And you're talking through itand they're like, yeah, yep,
you're right, yeah, I agree withyou, or here's what happened,
but I'm not happy with it either.
I think you're right, like, notthat like you need to be right
(35:27):
about everything, but it's yourjob and you're it's your client,
and so they need to.
They need to be able tounderstand that their
perspective isn't the be all endall that.
Yeah, that you and yourclient's perspective really is
what they need to be trying toachieve.
Yeah, and if they're willing toown their mistakes and you can
(35:53):
see that they're, like, honestlyworking at solving those
problems, which in one or twodays, you can still see when you
had an issue day one and youmention it and then they come
back day two and they solve thatissue or they rectify their
behavior.
They show up early instead ofbeing 15 minutes late.
(36:16):
They throw all of their foodtrash breakfast out in the trash
can and not just like randomlyaround the house, like you asked
him, not to Little.
Things like that go a long way,because they're just these rote
memorizational things thatpeople just fall into.
If they will pick up on thesmall things and understand that
you're serious and they areworking at rectifying those
(36:37):
things.
I'm in to try and train, butthat only goes so far.
And so Jaime, again greatexample.
We were in the middle of aproject.
Things kept going awry.
He hired guys that were workingwith him and for him that he
didn't know very well, but hewas there the whole time, so
that's fine.
It kept not working out andthere was issues that kept
(37:01):
popping up and finally it waslike hey, man, this is not a no
forever and this isn't like a aburning bridges type thing, but
I don't think that this isworking out.
I think you need more time.
I think you just need moreexperience under your belt.
So I'm going to get somebody tocome in and take over this
project, but I don't want to um,I don't want this to be over.
(37:25):
I just think that, like, I needyou to get some more experience
and we should reconvene.
Yeah, like two years later heended up getting back in the
fold.
He got a lot more experience.
He was like the go-to guy, yeah.
Speaker 2 (37:37):
Yeah, he came and I think that's right.
I think level one is attitude.
If you've got a this is my jobsite, so it goes the way I say
attitude, then you're not goingto be here.
It's not yours, it's ours, it'sa partnership here and I've got
strict instructions that we'vepromised the homeowner, so
that's what we're going to dohere, right?
If they can't have thatattitude, then they're gone Once
(38:00):
they have the, okay, yeah, ifit's what you need me to do, I
can do that.
The next level is do they havethe I hate to say it the IQ to
take what you say and do itright?
Like, oh, yeah, I forgot, youwanted me to clean, guy, come on
.
Like we talked about this twodays in a row, this day three,
(38:20):
and you still have trash allover the place.
And then the third layer isskills, and I think that was the
high-main thing.
Like you, just, you're toogreen, you don't know.
Like I can't be yoursuperintendent, I can't be the
person telling you that we gotto put those studs 16 on center,
right?
Like I can't, if you don't knowthis stuff.
I can't coach you onconstruction.
(38:42):
I can coach you on how our jobsites.
I can coach you on what anorder of operations, what you
should be doing.
Let's, let's.
Why did you go to Home Depotthree times yesterday?
Let's get that down to one trip.
Let's look at how we invent,like, I can coach on that stuff
If you've got a good attitude.
I can't teach you construction,and so I think it's kind of
those three layers Attitudesthey're great.
And so I think it's kind ofthose three layers Attitudes
(39:02):
there are great.
The ability to learn from whatwe're talking about and
implement it great.
Lastly, do you have the skillsto do that?
If we can hit all of thosethings, I'll coach you all day
long.
We'll keep working with you.
You'll be here and, like Jaime,I might put you on the shelf.
I might use you for one-offjobs that are low fruit that I
know you can.
You can knock out.
(39:22):
I'm not going to burn thatbridge.
If you've got the good attitudeand you're kind of learning but
you don't have the other skills, like, let's keep working and I
might have one or two jobs hereand there for you and as you
grow, come back.
You know, come back.
So I think that's it.
I think I need that attitude,but then the other two things
are quickly falling behind theattitude with it All right.
(39:48):
Next week we're going to becovering it's a coaching cut
where we're going to be.
I'm talking about how to fire acrew off a job site.
So if they go sideways, ifyou're in a job, it's not going
well, they're going.
You know, it's one of thosecrews that you're like these
guys are not good.
I got to get rid of them.
What do I do?
So we've got some ways to dothat, some paperwork you got to
do, the proper way to handle itand how to defend yourself If
(40:09):
they try to put a lien on theproperty.
We're going to talk about thatall next week.
Um, that's it for this showtoday.
If you want to have anyconversations, go to contractor
cutscom or pro truck 360.com.
Also, we are about to launch uhour our signups for the retreat
in January.
We are doing three freecoaching sessions.
(40:29):
If you're coming on the retreat, I'm going to help you close
out your 2025 year.
We're going to do threesessions to close out 2025 as
part of your coming on theretreat.
So if you want to come on theretreat, get signed up now so we
can get you into those coachingsessions so you're ready to
launch in 2026.
On the retreat, thanks forjoining me.
We'll see you guys next week.
(40:49):
Bye, bye.
Welcome to Contractor Cuts, where we cover the good,
the bad and the ugly of growinga successful contracting company
.
Speaker 2 (00:13):
Welcome to Contractor Cuts.
My name is Clark Turner and I'mJames McConnell.
Thanks for coming.
Good to see you.
You too.
You too, today we are talkingabout we're continuing from last
week.
Last week we did a how toonboard vendors and crews, how
to walk them through when you'rebringing them on all the
paperwork you need, how to pitchit to them, how to talk about
(00:33):
the partnership that you'rehaving with them.
It's not I'm hiring you as anemployee, but you're a partner.
Here you are.
We're doing this together toboth make money and build our
companies.
So we did that.
If you haven't listened to thatone, go back.
It's a short one, it's like 15minutes.
Today we are continuing thatseries, part two of three, where
we're going to be talking abouthow to onboard I'm sorry, post
(00:56):
onboarding how to do the firstjob with a crew through a
long-term relationship.
Right, how do I?
You know, managing a crew onthe first job is different than
the fifth job, which isdifferent from a year from now.
And so how do you manage themdifferently, what you should be
doing, what you shouldn't bedoing, and kind of start to
finish, making sure that webuild that relationship to where
(01:17):
we're making money, we'rekeeping our quality up.
We're making sure thateverything's happening the right
way.
Good, great, good, yeah.
So to get started, why don'tyou tell me about the worst crew
you've ever had?
Speaker 1 (01:31):
Okay, the worst crew I've ever had.
The worst crew you've ever had.
The worst crew Well, thiswasn't even really a crew.
I think this is how ittypically happens.
Yeah, this is not the worstcrew.
Well, this wasn't even really acrew.
I think this is how ittypically happens.
Yeah, this is not the worstcrew, but a crew that was, like
(01:53):
you know, middle of the road,but we saw really good potential
.
We hired them to do a projectand they hired another crew, yep
, yep.
And so this crew shows up toyour cousin's house yep, and
they're repainting everything.
They're moving in from, out ofout of state, and, uh, I the,
(02:17):
your cousin's wife calls andsays I think they're like
smoking in here.
And I'm like what?
And so I go over there.
Our, my project manager was outof town, so I was covering that
project.
Yep, and I go over there and,sure enough, smells like weed.
Not just cigarettes, not justcigarettes, it smells like weed
and it was in like the baby inthe nursery.
(02:38):
They were painting the nursery,smoking weed, yeah, with like a
crib.
There's like a crib sittingthere and I just walk in and I'm
like I can't.
I can't believe I'm about tohave this conversation.
I'm like, hey man, first of all, you're fired.
Second of all, what the hellLike?
Speaker 2 (02:59):
what are you doing?
What was your thought process?
Yeah, yeah, that's a.
That's about I think.
I think of another one too,which, again going back to one
of our other podcasts friendsand family.
If it, if you work with friendsand family, it's gonna go wrong
.
Your crew is going to smokeweed in the bedroom.
The another story that I thoughtof, too, when you started
(03:22):
talking about a crew hired acrew crew.
We one of the biggest issuesthat we've ran into in the past
that have actually cost us moneyis you hire a random crew and
it's not a crew, it's a one-offdude, uh that goes and hires a
third crew or a second crewafter them, uh, and just brings
them out there and does the work, uh, and then I pay that first
guy and then he doesn't pay thatsecond crew.
(03:43):
Right, we had I remember a timethat that happened exactly and
we it was for one of our largerREITs that we that we service.
So we did probably three to$400,000 a year for this company
, all in like $30,000 flips the.
They called us up and said, hey, you guys have a crew that put
(04:04):
a lien on one of our properties,fix it.
You got a day Like we need thisfixed.
So, a killing our reputationwith a company that sends us a
lot of business.
B we can't find the crew.
We hunt them down, the personthat put the lien.
I've never heard it before.
We didn't know the crew, wedidn't know the person, we
didn't know the person, wedidn't know anything.
So we finally hunt down whothat was.
I think we just by google,searching their name and trying
(04:27):
to hunt them down throughfacebook or something, and we
call them like yeah, uh, youknow, bobby hired me and he come
out here and he disappeared anddidn't pay me anything.
We're like, wait, we hiredbobby to do the work and he just
had y'all come and do and hetook the money.
Right, was it really bobbyBobby?
No, not Bobby, not Bobby.
Bobby, bobby Boucher no, it wasactually a female.
I forget her name.
(04:48):
But all that to say, they hiredthis third party because we
weren't controlling the job site, because we weren't doing what
we're about to talk about today.
We just, you know, it was theeasiest way for our project
manager to just get onto thenext job.
To just get onto the next job.
Okay, this person seems likethey got it.
Let's go.
They'll give me the keys backwhen they're done.
We kind of subbed the wholething out.
The person took the money andran, so we went to I mean we
(05:10):
don't want to screw the crewthat actually did decent work,
and so we had to pay double forthat second crew, I mean, and
the first crew, I mean it wasn'ta big deal, it was like grand,
but not enough to go after themlegally and lawsuits Cause most
of the time those crews don'thave the money.
That type of person doing thatisn't stacked with a couple
hundred grand that we can goafter for for screwing us.
(05:31):
Um, but again, it was becausewe weren't controlling it.
We have a lien on the housefrom a third party that we've
never heard of before.
Right, I think that's to melike there's a lot of issues
with crews being slackers, notshowing up, getting there late,
just not being professional.
That's going to happen andthere's ways to manage that
(05:52):
we'll talk about today.
It's more of the like I'm I'mpurposefully ripping everybody
off in this situation uh, thatreally kind of lights, lights a
fire in terms of like I'm goingto.
You know, we need to fix this,we need to go after that.
So, anyways, going from there,when we're looking at crews,
when we're talking about newcrews.
(06:13):
We went through an onboarding.
You brought them on.
Tell me, when you start seeingsigns, even in, like the initial
interview, right when we'resitting down with a new crew to
talk about them onboarding,what's the good side?
The green flags and the redflags that start popping up in
those interviews?
What's a good crew, a mediocrecrew and a bad crew?
When does that start boiling tothe top and you can actually
(06:34):
see what's going on?
Speaker 1 (06:35):
well, my favorite, is the dude that we were trying to
hire.
This is like early, early yeah,and the the interview process
and the guy was like I'm reallygood with the ladies, you know
they get upset.
I say baby, baby, relax, relax.
He's like feed her on my desk.
Speaker 2 (06:55):
I was in there with you.
I don't know why we were bothonboarding a sub together, but I
was in there with you on thatguy.
Speaker 1 (07:02):
So funny he didn't get hired.
What Baby, baby.
Red flags and green flags likeduring the front end.
Front end guys that say, hey,what's your best trade?
Like, what do you do?
Yeah, I can do everything.
(07:22):
No, you can't.
Yeah, that's my first red flag.
Uh, green flag is when theyliterally tell me something like
I do framing, I do sheet rock,I don't like doing anything else
, yeah, great.
Thanks for the transparency Ican do anything.
Speaker 2 (07:37):
Don't put me on sheet rock, I will not make it look
good.
Speaker 1 (07:40):
Yeah, perfect, thank you wonderful uh, I, sometimes
I'll ask well, all the time I'llask for pictures of their work
and, like, some dude sent me aslate of pictures and in there
and this is a great thing to dobecause it's sometimes it's not
very easy to get onto theirproject, like it might even be,
(08:02):
it might be an hour away fromyou, it might be run by another
company and they're notcomfortable having you on there.
Uh, but getting pictures oftheir job is like a nice way,
like for them.
They're going to grab picturesthat they're like okay, I'll
send them this one, I'll sendthem this one, and then I, you
get those pictures.
And I had one where the guy waslike just splicing in all of
(08:25):
this sheetrock, so it's not fullboards, it's like, hey, we've
got all these scrap pieces,let's put it all together.
You're not going to get a goodfinish like that.
There's a thousand joints, andso I got that picture.
And it might not mean that he'sa bad crew, but I'm not going
to give him sheetrock work.
So I don't know if that's a redflag or a green flag, but
that's just like a little.
Speaker 2 (08:46):
Well, asking for pictures is a good little.
One of the things I talkedabout in last podcast is I want
to get to know the crew duringthis interview.
Not a sponsor, not a sponsor ofStarbucks, just a decent drink,
dece.
We're trying to get to knowthese crews during the interview
.
Right, I talked about we do a.
(09:07):
There's a skills assessmentthat I give all my coaching
clients of.
This is the first thing we doin every interview.
Of these 20 skills, let's talkthrough them.
Let's do this and that and theother, but this is the first
thing we do in every interview.
Of these 20 skills, let's talkthrough them.
Let's do this, not the other.
But what?
What?
James was brought up asking forphotos, right, who takes photos
of their work?
Or guys that are proud of it?
Right, if you have no photos,that's doesn't mean it's a bad
thing, necessarily.
But if you show up like, hey,I've got 78 photos, let me show
(09:28):
you what I do.
Let me look here where I tiedin the trim work over there and
like, those are guys that areproud of their work.
They're going to be doingreally good work.
Honestly, those guys, I'msaying, okay, how quick can you
do that?
Because I see the high endfinish that you do.
Let's talk about pricing.
Let's talk about how quicklyyou can do.
You know, are you throwingsheetrock in a house in a day
and a half or is it taking twoweeks?
(09:48):
Those are big differences interms of I can't afford you if
it's going to take you two weeksto do 10 boards of sheetrock.
But if they're bringing picturesA, you can assess it, like you
just said, with an eye for likehey, why'd you do that?
Or it would have cost you anextra 40 bucks in sheetrock to
just make that wall flat insteadof piecing together these extra
(10:09):
pieces.
What happened there?
And you can start getting toknow them and asking questions
about their work.
And you know, don't just lookat the picture and say, cool,
like, ask questions, what didyou do here?
Why did you do it that way?
You know what was the job, likethis paying, like those sort of
things that get to know themand get them talking, because
the more they talk aboutthemselves, the more data I'm
gathering about them as to whatI can use them on what I
(10:32):
shouldn't to have issues with,what I need to watch.
Speaker 1 (10:34):
I like to ask for nobody likes to give you this
but I like to ask for pricing.
And you know, typically, like99% of the time, you're going to
get every job I estimate on itsown.
There's no, you know,standardized pricing and I'm
like I get that.
But I also know that when yougo and estimate a job, you're
(10:57):
not just going in like you havenumbers, you're going in there.
You're like I got to pay myguys this amount.
Here's this many boards, it'sgoing to take me this long.
I need you to condense that downand I don't need every single
thing.
I need to know how, if I'mgoing to use you for sheetrock,
for paint, for for flooring foryou know, floor prep I need to
know rough square footagenumbers of what it costs me to
(11:21):
hire you to do this job.
Because when I'm in a client,when I'm engaging with a client,
I'm not going on site first,I'm doing it from a desktop
perspective.
It's a rough estimate.
So I'm not tying you to numbers, but I, if I want to give you
work, I need to know how much Ihave to pay you.
So I need you to help me withthat.
I want a budget to be able toafford you and when they are, um
(11:41):
, accommodating with that,that's a green flag for me.
I know that there's going to beguys that like they don't want
to do it.
Nobody wants to do that for you.
But the guys are like I get itand they give me something
that's actually, you know, puttogether, like they sat down and
they took the time to do it.
Yeah, they get it.
They have a bigger picture mindthan just the dude that's like
(12:05):
yeah, yeah, maybe yeah.
Or just like, yeah, I'll do it,and they never send it.
Somebody that actually took thetime to sit down and do that is
like I want to get in with thecompany.
It's not the best, you know, Idon't make as much money, but I
like the consistency.
I see the value.
That's who I want to work with.
So guys that are accommodatingto requests outside of the norm
(12:29):
is a big plus for me, because Ineed to be able to work with
these guys.
Speaker 2 (12:32):
Well, and when you bring them in and start talking
about pricing, like you knowwhat's your labor per board.
If we're doing a full house tosheetrock, right, and they come
up, you know, $30 a board, $40,whatever it is, if they can say
that off the top of their head,that means they do this a lot.
If they're like, oh, I don'tknow, just let me, I don't
really like, we'll just.
I don't really like.
When they start backpedalingand can't talk how they price
(12:54):
stuff with you, oh, this guy hasnever done this before.
Or he's not proficient in doingdrywall, or he's not proficient
in doing, yeah, we can refinishfloors.
Well, what do you charge persquare foot?
I mean, it depends on the job.
It shouldn't?
It really shouldn't?
Yeah, because it's you know.
And those type of conversations.
Everything we're doing is factfinding, is data gathering in
(13:16):
terms of I want to ask themquestions to hear their
responses, not because I'mtrying to write down their
number and hold them to it.
Can they talk the same language?
If I'm going to pay them tocome, do that work?
Yeah, right.
So having those conversations,I think, really raises the green
or red flags.
And if you're not gettingeither, keep talking, keep
asking the questions.
If you're not, you should bekind of leaning.
(13:37):
This guy's going to be killeror I don't know.
The other thing I'd say is a lotof times when you're looking
for crews you're looking toolate, because when guys are
hunting for crews, it's becauseusually I've got a job that
needs to start Monday.
I've got three jobs that allsaid yes.
It's because usually I've got ajob that needs to start Monday.
I've got three jobs that allsaid yes, that I got to get
(13:59):
going and my current crews arebooked, so I need to find
someone.
So because of that, you let thewrong crew in, because it's
like, hey, I got to find someoneand this dude's got a tool belt
on and so you want to work.
Great, here's your work order.
Go get out there and get thework done.
And you haven't done the duediligence to say no.
I mean, this is like we wewe've talked about plenty of
times when we're hiring projectmanagers.
Most of the time we're hiringPMs when we've got too much work
(14:20):
and we just have to hiresomeone because if I hire that
guy, then I can invoice anothera hundred grand a month and
we'll make a lot more money.
And then we just say yes,because it's a weight off my
shoulder.
So I'm going to hire the wrongperson because it makes my job
easier.
And I'm not hiring the wrongperson.
I'm gambling a little bit morethan I should and I should say
you know what?
I'm going to interview six,seven different crews and I'm
(14:40):
going to pick the two that Ireally like and I'm going to
bring those onto a job.
Well, that that takes weeks,right, that's not a two day
process to do that.
So if you spend the time, buildthat bullpen ahead of time,
have these conversations andmake vendor and crew finding a
regular thing, even when youdon't need it because we're
about to grow, especially goinginto the winter season, early
(15:01):
spring, before you're busy, huntthese crews, get a roster, get
a bullpen that you can call inand say hey, hey, fred, I talked
to you three months ago.
I got a job.
I'd love to try you out on it.
Right, and that is how wereally stay away from the red
flag guys.
Speaker 1 (15:16):
Yeah, you got to pick your spots Like it.
Clients don't want to know thatthey're a guinea pig for a new
crew.
Yes, so in the in this scenarioI'm in right now, there's an
insurance job.
The clients aren't livingaren't living there, they're,
they're offsite.
And so I've had the opportunityto bring in like a handful of
(15:43):
new crews to go give me numberson this project and I'm probably
only going to use one of theseguys, and not even for the full
project.
I'm going to have them do oneor two components to try them
out.
But I've gathered pricing fromlike three different new crews
because I've had this projectthat they can just go in and do
an estimate and I have anexactimate to give them an exact
(16:04):
thing.
This is, I don't give them theexactimate, but I'm telling them
this is exactly what I need.
We know our quantities and lineitems, yeah, so, like that's,
you got to look for theopportunities to gather that
information in a way that's notgoing to give you more of a
headache, like, yeah, having totalk with the client about hey,
(16:25):
yeah, this is a new crew, orblah, blah, blah, blah.
They don't need to, they don'tneed to have stress about all
that.
I'm going to make sure that theright person is doing the job,
but I'm always going to bewanting to test the waters with
new guys and see if there's apossible fit.
Speaker 2 (16:41):
I would say, if you're listening to this, write
this down, burn it in your brain.
When you get an investorproperty with no family or
homeowner living in it, have newcrews come visit it.
Anytime you get an investorproperty, I'm going to try to
find one or two crews that comelook at it and give me pricing
and talk through it.
I'm going to test a new crewout on that.
Even if I don't need a new crew, let's test one out on that
(17:01):
investor property.
Those are the the the absolutebest way to to mitigate risk
with crews, because they canscrew it up and I can swoop in
and we'll talk about this nextas to how to monitor them once
they start, yeah, but I canswoop in and fire them and I
don't have to explain myself toanybody, right?
I'm going to build in a littlebudget or extra fluff on my
(17:22):
Gantt chart.
Speaker 1 (17:22):
You probably need to explain it to them.
You're just like walking, likeyou're fired.
I'm out.
Speaker 2 (18:26):
But, that being said, it allows you to go in and give
them a little more leash to seeif they're going to actually
resolve the issues.
And also some coaching right.
We'll talk about that towardsthe end of this, of when do you
coach a guy up versus when doyou fire him right.
And so investor properties ifthat comes across your desk,
find a new crew.
Your goal is, on every investorproperty, I'm going to test a
(18:48):
new crew.
I'm at least going to have themwalk in and price it.
That's an ideal time.
Even if you don't need a crewto bring on and build up that
bullpen, you don't want themwalking through the house that
you're doing a new kitchen wherethe homeowners pouring their
coffee at 8am and you got threecrews that are walking through
there that you've never metbefore.
That's not a that's not a goodway to test a crew.
Um, I, I.
I met with one of my coachingpartners yesterday and we were
(19:12):
talking about a job.
It was a two phase job.
Phase one was a 50,000, phasetwo, I think, is 80,000.
He brought on a new crew fromFacebook, found them, talked to
them, brought them in.
They just I mean, it was notgood, it didn't go well, and I
actually helped him find thiscrew.
So it's partially my fault, butit went South.
(19:32):
He didn't onboard them.
Well, I'm guessing he didn'tbring them into the office, sit
down, talk through processes,but just tried them out, went,
sent them, had it, had it going.
Because of that, he replacedthem, pulled them off, lost a
little bit of cash, broughtanother crew in.
Because of that, though, we'reat the end of phase one and he's
(19:52):
he's like I can't do phase twowith this client Cause I lost
all the trust.
The trust is gone.
Uh, I've rebuilt some of it,but she's won't stop
micromanaging.
She won't stop absolutely likeevery night, sending me texts of
this, this and this is wrong.
It's like, well, I'm not evenyour project manager, like,
let's talk to your projectmanager about this, but it's
because that trust was broken.
So he's probably losing an$80,000 job by his choice
(20:16):
because he brought the wrongcrew in without doing it right
on the front end.
He lost money on that phase oneand probably won't want it.
It's choosing not to do phasetwo because the trust is gone
with the client.
So again, word to the wisedon't try, don't start them on
the client's jobs unless youknow, you've tested, you've
checked them out, you've done alot of due diligence, you've met
(20:36):
with them, you've walked jobsites with them, done all of
that stuff, and then we're goingto micromanage them when they
start on that job.
So, james, let's walk throughyour first job.
You're bringing the crew on.
You sat them, you onboardedthem, you have a skills
assessment.
You feel on.
(20:57):
You sat them, you onboardedthem, you have a skills
assessment.
You feel comfortable.
You've had those conversations.
These guys seem that they knowwhat they're talking about.
You're excited about using them.
You've got a small homeownerproject.
We're doing a basement for ahomeowner.
Let's say, how do you start thecrew and how do you manage them
on that first job?
How many times are you visiting?
What are you asking from them?
Or you know what, when do youhave like check-ins?
How do you start them on likefront end processes?
(21:20):
Cause I think one thing thatguys miss is what do we do front
end walk with them and what?
How are we setting thoseexpectations with them?
Because with my crews that havebeen here for two years, I sent
them a work order.
I walk the house, I show themwhat they're doing and they're
off and running and then you geta new crew in here.
You can't do that, so talk methrough how you do that with a
new crew coming on site.
Speaker 1 (21:41):
Well, the first thing is we have like a front-end
walk that we do at the start ofevery project.
So, even with our new crews orwith our old crews, we still do
it.
It's just not as in depthbecause they kind of already
know the game.
But a day, a couple of daysbefore demo starts, we're
(22:04):
bringing the crew in.
You know, depending on what theproject is, you got the demo
guy and the framing guytypically are going to be the
ones on site and you're going tokind of walk them through.
Hey, this is, this is whatwe're doing.
This is where we want to putprotections, this is where we
want to protect the floor.
This is where we want to do azip wall because of the dust.
This is where we're going tocut our tile.
(22:26):
Or this is where we're going tocut floor and we're going to
have a cut station.
We're not going to just bringyour little dremel in and cut in
every room that you need to.
We're going to centralize thedust location.
We're going to centralize wherewe're using Wash the brushes
out.
Where are we going to wash thebrushes out?
Where are we going to dump outpaint?
Can we dump out paint?
There's these little thingsthat always end up being
(22:47):
problems that turn into hugeproblems, like, oh, a client
calls and says these guys arepouring paint down the drain.
They're not pouring paint downthe drain, they washed their
brushes out and they poured.
My whole front yard is white.
My whole front yard is white.
My bushes are striped becausethey painted the louvered
shutters.
There's all those random things.
So you got to talk throughthose little things before you
(23:11):
start a project.
Now, with a new crew, you'redoing that, but then you're also
giving them the the next step.
So, hey, we're here walking onFriday, monday, you guys are
starting at what time?
And you let them be part ofthis.
You know what time can youstart.
Speaker 2 (23:29):
It's a partnership, right, it's a partnership Like.
When are we?
Speaker 1 (23:32):
starting.
You know 9, 9.30.
Okay, great, let's say 9.30.
You guys are going to be hereby 9.30, getting started.
Great, You're there.
You're there at 9 o'clock or9.30.
You know, if you want to getthere early, great, but you want
to be there to see if they'regoing to show up.
When they say they're going toshow up, that's number one.
(23:52):
Are they showing up?
This is your first job withthem.
It's like someone showing uplate to a job interview or their
first day of work Not a goodshow.
There might be a good reasonfor it if they are, but you're
expecting to see them therewithin 10, 15 minutes of that
time.
You'd really like them to bethere at that time.
But trip, traffic, there's allthese things.
(24:13):
It's like, you know, there's anunderstandable, negotiable
amount of time.
Yeah, um, really, I'm justthere to make sure they're
getting started and that they'vegot.
How many guys are you gonnahave with you?
Like that's a big one.
Yeah, if you're there withthree guys for the demo walk,
but then on day one you show upand it's just you or it's just
(24:36):
one of your guys, that's aproblem, cause you showed me
that you were going to be therewith three people and you came
with one to do a job that'sgoing to take.
Speaker 2 (24:45):
that should have three days for two on site for
yeah.
Speaker 1 (24:47):
Three days for three guys or five guys.
Yeah, um, so that's that's dayone.
At the end of that day, I'mcoming back.
Yeah, I want to see whatthey've accomplished in that one
day.
I want to see how they plan onleaving the job site.
I want to see how they havetheir tools.
Are we centralized or do wehave little rabbit trail piles
(25:10):
everywhere around the house?
Do we have little rabbit trailpiles everywhere around the
house?
If I see that that's day one,I'm getting in there and I'm
saying, hey, I get, this is kindof normal.
I don't do it like this.
All of your tools need to be inthe place we talked about.
That's our staging area.
Someone's living here.
They have kids.
You're not leaving Dremels.
(25:32):
You're not leaving your saws.
You're not leaving your hammers.
You're not leaving screws onthe ground for people to walk on
and scrape the floors.
Don't leave your hammer.
Stop putting your hammer on thecountertop.
Those are new countertops, allof that stuff that is just so
standard.
I mean, these guys are workingin these scenarios constantly
and so it's very easy to justlay something down somewhere.
(25:56):
But what they don't get, orwhat they don't think about,
think about is what if youscratch that countertop?
Are you going to pay the $2,500to have those replaced Because
the client's not going to beokay with like, ah man, I wish
you didn't scratch my countertop.
Like you're going to have topay for it to be replaced.
Speaker 2 (26:17):
Let me add a couple of things before you keep going.
Number one I like to.
I like to also capture on myfront walk a couple of things.
First off, I always use themetaphor of it's the first
couple of weeks of being a newteacher in a new class.
I'm going to be very strict andnot be okay with stuff that
(26:39):
maybe I would be a little morelenient on.
Month two, month three, yeah,something that, yeah, right, I'm
going to set that bar to makesure.
Number two whatever they do dayone or show up day one, I have
been caught making excuses, so Ihope that it works with them
instead of saying this is thebest, that they're best foot
forward.
(26:59):
Day one working with me.
They show up with three guysshort and they show up 30
minutes late and this is thefirst day meeting me.
What's two weeks in going to be?
So I need to learn to not makeexcuses day one for them If they
can't show up on time.
Looking right with the guysthat they're supposed to bring
to their very first job,interview job with me, I'm
(27:22):
almost cutting them immediatelybecause it doesn't get better
from there.
And thirdly, when I'm doing theconversation with them, I've
got a printed out work orderwith their dollars on it and how
much I'm paying them.
And my conversation with themis not here's the work, here's
the money.
We good with that, cool.
Now let me tell you everythingelse I want you to do.
(27:43):
What I like to talk about ishey, just so you know, part of
this dollars is you're pickingup your own materials.
I'm paying you to get your ownmaterials at Home Depot.
I'm going to do the firstpurchase.
We're talking about that howthey do those purchases but part
of the money I'm paying you isthat you're going to pick up'll
do the phone sales.
I'll do that.
So I talk them through that.
(28:03):
But I also say, listen.
Also part of this is that Iwant you to spend 30 minutes at
end of the day cleaning my jobsites.
I want it cleaned up, I wanttidied up, like you're saying.
I want walkways, I want imaginemy homeowner with their kids
are walking through here.
I don't care if it's aninvestment.
And so all of the bars that I'msetting for expectations, the
(28:24):
end of the day procedures, thesend me photos, all that stuff
I'm trying to build into thedollars that I'm paying them for
the job when it's not likeClark asked so many, like I got
to do so much extra work for him.
No, that's part of the dollars.
I'm expecting you to do thatfor this pay, and if you don't
do that, that's part of the taskon your work order.
So for me it's, it's settingthat up.
(28:46):
And then finally, my last, my,my last comment on it is when
I'm doing that front walk in themorning and I'm know I'm coming
back at the end of the day, Itell them that and I say so what
do you think you're gettingdone today?
Tell me what's gettingcompleted.
(29:07):
What's your expectation by whenI come back here at five will
be completed.
Well, we'll have the demo.
A hundred percent.
I'm going to try to get acouple of walls framed up before
we get out of here.
Cool, perfect, I'll see you atfive, right, and so, that way I
can see if they can actually hittheir timeline on a single day,
much less a three week project,right, and so if I, if I, start
having them commit to smallpieces, what are you going to be
done today?
What does by Friday to smallpieces?
What are you going to be donetoday?
What does by Friday should thisjob look like.
Here's my timeline.
I have you out here for twoweeks.
Where can you be here by Friday?
(29:28):
What about by Wednesday?
Where are we going to be at?
What about by the end of thetoday?
Trying to help help meunderstand if they can actually
set timelines and hit them andthat way, when I come back at
five, it's not two weeks later,it's eight hours later that I
can see if they did eight hoursworth of the work that they
committed to.
Yeah, so sorry, go ahead.
So you've done that.
You've come back, you'vechecked in at five.
(29:50):
Give me a good scenario and abad scenario what you do at five
.
You show up there for for awalk.
They've done half of what theywere supposed to do.
What's your conversation withthem at that point?
Speaker 1 (30:02):
Where what happened?
What roadblocks did you runinto that kept you from
completing 50% of the work thatyou thought you were going to
complete?
And it's not like a nail in thecoffin.
There might be legitimatethings like well, we ran into
this, which I think might be achange order that you need to
(30:22):
talk with a client about, great,did you talk with the client
about it?
No, great, perfect, thank you,that's exactly what you should
do.
Talk to me about it.
I wish you would have called mewhen it happened.
That way we could have maybegotten it expedited, gotten
everything done that we neededto get done, and I could have
called the client and dealt withthat.
(30:42):
But show me what the issue is.
Great, that's a pretty goodscenario.
Bad scenario would be theyspoke with the client about it.
They had a lot of conversationswith the client.
A couple of things got added totheir scope, in their minds,
that they did instead of thework that I sent them a work
(31:04):
order for, and the homeownerjust asked him to do a couple
things.
And then you're like, talk withthe homeowner and they're like,
oh, I didn't expect them to doit, I just kind of talked about
it.
Speaker 2 (31:13):
I was wondering about if they could, yeah.
Speaker 1 (31:17):
But really, for the first day it really comes down
to me is like it's moreimportant to me that the job
looks respected.
Yeah, because you can.
Things can be slow, things canhappen that impede progress and
(31:38):
I think, for the most part, solong as you have a legitimate
explanation for a client, theirunderstanding of of that they're
not understanding of theirhouse being disrespected.
They're spending 20, 30, 40,$50,000 on a renovation and the
people in their home aren'trespecting their home is a major
(32:00):
issue.
Even if you're the fastest crewon earth, even if the work is
top notch, if you just walk inthere and you leave, you know
you leave pee and poop in thetoilet every time.
That's a problem and that's notsilly.
That's like a thing Like guyslike forget that this is a home.
That's why I started gettingporta potties for all my jobs.
It's like I'm not dealing withit anymore.
(32:21):
I'm not dealing with the dudedropping his tool belt on the
floor and cracking a tile.
It just is always a problem.
So I put a port-a-potty on thejob.
Speaker 2 (32:28):
Yeah, I think the goal is in that first week of I
will know by end of day two ifthey're going to be a long-term
crew with me and at that point,if they are not, I'm making a
game plan on this job or how,how am I going to micromanage
(32:50):
them on this job?
If they are, I'm not just goingto trust them from there, right
, I'm going to keep checking in.
I think the first crew for thefirst job, I'm probably there
almost every day, um, and I'malso, like I said earlier, I'm
setting expectations on days.
By Wednesday, where are wegoing to be at Cause I want, uh,
uh, a homeowner doesn't knowspeed, but the speed is what's
(33:11):
going to kill them and me, right.
So, if they, if I'm paying themenough for five days of workout
here for him and his two guyshe's bringing with them, great,
if he turns it into two weeks,he's going to get pissed.
His, his quality is going to godown and he's going to be
begging for more money.
If I can help him stay on timeand get efficient and be done in
a week, he's happy with thatpay.
So it's not just my timelinethat I'm trying to stay on top
(33:33):
of, it's also, this guy's notgoing to make enough money with
me if he doesn't stay slowly,right, so I'm sending all those
tones and I'm staying on top ofthem on their first job, almost
every single day.
Check it, I'm there, I'm on site.
If I can't make it, send mephotos.
How to go today.
(33:54):
What's what's going on, youknow, and I tell them the first
job, I'm riding you like thefirst job.
I'm going to make sure thatthis is well as we build trust
together.
I'm not going to be on top ofyou this much, but for right now
, I need to make sure that thisis a good partnership.
Right, and so they're like cool, I get it, I get it, totally
understand.
Um, all right.
Lastly, what's the difference ofcoaching them up versus firing
(34:16):
them?
When do you, when it's like youget to the job site?
They were, you know they'resupposed to bring three guys.
They only brought two.
They showed up a little bitlate, they didn't really clean
up at the end of the day, howmuch rope are you giving them
after after kind of strike oneor strike two?
Right where?
Where are you coaching themversus where are you?
Hey guys, let's pack it up,let's call it.
(34:37):
Let's get you out of here.
I got another crew coming in onthursday um, that's a, I think
a really there.
Speaker 1 (34:47):
That's where the art comes in, because there's guys
that, like jaime, is a greatexample.
Yeah, uh, honest guy and hardworker and hungry, like wanted
to do the work, like wanted totake on things.
Speaker 2 (35:04):
It's almost attitude is the most important thing.
Speaker 1 (35:06):
Yeah, it's like you walk in there and there's stuff
that you don't like and you'relike, hey, we need to talk about
this.
And you're talking through itand they're like, yeah, yep,
you're right, yeah, I agree withyou, or here's what happened,
but I'm not happy with it either.
I think you're right, like, notthat like you need to be right
(35:27):
about everything, but it's yourjob and you're it's your client,
and so they need to.
They need to be able tounderstand that their
perspective isn't the be all endall that.
Yeah, that you and yourclient's perspective really is
what they need to be trying toachieve.
Yeah, and if they're willing toown their mistakes and you can
(35:53):
see that they're, like, honestlyworking at solving those
problems, which in one or twodays, you can still see when you
had an issue day one and youmention it and then they come
back day two and they solve thatissue or they rectify their
behavior.
They show up early instead ofbeing 15 minutes late.
(36:16):
They throw all of their foodtrash breakfast out in the trash
can and not just like randomlyaround the house, like you asked
him, not to Little.
Things like that go a long way,because they're just these rote
memorizational things thatpeople just fall into.
If they will pick up on thesmall things and understand that
you're serious and they areworking at rectifying those
(36:37):
things.
I'm in to try and train, butthat only goes so far.
And so Jaime, again greatexample.
We were in the middle of aproject.
Things kept going awry.
He hired guys that were workingwith him and for him that he
didn't know very well, but hewas there the whole time, so
that's fine.
It kept not working out andthere was issues that kept
(37:01):
popping up and finally it waslike hey, man, this is not a no
forever and this isn't like a aburning bridges type thing, but
I don't think that this isworking out.
I think you need more time.
I think you just need moreexperience under your belt.
So I'm going to get somebody tocome in and take over this
project, but I don't want to um,I don't want this to be over.
(37:25):
I just think that, like, I needyou to get some more experience
and we should reconvene.
Yeah, like two years later heended up getting back in the
fold.
He got a lot more experience.
He was like the go-to guy, yeah.
Speaker 2 (37:37):
Yeah, he came and I think that's right.
I think level one is attitude.
If you've got a this is my jobsite, so it goes the way I say
attitude, then you're not goingto be here.
It's not yours, it's ours, it'sa partnership here and I've got
strict instructions that we'vepromised the homeowner, so
that's what we're going to dohere, right?
If they can't have thatattitude, then they're gone Once
(38:00):
they have the, okay, yeah, ifit's what you need me to do, I
can do that.
The next level is do they havethe I hate to say it the IQ to
take what you say and do itright?
Like, oh, yeah, I forgot, youwanted me to clean, guy, come on
.
Like we talked about this twodays in a row, this day three,
(38:20):
and you still have trash allover the place.
And then the third layer isskills, and I think that was the
high-main thing.
Like you, just, you're toogreen, you don't know.
Like I can't be yoursuperintendent, I can't be the
person telling you that we gotto put those studs 16 on center,
right?
Like I can't, if you don't knowthis stuff.
I can't coach you onconstruction.
(38:42):
I can coach you on how our jobsites.
I can coach you on what anorder of operations, what you
should be doing.
Let's, let's.
Why did you go to Home Depotthree times yesterday?
Let's get that down to one trip.
Let's look at how we invent,like, I can coach on that stuff
If you've got a good attitude.
I can't teach you construction,and so I think it's kind of
those three layers Attitudesthey're great.
And so I think it's kind ofthose three layers Attitudes
(39:02):
there are great.
The ability to learn from whatwe're talking about and
implement it great.
Lastly, do you have the skillsto do that?
If we can hit all of thosethings, I'll coach you all day
long.
We'll keep working with you.
You'll be here and, like Jaime,I might put you on the shelf.
I might use you for one-offjobs that are low fruit that I
know you can.
You can knock out.
(39:22):
I'm not going to burn thatbridge.
If you've got the good attitudeand you're kind of learning but
you don't have the other skills, like, let's keep working and I
might have one or two jobs hereand there for you and as you
grow, come back.
You know, come back.
So I think that's it.
I think I need that attitude,but then the other two things
are quickly falling behind theattitude with it All right.
(39:48):
Next week we're going to becovering it's a coaching cut
where we're going to be.
I'm talking about how to fire acrew off a job site.
So if they go sideways, ifyou're in a job, it's not going
well, they're going.
You know, it's one of thosecrews that you're like these
guys are not good.
I got to get rid of them.
What do I do?
So we've got some ways to dothat, some paperwork you got to
do, the proper way to handle itand how to defend yourself If
(40:09):
they try to put a lien on theproperty.
We're going to talk about thatall next week.
Um, that's it for this showtoday.
If you want to have anyconversations, go to contractor
cutscom or pro truck 360.com.
Also, we are about to launch uhour our signups for the retreat
in January.
We are doing three freecoaching sessions.
(40:29):
If you're coming on the retreat, I'm going to help you close
out your 2025 year.
We're going to do threesessions to close out 2025 as
part of your coming on theretreat.
So if you want to come on theretreat, get signed up now so we
can get you into those coachingsessions so you're ready to
launch in 2026.
On the retreat, thanks forjoining me.
We'll see you guys next week.
(40:49):
Bye, bye.
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