November 24, 2025 • 34 mins
Start with one truck. Add a bankruptcy, a marriage, a few core subs, and a vision for building big. Nathan and Jen Dockery share how Dockery Group went from reset to rapid growth by anchoring every decision in values, stewardship, and service—and why general contracting pays for the development habit that fuels their creativity.
We get candid about the rebuild: hiring slowly, defining a clear customer avatar, and hunting with a rifle instead of a shotgun. They walk through the multi-step hiring process—yes, including the dinner test to see how candidates treat servers—and how that filter creates a team clients trust so much they often become investors. We look at the hard math of scaling: keeping cash in the business, resisting flashy purchases, and expecting systems to break at each revenue tier before you rebuild them better. Along the way, faith shapes culture and action, from quarter‑million‑dollar community projects to running the company with an open hand that attracts partners and opportunities.
There’s a human side too. As a married founder duo, they invest in performance coaching, set boundaries with mandatory date nights, and practice presence—purpose is where you’re standing. Connections come from living fully in their circles: church, car clubs, the gym, and local networks. That visibility pairs with a deliberate online presence because most buyers are deep into research before the first call. Looking ahead, they’re breaking ground on multiple developments, including mixed‑use districts and retail centers with rooftop bars and food courts—proof that patience, principle, and people can compound into momentum.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Bill Gilliland (00:36):
Hi there.
Welcome to this week's episodeof Epic Entrepreneurs.
I am Bill Gillalen, your host.
I am the principal and actioncoach business growth partners
and one of the founders of theAsheville Business Summit.
And today I am super pumped.
We have a really great storyfor you.
I've got Nathan and Jen fromthe Dockery Group, and I'm going
(00:58):
to let them tell you what theydo and how they do it and how
they serve our communities.
But uh so, Nathan, Jen, y'allintroduce yourselves, tell us a
little bit about your yourbusiness, and uh and uh can't
wait to hear the story.
Nathan Dockery (01:12):
Absolutely.
Thanks, Bill.
Appreciate it.
Um I'm Nathan Dockery.
I am Jen Dockery.
And uh so we uh we have DockeryGroup, which we're a general
contractor, which we focus inthe commercial space um at this
time in history.
We've done other types ofconstruction historically, but
um, and then we do real estatedevelopment.
(01:34):
So we develop everything fromresidential neighborhoods to
mixed use to light industrialand commercial.
And so that's that's reallywhat we do in our day-to-day
under the Dockery Groupumbrella.
Bill Gilliland (01:49):
That's cool.
So just as a I you know, out ofout of curiosity, you know, I
do you do more, is it moregeneral contracting or more
development, or is what's thesplit and how does it work?
Yeah.
Nathan Dockery (02:00):
So we do a lot of general contracting.
That's what really feeds ourbusiness and our day-to-day
operations.
Uh, and I always joke that Ihave to do general contracting
to be able to support ourdevelopment habit, right?
Because real estatedevelopment, obviously very cash
in intensive.
And so um, through the generalcontracting and also some
(02:21):
strategic investor partners,that's how we're able to
develop.
Bill Gilliland (02:25):
Oh, that's cool.
So the fun is the is the realestate, or you enjoy the
contracting as well.
Nathan Dockery (02:34):
I don't know.
I I guess I'm a big vision guy.
Um, you know, so bigger is isbetter, which is kind of how I I
ended up doing all commercialnow.
Was you know, if I could wakeup in the morning and only do
one thing, it's it's build bigprojects.
Uh I love moving dirt.
We love going vertical.
And then the development, um, Iguess one of my talents that
(02:59):
that God put in me is just to beable to visualize it when it's
finished.
Uh, I can look at a piece ofdirt, I can tell you what we're
gonna build and what it's gonnalook like, and and then we get
our architects and our engineersto to help us bring it to life.
So that's really, you know, andand you can ask her, like I I
love development, you know, Ilove building things.
Bill Gilliland (03:19):
Yeah, that's that's yeah, it's it's it's fun
when you get to get up everymorning and work and make money
doing something you really lovedoing.
So yeah, that that's exciting.
Well, let me let's let's let'sshift gears here a little bit.
Let me ask you some of thebusiness questions.
So, and I think some of thestory will come out over this.
So if you had to start fromsquare one in business, what
(03:40):
would you do differently?
Nathan Dockery (03:42):
I think the biggest thing is is uh is hire
the right people.
You know, before when I when Ibuilt all the companies, um, you
know, we just kind of hiredeverybody we could, and we
didn't have a really formalprocess.
Uh we didn't vet everybody, wedidn't hire by values.
And I think as we've rebuiltthe company, uh we've done, and
(04:05):
I would say we've done a reallygood job of it.
You know, we go through amulti-step hiring process with
everybody we hire.
Um, our company values and ouridentity and how we treat our
clients and our investors.
Um we really want everybodywith our organization to share
those values.
(04:26):
And that and it no matter ifit's a doctor we're building a
new office for, or an industrialclient, or or a real estate
client that Jim is working with,like our experience, they're
their experience with anybody inour team is consistent.
And so if they're talking toone of my superintendents, you
know, one of the things we getin our feedback is that they
(04:48):
really care.
Like, and and actually we'vegot clients that are now
investors because of theirexperience with our people on
the job, um, where they find outmaybe that we're developers and
they need, they want to getinto real estate, but they don't
know how, and they invest in indevelopments or projects that
we do.
Uh, they saw how we were afiduciary to their money and
(05:13):
their project and how we reallycared about making them
successful through that.
And so that really leads as oneof our number one hiring
criteria.
And I didn't used to do that.
So when I rebuilt the company,we were very strategic and lean
in who we hired um to make surethat that we're very consistent
across the values.
Bill Gilliland (05:34):
Yeah, I love that.
I love that.
So you it's probably gonna comeout in this.
And the next question I usuallyask is about what are your
biggest learnings?
But it I want to, I gotta askyou about the rebuilding.
Like what happened to to makeyou have to rebuild it.
And um, what are the learningsalong the way?
Yeah.
Nathan Dockery (05:51):
So yeah, so built a group of companies over
the course of about a decade,and uh unfortunately through a
series of just uh call it life,uh a divorce, a bankruptcy, kind
of everything that gets rolledinto that, uh completely went
and and had to start over.
And so I kind of joke, Istarted over with me in a truck
(06:14):
and me.
Yep, and Jim, and Jim was therefor the rebuilding.
Yeah.
Yeah.
So and she was key in that.
Bill Gilliland (06:25):
Yeah.
So what so what have been someof the learnings that you've
had?
I mean, you've already hit on acouple, like hire the right
people and you know, focus onvalues, but what are some of the
other learnings that you've hadas an owner and employee?
Nathan Dockery (06:38):
Well, I think make sure that everybody in your
boat is rowing and not drillingholes.
And so, you know, like withwith Jen, um, when she started
kind of working with me and andkind of being that um, I don't
know, I guess like you kind ofhandle all the office and and
the accounting.
And so she handles all that forour company.
(07:00):
And when it was just me and Iwas out in the field, you know,
she was kind of my support team.
And then I started back with avery core group of subs, and
then I started to build thenetwork of who I wanted to do
business with.
So one thing I did differentlywas I figured out who my avatar
was, and I hunted with a rifleinstead of a shotgun.
Where before we had all thesecompanies and we had all these
(07:23):
clients.
And once we really dialed in onwho is our avatar, who's our
client, then we went and figuredout who do we need to network
with and what circles do we needto get in with to be able to
have access to those people,gain their trust, and then show
them how we can be a resource.
And so I think as part of that,we were really streamlined for
(07:43):
the first couple of years.
And so I went out in the fieldand I hired one guy, and I had
like one, I'll call him like aworker, you know, and so and
then we subbed everything else.
So I was running all of ourprojects because I didn't want
to relinquish control.
And that was the biggest thingfor me was once we got in the
(08:04):
right network and we startedhiring the right people, then I
was able to start handing offmore responsibility and delegate
and really build it from asolid foundation.
You know, we're a builder,obviously, it's easy.
It's a house, the foundation'sgot to be solid.
Go back to the Bible, it's thesame thing.
We built it on the rock.
And so having those few keypeople and then building that
(08:25):
network and taking the time todo it.
So we spent several years doingthat, and then we really had
explosive growth after that.
But we couldn't have done itwithout that core.
Right.
Bill Gilliland (08:36):
Right.
Yeah, it seemed like you had alot of learning that that led to
the that led to you being ableto get it.
So what are some of the commonmisconceptions about running a
business?
Nathan Dockery (08:50):
It's a little bit more stressful than most
people think, right?
And and so it's it's uniquehaving a company with my wife.
Um, so Jen handles all of ourreal estate clients, so she's a
licensed real estate agent.
So she handles all of our realestate and then just kind of I
guess really manages kind oflike kind of like a CFO kind of
(09:11):
position within theorganization.
And um and I guess like thestress levels of managing a
company that's scaling, andwe've been growing 200 to 300
percent annually for the pastfew years.
I think the biggestmisconception is that, oh, you
can just keep taking on moreclients, and it's it's the same.
(09:32):
It's really not as we scaled ata much faster pace than I did
the last time.
We've had a little more bumpsin the roads.
I think I tell a lot of theguys that I meet that are trying
to build their companies thatkeeping money in your company
and not going out and buyingboats and trucks and ATVs, and I
mean you you see, you know,$150,000 trucks because they
(09:55):
make their first $200,000.
You know, you've got to leavethat money in your company so
that you can grow and be able topay everybody where you wait on
the payments.
And that's um, you know, and Ithink I'm a little less stressed
about that part than Jen isbecause she sees the money and
she handles all of that.
Um, and I'm always like, Yeah,yeah, let's go, let's go, let's
(10:15):
get another project, let's buysome more land.
And she's like, Well, hang on,let's do a little financial
planning here.
I keep him grounded.
Yeah.
So I think that's the one ofthe biggest misconceptions with
a lot of guys I know is theyhaven't gone from six figures to
seven figures or seven figuresto eight figures, and there's
some really big jumps infinancials, right?
(10:37):
When you go and take those bigleaps.
Bill Gilliland (10:40):
Yeah, there's some natural uh sort of levels
in there that that that justoccurred.
Like there's a little bit of apushback, I guess.
You get it?
Nathan Dockery (10:51):
So what do you attribute your growth to you
know, um, I think first andforemost, what we've been able
to accomplish, we couldn't havedone on our own.
Like one, like our faith inGod.
Um, we're a kingdom company.
I believe that we've done theright thing, we've hired the
(11:12):
right people, we've beenstewards to all of our
employees, their subs, ourcommunity, and we give back.
We do a lot of projects.
Um, like we just did one thatwas a a large project for a
local um outreach center thatworks with kids um in in Noonan,
where we live.
And it's about a quartermillion dollar project that we
(11:33):
basically helped raise the moneyto pay for the cost, and then
did the whole project for freewith them and uh you know, redid
their entire facility.
And being able to give backlike that is is one of the
things where we we've run thisbusiness with an open hand, I
think.
And you know, our employees andour subs, like we feel
(11:55):
responsible to make sure thatthey grow and that they become
leaders within their homes andtheir families and their
community as well.
And so really by doing that, Ithink you know, that just has
illustrated who we are and ouractions have spoken louder than
our words, and and we don't haveto go out and really market
ourselves.
Um, we've become a resource anda value to everyone that we're
(12:19):
around.
Love that.
Jen Dockery (12:21):
I think a big part of that is connections, yeah.
So we can attribute a lot ofour success and um growth to the
connections that we've made.
Nathan Dockery (12:31):
Yeah.
You know the old say your youryour net worth is your network,
right?
Bill Gilliland (12:35):
Yeah.
Jen, say a little bit moreabout the connections.
Jen Dockery (12:39):
Um, just being involved, like he said, you
know, like with our church, andthat's how we actually met um
the owner of the uh the projectthat he was referring to, and
connections with our employees,uh, developing uh like a family
feel with them, and that's kindof what created the trust and
the um uh the way that we worktogether with our team, and
(13:02):
that's kind of helped build ouruh reputation with our company
as well.
Bill Gilliland (13:06):
Love that.
Love that.
Yep, love that.
So this ought to beinteresting.
How do you balance your uhbusiness life and your personal
life?
Jen Dockery (13:19):
Is that a word balance?
Nathan Dockery (13:21):
Uh high-paid therapists.
And I'm just you know, um, youknow, it's it's been interesting
because the first few years uhwe didn't have a whole lot of
bumps in the road as we'vegotten a lot bigger and busier,
and and you know, which is ablessing that I'll complain
about but never want to give up,right?
(13:41):
Um when we've had challenges,you know, we've gone and really
sought advice and knowledge frompeople who are just smarter
than us that have been there,that have done that.
I mean, just earlier this year,we spent some time with a
business coach who focuses onhigh performance athletes and
business owners.
And a lot of them are marriedcouples.
We we met her through anothermarried couple that owns
(14:03):
businesses that we build for.
Um, and it was kind of like alittle tuna, you know.
We get on the, you know, I'mI'm a fan of the whiteboard.
We got on the whiteboard withher, we went through four or
five sessions and talked aboutmaking sure that we we did keep
business and personal somewhatseparate, but knowing that being
married and living in the samehouse and and working together,
(14:26):
even though we don't see eachother all day sometimes, there's
still got to be some like kindof division so that you know,
going when when we're at home,you know, we may still be
working on some things, but thenwhen it's date night or we're
doing something that's not workrelated, we kind of have to just
tune it out for a minute andremember that like, you know,
we're in a in a differentrelationship that's not
(14:48):
business.
Bill Gilliland (14:49):
Yeah, I call them, yeah, I call them hats.
Like what's the like you put onyour hat?
Well, and I got on my husbandhat now.
I'm not not you know, not notcontractor hat or yeah, I had a
client one time who uh she shejust she didn't like hats.
She's like, Bill, I don't likehats.
And I said, Well, what do youlike?
(15:11):
She said, I like boots.
And I'm like, all right, well,put on your boots for you know,
put on your wife boots or put onyour horse riding boots or put
on your sales boots or whatever.
Yeah, I just thought it waspretty funny.
Yeah.
She just thought.
Nathan Dockery (15:22):
Well, you know, the boots, like you saying the
boots, and and I can't rememberwho I heard say this, but they
they were like this this personat one of their their coaching
things was like, I don't knowwhere my purpose is.
I I've got all these differenthats, these different shoes.
And he told her, he said, uh,your purpose is where you're
standing, right?
So sometimes you're standing atwork and your purpose is as a
(15:45):
leader at that workplace.
But then when you go home, yourpurpose may be a mom, right?
Because you're cooking dinnerfor your kids or you're helping
them with homework.
And then your purpose is awife, because you're you're also
a wife, right?
So your purpose can changethroughout the day.
And I think it's important justto be present in that moment.
And and we we have kind of whatwe call mandatory date nights.
(16:07):
Um, we're into fast mandatory,mandatory.
Yeah, they are, man.
They they're a game changer forus.
100%.
Bill Gilliland (16:14):
I yeah, I a lot of my clients have we we I make
them do that stuff because theyhave to.
Yeah, I mean it otherwise.
Yeah.
Present in your purpose.
That was what I was gonna writedown.
All right, tell me about thecars.
I I'm hearing about that.
Yeah.
Oh, no, well, yeah, yeah, yeah,yeah.
Nathan Dockery (16:29):
So I mean, I guess I've always been a car
guy.
Uh she's become a car girl now.
Um, so I mean, I've I've gotsome toys and I've got an RA.
We got her a Porsche thissummer for our anniversary.
And and so we spend a lot oftime in in some car groups,
yeah, obviously for networkingopportunity, but really great
(16:50):
people, a lot of a lot ofdifferent conversations when
you're around all those peoplewho are successful in their
different fields.
And we've got we've got peoplethat do everything.
And so it's really allowed usto go out and do something that
we enjoy, which is driving andand using our cars kind of as a
tool and also giving back.
You know, we'll go and use themuh for experiences with kids or
(17:12):
schools or you know, some ofthe uh the the rides, the
benefit rides or whatever.
Um, we may do one thisSaturday, which we get we get to
go drive on an airstrip, whichmeans you get to launch your car
in and around 150.
I'm aware.
Bill Gilliland (17:25):
I'm aware, that's why I asked.
Yeah.
Nathan Dockery (17:28):
So yeah, but it's it's for us, it's just been
something recent that Iwouldn't allow myself to do.
All my other toys aren't asfast.
You know, they're they're niceand they're fun, but um, getting
into that's kind of beensomething that we've both really
enjoyed and has also been greatfor our business as well.
Jen Dockery (17:45):
I was seeing more connections with that.
Bill Gilliland (17:48):
You haven't gotten into airplanes yet, huh?
Nathan Dockery (17:51):
No, I don't know.
I uh I don't know.
Airplanes, I I still I stillfeel like we should have had
wings if we were supposed to beflying.
Bill Gilliland (17:58):
Yeah, I got you.
I understand.
I understand.
So um, yeah.
So what qualities do you lookfor in employees?
And how do you foster thatpositive productive work
environment?
Nathan Dockery (18:12):
Well, I think one is we we do spend time with
them.
So when we go through Jentypically is the first, you
know, kind of person that looksthrough, yeah.
She goes through their resumesand kind of, you know, then
says, all right, I think weshould look at these people.
I typically look more throughtheir qualifications on the
construction side or or whateverwe're hiring for.
And then we'll do an initialinterview, just you know, and
(18:36):
I've got kind of a list ofquestions I'll go through that
are obviously somewhatpsychological, you know, in
nature that I've picked up overthe years just to kind of get
their opinions on things.
And then we typically go eatwith them.
We go have lunch with them, wego have dinner with them.
I see how they interact with awaiter or a waitress, right?
Like big key indicator.
How do you treat somebody whoreally, you know, serving and
(18:57):
yeah, is is taking care of you.
Um, and then we just have lightconversation.
We have we talk about thebusiness, we talk about their
where do they want to be in fiveyears?
What are their goals?
Do they have kids?
Like, really learn all aboutthem.
Um, not that we use thatcriteria, like if you have kids,
we don't hire you or somethinglike that, because most of our
employees have kids or they'vegot grown kids.
(19:19):
Yeah, and we've got three kids.
So I don't, that's not like wedon't hire based on that, but
just to understand their mindsetand where they want to be,
because you get some people arelike, man, I'm just looking for
a paycheck.
And you know, like they'reprobably gonna show up for work,
but they're really not gonnashow up for work.
And and um, and what we'relooking for is people who want
(19:39):
to come in um and they want tobe part of a team and they want
to go do great things and theywant to live a better life for
it, and they're out there, itjust takes a lot longer to find
them.
And so, I mean, we spend threeto six months when we have to
hire positions, sometimesfinding the right fit.
Um, because we do have a, Imean, our team is like we've
(20:00):
we've got a great team ofpeople.
Um, like some of them go to ourchurch, like I work out with a
couple of them in the gym in theafternoon sometimes.
Like, we've got great peoplethat we live life with.
And uh, and and and we've hadthe we've had the privilege,
honestly, of changing theirlives and helping them get get
houses they didn't own housesand watch them have their babies
(20:21):
and and just you know becomebetter people and and just pour
into them.
And you know, when you do that,what we've seen is that just
you you not only get employees,but you get people who get
hungry to be better and to growand be part of the organization
and understand the mission.
(20:41):
And it's really exciting to seethat.
Jen Dockery (20:43):
It's more like a family than a work environment.
I mean, obviously, we still putin the work, but we care about
the company as if it were partof us, like not just me and
Nathan, but our our team.
Like that's like they carebecause we do have that
environment where it feels likeyou know, it's it's not just
(21:05):
work.
Bill Gilliland (21:07):
Yeah, that's yeah.
I think I think it's fantasticwhat you've created there.
Sounds like an amazing culture.
So yeah.
All right.
I gotta so be epic is is is myacronym.
And um what I want to hear is acouple of words or maybe a
sentence or two about each one,just your thoughts.
It's it and I and I'll give youthe the the letters.
(21:28):
So it yeah, I came up with thisa few years ago when I wrote a
book to about um and just and uhit's interesting what people's
thoughts are.
So I think this one will beeasy for you.
So B, I find I didn't have B inthe beginning, but it was just
epic.
But I added B.
And B is bring the energy.
So a couple of quick thoughtson bringing energy.
Nathan Dockery (21:49):
So I think you know, the first thing for us is
is uh we we talk about corefour, let's see, passion,
purpose, productivity, andpower.
So the energy is going to bethe power.
We work out um prereligiously,we stay in shape, we eat
healthy.
Our kids, they kind of havefollowed suit.
They go to the gym with us andwork out.
(22:10):
We've got three teenage boys,half our employees all work out,
they're healthy.
Um, you've got to keep yourbody healthy to bring the energy
every day, right?
And that's really what drivesyou to be able to do all the
other things you've got to do.
Bill Gilliland (22:25):
Yeah, I love that.
I love that.
So the E is education.
Nathan Dockery (22:30):
Never stop learning, right?
Jen Dockery (22:31):
Never stop learning.
Nathan Dockery (22:32):
Love it, yeah.
Love it.
And I yeah, and I think we weencourage that.
Um, like actually, we'regetting several of our people
certified for anothercertification um in the next
couple of weeks.
They're they're signed up forsome courses.
And and so that's that's a bigpart.
Um, with the real estate, withwhat I do, you know, we we go
(22:52):
see coaches, we constantlylisten to podcasts.
You know, if if we're gettingready in the bathroom, one of
us, there's a podcast on of somesort that we're learning from.
And so I think that's the keyis you got to have that mindset
that you're never gonna knoweverything and you've got to
constantly be learning.
Yeah, I love that.
P for planning.
Jen Dockery (23:13):
That's his specialty.
Nathan Dockery (23:15):
So I'm the planner.
This is the one who packs themorning we leave, right?
So um I I think I think youkind of have to have a little
bit of both.
Um, you know, you've got to beable to pivot, you know, because
as an entrepreneur or abuilder, especially, or
contractor, things are gonnachange throughout the day, the
week, they're never gonna go toplan.
(23:36):
It's gonna rain.
So I think you've got to beable to realign yourself, but I
think you've got to have a planbecause if you don't, you don't
know where you're going.
And if you don't have adestination, the plane cannot
get there, right?
You've got to know where you'reheaded.
Bill Gilliland (23:49):
Yeah, I love it.
I is inspiration.
Jen Dockery (23:54):
Words to live by.
Yeah.
We have inspiration all overour house.
Like we have quotes, we have welike you said, the podcast that
we listen to every morning.
We're very big on inspirationand inspiring our employees.
And um living by those words iswhat we try to do, obviously,
without perfection, but um we'realways looking for ways to
(24:15):
inspire, um, not just with ourjobs, but like with us with the
fitness stuff.
Like we um try to help peoplein the gym or inspire them to
live healthy lives and take careof their their bodies and their
health.
And and then with work, youknow, you can take over with
that.
You inspire.
Nathan Dockery (24:32):
Um, I think just pouring back too, you know,
like I've got I've got kids thatconstantly reach out to me.
Yes.
They're like, I mean, that likewalk up to me.
Jen Dockery (24:42):
Like, we'll be like, we saw your video on
social media.
Nathan Dockery (24:45):
And and just are like, hey man, can I could I
have a 30-minute call?
Like, could I could you justlike Jacob Harper, you know,
like this kid, you know, hefound me and he's like, dude,
can I have 30 minutes?
I I want to be a race cardriver, and you know, can you
tell me how to market and getsponsors?
You know, it's just like wethink it's super cool that we
inspire this, this, this nextgeneration, including our kids,
(25:08):
you know, selfishly.
But you know, we've got stuffwritten on our mirrors that we
read in the morning.
So we are big believers inthat.
Bill Gilliland (25:16):
Yeah, no, yeah, finding it.
Well, it sounds like you'realso being an inspiration as
well, which is which is you'refinding inspiration, but you're
also being an inspiration, whichI think is in a lot of ways the
goal.
Um C is commitment.
Nathan Dockery (25:35):
No, commitment.
I think that's in every part oflife, right?
So, like commitment in yourrelationships, in your marriage,
a commitment to your children,commitment to your employees,
right, your investors, yourcommunity.
You know, I think beingcommitted, some people call it
being obsessed, but I think it'sbeing committed to something
(25:55):
that you believe in and having ahigher standard than others.
And I I don't think you go tothe next level without high
having a higher standard.
And and if you don't, uh if youdon't have the commitment, I
mean I just had this, I was hadthis chat with my 14-year-old
about wrestling because he wasdecided to miss practice, and I
was like, look, you're eitherall in or you're out.
(26:18):
You're you're we're not puttingour toes in the water.
You've got to be committed.
If you're gonna be part of thatteam, you have to show up every
day.
And so, you know, we try tolive by those words, and and
obviously, you know, we failsometimes.
I think that's good that peoplesee that everyone's human, uh,
and then you learn from thosemistakes, and then you just keep
going.
Bill Gilliland (26:40):
Like it.
Thank you.
What's what words of advicewould you offer other business
owners who are looking to grow?
Nathan Dockery (26:47):
So I think one, what build your network.
Uh definitely, yeah, build yournetwork and and make sure that
you don't go out and just, andthis is what I tell everybody
don't go and just be like, hey,buy my stuff, buy my stuff, buy
my stuff.
Like go value or offer value.
That's right.
Yeah, be valuable, right?
Show your worth to others andshow that you don't just want
(27:10):
them to be, you know, a buyer,right?
So if if I'm in a group ofpeople and and somebody's like,
man, I need to get my HVACfixed.
I'm like, hey, call this guy,you know, he can help you out.
And it's it's all aboutbecoming a resource.
And a lot of times therelationships that we build over
years, they grow fruit, but wehave to plant those seeds years
(27:33):
in advance.
Um, you know, and so I thinkthat's a big deal in that.
Jen Dockery (27:37):
And with that comes patience, would be another key
point, is to not just uh trysomething and then give up and
try something else and give up.
Like stay consistent and do thesame thing and have patience
because it does take time.
Everything takes time.
Nathan Dockery (27:51):
But don't be afraid to to kind of change it
and find out what works, right?
Because uh we'll we put systemsin place and and what the
systems that worked at 2 millionin revenue, yeah.
We broke them at 8 million andthen we broke them at 15
million, right?
So I always joke, let's buildthis system and let's get it to
(28:12):
work, and then let's do so muchbusiness, let's break it and
let's figure out how to make itbetter, right?
Bill Gilliland (28:17):
Yeah, so I think that's a key too.
Yeah.
Yeah, the same stuff that gotyou to 15 won't get you to 100.
So yeah, just just not gonnahappen, right?
That's cool.
So what's the next big thing?
Nathan Dockery (28:30):
Um, we've got I guess the we got a yeah, a lot
of developments coming up.
Um, you know, in therebuilding, the first what, five
years?
Like we really couldn't do alot of development, you know,
starting back from zero.
Obviously, it's it's anexpensive habit.
But it was always like one ofmy goals to get back there.
(28:51):
And so we've got, I mean, Ithink we've got like four
developments breaking ground inthe next 12 months, you know,
all the way from big shoppingcenters with rooftop bars and
food courts and um mixed-useprojects.
And and so really excited toget back into bringing all these
developments that we've beenworking on over the past year to
(29:14):
life.
Um and then just continuing togrow.
You know, um we've been we'vebeen blessed, you know.
I kind of joke, it's likebamboo season.
We stole that from a from apastor um that we listen to
online sometimes.
And you know, bamboo growsunderground where you don't see
it for years, and then it comesup everywhere.
Jen Dockery (29:33):
And you can't get rid of it.
Nathan Dockery (29:34):
Right, then you can't get rid of it, right?
Bill Gilliland (29:36):
And it grows something like 50 feet in a year
or something.
I mean, it's something crazy.
Yeah.
Nathan Dockery (29:42):
And so we've seen that we've seen that
exponential growth because likelike Jim brought up, we were
patient and we were consistentand we were committed, like you
brought up, you know, in youracronym.
And uh, I think that was thekey.
And so now all those seeds thatwe planted are all bearing
(30:02):
fruit.
And uh we just we just get tocontinue to pour into people and
and just change their lives andtheir families' lives through
building our business and thembeing a part of it.
Bill Gilliland (30:13):
Love it, love it, love it.
So, lastly, what's if someonewants help or they want to get
in touch with you, or they wantto invest, or they want to just
talk to you, what's the best wayfor them to get a hold of you?
Nathan Dockery (30:27):
Well, I mean, they can always check us out on
our on our website, and which isjust you know uh
dockeregroup.com.
The other thing is we've bothgot an online presence.
You know, I'm on Facebook asNathan Dockery.
Dockery Group's got a Facebookpage.
She's on Facebook as JenniferDockery.
And then we're on, you know,Instagram and all that.
All the socials.
(30:49):
And because we do believe likekind of your your brand, like
you are your brand, right?
So we try to share insightsinto our lives personally and
professionally.
Um, so that if somebody's outthere and they, you know,
because now a lot of ourclients, you know, they Google
me before I ever talk to them,right?
(31:09):
If I get referred to them.
And so they'll find my Facebookpage or they'll find my
Instagram or or whatever.
And I'm I'm having my firstconversation or second
conversation with them and belike, yeah, man, you know, you
look like you work out.
Like I see you working out onyour Facebook page, you know,
like, or, or I love that you dothis, or or we've got, or I've
got kids too.
And so there's just somethingthat draws them to you and you
(31:32):
can build that personalrelationship, which is important
because I think in business,and like you know this, and a
lot of people we probably talkto, you have to want to do
business with somebody, right?
Uh, because if I'm a clientthat's building a building, I
can pick 20 contractors and theycan probably all get the job
done.
But I I I want to work withsomeone that I'm gonna enjoy
(31:53):
working with, right?
And that I like.
I'm not gonna hire somebody Idon't like uh unless there's
certain circumstances forexperience or a bank or
something like that.
So I think at the end of theday, we want to uh, you know, I
think show that information, youknow, and represent who we
really are at the end of the dayand just build that uh build
(32:13):
that relationship before we evermeet them so that our name
carries some weight.
Bill Gilliland (32:19):
Yeah, it's an interesting stat these days that
they're sort of people are sortof 70% down the buying path
before they ever actually meetyou in person at this point.
So it's a it's a it's aninteresting one.
Well, hey, this has beenfantastic.
I really appreciate y'all beingpart of the business community
and all you're doing in theworld.
(32:40):
And um, I know that you'regonna continue to grow and be
successful.
So thanks for taking the timeto to to to sit with us today.
Nathan Dockery (32:48):
Oh yeah.
Bill Gilliland (32:48):
We appreciate the opportunity, Bill.
Hey, and until next time, allthe best.
Hi there.
Welcome to this week's episodeof Epic Entrepreneurs.
I am Bill Gillalen, your host.
I am the principal and actioncoach business growth partners
and one of the founders of theAsheville Business Summit.
And today I am super pumped.
We have a really great storyfor you.
I've got Nathan and Jen fromthe Dockery Group, and I'm going
(00:58):
to let them tell you what theydo and how they do it and how
they serve our communities.
But uh so, Nathan, Jen, y'allintroduce yourselves, tell us a
little bit about your yourbusiness, and uh and uh can't
wait to hear the story.
Nathan Dockery (01:12):
Absolutely.
Thanks, Bill.
Appreciate it.
Um I'm Nathan Dockery.
I am Jen Dockery.
And uh so we uh we have DockeryGroup, which we're a general
contractor, which we focus inthe commercial space um at this
time in history.
We've done other types ofconstruction historically, but
um, and then we do real estatedevelopment.
(01:34):
So we develop everything fromresidential neighborhoods to
mixed use to light industrialand commercial.
And so that's that's reallywhat we do in our day-to-day
under the Dockery Groupumbrella.
Bill Gilliland (01:49):
That's cool.
So just as a I you know, out ofout of curiosity, you know, I
do you do more, is it moregeneral contracting or more
development, or is what's thesplit and how does it work?
Yeah.
Nathan Dockery (02:00):
So we do a lot of general contracting.
That's what really feeds ourbusiness and our day-to-day
operations.
Uh, and I always joke that Ihave to do general contracting
to be able to support ourdevelopment habit, right?
Because real estatedevelopment, obviously very cash
in intensive.
And so um, through the generalcontracting and also some
(02:21):
strategic investor partners,that's how we're able to
develop.
Bill Gilliland (02:25):
Oh, that's cool.
So the fun is the is the realestate, or you enjoy the
contracting as well.
Nathan Dockery (02:34):
I don't know.
I I guess I'm a big vision guy.
Um, you know, so bigger is isbetter, which is kind of how I I
ended up doing all commercialnow.
Was you know, if I could wakeup in the morning and only do
one thing, it's it's build bigprojects.
Uh I love moving dirt.
We love going vertical.
And then the development, um, Iguess one of my talents that
(02:59):
that God put in me is just to beable to visualize it when it's
finished.
Uh, I can look at a piece ofdirt, I can tell you what we're
gonna build and what it's gonnalook like, and and then we get
our architects and our engineersto to help us bring it to life.
So that's really, you know, andand you can ask her, like I I
love development, you know, Ilove building things.
Bill Gilliland (03:19):
Yeah, that's that's yeah, it's it's it's fun
when you get to get up everymorning and work and make money
doing something you really lovedoing.
So yeah, that that's exciting.
Well, let me let's let's let'sshift gears here a little bit.
Let me ask you some of thebusiness questions.
So, and I think some of thestory will come out over this.
So if you had to start fromsquare one in business, what
(03:40):
would you do differently?
Nathan Dockery (03:42):
I think the biggest thing is is uh is hire
the right people.
You know, before when I when Ibuilt all the companies, um, you
know, we just kind of hiredeverybody we could, and we
didn't have a really formalprocess.
Uh we didn't vet everybody, wedidn't hire by values.
And I think as we've rebuiltthe company, uh we've done, and
(04:05):
I would say we've done a reallygood job of it.
You know, we go through amulti-step hiring process with
everybody we hire.
Um, our company values and ouridentity and how we treat our
clients and our investors.
Um we really want everybodywith our organization to share
those values.
(04:26):
And that and it no matter ifit's a doctor we're building a
new office for, or an industrialclient, or or a real estate
client that Jim is working with,like our experience, they're
their experience with anybody inour team is consistent.
And so if they're talking toone of my superintendents, you
know, one of the things we getin our feedback is that they
(04:48):
really care.
Like, and and actually we'vegot clients that are now
investors because of theirexperience with our people on
the job, um, where they find outmaybe that we're developers and
they need, they want to getinto real estate, but they don't
know how, and they invest in indevelopments or projects that
we do.
Uh, they saw how we were afiduciary to their money and
(05:13):
their project and how we reallycared about making them
successful through that.
And so that really leads as oneof our number one hiring
criteria.
And I didn't used to do that.
So when I rebuilt the company,we were very strategic and lean
in who we hired um to make surethat that we're very consistent
across the values.
Bill Gilliland (05:34):
Yeah, I love that.
I love that.
So you it's probably gonna comeout in this.
And the next question I usuallyask is about what are your
biggest learnings?
But it I want to, I gotta askyou about the rebuilding.
Like what happened to to makeyou have to rebuild it.
And um, what are the learningsalong the way?
Yeah.
Nathan Dockery (05:51):
So yeah, so built a group of companies over
the course of about a decade,and uh unfortunately through a
series of just uh call it life,uh a divorce, a bankruptcy, kind
of everything that gets rolledinto that, uh completely went
and and had to start over.
And so I kind of joke, Istarted over with me in a truck
(06:14):
and me.
Yep, and Jim, and Jim was therefor the rebuilding.
Yeah.
Yeah.
So and she was key in that.
Bill Gilliland (06:25):
Yeah.
So what so what have been someof the learnings that you've
had?
I mean, you've already hit on acouple, like hire the right
people and you know, focus onvalues, but what are some of the
other learnings that you've hadas an owner and employee?
Nathan Dockery (06:38):
Well, I think make sure that everybody in your
boat is rowing and not drillingholes.
And so, you know, like withwith Jen, um, when she started
kind of working with me and andkind of being that um, I don't
know, I guess like you kind ofhandle all the office and and
the accounting.
And so she handles all that forour company.
(07:00):
And when it was just me and Iwas out in the field, you know,
she was kind of my support team.
And then I started back with avery core group of subs, and
then I started to build thenetwork of who I wanted to do
business with.
So one thing I did differentlywas I figured out who my avatar
was, and I hunted with a rifleinstead of a shotgun.
Where before we had all thesecompanies and we had all these
(07:23):
clients.
And once we really dialed in onwho is our avatar, who's our
client, then we went and figuredout who do we need to network
with and what circles do we needto get in with to be able to
have access to those people,gain their trust, and then show
them how we can be a resource.
And so I think as part of that,we were really streamlined for
(07:43):
the first couple of years.
And so I went out in the fieldand I hired one guy, and I had
like one, I'll call him like aworker, you know, and so and
then we subbed everything else.
So I was running all of ourprojects because I didn't want
to relinquish control.
And that was the biggest thingfor me was once we got in the
(08:04):
right network and we startedhiring the right people, then I
was able to start handing offmore responsibility and delegate
and really build it from asolid foundation.
You know, we're a builder,obviously, it's easy.
It's a house, the foundation'sgot to be solid.
Go back to the Bible, it's thesame thing.
We built it on the rock.
And so having those few keypeople and then building that
(08:25):
network and taking the time todo it.
So we spent several years doingthat, and then we really had
explosive growth after that.
But we couldn't have done itwithout that core.
Right.
Bill Gilliland (08:36):
Right.
Yeah, it seemed like you had alot of learning that that led to
the that led to you being ableto get it.
So what are some of the commonmisconceptions about running a
business?
Nathan Dockery (08:50):
It's a little bit more stressful than most
people think, right?
And and so it's it's uniquehaving a company with my wife.
Um, so Jen handles all of ourreal estate clients, so she's a
licensed real estate agent.
So she handles all of our realestate and then just kind of I
guess really manages kind oflike kind of like a CFO kind of
(09:11):
position within theorganization.
And um and I guess like thestress levels of managing a
company that's scaling, andwe've been growing 200 to 300
percent annually for the pastfew years.
I think the biggestmisconception is that, oh, you
can just keep taking on moreclients, and it's it's the same.
(09:32):
It's really not as we scaled ata much faster pace than I did
the last time.
We've had a little more bumpsin the roads.
I think I tell a lot of theguys that I meet that are trying
to build their companies thatkeeping money in your company
and not going out and buyingboats and trucks and ATVs, and I
mean you you see, you know,$150,000 trucks because they
(09:55):
make their first $200,000.
You know, you've got to leavethat money in your company so
that you can grow and be able topay everybody where you wait on
the payments.
And that's um, you know, and Ithink I'm a little less stressed
about that part than Jen isbecause she sees the money and
she handles all of that.
Um, and I'm always like, Yeah,yeah, let's go, let's go, let's
(10:15):
get another project, let's buysome more land.
And she's like, Well, hang on,let's do a little financial
planning here.
I keep him grounded.
Yeah.
So I think that's the one ofthe biggest misconceptions with
a lot of guys I know is theyhaven't gone from six figures to
seven figures or seven figuresto eight figures, and there's
some really big jumps infinancials, right?
(10:37):
When you go and take those bigleaps.
Bill Gilliland (10:40):
Yeah, there's some natural uh sort of levels
in there that that that justoccurred.
Like there's a little bit of apushback, I guess.
You get it?
Nathan Dockery (10:51):
So what do you attribute your growth to you
know, um, I think first andforemost, what we've been able
to accomplish, we couldn't havedone on our own.
Like one, like our faith inGod.
Um, we're a kingdom company.
I believe that we've done theright thing, we've hired the
(11:12):
right people, we've beenstewards to all of our
employees, their subs, ourcommunity, and we give back.
We do a lot of projects.
Um, like we just did one thatwas a a large project for a
local um outreach center thatworks with kids um in in Noonan,
where we live.
And it's about a quartermillion dollar project that we
(11:33):
basically helped raise the moneyto pay for the cost, and then
did the whole project for freewith them and uh you know, redid
their entire facility.
And being able to give backlike that is is one of the
things where we we've run thisbusiness with an open hand, I
think.
And you know, our employees andour subs, like we feel
(11:55):
responsible to make sure thatthey grow and that they become
leaders within their homes andtheir families and their
community as well.
And so really by doing that, Ithink you know, that just has
illustrated who we are and ouractions have spoken louder than
our words, and and we don't haveto go out and really market
ourselves.
Um, we've become a resource anda value to everyone that we're
(12:19):
around.
Love that.
Jen Dockery (12:21):
I think a big part of that is connections, yeah.
So we can attribute a lot ofour success and um growth to the
connections that we've made.
Nathan Dockery (12:31):
Yeah.
You know the old say your youryour net worth is your network,
right?
Bill Gilliland (12:35):
Yeah.
Jen, say a little bit moreabout the connections.
Jen Dockery (12:39):
Um, just being involved, like he said, you
know, like with our church, andthat's how we actually met um
the owner of the uh the projectthat he was referring to, and
connections with our employees,uh, developing uh like a family
feel with them, and that's kindof what created the trust and
the um uh the way that we worktogether with our team, and
(13:02):
that's kind of helped build ouruh reputation with our company
as well.
Bill Gilliland (13:06):
Love that.
Love that.
Yep, love that.
So this ought to beinteresting.
How do you balance your uhbusiness life and your personal
life?
Jen Dockery (13:19):
Is that a word balance?
Nathan Dockery (13:21):
Uh high-paid therapists.
And I'm just you know, um, youknow, it's it's been interesting
because the first few years uhwe didn't have a whole lot of
bumps in the road as we'vegotten a lot bigger and busier,
and and you know, which is ablessing that I'll complain
about but never want to give up,right?
(13:41):
Um when we've had challenges,you know, we've gone and really
sought advice and knowledge frompeople who are just smarter
than us that have been there,that have done that.
I mean, just earlier this year,we spent some time with a
business coach who focuses onhigh performance athletes and
business owners.
And a lot of them are marriedcouples.
We we met her through anothermarried couple that owns
(14:03):
businesses that we build for.
Um, and it was kind of like alittle tuna, you know.
We get on the, you know, I'mI'm a fan of the whiteboard.
We got on the whiteboard withher, we went through four or
five sessions and talked aboutmaking sure that we we did keep
business and personal somewhatseparate, but knowing that being
married and living in the samehouse and and working together,
(14:26):
even though we don't see eachother all day sometimes, there's
still got to be some like kindof division so that you know,
going when when we're at home,you know, we may still be
working on some things, but thenwhen it's date night or we're
doing something that's not workrelated, we kind of have to just
tune it out for a minute andremember that like, you know,
we're in a in a differentrelationship that's not
(14:48):
business.
Bill Gilliland (14:49):
Yeah, I call them, yeah, I call them hats.
Like what's the like you put onyour hat?
Well, and I got on my husbandhat now.
I'm not not you know, not notcontractor hat or yeah, I had a
client one time who uh she shejust she didn't like hats.
She's like, Bill, I don't likehats.
And I said, Well, what do youlike?
(15:11):
She said, I like boots.
And I'm like, all right, well,put on your boots for you know,
put on your wife boots or put onyour horse riding boots or put
on your sales boots or whatever.
Yeah, I just thought it waspretty funny.
Yeah.
She just thought.
Nathan Dockery (15:22):
Well, you know, the boots, like you saying the
boots, and and I can't rememberwho I heard say this, but they
they were like this this personat one of their their coaching
things was like, I don't knowwhere my purpose is.
I I've got all these differenthats, these different shoes.
And he told her, he said, uh,your purpose is where you're
standing, right?
So sometimes you're standing atwork and your purpose is as a
(15:45):
leader at that workplace.
But then when you go home, yourpurpose may be a mom, right?
Because you're cooking dinnerfor your kids or you're helping
them with homework.
And then your purpose is awife, because you're you're also
a wife, right?
So your purpose can changethroughout the day.
And I think it's important justto be present in that moment.
And and we we have kind of whatwe call mandatory date nights.
(16:07):
Um, we're into fast mandatory,mandatory.
Yeah, they are, man.
They they're a game changer forus.
100%.
Bill Gilliland (16:14):
I yeah, I a lot of my clients have we we I make
them do that stuff because theyhave to.
Yeah, I mean it otherwise.
Yeah.
Present in your purpose.
That was what I was gonna writedown.
All right, tell me about thecars.
I I'm hearing about that.
Yeah.
Oh, no, well, yeah, yeah, yeah,yeah.
Nathan Dockery (16:29):
So I mean, I guess I've always been a car
guy.
Uh she's become a car girl now.
Um, so I mean, I've I've gotsome toys and I've got an RA.
We got her a Porsche thissummer for our anniversary.
And and so we spend a lot oftime in in some car groups,
yeah, obviously for networkingopportunity, but really great
(16:50):
people, a lot of a lot ofdifferent conversations when
you're around all those peoplewho are successful in their
different fields.
And we've got we've got peoplethat do everything.
And so it's really allowed usto go out and do something that
we enjoy, which is driving andand using our cars kind of as a
tool and also giving back.
You know, we'll go and use themuh for experiences with kids or
(17:12):
schools or you know, some ofthe uh the the rides, the
benefit rides or whatever.
Um, we may do one thisSaturday, which we get we get to
go drive on an airstrip, whichmeans you get to launch your car
in and around 150.
I'm aware.
Bill Gilliland (17:25):
I'm aware, that's why I asked.
Yeah.
Nathan Dockery (17:28):
So yeah, but it's it's for us, it's just been
something recent that Iwouldn't allow myself to do.
All my other toys aren't asfast.
You know, they're they're niceand they're fun, but um, getting
into that's kind of beensomething that we've both really
enjoyed and has also been greatfor our business as well.
Jen Dockery (17:45):
I was seeing more connections with that.
Bill Gilliland (17:48):
You haven't gotten into airplanes yet, huh?
Nathan Dockery (17:51):
No, I don't know.
I uh I don't know.
Airplanes, I I still I stillfeel like we should have had
wings if we were supposed to beflying.
Bill Gilliland (17:58):
Yeah, I got you.
I understand.
I understand.
So um, yeah.
So what qualities do you lookfor in employees?
And how do you foster thatpositive productive work
environment?
Nathan Dockery (18:12):
Well, I think one is we we do spend time with
them.
So when we go through Jentypically is the first, you
know, kind of person that looksthrough, yeah.
She goes through their resumesand kind of, you know, then
says, all right, I think weshould look at these people.
I typically look more throughtheir qualifications on the
construction side or or whateverwe're hiring for.
And then we'll do an initialinterview, just you know, and
(18:36):
I've got kind of a list ofquestions I'll go through that
are obviously somewhatpsychological, you know, in
nature that I've picked up overthe years just to kind of get
their opinions on things.
And then we typically go eatwith them.
We go have lunch with them, wego have dinner with them.
I see how they interact with awaiter or a waitress, right?
Like big key indicator.
How do you treat somebody whoreally, you know, serving and
(18:57):
yeah, is is taking care of you.
Um, and then we just have lightconversation.
We have we talk about thebusiness, we talk about their
where do they want to be in fiveyears?
What are their goals?
Do they have kids?
Like, really learn all aboutthem.
Um, not that we use thatcriteria, like if you have kids,
we don't hire you or somethinglike that, because most of our
employees have kids or they'vegot grown kids.
(19:19):
Yeah, and we've got three kids.
So I don't, that's not like wedon't hire based on that, but
just to understand their mindsetand where they want to be,
because you get some people arelike, man, I'm just looking for
a paycheck.
And you know, like they'reprobably gonna show up for work,
but they're really not gonnashow up for work.
And and um, and what we'relooking for is people who want
(19:39):
to come in um and they want tobe part of a team and they want
to go do great things and theywant to live a better life for
it, and they're out there, itjust takes a lot longer to find
them.
And so, I mean, we spend threeto six months when we have to
hire positions, sometimesfinding the right fit.
Um, because we do have a, Imean, our team is like we've
(20:00):
we've got a great team ofpeople.
Um, like some of them go to ourchurch, like I work out with a
couple of them in the gym in theafternoon sometimes.
Like, we've got great peoplethat we live life with.
And uh, and and and we've hadthe we've had the privilege,
honestly, of changing theirlives and helping them get get
houses they didn't own housesand watch them have their babies
(20:21):
and and just you know becomebetter people and and just pour
into them.
And you know, when you do that,what we've seen is that just
you you not only get employees,but you get people who get
hungry to be better and to growand be part of the organization
and understand the mission.
(20:41):
And it's really exciting to seethat.
Jen Dockery (20:43):
It's more like a family than a work environment.
I mean, obviously, we still putin the work, but we care about
the company as if it were partof us, like not just me and
Nathan, but our our team.
Like that's like they carebecause we do have that
environment where it feels likeyou know, it's it's not just
(21:05):
work.
Bill Gilliland (21:07):
Yeah, that's yeah.
I think I think it's fantasticwhat you've created there.
Sounds like an amazing culture.
So yeah.
All right.
I gotta so be epic is is is myacronym.
And um what I want to hear is acouple of words or maybe a
sentence or two about each one,just your thoughts.
It's it and I and I'll give youthe the the letters.
(21:28):
So it yeah, I came up with thisa few years ago when I wrote a
book to about um and just and uhit's interesting what people's
thoughts are.
So I think this one will beeasy for you.
So B, I find I didn't have B inthe beginning, but it was just
epic.
But I added B.
And B is bring the energy.
So a couple of quick thoughtson bringing energy.
Nathan Dockery (21:49):
So I think you know, the first thing for us is
is uh we we talk about corefour, let's see, passion,
purpose, productivity, andpower.
So the energy is going to bethe power.
We work out um prereligiously,we stay in shape, we eat
healthy.
Our kids, they kind of havefollowed suit.
They go to the gym with us andwork out.
(22:10):
We've got three teenage boys,half our employees all work out,
they're healthy.
Um, you've got to keep yourbody healthy to bring the energy
every day, right?
And that's really what drivesyou to be able to do all the
other things you've got to do.
Bill Gilliland (22:25):
Yeah, I love that.
I love that.
So the E is education.
Nathan Dockery (22:30):
Never stop learning, right?
Jen Dockery (22:31):
Never stop learning.
Nathan Dockery (22:32):
Love it, yeah.
Love it.
And I yeah, and I think we weencourage that.
Um, like actually, we'regetting several of our people
certified for anothercertification um in the next
couple of weeks.
They're they're signed up forsome courses.
And and so that's that's a bigpart.
Um, with the real estate, withwhat I do, you know, we we go
(22:52):
see coaches, we constantlylisten to podcasts.
You know, if if we're gettingready in the bathroom, one of
us, there's a podcast on of somesort that we're learning from.
And so I think that's the keyis you got to have that mindset
that you're never gonna knoweverything and you've got to
constantly be learning.
Yeah, I love that.
P for planning.
Jen Dockery (23:13):
That's his specialty.
Nathan Dockery (23:15):
So I'm the planner.
This is the one who packs themorning we leave, right?
So um I I think I think youkind of have to have a little
bit of both.
Um, you know, you've got to beable to pivot, you know, because
as an entrepreneur or abuilder, especially, or
contractor, things are gonnachange throughout the day, the
week, they're never gonna go toplan.
(23:36):
It's gonna rain.
So I think you've got to beable to realign yourself, but I
think you've got to have a planbecause if you don't, you don't
know where you're going.
And if you don't have adestination, the plane cannot
get there, right?
You've got to know where you'reheaded.
Bill Gilliland (23:49):
Yeah, I love it.
I is inspiration.
Jen Dockery (23:54):
Words to live by.
Yeah.
We have inspiration all overour house.
Like we have quotes, we have welike you said, the podcast that
we listen to every morning.
We're very big on inspirationand inspiring our employees.
And um living by those words iswhat we try to do, obviously,
without perfection, but um we'realways looking for ways to
(24:15):
inspire, um, not just with ourjobs, but like with us with the
fitness stuff.
Like we um try to help peoplein the gym or inspire them to
live healthy lives and take careof their their bodies and their
health.
And and then with work, youknow, you can take over with
that.
You inspire.
Nathan Dockery (24:32):
Um, I think just pouring back too, you know,
like I've got I've got kids thatconstantly reach out to me.
Yes.
They're like, I mean, that likewalk up to me.
Jen Dockery (24:42):
Like, we'll be like, we saw your video on
social media.
Nathan Dockery (24:45):
And and just are like, hey man, can I could I
have a 30-minute call?
Like, could I could you justlike Jacob Harper, you know,
like this kid, you know, hefound me and he's like, dude,
can I have 30 minutes?
I I want to be a race cardriver, and you know, can you
tell me how to market and getsponsors?
You know, it's just like wethink it's super cool that we
inspire this, this, this nextgeneration, including our kids,
(25:08):
you know, selfishly.
But you know, we've got stuffwritten on our mirrors that we
read in the morning.
So we are big believers inthat.
Bill Gilliland (25:16):
Yeah, no, yeah, finding it.
Well, it sounds like you'realso being an inspiration as
well, which is which is you'refinding inspiration, but you're
also being an inspiration, whichI think is in a lot of ways the
goal.
Um C is commitment.
Nathan Dockery (25:35):
No, commitment.
I think that's in every part oflife, right?
So, like commitment in yourrelationships, in your marriage,
a commitment to your children,commitment to your employees,
right, your investors, yourcommunity.
You know, I think beingcommitted, some people call it
being obsessed, but I think it'sbeing committed to something
(25:55):
that you believe in and having ahigher standard than others.
And I I don't think you go tothe next level without high
having a higher standard.
And and if you don't, uh if youdon't have the commitment, I
mean I just had this, I was hadthis chat with my 14-year-old
about wrestling because he wasdecided to miss practice, and I
was like, look, you're eitherall in or you're out.
(26:18):
You're you're we're not puttingour toes in the water.
You've got to be committed.
If you're gonna be part of thatteam, you have to show up every
day.
And so, you know, we try tolive by those words, and and
obviously, you know, we failsometimes.
I think that's good that peoplesee that everyone's human, uh,
and then you learn from thosemistakes, and then you just keep
going.
Bill Gilliland (26:40):
Like it.
Thank you.
What's what words of advicewould you offer other business
owners who are looking to grow?
Nathan Dockery (26:47):
So I think one, what build your network.
Uh definitely, yeah, build yournetwork and and make sure that
you don't go out and just, andthis is what I tell everybody
don't go and just be like, hey,buy my stuff, buy my stuff, buy
my stuff.
Like go value or offer value.
That's right.
Yeah, be valuable, right?
Show your worth to others andshow that you don't just want
(27:10):
them to be, you know, a buyer,right?
So if if I'm in a group ofpeople and and somebody's like,
man, I need to get my HVACfixed.
I'm like, hey, call this guy,you know, he can help you out.
And it's it's all aboutbecoming a resource.
And a lot of times therelationships that we build over
years, they grow fruit, but wehave to plant those seeds years
(27:33):
in advance.
Um, you know, and so I thinkthat's a big deal in that.
Jen Dockery (27:37):
And with that comes patience, would be another key
point, is to not just uh trysomething and then give up and
try something else and give up.
Like stay consistent and do thesame thing and have patience
because it does take time.
Everything takes time.
Nathan Dockery (27:51):
But don't be afraid to to kind of change it
and find out what works, right?
Because uh we'll we put systemsin place and and what the
systems that worked at 2 millionin revenue, yeah.
We broke them at 8 million andthen we broke them at 15
million, right?
So I always joke, let's buildthis system and let's get it to
(28:12):
work, and then let's do so muchbusiness, let's break it and
let's figure out how to make itbetter, right?
Bill Gilliland (28:17):
Yeah, so I think that's a key too.
Yeah.
Yeah, the same stuff that gotyou to 15 won't get you to 100.
So yeah, just just not gonnahappen, right?
That's cool.
So what's the next big thing?
Nathan Dockery (28:30):
Um, we've got I guess the we got a yeah, a lot
of developments coming up.
Um, you know, in therebuilding, the first what, five
years?
Like we really couldn't do alot of development, you know,
starting back from zero.
Obviously, it's it's anexpensive habit.
But it was always like one ofmy goals to get back there.
(28:51):
And so we've got, I mean, Ithink we've got like four
developments breaking ground inthe next 12 months, you know,
all the way from big shoppingcenters with rooftop bars and
food courts and um mixed-useprojects.
And and so really excited toget back into bringing all these
developments that we've beenworking on over the past year to
(29:14):
life.
Um and then just continuing togrow.
You know, um we've been we'vebeen blessed, you know.
I kind of joke, it's likebamboo season.
We stole that from a from apastor um that we listen to
online sometimes.
And you know, bamboo growsunderground where you don't see
it for years, and then it comesup everywhere.
Jen Dockery (29:33):
And you can't get rid of it.
Nathan Dockery (29:34):
Right, then you can't get rid of it, right?
Bill Gilliland (29:36):
And it grows something like 50 feet in a year
or something.
I mean, it's something crazy.
Yeah.
Nathan Dockery (29:42):
And so we've seen that we've seen that
exponential growth because likelike Jim brought up, we were
patient and we were consistentand we were committed, like you
brought up, you know, in youracronym.
And uh, I think that was thekey.
And so now all those seeds thatwe planted are all bearing
(30:02):
fruit.
And uh we just we just get tocontinue to pour into people and
and just change their lives andtheir families' lives through
building our business and thembeing a part of it.
Bill Gilliland (30:13):
Love it, love it, love it.
So, lastly, what's if someonewants help or they want to get
in touch with you, or they wantto invest, or they want to just
talk to you, what's the best wayfor them to get a hold of you?
Nathan Dockery (30:27):
Well, I mean, they can always check us out on
our on our website, and which isjust you know uh
dockeregroup.com.
The other thing is we've bothgot an online presence.
You know, I'm on Facebook asNathan Dockery.
Dockery Group's got a Facebookpage.
She's on Facebook as JenniferDockery.
And then we're on, you know,Instagram and all that.
All the socials.
(30:49):
And because we do believe likekind of your your brand, like
you are your brand, right?
So we try to share insightsinto our lives personally and
professionally.
Um, so that if somebody's outthere and they, you know,
because now a lot of ourclients, you know, they Google
me before I ever talk to them,right?
(31:09):
If I get referred to them.
And so they'll find my Facebookpage or they'll find my
Instagram or or whatever.
And I'm I'm having my firstconversation or second
conversation with them and belike, yeah, man, you know, you
look like you work out.
Like I see you working out onyour Facebook page, you know,
like, or, or I love that you dothis, or or we've got, or I've
got kids too.
And so there's just somethingthat draws them to you and you
(31:32):
can build that personalrelationship, which is important
because I think in business,and like you know this, and a
lot of people we probably talkto, you have to want to do
business with somebody, right?
Uh, because if I'm a clientthat's building a building, I
can pick 20 contractors and theycan probably all get the job
done.
But I I I want to work withsomeone that I'm gonna enjoy
(31:53):
working with, right?
And that I like.
I'm not gonna hire somebody Idon't like uh unless there's
certain circumstances forexperience or a bank or
something like that.
So I think at the end of theday, we want to uh, you know, I
think show that information, youknow, and represent who we
really are at the end of the dayand just build that uh build
(32:13):
that relationship before we evermeet them so that our name
carries some weight.
Bill Gilliland (32:19):
Yeah, it's an interesting stat these days that
they're sort of people are sortof 70% down the buying path
before they ever actually meetyou in person at this point.
So it's a it's a it's aninteresting one.
Well, hey, this has beenfantastic.
I really appreciate y'all beingpart of the business community
and all you're doing in theworld.
(32:40):
And um, I know that you'regonna continue to grow and be
successful.
So thanks for taking the timeto to to to sit with us today.
Nathan Dockery (32:48):
Oh yeah.
Bill Gilliland (32:48):
We appreciate the opportunity, Bill.
Hey, and until next time, allthe best.
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