AI, Tech, and Human Insight with JD & Bryant

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
My dad didn't trust me with power tools, so he put
me in charge of money.

Speaker 2 (00:03):
Whenever you introduce multiple softwares
trying to talk to each other inany format, you are introducing
risk.

Speaker 1 (00:13):
AI is only as smart as what you trained it on Yep,
and I think there's a lot ofmisinformation out there.
So now like it just has thepotential to just make me feel
really confident about beingwrong.

Speaker 3 (00:24):
Now like it just has the potential to just make me
feel really confident aboutbeing wrong.
The abilities to communicate,to listen, to build meaningful
relationships is going to becomeextremely valuable, because the
people that can't do it aregoing to be sitting on the curb.

Speaker 1 (00:37):
You got to be possessed with a mission that
just burns in your soul to beable to just stick with
something in the face of extremeuncertainty.

Speaker 3 (00:53):
What is going on L&M family?
I'm back and this time I got acouple ballers that I get to
introduce you to, to get tolearn some of the tricks, some
of the problems, some of thelessons they've had along their
way.
I got two of the co-founders ofControl Corps, mr Bryant and Mr
JD, and I met Bryant.

(01:15):
He asked me to dance on ariverboat ride.
I met him at the Savannah inSeptember little retreat we had
back in September the Savannahin September little retreat we
had back in September and spentsome time talking to him and
what came across was that he'sjust a real damn human that
cares about serving people, andhe happens to be a tech guy.

(01:35):
And so what I think we're goingto figure out is these dudes
really give a damn and they'retrying to make a difference, but
we're going to find out.
Damn, and they're trying tomake a difference, but we're
going to find out.
And if you're new here, this isthe Learnings and Missteps
podcast, where you get to seehow real people just like you
are sharing their gifts andtalents to leave this world

(01:56):
better than they found it.
I'm Jesse, your selfish servant, and let's get to meet Mr
Bryant and JD.
Gentlemen, how are y'all doingtoday, really?

Speaker 2 (02:06):
good.
Hey, man, I really appreciatedthat shout out there.
And you're right, thosecomments are what help you keep
going.

Speaker 3 (02:14):
Okay, so you guys decided to start a business.
What was it?
45 days before you knew youmade the right decision, it was
going to work and it was abrilliant idea that everybody in
the world was going to want.

Speaker 1 (02:26):
Yeah, so we started talking about this three years
ago.

Speaker 2 (02:30):
More than you and I have been talking about it for
years, years and years.

Speaker 1 (02:35):
And it really just came from frustrations of I
don't know, I don't know.
You don't get frustrated, Ionly get frustrated.
But we're brother-in-law.
If we seem like we're beingmean to each other, it's just
because we're family.
It's love I got it.
I got it.
I went to work for the familyconstruction company and we do

(02:56):
commercial GC, and so I'm reallynot from a tech background per
se.
I only learned about technologyif I have to, and it turns out
I had to.
So that's kind of what got ussitting in this chair right now.
But really, just talking toBryce and man, am I bad at my
job?
Is it really this hard?
Because I like most of mystuff's around HR, payroll,

(03:18):
admin stuff.
My dad didn't trust me withpower tools, so he put me in
charge of money.
Yeah, it worked out.
Power tools.
So he put me in charge of money.
Yeah, so it worked out, but itworked out.
Yeah, man, we're still on thejourney and we've got a couple
of products out now and it'sreally gratifying to see like
people start to use thoseproducts and have it like create
like actual control and solvethe problems that really set us

(03:39):
down the path now.
But I don't know, man, likewe're enjoying the journey.
It can be kind of stressful,but we're still.
We got a long roadmap ahead ofus.
And so yeah, it's been a littlemore than 45 days, we'll just
say that.

Speaker 3 (03:53):
I'm hearing three years plus.
So can you take us back?
Because here's what's.
I'll just be straight up, and Iknow a bunch of the L&M family
members out there have a similarexperience.
We get people that come out tothe job site, come out to the
office, with this new solutionthat's going to solve all my
problems.
And it's clear to me thatwhoever that person is that I'm

(04:16):
talking to doesn't really care.
They just need to sell, a signup, they need to make a sale or
whatever.
And now the tech world has duhright Construction.
There's immense gaps oftechnology uses in our industry,
and so all these people aresaying, man, we could go make a

(04:40):
lot of money in construction.
Let's just go create a.
So let's find a problem.
There's a million of them.
Let's create some stuff andthen sell it and we'll cash out.
And it feels like that all theway down to when they come to
talk to us in the field.
Yeah, very few of them reallyunderstand.
I think there's a differencebetween understanding the pain
versus trying to solve a problem, a common problem.

(05:02):
To solve a problem, a commonproblem, and what I'm hearing
from you guys is that y'allunderstood or understand the
pain that you're trying to solve.
So take us back to those timeswhen y'all were cussing and
pissed and frustrated, defeated,deflated, like what were those
conversations like that got youto the point like, hey, maybe we

(05:24):
could create some kind ofdigital something or other to
alleviate this stuff.

Speaker 1 (05:29):
Yeah, yeah, I can go back to one time.
Just this was probably aboutfive years ago, before we even
had done like any of our billprocessing, like digitally.
So everything was paper, justdealing with just binders of
invoices, just dealing with justbinders of invoices.
Wondering like man, does thiseven make sense?
I put this paper on someone'sdesk and I don't even know after

(05:52):
that point what's going tohappen.
Is it going to get an approval?
And then, honestly, for me itgot to the point where I
couldn't even bill a client.
We had a lot of time andmaterial contracts and I
remember one time someone askedme so how much is this project
going to cost?
Now, I'm not the estimator, I'mnot the project manager, I was
just the guy downstream that wastrying to get paid and then pay

(06:16):
people.
And I just remember being askedthat and feeling so dumb that I
couldn't respond.
I'm like, I don't know.
I'll tell you when we're donehow much it costs.
And those are the good ones,right, and just being like you
really should be able to answerthat.
I feel like I should answerthat question, but I have no
idea.
I can tell you what it did cost, what it was supposed to cost

(06:37):
when we started.
But at this point we're like acouple dozen change orders into
this thing, I don't know, likewhat the engineers forgot or the
architect didn't draw up orlike whatever it is.
That's not a good feeling.
So that was kind of one of themwhere I'm like I, if we're
going to truly have control overour business and over these
projects, we have to find a wayto start creating visibility and

(07:02):
it shouldn't hinge upon likedouble or triple entry, like oh,
I'll write here, let's writedown here and then that.
So I think that was just onebig moment, like for me
personally.
I I don't know, bri was yourbig aha moment when you decided
just listen to me.
So yeah, probably I stole briactually from the tech industry.

(07:23):
I fired myself so I could gowork on operations and I said
you come do the finance stuff.
Was it a learning curve, brian?

Speaker 2 (07:33):
Yeah, I mean, construction accounting has its
own learning curve and everybodydoes it a little bit
differently acrosssubcontractors, general
contractors and the banks.
Everybody cares about one partor another.
General contractors and thebanks everybody cares about one
part or another.
And so for me, kind of the ahamoment was just like there's so

(07:58):
much tediousness to job costingand there's so much that can
fall out of the cracks, evenwith somebody you know JD talks
about when they're pen and paper.
Well, fast forward now.
He's learned and he'simplemented technology where it
makes sense.
But even now, with a prettyrobust process and tech stack,
there's still plenty ofopportunity for leaky bucket.
Like, no matter what you do, ifyou have integrations and if

(08:21):
you have multiple, whenever youintroduce multiple softwares
trying to talk to each other inany format, you are introducing
risk.

Speaker 3 (08:30):
Yeah, yes.

Speaker 2 (08:31):
I just kept seeing that over and over again.
Whether it was with ourorganization or with our subs,
or with the banks just usingmultiple tools, there was always
a risk of data of some kind notgoing where it needed to go or
too much of it going to where itneeded.
Yeah, I remember what.

Speaker 1 (08:50):
Yeah, I know, exactly what time, like bro, you sent
him all of that.
I send them.

Speaker 3 (08:55):
I was like oh get ready they're gonna of hearing
you complain JD, and said youknow what, let me just solve
this so I could stop hearing youwhine.
You went and said hey, bro, I'mtrying to do this thing.

(09:17):
This ain't my bag.
You're in the tech space, helpme solve this problem.
So through that, you're in itthree years now.
You're having some success.
How big did that problem lookwhen y'all made that decision,
in comparison to what you knownow?

Speaker 2 (09:37):
It's actually really funny.
I think I just barely figuredout what it is we're building
like two days ago.
I have understood the painpoint and I knew what we wanted
to build, but I finally I feellike I understand.
How does ControlCore trulycreate an output that is just
incredibly valuable to an owner,a controller and a project

(10:00):
manager?
Took you that long?
I always knew like what I wasbuilding, but I knew it in a
really complicated way is thebest way to say it, you can see
it all, but now I've got it intofour basic columns.

Speaker 1 (10:12):
So what did it for you?
Was it our wall full of notes?

Speaker 2 (10:14):
Yeah, it was our wall full of notes.

Speaker 1 (10:17):
I'm looking at our last big product planning push.
Yeah, yeah, so how would youdescribe it most simply then
yeah, yeah, so how would you?

Speaker 3 (10:26):
describe it most simply then, Before that we got
to do our L&M family membershout out, and this one goes out
to Mr Shane Griffin.
Mr Shane took the time to dropme this note.
Shane says Jesse, thanks forleading the conversation today,
Enjoy your candid approach andit was one of the best group
discussions I've been a part of.

(10:47):
See you around, which isawesome.
I mean folks out there.
You already know and if youdon't know, I got to tell you.
You know anybody that createsthat has a podcast, post content
.
Leave a comment, because itmeans the world to us.
We don't know if we're crazy,speaking into the abyss, and
every comment is fuel for us tokeep going.

(11:07):
So drop a comment.
That's the way I have theopportunity to highlight you on
a future show.

Speaker 2 (11:14):
Control is the best way to put it.
I know the outputs that I wantfor me to feel like we've
succeeded in helping people feellike they're in control.

Speaker 1 (11:23):
This is like my soapbox moment, so I'm going to
not go that way.
So we'll let Jess control thetone.

Speaker 3 (11:30):
JD, you're from the construction space.
This is a problem that you haveswam in personally, right?
You've dealt with it, and soyou know that there's a
technology opportunity here,Brilliant duh.
Now, as that thing is gettingdesigned, with Bryant and
everybody else, I imagine you'rethe one that gets to say no,

(11:50):
this isn't doing what I want itto do.
Did I read that right?
Yep.

Speaker 1 (11:56):
I do, and it can be exciting some days.
But I'm really lucky to besurrounded by some really good
team members and, in fact, likeI'm still swimming in it on both
sides.
So I'm still pretty heavilyinvolved with the construction
company and, given where we'reat right now, I'm forced to
split my time pretty evenlybetween between the two
organizations.
But, yeah, I it's actuallyreally exciting.

(12:19):
To be honest, this product hasactually lived in my mind for
probably five years now.
Yeah, I know that feeling.
Yeah, it's a lot of work, man,to just put together every
little detail to get this thingto produce what you know you
need it to produce.

Speaker 3 (12:36):
Okay, so there's a lot of smart people out there.
Ai, right.
I was watching YouTube thismorning, going through YouTube
this morning, and I don't know,there was a dozen videos that
said use AI to make a milliondollar solution.
Make a million dollars a month.
There aren't like all this raw.
Why didn't y'all just do that?

Speaker 1 (12:54):
This is actually, I love this question.

Speaker 3 (12:57):
So, AI.

Speaker 1 (12:59):
Ai is only as smart as what you trained it on, and I
think there's a lot ofmisinformation out there.
So now, like it just has thepotential to just make me feel
really confident about beingwrong.
You can even ask a question.
Let's just take one of myfavorite moments in construction
is in a post-constructionmeeting, when you get to go

(13:20):
through and hear about all thedumb stuff that you wish you
never did.
But you do it so that you canat least make your pain like
mean something, if I can share.
Hey, man, I was an idiot and Ididn't call him for my special
inspection and the concretedidn't spec out and we were like
or whatever didn't hit itsstrength, we had to rip it all

(13:42):
out, or like another one wherewe did a remodel and we should
have.
I don't know.
Actually, jesse, do you comefrom the plumbing background, if
I remember?
Yes, sir, yeah, okay, weremodeled this building I think
it was built in like the 70s orsomething and we never took the
time to actually camera all thelines and I think they were
originally built like cast ironlines for something.

(14:04):
And we get going and theplumbing system starts to fail.
And we weren't.
I think we were probably man, Idon't know.
I mean, finishes were in, likewalls were painted and we were
starting to detect like leaks inthe system or something.
It was just a slab on gradetype building.
So next thing I know I'm seeinginvoices for a little like mini

(14:27):
excavator that can fit down ahallway and we're tearing up LVT
and concrete floors and we'rebasically re-plumbing your
underground.
So the point being is justlearning from all of the
mistakes is kind of I guess Idon't know where I'm going with
this Otherwise it's a greatstory.
It's just fun to tell about allthe dumb stuff you've done and

(14:49):
you wish you wouldn't have doneit.
But I think when that starts tokind of build its way into our
product and thinking about okay,ai, I think it would have given
me probably a response of okay,just what would be?
How do I apply AI to that?
I don't even know how to playAI to dig in a hole, actually,

(15:10):
jesse.

Speaker 3 (15:10):
I think that's the big chunk of it.
I'm learning how to leverage AImore and more in content
production and stuff, but what Idon't get is the value, the
wisdom and experience that comesfrom like doing the damn thing,
and the wisdom and experiencecomes from screwing it up.
I mean, if I were to use AI toproduce whatever and it doesn't

(15:35):
work, I have no idea how to fixit or where to even start
troubleshooting.

Speaker 2 (15:40):
Yeah, that's so true From a JD use it in a building
perspective, but I'm talkingabout it from an accounting
perspective.
Ai can.
It's a powerful tool and it canaccomplish a lot.
I don't want to discredit itsabilities, but when I go in and
open up a set of books and Istart looking through things
based on my failures to noticeand see things from the past, I

(16:05):
know what I'm looking for and Ican see patterns.
I can see histories.
I can see things that you'reagain.
You can have AI enhance thosecapabilities.
But if you think that you canhave AI just do it for you and
you can go back to not havingany experience, like we're
setting ourselves up for a worldof hurt, thinking that AI can

(16:28):
take over any job that requiresa little bit of help.

Speaker 1 (16:31):
I think the best word to use in association with AI
is empowerment.
Yeah, like I'm empowered now tooutput a lot more, like I get a
lot more tasks done.
Or like I can get a lot moretasks done, like I can ask a
good question and get some gooddirection on where to start
going, thanks to AI.
So don't get me wrong.
I mean, like I'm using chat GPTevery day.

(16:53):
Like everyone teases me.
I'm like dude, just ask chatGPT.
So we're doing our design rightnow for our accounting and it's
really nerdy stuff.
Hey, like what is the exactjournal entry that I should make
sure that we should use whenbooking a customer credit memo
and a vendor credit?
Should I use a contra assetaccount or should I use, you
know, whatever, what are myoptions?

(17:13):
What are people going to bethinking?
And instead of me goingspending an hour just surfing
around different sites, in thatmoment, like I was empowered to
make a good design decision in aproduct, and so I don't think
that our expectation should bethat we're going to be able to
remove people from like anindustry, at least that relies

(17:34):
on relationships, like this is arelationship driven industry.
Technically, we're like we.
We're building technology, butthe technology is intended to
strengthen relationships is theway I like to think about it.

Speaker 3 (17:49):
Yeah, you know, this is a stab at all my PM project
manager friends out there,because in Jesse land there is a
delineation there's a projectmanager, there's a project
mangler and then there's aproject administrator.
There's a project mangler andthen there's a project
administrator.
The project mangler we alreadyknow they just screw everything
up, piss everybody off like theydon't really help project

(18:11):
administrator all they're doingis processing pay apps and
submit like they're justprocessing paperwork.
Right, project manager actuallyhas the skills of influence and
relationships and as AIcontinues to get stronger and we
learn how to leverage it orbecome more empowered by it,

(18:31):
those scrub projectadministrators are going to be
obsolete.
We're not going to need thembecause I believe AI, and that's
not just in the project managerspace or position, I should say
in construction.
But what I think is going tohappen is, more and more, the
abilities to communicate, tolisten, to build meaningful

(18:52):
relationships is going to becomeextremely valuable, because the
people that can't do it aregoing to be sitting on the curb.
They're going to be on thebench.
What do y'all think about that?

Speaker 2 (19:02):
Yeah, that's an interesting thing when I think
of AI.
And a hundred years ago, whenall of us were in school, what
was the big thing?
Well, it was the calculator.
Right, we were usingcalculators to do stuff.
And the teachers were like, hey, you don't have, you're not
going to have a calculator inyour pocket when it comes time
to calculate.
Well, we have calculators inour pocket and kind of

(19:25):
backpedaling a little bit on myai.
There's the work that isnumerical by nature and
quantitative by nature.
That's the first stop is whereyou say, yep, ai can get
involved here.
I think about ai application incontrol core all the time.
Where?
Where does it make the mostsense?
And it's wherever there'squantitative data that is

(19:49):
consistently being inputQualitative data.
So when we're talking aboutyour project manager the guy
that's actually good at buildingrelationships unless he's going
to be a droid from Star Wars,c-3po you're just not going to
we're a long ways away from AIhaving a relationship building
personality.

(20:10):
I don't know if that'll everhappen.

Speaker 1 (20:13):
I think one thing that we could hopefully expect
is those that are in, maybe someof those in our organization.
I call them project coordinatorsand my hope is, with the help
of AI and good technology, we'rebuilding bandwidth for those
individuals to where they cancover more ground.
But, more importantly, they'rein like a kind of an exposure

(20:34):
environment in that stage oftheir development, to where
they're being exposed tosubmittals, rfis, the cadence of
the industry, the issues thatcome up, the things that maybe
the PM's dealing with on aregular basis, and what maybe
that hopefully turns into isthat these are just good.
These are not permanentpositions.
They're growth positions thatallow for the next generation of

(20:56):
good quality project managersas technology improves.
One of the byproducts benefitsis that we find that we can
finally keep up and do more withless, less people, less
personnel, and we're able toinvest in the next generation of
good quality PMs and goodteammates.
So, yeah, there's two ways tolook at that.

(21:18):
In one way, I don't want to becompletely replaced, because we
need people to have a good, safetraining ground.

Speaker 3 (21:24):
Oh, yeah, yeah, I think.
Before the replacement andreduction happens, what I am
strategically focused on isfinding leaders that understand
the value and are committed todeveloping their people.
I 100% believe there's a biggernumber out there than is
obvious, but we can't see thembecause they're drowning in

(21:47):
bullshit busy work, processinginformation, processing data,
like just crap that technologycan handle for us.
And when we get technology,design it appropriately so that
it gives them the bandwidth todevelop the next generation.
That's when now we're cookingwith fire, right.

Speaker 1 (22:07):
Yeah, that's.

Speaker 3 (22:08):
exciting, there's a lot of people that have that in
them.
They have the capability totrain and develop, but they
don't have the bandwidth becausethey're putting freaking
invoices in a binder.
Your time is like shit.
I wanted to talk to them but Imean, you know how many times I
work with people and one oftheir biggest problems is doing

(22:28):
their annual or quarterlyreviews with their team, which
is one of the most importantthings.
They're like man, I know howimportant.
I just can't get to it.
Why not?
Because I'm doing, I'm puttinginvoices in binders.
I mean it's not a good answer,but it's really a real life
example of that.

Speaker 1 (22:45):
So my old man.
So I actually been really lucky.
I get along great with my dadand when I went to work for him
I was really able to jump in andstart like identifying issues
and I was given a lot of justfreedom to just address and
create value.
But in my old man, like he willnever claim to be like a good

(23:05):
teacher, a good instructor,mostly because he's not good at
teaching or instructing.
But it doesn't change the factthat he's got like a head full
of gray hair and 50 years ofexperience in the industry.
However it's delivered orhowever it's whatever, like he's
not in instruction mode, he'sgetting better.

(23:28):
I won't give him that, but it'sbecause it wasn't until he
stopped taking the time to bethe guy who, like would hand
enter you get a bid in andthey're printing off a bid and
then we're qualifying them andthen we're like hand entering
the numbers and stuff like that.
And I think some people probablymiss the fact of opportunity
costs.
I really actually really thinkthat's an important point.

(23:49):
Jesse is just okay.
There's one point efficiency.
Right, oh, it takes me moretime to do something, but are we
stopping to consider, like thecost of what we're not doing as
well and the impact that wecould have on people.
And I would say the moreexperience you have in this
industry, the more wisdom youhave to share.
There's a lot higher cost onyour time than just your wage.

(24:10):
There's a lot that we need frompeople that have been in the
industry for a long time.

Speaker 3 (24:17):
Yeah, I love it.
I mean, what rings is what are?

Speaker 2 (24:19):
you optimizing for.

Speaker 3 (24:21):
There's all kinds of ways to optimize your operation,
but what are you optimizing for?
There's all kinds of ways tooptimize your operation, but
what are you optimizing for?
Are you just optimizing to getmore revenue, to take on more
work?
I don't think that's asustainable model, especially
with the shortage that we haveat every level in our industry.
What if we start optimizing sothat we can transfer knowledge?

(24:43):
Yeah, let's get that extraspace so that we can go invest
in our people and nurture thetalented people that we spend a
lot of money recruiting andretaining.
But there's some disciplinerequired there.
So, on the idea of discipline,y'all are three years in.
You haven't given up, which Iabsolutely want to talk about

(25:04):
here in a bit.
But first, for that younglingout there, that's saying, man,
well, they started a thing andI'm going to start a thing.
What do they need to be readyfor?
What are some of the kick inthe face?
Holy moly, I did not expectthat.
That y'all have experiencedalong the way in the development
of Control Corps.

Speaker 1 (25:22):
All have experienced along the way in the development
of Control Corps.
I man persistence and don'tlook for any secrets.
I don't think there's reallyany secrets to success.
I've actually you know what.
I don't know that I have a lotof wisdom to share, but I know
one thing that I have benefitedfrom the most is I've adopted a
pretty intense study ofdifferent, like famous, founders

(25:43):
.
There's some really greatpodcasts out there.
One of them, being Founders, isone of them that someone
introduced me to.
But as you look at the historyof great founders and people who
have ideas, you feel like youhave an idea, and so much so
that one thing probably moneyisn't going to be enough to
drive you.
To be honest, you got to bepossessed with a mission that

(26:06):
just burns in your soul to beable to just stick with
something in the face of extremeuncertainty.
The prospect of making adifference in someone else's
business for us, I think, is soexciting and thrilling that it's
enough to overcome the othermoments when people don't I mean

(26:30):
they don't you meet us, I don't, you might just be some other
guy, they don't know us fromAdam and I get that.
It's okay, I'm not offended,but I would probably take the
time to listen.
But yeah, you gotta bepersistent.
That's really it.
Yeah, Tenacity.

Speaker 2 (26:42):
Yeah, you got to be persistent.
That's really it.
Yeah, tenacity, persistence, itall has the same thing you have
to go home at the end of theday, really, unfortunately,
tired most days.

Speaker 1 (26:55):
I love that feeling.

Speaker 2 (27:03):
But, yeah, I like that feeling of being tired at
the end of the day.
But for me and starting ControlCorps specifically, man, yeah,
I think that tenacity and anunyielding belief in yourself,
whether it's earned or notearned, you have to believe in
yourself and, thankfully,believe in your team as well, if
you have them.
And we're lucky, like JD said,we're really lucky that the
folks that we have around ushave the same confidence in

(27:26):
themselves and their sameconfidence in us as well.
So there's a united front oftrust and confidence around us
all that we're all going to putin everything we've got until
the very end.

Speaker 3 (27:37):
Oh, that's amazing.
So I love, jd, that you pointedout.
If it's just money, that maynot be enough, right?
Because I talk to constructionleaders all the time and one of
the questions I like to ask iswhy are you in construction?
To make money?
We're all here to make money.
We're here to make money.
If you really are about makingmoney, you pick the worst damn

(27:58):
business because of all the risk.
The margins aren't great.
It's a pain in the butt.
You're exposed to every damnpossible variation that's going
to be attacking your marginsevery single day.
So if you really really wantedto make money, you could sell
pictures of your feet online Forreal.
We could do that right now.

(28:19):
I think that's a big notnecessarily selling pictures of
your feet, but I think that'spart of.
The.
One of the things that employersneed to overcome is learning
how to appreciate their people,because I know firsthand I can
make 40 to 50 grand a yearsitting at home, not having to
wear pants Right Like and everyother teenager, young adult can

(28:43):
do that too right now, and so weneed to create an environment
that is better than that forthem to come and be a part of it
.
Sure how to bring it to light.
Bryant, you said earlier on, inthe past very recent days, it
became clearer about what it isyou're developing and working

(29:11):
towards, and so obviously you'vehad y'all mentioned you had
amazing team members working onthis thing together.
But what are some of therealities that people need to
expect right Like this againfolks out there that have an
idea that want to bring it tolife.
They don't necessarily need tobe like tech geniuses, but just
bringing an idea to life withthe team.

(29:32):
What's some advice in realitythat you guys can impart to
folks that are tinkering withgetting out there.

Speaker 1 (29:41):
I think for us, one piece of advice that we were
given frequently was likevalidate your ideas.
And we'd already kind ofskipped past that because I'd
just been living this for thelast 10 years and I'm like I am
the validation, and I know thatsounds arrogant, maybe it is, I
don't know, and I don't evenknow that it's really me.

(30:04):
I kind of just feel like I'mjust more of a representative of
all of the teammates that I'vehad to work with over the years
and train and listen to andunderstand their frustrations
with different tools, differentproducts and whatnot.
So I think where I'm trying togo with that is make sure you
really understand the pain pointthat you're trying to solve.
Believe that it's painfulenough that people will want to

(30:27):
solve that problem too.
Like they share that andthey're willing to invest time
or money or whatever the case is.
Like make sure it's legit painpoint.

Speaker 2 (30:36):
I think that and this applies to software as much as
it does construction Everysingle day you are faced with a
lot of choices in front of youand you have like a hundred
different things that you coulddo.
Each one is appealing in itsown right, and one of the
hardest things that I have asthe leader and as the CEO here

(31:00):
is being able to make thechoices that we need to make in
order to progress the businessforward, and knowing what all of
the choices are.
There's so many out there.
I'm not old, but I'm not youngeither.
I haven't experienced enough oflife to just be able to say, oh,
here are all of my options, andso here's the ones that make

(31:24):
the most sense.
Every single one has pros,every single one has cons, and
you don't know half of thechoices that are available to
you.
And so there's some days I'llsit down and I'm like I don't
know what to do next.
The literal I don't even knowwhat choices I have.
And then there's other daysI'll sit down and be like
there's too much for me to donext.

(31:46):
How am I?
going to choose what to focus on.
So I think that's probably oneof the hardest things is
understanding and again, Italked at the beginning of the
vision what's ahead of us,what's the main thing that
you're trying to accomplish, andlike then winding your path
down all these choices that getyou to that spot.
Some days you're going to feellike you don't know, you don't

(32:06):
have any choices, and some daysyou're going to feel like you
have too many and I still don'tknow what the answer is Like.
How do you solve for that?
If you guys know, let me know.

Speaker 3 (32:16):
Man.
So one is choices Be ready tomake decisions.
Two, validate Validate youridea, but in terms of like the
choices and decisions, I'veworked with Ed Mauricio.
He's a pipe fitter and I wasman.
I was a second year apprenticeI think, and they placed me with
them because people would quiton him.

(32:36):
He was hard to work like.
He was not hard to work with Ifyou took direction and took
action.
If he couldn't take directionand couldn't take action, he was
really hard to work.
It was simple.
He was very clear about what hewanted.
You just did that.
Anyhow, I ended up working withhim for like two years and he
really a lot of the things thathe taught me about looking at

(32:57):
work and approaching andplanning work really helped my
career, really helped my career.
Anyways, we were piping in amechanical room and he was a
welder.
So we would fit up all thesteam pipe, the chill water pipe
, and he would weld it.
While he was welding I'd runall the pipe that was two inch
and below, because that wasscrew pipe or copper or whatever

(33:17):
, and I tie in the air handlersand all that.
And there was this onemechanical room where we had
like freaking six coils in aroom like the size of my little
studio here and I was drawing itout, trying to figure out like
man, if I do this it's not goingto work.
I'm going to cause this problem.
Excess, right?
Just all these options.
And Ed said, jesse, make adecision and go with it.

(33:39):
And I said, well, he saidyou've been staring at the damn
wall drawing pictures for twohours.
You haven't done a damn thing.
Make a decision and go with it.
I said yeah, but he's like getstarted.
And the next step, you'llvalidate all the things that
you're worried about.
And so since then I heardsomebody else say the answers

(34:01):
that I seek often are on theother side of action.
So when there's option, I gotto pick one.
If I don't pick, just to pickthe least worst one, and then we
can figure out the other side.
I don't know if that works foryou guys.

Speaker 2 (34:13):
It does man.

Speaker 1 (34:13):
It resonates well with me, I actually really do
like that, and that's saying alot, because everyone likes to
accuse me of overthinking.
I just say I'm just trying tomake up for your lack of
thinking.
That's a t-shirt, but the truthis there's the balance, and I
think I've learned a lot aboutthat too.
Is just, man, like when Istarted this, I mean, man, my

(34:43):
goal was to outthink,outmaneuver and just outplan
every single mistake.
And over time I realized, man,that's not going to work and
there's a lot of value and justjust just go, just try and know
that you're going to make amistake, just know that you're
going to screw up, there's somemistakes.
I think that kind of jump outthat you're like I'm going to,
I'm going to work a little extraharder to to avoid that.
I know, sometimes, like I liketo're like I'm going to work a

(35:03):
little extra harder to avoidthat.
I know, sometimes I like to eventhink when I'm looking at a
process and I say, well, what'sthe cost of this If it goes
wrong?
Am I going to get punched inthe face or ran over by a bus?
And that's kind of the approachI took when we were with our
vendor compliance, when wedesigned that I'm like what are
you going to emphasize more?
Losing your license or maybenot having a certificate of

(35:25):
insurance on file?
Like I could kind of pay my waythrough the lack of whatever it
is for GC If I don't have acert on file and maybe they did
a couple thousand dollars worthof work and I got to pay a
penalty or whatever when I getmy insurance audit.
But if the Department ofProfessional Licensing realizes
that I hire someone that doesn'thave a license and my license
is gone I just got hit by a bus.

(35:47):
So that's really helpfulsometimes to just stop and think
if this goes wrong, play it allthe way through.
Yes, like what ones can I do Ireally need to work hard to
avoid and which ones do I wantto?
Just, I'll just go.
No buses, a punch every now andthen we will recover yeah, yeah,
you can recover from that, butpunch in the face once in a

(36:11):
while if it's bryan, yeah yeah,I'm a white man, so all right.

Speaker 3 (36:18):
So I feel like we've been dancing around and I know
the lnn family's like, all right, you brought these.
You keep saying control core.
But what's control core?
So you've mentioned a couple oftimes your mission.
You've mentioned a couple oftimes the vision of where y'all
are headed, the problem you'resolving, the people you want to
serve.
So can we just have it straightout what's the mission, what's

(36:40):
the service?
Whose life are you makingbetter?

Speaker 2 (36:43):
I mean in the most rudimentary way I can think of,
is we replace QuickBooks forcontractors.
Okay, and that's a strongstatement.
Quickbooks is a big player inour industry.
What we're doing is we areproviding a way for a controller

(37:13):
or an owner to feel like theirfinances are under control at
any level.
If you're brand new and juststarting off, you need to start
incorporating job costing intoyour business as early as
possible, early as possible.
And if you're a hundred milliondollar GC and you're still
using QuickBooks desktop, Idon't care how efficient you are
with your personnel and stuffYou're still not maximizing the
efficiency that you could with anew piece of technology.

(37:36):
And so we're replacing any ERPin reality, any ERP that a
contractor is using that'scausing them to lose visibility
or lose confidence in their dataor to lose stability If I have
to like like.

Speaker 1 (37:51):
One way I like to look at is if I lost, I think
about my team and it's made upof good people, and good people
sometimes need to go take adifferent job and good people
sometimes need to go take adifferent job Like personal.
But if I lost this person, orthis person is my process, is my
setup?
Basically, whatever it is,combination of processes,

(38:13):
training, technology, all of ittogether, it's my setup.
If I remove a person, is itgoing to survive?
And that's kind of what wedescribe.
The stability part is Can Ireproduce these results again
and again in a normalenvironment?
In normal environments, peoplecome and go and if the answer is
no to that, you might have acontrol issue.
You can't really control yourdestiny.

(38:35):
If I can't see what's notgetting done you have a control
issue.
You need visibility.
Another way to describe ourmission is we're empowering
financial control, and thatrequires tools to do it and
sometimes even a combination ofservices.
Our product is control.
We use software, we useservices.

(38:57):
That's our deliverable, that'sour outcome that we're trying to
produce.

Speaker 3 (39:01):
So here's what I think I heard You're helping
control finances, you're helpingmake it all visible,
transparent, what's happeningand what's not happening.
Because I think that's afreaking brilliant point,
because it's easy to see what'shappening and even easier to
forget about what's nothappening until it's too late.
By the time you find out, thedamage caused is irreparable.

(39:26):
Brian's smiling like oh yeah,thank you for what we're talking
about.
And it's a tool, technologythat if I lose my ace superstar,
my system doesn't fall apart.
I still have the structure andthe framework to continue the
business, and having thatelement of the business will

(39:47):
just say stable and dependable.
Did I hear right?

Speaker 1 (39:51):
How's that?
Yeah, and don't get me wrong,you're going to have to replace
that person, but hopefully allthe knowledge and the know-how
doesn't go with them thelearning curve doesn't and I
think part of the way yousafeguard against that is that
you ensure that whatever it isthat you're doing whether it's a
bill approval workflow or youknow, this is how we get

(40:15):
contracts written does yourtechnology support or facilitate
a an intuitive approach?
Because I know sometimes somesoftwares feel so specialized
that if you plug someone else inthere, you're not going to be
able to find your way through it, and so that's one opportunity.
When we started this missionwas to really scrutinize our

(40:38):
design and ask ourselves okay,if I'm a normal person who never
actually takes the time to lookat the training material and I
can yeah, I'm the weirdo, that'slike.
I'm like, oh, let's read thisthing before we even try, but I
get that's nuts.
That's yeah, like, can I fallthrough this thing?
Is it intuitive enough that Ican just think, oh, I want to go

(41:01):
approve a transaction, or I'mthinking about this, and I look
at the platform and think I'mgoing to guess I'm going to
start there, and so that's oneelement of our design in trying
to really scrutinize just cananybody fall into this thing and
just start producing value?
So I think another thing tothink about, like the point of

(41:25):
like not knowing what you don'tknow or not seeing the stuff
that's not getting done One ofthe hardest things for me when
it came to just card management.
So card and expense managementLike credit card, yeah.
So for us, like as a generalcontractor, I typically needed
to put a card in almost everysuperintendent's hand because

(41:48):
they're that flex point.
There's a little bit of a scopegap or something, or whatever
something happens and I neededto be able to still job, cost
and control those expenses.
And on some of the earlyplatforms that we adopted, I
couldn't look at the platformand have it just jump out at me
what transactions have beeninitiated but not coded, and I

(42:10):
could eventually get to it.
I just had to go pull a report.
So I think sometimes when wethink about like system design,
unless you've had to like dealwith the problem, you think,
yeah, just go pull a report.
But in our perspective it'slike that's not enough.
I need to pull up a dashboardand basically say here's your
open transactions and knowexactly what that means and have

(42:33):
a little like harassment button.
So maybe I shouldn't call theshock of yeah, that's yeah, that
was on the product roadmap andthen from there it's like, okay,
if my super has done theircoding, where's my pm?
At like, have they done theapproval?
And so just knowing theworkflow and building that in a

(42:57):
way that for a controller, likeat the end of the day, I just
need to make sure that I'mgetting good record, I have good
, reliable data, and so, unlessI have visibility on each status
and it's really quick and easy,so let's, that's.
That's a tangent on one of theways of how does ControlCore
create control or visibilitywhen it comes just to your cards

(43:20):
?
And we do the same thing forbills?
I come from a background wherepaper pushers or pencil pushers,
however you want to describe uswe don't self-perform.
So for us it was reallyimportant to generate clarity
form, so for us it was reallyimportant to generate clarity
around all of our payables.
I think another reallyimportant thing to just people

(43:42):
should know about what we hopefor, our mission.
It's back to some points wemade earlier about relationships
, and I think oftentimes we all.
There's some really awesomepeople in this industry and we
do a really good job of jumpingto conclusions and being wrong
most of the time, and so one ofthe things that I've noticed
over my career is when peopledon't get paid, they

(44:04):
automatically assume that theother person just didn't want to
pay them.
Yeah, it's a personal decision.
Yeah man.
I don't like your face, I'm notpaying you and, man, in reality
it's.
I didn't get your invoice, man,I'm sorry.
So and so those are really likereally kind of silly
communication gaps that shouldbe easier to convey.

(44:26):
So, yeah, like a basic idea isthis hey well, first of all,
however, you want to get me yourbill.
I'm going to make that a littlebit easier for you, but not
only that, but I'll justautomate a quick like
notification I got your bill,it's been notified, it's been
approved, or if it's beenrejected like even more
important.

(44:47):
So just facilitating goodcommunication and like allowing
people to see what's happeningbehind the scenes.
I think that's really good forrelationships.
We can prevent a lot offrustrations by just giving a
little visibility into whereeach person's at put them on the
same page, so to speak.

Speaker 3 (45:05):
Yeah, yeah, we got enough problems.
We don't need an assumption oran oversight to further erode or
add to the stress that we dealwith in our industry.
So you mentioned $100 million.
So do I have to be a $100million general contractor to be
able to get the value out ofControl?

Speaker 2 (45:23):
Corps?
No, that's a good question, andto illustrate that I'll tell
long-winded no, I'm just kidding.
But the smallest user ofcontrol cores I was telling you
before we started is my brother.
He just started hisconstruction company this year
and so he's brand new.
He's just a carpenter out theredoing decks and fireplaces,

(45:44):
whatever.
You know, whatever.
And so he's running on controlcore and he's a really easy,
easy young kid and so he's techdriven and gets a lot of value
at it.
Like he can use it better thanhe can use his QuickBooks online
.
He's bought in, he loves it and, unfortunately for him, he's my
guinea pig.
I test out all of our new stuff.

(46:04):
I'm like, hey, man, we're aboutto release this.
Tell me if everything stopsworking.

Speaker 3 (46:08):
Okay, so broad range, lots of people can, and I got
friends that I think I shouldprobably send y'all's way.

Speaker 2 (46:25):
Oh man, ok, how let's do an over under over under in
terms of time before QuickBooksstarts coming after y'all, I
don't know.
So QuickBooks owns in our space.
Quickbooks has about 65 to 70percent of the market in the
small to medium-sizedconstruction guys.
That makes up about, I think, asolid 10% or 12% of all of
QuickBooks' total business.
It's a big piece of their pie.
The thing is that QuickBookshas had their chance to really

(46:50):
make good constructionaccounting tools.
They're QuickBooks Online.
There's big problems and they'vetried to specifically like they
have the contractor edition.
I believe that they have and Ithink that we actually have used
it.
Quickbooks Desktop is gettingsunset.
They're trying to pusheverybody onto the SaaS model.
They want the residual revenue,so QuickBooks Desktop is going

(47:11):
away.
Quickbooks Online is soincredibly different from
QuickBooks Desktop they'rebarely even recognizable between
the two, and QuickBooks Onlinejust really struggles with job
costing effectively and easily.
It's really complicated to getdown.

(47:32):
You have to go in, you have togo into sales.
You have to create the product.
It's really complicated to getdown.
You have to go in, you have togo into sales.
You have to create the product.
It's really not intuitive.
And then, on top of that, theapproval processes just aren't
project specific.
You're always going to haveworkarounds for your approval
processes and then two.
You'll always or B or C or F, Idon't even know what letter,

(47:52):
alphabet number I'm on that.
The niche of being in theconstruction space and being
project specific means thatyou're reporting mechanisms,
like you said, over under.
Quickbooks doesn't have that.
Quickbooks doesn't have a whipreport.
It's not going to be there.
And if we start making enoughof an impact maybe they'll pay

(48:13):
attention to us.
But honestly I doubt it,because it's very difficult for
that big of a company to pivotthat hard into a vertical and do
it right.
We're small and we'll probablybe small for a very long time.
We'll get a little bit bigger.
Maybe we'll get an employee inhere that can do the bookkeeping
instead, but we can pivot andwe've built this specifically in

(48:36):
our vertical and so once werelease out everything that
we've got on the agenda, there'sno reason for a contractor to
use QuickBooks, and we say thatboldly and probably foolishly,
but that's our vision and that'sour goal.

Speaker 3 (48:50):
Oh man.
Well, I'm going to be rootingfor them to be coming after
y'all sooner than later, becausethat'll be a good sign.
That means you're taking marketshare right.
That's what they're going topay attention to you.

Speaker 1 (49:00):
I don't think we're doing anything that's new, like
no one's going to be surprisedby a construction accounting
product that tries to reallyfacilitate job costing or really
helps people automate thegeneration of a web manages lean
labor.
so it's kind of like when I getmad at my kids, I'm like you
shouldn't be surprised.

(49:21):
I told you this was, I think,quickbooks.
They know what a contractorneeds, and I guess, like maybe
we got differences opinion abouthow to do it.
I think so that's one otherthought.
I don't you know, like, whetherthey want to do something.
I think so that's one otherthought.
I don't you know, like, whetherthey want to do something about
it or not.
I kind of feel like they chosenot to so.
And then my other thought is islike the true solution that

(49:44):
we're trying to produce is a lotbigger than just accounting.
If you look at, like, the lifecycle of a bill, when does a
bill really come to life?
Well, it becomes to life whenyou write a contract and I
establish a schedule of values,and then what really actually
happened before that contractusually was a bid.
So if I really want to approvemy billing experience over here,

(50:06):
you might want to think aboutapproving the bidding experience
all the way over here and seehow that flows all the way
through to your bill.
And so there's a reallyexpansive perspective that we
maintain that, like most issues,if you really want to find a
good solution, you have to traceit back to its origin.

(50:28):
So I know that if I had areally complete bid, that bid
would easily convert to a good,clean contract with a clean
schedule of values and thatclean schedule of values would
then set me up for a really good, clean billing experience.
So we're down here, we startedon bills, I know, and we're
working our way upstream, and Ithink that's just crazy enough

(50:52):
and arrogant enough, or whateveryou want to call it that maybe
people don't want to touch thatRight, but for me it's.
I don't know how you don't andsay that it's a real solution.

Speaker 3 (51:02):
So yeah, I think the difference is it's like part of
the work that I do.
I try to help people get out ofthe habit of swatting symptoms.
Let's go upstream, because thisproblem did not originate here,
it surfaced here, it put outthe fire here.
And let's go further upstreamand find out what's contributed

(51:23):
Like where did this start andredesign the system around that
so that this doesn't happenanymore.
Right and so well.
Let's start with the billing,because that's going to
alleviate a lot of pain.
But you're not going to stopthere.
You're going to continue goingfurther upstream to say let's
kill this bad boy all the way atthe beginning, so that it's a
no brainer for lack of a betterterm to use this thing, because

(51:47):
it's going to carry me throughthe life cycle of the project.

Speaker 2 (51:51):
Nailed it.
That's it.
I think that you just createdour, you just made our slogan 10
.

Speaker 3 (51:59):
Well, good, so two more questions.
I got one easy one, and then Igot one that's not so easy.
What does this all have to dowith your podcast?

Speaker 2 (52:09):
Yeah, yeah, well, as you can see Is that the easy one
or the hard one, I don't-.

Speaker 3 (52:14):
That's the easy one.

Speaker 2 (52:15):
That's an easy one, jd, and I just love to hear
ourselves talk.
I hate you I assume, then, thatyou like to hear me talk.
So, we want to do a podcast thathighlights we want to bring
professionals just like just theexact same way that you're
doing it and talk aboutspecifically the financial
aspect of the constructionindustry, some of the things

(52:40):
that have really been hard andmistakes that we have made as a
general contractor and mistakesthat they have made.
We want to just highlight someof the problems, like mistakes
that we're making as an industry, but also just like things that
have been imposed upon us, likewhen we think about some of the
complexities to constructionfinance.

(53:00):
A lot of that has been imposedupon us by lawyers and bankers,
and so there's a lot ofconversation to have and we need
to let the lawyers and thebankers come and have
conversations and tell us whythey do it the way they do.
But there's just a lot ofopportunity for us to make
discussion and make people likeone feel heard or seen that
they're not the only ones in theindustry that struggle to keep

(53:24):
their financial records straightLike everybody does.
No, nobody does it very well,and if they do, then they're
probably not telling the truth.
Yeah, that's not true.

Speaker 1 (53:32):
I do a great job.
Yeah, JD does a great job.

Speaker 2 (53:36):
But and then too I also want to help I don't know
if dispel barriers, but I alsoreally am passionate about
helping technology andconstruction kind of reconcile
their opinions of each other.
I don't think people are quickto say, oh, construction people

(54:03):
aren't, you know, don't liketechnology.
I'm hesitant to believe that orthink that.
I just think that there areprocesses that the technology
industry takes for granted thatthe construction industry hasn't
been exposed to very much, andthen, vice versa, the
construction industry hasprocesses and has things that
the tech space can't even dreamof.
It's so messy and complicated,and so there just needs to be a

(54:26):
little bit more of anunderstanding about folks that
decide to bridge the gap betweenthe two.
We'll have technology expertscome on and have conversations
what it's like to build a techcompany and why we do things the
way we do and then we'll haveconstruction folks come on that
say you know, this is what we doto implement technology and it

(54:46):
works for us, or it doesn't workfor us.
Obviously, the financialcomponent as well.

Speaker 1 (54:51):
Awesome, very altruistic of you, brian oh.
Is there not?
The financial component as well?
Awesome, very altruistic of you, brian oh, is there not?
I just I agree with everything.
No, my, my other thought is thisthat there's a lot of options
right now, like for people thatneed to buy technology, like we
feel the need, but how do youfeel confident about your choice

(55:13):
?
And so I think that in ourindustry, we make a lot of
purchasing decisions based offof relationships.
If I can trust you, I think I'mwilling to contract.
If your price is okay.
We got to pass that barrier but, more than anything, I need to
believe that you can deliver theoutcome that I hired you to

(55:37):
deliver, and that's really hardto know.
I think, with technology, tojust get to know us as the
creators, the designers, thepeople behind the product,

(56:00):
behind the technology, behindservices, to at least give them
one other data point to evaluatewhether or not we're a good
decision.
I think that's important toknow what our motives are, our
workflows, and hopefully we canget into that in the podcast and
help people feel confidentabout an investment, because
adopting a accounting platformand migrating and that's a huge
decision to make like without asmany inputs as possible, like

(56:23):
having another kid, so close.

Speaker 2 (56:27):
I bet you, jesse, that you've probably experienced
that same build in confidencelike with this that you're doing
, like folks can see that you'renot just another consultant or
whatever, like you've actuallygot chops to earn in a
relationship.

Speaker 3 (56:44):
Yes, and it was by accident, right.
Like I started the podcast fouryears ago because I needed an
outlet.
Right, we were on lockdown andmy job said figure out how to do
your job from home, and I wasused to flying around the
country five nights a week, likeit was like what else am I
supposed to do?
Anyhow, fast forward, what Idiscovered was it gives me the

(57:10):
opportunity, or it's a venue forpeople to experience me and
understand whether they like myflavor or not.
I'm pretty casual.
I like to have fun, I'm goingto say crazy stuff and if they
need somebody, you know prim andproper, I'm not your guy and
you know that.
You know that if you listen toany of my stuff and a lot of the

(57:31):
clients I get is like man, wewant you because the way you
carry yourself is going toresonate with our people in the
field, and that's our biggestproblem with consultants.
I'm like I didn't know that atfirst and it was like oh my God,
I need to.
So every now and then and Ithink we talked about this,
brian, but just in case anyaspiring podcasters out there,

(57:51):
I'll go and cut clips becauseevery now and then I'll say
something smart and I'll cutthat clip out and I post that
bad boy on LinkedIn andeverything else to again to help
people get a flavor for whatthey're going to be dealing with
.
And that may you know againonce in a while.
That's a smart thing andthey'll think I got some kind of
chops and I can bring somevalue.

(58:12):
And so I believe a percenty'all need to do it, not just
because of like the value I knowthere's a whole lot of like
personal growth that comes fromit because if you get into
editing it, you'll startlearning how you speak.
It'll help you because of therepetition You'll get learn how
to get clearer, faster, aboutcommunicating your ideas, about

(58:34):
answering questions.
It's a huge personaldevelopment tool that a lot of
people don't talk about.
But kind of.
I said it at the beginning and Ithink mission accomplished.
Bryant, you and I got to hangout in person, even dance a
little bit, and I'm like you'relike a really freaking cool dude
that I'd love to hang out withand just chill.

(58:54):
Clearly you're going to have tobe you don't surround yourself
with scrubs.
You said, well, I want to bringJD to come on, let's do it.
And so yes to JD's point likeit's going to help you build
relationships with people, and Ihope I know some of the clips
that we're going to be cuttingout of this gives me the
opportunity to say, hey, here'ssome like real freaking people

(59:17):
that really give a damn.
They are also building an appor building a software solution
for the construction business,because I think that, again,
talking about QuickBooks andwhat there may be ignoring or
missing, I think developers andfounders are missing that too.
They're pushing their productand nobody knows the human
beings behind the product, andone at a time.

(59:39):
The question is this what isthe promise you are intended to
be?
What is the promise?

Speaker 2 (59:44):
Yes, we are.

Speaker 3 (59:44):
Repeat that last part .

Speaker 1 (01:00:16):
Yeah, what is the promise you?

Speaker 2 (01:00:17):
are intended to be Never heard.
That quote we are intended tobe.
What is the promise?
We are intended to be Controlcore as an individual.

Speaker 1 (01:00:21):
Individual.
Oh, I know this one, then Comeon.
Well, and maybe, if it's not,if I'm not answering it.
But I guess the way I interpretthat question is is, when I
hear promise, I think of likeguarantees, consistency,
whatever, like you can count onthis and then intended to be

(01:00:41):
like with me at a core, I hope,or I can promise or I intend to
be the same person wherever I'mat, like it doesn't matter if
I'm at church or at work or in aditch or hunting or playing
sports, like I just hope to bethe same person wherever I'm at.

(01:01:03):
So I don't know if that answersthe question.

Speaker 3 (01:01:06):
Yes, solid answer, hell yes.
What it made me think of is thetime in my life that I couldn't
be that Like I was a.
I was a fake.
I was a flake fraud posereverywhere I went, and so for
somebody to aspire to that to,for some of us that ain't an
easy thing.
So phenomenal answer, thank you.

Speaker 2 (01:01:28):
No, it's good, and I won't even try to top it.
I just think that I know I wasgoing to top it, so I was going
to do something way better thanyours, you should.
Yeah, I'd be proud of you, thepromise that I am intended to be
, and this goes for me.
This is a deeper religiousquestion for me, but my promise

(01:01:57):
that I will always respect andlove my fellow man is like, in
the simplest way that I can sayit and have a lot of as much
charity as I can for for thepeople around me.

Speaker 1 (01:02:05):
Brian's good at that.
I'm a little bit more open tobeing a little more offensive at
times, but we make sure we gotBrian here to balance it out.
He does a good job.

Speaker 3 (01:02:19):
I think both of y'all are freaking awesome man.
Did y'all have a good time?

Speaker 2 (01:02:23):
Yeah, jesse, like I say, I can't thank you enough
for being a mentor in this spacefor a very short amount of time
that you and I have known eachother.
I feel like you've taken,you've made some serious efforts
to like help us along, so Ireally appreciate it.

Speaker 3 (01:02:40):
You're awesome man.
Thank you guys for your time.

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