From Ministry to Roofing: Juan Curling's Entrepreneurial Journey

Episode Transcript
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Speaker 1 (00:07):
all right, we've got a special guest on the limitless
roofing show today, mr juancurling.
Juan, thanks for joining us,man thank you, dylan, for the
invite.

Speaker 2 (00:15):
Looking forward to talking a little bit about uh
roofing and business and justsharing a little bit yeah, for
sure I.

Speaker 1 (00:23):
it's one of my favorite things to just sit down
with with members of group theLimitless Roofing Group and Talk
Shop.
And you've got an interestingbackground as a minister, you
know, preaching in churches,doing ministry work and also
being an entrepreneur.
And you've got a unique thingabout your business that I think
a lot of the companies in ourgroup don't have, which is such

(00:43):
a strong retail sales presence.
So we're just going to get intoall of it, but before we do
that, just share a little bitabout your background.
Who is Juan Curling and what'syour company?

Speaker 2 (00:56):
Juan, I was born at a very young age in Mexico.
My parents were missionariesdown there and I was born in
Monterey, which is about two anda half hours south of McAllen
or south southwest.
And yeah well, I moved to theborder.
When I was five or six, mymother got cancer and was

(01:18):
passing kidney stones and havingall kinds of health issues.
We lived on the side of amountain, no running water.
No, you know, we did haveelectricity but no running water
.
We drank at a well, had anouthouse type thing, and so we
moved up to America, had airconditioning and my parents
never left, you know.
They got there, started.
My mother started tutoring somechildren who were their parents

(01:41):
, are church planters in Mexicoand they're coming back and
they're falling behind on theireducation.
And they said you know, hermanaMaria, would you, would you
tutor my daughter, can you helpher get caught up in physics or
whatever?
And before we knew it, she had18 kids coming over to the house
in the evenings being tutored.
And my mom said, maybe this iswhat the Lord brought us out of
Mexico was to start a school tohelp disciple and train young

(02:05):
Christian kids.
And so in 1987, they started alittle school, macedonian
Christian Academy, primarilyunderprivileged kids.
That ran for 10 years.
My mother got diagnosed withcancer in 1994.
It went into remission and cameback again in 1996.
My dad missionary he was acardiovascular surgeon, a

(02:25):
general practitioner, a dentist,a pilot, he's just a brainiac
kind of guy and came in the roomand said, hey, your mom's got
cancer.
The doctor said it's not goingto get better and this isn't
what I signed up for.
I'm heading out.
Please don't try to look for me, don't try to find me, I'm just
starting over and you guysaren't involved.
And he left and so I was 16.

(02:46):
My brother, santiago, was 18and he had just gone to college
and I became the man of the home, you know, all of a sudden.
And so I started taking onservice responsibilities,
leadership at the ministry, andcoached and cleaned and cut the
grass and all the stuff that allof us guys used to do.

(03:07):
There's seven children.
There's Deborah Sarah, sergio,david, santiago, guillermo, juan
.
That's Deborah Sarah, sergio,david Chago, we call him Billy,
and then me, juan.
And yeah, we went from all ofus being in the home within a
matter of a couple of weeks.
My dad left, two brothers wentto college, went to the army,

(03:28):
went to the oil rigs and all ofa sudden it was just me and my
mom.
But God used that time.
He just started allowing me tostep into a leadership role that
I probably was too young, thatnormally wouldn't have had the
opportunity to, and just got tobe the man of the home.
Take my mom to chemotherapy andtake my mom to MD Anderson in
Houston, and my mom would alwayssay leaders don't need to be

(03:51):
asked, leaders don't need to bereminded, and she'd say, hey,
there's your.
Can you pick up your cerealbowl?
Oh yeah, I got it, mom.
Yeah, but leaders don't need tobe reminded.
So she was really good atdiscipling and developing
leaders and it's what she didmasterfully for many years, to
the point that the very firstgroup of people in a little

(04:12):
village in Mexico called RanchoJuarez.
She led five people to JesusChrist.
They put their faith in him andnow those those five have had
children, and those childrenhave had children and they have
started churches, and now it's37 churches throughout Mexico
and even here, one in Dallas.

(04:33):
I'm going to go visit himtomorrow.
One of my aunts has moved toDallas and see the impact of
what good leadership development, good discipleship, good in
mentorship does, and so yeah, sostarted early on.
My mother starts to go downhillphysically.
We have a little school.

(04:54):
All the teachers leave, youknow, kind of resigned at the
end of that year because youknow Dr Bill's gone, mary Jane's
about to die.
Then you find something new.
Dr Bill's gone, mary Jane'sabout to die.
Then he finds something new andthe man doing my mom's funeral
said what are you guys doingwith the school?
So I'm 18.
I'm going back to college andhe goes.

(05:15):
Why don't you guys take it over?
Why don't you run it until Godprovides a new leader?
My brother Chago and I, who wedon't know anything about
running a school we were juststudents in the school, we
played sports and took testsagreed that if God provided
teachers that would work forfree, then that would be a sign
that we were supposed to keepthe school open.

(05:36):
And, just within God's humorand his sovereign providence, he
provided people that came andsaid hey, we're here for a while
, we want to teach and you don'teven have to pay us, we just
want to teach and we want to.
You know we have five yearshere.
Let me.
I want to disciple kids andI've been the administrator of
three schools for 15 years.

(05:58):
You know, can you guys use me?
My husband makes some money,you don't have to pay me.
It was just one thing after theother.
And so the school stayed openand I devoted the early part of
my life to that, to thatministry and working with
orphanages in Mexico, that wehad relationships with,
establishing schools in thoseorphanages, working with church

(06:21):
planters.
That's what he did and my wifeand I right in the middle of
this it's funny because we'retalking about home services,
roofing I was able to go backand forth to school in
Greenville, south Carolina, andmet my wife there, got my degree
there.
I was there off and on for sevenyears and housekeeping is

(06:45):
literally knocking on my doorand will not stop.
They're just no, thank you.
They kept knocking.
I'm like they'll figure it out.
They're not figuring it out,but yeah, so I was able to go
back and forth to school.
I'd come back and stay asemester.
We had mission teams.
I would come down and I wouldtake the mission teams into
Mexico to do ministry work andthen the next semester I'd go to

(07:09):
school and then I'd sit out asemester back and forth and I
had accumulated school debt.
My mom had hospital debt and wewere responsible for this
hospital debt as a 19-year-oldand a 21-year-old and I wanted
to be a missionary but oursupporting churches were like

(07:32):
man with all this debt, youreally should take care of that.
And so I started.
I was working at atelemarketing company selling
Christian books and gifts toChristian bookstores and then I
started my own company with theblessing of my previous owner,
kind of partnering with him andselling a different product.
And then an opportunity came upto work with a company called
Dixie Home Crafters out ofGreenville, south Carolina.

(07:52):
They're on the East Coast.
They were spawned off of Searsthe Sears sales model in home
services vinyl siding windows.
These guys worked there, theirmanagement and they spawned off
and they started Dixie HomeCrafters.
I sold gutters, k-guard gutters.
Got there, they hired me,trained me, 27-page presentation

(08:14):
pitch.
That was the only training I'dever had for sales and the only
training I think I needed.
It was so refined and, as theywould say, you haven't sold as
much as we have.
You don't understand psychologyas much as we do.
Do not change the pitch, justpitch the pitch.
And it was true, an averagecloser.

(08:38):
There was closing at 55% withthat presentation selling,
giving a six-month estimate, anestimate good for six months.
Then of course we would try todeal with all the objections in
the presentation, present theproblem, give the solution,
offer financing and we wouldclose the deal.
And you know, god blessed me andhe allowed me to pay off all of

(09:01):
our debt in 11 months workingthere at that company.
And my deal with God was Lord,as soon as we're out of debt,
we're not going to let moneytempt us as soon as we're out of
debt, we're going to themission field.
And so we thought we would needfour years.
We thought we needed about fouryears of paying off debt and

(09:26):
that gave me time to raisesupport.
So on Sunday, saturday nights,we would go travel to the next
church, speak Sunday morning,sometimes even evening, and then
come back to Greenville and beready for work for my eight or
nine o'clock appointment onMonday.
Now, we did this consistentlyeight or nine o'clock

(09:47):
appointment on Monday, and wedid this consistently.
But God didn't give me fouryears, he gave me 11 months and
we paid off all the debt and wehad only raised $17,500 a year
in support.
But what do you do?
I mean?
I told the church, I told God,if he paid, it's $187,000.
That's a lot of money to payoff.
It's clearly not me and I'vegot a really cool story I'll
share in a minute proving thatit's not me.

(10:07):
But God did that and so if hewanted me to raise $30,000 a
year, he would have given thatto me too, like he's either over
or he's not right.
And so we paid off our lastdebt.
I told my boss that, gave himtwo week notice and said he knew
I was going to be a missionaryand he tried to talk me out of
it and, you know, said, hey, youcan support them with money,

(10:29):
why don't you stay here?
But he let me work for twoweeks and really grind.
And they ran the same model Irun now.
We generate all theappointments and we
departmentalize everything inour company, and so we
departmentalize.
You really good at one thing,you're a master at one thing.
That may be cold calling, itmay be handling a warm lead, it

(10:52):
may be confirming scheduling,closing right.
And then we have projectmanagers that their job is to
manage the project and give thecustomer an excellent experience
, exceptional experience.
And so they were in the samemodel.
So I just kind of copied andpasted what I knew, the only

(11:14):
thing I knew.
You know, I just did what Ilearned there and it's, you know
, it works out fine, it worksout well.
We're trying to get into alittle bit more insurance, which
is a completely different modelthan what I'm used to.
But yeah, so here we are.
As a missionary, I did that for20 years and in 2015, I ended

(11:37):
up starting a little securitycompany on the side.
At that point we had about$22,000 a year annual income as
missionaries, but it wasn'tenough to cover my.
I didn't have health insurance.
I didn't have.
I couldn't take my wife on adate without going in debt on a
credit card, like I.
Just we didn't have the money.
The money, the bank was alwaysempty.
All of our needs were being met.

(11:58):
So God was so faithful and hecontinually showed us that.
You know, whenever there wasneed, he always stepped in and
he promises that.
That's who he is.
He's Jehovah Jireh.
He's our great provider.
So he always did.
But selfish Juan felt like man.
I just need a little more.
I was like Lord.
I just like I, want to be ableto honor my wife.
You know, ephesians talks aboutmen honoring their wives, and

(12:22):
so that our prayers will not behindered and I know what my not
be hindered and I know when myprayer is being hindered how do
I honor my wife through this?
And we don't have medicalinsurance.
We had some trials when we firstgot down there as missionaries.
We wanted to have a baby.
We couldn't have children.
Finally she got pregnant andthen had her baby, jade and
Emmanuel, and he died four hoursafter birth.

(12:43):
No family to speak of, no help,no support, just her in a hot,
dirty, mosquito infestedenvironment, um by herself.
And these look, these thingsadd up on a woman and my wife's
strong.
My wife's a beast.
Very few women can hold acandle to her.
Uh, she's a ladies minister.

(13:05):
She volunteers 20 to 40 hours aweek.
She builds houses.
She builds 12 to 15 houses ayear.
There's her own business.
She runs it.
She's just a beast.
But it was just a very difficulttime in the beginning and so I
was trying to balance 80 hours aweek in ministry, being a
supportive husband and meetingthe needs of as a man.

(13:26):
What am I supposed to be doing?
Where am I missing?
I was missing things.
And so God once again, for thesecond time in my marriage, had
to show me that it wasn't herfault.
Well, it was her fault, but itwasn't her responsibility.
It was my responsibility todeal with the struggles that we
were having.
Was it her responsibility?

(13:46):
It was my responsibility todeal with the struggles that we
were having.
And you know, I believe as aChristian, as a Bible-believing
Christian.
I believe God saves people andhe calls them their church.
And he has this weird analogythat he uses as the husband and
the bride and it represents amarriage, a husband and a wife.
And you know the bride.

(14:06):
And it represents a marriage, ahusband and a wife.
And you know, I lead my wife, Ilove my wife and she respects
and submits to me.
And there's this beautifulthing that happens because we
want it to happen when you dolife that way.
And just as my sin was my fault, but Jesus took the
responsibility of it, he tookthe responsibility of the sin of
his bride, took theresponsibility of it, he took
the responsibility of the sin ofhis bride.

(14:28):
So I'm to take theresponsibility of my wife's sin
and help her through that right.
And we were struggling in amarriage, we were working hard
and it was an exact reflectionof what had happened in our
marriage back when I was workingat a home solutions company.
When I was working there for 11months making all that money,
we went through the exact samething, where she struggled
because I was never around.

(14:49):
I was always working, I wasalways on the phone, I was
always.
I mean, I'm probably like mostof the guys in Limitless right.
We're always working, we'retrying to just get the head
above water and then our wivesare like hey, where's my husband
?
And so he had to teach me ahard lesson when I was 22.

(15:11):
And if we have time, I'll shareit.
And then once again wasteaching me a lesson that he has
a certain way of doing thingsand we get to fit into his
pattern and his plan and ifwe'll just submit to that, that
all things really do work outfor good to those who love him,

(15:31):
who are called according to hispurpose, and we just I just went
after it hard, and one of thethings was just I need three to
500 bucks a month to be able toget health insurance and take my
wife out on a date every week.
And so I started doing alarmmonitoring, security alarm
monitoring and working with acompany called Vivint for the

(15:51):
first couple of months, and thenit changed and then started my
own little company and didn't domuch with it because I didn't
need much out of it.
I just needed, as I was doingmy ministry in the flow, as I
was raising money for theorphanage or for the school, I'd
meet, meeting with businessowners.
I'd say, hey, and by the way,on the side, this has nothing to

(16:11):
do with the ministry who doesyour alarm monitoring?
And I just, you know peoplelike, well, juan, I'd rather
give it to you than somebody Idon't know or some national
company.
And so it was picking upbusiness like that.
And eventually my desire cameto train, teach people how to do
it.
I live in the most impoverishedarea of the United States.
We are the most obese cityMcAllen, texas, you can Google

(16:35):
it, and our two counties of allthe counties in Texas, our two
we've got three counties in thebottom 17 poorest counties in
the country, and so we're justpoor.
We're on the river of Mexicodown by SpaceX Brownsville,
south Padre Island, reynosa,mexico, matamoros, Mexico and on
this side we have McAllen, andso it's poor.

(16:57):
People have bad credit, peoplehave small houses and that's our
market.
But that's where God has calledus to and that's where we
faithfully serve in our ministryand our business ministry.
So that's where we're atGrowing a couple little
businesses and still veryinvolved in our ministries.
It's Macedonian ChristianAcademy.

(17:18):
If anybody wants to donate, godonate.
We're developing Christianleaders every day.
Biggest bang for your buck Ibelieve you can get in ministry.
Planted a church there,redeemer Bible Church.
I'm an elder, I'm a worshippastor there Five pastors and
I'm just one of them and vibrantministry, vibrant church and

(17:42):
growing business.
Frontline is my.
I used to be a full-timemissionary just stopping kids
raising money.
Now I'm a missionary, but I doit by slinging roofs and doing
electrical.
We carry different licenses sowe do different things, but
roofs and spray foam, insulationand electrical is what we do

(18:03):
specialize in.
We still do the alarms as welland yeah, we're just.
I can't believe we get to do it.
We do some now.
We do land development.
My wife and I do that together,so that's the one thing we do
together in business.
We do have a developmentcompany.
We buy a piece of land andsubdivide it and then she'll
build houses on it and she lovesit.
She thinks it's the funnestthing.
She's better than crafting forher.

(18:24):
She just loves it.
She loves it, loves it.
Well, yeah, that's I mean.
In a nutshell, that's wherewe're at.
We have four kids.
Galilee is 17 or she'll be 17this month, brayden is 16.
Mary Jane is 11 and JohnWinston is 10.
They all do music and sports.

(18:45):
My daughter just graduated fromher.
It's called NIS or NSI, soshe's going to A&M University
and College Station on ascholarship with the Corps of
Cadets.
She signed up for the Navy.
She just finished boot camplast week.
She wants to be a helicopterpilot and not a military family.
Never done it.
We support our vets.
We have a nonprofit FrontlineGives Back to Frontline Heroes.

(19:08):
She just came one day and saidhey, I think God wants me to
serve a cause greater thanmyself.
I want structure, I want totravel.
I've always wanted to be ahelicopter pilot.
God wants me to go to the Navyand if we go to battle, people
need to hear about Jesus and Ineed to be there.
That's cool, crazy, to go tobattle.
People need to hear about Jesusand I need to be there.

Speaker 1 (19:28):
That's cool.
Crazy, yeah, totally crazy man.
That's great.
Yeah, you know I haven't gottento have the chance to hear a
lot of your story and uh, by theway, if you see the video get
pixelated, that's just part ofthe Riverside processing.
It'll be crystal clear when wepublish this after we're done.
Throws people off, throws meoff sometimes.
Yeah, that's awesome man.

(19:49):
It's interesting.
When I hear your story aboutyour dad leaving and stuff like
that, I mean we've all, we allhave things we've gone through
that have shaped us the way whowe are today and I always think
about.
I used to go to this Wednesdaymorning men's Bible study for
about 10 years and something.
The Bible teacher he was a, hewas a DTS professor and then he

(20:10):
pastored a church for a whileand he was retired and this is
all he did was lead this Biblestory, the Bible study, and it
was all businessmen and I wasthe youngest guy in there and
most of the guys in there werein their fifties to seventies
and uh, but he would say aphrase repeatedly and the phrase
was God redeems what he allows.
Oh, that's right, that's right.
And he would.

(20:30):
He unpacked the life of Moses,he unpacked the life of Joseph
and it's like, yeah, look at,god allowed all this awful stuff
to happen to Joseph, but it wasall part of this crazy story to
build him up to really ruleover Egypt next to Pharaoh.
That's right part of this crazystory to build him up to really
rule over Egypt next to Pharaoh.
And at the end, when hisbrothers came back, he had the
power and the authority toreally save their whole family.

(20:52):
And anyway, it's just a reallyinteresting way to look at.
You know why did these thingshappen, god?
Because you're loving, you'resupposed to be there to, but
that's the only way he knows.

Speaker 2 (21:04):
It's the only way he knows how to act, dylan.
He doesn't know how to doanything other than loving right
, and so whenever thecircumstances don't look loving
well, then we need to change ourperspective of the
circumstances, because there isno other way that God deals with
Juan Curling than in a loving,caring, what's best for me way.
There just isn't no-transcriptopportunities to where our test,

(21:48):
our faith, is tested, right wedo.
A wife that walks out on you,or a kid that rejects you and
says you know, a businesspartner that lies, cheats,
steals.
I mean, goodness, if we've beenin business long enough.
We just celebrated 10 years,man enough, we just celebrated

(22:09):
10 years.
Um, man, backstabbing, colludingto you know, all that stuff
comes in business and somehowgod is like it's not a surprise
to me, juan, I had this workedout before you were born.
This is just way too see theend result.
And we just, I just trust him.
So it's hard to shake.
It's hard to get shook, youknow I mean it's hard to shake.
It's hard to get shook.
You know I mean it's hard toget shook when it's you and God,
you know, like it's it reallyis.
He's just he's been so kind andso, so merciful to me to allow

(22:33):
me to do the things and have thefamily and the relationships,
the community that we have.
I just I'm indebted, you know.
I just I can't, I can't getover it.
I'm indebted, you know.
I just I can't, I can't getover it.
That's good stuff.

Speaker 1 (22:47):
And so so getting into your roofing business today
.
I know you own a.
You own a few differentbusinesses, but the roofing is
the primary one.
Right that you spend the bulkof your time.

Speaker 2 (22:55):
Yeah, yeah, that's, that's, that's my baby, you know
that's like the one I startedfrom the beginning.

Speaker 1 (23:02):
So tell, so let's get into frontline, cause I know a
little bit about it.
One thing I know that hasgenerated some chatter in our
private chat with our members ishow you guys do retail, the
predominantly retail, and howyou have a call.
You know your call centertactics, your methods, all that,
so so let's get into that.
Like where, where are you guyshoping to land revenue wise this

(23:25):
year and what percentage ofyour business is retail?

Speaker 2 (23:28):
Okay, so last year our percentage of was 98% retail
.
So we did almost no insurance.
So we just don't have.
We're not in a storm marketwhere we're at and really
haven't had a storm in a while.
We did just have one June 12th,but it apparently didn't do

(23:49):
that much.
So, yeah, this year, because ofthe storm that we just had and
some of my ignorance and notknowing how to handle insurance
claims right, oh, I got denied.
I used to just, oh, okay, itgot denied.
Sorry, you know, I've had tolearn and then try to pass that
on and try to get people tolearn that process.

(24:11):
So now we're increasing that.
My goal was to be at 20%insurance this year without
dipping into the retail.
So I wanted to keep our retailup you know, 20% growth and then
add a 20% top line insurancerevenue.
I don't know if we'll hit that.
I think we're going to, I thinkwe will.

(24:32):
I think we will now because wejust got these storms that you
know, fresh storms, as they callit.
I've taken all the classes, I'vegone to seminars, I've learned,
but there's nothing like doingit and hitting the wall and
being like wait, what do I donow?
I need to go research this?

(24:54):
They didn't cover this topicrepair everything in insurance.
So I'm finding myself withdirty gloves and dirty shoes
going in there and learning this.
We just don't have the samenumber of people to pull from
where I'm at of people who knowinsurance.
It just doesn't, it doesn'texist.
You come to Dallas, everybodyknows it.
You go to Missouri, everybodyknows insurance.

(25:15):
Like, that's just, that'sthere's, there are a dime, a
dozen.
We don't.
You know, it's just notsomething that we've we've done.
Also, it's a.

(25:36):
It's a slower game.
I don't think I had the freedomto.
I don't think I could have doneinsurance earlier.
I don't think I could have doneit.
I think the weight would havehurt me too much.
It would have put me out ofbusiness to be able to sell an
alarm today, install it tonightand be funded in the next 24
hours so I could eat.
And so I got used to that modelof like hey, how do we give the
customer the exceptionalexperience?
Well, one thing they would havedone yesterday in almost all

(25:57):
situations.
Right, they don't want to wait.
And so to the point wherethey'll even ask you during the
presentation well, how soon canyou get to it?
Right, that buying question isa big question, I mean that's.
And so being able to addressthat and say you know it depends
, you know, if we can work out adeal today, how soon would you
want it, you know, being able totie it down and close it to be.

(26:20):
So we just kind of taken thatphilosophy of we want to be.
We're not the cheapest, we'reabsolutely the most expensive
roofing company in our area bysignificant margin.
We sell at 50% gross profitmargin.
That's what 100% of our quotesare across everything, except
for our generacs, our electricaldivision.

(26:41):
We can't seem to get up to 50%on sales, but we sell 50% gross
profit margin.
We run on a commission base.
So we do pay a small salary,just a get by advance really,
and then we do a true up at theend of three months.
So, hey, this is what you'regetting paid every week and

(27:02):
we'll tally everything up in 90days and then either you owe me
or I owe you, and that's unique.
I don't know anybody else thatdoes that, but I have found that
it's good for them.
It keeps them hungry even in agood time.
But when it slows down inNovember, october, for us
November, october, decemberslows down significantly because

(27:23):
we do retail sales.
It's not a free roof that justhappens to come ready in
November.
We're doing retail and peoplearen't interested in what I'm
selling or buying roofs or sprayfoam at that time of the year.
Their Facebook feeds areshowing them necklaces and

(27:44):
Christmas parties and eventsthat they need to go to and kids
functions.
So the cost of that marketinggoes up too high to make it
worth it.
So we change our appointmentsetting techniques for those
three months and really givepeople a break.
On my staff, we have 38.
We have 30.

(28:04):
I think we have 40 now, but 38to 40 employees and we're we're
pretty heavy, busy right now andthen we will, lord willing,
slow down and then give them abetter quality life in November,
december, january, while wework on operational things,
institute new things.
If we are going to start a newdivision, we're going to do
something like that.
All that's being implemented inthe slow season, where we have

(28:26):
a little more bandwidth, andthen that's the plan.
At least that's how it's workedin the past.
But we stick with retail rightnow as our primary.
That's our bread and butter.
That's what I feel I cancontrol.
Whether somebody leaves me, itdoesn't matter, I just give
those appointments to my nextrep, like it doesn't affect me
when if all you do is self-genwhich I love self-gen I wish I

(28:51):
could get my people to do moreself-gen.
I've tried everything I can,but I've never been able to
succeed at it.
We attract people that wantbenefits.
We attract people that wantperks and they want longevity.
They don't want to make half amillion dollars this year hey,

(29:12):
if I can make $100,000 to$200,000, that would be
incredible and some security.
And so we attract a differenttype of person down there.
They don't typically have to bebabysat as much.
They don't have to be rah-rah,read, you know, motivated.
We tell them where to be atwhat time, and we hold them

(29:34):
accountable, very accountable,and so we measure and track
everything, from how many timesthe amount of time a lead hits
our system to the time we callthem.
It's called a speed to lead.
We manage that, and let me gothrough the departments real
quick, so it'll make sense.

(29:55):
We have cold callers and theirjob is just to get people
interested.
That's their job.
So they may be at a call center, it could be Facebook messaging
, it could be.
Whatever the case is, I have amarketing team that manages this
.
I own the marketing team, butit's a team that manages this,
and so from the marketing, we goout there and we try to get

(30:16):
people who are interested, andthen that comes in to the
appointment centers.
These people are really good atdealing with objections pivoting
.
And these people are reallygood at dealing with objections
pivoting.
You know, when you offerdifferent products, it can be
tricky because people think, ohgood, you have more to you lose
focus, and focus is better.
Having focus and more objectionhandling is better than having

(30:36):
oh, you're not, okay, what aboutthis?
Oh, what about this?
That never works out.
And so you got to be able tofocus.
And so getting people trained sothey know how to focus, deal
with the objection, deal withthe objection, and then one of
the objection handling is asneaky way of introducing
another product.
Um, you know so to piqueinterest of something like they

(30:57):
don't, they're not interested ina roof, okay, well, when's the
last time you had your atticinspected for your insulation?
Because we'll do that withinthe roof inspection.
Oh, you guys, do, guys do aspray foam?
Oh yeah, that's one of theproducts and those would have to
be really good at it or itdoesn't work.
And then they book appointments, but they get paid for booking
appointments.
So then you end up with a lotof appointments, but then you
need somebody to clean thoseappointments and make sure,

(31:18):
qualify them or disqualify them,and then so you have an
appointment qualifier, and thenthose that get qualified, they
go to a confirmer.
Now, yes, one person could doall of that, but we've just
departmentalized everything, andso you're you'd be good at your
thing and we hold youaccountable to that one thing,
and it is at least, as of rightnow, it seems to have worked for
us.
And so then it goes to theconfirmer.

(31:41):
The confirmer is just houndingthose people and confirming,
making sure it's all set andteed up for the sales rep.
The sales rep's job is to be atthat house 15 minutes early.
That's all we ask.
We don't care about it.
It sounds mean because theyknow I love them.
But I don't care about anyexcuses, I don't care.
You can't have a flat tire, youcan't have a family emergency

(32:02):
like.
Your job is to be at thatappointment 15 minutes before.
Why?
Because you got first.
You take extreme ownership.
That's one of our core values.
But take extreme ownership.
There are people, a whole lineof people behind you that are
depending on you to do your jobright, and showing up 15 minutes
early is just part of it.
Um, if you're late and now you,they have a bad taste and now

(32:23):
you've broken trust.
Or if you can't show up on time, now you're affecting everybody
else's little bonuses andspiffs, and commission and their
paycheck and their, and soeverybody kind of holds each
other accountable on that end.
And it's public information andthere's no nepotism.
If you're an A rep, we have ametrics.
So if you're an A rep, you getthe best leads and you get the

(32:46):
most leads.
You get five appointments a dayperiod and that's it, except
for your day off.
And if you're a B rep, you getany leftovers that may fit, and
then you have a requirement todo certain self-ents.
And if you're a C rep, don'tplan on any appointments.
You come in, you book your ownappointments, you get on the
dialer, you go projectmanagement, walk around projects
and you book your ownappointments and earn your way

(33:08):
back up to a B rep and then wemay give you some.
But they understand.
And so everybody, there's nonepotism.
It's gross profit margin,closing percentage reviews,
five-star reviews.
So where are you at on that?
That puts you up at the top.
If you're not at the top, fixit, don't come to me.
You know there's nothing I cando about it.

(33:29):
At the end of the day, theprocess is what you're
accountable to and not a person.
And so I've been gifted withAshton.
I don't think anybody here hasmet Ashton Maybe Luis has but I
have Ashton.
He just happens to be my nephew, but he's absolutely phenomenal

(33:49):
and he's our sales manager andcall center manager and he holds
people accountable relentlessly.
But he loves them and they knowit, and so he's just out for
their good.
He sets their goals, does theirpips, does their one but he
loves them and they know it, andso he's just out for their good
.
You know he sets their goals,does their pips, does their
one-on-ones, and they set goals.
He's like okay, I'm going tohold you accountable.
Like, can I?
Well, yeah, okay, you gave mepermission, remember, all I'm
doing is just saying why didn'tyou do this yesterday?

(34:20):
And so I've been super blessedto have he's ugly, but he's got
a great personality and a greatspirit, so but he's good, that's
great, but yeah, but, but wetake it serious.
I mean, we, we, we've we'vejust broken it down to a science
and I stole I didn't make upanything, I stole.
Ashton seems to make things up.
Ashton seems to find new waysto improve things.
That where he's creative, um,that's just how his brain works.
He's always trying to fix andfix mine.
I, you know, I've just takenfrom other people and learn, and

(34:41):
so, happily, I give it away.
It's not mine anyways.
I just this is what we do andthis is our six steps, and
knowing it's one thing,implementing it's a very
different thing.
And, yeah, I think that's ourretail side, so I'm hoping we'll
.

Speaker 1 (34:59):
So for your Go ahead, but for your retail business?
You said you have 38 employees.
Are those all W2 employees?

Speaker 2 (35:07):
Yes, they are.
Yeah, so we W2.
There are, there's probably two.
So when we bring in a new and Idon't know if this is, I think
this is legal I'm going to sayit out loud and God, erase it
from the computer.
If it's not, and tell me aboutit.
But when somebody first comes on, we are rather quick to hire.

(35:29):
I'm not as quick to fire as Ishould be, but because our
process says this is, we don'tfire them until this, this, this
, so we give them this pip andthis chant, right.
So the process fires them.
We don't, unless they're drugs,passive drug, you know
something like that.
So, but we're quick to hire andour reason for that is our

(35:53):
mission.
So we have a mission statementthat kind of drives our company.
It's to improve the lives ofour employees, our customers,
our community, with oneexceptional experience after the
other, for the glory of God.
That's our mission, that's howwe, that's why we do, that's why
we do with the products we sell.
That's why we don't sell solaranymore, because it changed a
couple of years back and I don'tthink it's good for people, or

(36:13):
at least you can't run abusiness trying to sell it.
I think people should buy it,but it's so far and few in
between.
How do you live on that?
You know you just can't, in myopinion, in South Texas,
anywhere else I don't know.
So but that mission statementsays, hey, I want to bring

(36:33):
people in here and we dointerview.
We just have a constantinterview process recruiting
training on board, or recruitingonboarding, training and then
retaining.
And so by the time they get tothe retaining their employees,
and when they're in the trainingthey're, they're 1099.
And so we do that for a coupleof different reasons.
They're temporary, they haven'tearned 90% of their income from

(36:58):
me for the year, so that's oneof the caveats.
So they haven't, and so I canput them as a 1099.
They get the majority, they getthe most money they can from
frontline by being a 1099,because I'm not withholding
taxes.
So some people come and theyneed money, like they need work.
What can we do now?
And so to improve their life,to best serve them, I want to

(37:21):
give them the most money I can.
So we put them in that 60 to 90day window.
Once they get past the training,onboarding or the onboarding
training, and they enter theretaining phase, we're just like
, hey, we're retaining andretraining.
That's all we do.
Then we make a choice based ontheir productivity, on their
revenue, what they have earnedthe company and what they have

(37:42):
earned themselves.
Then we settle on a salary.
So everyone's different, and soI've got one that gets a $2,500
a week salary.
I have one that gets a $640 aweek salary, week salary.
There's two very differentsalaries, but one is earning
that every week consistently andhas been, and one is newer and

(38:03):
now they're doing a lot betternow, and so every quarter we
just finished a quarter, sowe'll do what we call a true up
here in a couple of days, on the15th, and says hey, this is the
balance.
You owe me 2,400 bucks, soinstead of $2,500 a week, we're
going to deduct that over thenext 13 weeks.
Now you're going to get $2,400bucks.
So instead of $2,500 a week,we're going to deduct that over
the next 13 weeks.
Now you're going to get $2,400a week or whatever it comes up

(38:27):
to, and we just simply, it justchanges, the goalposts change a
little bit, but it's good forthem.
One of the challenges I hadbeing in the door-to-door world
and now in roofing I think it'seven worse.
I don't know if if it's worse,but it's pretty bad.
Um is, people are desperate formoney, and desperate people
that find money usually make badchoices, and you end up seeing
people with drugs.
Um, now, I'm not in theinsurance world, so that's it's.

(38:49):
I don't see it as much as youguys probably do, or, but people
that have never made more than30 40 thousand dollars a year
and now they're making $100,000,$120,000, they don't know what
to do with their money.
And so everybody that comes in,we do through our interview
process, we're talking abouttheir goals and what their why

(39:10):
is, and where do they seethemselves five years from now.
The majority of entrepreneurialsalespeople minded they're like
I want to have real estate.
Everybody's like I want to bereal estate, grant Cardone, and
so we have a talk track that wecan talk them through.
Hey, then let me show you howthe richest people do it.

(39:31):
You're starting out right.
You're doing sales.
You have to be able to sell,and then you have to learn how
to make a lot of money.
You have to cash.
You have to be able to sell,and then you have to learn how
to make a lot of money.
You have to cash, you have tomake cash flow.
So you need two years of strongcash flow, building your credit
, showing character, that you'reat the same company for a while
, so you're credit worthy.
That's the bank's looking forright.
So, looking for character,credit credit worthiness,

(39:57):
looking for capability, well,I'll help you be capable, you'll
, you know you can help, we'llbuild a house together, or two,
or you can, you know, anytime.
So we always have that going onand so we kind of attract that
group of people that theirvision is to be in in real
estate someday.
And then most people, like likeme, like you, we, we want to do
everything in one day or oneyear.
Like you know, a year from nowI want to be building five more

(40:19):
plexus, and I don't know whosaid it, but most people it's
not original to me but mostpeople overestimate what they
can do in a year but theyunderestimate what they can
accomplish in 10 years.
And so I just tell people say Ilike the whole Ed Milet, you
know Grant Cordone set big,hairy, audacious goals, but but

(40:40):
I prefer realistic goals.
You know the smart method Isaid set a 10 year goal.
What if 10 years from now, youhave, you know, 24 doors?
Would you be upset withyourself.
Would you consider yourself afailure If you did that and
you're like, no, let's set thatgoal.
That's very realistic and andthere's other ways of doing it
faster?
Right, there's, you can, butthis one helps me at frontline

(41:02):
and helps me help you, and it'svery risk averse.
It's very safe way to get there.
But you have to be good atsomething and be good at sales
and roofing.
Know everything there is toknow about roofing and sales and
closing and qualifying and allthat stuff.
And, um, you know, I'm asalesman.
I'm, I feel very salesman-yright now, cause I'm only
talking about the pretty stuff,the good stuff that makes me

(41:23):
look good.
There's so much bad stuff, Ipromise you, there's so much
that we're not going to talkabout.
Um, yeah, I'm trying to.
I think I'm trying too hard tomake my image look good.
I'm just an idiot that that Godis blessed and that we are.
We're doing some things right.
We're doing a lot of stuffwrong.

Speaker 1 (41:38):
I mean, you know, there's a lot of stuff that we
could do better a lot of themembers in our group and are in,
you know, texas, colorado,florida, etc.
It's a lot of storm restorationwork.
So what do you guys do, I guess, like in retail, what do you do
that's so effective?

(41:59):
I mean, how are you able to setbecause and I don't think we
covered it, but what do you,what do you want target to do as
far as annual revenue this year?

Speaker 2 (42:07):
where do you think you'll land our goal in in um
south texas will be eightmillion, so that's our goal so
um, in that market.

Speaker 1 (42:15):
That's a that's a lot of revenue.

Speaker 2 (42:17):
There's nobody there's nobody even close to it.
There's not a single company.
They're not even remotely close.
I mean, we have 1.5 millionpeople.
500,000 of them are illegal,don't have Social Security,
they're temporarily, whatever,out of the million people we
have 61% of the million peoplewe have 61 of the million people

(42:39):
are, are um, are renting.
So we have 49 or, I'm sorry, 39, that are owner occupied.
So of the 39 owner occupied,that's my market, like that's,
that's the market um, so what?

Speaker 1 (42:54):
what is the pit?
I mean, what does the salesprocess look like?
I mean, you've obviously got tooffer financing.

Speaker 2 (43:00):
So are you going to do like a?

Speaker 1 (43:01):
typical financing good, better, best.
That's the only thing.

Speaker 2 (43:03):
Yeah, we do good, better, best we do owns Corning
I'm going to look at GAF, but Ithink we're sick with owns
Corning.
I've looked at a couple otherones ICO.
I've looked up TAMCO, just forwhere we're at.
It just seems that that may bethe right fit for right now.
Um, we are looking at, as youknow, at Dallas and and doing

(43:26):
something up there and thatcompany are currently using GAF
and um, so I'll be exposed tothat, maybe a little better.
Um, what are we doing?
I mean, people need roofs,right, and so we, we, we, we try
to figure out on the marketingside.
Um, here's a plug, okay, orhere's a here's free advice and

(43:47):
no strings attached.
You are not going to succeed inroofing by ever, and this and
you may disagree.
If you do, let's talk about itby buying roofing leads from
anybody out there.
Somebody may say and I'mtalking as a company, an

(44:08):
individual yes, the owneroperator, yes, absolutely, buy
leads, you'll pull it off, youwill pull it off, but it's just
not scalable.
Absolutely, buy leads, you'llpull it off, you will pull it
off, but it's just not scalable.
Having marketing companies thatwill generate leads for you,
run your ads for you, and that Ihave.

(44:33):
I, we spent a million dollarsnine hundred and eighty thousand
dollars on Facebook leads intwo years.
I'm very familiar with howFacebook marketing works.
That's the easy part Me givingDylan McCabe a Facebook lead of
someone who's interested whochecked these boxes and says,
yeah, they're qualified.
That is so easy.
That's not worth paying for.

(44:54):
But people don't know how to doit.
It's not worth paying for, butpeople don't know how to do it,
just like we don't know how towalk.
When you're crawling all thetime as a baby, you're going to
get bumps and bruises, but getup and walk and take care of
that.
I wouldn't do Google Ads bymyself.
Personally, I would not doGoogle Ads.

(45:15):
I would hire somebody else todo that, professional who's very
good at it.
That's all they do.
Google, lsa, local service adsyou do it by yourself.
Facebook you do it by yourself.
Next door you do it by yourself.
Yelp you do it by yourself.
Tiktok by yourself.
Youtube by yourself.
But getting the lead is like theeasiest part.
Self, but getting the lead islike the easiest part.

(45:38):
And so sometimes people thinklike man, I need to, I need, I
need more business, I need moreopportunities because the owner
operator can sell if they get infront of a customer, wouldn't
you agree?
I mean, the owner's there, theycan mess with the margins, they
can make an adjustment, they'relikable, trustworthy, they're
the owner.
But you?
But you move that down twolayers.

(45:58):
Pass your sales manager to asales rep.
Do they have the credibility,the charisma, do they care about
that lead?
The same way, the owner who'sspending the money, cares about
that lead.
Or will there just be anotheropportunity after it?
And I have seen more peoplewaste more money on leads.

(46:18):
So getting the lead is easy.
The money is made on how youhandle that lead.
So we contact every lead 27times in three days until they
answer.
And if they have not notanswered, we have a whole

(46:39):
process that never, ever dropsthe ball.
Right.
We use go high level, use gohigh level.
Um, it never drops the ball.
We, we have a.
I mean we send it back to thecall center and it ends up in
the dialer and now we're callingthem.
That way, we try, try.
We do manually first.
So three times in the morning,three times at lunch, three

(47:00):
times in the evening, threetimes in the morning, three
times at lunch, three times.
We do that three times.
And then it goes to day four.
It goes to the dialer, goes tothe dialer and now it's auto
robo calling them and and wouldyou believe that we never get
anybody upset?
Nobody ever says why are youcalling Like?
Nobody ever says why are youcalling Like?
We've never once had that.

(47:20):
Now we've had somebodyexasperated after.
So what happens is you callthem three times.
I mean, I'm literally showingyou under the hood, guys.
So just shows you knowing it'sone thing, go implement it,
you'd be the rock star.
But three times every time youcontact that person.
So that's a manual effort andneeds to be managed because

(47:43):
people take the path of leastresistance.
So now you need somebodymanaging that person to make
sure they're doing their jobright.
So it's a whole system.
It's not just how can I dobetter getting more facebook
leads or more qualified.
It's a lead coming into thefunnel on the top of the funnel
from Facebook or whatever.
That's just the beginning,Getting them all the way down to
becoming a customer through thedifferent layers.

(48:05):
That's intensive, it takes timeand I don't believe there's
anybody out there who's doing itwell and selling that as a
service.
You got call center people.
You got Jason Scholdeis, yougot call center people, you got
jason shoulder ice, you allthese people that do.
But when you, when I, when I diginto the nuts, I'm like I don't
think I would be able toprofitable with that, like I
don't see how you guys, how youcould do it, unless you do it

(48:27):
in-house, um, but yeah, so we'recontacting them, we're seeing
text messages, they're gettingemail confirmations, um, if we
have the address, that's goingon, that's going on a drive-by
list, like we're somebody'sgoing to drive by that house.
If we have your address,somebody's knocking on your door
like period, multiple timesthis week, like I spent money on
that, um, that money is, if Ido nothing with it, that ends up

(48:51):
being just an expense and lostopportunity cost.
That's somebody's bonus, that'sthat's my family's future, that
like that, means something andeverybody has to understand that
.
And when you have sales repsand you give them leads, they do
not understand that.
The sales reps think you owethem everything you know.
So you're lucky you have me andum, and so understanding the

(49:16):
cost of that, without giving toomuch information as far as how
much you're spending and allthat to the sales rep, they have
to understand that thatappointment costs $300 or $400,
$500.
The appointment that you'resitting at there's a value to it
.
And so when you show up late,when you judge the home and say,
oh, this guy's not going to, orwhen your wife's like, hey, or

(49:38):
husband, my best reps are women.
By the way, my top two reps byfar are killing everybody.
Women.
They're not married, they'resingle moms.
But if they make an excuse like,oh, somebody asked me to go out
and I looked at the house, itwas an hour away.
I was like, ah, it's probably aone-legger.
They look for a reason not togo, especially when their

(50:00):
pockets are full.
They look for a reason.
They look for convenience, butconvenience is expensive.
And so our thing is if we bookan appointment for you, we own
you.
You're a W-2.
We do nine o'clock, 11 o'clock,one o'clock, 3 o'clock and 5
o'clock.
I'm sorry, I lied.
We do 10 o'clock.

(50:20):
We do 10 o'clock, 12, 2, 4, 6.
Those are the five slots thatwe put on the calendar and we
expect everybody to be on calland we assign the appointments
the night before for theconfirmed and then throughout
the day, so they don't reallyknow where they're going to be
that afternoon, or if they'regoing to have an appointment and

(50:41):
if we need them for a same dayappointment, because we try to
always fill in the gaps withsame day appointments like, oh
well, there wasn't anything onthe appointment, so I was going
to like you can't, you're on theclock.
We pay you weekly to be on theclock, and so we call a salary
plus commission and it equals upto 8% on company leads, 10% on

(51:05):
self-gens, and then we giveincentives and bonuses on
quarterly.
So they keep plugging away.
I don't have that figured out.
There's people that do itbetter than me.
That's just the way we havefound.
It seems to make sense.
And remember, we give somebenefits and perks to our
employees In addition to that.
They get a company vehicle,they get, you know, ipad and

(51:25):
stuff like that.

Speaker 1 (51:27):
But you basically have, you've got your sales team
and then you've you've reallygot your own call center.
Yes, you've got leads coming inand then you've got the call
center confirming these leads,setting the appointments,
following everything, gettingeverything teed up right.

Speaker 2 (51:40):
Yeah, so I separate them differently.
So a call center is more like aFacebook ad.
That's just, that's a cold call, that's a cold lead, that's top
of funnel.
Even though they are booking anappointment, it's still very
low quality appointment.
And then you have the BDC, thebusiness development center.
The B is getting off.
Hey guys, just quit sendingjunk.

(52:26):
So they, you know there's a,there's a give and take there.
So yeah, the BDC handlesrehashing.
So any lead that comes in willeventually be rehashed in some
way multiple times.
And so that's in the BDCdepartment and the call center
is purely cold calling.
They don't get to talk tosomebody who's interested.

(52:46):
Their job is to find that,uncover that stone and find the
person that is interested andthey should book.
They would tell you eight to 10a day, but by the time it makes
it through our process it endsup with about 4 to 6 a day for
the call center guys.
So that's kind of the numbersthat we're seeing, and then

(53:12):
those are the least likely toshow up when you show up to the
home.
I mean, I'm looking forward torunning my call center in the
other markets.
We haven't, just because wewere really trying to dial
things in and we already haveenough data to know.
You know, compare things to,but but if we book an
appointment on any platform inany way, for every 10

(53:35):
appointments we book, we'll havenine of them cancel or no show
and we'll have one show up.
So one out of 10.
Yeah, we have the worst.
It's the worst ratio.
It is the worst place to dobusiness, I promise you.

Speaker 1 (53:49):
But you've got the call and the bulk of your leads
are coming in through Facebookads, right?

Speaker 2 (53:55):
Facebook, Google, TikTok yeah, we do all platforms
.
Yeah, I don't think there's anysources that we don't tap into
yard signs.

Speaker 1 (54:07):
So you've got a top of the funnel, you've got leads
coming in, um, and you have yourpeople calling confirming,
setting the appointment, allthat stuff.
And then what does it look likewhen your salesperson goes to
the door and they show up 15minutes early?
Is there something specialabout it?
Is there, you know?
Cause I know you mentioned yourclose rates almost 70%.

Speaker 2 (54:20):
Yeah, 70, I think it's 71.9.
Um, or last month's was 71.9.
Um, and that's that's combiningtwo different products with
spray foam and spray foam, weactually close higher.
We're at like 83% closing ratio.
And then our roofing we'reactually at like 62% or
something like that, for justroofing, which is phenomenal,

(54:41):
which is absolutely phenomenal.
And yes, is there a secret sauce?
Maybe, but it's all writtendown.
We have a plan, we have thepre-check.
Before you ever show up to thehouse, there's certain things
you should have already done.
You should know, right.
So you're not showing up to thehouse and be like, oh wow, nice

(55:02):
house, what's their name?
Like that's sloppy, and you'refailing the process, you're
failing yourself if you do that.
So even before that, right, wetalk about preparedness.
So preparation yourappointments for the next day
starts the night before.
It does not start the daybefore, the day of.
And so, well, I don't knowwhere I'm going to be.

(55:22):
You don't have to be, but youbetter have a fully charged
phone, you better have a fullycharged iPad, you better have a
battery pack, you better haveyour business cards.
You better be ready the nightbefore.
So when you leave in themorning, hey, you check the
boxes.
You have your morningappointment.
Get on Google Earth or GoogleStreets and walk the streets,
look down the street.

(55:43):
What's in the neighborhood?
Are they all the same age, newneighborhood, old neighborhood?
Man, you may say, hey, I'mgoing to get there an hour early
, I'm going to go put my sign.
We have them put a sign in thesubdivision.
When they get there, go put thesign in the yard.
Uh, and I'm sorry, at the atthe stop sign, the entrance of
the subdivision, put a sign andthen they drive around and

(56:06):
they're going to see people thatneed roofs.
So, prospect, right, go.
Prospect, get your 10, get your10 leads.
Um and so that happens startsthe night before we

(56:36):
no-transcript Preparing, goingover your flashcards, like take
a shower, go over yourflashcards, go over all your
objections.
Never be not ready right.
And then show up early to thehome, do your inspection, make
sure you're there on time.
By getting there early you'llbe on time.
You'll see what are theydriving?

(56:57):
Are they just pulling in?
Is nobody there yet?
Get a feel, get comfortable, getyour stuff in order, make sure
it's on your lap, ready to getout when you park.
You're not opening the door inthe back seat, shuffling through
your box to get your craptogether first down the street.
Pull up, slam your door sopeople can hear your door slam.

(57:19):
You want neighbors looking atyou?
What the heck?
Put your cone out.
Let them know you're a rooferand you're here to do business
with their neighbor.
Grab your stuff off your lap,walk up to the door, smile.
They're looking at you on thesecameras.
Right, they're looking at you.
Somebody's looking at you.
You're being recorded.
So smile, look confident, walkup, knock.

(57:40):
When they open the door, whatdo you say?
Better say this this way.
This is how we do it every time.
Ask them if you're okay to beparked right there.
Is that okay if I park there?
Great, did Gian tell you whatto expect and kind of set
expectations for today?
Excellent, so you're stillgoing to available both to be
for 45 minutes to an hour.
I just want to make sure we haveenough time to do everything
thoroughly, get all these thingsdone there.

(58:01):
It sounds so simple and for theperson that's never done it
before, they're like oh, that'sgood, that's smart, but all
we're doing is covering our buttbecause 30 minutes later
someone's going to say oh, I'msorry, I got to go be here an
hour.
You know what I'm saying.
So all that's pre.
We call it pre-framing.
We're pre-framing them thewhole time.
We're letting them know what'sup, yep, and I'll show you that.

(58:25):
When I get inside to the kitchentable, I'll show you what I'm
talking about, the differentshingles.
I'm letting them know we'regoing to be doing business at
your kitchen table.
I'm saying that over and over.
I'm identifying problems, I'mintroducing them to problems,
I'm solving problems through mywalk around.
That's our step two.
So we're doing an exteriorinspection, asking the questions

(58:46):
oh, have you guys gotten bids?
Have you had anybody look atthis yet?
I'm trying to gather all thisinformation out up front.
I need to know this before Igive you my presentation.
And you throw that objection atthe end oh well, we got other
guys coming out to give us bids,right?
So the sales process, I believe, is a masterful conglomeration

(59:09):
of solving problems, tying themdown so you can hold them
accountable at the end.
And if you do it right whichsomething I don't like about
chuck toki and I love chucktoki's training, that I like to
him, but something I don't likeabout you get a lot of like.
How do you handle objections atthe end.

(59:30):
That's kind of the sellingpoint.
My philosophy is don't getobjections at the end.
So we want to.
We want to story, sell all theway through.
When we get to the end, thereis no objection.
Like it's a very I call it aspiral close.
I want to.
I want to be so smooth.
And so at the end, where they'vealready answered your questions

(59:52):
, you've pre-closed them, you'vetied them down, there's just
nothing left for them to say butlike, yeah, I mean we'd have to
finance it.
Great, $248 a month of work foryou, or would you rather do the
$500 plan?
No, it'd have to be 248.
Cool, let's see if we can getyou approved and build your file
up.
Can you get me your businesscard or your driver's license

(01:00:13):
real quick?
And like, oh, yeah, well, we'rekind of gonna do under her name
.
Okay, no problem, let me getboth of them, just so I have it.
And then you go into the, thewarm down.
So I think there's all kinds ofways and there's people out
there that's so much better thanme.
Um, I just I think I'm alwayslooking to improve and make

(01:00:33):
things, you know I, but I thinkwe've kind of dialed it in to
our whole process.
Everything's in writing.
We've had a, we built it out,so our prospecting is in writing
, our direct marketing is inwriting.
We have, you know, that waslike 37 pages and all its
objections that you're going toget.
You have call center manuals,you have door to door manuals,

(01:00:56):
appointment setting manuals, youhave the closing and so the
presentation manual, and thenyou have your closing rebuttals,
right, all these things, and soit's taking a lot of time,
right?
I guess they call that I canjust put, put any company into
it, like I don't do this and andmaybe one day God will allow me

(01:01:21):
to partner all over the place,but using this method that that
seems to work, at least in SouthTexas.

Speaker 1 (01:01:31):
So but yeah, I mean, you can't argue with a process
driven business.
Yeah, that's great.

Speaker 2 (01:01:36):
Yeah, but the process is.
It's a six step process andwe're going through it.
It's a dog and pony show.
We do not.
We sell nothing on quotes, likenothing on quotes, nothing at
all, in fact.
For years I use a piece of paper, I mean literally.
I wouldn't even use any type ofpresentation tool.
That's me.

(01:01:56):
But I learned that I wasselling on personality.
I learned that that wasn't aduplicatable process and I
wanted to sell to the 40%.
In the middle of the 100%, theaverage person needed to be able
to be successful at 50%.
So how do we get the averageperson closing at 50%?
And because if you're going tospend, spend money on marketing,

(01:02:18):
you can't sell it.
No, 30, 40%, I mean 30, 35%gross profit margin.
You can't do it or you won'thave any money left over.
You you're, you know, you gotta.
You have to add that to theprice and you have to give equal
value.
So you're going to.
You can't just charge more,just to charge more, to charge
more.
Justify it by giving bettervalue too, right.
And so they're getting a lotmore when they do business with

(01:02:39):
you, and included in that is hey, you call, you have customer
service, we answer our calls.
Right, we have our core valuesand we go through those with
them and talk about that.
So, yeah, are we going to bemore expensive than chucking a
truck?
Absolutely, yeah, for sure.
I mean you can always findsomething cheaper, but why would
you want to use them?

(01:02:59):
They're going to be out ofbusiness in five years.
I mean that's what the?
SBA says, you know, 96% ofroofing contractors go out of
business, 96% within five years.
And so, okay, that's an examplefor those that don't know what
like a tie down is.
So a tie down is, um, let meask you a question do google
reviews matter to you, and whatdo you think a homeowner is

(01:03:22):
going to say?
Of course, of course.
How many of them do you thinkchecked google reviews before
you showed up to the house?
If they're doing facebook, noneif they're doing if you, if, if
they came to you on Google,they came to you through Google,
they saw your reviews.
If they came to you throughTikTok, youtube, those are

(01:03:42):
reactionary ads.
Those are like oh well, I like10% off, or man, you know what I
just got my electric bill.
It's reactionary.
They never even looked onGoogle, but they'll use that as
an objection at the end, andthen you're trying to fight at

(01:04:02):
the end.
So a tie-down would be you knowgoogle reviews matter.
Oh, yeah, they matter great.
Did you notice how high?
You know how many reviews?
We have over 400 five-stargoogle reviews.
Now, if you're picking a companyand you have five people coming
out, would you rather have acompany that's 500 of your
neighbors, not people, not 500of your neighbors that have said
these guys are five-star, usethem, don't use anybody else.
Or would you rather have theguy over here that has 15

(01:04:25):
five-star reviews, his sister,cousin, his employee, or the guy
that has three-star review?
Well, of course that, excellent.
So now you use that as a tiedown at the end.
Well, we're going to getreviews.
Well, of course that, excellent.
So now you use that as a tiedown at the end.
Well, we're going to get reviews.
Well, who are you going to gowith?
Nobody else has 400 five-starreviews, and you already said
the company you're going tochoose to do business with the

(01:04:47):
reviews matter.
You also said that you don'twant to do business with
somebody who's been in businesslonger than five years
Frontline's 10 years and soyou're tying them down.
So at the end, they've alreadyanswered that and they can't
bring that up to you.
There was a book calledTorching Objections that taught
me that's an old book, I don'teven know who wrote it, but get

(01:05:08):
rid of the objections beforethey ever come up, and that you
do that with what's called a tiedown.
I'm sure chat GPT can explainwhat a tie down is, but, um, you
know, google review would be atie down.
Um, you know anyways.

Speaker 1 (01:05:22):
Yeah, that's interesting.
We were, you know, I was in umhealthcare sales before getting
into roofing and we were sellinginner.
I was selling enterprise levelhealthcare software, you know.
So think like CRM for thebusiness, but for health care.
So, yeah, yep, a lot moremoving parts, hippocompliant,
and everybody from the doctor tothe nurse to the scheduler, all

(01:05:42):
using the same platform.
And so our sales process wasjust like that, where you're
dealing with objections theentire way, you know.
Hey, tell me about how you dothis in your office.
Now, okay, this is how youwould do it here, and this is
what we found.
We were, you know, in constantlyexposing pain points.

(01:06:04):
How are you, you know?
So when I got into roofingsales, that's just what I knew,
right.
And so so, miller, let me loose.
I mean, he drove around with mefor a couple of weeks and then
kind of let me loose.
And so I'm talking to homeownersand saying you know, have you
worked with a roofer before?
Okay, what, what did they dofor you?
What did you expect?

(01:06:24):
Well, did they do this, didthey do this, did they do this,
did they do this?
And I, you know, not trying to,but creating this scenario
where they start to freak outlike well, like right, you know
what are we supposed toexperience?
What is the roof?
We're supposed to tell us.
What does a good roof systemlook like?
You know, I didn't even know toask how long the crews had been
with the company, or how longanyway.

(01:06:45):
So my whole process was veryconsultative, but also kind of
saying, hey, whoever you use,make sure these 25 boxes are
checked in your mind so thatyou're at ease and you know you
made a wonderful decision,you're in great hands.
Well, of course, by the end ofthat they're like we want to go
with you, that's right.
That's right.

Speaker 2 (01:07:06):
Bring it down to nothing but price or payment
Price payment or terms, pricepayment or terms's.
That's my sales reps jobs.
They're closers.
We train close.
We have studs, I'm not gonnalie, we have absolute studs that
that can close um, but it's notbecause they're really good at
one little part.
They've.

(01:07:26):
They've gone through thetraining.
I mean we role play every.
I mean every sales meeting.
We have role playing every.
We only do two sales meetings aweek now.
We used to do three In the offseason.
We do one every other week.
Give them a break.
But right now the training it'sall role playing.
It's all.

(01:07:47):
Like you have to know how to dothis comfortably.
You can do it in your sleep.
If you're not waking up yourwife because you're talking in
your sleep, going over rebuttals, then you're not doing it.
Right, man, like they got to doit, they got to jump in, they
got to jump in and believe andit works and it does help.
You come and you see everyone'sstats right.

(01:08:08):
You know, like people justcan't believe it, especially
another company or they comefrom like you know it just
doesn't make sense and I wouldsay, yeah, I'm, I'm, I'm going
to be as helpful as possible.

(01:08:28):
But also, you know, butnobody's coming to my market.
But you know we do manager callsyou we're building.
That homeowner is already beeninteracted with by at least two
other people before the salesrep gets there.
So think about that.
So somebody booked theappointment, they talked to

(01:08:49):
David, the appointment's booked,and then Gian is calling them
and saying hi, this is Gian,and'm going to.
And then the sales rep goes outand while the sales rep is
there, before they leave,whether it's a no-sale or it's
never a no-sale until after themanager call.
But if they're like, hey, mrCurling, I'm just calling, I'm

(01:09:09):
here with Ms Smith and we trainon third-party affirmation and
three-party closings, like andthen we do it and we train on
three third party affirmationand and three party closings,
like there's training for thatand there's role playing for
that.
So when they do the call, theyknow how to go through the
process to identify, you know,recreate the problem, make the
solution, get on their side andthen ask for help.

(01:09:29):
But all of that comes down totraining and you can't do that
unless you're you have a salesmanager who's dedicated to
training, you know.
And the sales manager you'renot going to get until you build
it, so you have to have it.
You know everyone wants to havea sales manager like here, come
put it together for me and I'mlike you're not gonna, no, sales
manager's gonna figure it outfor you.
You get you guys, you gotta puton the dirty shoes and gloves

(01:09:52):
and go figure it out and put itdown on paper with chat gpt.
We just have no excuse anymore.
You know, you can just say somuch of it.
I drove nine hours yesterdayand I just had a.
I had a probably seven hourconversation with chat gpt.
You know, I'm just no kiddingyeah, I mean, I'm just I'm.
I.
I have different.
I have a degree in computerprogramming, and so that's what

(01:10:15):
I went to school for.
And database informationsystems management is honestly a
passion of mine I guess CRMsand so I've built different
counselors, different coaches,business coaches in this, and so
I can have conversations and dowhat-if scenarios and looking

(01:10:35):
at buying a few businesses orpartnering with some different
business owners, and it's reallyhelpful to have that
conversation.
But ChatGPT would do so muchfor you man, so much and
creating the SOPs, even ifthey're not totally accurate.
They're really close, though,to your process.
Get an SOP out, put it intoGoogle Drive.
A lot of people don't know howto do it, but my recommendation

(01:10:57):
for anyone listening is just geta Google, just get an Excel
sheet.
Go make a folder in your GoogleDrive, call it your SOPs.
Go inside the folder, create anExcel, a Google sheet, and then
create another folder that hasdocuments and make these little
SOPs within.

(01:11:19):
I mean, I honestly haven't usedChatGPT for that.
Make an SOP.
Hey, this is what we do.
We unlock the door in themorning at 8 o'clock.
We use the key that's in thelockbox.
In the lockbox, the code isthis.
Make that into an SOP.
Boom, there it is.
And then you get that, downloadit, put it in that folder, name
it the right thing, and thenget the hyperlink.

(01:11:40):
Copy that link, copy the nameof it, go into the Google Sheet
document one, paste that name ofthat document and hyperlink it
back to that document.
Does that make sense?
You know, hyperlink the Googlesheet to the actual document.
So all your SOPs are, you know,categorized, and then you can

(01:12:01):
start putting categories.
Hey, for this document, this isfor, you know, manager, it's
also for, you know, a productionmanager, it's also for janitor.
So who needs it?
You know, filter for janitor.
Here's everything they need.
And so simple, easy, ugly.
I had a business coach once sayhey, body bag, ugly is fine,
like just, but you got to getthem out there.

(01:12:22):
You can't not do it.
You have to have your SOPs.
And if you're scaling too fast,we ran into a problem the SOPs
are changing too fast, becausewe were growing so fast.
We went from six employees to65 employees in nine months, and
so it was like how do you keepup?
How do you keep up?
Every time we create something,it was obsolete.

(01:12:42):
Three days later we were comingup to new problems.
But I think if you're at asteady pace, you already know
what you're doing.
Start creating those SOPs.
Do the same thing with yoursales process record.
We're in the middle right nowdoing frontline university by
just recording everything so wecan um have this huge sop

(01:13:03):
library, essentially um ofeverything.
But I've been saying I've dothat for a year and we're just
now actually doing it.

Speaker 1 (01:13:13):
So shows you how bad I yeah, but you've got your
processes down, you've got atraining program, you've got the
marketing funnel dialed in andwe're.
You know we're surpassing anhour, so I want to wrap it up.
I want to ask one question,which is what would be some
parting and a parting piece ofadvice you have for a lot of the

(01:13:34):
like I said.
A lot of our listeners are inTexas, like Dallas, fort Worth,
florida, colorado.
It's storm markets.
Their revenue is a rollercoaster so they do hiring, then
they do layoffs.
They have a big year, then asmaller year, then a big year.
It's really hard.
So what's a parting piece ofadvice you have for guys that
want to beef up the retail sideof their business?

Speaker 2 (01:13:54):
piece of advice you have for guys that want to beef
up the retail side of theirbusiness.
So if I could go back to thevery beginning, I would have
kept more accurate data.
I think people get into itbecause they're just trying to
survive.
They get a customer but you'retwo years in business and you
can't give me a customer listfrom last year I mean

(01:14:19):
no-transcript, and not evencustomers, a lead list.
Every single person you do ahome show, every name and that
is on.
They need to opt in to yourcommunication platform.
That is huge, because whenthings slow down, you've got

(01:14:40):
this 10,000, 20,000, 30,000 namelist that you can say hey guys,
we're doing a call party,everybody's coming in and we're
going to call and recyclethrough these people.
We gave a quote to somebody twoyears ago.
We did an inspection on thishouse, but now calling him and

(01:15:01):
let's pick.
Hey, let's call for repairs.
But having that source of datawas somebody that already had an
experience with you.
They've already met some naturecompany.
Hopefully it was a positiveexperience.
Every experience should be apositive experience.
Um, every experience should bea positive experience, whether
they buy from you or not.
You should leave there withthem saying, man.

(01:15:23):
I wish I could do business withthem Like I wish they could be
my roofer.
Um, maybe they're too expensive.
Um, and gross profit margin,bro Dylan, no-transcript,

(01:15:58):
everybody else like go go workfor somebody.
Encourage them to go work forsomebody and go be a sales rep.
You'll make so much more moneythan doing what all of us did
and be broke for the first fouror five years.
You know barely barely makingit.
So yeah, I think that do yourjobs with integrity.
Above all, have integrity,reputation matters.

(01:16:21):
We get I can't tell you howmany, how much business we get
now, just because people in mylittle area neck of the woods
wouldn't do business withsomebody else.
You know, like, yes, we'redoing roof, or yes, maybe we did
their generac.
But then when they went sprayfoam and they see an ad from us
like oh, we've.
You know, I just had a guy tellme he took a video.
He was like we had people.

(01:16:41):
I got people knocking my doorsall the time for roofing.
But I remember that you guyssaid you did roofing and so I
told myself if frontline can doit, I'm not having anybody else
do it.
You know, and that isn't great,do right, when no one's looking
, I'll.
I send you my core values.
That's the core value.
That's what I'll tell everybodyto live by.
Like take extreme ownership,even it costs losing money.

(01:17:02):
You know, under promise overdeliver.
Do right when no one's looking.
Do things with integrity.
Like all those things rightUnder promise over deliver.
It's easy to say.
When you have the opportunityto prove it, prove it.
Do it right at all costs.
Do it right and ask for reviewsright.
If you did it, nice for oneperson but nobody knows about it

(01:17:29):
, you're doing yourself aninjustice.
Your future customers deserveto know that you'll do the right
thing.
And so ask the customer for areview.
Hey, I know you don't have todo this.
We put a foot through yourceiling and we did that.
We dropped the ball and I don'tmind, but don't give me
anything less than a five-starreview.
But can you please tell that wemessed up, but we made it right
, because nobody expects it tobe perfect, but they just want

(01:17:50):
to know that we're going to dothe right thing and ask for
those reviews and get thatdocumented.
Um, that's probably more thanone thing, dylan, but that's at
least those things.
Do those things and then, no,that's good stuff.
Serve your wife if you'remarried.
Don't probably don't put yourbusiness before your wife.
Dylan, do we have three minutes?
Can I steal three?
Yeah, go for it.
When I was at dixie homecrafters my first month, I made

(01:18:12):
employee of the month.
They just meant meant to havethe highest closing percentage.
I'm doing this only to get outof debt, so I can be a
missionary.
I have no other, no otherdesires, no other plans.
I just want to be a missionaryand I'm coming in because I'm
the highest closing.
They started giving me moreappointments.
One day I made the best dayI've ever had.
I made $7,500, four for four.
I was the highest closer.

(01:18:34):
I was closing, um, I wasclosing at 75% and I don't
remember what my gross profitwas, but I was doing great.
And I called my wife and likebabe, and this is, you remember
weekends, I'm speaking atchurches.
Okay, we're like the examplehere.
Okay, uh, to to churches, likelook at these missionaries,
great people.
Um, so I'm raising money.

(01:18:56):
And I call my wife and she'slike great, I don't care for it,
good night.
And she hung up the phone andthis was two o'clock in the
morning.
I was driving back from Columbia, south Carolina to Greenville,
south Carolina, on a four hourwindow appointment that started
at eight o'clock and then I wasin the clothes for a long time
and I'm like, lord, what isgoing to happen?
Like how is she going to be amissionary if she doesn't see
when you're providing?
Lord, the woman you gave meright, that's what I was

(01:19:20):
thinking and I was like how arewe supposed to be missionaries?
Lord?
Maybe and forgive me everybody,but this is truth I said maybe,
lord, you should just take herin a car accident, because if

(01:19:41):
you want me to be a missionary,how can I have a wife like that?
And she would be better inheaven with you than on earth
hurting the ministry.
That's how messed up our heartscan get and our flesh can get
and we think stupid things.
Well, on my way home, I listenedto a sermon that night and it
was about choosing to cheat.
Men choose to cheat all thetime, and oftentimes it may not
be with another woman, but it'swith our work or our ministries.
We put our ministry first, weput our work first, we put our
promotion first and we tell themjust hold on.

(01:20:02):
Once we hire the sales manager,it'll be better.
Once we get the new step oncewe get the new associate pastor,
assistant pastor, then my lifewill ease up then and we just
keep doing that to our wivesassistant pastor, then my life
will ease up then and we justkeep doing that to our wives.
And because our wives love usand our children love us,
they'll hold on.
We give them this big heavy potit's not their burden to bear.

(01:20:27):
So extend your arms and justhold it, and they hold it as
long as they can and we, beingmen, keep doing the things that
we think are necessary.
We're getting pats on the backGreat job, juan, and you're
doing great Guys.
Look at him, look what he'sdoing, do as he does.
Right, we're moving forward.
But then eventually they can'thold on and that pot slips
through their hands and theirrelationship shatters.
And I've seen men and womenhusbands and pastors married 25

(01:20:52):
years wife come in and say I'mdone, done, I'm done, I want a
divorce.
And and we tell them, oh, we'llchange now, I promise you.
You said that 10 times.
Nothing ever changes.
And so I went and I went homethat night and I repented.
I repented before god and Irepented to my wife.
So I'm sorry, I'm not honoringyou with this schedule.

(01:21:15):
I know it.
I had to reintroduce myself toher every two or three days.
I went and gave my two weeknotice the next day to my boss
and he asked me why.
I said I'm working six days aweek.
I love it, I know I'm doingwell, but I don't.
I haven't been on a date withmy wife since I've been here six
weeks.
I I haven't had a Saturday togo hiking with her once and I

(01:21:37):
just we're going to get adivorce if I stay and it's not
worth it.
I'm not honoring God becauseI'm not honoring my wife.
And he made an exception thathe didn't make for other people.
He gave me every Thursdayevening off and every other
Saturday off, so Thursday nightso I can take my wife out on a
date.
And he agreed to only give metwo appointments a day, so that
way, some point I would be withmy wife, even if it's between

(01:21:57):
appointments.
I'll drive 30 minutes, youdrive 20, we'll hang out for 45
minutes and then I'll go back.
Let me tell you why I wanted toshare this, because sometimes we
, as business owners, try tofigure it all out.
We use a paper and pen and acalculator and we're doing
profit margin and we're doingclosing percentages and failed
credit rates.
We had an average of a 37%closing a failed credit rate in

(01:22:20):
Greenville, south Carolina.
37%, 10 pitches 3.7 failedcredit.
No sales rep can control that.
No sales rep can control thecredit of the customer that from
that day.
So I my two-week notice.
He told me to stay.
I agreed.
I went on a two-week Christmasvacation that was pre-planned

(01:22:41):
came back December 2nd orJanuary 2nd.
From January 2nd to August 5thmy last day at the company I had
zero failed credits.
Not one customer ever failedcredit again.
Now, god didn't have to do that,but he did.
That's out of my control, nomatter how good I thought I was,

(01:23:02):
no matter what an example myboss was like look at Juan, I
had a 93% close ratio from theday I got back to August 5th and
if God just left it at thatclosing ratio, the people would
say, juan, you're doingsomething that we're not doing.
You know, teach us.
But God in his humor said, yeah, but look at this, nobody's

(01:23:24):
going to fail credit and there'sno controlling that.
I mean, there's just there'snothing you can do.
We tried our darndest to askthe question do you have credit
and like, yeah, we're good, weget there.
And they still felt credit Likewe do everything we can.
Zero percent, not one.
And that was an example in atestament that God said Juan, I

(01:23:45):
want you to do things my way,like I want you to do your part,
but honor me, do it my way, behonest, have integrity.
Don't lie to the customer.
Don't mislead the customer.
Don't answer correctly is thatthe best price you can give?
Don't say yes if it's not.
Say it a different way.
Say it's not, but I want tomake, I want to make profit on

(01:24:05):
it too.
Like there you know, like, doit the god's way and he controls
all the uncontrollables, thethings that are out of reach,
that you can never scheme up aplan big enough, clear enough,
robust enough.
God can't.
And I just I share that,because it's not Juan.
Obviously that doesn't talkabout a talented.

(01:24:27):
I was an idiot, but God's not.
And God took my effort.
He took my two fish and mybread and he fed the five.
He's like let me show you howwe're going to still make more
money.
We made, we made so much money.
It was crazy and paid off allthis debt, and it was.
God made it real clear what hisrole was in the matter and he

(01:24:50):
was in control of everything.
Like I was going to be forpeople who were previous
customers and we didn't have itdocumented.
He was in control of everything.
Like I was going to be forpeople who were previous
customers and we didn't have itdocumented.
That never happened.
Like oh no, I already knowyou're expensive.
Just give me a quote.
And I was like OK, those arethe easy customers.
They already know we're themost expensive gunner out there.
You know, I mean.
And so all that to say guys,you're going to beat yourself up
.
You're going to work too hours,you're going to put your wife

(01:25:12):
on the back burner.
You're going to tell your kidsto hold on.
You're going to show up andjust stop it.
You just got to stop.
You got to commit.
I'm not going to do that.
Don't build your business atsacrifice of that.
Put your, put God first, putyour family second, and and work
fits into there and and don'tgrow if you're not ready to do
that.
If you can't do that, thenyou're not ready for growth.
Then you're not ready forgrowth.

(01:25:33):
You're not ready to take thenext step.
Just raise your rates and makemore money per sale and and stay
devoted to God and your andyour and your wife first.
He'll control it, he'll blessit, I promise.
He doesn't know how not tobless it.
He has to.
So that's that.
We can end on that, dylan,unless there's something else.

Speaker 1 (01:25:51):
I love it, man.
Keep the priorities straightGod first, then family.
I live by that as well.
I think it's a wonderful way toend.
So, man, thanks for being onthe show and for those of you
listening.
If you want to interact withJuan, he's part of our
mastermind and we've created agroup to where we want to
cultivate some interactionbetween our members.
You're welcome to join ourcommunity.

(01:26:14):
So if you want to learn moreabout that, just go to
limitlessroofinggroupcom.
You can join our buying groupfor free and get access to
national rebate programs anddiscounts and all that stuff.
But our community is a paidcommunity.
But if you want to learn moreabout that, just check out our
website and you can connect withguys like Juan.
So, man, thanks again for beingon the show.

(01:26:34):
Really appreciate it.

Speaker 2 (01:26:35):
My pleasure connect with guys like Juan.
So man, thanks again for beingon the show.
Really appreciate it, mypleasure.

Speaker 1 (01:26:38):
Thanks, dylan, god bless you, god bless you guys.
Bye-bye you too, man.
Awesome, that's it, yeah, cool.

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