August 26, 2025 • 27 mins
Andre Jackson's journey from military service to owning a thriving security franchise offers a masterclass in scaling with intention. Drawing from his structured military background, Andre strategically positioned himself for success by working across multiple departments at Signal's corporate office before acquiring his own franchise. This comprehensive understanding of operations became the foundation for his rapid business growth.
What truly distinguishes Andre's approach is his commitment to genuine relationship-building. He implements a structured client onboarding process while maintaining frequent, informal touchpoints that focus not on services but on understanding clients' overall business health. "A lot of the times it's not service-related," Andre explains, "it's just to see how things are going on their side." This partnership mindset has fueled growth through steady referrals while maintaining exceptional service quality.
Andre's team-building philosophy mirrors this intentional approach. Having grown from a small operation to sixteen employees, he emphasizes serving others and maintaining integrity as core values. "When you're trying to intentionally help someone, it removes a lot of the selfish approaches," he shares. This leadership style creates a culture where team members feel valued and understand their contribution to the larger mission of providing peace of mind to communities.
For entrepreneurs struggling with scaling challenges, Andre offers refreshingly practical advice: "Take chances and don't try to do things perfect... don't be afraid to start a rough draft." He advocates starting with one client, mastering that relationship, and then duplicating the process—ensuring quality never suffers during growth. With future plans focused on deepening community involvement through local partnerships, Signal Security under Andre's leadership demonstrates how intentional scaling creates businesses that thrive financially while making meaningful community impact.
Ready to learn more about intentional business scaling? Subscribe to our podcast for more conversations with purpose-driven entrepreneurs who are changing their industries through authentic leadership and strategic growth.
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Episode Transcript
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Speaker 2 (00:16):
Welcome back to Market it with Atma, where we
share the tips, tools andstrategies to help your business
be successful.
Today we're going to talk aboutscaling with intention.
We have owner of Signal ofIrving Arlington here with us
today, Mr Andre Jackson.
Welcome, Andre.
Speaker 1 (00:34):
Hey, good morning.
How are y'all doing?
Speaker 2 (00:36):
I'm doing great, so can you tell us more about what
exactly Signal is and how yougot into this business?
Speaker 1 (00:43):
first, yeah, so Signal is a franchise based
security provider.
We are national, internationaland I am the local operator
owner of the Irving ArlingtonFrisco McKinney Market.
And how I got started is I wasinitially an employee of the
actual home office or corporateoffice.
Speaker 2 (01:04):
Yeah, that's amazing.
So your history was kind ofwithin the same realm.
You wanted to go into security,so you kind of got hired on
there.
Speaker 1 (01:13):
Yeah, and, funny enough, the individual that
hired me was in the army as well.
Speaker 2 (01:18):
Oh okay.
Speaker 1 (01:19):
So he basically like I think he's seen my resume, my
DD-214, and a few other thingsand he kind of took a chance
because initially where Istarted was in recruiting and
okay, I really didn't have anyexperience or background in that
area right, just tryingsomething new, right just the
security.
So I kind of like you know, Ikind of knew what guards do,
what are some strengths thatthey need, and vice versa that's
(01:40):
awesome.
Speaker 2 (01:41):
So you kind of learned the structure from the
military and it was a structuredenvironment you're in.
Speaker 1 (01:46):
Absolutely, I think in the military too, like you
get voluntold for securityVoluntold yeah, it's pretty
common.
Speaker 2 (01:53):
I think every veteran that's listening can honestly
relate to that, because 100%.
Any branch.
You understand that struggle.
So you went from being anemployee to an owner of the
franchise in a fairly shortamount of time.
So how long had you been anemployee for the company before
you took on that ownership role?
Speaker 1 (02:14):
So I would say around two and a half years, and I
think you know there was anopportunity that opened up and I
had voiced it and I had severaltransitions with the home
office.
Like when I started there, likemy initial goal was to work in
every different department, likeI kind of knew what I wanted to
do anyways, right, um, but just, uh, so I worked in recruiting
(02:34):
sales.
I even did like some adminstuff there, um, wow, Knowledge
is power right.
For sure, for sure.
Well too, I didn't have theexperience, so like it was like
important for me to kind of,like you know, kind of get
involved and kind of dive intothose things.
Speaker 2 (02:48):
Absolutely, and you mentioned earlier, before we
started recording, that thefounder of this company is very
intentional and, would you say,he's kind of a mentor for you.
Speaker 1 (02:58):
Well, 100%.
I think he was another personwhen I first started there.
Like he was very, like he wasvery beneficial in helping me
get involved in the things thatI was unaware of.
Like I think he was he's verymuch of the mindset.
Like he's going to give you anopportunity to do it.
Speaker 2 (03:13):
And it's what you do with it right?
Speaker 1 (03:15):
Yes, correct.
Speaker 2 (03:16):
That's a wonderful way to be, and you kind of took
off.
Speaker 1 (03:18):
Yeah.
Speaker 2 (03:20):
It seems like you have.
So you went from just you andthe franchise to how many
employees do you have now?
Speaker 1 (03:26):
We got 16 now.
Speaker 2 (03:28):
That's wonderful, and so what service area do you
cover, and can you tell us moreabout what your services are and
how you've grown in your staffand your services?
Speaker 1 (03:38):
Yeah, so as far as our two service areas, we do two
services.
We do like an hourly guarddedicated service and then we do
a mobile patrol okay and andwith those two services, um, I
would say, uh, we uh partnerwith community or we partner
with industries that aremulti-family, retail,
warehousing, um you know,distribution, um in in anything
(04:00):
that, like you know, I think amain thing is like we want to
kind of focus on, like um justdelivering peace of mind to the
community that's wonderful.
Speaker 2 (04:08):
It's serving with intention correct.
I would say um, and we had acall before this, long before
this, and you'd mentioned thatyou've grown exponentially and
and quickly.
For a brand new franchise owner, what would you say was the
biggest attribute to helping youin that growth and scaling your
(04:31):
business?
Speaker 1 (04:32):
I think just kind of sticking to a routine and just
Having that framework.
Yeah, and having that frameworkand then just really just
focusing mean just focusing likekind of like on the work when
you are out there.
I think that a lot of a lot ofthe clients that I have, I think
they kind of I mean they enjoy,like you know, the intentions
you have with actually trying tohelp them accomplish their goal
(04:55):
and make them successful rightand they in turn then will refer
you, and I think that's kind ofwhere I've seen a lot of my
just a lot of my growth is isbecause, like we, just I have a
pretty good relationship withwell, I don't have a pretty good
, I'd like to say I have a greatrelationship with a lot of my
clients.
Speaker 2 (05:09):
Well, I think in any business, any industry, if you
don't have that relationship,especially with all the AI
coming out and a lot of theautomation, you want that
personal touch, especially fromthe owner knowing that, because
security is so important in this, in for commercial, for
anything, you need to know thatyou're trusting those people
when you're not looking right,Absolutely.
Speaker 1 (05:35):
I think too, like when we look at the service,
like you know, we have to alsobe always mindful of like what
the client wants to receive.
Absolutely, Because how theyview our service is how we keep
business right.
Like I think that is superimportant to make sure that
we're doing the things, whetherit's our report writing or
whether it's like our appearanceand professionalism that you
know in our interactions.
Like I think that is like youknow something that so walk us
(05:56):
through that.
Speaker 2 (05:56):
Walk us through how you onboard new clients and what
separates you from the rest.
What?
What separates how you'reintentional from anyone else?
They could have called Becausefor you to retain your staff the
way you have and you to retainyour clients the way you have,
there's something that you'redoing, right, right.
Speaker 1 (06:15):
Yeah, I think for me, like I usually start off like
so I have a day zero to day like90.
Okay, but right off the bat westart off with like a welcome
letter and then we kind ofoutline what that looks like so
that way they can visualize whatthey're buying and what their
touch points will look like.
Speaker 2 (06:32):
um, right, so they have clarity, so they do have.
Speaker 1 (06:35):
Yeah, we try to give them with as much clarity and we
try to give them with a lot ofcontact points for things that
maybe that they run across thatthey need changes or tweaks to
okay.
Speaker 2 (06:43):
Okay.
Speaker 1 (06:43):
But we have a day zero, day one, day 30, day 90.
But nonetheless, like I also do, like weekly and biweekly
visits where it's like we'rejust stopping in and a lot of
the times it's notservice-related, it's just to
see how things are going ontheir side of it.
Speaker 2 (06:58):
To get their feedback .
Speaker 1 (06:59):
Yep, yep, and I think like it's important that you
stop and you just say hi andjust ask how their role is going
Like, what is their kind oflike growth been within their
business and their you know andjust what they're chasing,
because you know that in turn,they'll give you then the
insight on, like, what we can doto basically contribute.
Speaker 2 (07:14):
Absolutely so.
Do you kind of project that onyour staff?
Do they typically follow thatsame guideline with you and do
you encourage it?
Speaker 1 (07:22):
100%.
I try to empower because I mean, at the end of the day, I can't
be at every place at every time, but people take more
accountability and ownershipwhen it feels like it's coming
from them.
So it's, you know.
We try to teach it in a waylike hey, like we're all running
little businesses, right.
Speaker 2 (07:35):
Absolutely Make them a part of it because, at the end
of the day, your staff is yourbusiness right 100%, and it's
not easy work.
It's not easy work.
So you said it's security, alot of it's security.
What other services do youoffer?
Speaker 1 (07:49):
So I guess, as far as from a security standpoint, I
think, like I think the betterway I can answer that is I think
we try to provide more of acustomer service approach.
So I think, whether it'ssecuring a facility or just
enhancing, like a residence, youknow, kind of a quality of life
(08:10):
on property, as well as likedoing things like keeping,
helping contribute to like themaintenance, the upkeep, because
that's another part of what wedo too is we want to, you know,
relay a lot of like things thatwe see that could be concerns or
could be, um, not blemishes butthings that they could maybe
clean up so that way theirbusinesses are um absolutely so
you take the the opportunity andnot just do your job when
(08:32):
you're there to to point out thethings that could benefit them
that you blatantly see whetheryou can handle those things or
not.
Speaker 2 (08:40):
You bring it to light .
Speaker 1 (08:41):
Absolutely.
I think we, you know, we alwaystry to add, we always try to
find ways to add value.
Speaker 2 (08:45):
See, and that's, I think, what a lot of business
owners kind of that's theirintention at first, right, but
then they kind of get lost in it.
So the fact that you have thathands-on touch and you teach
your staff to have those touchpoints is very important, I
would say, in a sales industry.
But anyone that's running aservice-based industry wouldn't
you say?
Speaker 1 (09:03):
Oh, absolutely.
Speaker 2 (09:04):
So you recently hit a goal you exceeded your revenue
goal for a month, correct?
So what would you say was thechanging point?
How did you reach that goal?
What would you say you didexponentially better than any
other month that helped you.
Speaker 1 (09:24):
I um identified and investing into a team.
I think, like for the largepart of it, like I did a lot of
stuff, like I did have, I do,I've always had like a team,
whether it was a team of two,four or six, you know but, I
think I've identified, like somekey leaders would you consider
yourself a leader?
absolutely, I think I'veidentified like some key leaders
.
Would you consider yourself aleader?
Absolutely, I think so.
I mean just cause, like I think, for me I always you know, I
(09:49):
like to try to be an example.
Speaker 2 (09:49):
Yeah, so to behave the way you want them to behave
and to lead the way you wantthem to lead.
Speaker 1 (09:51):
For sure, I think you get much further with people
you know by doing that.
Speaker 2 (09:53):
Yeah, I mean just having that appreciation for
other people.
So, growing from two to 17,it's not a small fee.
Speaker 1 (10:04):
What were the biggest lessons during that growth?
Um, that I mean there's like Ihave a I'm very critical, I'm
very self-aware and I'm verycritical of myself, like that.
I just have a lot of room forgrowth on how I can one I think,
um make the experience a lotbetter for them.
Um, and also like I think Ineed to focus more on also like
helping them, like find likegrowth in their own personal
(10:24):
lives and not justprofessionally.
Speaker 2 (10:26):
So you're saying there has to be a balance there.
Speaker 1 (10:28):
Oh, 100%, Because I think that, like I don't like, I
asked for a lot.
So I mean, I think that, likeyou know, I think it's only
right on my end to be able toprovide that.
Speaker 2 (10:37):
Absolutely To know who you're working with every
day, which, in turn, createsthat quality culture in your, in
your business, right?
That's how true leaders scale,in my opinion.
So, um, you also are are kindof we go off of the build launch
, grow, scale methodology, right?
So what point in thatmethodology would you say you're
(10:58):
in build launch, grow or scale,and why?
Speaker 1 (11:03):
It's so interesting because I feel like I go between
all three.
Speaker 2 (11:06):
Right, well, you're ever learning.
Speaker 1 (11:07):
Yeah, but I think it right now, currently it's it's
scale, because I think, like,and I think that's the further
stage, but I think that, like I,there's a lot of things that I
need to implement now toproactively get ahead of the
things that I'll deal with in 90, 120 a year.
Speaker 2 (11:24):
So you kind of always have that long term goal in
mind when you're making yourchanges.
So, to that point, what systemsare you currently building or
improving on to support the nextlevel of business growth?
Speaker 1 (11:37):
I think one of the things I'm focusing on is a much
cleaner kind of like aperformance evaluation process.
I'm revisiting a lot of myonboarding process for employees
and clients.
I also think that, like I amkind of putting together a more
efficient kind of sales andmarketing approach.
Speaker 2 (11:58):
Okay, are you automating any of your processes
so far?
Speaker 1 (12:03):
Yes, I am, and that's , I think, where I'm having the
hardest part, though, because,like for me, like creating
processes which I think amajority of people right-
Everyone can relate to that, forsure.
Creating processes, but it'senforcing them.
Speaker 2 (12:15):
Absolutely, or refining them, seeing those pain
points and optimizing themAbsolutely, or refining them,
seeing those pain points andoptimizing them.
So how do you manage kind ofthe client journey from contract
to 30 days and beyond?
I know we kind of talked aboutthat but you're very hands on.
So how do you have thatrelationship with the client and
(12:37):
reengage them while alsoleading your team and staff?
Speaker 1 (12:40):
I think by just using technology.
I think, like CRMs and stufflike that are super helpful
because, like I mean, like youhave so many different
conversations in a day, like Ithink, like by logging a lot of
this stuff and and and and justyou know, referring back to
those notes but I think,sticking to a routine and
putting them on a schedulebecause, like I think you know,
(13:01):
it's every every day somethingnew comes up, and so, like
having like a fluid schedulelike has kind of helped me
maintain a lot of that.
Speaker 2 (13:09):
So like a reengagement schedule, whether
you can be on site or not, youalways kind of have that CRM
where it's helping you reengageyour clients.
Yeah.
Speaker 1 (13:17):
Yeah, and it like we use task management to do that.
So, like it, lets me know if,like you know, I need to do a
visit here in a few days.
Or did I do the visit?
What was the feedback?
Yeah, and also just even adding, like, if it's three or four
words, I mean I think it'sbetter than nothing, right?
Speaker 2 (13:32):
Absolutely so.
What's one belief or value youinstill in every team member,
from day one?
For for our business owners outthere that are having trouble
really building and sustaining ateam.
Speaker 1 (13:46):
Can you give us a few points on how you keep yours
feeling valued and appreciated,and I feel like I try to start
with serving and then, um, Ithink, you know, I think the one
that I think probably one ofthe most difficult is integrity.
I think serving and integritybecause I think, naturally, like
it's normal for people to wantto, to cut corners, but I think
(14:06):
when you're trying to, whenyou're actually intentionally
trying to help someone, I thinkthat it removes a lot of the
selfish kind of you knowapproaches and you know I mean.
it can be selfish to want tohelp people, but I think that I
think that, like, that's alittle bit more genuine and, um,
and then, like I think thatimmediately goes right into
integrity, I think, um, whenyou're leading with that, like
(14:29):
you're typically going to do theright thing, when you're trying
to help someone, AbsolutelyLead by example, right For sure.
Speaker 2 (14:36):
Well, those are great points, because you wouldn't
believe how many business ownersthat I work with on a daily.
They know their process andthey are very hands on and
they're great at what they do.
But relaying that to a team isvery different.
Speaker 1 (14:50):
Oh, 100 percent, because they have a million
different ways, kind of how you,how they think things work, and
then, too, like they have pastexperiences that they're
bringing to the table that arevaluable and I think that they
try to use to reference.
So no, I mean it's, it'sdefinitely a communication is, I
think, probably one of thelargest challenges of any
(15:11):
business, like you know,downstream.
Speaker 2 (15:12):
Absolutely, would you say, when you onboard new new
staff or new partners in general.
Onboard new new staff or newpartners in general, would you
say.
Personality profiling issomething you feel is very
important to see if theirpersonalities are going to.
Speaker 1 (15:27):
I think yeah, I think especially now because, like
now that I have leaders, likeit's like you have to.
You know you have to fill ineither the gaps or you have to
hire towards like people'sstrengths and weaknesses.
So I do try to use likepersonalities.
Like I have some cards that arevery blunt and then I have some
that are very kind of like justkind of laid back, and it's
like making sure I'm matchingthem up with people who can
(15:48):
manage them so they can besuccessful I think, is also
probably one of the kind of thethings that we currently
challenge.
You know have challenges around,but we are like actively, kind
of yeah, no personalityprofiling.
Speaker 2 (16:00):
With the client, the customer, your staff, your
leadership, I think it all kindof comes full circle right as to
who you are.
So for business owners um, canyou give us a little tip?
As a business owner, what aresome of the biggest barriers you
see for aspiring businessowners and industries like yours
?
Um, when getting into thisbusiness, I know you got into
(16:22):
the franchise and you had adifferent perspective because
you were in it right, so youhave a different appreciation
for it.
But what would you say was thebiggest hurdle being an owner?
Speaker 1 (16:33):
So, after so being, initially I would say it'd be
entry right, but I think now, Ithink it's, I think it's.
Speaker 2 (16:43):
I guess let me frame it differently.
What do you wish someone hadtold you, now that you've been
in it?
Speaker 1 (16:49):
Oh yeah, I think it's just to take chances and to not
try to do things perfect, likeI mean.
This isn't.
I hate to say this, this isprobably a little bit more
broader advice, but it's to justyou know, to to use, you know,
don't be afraid to start a roughdraft I think everyone wants to
have a final product,absolutely.
But I think let's, I mean, juststart with one client and really
(17:13):
focus on them and then masterthat and then try to duplicate
that.
And I think that you know wetend to get into business and
want to immediately grow orimmediately have hundreds of
clients and you forget the oneperson that gave you the chance.
But I think that just startingout there and then building off
of that is probably the more, Ithink, most realistic, and then
(17:37):
you know feasible route.
Speaker 2 (17:39):
I would have to agree with you 100% that nurturing
from the beginning, notforgetting where you came from,
I guess.
So do you see any potential inone of your staff members, or
maybe multiple staff members,being owners, like you were
going from an employee to anowner, and are you trying to
develop that growth?
Or are you strictly focused onthe business?
Speaker 1 (18:01):
No, I actually am and I'm fortunate, I have two
employees that have been with menow for, I want to say, 16
months, and I don't think theone that I'm referring to.
I don't think they've ever cameout and said that they want it,
but I know that they'reambitious.
They just you know.
Speaker 2 (18:16):
You see it in them.
Speaker 1 (18:17):
Yeah, know that they're ambitious.
They just, you know, you see itin them, yeah, and I mean, like
, I mean they're amazing, um, Ithink.
Well, her name is Jenna, butshe's uh, you know, I can lean
on her a lot, um, and you knowalso whether she stays with me
or go somewhere else, like I'mvery committed to to there, to
making sure that whatever shedoes after this should be a step
up that.
Speaker 2 (18:35):
That's admiring.
Who, would you say, yourmentors are?
Um, I would think that, gina,you would be one of hers.
Who is your mentor?
That leads you to the next step.
Speaker 1 (18:45):
I lean on a lot of people, a lot of older relatives
and then I also have a mentorfrom the military that I still
reach out to.
He kind of helped me when I wasa 19-year-old kid that had no
clue.
Speaker 2 (18:58):
We've all been there.
Speaker 1 (19:00):
And then I'm also grateful, because one thing good
about having a franchise is yougot the network.
So when, I worked at thecorporate office.
I worked and did sales for alot of the owners, and so I was
able to develop an actualworking relationship with them.
Wow, and I can still call themto this day and have them look
at my numbers, have them look atmy books, have them look at my
(19:21):
books and just get, like youknow, honest feedback and would
you say that's pivotal andimportant in any business?
oh, 100%.
I think you'd always seekfeedback, whether good, better
and different um.
I think that's just the onlyway to have like a broader scope
of where the business is at um,and if you're not getting
feedback, then that's probablynot a good thing.
Speaker 2 (19:40):
Absolutely not.
So what is on the horizon forSignal in the next few years?
You're doing great right now.
What are your plans for thefuture?
Speaker 1 (19:51):
I think in this next year is to get a lot more
involved into local communityevents.
Like I know we talked aboutbefore we hopped on this, the
Chamber of Commerce being moreinvolved with our local EMS,
fire department, policedepartment, and then even just
in like maybe community outreachyou know programs and stuff
(20:14):
like that.
Like for me, like that's kindof where I want to spend this
next year at, because I reallywant us to align with what we do
and in community enrichment.
Speaker 2 (20:22):
Absolutely so.
You mentioned police department, fire department.
Aren't they the ones protectingus?
How do you benefit or helpthose, those areas of our cities
?
Speaker 1 (20:33):
I think by development one just continue to
cultivate and developrelationship with them because
they are, but one just continueto cultivate and develop
relationship with them becausethey are.
I mean we do have like an alarmresponse service where you know
our goal is to basically fieldcalls that maybe aren't like
safety related Right, they'renot a danger as much as a police
(20:54):
call would be.
It's more like just a touchpoint and just you know, maybe
to address some things for thecaller but or even just
responding to, like you know,facilities to make sure they're
not burned down or whatever thecase is.
But I think I think just justkind of better understanding how
we can also adjust what we doto either one or reduce maybe
some of their calls or you know,at least you know we do call
(21:14):
them.
We have all the information theyneed to do what they need to do
that that's amazing.
Speaker 2 (21:18):
I think it's great that you're you're being
intentional about being a partof your community because at the
end of the day, you're growingoff of referrals because of your
intentional outreach and topartner with other trusted
security and safety environment.
It's just, it's just going togrow you in every way right,
Absolutely Whatever they can'thandle.
I know I have family in thepolice department and I know a
(21:43):
lot of their income comes fromthose jobs that you offer for
the security.
So are you helping to kind ofgive them those extra times and
hours or is that something thatyou do in?
Speaker 1 (21:54):
your business.
So that's something I'm alsolooking to get into this year,
because I get a lot ofopportunities for subcontracting
off duty officers or thingslike that.
Born and raised from Dallas, soI haven't been able to find the
right like point of context andstuff like that, and also, you
know, there's a lot of thingsthat I just I'm currently
(22:15):
unaware of that I am trying tolearn.
Right so that way I can, youknow, fill that gap, because it
is a huge opportunity for thatin the industry.
And then, not only that, but,like you know, I think it always
helps when you're getting thempaid more.
Speaker 2 (22:27):
Absolutely so.
I would definitely consider youin the scale phase.
I mean you've built with theprocesses and the correct
sequences for your clients andfor your staff.
The grow phase is so importantand I think you're doing, you're
optimizing it well, right.
So so launch and expanding yournetwork I, I think, is the best
(22:48):
type of business you could havecome into you, because I know
if someone would refer you to me, I'm going to trust you because
I trust them right hey, I loveto hear that.
Speaker 1 (22:58):
That's the goal so, would you say, networking groups
are something that you'retrying to focus on in your
future yeah, I think this,especially this year, um,
because I've done a lot ofdoor-to-door sales this past few
years, um, and I think that I Iknow for me too, I'm very good
at um, at just kind of wantingto get to know other people's
stories yes and I think that Ithink that's something I'm
looking forward to, becausethere's just a lot to learn in
(23:19):
that, you know you saydoor-to-door, do you mean more
b2b?
Speaker 2 (23:24):
yeah, we just refer to dota, but yeah, well yeah
when you're in it, but for ourlisteners, how do you approach a
B2B?
I mean just cold outreach.
Speaker 1 (23:33):
Well, I think that's also the benefit of a franchise.
They actually have a salesprocess, he has a sales
curriculum, he teaches, butnonetheless, I think it
initially starts with a lot ofwhat he would call pre-call
planning, but a lot of research,right, absolutely you want to
know what they do, maybe whythey would need security and
maybe how security could youknow, either help them with cost
(23:56):
savings or help drive theirbusiness.
But I think you typically startwith that and then you know.
Obviously you want to find, youknow who makes that decision,
which isn't always easiest, butyou know, I think that's if you
don't know, I mean the best wayis to go in and ask Right, I
mean you miss a hundred percentof the shots you don't take
right.
Speaker 2 (24:14):
That's great, and listening to someone's story and
just listening with intention,it changes a lot of perspective.
I know as a client and to myclients, being able to hear and
not just dictate is somethingthat's becoming more rare.
I would say in the world today.
Speaker 1 (24:30):
Yeah, I think so, and I think what I've learned in
this past year is I need toactually emphasize listening
more, and because I think that,like, because like you have so
many different things, like youcan quickly disconnect from a
conversation, and that's like Imean it's, it's just not ideal.
Like it, no one wants to talkand not, you know, feel heard
(24:51):
absolutely.
Speaker 2 (24:52):
It's hard, when you're hyper focused on what you
need to do to to actually hearwith intention no 100.
Well, we're all growing right.
So, um, can you tell us ifanyone's interested in in hiring
you for their commercialbusiness or any business, or
interested in learning moreabout your team and your growth?
How, what platforms are you onright now?
(25:14):
They can reach out to you on,or how can they connect with?
Speaker 1 (25:16):
you.
So we do have a google businesspage, we have linkedin page, we
do have a facebook page that Ineed to be a little bit better
about monitoring, but um I knowsomeone that can help you with
that shameless plug there.
So facebook, um, facebook, um,and then um, and then we are
kind of, uh, we now just openthe instagram page, so, um,
(25:39):
that's.
I mean.
Those are the basic, the basicavenues where you can get a hold
of us okay, and what's thewebsite name?
um, so it's going to be teamsignalcom.
Uh forward slash Irving hyphen,Arlington.
Speaker 2 (25:50):
Okay, great, I'll put that in the the chat as well,
the transcript as well, soeverybody can go and listen to
it or go and visit you.
So to sum up in one sentence.
Last question what would yousay your mission is in one
sentence?
If you could sum it all up,what would it be?
Speaker 1 (26:09):
yeah, I would say our mission is is to um, is to
cultivate, uh, you know, a teamthat um leads by professionalism
and that has, uh, the goal andmindset to impact, deliver peace
of mind and uplift thecommunity absolutely I think
that's like our, our main thing,like what we want to do, is we
truly want to enhance people'sexperience, whether they're
(26:33):
shopping, you know, whetherthey're in the comforts of their
home, or whether they have abusiness.
They want to leave and go backhome to unattended right and
disconnect.
I think we want to fill thatgap so that way people can
return to work or go shopping,you know, and not be maybe
stressed about the things thatthey can't control.
Speaker 2 (26:51):
That's wonderful.
It's a great mission to haveand I can't wait to see what
comes on the horizon for you andyour team.
Thank you.
Speaker 1 (26:57):
Andre, I appreciate the conversation for sure.
Speaker 2 (27:00):
Absolutely Well to all of our listeners out there.
I hope you gained a lot ofperspective from Andre's
insights and if you want toconnect with him, please feel
free to go to the website ormessage me directly.
I can connect you with themuntil next time.
We'll see you then you.
Welcome back to Market it with Atma, where we
share the tips, tools andstrategies to help your business
be successful.
Today we're going to talk aboutscaling with intention.
We have owner of Signal ofIrving Arlington here with us
today, Mr Andre Jackson.
Welcome, Andre.
Speaker 1 (00:34):
Hey, good morning.
How are y'all doing?
Speaker 2 (00:36):
I'm doing great, so can you tell us more about what
exactly Signal is and how yougot into this business?
Speaker 1 (00:43):
first, yeah, so Signal is a franchise based
security provider.
We are national, internationaland I am the local operator
owner of the Irving ArlingtonFrisco McKinney Market.
And how I got started is I wasinitially an employee of the
actual home office or corporateoffice.
Speaker 2 (01:04):
Yeah, that's amazing.
So your history was kind ofwithin the same realm.
You wanted to go into security,so you kind of got hired on
there.
Speaker 1 (01:13):
Yeah, and, funny enough, the individual that
hired me was in the army as well.
Speaker 2 (01:18):
Oh okay.
Speaker 1 (01:19):
So he basically like I think he's seen my resume, my
DD-214, and a few other thingsand he kind of took a chance
because initially where Istarted was in recruiting and
okay, I really didn't have anyexperience or background in that
area right, just tryingsomething new, right just the
security.
So I kind of like you know, Ikind of knew what guards do,
what are some strengths thatthey need, and vice versa that's
(01:40):
awesome.
Speaker 2 (01:41):
So you kind of learned the structure from the
military and it was a structuredenvironment you're in.
Speaker 1 (01:46):
Absolutely, I think in the military too, like you
get voluntold for securityVoluntold yeah, it's pretty
common.
Speaker 2 (01:53):
I think every veteran that's listening can honestly
relate to that, because 100%.
Any branch.
You understand that struggle.
So you went from being anemployee to an owner of the
franchise in a fairly shortamount of time.
So how long had you been anemployee for the company before
you took on that ownership role?
Speaker 1 (02:14):
So I would say around two and a half years, and I
think you know there was anopportunity that opened up and I
had voiced it and I had severaltransitions with the home
office.
Like when I started there, likemy initial goal was to work in
every different department, likeI kind of knew what I wanted to
do anyways, right, um, but just, uh, so I worked in recruiting
(02:34):
sales.
I even did like some adminstuff there, um, wow, Knowledge
is power right.
For sure, for sure.
Well too, I didn't have theexperience, so like it was like
important for me to kind of,like you know, kind of get
involved and kind of dive intothose things.
Speaker 2 (02:48):
Absolutely, and you mentioned earlier, before we
started recording, that thefounder of this company is very
intentional and, would you say,he's kind of a mentor for you.
Speaker 1 (02:58):
Well, 100%.
I think he was another personwhen I first started there.
Like he was very, like he wasvery beneficial in helping me
get involved in the things thatI was unaware of.
Like I think he was he's verymuch of the mindset.
Like he's going to give you anopportunity to do it.
Speaker 2 (03:13):
And it's what you do with it right?
Speaker 1 (03:15):
Yes, correct.
Speaker 2 (03:16):
That's a wonderful way to be, and you kind of took
off.
Speaker 1 (03:18):
Yeah.
Speaker 2 (03:20):
It seems like you have.
So you went from just you andthe franchise to how many
employees do you have now?
Speaker 1 (03:26):
We got 16 now.
Speaker 2 (03:28):
That's wonderful, and so what service area do you
cover, and can you tell us moreabout what your services are and
how you've grown in your staffand your services?
Speaker 1 (03:38):
Yeah, so as far as our two service areas, we do two
services.
We do like an hourly guarddedicated service and then we do
a mobile patrol okay and andwith those two services, um, I
would say, uh, we uh partnerwith community or we partner
with industries that aremulti-family, retail,
warehousing, um you know,distribution, um in in anything
(04:00):
that, like you know, I think amain thing is like we want to
kind of focus on, like um justdelivering peace of mind to the
community that's wonderful.
Speaker 2 (04:08):
It's serving with intention correct.
I would say um, and we had acall before this, long before
this, and you'd mentioned thatyou've grown exponentially and
and quickly.
For a brand new franchise owner, what would you say was the
biggest attribute to helping youin that growth and scaling your
(04:31):
business?
Speaker 1 (04:32):
I think just kind of sticking to a routine and just
Having that framework.
Yeah, and having that frameworkand then just really just
focusing mean just focusing likekind of like on the work when
you are out there.
I think that a lot of a lot ofthe clients that I have, I think
they kind of I mean they enjoy,like you know, the intentions
you have with actually trying tohelp them accomplish their goal
(04:55):
and make them successful rightand they in turn then will refer
you, and I think that's kind ofwhere I've seen a lot of my
just a lot of my growth is isbecause, like we, just I have a
pretty good relationship withwell, I don't have a pretty good
, I'd like to say I have a greatrelationship with a lot of my
clients.
Speaker 2 (05:09):
Well, I think in any business, any industry, if you
don't have that relationship,especially with all the AI
coming out and a lot of theautomation, you want that
personal touch, especially fromthe owner knowing that, because
security is so important in this, in for commercial, for
anything, you need to know thatyou're trusting those people
when you're not looking right,Absolutely.
Speaker 1 (05:35):
I think too, like when we look at the service,
like you know, we have to alsobe always mindful of like what
the client wants to receive.
Absolutely, Because how theyview our service is how we keep
business right.
Like I think that is superimportant to make sure that
we're doing the things, whetherit's our report writing or
whether it's like our appearanceand professionalism that you
know in our interactions.
Like I think that is like youknow something that so walk us
(05:56):
through that.
Speaker 2 (05:56):
Walk us through how you onboard new clients and what
separates you from the rest.
What?
What separates how you'reintentional from anyone else?
They could have called Becausefor you to retain your staff the
way you have and you to retainyour clients the way you have,
there's something that you'redoing, right, right.
Speaker 1 (06:15):
Yeah, I think for me, like I usually start off like
so I have a day zero to day like90.
Okay, but right off the bat westart off with like a welcome
letter and then we kind ofoutline what that looks like so
that way they can visualize whatthey're buying and what their
touch points will look like.
Speaker 2 (06:32):
um, right, so they have clarity, so they do have.
Speaker 1 (06:35):
Yeah, we try to give them with as much clarity and we
try to give them with a lot ofcontact points for things that
maybe that they run across thatthey need changes or tweaks to
okay.
Speaker 2 (06:43):
Okay.
Speaker 1 (06:43):
But we have a day zero, day one, day 30, day 90.
But nonetheless, like I also do, like weekly and biweekly
visits where it's like we'rejust stopping in and a lot of
the times it's notservice-related, it's just to
see how things are going ontheir side of it.
Speaker 2 (06:58):
To get their feedback .
Speaker 1 (06:59):
Yep, yep, and I think like it's important that you
stop and you just say hi andjust ask how their role is going
Like, what is their kind oflike growth been within their
business and their you know andjust what they're chasing,
because you know that in turn,they'll give you then the
insight on, like, what we can doto basically contribute.
Speaker 2 (07:14):
Absolutely so.
Do you kind of project that onyour staff?
Do they typically follow thatsame guideline with you and do
you encourage it?
Speaker 1 (07:22):
100%.
I try to empower because I mean, at the end of the day, I can't
be at every place at every time, but people take more
accountability and ownershipwhen it feels like it's coming
from them.
So it's, you know.
We try to teach it in a waylike hey, like we're all running
little businesses, right.
Speaker 2 (07:35):
Absolutely Make them a part of it because, at the end
of the day, your staff is yourbusiness right 100%, and it's
not easy work.
It's not easy work.
So you said it's security, alot of it's security.
What other services do youoffer?
Speaker 1 (07:49):
So I guess, as far as from a security standpoint, I
think, like I think the betterway I can answer that is I think
we try to provide more of acustomer service approach.
So I think, whether it'ssecuring a facility or just
enhancing, like a residence, youknow, kind of a quality of life
(08:10):
on property, as well as likedoing things like keeping,
helping contribute to like themaintenance, the upkeep, because
that's another part of what wedo too is we want to, you know,
relay a lot of like things thatwe see that could be concerns or
could be, um, not blemishes butthings that they could maybe
clean up so that way theirbusinesses are um absolutely so
you take the the opportunity andnot just do your job when
(08:32):
you're there to to point out thethings that could benefit them
that you blatantly see whetheryou can handle those things or
not.
Speaker 2 (08:40):
You bring it to light .
Speaker 1 (08:41):
Absolutely.
I think we, you know, we alwaystry to add, we always try to
find ways to add value.
Speaker 2 (08:45):
See, and that's, I think, what a lot of business
owners kind of that's theirintention at first, right, but
then they kind of get lost in it.
So the fact that you have thathands-on touch and you teach
your staff to have those touchpoints is very important, I
would say, in a sales industry.
But anyone that's running aservice-based industry wouldn't
you say?
Speaker 1 (09:03):
Oh, absolutely.
Speaker 2 (09:04):
So you recently hit a goal you exceeded your revenue
goal for a month, correct?
So what would you say was thechanging point?
How did you reach that goal?
What would you say you didexponentially better than any
other month that helped you.
Speaker 1 (09:24):
I um identified and investing into a team.
I think, like for the largepart of it, like I did a lot of
stuff, like I did have, I do,I've always had like a team,
whether it was a team of two,four or six, you know but, I
think I've identified, like somekey leaders would you consider
yourself a leader?
absolutely, I think I'veidentified like some key leaders
.
Would you consider yourself aleader?
Absolutely, I think so.
I mean just cause, like I think, for me I always you know, I
(09:49):
like to try to be an example.
Speaker 2 (09:49):
Yeah, so to behave the way you want them to behave
and to lead the way you wantthem to lead.
Speaker 1 (09:51):
For sure, I think you get much further with people
you know by doing that.
Speaker 2 (09:53):
Yeah, I mean just having that appreciation for
other people.
So, growing from two to 17,it's not a small fee.
Speaker 1 (10:04):
What were the biggest lessons during that growth?
Um, that I mean there's like Ihave a I'm very critical, I'm
very self-aware and I'm verycritical of myself, like that.
I just have a lot of room forgrowth on how I can one I think,
um make the experience a lotbetter for them.
Um, and also like I think Ineed to focus more on also like
helping them, like find likegrowth in their own personal
(10:24):
lives and not justprofessionally.
Speaker 2 (10:26):
So you're saying there has to be a balance there.
Speaker 1 (10:28):
Oh, 100%, Because I think that, like I don't like, I
asked for a lot.
So I mean, I think that, likeyou know, I think it's only
right on my end to be able toprovide that.
Speaker 2 (10:37):
Absolutely To know who you're working with every
day, which, in turn, createsthat quality culture in your, in
your business, right?
That's how true leaders scale,in my opinion.
So, um, you also are are kindof we go off of the build launch
, grow, scale methodology, right?
So what point in thatmethodology would you say you're
(10:58):
in build launch, grow or scale,and why?
Speaker 1 (11:03):
It's so interesting because I feel like I go between
all three.
Speaker 2 (11:06):
Right, well, you're ever learning.
Speaker 1 (11:07):
Yeah, but I think it right now, currently it's it's
scale, because I think, like,and I think that's the further
stage, but I think that, like I,there's a lot of things that I
need to implement now toproactively get ahead of the
things that I'll deal with in 90, 120 a year.
Speaker 2 (11:24):
So you kind of always have that long term goal in
mind when you're making yourchanges.
So, to that point, what systemsare you currently building or
improving on to support the nextlevel of business growth?
Speaker 1 (11:37):
I think one of the things I'm focusing on is a much
cleaner kind of like aperformance evaluation process.
I'm revisiting a lot of myonboarding process for employees
and clients.
I also think that, like I amkind of putting together a more
efficient kind of sales andmarketing approach.
Speaker 2 (11:58):
Okay, are you automating any of your processes
so far?
Speaker 1 (12:03):
Yes, I am, and that's , I think, where I'm having the
hardest part, though, because,like for me, like creating
processes which I think amajority of people right-
Everyone can relate to that, forsure.
Creating processes, but it'senforcing them.
Speaker 2 (12:15):
Absolutely, or refining them, seeing those pain
points and optimizing themAbsolutely, or refining them,
seeing those pain points andoptimizing them.
So how do you manage kind ofthe client journey from contract
to 30 days and beyond?
I know we kind of talked aboutthat but you're very hands on.
So how do you have thatrelationship with the client and
(12:37):
reengage them while alsoleading your team and staff?
Speaker 1 (12:40):
I think by just using technology.
I think, like CRMs and stufflike that are super helpful
because, like I mean, like youhave so many different
conversations in a day, like Ithink, like by logging a lot of
this stuff and and and and justyou know, referring back to
those notes but I think,sticking to a routine and
putting them on a schedulebecause, like I think you know,
(13:01):
it's every every day somethingnew comes up, and so, like
having like a fluid schedulelike has kind of helped me
maintain a lot of that.
Speaker 2 (13:09):
So like a reengagement schedule, whether
you can be on site or not, youalways kind of have that CRM
where it's helping you reengageyour clients.
Yeah.
Speaker 1 (13:17):
Yeah, and it like we use task management to do that.
So, like it, lets me know if,like you know, I need to do a
visit here in a few days.
Or did I do the visit?
What was the feedback?
Yeah, and also just even adding, like, if it's three or four
words, I mean I think it'sbetter than nothing, right?
Speaker 2 (13:32):
Absolutely so.
What's one belief or value youinstill in every team member,
from day one?
For for our business owners outthere that are having trouble
really building and sustaining ateam.
Speaker 1 (13:46):
Can you give us a few points on how you keep yours
feeling valued and appreciated,and I feel like I try to start
with serving and then, um, Ithink, you know, I think the one
that I think probably one ofthe most difficult is integrity.
I think serving and integritybecause I think, naturally, like
it's normal for people to wantto, to cut corners, but I think
(14:06):
when you're trying to, whenyou're actually intentionally
trying to help someone, I thinkthat it removes a lot of the
selfish kind of you knowapproaches and you know I mean.
it can be selfish to want tohelp people, but I think that I
think that, like, that's alittle bit more genuine and, um,
and then, like I think thatimmediately goes right into
integrity, I think, um, whenyou're leading with that, like
(14:29):
you're typically going to do theright thing, when you're trying
to help someone, AbsolutelyLead by example, right For sure.
Speaker 2 (14:36):
Well, those are great points, because you wouldn't
believe how many business ownersthat I work with on a daily.
They know their process andthey are very hands on and
they're great at what they do.
But relaying that to a team isvery different.
Speaker 1 (14:50):
Oh, 100 percent, because they have a million
different ways, kind of how you,how they think things work, and
then, too, like they have pastexperiences that they're
bringing to the table that arevaluable and I think that they
try to use to reference.
So no, I mean it's, it'sdefinitely a communication is, I
think, probably one of thelargest challenges of any
(15:11):
business, like you know,downstream.
Speaker 2 (15:12):
Absolutely, would you say, when you onboard new new
staff or new partners in general.
Onboard new new staff or newpartners in general, would you
say.
Personality profiling issomething you feel is very
important to see if theirpersonalities are going to.
Speaker 1 (15:27):
I think yeah, I think especially now because, like
now that I have leaders, likeit's like you have to.
You know you have to fill ineither the gaps or you have to
hire towards like people'sstrengths and weaknesses.
So I do try to use likepersonalities.
Like I have some cards that arevery blunt and then I have some
that are very kind of like justkind of laid back, and it's
like making sure I'm matchingthem up with people who can
(15:48):
manage them so they can besuccessful I think, is also
probably one of the kind of thethings that we currently
challenge.
You know have challenges around,but we are like actively, kind
of yeah, no personalityprofiling.
Speaker 2 (16:00):
With the client, the customer, your staff, your
leadership, I think it all kindof comes full circle right as to
who you are.
So for business owners um, canyou give us a little tip?
As a business owner, what aresome of the biggest barriers you
see for aspiring businessowners and industries like yours
?
Um, when getting into thisbusiness, I know you got into
(16:22):
the franchise and you had adifferent perspective because
you were in it right, so youhave a different appreciation
for it.
But what would you say was thebiggest hurdle being an owner?
Speaker 1 (16:33):
So, after so being, initially I would say it'd be
entry right, but I think now, Ithink it's, I think it's.
Speaker 2 (16:43):
I guess let me frame it differently.
What do you wish someone hadtold you, now that you've been
in it?
Speaker 1 (16:49):
Oh yeah, I think it's just to take chances and to not
try to do things perfect, likeI mean.
This isn't.
I hate to say this, this isprobably a little bit more
broader advice, but it's to justyou know, to to use, you know,
don't be afraid to start a roughdraft I think everyone wants to
have a final product,absolutely.
But I think let's, I mean, juststart with one client and really
(17:13):
focus on them and then masterthat and then try to duplicate
that.
And I think that you know wetend to get into business and
want to immediately grow orimmediately have hundreds of
clients and you forget the oneperson that gave you the chance.
But I think that just startingout there and then building off
of that is probably the more, Ithink, most realistic, and then
(17:37):
you know feasible route.
Speaker 2 (17:39):
I would have to agree with you 100% that nurturing
from the beginning, notforgetting where you came from,
I guess.
So do you see any potential inone of your staff members, or
maybe multiple staff members,being owners, like you were
going from an employee to anowner, and are you trying to
develop that growth?
Or are you strictly focused onthe business?
Speaker 1 (18:01):
No, I actually am and I'm fortunate, I have two
employees that have been with menow for, I want to say, 16
months, and I don't think theone that I'm referring to.
I don't think they've ever cameout and said that they want it,
but I know that they'reambitious.
They just you know.
Speaker 2 (18:16):
You see it in them.
Speaker 1 (18:17):
Yeah, know that they're ambitious.
They just, you know, you see itin them, yeah, and I mean, like
, I mean they're amazing, um, Ithink.
Well, her name is Jenna, butshe's uh, you know, I can lean
on her a lot, um, and you knowalso whether she stays with me
or go somewhere else, like I'mvery committed to to there, to
making sure that whatever shedoes after this should be a step
up that.
Speaker 2 (18:35):
That's admiring.
Who, would you say, yourmentors are?
Um, I would think that, gina,you would be one of hers.
Who is your mentor?
That leads you to the next step.
Speaker 1 (18:45):
I lean on a lot of people, a lot of older relatives
and then I also have a mentorfrom the military that I still
reach out to.
He kind of helped me when I wasa 19-year-old kid that had no
clue.
Speaker 2 (18:58):
We've all been there.
Speaker 1 (19:00):
And then I'm also grateful, because one thing good
about having a franchise is yougot the network.
So when, I worked at thecorporate office.
I worked and did sales for alot of the owners, and so I was
able to develop an actualworking relationship with them.
Wow, and I can still call themto this day and have them look
at my numbers, have them look atmy books, have them look at my
(19:21):
books and just get, like youknow, honest feedback and would
you say that's pivotal andimportant in any business?
oh, 100%.
I think you'd always seekfeedback, whether good, better
and different um.
I think that's just the onlyway to have like a broader scope
of where the business is at um,and if you're not getting
feedback, then that's probablynot a good thing.
Speaker 2 (19:40):
Absolutely not.
So what is on the horizon forSignal in the next few years?
You're doing great right now.
What are your plans for thefuture?
Speaker 1 (19:51):
I think in this next year is to get a lot more
involved into local communityevents.
Like I know we talked aboutbefore we hopped on this, the
Chamber of Commerce being moreinvolved with our local EMS,
fire department, policedepartment, and then even just
in like maybe community outreachyou know programs and stuff
(20:14):
like that.
Like for me, like that's kindof where I want to spend this
next year at, because I reallywant us to align with what we do
and in community enrichment.
Speaker 2 (20:22):
Absolutely so.
You mentioned police department, fire department.
Aren't they the ones protectingus?
How do you benefit or helpthose, those areas of our cities
?
Speaker 1 (20:33):
I think by development one just continue to
cultivate and developrelationship with them because
they are, but one just continueto cultivate and develop
relationship with them becausethey are.
I mean we do have like an alarmresponse service where you know
our goal is to basically fieldcalls that maybe aren't like
safety related Right, they'renot a danger as much as a police
(20:54):
call would be.
It's more like just a touchpoint and just you know, maybe
to address some things for thecaller but or even just
responding to, like you know,facilities to make sure they're
not burned down or whatever thecase is.
But I think I think just justkind of better understanding how
we can also adjust what we doto either one or reduce maybe
some of their calls or you know,at least you know we do call
(21:14):
them.
We have all the information theyneed to do what they need to do
that that's amazing.
Speaker 2 (21:18):
I think it's great that you're you're being
intentional about being a partof your community because at the
end of the day, you're growingoff of referrals because of your
intentional outreach and topartner with other trusted
security and safety environment.
It's just, it's just going togrow you in every way right,
Absolutely Whatever they can'thandle.
I know I have family in thepolice department and I know a
(21:43):
lot of their income comes fromthose jobs that you offer for
the security.
So are you helping to kind ofgive them those extra times and
hours or is that something thatyou do in?
Speaker 1 (21:54):
your business.
So that's something I'm alsolooking to get into this year,
because I get a lot ofopportunities for subcontracting
off duty officers or thingslike that.
Born and raised from Dallas, soI haven't been able to find the
right like point of context andstuff like that, and also, you
know, there's a lot of thingsthat I just I'm currently
(22:15):
unaware of that I am trying tolearn.
Right so that way I can, youknow, fill that gap, because it
is a huge opportunity for thatin the industry.
And then, not only that, but,like you know, I think it always
helps when you're getting thempaid more.
Speaker 2 (22:27):
Absolutely so.
I would definitely consider youin the scale phase.
I mean you've built with theprocesses and the correct
sequences for your clients andfor your staff.
The grow phase is so importantand I think you're doing, you're
optimizing it well, right.
So so launch and expanding yournetwork I, I think, is the best
(22:48):
type of business you could havecome into you, because I know
if someone would refer you to me, I'm going to trust you because
I trust them right hey, I loveto hear that.
Speaker 1 (22:58):
That's the goal so, would you say, networking groups
are something that you'retrying to focus on in your
future yeah, I think this,especially this year, um,
because I've done a lot ofdoor-to-door sales this past few
years, um, and I think that I Iknow for me too, I'm very good
at um, at just kind of wantingto get to know other people's
stories yes and I think that Ithink that's something I'm
looking forward to, becausethere's just a lot to learn in
(23:19):
that, you know you saydoor-to-door, do you mean more
b2b?
Speaker 2 (23:24):
yeah, we just refer to dota, but yeah, well yeah
when you're in it, but for ourlisteners, how do you approach a
B2B?
I mean just cold outreach.
Speaker 1 (23:33):
Well, I think that's also the benefit of a franchise.
They actually have a salesprocess, he has a sales
curriculum, he teaches, butnonetheless, I think it
initially starts with a lot ofwhat he would call pre-call
planning, but a lot of research,right, absolutely you want to
know what they do, maybe whythey would need security and
maybe how security could youknow, either help them with cost
(23:56):
savings or help drive theirbusiness.
But I think you typically startwith that and then you know.
Obviously you want to find, youknow who makes that decision,
which isn't always easiest, butyou know, I think that's if you
don't know, I mean the best wayis to go in and ask Right, I
mean you miss a hundred percentof the shots you don't take
right.
Speaker 2 (24:14):
That's great, and listening to someone's story and
just listening with intention,it changes a lot of perspective.
I know as a client and to myclients, being able to hear and
not just dictate is somethingthat's becoming more rare.
I would say in the world today.
Speaker 1 (24:30):
Yeah, I think so, and I think what I've learned in
this past year is I need toactually emphasize listening
more, and because I think that,like, because like you have so
many different things, like youcan quickly disconnect from a
conversation, and that's like Imean it's, it's just not ideal.
Like it, no one wants to talkand not, you know, feel heard
(24:51):
absolutely.
Speaker 2 (24:52):
It's hard, when you're hyper focused on what you
need to do to to actually hearwith intention no 100.
Well, we're all growing right.
So, um, can you tell us ifanyone's interested in in hiring
you for their commercialbusiness or any business, or
interested in learning moreabout your team and your growth?
How, what platforms are you onright now?
(25:14):
They can reach out to you on,or how can they connect with?
Speaker 1 (25:16):
you.
So we do have a google businesspage, we have linkedin page, we
do have a facebook page that Ineed to be a little bit better
about monitoring, but um I knowsomeone that can help you with
that shameless plug there.
So facebook, um, facebook, um,and then um, and then we are
kind of, uh, we now just openthe instagram page, so, um,
(25:39):
that's.
I mean.
Those are the basic, the basicavenues where you can get a hold
of us okay, and what's thewebsite name?
um, so it's going to be teamsignalcom.
Uh forward slash Irving hyphen,Arlington.
Speaker 2 (25:50):
Okay, great, I'll put that in the the chat as well,
the transcript as well, soeverybody can go and listen to
it or go and visit you.
So to sum up in one sentence.
Last question what would yousay your mission is in one
sentence?
If you could sum it all up,what would it be?
Speaker 1 (26:09):
yeah, I would say our mission is is to um, is to
cultivate, uh, you know, a teamthat um leads by professionalism
and that has, uh, the goal andmindset to impact, deliver peace
of mind and uplift thecommunity absolutely I think
that's like our, our main thing,like what we want to do, is we
truly want to enhance people'sexperience, whether they're
(26:33):
shopping, you know, whetherthey're in the comforts of their
home, or whether they have abusiness.
They want to leave and go backhome to unattended right and
disconnect.
I think we want to fill thatgap so that way people can
return to work or go shopping,you know, and not be maybe
stressed about the things thatthey can't control.
Speaker 2 (26:51):
That's wonderful.
It's a great mission to haveand I can't wait to see what
comes on the horizon for you andyour team.
Thank you.
Speaker 1 (26:57):
Andre, I appreciate the conversation for sure.
Speaker 2 (27:00):
Absolutely Well to all of our listeners out there.
I hope you gained a lot ofperspective from Andre's
insights and if you want toconnect with him, please feel
free to go to the website ormessage me directly.
I can connect you with themuntil next time.
We'll see you then you.
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