March 25, 2025 • 48 mins
Are YOU the reason your roofing business isn’t growing the way you want? In this episode, Dylan McCabe shares his journey from healthcare to roofing, building a group purchasing organization (GPO) and leading mastermind groups for contractors. He reveals the silent killers like burnout, isolation, and bad habits that can derail any roofing business owner—and how to overcome them.
You’ll discover:
👉 The power of networking and mastermind groups to scale faster.
👉 Practical strategies to avoid burnout while growing your business.
👉 Why climbing "business Everest" alone is the biggest mistake owners make.
👉 How to set boundaries to create balance in your life without sacrificing success.
Success doesn’t have to come at the cost of your personal life. Dylan shares his top tips for creating systems and recruiting the right team to make your business thrive without relying on you 24/7.
🔗 https://limitlessroofinggroup.com/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
What if you're the reason your business isn't
thriving?
Dylan McCabe breaks down thesilent killers burnout,
isolation and bad habits thatcould be dragging you under
without you even realizing them.
In this episode, dylan peelsback the curtain on the
entrepreneurial journey from hismastermind groups to launching
(00:20):
a group purchasing organization.
Dylan reveals how collaborationand resilience can drive
success.
Dylan McCabe's true genius liesin bringing leaders together.
As the founder of LimitlessRoofing Group, dylan has turned
networking into a superpower anda business model.
Dylan's approach to avoidingburnout is both practical and
(00:40):
inspiring.
Whether it's setting boundaries, learning from others or
sharing his biggest aha moments,he proves that growth doesn't
have to come at a personal cost.
Ready to learn how to growwithout burning out, dylan's
wisdom is your guide to thrivingin business and life.
Let's dive into histransformative journey and
(01:01):
actionable strategies.
Welcome to the Roofing SuccessPodcast.
I'm Jim Alleyne and I'm here tobring you insights from top
leaders in the roofing industryto help you grow and scale your
roofing business.
Dylan McCabe, how are you?
Speaker 2 (01:17):
Hey Jim, Good to see you, man.
Speaker 1 (01:19):
Good to see you, brother.
Man, it's always good to seeyou.
I haven't been around the showsthis year as much, so I haven't
gotten to see you.
You know, we, we, we used to be, you know, like aisle mates at,
at the.
You know, at a lot of the, at alot of the conferences, and got
to know each other over theyears and it's been awesome, got
to watch you, you know, growfrom you know into building
(01:47):
Limitless Roofing Group and allthe things you're doing there,
into from the group buyingpurchasing organization to the
mastermind and the events andthings like that that you're
doing, which is awesome, andwe're just chatting a little bit
off camera.
And business is tough, businessis tough, man, like it's.
This is not an easy path.
What do you think?
Speaker 2 (02:08):
yeah, I think, unfortunately, some of us are
have this, have this belief thatif we pursue being a business
owner, that the god or theuniverse or whatever you believe
, is just going to roll out thered carpet and throw all these
opportunities at you and openall these doors and just make it
smooth sailing, and it's theopposite.
You know, it's more like goingoff to another country to go to
(02:29):
war.
So the reward can be great, butthe challenges can be great too
.
So it's just, yeah, it's justso critical to be ready for that
and just know, hey, I'm, I'm,I'm going to sail, I'm going to
sail across the ocean and I'mdefinitely going to sail through
some storms, but I'm going tolearn how to sail well and I'm
going to weather those storms.
Speaker 1 (02:50):
I think that's the main point.
I'm going to learn how to sailwell and weather those storms.
I've had a lot of conversationsrecently on the podcast about
how the entrepreneurial journeyis really one of personal
development, right Like it'salmost.
You grow as a person to suchgreat lengths in this journey.
(03:12):
How has your journey been?
Speaker 2 (03:16):
Yeah, I think that's 100% accurate.
The challenge is not really howto grow a company.
The challenge is how to facethe limits in my own skills, my
own personality, my own abilityto manage stress, to maintain
healthy relationships, to havework-family life balance.
That's the biggest challenge.
(03:38):
It's interesting because I metyou.
You're one of the first peopleI met.
I came into roofing fromhealthcare four years ago and
the first RoofCon conference weattended you were the first
person, I think, in roofing, orone of the first two or three
that I met.
That was in roofing.
That was a vendor with yourmarketing company at the time
(04:00):
and you were so welcoming and itwas such an odd experience
because we're at RoofCon, we'rewith all these different people.
We had just started LimitlessCEO groups because I didn't know
anything about roofing.
I didn't realize that inroofing they call them
masterminds a lot.
I was used to the term peeradvisory groups, so we started
Limitless CEO groups.
But it's just so cool, man, tostay in touch over the last four
(04:24):
years and see how you've grownand exited your company and
you're doing all these otherthings now.
But it's been a good journey,man.
It's been a wild ride.
Speaker 1 (04:33):
It has the evolution from those CEO groups into the
group purchasing organization.
You know, I guess that was anentrepreneurial journey in
itself, right?
You know what you know, I guessthat was an entrepreneurial
journey in itself, right, likeit was a pivotal moment, a pivot
that you guys made.
What was, what were thechallenges that you saw in front
(04:56):
of you?
And then the pivot and then theopportunity that you saw to
make that pivot.
Because I think you know, froma business standpoint, it
doesn't have to be like the veryspecifics but what'd you see
there, what was going on.
Because I think that might behelpful for as business owners.
Speaker 2 (05:12):
Yeah, so I've got you know, I love leadership, I love
bringing leaders together.
I just special life-changingthings happen when you get
business owners in a roomsharing with one another,
getting insight, feedback fromone another.
So we started the CEO groupsand we got these guys together.
I became an EOS implementer sowe were taking them through EOS
(05:34):
best practices and stuff.
But I still had this thoughtthat would kind of nagging
thought in my head where are theGPOs in roofing, the group
purchasing organizations inroofing?
And we started asking and Iwent to lunch with the owners of
the healthcare company I waswith and I told them I'd gotten
into roofing.
They're like, oh, you shouldstart a GPO.
And I'm like, ah, maybe, so Idon't know.
(05:56):
And we started asking our CEOgroup members hey, have you ever
been a part of a GPO, a grouppurchasing organization?
They're like, well, what isthat?
Okay, all it is is hundreds ofus or one day, thousands of us
roofing companies would cometogether and we go to suppliers
and vendors and just negotiategroup deals and discounts and
rebate programs and stuff likethat.
Like, no, never been a part ofanything like that.
(06:19):
I'm like, how can this bereality?
Like, this is a roof, it's theroofing industry and every
company's buying materials.
And so we kept kicking itaround and finally I thought,
man, we, we've got to start oneof these.
But then the problem is is howdo you start a buying group or a
GPO if you don't have a group?
But how do you get a group ifyou don't have any deals?
(06:40):
So we were really stuck and Ithink God provided and it just
so happened that one of our CEOgroup members had started a
supply company because his localsupplier had terrible customer
service and he thought you knowwhat, I've had it, I'm going to
start my own.
Started his own supply company,grew it and then it got
approached by SRS distributionto they wanted to buy it and in
(07:02):
the process he got to know DanTinker, the CEO, and a few other
key executives.
And this guy's name is DossRousseau.
He's a South African guy,wonderful guy, I love Doss, very
successful roofing company, andhe said you know, I think this
is a great idea, I'll email Danand let's just see what happens.
So he emails Dan Tinker.
(07:23):
Dan emails back within about 30minutes and said hey, I'm on
vacation, but I'd love to meetwith you guys and I had a
meeting booked for eight monthslater.
So then we went from idea toscrambling to put this business
model together, file paperworkwith the state, do all this
stuff.
And then we had a meeting withSRS Dan Tinker at their
(07:43):
corporate headquarters and itwas like an episode of Shark
Tank.
Speaker 1 (07:48):
That's awesome, man, and that's the thing is like you
have to be watching for theopportunities, Right.
And then it's when opportunitymeets preparation, that's when
luck happens, Right.
Like you know, I kind of referto it sometimes.
I refer to it as the art ofluck, because you can put
(08:09):
yourself through preparation.
You, when, if you do properpreparation through your life,
right, not just you know in onesingle thing, but through your
life, if you do properpreparation, when opportunities
come your way, you are ready toexecute on them, Right.
So a lot and and.
(08:29):
And.
So maybe you guys didn't knowexactly what you needed to do,
but I would assume that priorpreparation had led to that
moment, Right, when now there'sthis opportunity in front of us.
Right, when now there's thisopportunity in front of us.
What that reminds me of is alittle bit, or what that makes
(08:49):
me think of is you know, thepeople that were in your CEO
group became I mean, they werekind of your relate, some of
your relationships that you hadin business, and I think that
you know we've talked about thisbefore but, like how people
operate in isolation, If youhadn't just started expressing
(09:29):
things out loud to your CEOgroups, there wouldn't have been
the feedback that you needed tokind of move in the direction
that you guys have gone.
And I, I see that you know, inthe roofing and solar reform
Alliance, you guys with thelimitless group, I see that from
a contractor level, thatexpression at all the roofing
shows that we go to Dylansitting down having lunch with
people in the evening, you know,over cocktails sometimes or
whatever it is for people.
Sometimes those conversationsthat are had in those groups, at
the, you know, at a lunch table, at a, at a conference, have an
(09:53):
outrageous impact on people'sbusiness.
And you know what do you?
What are your thoughts on that?
That?
You know how, how contractorsshould not operate in isolation
or business owners should notoperate in isolation.
Speaker 2 (10:07):
Yeah, I think that's the biggest challenge to any
business owner.
And when we, you know, we havea mastermind group and one of
the ways we frame what you getto experience is that running
your business in isolation islike climbing Mount Everest and
you've got this vision ofsuccess where maybe you want to
grow to 5 million in EBITDA, amillion in EBITDA 5 million, 10
(10:30):
million, whatever you want tohave.
You have this idea of whatsuccess looks like financially,
the kind of lifestyle it's goingto give you, the kind of
freedom and time it's going togive you.
That's why we all got intobusiness.
Right, we didn't want to beemployees, we wanted to grow our
own thing and climb thatmountain.
The problem is, in real life, noone climbs Everest alone.
(10:50):
There's no such thing as a soloclimber.
Ever, never, ever, ever inhistory has anyone climbed
Everest alone and made it alive.
There's always a team andthere's a really stirring book
called Into Thin Air by JohnKrakauer, and he was on the
climb of Everest back in 1996when a blizzard hit the mountain
(11:11):
and it was a disaster and a lotof people died that day.
But they made some criticaldecisions, really bad decisions.
One of them was to reduce theamount of oxygen they carried,
to reduce weight of them was toreduce the amount of oxygen they
carried, to reduce weight.
And other terrible decisionthey made was to split the team
up and start making ascents inpairs and making other team
(11:32):
members wait.
Well, at one point the leaderof the team goes to make the
ascent with another team memberand they never come back and
then the people waiting on themstart freezing to death and it's
just all.
Hell broke loose on themountain because they were
essentially, even though theywere a team.
They started as a team.
They ended up being isolated.
So my whole thing is there's noneed to climb your Everest alone
(11:55):
.
There's other people you canconnect with.
There's so many goodmasterminds you can be a part of
and just connect.
Well, just like we would haveyou and I were going to climb
Everest, we wouldn't just wingit.
We go, talk to other seasonedclimbers and say what advice do
you have?
I'm about to make this climb,what should I know ahead of time
?
And the same thing in businesshey, I'd really like to scale
(12:17):
this.
We're doing 2 million a year.
I'd really like to get to 10million a year with a net profit
of 15% if you could just talkto three or four other guys that
are already there.
That's life-changing.
So that's yeah, nobody shouldclimb Everest alone, man.
It's really foolish.
Speaker 1 (12:33):
For sure.
It's funny that you bring upEverest.
I did a private equity andventure capital curriculum at
Columbia University last yearand one of the things that we
did was it's a Harvard exerciseand it's a leadership and team
(12:53):
simulation and it's an Everestsimulation, and so you're making
decisions on should we move tothe next base camp, how much
oxygen should we take All of thethings that were in that book
essentially like of how to,should we split up, should we
stay together?
And then everyone on the teamhad their own goal.
So everyone had a personal goaland then the team had a goal to
(13:17):
reach the summit.
It was a really cool thing.
You could do it with your team.
It's the Harvard BusinessPublishing Leadership and Team
Simulation for Everest.
It's only like 15, 20 bucks aperson or something like that,
but it's a really coolsimulation in that Because
(13:38):
everyone that you talk to isgoing to have their own goals
right.
They're going to have done it alittle bit differently.
So I think that there's also afilter that we should have right
, like if you're talking, ifyou're trying to get somewhere,
you want to get some.
You want to be talking to thepeople who've gotten there with
kind of, especially in thebeginning, you want to mimic,
right Like you're, you're kindof you're, you're mimicking
(13:59):
success.
I think as you grow, though,you, you, can, you start to be
able to take what other peopleare doing, what other people are
saying, and then and thenmaking your own thing out of
that, even if it's slightvariations.
How have you seen that?
You know with businesses?
(14:20):
Or do you feel like just justcopy what someone else did?
Speaker 2 (14:26):
No, I think that's good.
I think when you.
So we have one of themastermind groups we have.
We've got a couple of differentcoaches in there.
One has a $40 million a yearcompany, the other has about a
$25 million, but the $25 millionguy has built a inside slash,
outside sales team.
(14:47):
It's a very unusual businessmodel.
He's got inside sales reps asclosers and then he's got
outside roof inspectors that arenot paid a commission.
They get paid a flat small feefor every roof they inspect and
they get to tell the homeownerlook, I'm not a salesperson, I'm
just here to take pictures.
I'm going to send this over toour office.
(15:08):
They're going to send yourreport, take it from there.
It's a very unusual and veryeffective model.
So we've got other guys in thegroup that are looking at that
and saying, okay, well, I love80% of that.
I'm going to take what's goingto work for me, my personality
and my kind of team that I'vegot in place.
And yeah, you have to.
You have to make it your own.
Obviously, nobody's going tohave something that you can copy
(15:31):
100 percent.
Speaker 1 (15:33):
I think that's another thing.
I know Monarch Roofing, martinPettigrew.
If you read his book theRoofing Machine, they have a
version of an inside sales teamand outside sales team.
It's not the same, it doesn'tsound the same.
It sounds, it seems, like theirinside sales team kind of takes
over part of the, you know,part of the process.
If the, if the outside salesrep can't close on it and I may
(15:54):
be mistaken, martin can correctme in the comments if I'm wrong
but but, but the but, but, theseare all.
There's so many different waysand I think it's it's fun, it's
fun to iterate on these things,right?
So now you know, maybe you knowyou read the roofing machine
(16:15):
from Martin and you get the waythat they did it, and then you
go and look at the way that thiscompany did it, and then you
know, you kind of feel how yourculture should be, because I
think a lot of times it's acompany culture thing too.
Right, everyone's company is alittle bit different.
The people that they have ontheir team have different
strengths and weaknesses.
(16:35):
You know, from a footballstandpoint, you know, are you a
running team or a passing team,to give a sports analogy, right,
maybe understanding your teamfirst.
But, boy, you need thoserelationships right Like you
need those relationships.
You need to know that you'renot the only one facing these
(16:57):
challenges, or not the firstperson that has faced these
challenges.
Speaker 2 (17:02):
Yeah, and I think that I think the key to that is
humility.
If you, if you're humble andyou realize you're not God's
gift to creation, you don't knowit all.
You've got a lot to learn.
Like the rest of us, you'regoing to seek out wisdom and
advice.
The Bible says there's wisdomin a multitude of counselors.
Man, I've learned the hard way.
I need all the wise counsel Ican get.
(17:23):
So, putting yourself in asituation where you're seeking
that and you're getting that, Ican speak for me personally.
The best things that havehappened in my life have become
because of people that I've comeacross, whether it's a sharp
business mind, like one of mybusiness mentors, or a great
(17:44):
family man.
I mean I have forever.
I have imprinted in my mind amodel of what a solid dad looks
like, and he's passed away now,but he was the president of the
largest privately held insurancefirm in the US, so very busy,
lots of demands at work.
He lived in a very nice housein a fluent neighborhood in
(18:05):
Frisco, texas.
But, man, when you were withhim this guy, his name is Dan
Browning when you were with Dan,you were Dan.
His name is Dan Browning.
When you were with Dan, you werethe most important thing in the
world.
I mean, it was almost like youfelt like you were his best
friend and his only friend, andhe was like that with everybody.
At his funeral there wereperson after person after person
(18:26):
just in tears on the stagesaying Dan made me feel like I
was the most important person inthe world.
And Dan checked in on me oneday and sent a text and said hey
, bro, how you doing?
And he just stopped by myoffice on his way home and
prayed over me.
Just amazing, right.
And I got to see the way heinteracted with his wife and how
he was silly and joked aroundwith her.
(18:47):
I got to see the way heinteracted with his daughters.
It's the people you come acrossthat are the difference maker
and you've got to put yourselfin front of these people to have
these life-changing experiences.
Speaker 1 (19:01):
Yeah, and and and and back to kind of what I think
you know kind of alluded toearlier is that is how
entrepreneurship is, thisjourney of personal development.
That's all personal development, right, like in, in learning
how to be a, a, a better versionof yourself all the time.
I know some of those people toothat are and, and a lot of them
(19:22):
are CEOs, like CEOs, true CEOsof large corporations.
They will, they will.
They're really great at askingyou questions and they're really
great at asking you greatquestions, and those questions
lead to that feeling of man.
They really, they really careabout what I, what I think right
(19:44):
, like and, and, and.
I think that there's also atrue intention there.
I think that people that getinto those most of those
leadership positions, they haveto care that much, and so they
are that inquisitive about youfrom a personal level, all the
way through your work skillset,and so that's awesome, man, I
love that.
(20:07):
Speaking about that, how yousaid he would stop in and talk
to people more about otherthings that are just not work
related, right, maybe?
I know that you spend a lot oftime from a leadership level and
then from a um, just on apersonal level.
Just that, that life balance.
Should I call it life balance,not work-life balance?
(20:28):
Because I don't think there isa work to me, there's not a
work-life balance because workis part of your life, right?
So maybe I'll reframe it andjust call it a life balance.
How are you you know, I knowyou're doing a presentation here
coming up, or if it may havepassed since this episode I
don't know when this episode isgoing to go out, but at Randy
(20:48):
Brothers event about thisbalance and let's talk a little
bit about that.
How to you know how to how tobuild balance in your life?
Speaker 2 (20:58):
Yeah, yeah, I'm giving a talk called how to
avoid burnout as a businessowner, and it's something that's
going back to my time inhealthcare.
Physician burnout is a veryprevalent topic of discussion.
It's talked about atconferences.
There's immense amounts ofliterature written on it.
It's something that's beenwidely studied and it's a
(21:19):
constant problem.
Because physicians work longshifts.
It's extremely difficult tohave balance in life, and then
they have the psychologicalpressure to save lives and make
people better.
And then they deal withinsurance pressure to save lives
and make people better.
And then they deal withinsurance related issues, just
like roofing companies do.
There's just a lot of pressure.
So, but burnout if you're anentrepreneur or business owner,
(21:40):
you run the risk of burning out,and that's a whole nother
subject to go deep into.
But there are signs andsymptoms there Stress, you know,
alcohol abuse, drug addiction,conflict with your spouse at
home, all kinds of issues.
But I had to learn that lessonthe hard way, and I was an
(22:00):
apartment manager back in 2009.
I was on campus at DallasSeminary getting a master's
degree and I was the manager ofthe single students building.
So they had an apartmentbuilding for the single students
and they had an apartmentbuilding for the married couples
.
So there were four to 500people who all knew me by name.
(22:21):
So it's almost like having 400employees, part-time employees,
and so from five in the morningtill 12 at night I'd have people
calling me, texting me,stopping by.
I'm on the way to go getgroceries.
I'm coming back in at 1030 atnight.
Hey, dylan, you got a minute.
I call it death by God ofminutes.
So I started reaching abreaking point because I was not
(22:43):
only being overwhelmed by allof these people who were
reaching out to me nonstop, butI was also buried under the
workload at Dallas Seminary,which is no joke.
I mean, between learning Greekand all the different papers and
stuff to read.
I mean they bury you underbooks so much to the extent that
(23:04):
your first semester they have aspeed reading course, they want
you to take semester, they havea speed reading course they
want you to take.
So, anyway, I was maxed out andI'm like my ship is sinking,
this thing is not going to work.
So I talked to again.
We're back to relationships.
I talked to the manager of themarried couples building and I'm
like Alex, how do you do this?
(23:27):
Like, how are you notcompletely maxed out, like I'm
burning out man, I'm only threemonths in and like I want to
quit.
And he's like well, do you haveoffice hours?
I'm like what do you mean?
I'm in my office all the time,like I never stop.
He's like no, no, no, no.
Do you have office hours whereyou're in the office and outside
of which you're not?
And I'm like no, he's like allright, starting tomorrow, you
(23:56):
need to post on your glass ofyour window of your office your
office hours.
He's like then you need toemail the building and tell
everybody inside of these hours,you can call, you can text, you
can stop by.
I am here for you.
Anything you need outside ofthese hours, send me an email.
If it's an emergency, call 911.
And he's like and then you needto take the next 90 days to
(24:17):
train your residents on this,because they're going to test it
.
They're not going to get it,it's going to throw them off.
And sure enough, it took about90 days and it took about well,
hundreds of times of peoplecoming across me and saying, hey
, dylan, real quick.
I mean I'd be on campus goingto take class.
And Dylan, real quick, hey, isthis about the building?
(24:37):
Yeah, okay, shoot me an email.
Is it an emergency?
No, okay, shoot me an email orI'll be in my office tomorrow at
9 am.
It took hundreds of those andafter a while, man, next thing
you know, I'm walking around andnobody's stopping me, nobody's
saying anything, and 90% of thetime they never emailed me
anyway.
So I've carried that lesson.
(24:57):
And now, man in business, I amall in during my office hours at
work, I'm trying to grow abuying group, limitless roofing
GPO.
I want to grow it.
I want it to be very successful.
However, when I'm done, I wantto grow it, I want it to be very
successful.
However, when I'm done, I gethome, I grab my phone.
(25:17):
I set it face down on thekitchen counter on vibrate.
I'm not going to let this getin the way of my marriage or my
role as a dad.
I take my Apple watch, I turnit off, take it off, put it in
the bedroom, and that's how Ihave life balance Work is done,
and whatever hasn't been done, Ican pick back up the next day.
Speaker 1 (25:35):
That's amazing.
That's one of those aha moments, right?
What would you say?
I mean, you're really justsetting boundaries.
Speaker 2 (25:46):
That's right, that's really what you're doing, man,
it's just boundaries, andthere's a book called Boundaries
which is a bestseller, and nowthey got boundaries in marriage,
boundaries in work, boundariesfor everything.
Speaker 1 (25:56):
But that's essentially what it is is
boundaries, and I think you needthose for all the main areas of
your life, your physical health, your family life, your job,
all of that.
So to me, this is a wherefamily is a is a tough one,
(26:18):
right, Like a lot of times it's,you know, especially when
you're, when you're growing abusiness and you know everyone
is on your team, is iscontacting you all the time and
you always have jobs to do andthings like that.
I see how you can set up theoffice hours for business.
I see, now explain to me.
(26:39):
To me it's kind of a reversethen for family, a reverse
boundary hours, right, or is itlike, how are you thinking of
that?
In the same context, how do youset up boundaries, I guess, how
do you set up boundaries foryour, for your family life, but
then also for your family tounderstand your boundaries
outside of family life?
Maybe that's the the where I'mgetting at is, how do you help,
(27:02):
how do you set boundaries foryour family, for the other
things in your life?
Speaker 2 (27:08):
Yeah, no, it's.
I think I think people call itrhythms, boundaries, whatever it
might be, but I think you canboil it down to four areas in
life.
You've got your faith, yourfamily, your fitness and your
finance.
So faith for me, myrelationship with God, is number
one.
My girls are used to seeing meevery morning.
I got this old metal Biblestand my mom bought me when I
(27:29):
became a Christian 20 years ago,went from being a passionate
skeptic to a passionate believer.
It was a process.
God had to do another big thingto intervene in my life for
that to happen.
But my girls see me everymorning with the Bible While I'm
eating breakfast.
I'm reading the Bible just toget some daily truth right.
So my faith is critical to me.
(27:49):
My prayer life, those are big.
It's just a daily thing and I'ma pretty structured guy.
So it's easy for me to do thatevery morning and just kind of
have it on autopilot mentally.
Then after that I go to the gymbecause who cares if I can grow
a successful company if I keelover a heart attack in five
years?
So my physical health is veryimportant to me.
(28:10):
I eat the same two breakfasts.
I've had the same two versionsof breakfast for a year like
decades probably.
I either eat a bowl of oatmealand a little bit of yogurt, or I
have two pieces of sourdoughbread with olive oil instead of
butter and two fried eggs cookedin olive oil, and I've taken my
(28:31):
cholesterol from 150 to 160 in12 months.
I take supplements and stufflike that.
I go to the gym, I work out.
I want to be healthy.
My fitness, or my finance, is mywork, what I do to make money.
So I want to be successfulthere.
I typically, you know I'mavailable for work between nine
(28:54):
and five.
I am not available before thator after that.
My employees know that.
Hey, if you send a Slackmessage at eight o'clock at
night, I'm gone Like I'm not.
I'll get back.
I'll get to it tomorrow morning.
It is not an emergency.
We're not in the Navy SEALs.
This is not a question ofshould I cut the blue wire or
the red wire, or this bomb'sgoing to blow up, so it can wait
(29:16):
.
So that's faith, family fitness, and then, yeah, the finances,
the work, stuff, and then but myfamily knows that and that's
something that I will not letanything get in the way of.
I think business becomes anaffair almost when your
employees and your company ismore important than your spouse
(29:38):
or your kids.
That's why, when I get home, Iput this thing face down,
because I don't want my preciousthree little girls, who are
nine, seven and four, to everthink that for some reason dad
is more attracted, this thing ismore special to him than I am.
When my seven-year-old's comingup and saying, dad, look at
this charm necklace I created.
I don't want to be like this, Iwant oh man, that's so cool,
(30:03):
celeste, I love that, I love thecolors, I love this.
And I want them to have ahealthy view of God too, and a
loving God and a lot of that isthe way I'm a father to them.
So, anyways, it's a big deal tome, man, I'm a little extreme
about it.
Speaker 1 (30:19):
Yeah, but so now the question is how do you like you
had talked about the processthat you went through of putting
in the office hours and the 90days what are some actionable
steps that someone can take tostart to build the boundaries
around their faith, their family, their fitness and their
(30:40):
finances?
Speaker 2 (30:41):
I think the easiest thing is a routine, and some
people thrive with routines,some people don't feel boxed in.
I've got a flexible but prettysimple routine.
So I wake up every day.
First thing is breakfast andBible.
That's my faith.
Then it's family, because I'mstill there and I'm hanging out
with my girls, talking to mywife in the kitchen, the dogs
(31:03):
running, whatever.
That's family time.
Then I go to the gym.
That's my fitness.
Then I and they they expectthis and then I go to work and
that's my finance.
I leave work, I come home.
I'm home by five 30 every night, unless I'm traveling at a
roofing conference, which is onaverage six times a year, I'm
home at five 30.
(31:24):
My wife has already made dinner.
She's putting it on the tableby five 45.
Dinner, she's putting it on thetable by 545.
All of us are sitting at thedinner table, no screens, no TV,
no distractions, and we're justtalking about how the day went.
My four-year-old's tellingcrazy stories about her
four-year-old experience atdaycare.
My other two are talking aboutstuff at school, relationships,
(31:46):
whatever.
We put our girls to bed and nowwe get into the marriage stuff.
Our girls are in bed by 830.
I've got an hour and a half totwo hours one-on-one with my
wife, who's my best friend, tosit and talk, to watch a show
together, to do whatevertogether, and those, so all
(32:06):
those boundaries are kept inplace by that routine.
Speaker 1 (32:10):
Yep, how do you balance the business aspect, or
how do you see roofingcontractors balancing the
finance aspect?
Because that's what seems tobleed over into all of the other
aspects of life, especiallywhen you're kind of in startup
(32:30):
and growth mode.
Speaker 2 (32:32):
Yeah, I think the challenge is as soon as possible
, you've got to get a goodoperator.
A lot of guys that start roofingcompanies are visionary,
entrepreneurial types.
I know that's a broad, sweepingstatement so there can be holes
in that in different situations, but for the most part, if you
start a business, you're driven,you're good at sales.
You've got to get an operator,a business partner, a operations
(32:56):
manager, somebody, and I thinksomebody that's worth even
giving a little equity to atsome point maybe.
But you got to get that personin place so that the business is
not you centric.
If the business is you centricand you don't have systems and
people in place to where you canleave for two weeks and it
keeps running like a well-oiledmachine, you have a you centric
(33:17):
business and if somethinghappens to your health or to
whatever, your business is goingto completely capsize.
So I think that's the deal isas soon as possible.
You've got to put those people,that team, in place, get that
organizational chart there sothat you can have those
boundaries and that business.
You're running the business.
It's not running you.
Speaker 1 (33:36):
Yeah, and it's a hard hill to climb in the beginning.
I think and I think that someof it, dylan, is around for me
as a business owner early in mybusiness ventures.
I've been an entrepreneur mywhole life and I've made all
kinds of mistakes.
But for me some of the earlymistakes were I didn't know how
(33:58):
to hire.
I would hire somebody, not theperson that I should hire.
I would hire when I needed tohire.
I wouldn't.
I would hire versus recruit.
Maybe that's a better way toput it Right.
And and I think that thatskillset in recruiting and
(34:21):
finding the right person, howwould, how, how would you advise
that roofing contractor to gofrom being in that you centric
business to turning it into thatbusiness, the the, you know,
turning over thoseresponsibilities that give you
that that time back from thatfrom from your business?
Speaker 2 (34:42):
Man?
That's such a good question.
Here's the problem with mostroofing business owners, and my
problem too, is we are good atsales, so you're going to
interview somebody and you'regoing to sell them on the
opportunity.
So, instead of interviewingthem, you're persuading them to
step into that role and you'repersuading them that they can be
effective in it.
So, going back to people, weneed people who are much wiser,
(35:05):
much more skilled at this.
We just started using cultureindex, so Culture Index is an
assessment similar to DISC andall the others.
However, culture Index claimsthat they are 97% accurate, and
I believe it because I'veactually taken the Culture Index
survey twice in 20 years andgotten the exact same result.
(35:28):
What Culture Index does is it?
It shows tendencies and traits.
It's not about just personality, it's more about ways of
relating tendencies and stufflike that.
So we're interviewing peopleright now for a sales rep
position.
The first step, if they apply,is hey, this is great.
(35:49):
Here's this short survey weneed you to fill out.
We get that, we send it to ourculture index coach and then I'm
texting him at the end of theday hey, can you give me a green
light on whether to interviewthese five people and he's like
no, no, no, no, and then yes andyes, or he'll call me and he'll
say hey, this type, this iswhat we call a rainmaker this
guy's going to make you a lot ofmoney.
(36:09):
However, here's some things tobe aware of with this type, and
they know that because they'velooked through hundreds of
thousands of these and they knowthat it rings true, and so
that's been super helpful for usto clear the fog.
And then so you can decide.
You know you've got three areasof your business.
You got sales and marketing,operations and finance.
(36:30):
That culture index willcompletely clear the fog on hey,
you just interviewed thisperson.
They applied for this role, butreally they'd be better in
operations, and that way, youcan start building your bench
too.
Like, maybe you're interviewingsalespeople.
Some of these people may beincredible operators and you can
tell them that, like, hey,you're not really a fit for this
(36:50):
role.
However, you scored extremelyhigh over here.
I'd like to keep talking to youabout maybe running our back
office.
Speaker 1 (37:00):
Yeah, the personality profiles are interesting, from
DISC to COBE to Culture Indexand all these different things.
It is fascinating, man, and sowhat that makes me think of
first is maybe you need to knowwho you want, right, Like, just
like we know our perfectcustomer, like we know that we
(37:20):
want to deal with this type ofhomeowner, we need to know who
we want in our business.
And you said, right, do youwant a salesperson, an
operations person, a financeperson?
Like which?
What bucket are they in?
What skillset do we need there?
These are some of the thingsthat we don't think about early
on.
I think I think it's like, man,I need someone to help me with.
(37:42):
And I like what you said.
You kind of sell them on the,on what they'll be doing.
Like, oh, you could do all this.
And you know, like, yeah, you'dbe great at it.
I think there is a sales aspectto recruiting, a strong sales
aspect, but you're selling yourculture and the opportunity for
their growth in the companyversus, you know, convincing
(38:05):
them that they could do the jobright.
So, in these personalityprofiles, maybe that's a good
place for people to start.
It is okay.
I need to know how DISC worksor how Culture Index works, or
you know how some of thesethings work so that when I go to
(38:26):
get the person that I need sothat's what I'm thinking of,
because a lot of I think we makethose early hiring mistakes and
we hire the people that'll getus there, but not to where we
really want to go, and so youknow, what other advice could
you give there?
Ok, so they've learned how touse a personality test.
(38:48):
What else can they do to findthe right person for that seat?
Speaker 2 (38:58):
for that seat.
Yeah, I think the next step isjust to make sure you know
finding the people shouldn't bethat hard.
Between ZipRecruiter and Indeedand LinkedIn and so on, you
should be able to get way moreapplicants than you need.
And then some filter likeCulture Index and, by the way,
if somebody joins our free GPO,they get a discount on Culture
Index.
We believe in it that much thatwe're using them ourselves.
But after that, you need asolid training program for the
(39:22):
next 90 days or you're justsetting them up for failure.
And I think roofing, going backto a broad, sweeping statement
many roofing companies have anextremely poor training program
and it's like, hey, ride aroundwith me for a week or two and
then you're off on your own, go,knock those doors.
That's what I had to do.
You really should have.
I mean, you should have anonline university.
(39:43):
You should have very clear SOPs.
Throw in a manual that's thisthick at somebody that's great
for them to go back and refer to.
But you should have productknowledge on the roof system.
You should have knowledge onthe sales process, the scripts,
and then you should test them onthat.
And now, with AI, you can haveiterative AI that they can role
(40:04):
play with.
You can tell the AI whatprompts you.
I mean you should have a robusttraining system.
Speaker 1 (40:12):
You can honestly just go into chat GPT and say I want
to build a training system forthis.
You know you're an experttrainer.
This is I own a roofing company.
I'm looking to build out atraining system for my insert
role here.
Please ask me any clarifyingquestions that you would like
that end of the prompt of pleaseask me any clarifying questions
(40:34):
.
Chat GPT will just start askingyou the questions and start
building out that plan.
That's my friend, jonathan Mast.
Check out his promptengineering course.
It's awesome.
It's like $100 or somethinglike that, maybe $150.
Speaker 2 (40:49):
Oh that's cool.
Speaker 1 (40:52):
It's that version of it, but I think that this is
where we're going.
We have this, we can use chat,gpt in so many ways and and
Claude, and all the other largelanguage models.
Man, it's getting easier andeasier in this business.
Dylan, like what you know, Imean you said, like I was one of
the first people you met and Iwas really friendly and, boy,
(41:12):
that's how the roofing industryis to me, like it's been that
way to me, right, it's justthere's a culture in the roofing
industry, there's other aspectsto it that there's some really
hard, you know, strongpersonalities also and some ego
involved, which is, you know,I'm fine with playing in that
arena because you know I'm acompetitive person and but it's
(41:34):
a fun competitiveness to meperson, and but it's a fun
competitiveness to me.
And so you know, as we're, aswe're, as we're, as we're
building this out further now,how do we find those things in
our life?
Cause we can find the peoplefor our business, to help help
with our finances.
We, we, we know how to recruitthem.
We're, we're looking for theright person.
(41:55):
How do we take these samethings and move it into, like,
how do we have more structurearound our family or our fitness
, kind of thinking about thesesame, maybe similar models,
right Like as we're.
As are we buying our you knowDan Martell's buy your, buy back
your time book kind of thing iswhat it reminds me of.
In your finances, how do youapply these things to your faith
(42:17):
, your family, your physical?
How can we leverage?
How can we use some leverage?
It sounds like leverage to me.
How can we have some leveragein those aspects also?
Speaker 2 (42:27):
Yeah, I think you just need to kind of grade
yourself and, especially as men,we can be hard on ourselves,
especially if you're the soleprovider and breadwinner and
stuff like that, but you really,I think.
For me, going back to DallasSeminary, I had a professor one
day for the very first class andthere was probably 100 students
in the class and he said hewrote up on the board here's
(42:51):
what it's going to take to makean A in this class.
You're going to have to readthese eight books, write these
five papers, you're going tohave to score a 98 or above on
this test of whatever, whatever,whatever.
And he's just going down thelist and you're just like great,
this is one of five classes.
I'm already feeling overwhelmed.
He's like, and he turned to allof us and he said however, some
(43:14):
of you are married, some of youhave kids, some of you have
other responsibilities out ofgetting this master's degree.
And his exact words were itwould be a sin for you to make
an A in this class.
He said some of you need to gofor the C.
And I was like whoa, what ishappening?
My mind was just blown.
(43:36):
He's like, because if you makean A in this class, your
marriage could be on the rocks ayear from now.
He's like we've seen it.
We've seen so many studentscome in and then they're getting
a divorce a year or two laterbecause they made getting an A
that basically they're God, theymade it the most important
thing in life.
And so I think you got to gradeyourself.
(43:57):
How is your marriage?
Are you still dating your wife?
Do you guys laugh a lottogether?
Are you keeping quick accounts,reserving conflicts quickly, or
are you going to bed angry withone another two or three times
a week Like, go for that A inyour marriage?
How's your health?
How's your blood pressure andyour cholesterol?
Are you working out three orfour days a week?
Or health, how's your bloodpressure and your cholesterol?
(44:18):
Are you working out three orfour days a week or are you
working out once every twomonths?
You got to take care ofyourself.
We're not made to have sedentarylifestyles.
We're not.
We weren't designed to sit at adesk all day.
You know, hundreds of years ago, everything was manual.
People were in amazing shape.
How's your faith?
What do you believe aboutyourself?
What's your spiritual life?
Just make a little report cardand, man, if the only thing
(44:38):
you're striving for, an a in hisbusiness.
It's just time to make littleincremental changes.
I love the book atomic habitsbecause it's like I don't have
to make these huge changes.
I can make a little change.
So you know what?
From now on, I'm going to doone lunch date with my spouse a
week.
Evenings are too hard.
We're going to do lunch dates.
Or from now on I'm going to goto the gym.
I'm going to start at two daysa week for the next 90 days and
(45:01):
I'm going to get a trainer.
Just little changes.
Speaker 1 (45:04):
Yeah, little little changes, but I love that.
That's a.
That must've been a like, anaha, that's a huge aha moment.
Whoa, I can get a C moment.
Whoa, I can get a C.
Yeah, like, it's okay, like I'mstill passing Right, like and
and you know, maybe that's thatthat's a struggle in your
business.
You don't want to have a Cbusiness, but maybe that C in
(45:27):
business is that you go fromfour to four and a half million
this year.
That's a C to you.
Maybe a B would be you go tofive and a half and an A you go
to seven.
Right, maybe that's your, your.
Is that where I'm hearing?
Like now you can say, okay, I'mall right, like in my fitness,
the one day a week to the gym,or two days a week to the gym,
(45:49):
that's my C, right, like, and ifI'm, you know, working out with
a trainer and doing all thesethings and now my and maybe I'm
changing my diet more, nowthat's an A right Like, is that
a, is that a?
Am I down the right path there?
Speaker 2 (46:04):
I think that's great, yeah, as long as you're.
The one thing you can't make anF in is your relationships.
You know, my one of my businessmentors lives in a very
affluent area of Dallas wheremost of the lots are several
acres and the homes are massive.
He had a really good exit froman international company about
(46:25):
15 years ago and his neighboracross the street lives in what
looks like a small castle and soI'm used to going to his house
not the neighbor, but myfriend's house.
I used to go every week to aWednesday morning men's Bible
study and it was a bunch ofretired guys that had had exits
from their companies.
Just great guys, very humble,generous men.
(46:48):
And but one day I asked mybuddy what's the story with your
neighbor?
There's this massive home Inever see any lights on.
I've been to your house in themorning, I've been in the
evening.
I've never seen any cars overthere.
He said, oh yeah, that guy ownshundreds of dental practices all
over the U S, uh, but he'sdivorced, lives all alone and is
(47:13):
never home.
And I thought, wow, I'm richerthan that guy and it is never
home.
And I thought, wow, I'm richerthan that guy.
Like I'm, I've got a healthymarriage.
I've got three little girlsthat think I'm their hero.
I've got a healthy relationshipwith God that I love, and
that's because of his gift, notbecause of anything I've done.
(47:34):
I'm richer than that guy.
That guy's probably abillionaire and I've got more
wealth in life than he does.
I don't have anywhere near thekind of money he does and maybe
never will.
But, um, yeah, I just think yougotta make sure you don't make
an F in that family, family area, man, and not to bring shame to
anybody, cause if you've hadsome big setbacks, uh, just to
(47:55):
pursue that, pursue health inthat area from now on.
Speaker 1 (47:59):
Yeah, that's awesome man.
I think that's a kind of agreat place to end here, dylan.
It's been awesome having you.
This has been another episodeof the Roofing Success Podcast.
Thank you for tuning into theRoofing Success Podcast.
For more valuable contentvisiting success podcast com
while there.
Check out our sponsors forexclusive offers, shop for
(48:22):
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(48:42):
insights.
The website link is in thedescription.
Thanks for listening.
What if you're the reason your business isn't
thriving?
Dylan McCabe breaks down thesilent killers burnout,
isolation and bad habits thatcould be dragging you under
without you even realizing them.
In this episode, dylan peelsback the curtain on the
entrepreneurial journey from hismastermind groups to launching
(00:20):
a group purchasing organization.
Dylan reveals how collaborationand resilience can drive
success.
Dylan McCabe's true genius liesin bringing leaders together.
As the founder of LimitlessRoofing Group, dylan has turned
networking into a superpower anda business model.
Dylan's approach to avoidingburnout is both practical and
(00:40):
inspiring.
Whether it's setting boundaries, learning from others or
sharing his biggest aha moments,he proves that growth doesn't
have to come at a personal cost.
Ready to learn how to growwithout burning out, dylan's
wisdom is your guide to thrivingin business and life.
Let's dive into histransformative journey and
(01:01):
actionable strategies.
Welcome to the Roofing SuccessPodcast.
I'm Jim Alleyne and I'm here tobring you insights from top
leaders in the roofing industryto help you grow and scale your
roofing business.
Dylan McCabe, how are you?
Speaker 2 (01:17):
Hey Jim, Good to see you, man.
Speaker 1 (01:19):
Good to see you, brother.
Man, it's always good to seeyou.
I haven't been around the showsthis year as much, so I haven't
gotten to see you.
You know, we, we, we used to be, you know, like aisle mates at,
at the.
You know, at a lot of the, at alot of the conferences, and got
to know each other over theyears and it's been awesome, got
to watch you, you know, growfrom you know into building
(01:47):
Limitless Roofing Group and allthe things you're doing there,
into from the group buyingpurchasing organization to the
mastermind and the events andthings like that that you're
doing, which is awesome, andwe're just chatting a little bit
off camera.
And business is tough, businessis tough, man, like it's.
This is not an easy path.
What do you think?
Speaker 2 (02:08):
yeah, I think, unfortunately, some of us are
have this, have this belief thatif we pursue being a business
owner, that the god or theuniverse or whatever you believe
, is just going to roll out thered carpet and throw all these
opportunities at you and openall these doors and just make it
smooth sailing, and it's theopposite.
You know, it's more like goingoff to another country to go to
(02:29):
war.
So the reward can be great, butthe challenges can be great too
.
So it's just, yeah, it's justso critical to be ready for that
and just know, hey, I'm, I'm,I'm going to sail, I'm going to
sail across the ocean and I'mdefinitely going to sail through
some storms, but I'm going tolearn how to sail well and I'm
going to weather those storms.
Speaker 1 (02:50):
I think that's the main point.
I'm going to learn how to sailwell and weather those storms.
I've had a lot of conversationsrecently on the podcast about
how the entrepreneurial journeyis really one of personal
development, right Like it'salmost.
You grow as a person to suchgreat lengths in this journey.
(03:12):
How has your journey been?
Speaker 2 (03:16):
Yeah, I think that's 100% accurate.
The challenge is not really howto grow a company.
The challenge is how to facethe limits in my own skills, my
own personality, my own abilityto manage stress, to maintain
healthy relationships, to havework-family life balance.
That's the biggest challenge.
(03:38):
It's interesting because I metyou.
You're one of the first peopleI met.
I came into roofing fromhealthcare four years ago and
the first RoofCon conference weattended you were the first
person, I think, in roofing, orone of the first two or three
that I met.
That was in roofing.
That was a vendor with yourmarketing company at the time
(04:00):
and you were so welcoming and itwas such an odd experience
because we're at RoofCon, we'rewith all these different people.
We had just started LimitlessCEO groups because I didn't know
anything about roofing.
I didn't realize that inroofing they call them
masterminds a lot.
I was used to the term peeradvisory groups, so we started
Limitless CEO groups.
But it's just so cool, man, tostay in touch over the last four
(04:24):
years and see how you've grownand exited your company and
you're doing all these otherthings now.
But it's been a good journey,man.
It's been a wild ride.
Speaker 1 (04:33):
It has the evolution from those CEO groups into the
group purchasing organization.
You know, I guess that was anentrepreneurial journey in
itself, right?
You know what you know, I guessthat was an entrepreneurial
journey in itself, right, likeit was a pivotal moment, a pivot
that you guys made.
What was, what were thechallenges that you saw in front
(04:56):
of you?
And then the pivot and then theopportunity that you saw to
make that pivot.
Because I think you know, froma business standpoint, it
doesn't have to be like the veryspecifics but what'd you see
there, what was going on.
Because I think that might behelpful for as business owners.
Speaker 2 (05:12):
Yeah, so I've got you know, I love leadership, I love
bringing leaders together.
I just special life-changingthings happen when you get
business owners in a roomsharing with one another,
getting insight, feedback fromone another.
So we started the CEO groupsand we got these guys together.
I became an EOS implementer sowe were taking them through EOS
(05:34):
best practices and stuff.
But I still had this thoughtthat would kind of nagging
thought in my head where are theGPOs in roofing, the group
purchasing organizations inroofing?
And we started asking and Iwent to lunch with the owners of
the healthcare company I waswith and I told them I'd gotten
into roofing.
They're like, oh, you shouldstart a GPO.
And I'm like, ah, maybe, so Idon't know.
(05:56):
And we started asking our CEOgroup members hey, have you ever
been a part of a GPO, a grouppurchasing organization?
They're like, well, what isthat?
Okay, all it is is hundreds ofus or one day, thousands of us
roofing companies would cometogether and we go to suppliers
and vendors and just negotiategroup deals and discounts and
rebate programs and stuff likethat.
Like, no, never been a part ofanything like that.
(06:19):
I'm like, how can this bereality?
Like, this is a roof, it's theroofing industry and every
company's buying materials.
And so we kept kicking itaround and finally I thought,
man, we, we've got to start oneof these.
But then the problem is is howdo you start a buying group or a
GPO if you don't have a group?
But how do you get a group ifyou don't have any deals?
(06:40):
So we were really stuck and Ithink God provided and it just
so happened that one of our CEOgroup members had started a
supply company because his localsupplier had terrible customer
service and he thought you knowwhat, I've had it, I'm going to
start my own.
Started his own supply company,grew it and then it got
approached by SRS distributionto they wanted to buy it and in
(07:02):
the process he got to know DanTinker, the CEO, and a few other
key executives.
And this guy's name is DossRousseau.
He's a South African guy,wonderful guy, I love Doss, very
successful roofing company, andhe said you know, I think this
is a great idea, I'll email Danand let's just see what happens.
So he emails Dan Tinker.
(07:23):
Dan emails back within about 30minutes and said hey, I'm on
vacation, but I'd love to meetwith you guys and I had a
meeting booked for eight monthslater.
So then we went from idea toscrambling to put this business
model together, file paperworkwith the state, do all this
stuff.
And then we had a meeting withSRS Dan Tinker at their
(07:43):
corporate headquarters and itwas like an episode of Shark
Tank.
Speaker 1 (07:48):
That's awesome, man, and that's the thing is like you
have to be watching for theopportunities, Right.
And then it's when opportunitymeets preparation, that's when
luck happens, Right.
Like you know, I kind of referto it sometimes.
I refer to it as the art ofluck, because you can put
(08:09):
yourself through preparation.
You, when, if you do properpreparation through your life,
right, not just you know in onesingle thing, but through your
life, if you do properpreparation, when opportunities
come your way, you are ready toexecute on them, Right.
So a lot and and.
(08:29):
And.
So maybe you guys didn't knowexactly what you needed to do,
but I would assume that priorpreparation had led to that
moment, Right, when now there'sthis opportunity in front of us.
Right, when now there's thisopportunity in front of us.
What that reminds me of is alittle bit, or what that makes
(08:49):
me think of is you know, thepeople that were in your CEO
group became I mean, they werekind of your relate, some of
your relationships that you hadin business, and I think that
you know we've talked about thisbefore but, like how people
operate in isolation, If youhadn't just started expressing
(09:29):
things out loud to your CEOgroups, there wouldn't have been
the feedback that you needed tokind of move in the direction
that you guys have gone.
And I, I see that you know, inthe roofing and solar reform
Alliance, you guys with thelimitless group, I see that from
a contractor level, thatexpression at all the roofing
shows that we go to Dylansitting down having lunch with
people in the evening, you know,over cocktails sometimes or
whatever it is for people.
Sometimes those conversationsthat are had in those groups, at
the, you know, at a lunch table, at a, at a conference, have an
(09:53):
outrageous impact on people'sbusiness.
And you know what do you?
What are your thoughts on that?
That?
You know how, how contractorsshould not operate in isolation
or business owners should notoperate in isolation.
Speaker 2 (10:07):
Yeah, I think that's the biggest challenge to any
business owner.
And when we, you know, we havea mastermind group and one of
the ways we frame what you getto experience is that running
your business in isolation islike climbing Mount Everest and
you've got this vision ofsuccess where maybe you want to
grow to 5 million in EBITDA, amillion in EBITDA 5 million, 10
(10:30):
million, whatever you want tohave.
You have this idea of whatsuccess looks like financially,
the kind of lifestyle it's goingto give you, the kind of
freedom and time it's going togive you.
That's why we all got intobusiness.
Right, we didn't want to beemployees, we wanted to grow our
own thing and climb thatmountain.
The problem is, in real life, noone climbs Everest alone.
(10:50):
There's no such thing as a soloclimber.
Ever, never, ever, ever inhistory has anyone climbed
Everest alone and made it alive.
There's always a team andthere's a really stirring book
called Into Thin Air by JohnKrakauer, and he was on the
climb of Everest back in 1996when a blizzard hit the mountain
(11:11):
and it was a disaster and a lotof people died that day.
But they made some criticaldecisions, really bad decisions.
One of them was to reduce theamount of oxygen they carried,
to reduce weight of them was toreduce the amount of oxygen they
carried, to reduce weight.
And other terrible decisionthey made was to split the team
up and start making ascents inpairs and making other team
(11:32):
members wait.
Well, at one point the leaderof the team goes to make the
ascent with another team memberand they never come back and
then the people waiting on themstart freezing to death and it's
just all.
Hell broke loose on themountain because they were
essentially, even though theywere a team.
They started as a team.
They ended up being isolated.
So my whole thing is there's noneed to climb your Everest alone
(11:55):
.
There's other people you canconnect with.
There's so many goodmasterminds you can be a part of
and just connect.
Well, just like we would haveyou and I were going to climb
Everest, we wouldn't just wingit.
We go, talk to other seasonedclimbers and say what advice do
you have?
I'm about to make this climb,what should I know ahead of time
?
And the same thing in businesshey, I'd really like to scale
(12:17):
this.
We're doing 2 million a year.
I'd really like to get to 10million a year with a net profit
of 15% if you could just talkto three or four other guys that
are already there.
That's life-changing.
So that's yeah, nobody shouldclimb Everest alone, man.
It's really foolish.
Speaker 1 (12:33):
For sure.
It's funny that you bring upEverest.
I did a private equity andventure capital curriculum at
Columbia University last yearand one of the things that we
did was it's a Harvard exerciseand it's a leadership and team
(12:53):
simulation and it's an Everestsimulation, and so you're making
decisions on should we move tothe next base camp, how much
oxygen should we take All of thethings that were in that book
essentially like of how to,should we split up, should we
stay together?
And then everyone on the teamhad their own goal.
So everyone had a personal goaland then the team had a goal to
(13:17):
reach the summit.
It was a really cool thing.
You could do it with your team.
It's the Harvard BusinessPublishing Leadership and Team
Simulation for Everest.
It's only like 15, 20 bucks aperson or something like that,
but it's a really coolsimulation in that Because
(13:38):
everyone that you talk to isgoing to have their own goals
right.
They're going to have done it alittle bit differently.
So I think that there's also afilter that we should have right
, like if you're talking, ifyou're trying to get somewhere,
you want to get some.
You want to be talking to thepeople who've gotten there with
kind of, especially in thebeginning, you want to mimic,
right Like you're, you're kindof you're, you're mimicking
(13:59):
success.
I think as you grow, though,you, you, can, you start to be
able to take what other peopleare doing, what other people are
saying, and then and thenmaking your own thing out of
that, even if it's slightvariations.
How have you seen that?
You know with businesses?
(14:20):
Or do you feel like just justcopy what someone else did?
Speaker 2 (14:26):
No, I think that's good.
I think when you.
So we have one of themastermind groups we have.
We've got a couple of differentcoaches in there.
One has a $40 million a yearcompany, the other has about a
$25 million, but the $25 millionguy has built a inside slash,
outside sales team.
(14:47):
It's a very unusual businessmodel.
He's got inside sales reps asclosers and then he's got
outside roof inspectors that arenot paid a commission.
They get paid a flat small feefor every roof they inspect and
they get to tell the homeownerlook, I'm not a salesperson, I'm
just here to take pictures.
I'm going to send this over toour office.
(15:08):
They're going to send yourreport, take it from there.
It's a very unusual and veryeffective model.
So we've got other guys in thegroup that are looking at that
and saying, okay, well, I love80% of that.
I'm going to take what's goingto work for me, my personality
and my kind of team that I'vegot in place.
And yeah, you have to.
You have to make it your own.
Obviously, nobody's going tohave something that you can copy
(15:31):
100 percent.
Speaker 1 (15:33):
I think that's another thing.
I know Monarch Roofing, martinPettigrew.
If you read his book theRoofing Machine, they have a
version of an inside sales teamand outside sales team.
It's not the same, it doesn'tsound the same.
It sounds, it seems, like theirinside sales team kind of takes
over part of the, you know,part of the process.
If the, if the outside salesrep can't close on it and I may
(15:54):
be mistaken, martin can correctme in the comments if I'm wrong
but but, but the but, but, theseare all.
There's so many different waysand I think it's it's fun, it's
fun to iterate on these things,right?
So now you know, maybe you knowyou read the roofing machine
(16:15):
from Martin and you get the waythat they did it, and then you
go and look at the way that thiscompany did it, and then you
know, you kind of feel how yourculture should be, because I
think a lot of times it's acompany culture thing too.
Right, everyone's company is alittle bit different.
The people that they have ontheir team have different
strengths and weaknesses.
(16:35):
You know, from a footballstandpoint, you know, are you a
running team or a passing team,to give a sports analogy, right,
maybe understanding your teamfirst.
But, boy, you need thoserelationships right Like you
need those relationships.
You need to know that you'renot the only one facing these
(16:57):
challenges, or not the firstperson that has faced these
challenges.
Speaker 2 (17:02):
Yeah, and I think that I think the key to that is
humility.
If you, if you're humble andyou realize you're not God's
gift to creation, you don't knowit all.
You've got a lot to learn.
Like the rest of us, you'regoing to seek out wisdom and
advice.
The Bible says there's wisdomin a multitude of counselors.
Man, I've learned the hard way.
I need all the wise counsel Ican get.
(17:23):
So, putting yourself in asituation where you're seeking
that and you're getting that, Ican speak for me personally.
The best things that havehappened in my life have become
because of people that I've comeacross, whether it's a sharp
business mind, like one of mybusiness mentors, or a great
(17:44):
family man.
I mean I have forever.
I have imprinted in my mind amodel of what a solid dad looks
like, and he's passed away now,but he was the president of the
largest privately held insurancefirm in the US, so very busy,
lots of demands at work.
He lived in a very nice housein a fluent neighborhood in
(18:05):
Frisco, texas.
But, man, when you were withhim this guy, his name is Dan
Browning when you were with Dan,you were Dan.
His name is Dan Browning.
When you were with Dan, you werethe most important thing in the
world.
I mean, it was almost like youfelt like you were his best
friend and his only friend, andhe was like that with everybody.
At his funeral there wereperson after person after person
(18:26):
just in tears on the stagesaying Dan made me feel like I
was the most important person inthe world.
And Dan checked in on me oneday and sent a text and said hey
, bro, how you doing?
And he just stopped by myoffice on his way home and
prayed over me.
Just amazing, right.
And I got to see the way heinteracted with his wife and how
he was silly and joked aroundwith her.
(18:47):
I got to see the way heinteracted with his daughters.
It's the people you come acrossthat are the difference maker
and you've got to put yourselfin front of these people to have
these life-changing experiences.
Speaker 1 (19:01):
Yeah, and and and and back to kind of what I think
you know kind of alluded toearlier is that is how
entrepreneurship is, thisjourney of personal development.
That's all personal development, right, like in, in learning
how to be a, a, a better versionof yourself all the time.
I know some of those people toothat are and, and a lot of them
(19:22):
are CEOs, like CEOs, true CEOsof large corporations.
They will, they will.
They're really great at askingyou questions and they're really
great at asking you greatquestions, and those questions
lead to that feeling of man.
They really, they really careabout what I, what I think right
(19:44):
, like and, and, and.
I think that there's also atrue intention there.
I think that people that getinto those most of those
leadership positions, they haveto care that much, and so they
are that inquisitive about youfrom a personal level, all the
way through your work skillset,and so that's awesome, man, I
love that.
(20:07):
Speaking about that, how yousaid he would stop in and talk
to people more about otherthings that are just not work
related, right, maybe?
I know that you spend a lot oftime from a leadership level and
then from a um, just on apersonal level.
Just that, that life balance.
Should I call it life balance,not work-life balance?
(20:28):
Because I don't think there isa work to me, there's not a
work-life balance because workis part of your life, right?
So maybe I'll reframe it andjust call it a life balance.
How are you you know, I knowyou're doing a presentation here
coming up, or if it may havepassed since this episode I
don't know when this episode isgoing to go out, but at Randy
(20:48):
Brothers event about thisbalance and let's talk a little
bit about that.
How to you know how to how tobuild balance in your life?
Speaker 2 (20:58):
Yeah, yeah, I'm giving a talk called how to
avoid burnout as a businessowner, and it's something that's
going back to my time inhealthcare.
Physician burnout is a veryprevalent topic of discussion.
It's talked about atconferences.
There's immense amounts ofliterature written on it.
It's something that's beenwidely studied and it's a
(21:19):
constant problem.
Because physicians work longshifts.
It's extremely difficult tohave balance in life, and then
they have the psychologicalpressure to save lives and make
people better.
And then they deal withinsurance pressure to save lives
and make people better.
And then they deal withinsurance related issues, just
like roofing companies do.
There's just a lot of pressure.
So, but burnout if you're anentrepreneur or business owner,
(21:40):
you run the risk of burning out,and that's a whole nother
subject to go deep into.
But there are signs andsymptoms there Stress, you know,
alcohol abuse, drug addiction,conflict with your spouse at
home, all kinds of issues.
But I had to learn that lessonthe hard way, and I was an
(22:00):
apartment manager back in 2009.
I was on campus at DallasSeminary getting a master's
degree and I was the manager ofthe single students building.
So they had an apartmentbuilding for the single students
and they had an apartmentbuilding for the married couples
.
So there were four to 500people who all knew me by name.
(22:21):
So it's almost like having 400employees, part-time employees,
and so from five in the morningtill 12 at night I'd have people
calling me, texting me,stopping by.
I'm on the way to go getgroceries.
I'm coming back in at 1030 atnight.
Hey, dylan, you got a minute.
I call it death by God ofminutes.
So I started reaching abreaking point because I was not
(22:43):
only being overwhelmed by allof these people who were
reaching out to me nonstop, butI was also buried under the
workload at Dallas Seminary,which is no joke.
I mean, between learning Greekand all the different papers and
stuff to read.
I mean they bury you underbooks so much to the extent that
(23:04):
your first semester they have aspeed reading course, they want
you to take semester, they havea speed reading course they
want you to take.
So, anyway, I was maxed out andI'm like my ship is sinking,
this thing is not going to work.
So I talked to again.
We're back to relationships.
I talked to the manager of themarried couples building and I'm
like Alex, how do you do this?
(23:27):
Like, how are you notcompletely maxed out, like I'm
burning out man, I'm only threemonths in and like I want to
quit.
And he's like well, do you haveoffice hours?
I'm like what do you mean?
I'm in my office all the time,like I never stop.
He's like no, no, no, no.
Do you have office hours whereyou're in the office and outside
of which you're not?
And I'm like no, he's like allright, starting tomorrow, you
(23:56):
need to post on your glass ofyour window of your office your
office hours.
He's like then you need toemail the building and tell
everybody inside of these hours,you can call, you can text, you
can stop by.
I am here for you.
Anything you need outside ofthese hours, send me an email.
If it's an emergency, call 911.
And he's like and then you needto take the next 90 days to
(24:17):
train your residents on this,because they're going to test it
.
They're not going to get it,it's going to throw them off.
And sure enough, it took about90 days and it took about well,
hundreds of times of peoplecoming across me and saying, hey
, dylan, real quick.
I mean I'd be on campus goingto take class.
And Dylan, real quick, hey, isthis about the building?
(24:37):
Yeah, okay, shoot me an email.
Is it an emergency?
No, okay, shoot me an email orI'll be in my office tomorrow at
9 am.
It took hundreds of those andafter a while, man, next thing
you know, I'm walking around andnobody's stopping me, nobody's
saying anything, and 90% of thetime they never emailed me
anyway.
So I've carried that lesson.
(24:57):
And now, man in business, I amall in during my office hours at
work, I'm trying to grow abuying group, limitless roofing
GPO.
I want to grow it.
I want it to be very successful.
However, when I'm done, I wantto grow it, I want it to be very
successful.
However, when I'm done, I gethome, I grab my phone.
(25:17):
I set it face down on thekitchen counter on vibrate.
I'm not going to let this getin the way of my marriage or my
role as a dad.
I take my Apple watch, I turnit off, take it off, put it in
the bedroom, and that's how Ihave life balance Work is done,
and whatever hasn't been done, Ican pick back up the next day.
Speaker 1 (25:35):
That's amazing.
That's one of those aha moments, right?
What would you say?
I mean, you're really justsetting boundaries.
Speaker 2 (25:46):
That's right, that's really what you're doing, man,
it's just boundaries, andthere's a book called Boundaries
which is a bestseller, and nowthey got boundaries in marriage,
boundaries in work, boundariesfor everything.
Speaker 1 (25:56):
But that's essentially what it is is
boundaries, and I think you needthose for all the main areas of
your life, your physical health, your family life, your job,
all of that.
So to me, this is a wherefamily is a is a tough one,
(26:18):
right, Like a lot of times it's,you know, especially when
you're, when you're growing abusiness and you know everyone
is on your team, is iscontacting you all the time and
you always have jobs to do andthings like that.
I see how you can set up theoffice hours for business.
I see, now explain to me.
(26:39):
To me it's kind of a reversethen for family, a reverse
boundary hours, right, or is itlike, how are you thinking of
that?
In the same context, how do youset up boundaries, I guess, how
do you set up boundaries foryour, for your family life, but
then also for your family tounderstand your boundaries
outside of family life?
Maybe that's the the where I'mgetting at is, how do you help,
(27:02):
how do you set boundaries foryour family, for the other
things in your life?
Speaker 2 (27:08):
Yeah, no, it's.
I think I think people call itrhythms, boundaries, whatever it
might be, but I think you canboil it down to four areas in
life.
You've got your faith, yourfamily, your fitness and your
finance.
So faith for me, myrelationship with God, is number
one.
My girls are used to seeing meevery morning.
I got this old metal Biblestand my mom bought me when I
(27:29):
became a Christian 20 years ago,went from being a passionate
skeptic to a passionate believer.
It was a process.
God had to do another big thingto intervene in my life for
that to happen.
But my girls see me everymorning with the Bible While I'm
eating breakfast.
I'm reading the Bible just toget some daily truth right.
So my faith is critical to me.
(27:49):
My prayer life, those are big.
It's just a daily thing and I'ma pretty structured guy.
So it's easy for me to do thatevery morning and just kind of
have it on autopilot mentally.
Then after that I go to the gymbecause who cares if I can grow
a successful company if I keelover a heart attack in five
years?
So my physical health is veryimportant to me.
(28:10):
I eat the same two breakfasts.
I've had the same two versionsof breakfast for a year like
decades probably.
I either eat a bowl of oatmealand a little bit of yogurt, or I
have two pieces of sourdoughbread with olive oil instead of
butter and two fried eggs cookedin olive oil, and I've taken my
(28:31):
cholesterol from 150 to 160 in12 months.
I take supplements and stufflike that.
I go to the gym, I work out.
I want to be healthy.
My fitness, or my finance, is mywork, what I do to make money.
So I want to be successfulthere.
I typically, you know I'mavailable for work between nine
(28:54):
and five.
I am not available before thator after that.
My employees know that.
Hey, if you send a Slackmessage at eight o'clock at
night, I'm gone Like I'm not.
I'll get back.
I'll get to it tomorrow morning.
It is not an emergency.
We're not in the Navy SEALs.
This is not a question ofshould I cut the blue wire or
the red wire, or this bomb'sgoing to blow up, so it can wait
(29:16):
.
So that's faith, family fitness, and then, yeah, the finances,
the work, stuff, and then but myfamily knows that and that's
something that I will not letanything get in the way of.
I think business becomes anaffair almost when your
employees and your company ismore important than your spouse
(29:38):
or your kids.
That's why, when I get home, Iput this thing face down,
because I don't want my preciousthree little girls, who are
nine, seven and four, to everthink that for some reason dad
is more attracted, this thing ismore special to him than I am.
When my seven-year-old's comingup and saying, dad, look at
this charm necklace I created.
I don't want to be like this, Iwant oh man, that's so cool,
(30:03):
celeste, I love that, I love thecolors, I love this.
And I want them to have ahealthy view of God too, and a
loving God and a lot of that isthe way I'm a father to them.
So, anyways, it's a big deal tome, man, I'm a little extreme
about it.
Speaker 1 (30:19):
Yeah, but so now the question is how do you like you
had talked about the processthat you went through of putting
in the office hours and the 90days what are some actionable
steps that someone can take tostart to build the boundaries
around their faith, their family, their fitness and their
(30:40):
finances?
Speaker 2 (30:41):
I think the easiest thing is a routine, and some
people thrive with routines,some people don't feel boxed in.
I've got a flexible but prettysimple routine.
So I wake up every day.
First thing is breakfast andBible.
That's my faith.
Then it's family, because I'mstill there and I'm hanging out
with my girls, talking to mywife in the kitchen, the dogs
(31:03):
running, whatever.
That's family time.
Then I go to the gym.
That's my fitness.
Then I and they they expectthis and then I go to work and
that's my finance.
I leave work, I come home.
I'm home by five 30 every night, unless I'm traveling at a
roofing conference, which is onaverage six times a year, I'm
home at five 30.
(31:24):
My wife has already made dinner.
She's putting it on the tableby five 45.
Dinner, she's putting it on thetable by 545.
All of us are sitting at thedinner table, no screens, no TV,
no distractions, and we're justtalking about how the day went.
My four-year-old's tellingcrazy stories about her
four-year-old experience atdaycare.
My other two are talking aboutstuff at school, relationships,
(31:46):
whatever.
We put our girls to bed and nowwe get into the marriage stuff.
Our girls are in bed by 830.
I've got an hour and a half totwo hours one-on-one with my
wife, who's my best friend, tosit and talk, to watch a show
together, to do whatevertogether, and those, so all
(32:06):
those boundaries are kept inplace by that routine.
Speaker 1 (32:10):
Yep, how do you balance the business aspect, or
how do you see roofingcontractors balancing the
finance aspect?
Because that's what seems tobleed over into all of the other
aspects of life, especiallywhen you're kind of in startup
(32:30):
and growth mode.
Speaker 2 (32:32):
Yeah, I think the challenge is as soon as possible
, you've got to get a goodoperator.
A lot of guys that start roofingcompanies are visionary,
entrepreneurial types.
I know that's a broad, sweepingstatement so there can be holes
in that in different situations, but for the most part, if you
start a business, you're driven,you're good at sales.
You've got to get an operator,a business partner, a operations
(32:56):
manager, somebody, and I thinksomebody that's worth even
giving a little equity to atsome point maybe.
But you got to get that personin place so that the business is
not you centric.
If the business is you centricand you don't have systems and
people in place to where you canleave for two weeks and it
keeps running like a well-oiledmachine, you have a you centric
(33:17):
business and if somethinghappens to your health or to
whatever, your business is goingto completely capsize.
So I think that's the deal isas soon as possible.
You've got to put those people,that team, in place, get that
organizational chart there sothat you can have those
boundaries and that business.
You're running the business.
It's not running you.
Speaker 1 (33:36):
Yeah, and it's a hard hill to climb in the beginning.
I think and I think that someof it, dylan, is around for me
as a business owner early in mybusiness ventures.
I've been an entrepreneur mywhole life and I've made all
kinds of mistakes.
But for me some of the earlymistakes were I didn't know how
(33:58):
to hire.
I would hire somebody, not theperson that I should hire.
I would hire when I needed tohire.
I wouldn't.
I would hire versus recruit.
Maybe that's a better way toput it Right.
And and I think that thatskillset in recruiting and
(34:21):
finding the right person, howwould, how, how would you advise
that roofing contractor to gofrom being in that you centric
business to turning it into thatbusiness, the the, you know,
turning over thoseresponsibilities that give you
that that time back from thatfrom from your business?
Speaker 2 (34:42):
Man?
That's such a good question.
Here's the problem with mostroofing business owners, and my
problem too, is we are good atsales, so you're going to
interview somebody and you'regoing to sell them on the
opportunity.
So, instead of interviewingthem, you're persuading them to
step into that role and you'repersuading them that they can be
effective in it.
So, going back to people, weneed people who are much wiser,
(35:05):
much more skilled at this.
We just started using cultureindex, so Culture Index is an
assessment similar to DISC andall the others.
However, culture Index claimsthat they are 97% accurate, and
I believe it because I'veactually taken the Culture Index
survey twice in 20 years andgotten the exact same result.
(35:28):
What Culture Index does is it?
It shows tendencies and traits.
It's not about just personality, it's more about ways of
relating tendencies and stufflike that.
So we're interviewing peopleright now for a sales rep
position.
The first step, if they apply,is hey, this is great.
(35:49):
Here's this short survey weneed you to fill out.
We get that, we send it to ourculture index coach and then I'm
texting him at the end of theday hey, can you give me a green
light on whether to interviewthese five people and he's like
no, no, no, no, and then yes andyes, or he'll call me and he'll
say hey, this type, this iswhat we call a rainmaker this
guy's going to make you a lot ofmoney.
(36:09):
However, here's some things tobe aware of with this type, and
they know that because they'velooked through hundreds of
thousands of these and they knowthat it rings true, and so
that's been super helpful for usto clear the fog.
And then so you can decide.
You know you've got three areasof your business.
You got sales and marketing,operations and finance.
(36:30):
That culture index willcompletely clear the fog on hey,
you just interviewed thisperson.
They applied for this role, butreally they'd be better in
operations, and that way, youcan start building your bench
too.
Like, maybe you're interviewingsalespeople.
Some of these people may beincredible operators and you can
tell them that, like, hey,you're not really a fit for this
(36:50):
role.
However, you scored extremelyhigh over here.
I'd like to keep talking to youabout maybe running our back
office.
Speaker 1 (37:00):
Yeah, the personality profiles are interesting, from
DISC to COBE to Culture Indexand all these different things.
It is fascinating, man, and sowhat that makes me think of
first is maybe you need to knowwho you want, right, Like, just
like we know our perfectcustomer, like we know that we
(37:20):
want to deal with this type ofhomeowner, we need to know who
we want in our business.
And you said, right, do youwant a salesperson, an
operations person, a financeperson?
Like which?
What bucket are they in?
What skillset do we need there?
These are some of the thingsthat we don't think about early
on.
I think I think it's like, man,I need someone to help me with.
(37:42):
And I like what you said.
You kind of sell them on the,on what they'll be doing.
Like, oh, you could do all this.
And you know, like, yeah, you'dbe great at it.
I think there is a sales aspectto recruiting, a strong sales
aspect, but you're selling yourculture and the opportunity for
their growth in the companyversus, you know, convincing
(38:05):
them that they could do the jobright.
So, in these personalityprofiles, maybe that's a good
place for people to start.
It is okay.
I need to know how DISC worksor how Culture Index works, or
you know how some of thesethings work so that when I go to
(38:26):
get the person that I need sothat's what I'm thinking of,
because a lot of I think we makethose early hiring mistakes and
we hire the people that'll getus there, but not to where we
really want to go, and so youknow, what other advice could
you give there?
Ok, so they've learned how touse a personality test.
(38:48):
What else can they do to findthe right person for that seat?
Speaker 2 (38:58):
for that seat.
Yeah, I think the next step isjust to make sure you know
finding the people shouldn't bethat hard.
Between ZipRecruiter and Indeedand LinkedIn and so on, you
should be able to get way moreapplicants than you need.
And then some filter likeCulture Index and, by the way,
if somebody joins our free GPO,they get a discount on Culture
Index.
We believe in it that much thatwe're using them ourselves.
But after that, you need asolid training program for the
(39:22):
next 90 days or you're justsetting them up for failure.
And I think roofing, going backto a broad, sweeping statement
many roofing companies have anextremely poor training program
and it's like, hey, ride aroundwith me for a week or two and
then you're off on your own, go,knock those doors.
That's what I had to do.
You really should have.
I mean, you should have anonline university.
(39:43):
You should have very clear SOPs.
Throw in a manual that's thisthick at somebody that's great
for them to go back and refer to.
But you should have productknowledge on the roof system.
You should have knowledge onthe sales process, the scripts,
and then you should test them onthat.
And now, with AI, you can haveiterative AI that they can role
(40:04):
play with.
You can tell the AI whatprompts you.
I mean you should have a robusttraining system.
Speaker 1 (40:12):
You can honestly just go into chat GPT and say I want
to build a training system forthis.
You know you're an experttrainer.
This is I own a roofing company.
I'm looking to build out atraining system for my insert
role here.
Please ask me any clarifyingquestions that you would like
that end of the prompt of pleaseask me any clarifying questions
(40:34):
.
Chat GPT will just start askingyou the questions and start
building out that plan.
That's my friend, jonathan Mast.
Check out his promptengineering course.
It's awesome.
It's like $100 or somethinglike that, maybe $150.
Speaker 2 (40:49):
Oh that's cool.
Speaker 1 (40:52):
It's that version of it, but I think that this is
where we're going.
We have this, we can use chat,gpt in so many ways and and
Claude, and all the other largelanguage models.
Man, it's getting easier andeasier in this business.
Dylan, like what you know, Imean you said, like I was one of
the first people you met and Iwas really friendly and, boy,
(41:12):
that's how the roofing industryis to me, like it's been that
way to me, right, it's justthere's a culture in the roofing
industry, there's other aspectsto it that there's some really
hard, you know, strongpersonalities also and some ego
involved, which is, you know,I'm fine with playing in that
arena because you know I'm acompetitive person and but it's
(41:34):
a fun competitiveness to meperson, and but it's a fun
competitiveness to me.
And so you know, as we're, aswe're, as we're, as we're
building this out further now,how do we find those things in
our life?
Cause we can find the peoplefor our business, to help help
with our finances.
We, we, we know how to recruitthem.
We're, we're looking for theright person.
(41:55):
How do we take these samethings and move it into, like,
how do we have more structurearound our family or our fitness
, kind of thinking about thesesame, maybe similar models,
right Like as we're.
As are we buying our you knowDan Martell's buy your, buy back
your time book kind of thing iswhat it reminds me of.
In your finances, how do youapply these things to your faith
(42:17):
, your family, your physical?
How can we leverage?
How can we use some leverage?
It sounds like leverage to me.
How can we have some leveragein those aspects also?
Speaker 2 (42:27):
Yeah, I think you just need to kind of grade
yourself and, especially as men,we can be hard on ourselves,
especially if you're the soleprovider and breadwinner and
stuff like that, but you really,I think.
For me, going back to DallasSeminary, I had a professor one
day for the very first class andthere was probably 100 students
in the class and he said hewrote up on the board here's
(42:51):
what it's going to take to makean A in this class.
You're going to have to readthese eight books, write these
five papers, you're going tohave to score a 98 or above on
this test of whatever, whatever,whatever.
And he's just going down thelist and you're just like great,
this is one of five classes.
I'm already feeling overwhelmed.
He's like, and he turned to allof us and he said however, some
(43:14):
of you are married, some of youhave kids, some of you have
other responsibilities out ofgetting this master's degree.
And his exact words were itwould be a sin for you to make
an A in this class.
He said some of you need to gofor the C.
And I was like whoa, what ishappening?
My mind was just blown.
(43:36):
He's like, because if you makean A in this class, your
marriage could be on the rocks ayear from now.
He's like we've seen it.
We've seen so many studentscome in and then they're getting
a divorce a year or two laterbecause they made getting an A
that basically they're God, theymade it the most important
thing in life.
And so I think you got to gradeyourself.
(43:57):
How is your marriage?
Are you still dating your wife?
Do you guys laugh a lottogether?
Are you keeping quick accounts,reserving conflicts quickly, or
are you going to bed angry withone another two or three times
a week Like, go for that A inyour marriage?
How's your health?
How's your blood pressure andyour cholesterol?
Are you working out three orfour days a week?
Or health, how's your bloodpressure and your cholesterol?
(44:18):
Are you working out three orfour days a week or are you
working out once every twomonths?
You got to take care ofyourself.
We're not made to have sedentarylifestyles.
We're not.
We weren't designed to sit at adesk all day.
You know, hundreds of years ago, everything was manual.
People were in amazing shape.
How's your faith?
What do you believe aboutyourself?
What's your spiritual life?
Just make a little report cardand, man, if the only thing
(44:38):
you're striving for, an a in hisbusiness.
It's just time to make littleincremental changes.
I love the book atomic habitsbecause it's like I don't have
to make these huge changes.
I can make a little change.
So you know what?
From now on, I'm going to doone lunch date with my spouse a
week.
Evenings are too hard.
We're going to do lunch dates.
Or from now on I'm going to goto the gym.
I'm going to start at two daysa week for the next 90 days and
(45:01):
I'm going to get a trainer.
Just little changes.
Speaker 1 (45:04):
Yeah, little little changes, but I love that.
That's a.
That must've been a like, anaha, that's a huge aha moment.
Whoa, I can get a C moment.
Whoa, I can get a C.
Yeah, like, it's okay, like I'mstill passing Right, like and
and you know, maybe that's thatthat's a struggle in your
business.
You don't want to have a Cbusiness, but maybe that C in
(45:27):
business is that you go fromfour to four and a half million
this year.
That's a C to you.
Maybe a B would be you go tofive and a half and an A you go
to seven.
Right, maybe that's your, your.
Is that where I'm hearing?
Like now you can say, okay, I'mall right, like in my fitness,
the one day a week to the gym,or two days a week to the gym,
(45:49):
that's my C, right, like, and ifI'm, you know, working out with
a trainer and doing all thesethings and now my and maybe I'm
changing my diet more, nowthat's an A right Like, is that
a, is that a?
Am I down the right path there?
Speaker 2 (46:04):
I think that's great, yeah, as long as you're.
The one thing you can't make anF in is your relationships.
You know, my one of my businessmentors lives in a very
affluent area of Dallas wheremost of the lots are several
acres and the homes are massive.
He had a really good exit froman international company about
(46:25):
15 years ago and his neighboracross the street lives in what
looks like a small castle and soI'm used to going to his house
not the neighbor, but myfriend's house.
I used to go every week to aWednesday morning men's Bible
study and it was a bunch ofretired guys that had had exits
from their companies.
Just great guys, very humble,generous men.
(46:48):
And but one day I asked mybuddy what's the story with your
neighbor?
There's this massive home Inever see any lights on.
I've been to your house in themorning, I've been in the
evening.
I've never seen any cars overthere.
He said, oh yeah, that guy ownshundreds of dental practices all
over the U S, uh, but he'sdivorced, lives all alone and is
(47:13):
never home.
And I thought, wow, I'm richerthan that guy and it is never
home.
And I thought, wow, I'm richerthan that guy.
Like I'm, I've got a healthymarriage.
I've got three little girlsthat think I'm their hero.
I've got a healthy relationshipwith God that I love, and
that's because of his gift, notbecause of anything I've done.
(47:34):
I'm richer than that guy.
That guy's probably abillionaire and I've got more
wealth in life than he does.
I don't have anywhere near thekind of money he does and maybe
never will.
But, um, yeah, I just think yougotta make sure you don't make
an F in that family, family area, man, and not to bring shame to
anybody, cause if you've hadsome big setbacks, uh, just to
(47:55):
pursue that, pursue health inthat area from now on.
Speaker 1 (47:59):
Yeah, that's awesome man.
I think that's a kind of agreat place to end here, dylan.
It's been awesome having you.
This has been another episodeof the Roofing Success Podcast.
Thank you for tuning into theRoofing Success Podcast.
For more valuable contentvisiting success podcast com
while there.
Check out our sponsors forexclusive offers, shop for
(48:22):
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(48:42):
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