November 9, 2023 • 39 mins
Uncover a Secret Way to Get Paid: What is Powur's Revenue Share?
Step into the world of environmental passion and pioneering business strategy with Andy Smith, affectionately known as the Brit with Grit, in this enlightening episode of our podcast. Dive into a narrative that transcends an ordinary journey, showcasing Andy's evolution from a regular guy to an environmental crusader leading Power Solar's groundbreaking success. Discover the transformative shift in Power Solar's business model, from simple lead generation to a sophisticated cost of goods framework, a story rich in business savvy and audacious ambition.
Experience the thrill as Andy recounts Power Solar's meteoric rise, from modest beginnings earning $250 for a 70-panel system to the staggering heights of a $20,000 payoff. This episode is not just about numbers; it's a testament to the power of determination and strategic thinking in crafting a life by design.
Uncover the secrets behind Power Solar's Enterprise Program, and learn how this initiative has sculpted the company's trajectory, incorporating wisdom from diverse industries into a collaborative success story. Gain rare insights into their partnership with a giant in the solar world and get an exclusive look at the top-tier solar training program that has been pivotal in Andy's journey.
This episode is a treasure trove for anyone involved in team-building, project management, and the intricacies of customizing compensation in the solar industry. Join us as we explore how Andy's focus on establishing organizational margins, leveraging resources, crafting proposals, and formulating contracts has revolutionized the solar sales landscape.
Perfect for aspiring team builders and solar industry enthusiasts, this episode promises to be a game-changer, offering practical strategies and inspirational stories from one of the solar industry's leading figures. Don't miss this chance to learn from the Brit with Grit's compelling tale of environmental advocacy and unparalleled business acumen.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hello, hello, welcome to an episode of Solar Sales
Uncensored.
I am your host, aaron Browning,and I'm so excited to introduce
today's VIP guest, none otherthan Mr Andy Smith.
Before I bring him up, becausehe is super, super modest and
hates recognition, I'm going togo ahead and lift his ego up,
even though he doesn't need it.
He is commonly referred to inour circles as the Brit with
(00:23):
grit, which you will soon seewhy his accent is flawless.
It is amazing.
I am jealous.
He is an environmental advocate.
He has a degree in climatescience that we're going to
touch on here today.
And then, really, why I'mbringing him up here and why I'm
so excited to have him sharewith our audience today.
He was one of the pioneers, notonly in power, but in really
helping to launch the enterpriseplatform, which is for business
(00:48):
builders.
It is for leaders.
A few of the nuggets that we'regoing to touch on with him and
there's no other guest thatcould even talk at this level
about it is whether you have aninterest on building a growing a
team with power.
How to offer projects toclosers on the power platform,
customizing your compensation asleaders.
How important is that?
Set organizational margins.
Leverage our easy financing foryour homeowners, create
(01:11):
proposals and legal contracts,leverage powers, discounted
solar goods model, just to namea few.
So without further ado, andy,how the heck are you?
I'm so excited you're here.
What country are you in rightnow?
Speaker 2 (01:25):
I'm really excited to be here.
I'm actually in the UnitedKingdom right now in a county
called Warwickshire, right.
Speaker 1 (01:29):
I love it.
We're going to jump right inwith one of the nuggets you
always say but is life by design?
The fact you are in the UK yetleading one of the largest teams
at power, which is selling inthe US, is mind blowing to me.
It's what gets me excited.
Can you touch on yourphilosophy of life by design and
what it means to you?
Speaker 2 (01:48):
Absolutely I'd love to.
It's one of the real joys ofbeing part of the power platform
.
It's an incredible opportunityfor that.
I don't know how we wouldpossibly be doing it any other
way.
So it started off when Istarted selling for power and we
were getting some itchy feet.
I've been in California for alot of years and we wanted to
maybe live in differentcountries and that got a bit
(02:09):
complex of moving to a countryfor two years.
So we decided to do a nine andthree split.
It was a nine month in the US,three months somewhere else.
We pulled that off in 2019.
We spent three months in theGalapagos Islands and Ecuador
and from the Galapagos Islands Isold eight projects using the
power platform with sketchyinternet.
(02:30):
It was fantastic.
Here we are living in somewheremy bucket list of dreams and
selling solar.
I knew it was possible.
My son is a race car driver.
For my son.
Speaker 1 (02:42):
By the way, both my sons are in another room.
I'm thank God they can't hearthis.
I'll block this episode fromthem.
Go ahead.
Speaker 2 (02:49):
I'm going to share it with him.
Trust me, I'll be.
I'll like to spike everybodynow.
So, yeah, he's been racing fora good few years in California,
but the heart and soul of racingis in Silverstone and around in
England.
And so we just got a deal to goand drive with the Formula Ford
team in the UK and so we moved.
So we're based over here,living life by design.
(03:09):
As you said, it's fantastic tobe able to connect with you like
this to be able to do, to workmy power business from here
without missing any beatswhatsoever, and all the while
being able to support my familyin both, both financially and in
their pursuit.
Life by design simply means canyou take control of how you
want to live.
It's different for everybody,but picture how you want to live
(03:33):
and the hours that you want towork and where you want to work
from and how you want to dothings, and you can genuinely
put all that together with powerbecause of the platform based
model that we have, and doeverything remotely, like I do.
Speaker 1 (03:48):
You know it's incredible man.
In a previous career, with myreal estate background, I was
tied to an office.
Finally I got smart and said,hey, we can do this a little bit
more virtually, but I was stilltied to a location meaning
Virginia, maryland, dc is wherewe serviced.
I couldn't really leave fromthat area, so we were always
confined.
And now to your point with thisplatform we can go anywhere.
Maybe that's staying here, whoknows, but the fact you have the
(04:11):
freedom and the choices thatyou can make, and not someone
else's thumbprint, aren't yousaying be here, show up here.
It's mind blowing, man.
I just it's freedom.
Speaker 2 (04:20):
We even, if you want to, there's all kinds of ways to
enter into the solar industryright, you can start your own
solar company before I joinpower, have my own special
events company.
So I'm not it's not somethingit would be a mystery to me to
create the company, but can youimagine how binding that would
be if you created your own solarcompany and had you literally
(04:41):
would be married to wherever youwere and be unable to do these
things?
And because everything ishandled through the platform and
through power corporate, I getto live wherever I want.
One of our top leaders, I think, has been on your show to Wally
and the Philippines doing thesame thing.
Living out there, living hislife of dreams and selling solar
in the United States from thePhilippines is brilliant.
(05:03):
I can't imagine life without it.
Speaker 1 (05:07):
Yeah, the other piece will touch on later but I'll
tease it because you just set meup for it.
I'll go back to my real estatedays of having a large team.
It was a physical team and so,even though I had leverage, I
had a team.
I had to be there to lead them.
Now I don't know, and I hate tosay absolute, I don't think
I'll ever have a physical teamagain.
I'm leveraging powers virtualteam.
So I have team all over thecountry.
I have a few in other countries, in fact to in Australia now,
(05:30):
but to your point, we're able tobe anywhere and you can still
facilitate.
Conversations will touch on howenterprise allows that, but
it's a game changing platform.
Man, before we jump intoenterprise and I'm really
excited to pick your brain onthat Can you touch briefly on
your experience with Al Gore,what that looked like?
And then, how was it in theearly days of opening and
(05:50):
launching power as a company?
Speaker 2 (05:53):
Right on, all right, so I'll probably do the first,
then perfect.
I mentioned that I had aspecial events company.
I built it from scratch.
I created the American dream,took a borrowed 30 grand to
start.
It made it a multi milliondollar large 10 company.
Burn out completely.
I just was just such as a stateof bone at the end of it but
(06:13):
obviously enjoyed the success.
But right at that time is whenI first encountered Jonathan's
mission to create a company andit resonated with me so much
because in special events I haveno heart in what I was doing.
The money was great and therewas fun, but there was no In the
project.
At the time my son was sevenand I realized I wanted to leave
(06:34):
a legacy for him that wasbetter than I was doing, and a
legacy for his offspring and,instead of running up on their
environmental credit cards,actually Do something that I
could do positively, even if itwas just to create some ripples
into the future.
So that's why I got involved inpower.
My degree was in climate science.
I never used it really, but Iunderstood the issues right and
(06:56):
I'm not going to date myself,but it was a while ago that I
got my degree.
I looked at my degree papertoday and it had questions how
are we going to solve thisequation?
How are we going to solve thecrime?
It wasn't.
Does it exist?
It was.
How are we going to solve it?
Back then I thought it wassettled science, so In my mind
that it was when I started withpower, but it's increasingly
(07:18):
obvious to people now, I think.
But one of the things I lovedabout power and we do get
together.
We do get together in person atconventions and different
meetings.
So meeting the people in poweris so inspiring.
They are the most inspiring,driven, talented, excellent,
purposed human beings that I'veever encountered in my life for
(07:40):
real.
And the inspiration I got fromthat was to not only flourish
here and be the best I could bein developing the business part
of this with our, but alsopersonally.
So one of the things I chose todo I was introduced to the
climate reality project by AlGore, with Al Gore as the who
heads that, and I went to trainfor that in Atlanta, georgia,
(08:03):
and I learned so much from thatprogram and then I took a
subsequent training to become amentor of that program.
So that's it's a whole world ofnot just climate science and
climate solutions, butenvironmental justice and social
justice, because we need to fixthe ladder in order to fix the
former right, because they'reall integrated problems and
(08:25):
solutions.
Very important part of it to mewas to be part of that group
and continue to be part of thatgroup, and power Really was the
catalyst that made me go and dothat extra training and other
things like my NAPCEP NorthAmerican Board of Certified
Energy Practitionerscertification.
I didn't need to do it, but I'minspired to do it, so it's an
inspiring atmosphere, love thatman?
Speaker 1 (08:48):
Yeah, very, very well said.
Can you touch on briefly?
I don't see the origin story ofpower, but I've heard, I don't
know, snippets of it power whenyou were there and you guys
helped launch this UNR CEO.
It was not the power that thatmany people listening today know
of.
It was more of a lead gencompany or something along those
lines.
Can you touch on that quickly?
Speaker 2 (09:09):
Correct and it was done like the business model was
more akin to direct salesnetwork marketing type model in
the beginning, with the rightpurpose in mind, because that
model can create movements likewe've seen.
You know now you would beunthinkable to have cosmetics
tested on animals or that havetoxins in them.
That all came from that type ofnetwork industry.
(09:32):
So the intent was in the rightplace to have this network
company where one tells twotells four, and it was a very
simple process because all wewere doing In developing teams
was teaching them how to setappointments with, at the time,
the biggest solar company in theworld and then, once we parted
ways with them, with regionalsolar companies we work with
about I think it was about ahundred and twenty solar
(09:54):
companies across the US and webegan just by selling
appointments to them and then wegot more of the pie by selling
them contracts and got moreinvolved in the process.
So it was very much adevelopment and it all changed
in twenty ninety.
It was obvious that the solaris a terrible product for that
type of business model, doesn'thave any monthly purchases or
(10:16):
anything that makes sense forthat business model.
So power became the solarcompany in twenty nineteen.
I was actually part of thepilot program at the end of
twenty eighteen, when thistransition was happening, where
I actually had to learn how tosell solar because none of us
really knew we knew how to set apoint.
Crazily, it was crazy, and youare, I mean.
What gets even more crazy thatthis was only in the middle of
(10:38):
twenty nineteen, for four years.
It's like unbelievable, but fromthe middle of twenty nineteen,
you know, the old business modelwas ripped up and it became
effectively a new company, inits way of doing business for
sure, where it became the solarcompany that we see today, with
the cost of goods model andeverything else, and that was
implemented in the middle of themiddle of twenty nineteen.
(11:01):
And then the growth, as you'veseen, went vertical from eight
point eight million, I think wedid in twenty nineteen.
This year we're probably atfour, fifty million in revenue,
and I'm supposed to say that,but this is a candid shot, it's
on sensors.
Speaker 1 (11:14):
Yeah, one of the graphs I've seen, andy.
It has that hockey stick curvethat I absolutely love when I'm
evaluating businesses andopportunities and timing, which
I talk a lot about.
To your point, yeah, 100%, man.
You can't argue the growth Ifyou don't mind, can you?
Speaker 2 (11:28):
So, mike, we're just, we're to your point, just quick
.
My first ever solar file wasset in an appointment for Solar
City back in the day and it wasa 70 panel system, seven zero
panel from the chiropractor thatwas in my business network and
great, and I made two hundredBecause that's what we got to
the referral from Solar City.
Speaker 1 (11:47):
I've heard stories about it.
I wasn't going to bring it upon our national podcast but
since you did, that is crazy man, and the fact they were able to
grab someone of your talent andexperience and wealth of
knowledge and entertain and grabyour attention at two hundred
and fifty dollars a sale likeblows my mind.
I don't want to make sure we'renot losing anybody.
Our model is completelydifferent.
(12:08):
Now.
Average margin is around tenthousand dollars, nationwide In
fact.
I'm sure he's done the math.
Yeah, I was going to ask OK, sowhat?
Are you sure?
We're sure that's clear.
So he went from two hundred andfifty dollars on that 70 panel
system to it would have beenclose to 20 with our current
model Mind blowing Twentythousand dollars.
Speaker 2 (12:25):
Yeah.
Speaker 1 (12:25):
And that's why he's smiling from ear to ear for
those who are listening andcan't see him on the YouTube
version Smiling from ear to ear.
Let's jump over to Enterprise.
This is something that got mereally excited.
For those who have never heardof it, what is Enterprise and
why did it?
Why was it forced to come tofruition?
Speaker 2 (12:41):
Great question.
So that part of the model whereI'm a solar sales consultant and
if I want to develop a team, Italk to you as a solar sales
consultant and you can becomepart of my team, that still
remained right.
But the complete flaw in thatwas that if we were talking to a
solar company or an entity or aroofing company, you can't do
(13:03):
that.
You can't just bring them on asone and split commissions 50-50
, and there was no freedom forthem to be a company, and so we
were very unattractive at thetime, in the beginning, to
actual companies.
So I think it's now about ayear and a half that Enterprise
actually started to manifest andit was designed specifically so
(13:23):
that we would be attractive towhole companies joining our
ecosystem and participating inour platform, to give companies
the ability to actually, if theyjust want to, maintain the
structure that they have orcreate their own structure
within our ecosystem and I knowwe're going to go more into that
on what it looks like butbasically designed to attract
(13:45):
and onboard companies because weweren't attractive to it.
Now we really are.
The business has grown justexponentially.
Speaker 1 (13:53):
Yeah, great segue.
I heard Jonathan Budd say Imight have been last month that
a mastermind you and I were atthat.
It's our fastest growing sectorby a long shot.
It's just been explosive.
The other thing and shame on mefor not saying it earlier I love
Andy for many reasons, not justthe accent.
One is somewhat of a unicornbecause he has the corporate
experience of being on thecorporate side and knowing the
(14:13):
nuances of all of the goes withthat.
I want to pretend it to be anexpert on that, but he's also is
a seller on our platform.
In fact, he owns one of thelargest teams of over 5,000
business partners inside power,so he's able to talk from both
angles, which is so freakingrare and why I love and I really
I gobble up any attention I canget of him just because it's
just a wealth of knowledge.
(14:33):
So I want to make sure thoselistening know that this isn't
like hearsay.
This is what he helped build onthe corporate side and how he's
utilizing it day to day with a5,000 person sales team in a
different country, by the way,which is so cool.
The other thing that comes tomind, Andy, when I think of
enterprise and how I've startedto really lean in on it.
It's a plug and play businessand I know it's not as fancy as
(14:54):
what you just said.
But man oh man, is it reallyseeing true for me?
I love being able to talk tobusiness leaders, business
owners who already have acompany, might not be in solar.
I want to make sure we paintthat picture too, Andy, and you
can run with that in just asecond.
But it could be a roofer to yourpoint.
It could be someone like a realestate agent like myself, who
already has a team of we callthem ISAs of salespeople.
We already have a team ofclosers that might not know how
(15:17):
to do solar yet, but they'realready trained on closing and
sales that we can come over,partner with enterprise.
Allow enterprise to do all theheavy lifting power in that
example and be able to take ourbusiness and be profitable day,
one, month, one, whatever thatlooks like for that person.
That is the piece that Iabsolutely love.
Was that close to beingaccurate in your corporate eyes?
Speaker 2 (15:37):
100%.
So, yeah, I should havementioned too.
Yeah, so from 2020 to 2022, Iwas in power corporate.
Literally I ran the salessupport division.
I'm very proud of a couple ofthings in that role was, first
of all, the company grew by $100million.
I had a team of six andliterally every design and
project, all of them, camethrough me and my team of six to
(16:00):
make sure that they were rightand going out properly.
And then I was fortunate to beone of the co builders of the
certification training which isalso available to enterprises,
which, honestly, you've beenthroughout.
I think it's fair to say it'sworld class solar training, so
pretty proud of that.
But I realized that the moneywasn't in corporate.
It was nice to be inside it,but I was, I belong in the field
, I've always been anentrepreneur, and so I did my
(16:24):
stint and came out.
But one of the things that Idid towards the end was when
enterprise was launching orbeing put together and we are
was able to to really take alook at that and be part of the
pilot end of that side of things.
And it was such an excitingprogram from the outset and, you
know, because now we reallycould go up to a company and for
(16:44):
me it was in the beginning itwas always roofing companies.
Right, because it wasfrustrating to me that we didn't
have something for them,because roofing companies, every
time they walk away from theirbrand new roof that they put on
their house, they're walkingaway from $8000 in commission on
average and it's criminal thatthey're just walking away from
that and it was wrong that wecouldn't furnish them the
(17:06):
ability to do that.
Really, it was with that inmind and also solar companies
that wanted to have betterproducts at better pricing and
better dealers, lender amountsor loan products.
This where the incentive camefrom.
So we developed it.
The very first enterpriseprogram was raw and we knew that
enterprises would come on boardand break it right and break it
(17:28):
and improve it, because it wasvery much an alpha program when
we launched it not even really Ilove that and we had some
select it was man.
So we had some selectenterprises and they said can it
do this?
Why doesn't it do that?
How do we do that?
And it was just this, combinedlike a what's the word?
Like a collaborative, like acrowd sourcing, I think is the
(17:50):
trendy word of the way ofputting it, where we were
getting input from companies todevelop the program for
companies.
It was an epic process and it'smorphed.
So a lot of what you'reenterprise now didn't come from
corporate.
It came, it was executed bycorporate, but it came from
companies like solar companies,like mortgage brokers, real
(18:10):
estate companies, roofers, andtheir suggested inputs and their
goals and their desires.
So it was made to work withthem.
Speaker 1 (18:18):
Really well said, man .
I think that's one of thethings that, in my humble
opinion, my just over a year ofbeing a power that really sets
power apart from other companies.
It's not their way or thehighway, as they say.
You call it crowd sourcing.
I view that program and whatyou just described as more like
a mastermind.
But I'm going to give a reallife example, without using
names and Andy knows this personto help this arm board them, a
(18:39):
massive solar company.
To my knowledge, when I havebeen wrong before, my wife
reminds me often I believe thisis the largest solar company
that has partnered with powerthat we just signed it with,
super excited about it.
I get goosebumps talking aboutit and some people and it could
do a whole podcast on this.
Andy, why would someone who'salready selling 50 million in
solar come partner?
Quite frankly, they don't wantto build everything we just
(19:00):
built.
They don't want to have to gothrough that, and so when they
saw our model, they said, oh mygosh, like this was our vision.
This is what we were going togo do.
We were going to spend millionson this and Andy was like
millions You're talking tens ofmillions but they saw it and
they started to compute all thesavings they could do by
leveraging what we already have,and for them it was a no
brainer.
So a 50 million dollar solarcompany is moving their business
(19:20):
over, and I know it was a longway to entry a segue to that.
But what I love about this whenthey came over, they noticed
things that we needed to add toenterprise immediately, and so
they've been going back andforth with Rachel overseas and
Andy and other key leadersgetting things added, little
tweaks done, and I love thatthey're blown away.
They're like the fact that wewere able to offer an input,
(19:41):
being so new to your platform,it just blows my mind.
But it's a.
It's a.
It's a ideology, if you will,of our company and how we foster
that we want to get better.
We know that what we have rightnow is really good, but could
we make little tweaks to make iteven better?
And so I love that.
You said that, man, because Ihave not shared that with anyone
else, but I 100% agree with you.
I really do the other thing withenterprise that I love, and I
(20:02):
know you mentioned the Roofer.
I think that's a great one.
I think personally, once again,limited experience of why we
don't have more roofers isthey're not trained, they just
don't know.
A mentor years ago taught mefor anyone listening that owns a
business, especially one thattouches houses, you can either
go out and get more clients oryou can learn how to get more of
the same client.
And when I learned that in realestate, that's why we started
(20:23):
to open the HVAC company.
We partner with a Roofer, wepartner with a landscaper anyone
that was touched on that houseI wanted to own a piece or a
company of, so I could monetizethat relationship.
That's what power does throughenterprise.
You're already doing the hardwork.
You already have a database ofhomeowners to be able to plug
that into our ecosystem.
It'd be profitable.
Day one like blows my freakingmind.
(20:44):
Anything you want to add onthat?
Speaker 2 (20:47):
I do, because one of the really cool things about
what you've just said is let'stake the example of the roofing
company.
The roofing company realizesthat they're losing tons of
revenue or leaving tons of moneyon the roof.
They, as you said, probablydon't want to deep dive into
solar sales and don't do that.
There's no need for them to goand get trained because we have
(21:07):
an army of tier 3s they call.
They're tier 3 sellers that areproven closers.
So a roofing company can comein, go through their database,
send a project to a tier 3mentor, split the commission on
it.
It's a huge win and they're nothave to do through the training
.
Or they can we have thetraining available to them if
(21:28):
they want it.
Or companies can come in.
If they train in a certain waythat they do things, they can do
that too.
It's really like an Alucardtype system, but really one of
the things I love the most is,if companies don't want to learn
the deep dive into solar, likeyou said, maybe they're antsy
about that.
Well then, don't do that.
Just go through your databaseand set appointments for us to
go close them and we'll splitthe commission.
Speaker 1 (21:49):
Well said again, man, it's Alucard with growth,
because what I have found so faris a lot of the business owners
, especially in real estate,they don't want a distraction.
They're very centered, veryfocused on the one thing.
Yet they know they're leavingmoney on the table.
For many of them it could besix figures a month, if not more
, which huge.
Hopefully that grabs someattention.
I have stories on that.
They're able to plug it intoenterprise tag.
(22:10):
Someone like Andy who knows alot more than everybody on solar
, have him go run that deal.
They're making 50%, so, onaverage, three to five grand.
All they did was collect autility bill.
There is no distractionwhatsoever.
In fact, a lot of these it wasa simple database letter they
mailed out.
It was a leave behind afterthey installed a roof.
Whatever that looks like foryour company.
The other cool part, though, issome of my partners start like
(22:30):
that because they don't want thedistraction, andy.
Yet they realize Andy can dothis.
Hell, I can do it too.
I sell roofs like what's thescript, what's the language?
Yeah, they end up growing andtwo more.
We don't force it, but if youwant it now, they're like, hey,
I'd rather bring on a close orhigher than make a hundred
percent.
I'll do it myself, which iscool, like we can foster that
relationship too.
Plug and play you can start aslittle or as slow as you want
(22:52):
and grow into it If your heart,if your heart deems that
necessary, and I love that aboutour model.
In terms of enterprise, though,is it, as we mentioned if you
touch a home, you're drawn tothat model roofers, real estate
agents Are there any otherfields that you've seen be
really successful coming over?
Obviously, solar companies.
What else to jump out at you?
Speaker 2 (23:11):
HVAC is another one that's a good one.
Did you mention mortgage brokers?
They're dying on the vine andthey have a skill set that
enables them to generatebusiness.
But they're dying on the vineright now because the interest
rates.
It's just a no brainer for themto come in and again either
develop the skills to go and doit a hundred percent or tag
closes to go and splitcommissions and not lose too
(23:34):
much sleep over whether they cansell solar or not.
Great point, man Anybody that'sinterfacing with a homeowner is
really a good candidate for anenterprise.
Speaker 1 (23:45):
Yeah, the only thing I would add to that is anyone
that has a database ofhomeowners not to say you didn't
say that, but I think that'simportant.
I have one partner who amulti-millionaire killing it in
the water purification game andso he's selling these high end,
like really high.
I don't even know if you couldget water filters for this, for
what he sells them for.
God love him, but he does, andhe has thousands and thousands,
tens of thousands, maybehundreds of thousands of clients
(24:07):
, and so he just introduced asimple database letter that went
to them.
He has no interest in learningit whatsoever.
I don't know if he can spellthe word solar much like me, but
he'll tag our team and they'reclosing deals and he's making an
absolute fortune.
The other thing he said aboutmortgage I had a real estate
professional, a good friend ofmine, reach out to me last night
.
No joke, we've had somelandmark cases here in the US.
Not sure how much you follow onthat For real estate.
(24:28):
That has a lot of us concerned.
I don't want to use the wordscared, but this was a high end
producer and he's man.
I don't know what Q1, q2 lookslike next year.
I've been blowing you off.
Can we talk solar?
And he reached out to mebecause of it.
So I do think there are a lotof people in mortgage and real
estate who are looking forsomething, and this is a plug
and play model into what youalready do.
Let's yeah, let's talk aboutthe train your team with power.
(24:53):
I know you had a strongfingerprint.
If you will, aren't helping todesign our tier one and, I
believe, tier two, maybe in tierthree system.
Can you touch briefly on thetraining at power for those that
want to utilize it throughenterprise and through power as
a whole.
Speaker 2 (25:07):
The goal of the training from the outset was to
take somebody that has neverencountered the solar cells at
all and help them becomeabsolutely professional in solar
cells and then to give them theskill sets and then, in
combination with the mentoringside of things that tier threes
offer, really become world classand honestly, to equip somebody
(25:29):
.
If somebody came in and did ourtraining from tier one,
certificate to one is a two houronline program.
It's not extensive but it givesthem enough of a background to
be able to have some kind ofrational conversation with a
homeowner, to get a utility billand then work with the tier
three.
The tier two is about a 40 hourmasterclass online and tier
three will follow.
(25:50):
I wasn't part of tier three,but I know it's being developed
right now, including ethics andintegrity all of the things that
you want in someone's conductand ability.
So the goal is to take someoneto be professionally successful
enough that, if they wanted to,could go and work anywhere
literally in the solar industry,but knowing what we know about
power and knowing full well thatthe grass is not greener and
(26:13):
that they would stay.
But that's where it came fromand that's the whole.
Goal is just to be.
I have two members of my teamwho separately went to what they
call I forget what he's called,but solar university, basically
for one of a better name.
It might be that, so I betterbe careful but it was 15 grand
to go through training and theytold me that our training just
(26:35):
leaves it in the dirt.
Wow, for 15 grand worth to thesolar university.
So that's why we did it,because it's about delivering
value.
When people successfully sell,guess what happens if we develop
sellers wherever they come from.
We sell more solar.
That means we buy more panels,we buy more racking, the prices
go down, the homeowner gets abetter deal, the sellers make
more money.
(26:56):
It's a flywheel, as Jonathancalls it, the flywheel model.
So we want to develop oursellers into be able to sell
more solar because we want thebetter buying conditions, we
want better loan products andlower dealer fees that we get
when we hit these benchmarks ofsales.
So it was all integral to thatand just really equipping people
to be successful.
Speaker 1 (27:16):
Yeah, I love that.
I'll give a testimonial ofsorts.
Having gone through that thispast year Zero solar experience
I'm like the gentleman I wasmaking fun of on the team who I
love, couldn't spell solar,couldn't spell power.
I still misspell it.
I knew nothing about it, but Iknew the business model made
sense for my days.
Speaker 2 (27:30):
I can't spell it in ENERG.
Yeah, it's true.
Speaker 1 (27:33):
In fact my spell check doesn't even pick it up
anymore.
So now I send emails from myreal estate business misspelling
power.
So funny.
Just know that's going tohappen to everyone else that
partners with us as well.
But what I love about thetraining is, once again, to kind
of make a long story short.
I had no background in this.
I had no experience.
Yet I think I closed threedeals my first week.
It has nothing to do with me,it's just because I jumped into
the ecosystem.
(27:53):
I was able to do it and you cando it from anywhere.
I'll paint another picture foranyone else running a brick and
mortar like real estate, All ofmy training.
I didn't sell a house for sixmonths because I had to go learn
everything about it.
It was all in person, it wasnone virtual.
I had to go meet with thebroker.
I had to drive down to theoffice in traffic, miss time
from the family.
Everything Andy just mentionedis done online.
I'll look heart.
(28:13):
I'll steal his word again.
You could do 15 minutes here,30 minutes there.
Knock all two hours of it outin one setting, completely up to
you.
You can retake it.
You can take it with yourspouse, with your partner.
The way they've made thetraining truly at your
fingertips is game changing.
The other piece I'll add to thisand I love about this I'm not
qualified to teach solar.
I'm very good at team building.
I love doing the podcast, otherthings on that.
(28:34):
I love getting around smartpeople like Andy who are much
better at this than I am, YetI'm able to build a team of.
I think I have 450 sellers nowin our first year who are, I
think, 13 or four Thank you, man13 or 14 mentors, frontline.
That has nothing to do with me.
It's because I got around smartpeople and plugged them into
our ecosystem and had themtrained from people like you.
So any team builders that arelistening that are like, how do
(28:56):
I go to just introduce them tothe platform, tell them to click
here.
It truly is.
I hate using the easy button,but dog garden, it's about as
easy as you can get.
Power's built it all for us.
Speaker 2 (29:06):
You just got to utilize it 100% and we're
talking about the life by design.
Without that leverage.
You mentioned my team size andthen what?
How many are active?
But a couple of thousand activepeople.
If I was trying to train themone to one, can you imagine how
long I'd last?
now, you wouldn't be smilingright now would be nice to know
I wouldn't be cursing, probably,but the so that's why I love it
(29:27):
to that again.
It was built to have thatleverage so a team builder, a
leader that has an organization,even from the old direct sales
industry, can come in here andreally create something team
wise, without the burnout, andactually let their team flourish
by pointing into the training.
That's really.
Speaker 1 (29:44):
Here's one other thing, andy.
I don't know if you've everheard this or anyone talk about
it.
Perhaps you have.
I've never said it on anational call.
The other thing I love aboutour ecosystem is and I've built
a lot of teams, primarily inreal estate and a few other
industries you've turnover whenyou build a sales organization,
especially if you have highstandards.
There are some people thinkthey can sell if they talk a
mean game.
They don't show up and so I'vehad to let people go.
Sometimes people think they cando it themselves and they end
(30:06):
up growing right law of the lid.
What I love about our model isas a team builder.
If I introduce someone to theplatform, they join my sales
team, my power team, and yetthey want to go branch off and
go do their own thing.
They're still underneath myumbrella, so all the time I did
spend with them the energy, theresources I'm still going to get
compensated for the rest oftheir lives through the power
revenue share model, and so Ijust want to leave that with
(30:28):
people.
Make sure they get that.
That is huge.
My real say this that did nothappen if someone left me,
whether I let them go or theyleft me.
For whatever reason thatrelationship was done, there was
no compensation.
I can never get the time back,the energy, the resources I gave
them here at power.
Once they get a taste of ourmodel, they can't leave.
Where else are they going to goown the company they work for?
If they're building a team,we're also.
They're going to leave theirteam behind so you can build
(30:49):
this thing once and get paid forthe rest of your life.
I freaking love it.
You can see I'm watching you tosmile from ear to ear talking
about it.
Have you ever thought about itfrom that perspective?
Speaker 2 (30:58):
Me too, 100% all the time.
And do you want me to put somenumbers?
Yeah, please, man.
So as a team builder, you'llget this.
So we have a six generationaloverride program.
So I think it's actuallymodeled on the XP realty, if I'm
not mistaken.
It's so close, it's very close,yes.
So generation one.
So in other words, I enroll inyou consultant, I get 20% of
(31:22):
powers shared.
Doesn't come from the sellerside, it comes from power share.
Power makes 30% on the marginsplits and from that it pays out
half of it in the override.
So I make 20%.
That averages 600 bucks perproject for sales.
I have nothing to do with Right.
So on generation, just literallyon generation one, if I have 50
(31:43):
people that are capable ofdoing one sale a month, it's 30
grand Passive.
So now you want to talk aboutenterprises.
Why are enterprises so darnedexciting for people who bring
them into power?
Or if you are an enterprisethat knows other enterprises, if
I have three roofing companiesthat between them just three
(32:03):
that are capable of 50transactions a month, between
them, 30 grand a month passive,right, pretty epic, 50 times 600
.
So and then generationally,it's it's also that.
So it's, it adds up, it's, youknow, a lot of my team don't
team build.
A lot of my team do personalsales and make great living.
So team building is certainlynot mandatory or net or required
(32:27):
if you don't want to, but forthose of you who are team
builders it's extraordinarybecause you make exponentially
more money from a very smallamount of people compared to
anything else that you couldpossibly think of in that kind
of revenue share model.
Speaker 1 (32:43):
Oh, huge.
I very well said the couplethings.
I'll add to that.
We have no financialresponsibility for that team and
I say that with a weight comingoff my shoulders my real estate
business.
I had to pay for brick andmortar, I had to pay for their
support, I had to do payroll, Ihad to do everything.
We didn't have a sale thatmonth.
I was out.
In fact I go and say my monthlynote was $1,700, $400, $17,400
a month, regardless if we soldanything.
(33:04):
That was my fixed operatingexpense.
I come here.
It's $85 a month.
My accountant laughs at me likeshe's like where's the rest of
it?
When I entered the sheet itused to be a folder and anyway,
yeah, I know you get your kidsinto racing.
Speaker 2 (33:18):
You stop saying that.
I look at my shoulder.
Speaker 1 (33:21):
Yeah, really, but it's mind blowing.
And the other thing too is Iarm boarded someone it's
probably been a week or so nowwho's with another large solar
company and I was really takinga deep dive on the revenue share
model.
In fact, for anyone listening,I'll throw a calculator up that
I made for our team.
I'll go and share it with youso you can plug and play and see
what it looks like.
To Andy's point about having 30, 50 sales, 30 sales.
But this young man he hadmentioned to me, he goes Aaron.
(33:42):
For every person I referred toour company who was a seller, I
forgot what he called it, histerminology.
They gave us a $200 Amazon giftcard and I was like was that
every time they sold something Iwas trying to help him?
You know what I mean?
He was like, no, it was one anddone.
And I said, oh my gosh, oh mygosh.
On average we're making closeto $1,000 a deal and there's no
cap on that.
(34:03):
You end up getting a whale,like Patrick Adieu did is doing
50 units by themselves.
That's 30 grand off oneconversation, no financial
responsibility.
It can change your life.
Speaker 2 (34:13):
Absolutely.
Speaker 1 (34:14):
Let's you live in the United Kingdom with a great
amount of freedom, for example,yeah, you're obviously living
life by design In closing, ifyou don't mind and you had no
idea I was going to bring thisup, but as a team builder, I
would be sad or mad at myself ifI didn't ask you Building,
managing leading teams.
Do you have any tips, anynuggets that you could give
(34:34):
Other team builders that maybewant have goals or ambitions of
building a large organizationlike you did?
Like?
How do you manage your time?
How are you leading them?
How are you helping them?
Speaker 2 (34:42):
Great, question and, if you don't mind, I'm going to
just build into that a littlebit, because one of the most key
parts of the enterprise programthat you mentioned and I
haven't mentioned yet, to myshame, is, as an enterprise you
mentioned, you've got 17 grand amonth in outgoing in your real
estate company.
If you're at that company oryou're a solar company or you're
(35:04):
a roofing company, you probablydon't want to pay all of the
people involved in that solarprocess, the full commission.
So you may not right.
One of the joys for anenterprise is you have full
control over how you split thecommissions.
So if you're paying let's sayyou've got appointment sedits
and you're paying for theiroffice space, you buy a car and
(35:25):
you're paying them salary youcan pay them zero commission on
that project in-path, or you canpay them 10%, 20%.
It's entirely up to you and asa company, as an enterprise, you
can set a minimum margin thatyour company must have before
there's any split.
So 1500 bucks, two grand,whatever it is on a project, you
(35:45):
can set that as a default.
So any project that solves,you're always getting covering
your minimum nut and then youget to adjust commissions based
on whether someone's anappointment, sedder or a seller
or an admin, you can have all ofthat created for you
extraordinary right.
So you have a full blown companywithin our company that's doing
(36:07):
everything for you, right?
So again, from proposal designs, the proposal tool, the online,
the contract processing, theagreements, processing the
survey of the project, the CADdesigner, permits, the
installation, the procurementand beyond, the warranty for 30
years is all handled for you asan enterprise.
(36:28):
All you do is come in and bringyour structure and go out and
bring in these projects and thenpower is doing everything else
with your brand on it if youwant it.
So you can keep the ego part ofthat, if you will I mean that
in a good way and have yourbrand on the proposals and
everything else.
So you're running it just likeyour own company, but you are
getting far better conditions onequipment types and pricing and
(36:52):
loan types and pricing than youcould possibly do if you were
just starting your own solarcompany or you're a smaller
scale company.
That wasn't a big multi-statecompany.
Phenomenal, and is it?
Speaker 1 (37:04):
If you bring this in A quick example on that, andy,
because I get this question alot, it's very similar to a real
estate team like mine who I own, a team it's called Browning
Homes Group, shameless Plug.
We fly our umbrella or our flagunderneath the EXP umbrella so
my clients don't know of EXP.
We're branding ourselves so youcan do the exact same thing at
Power.
You could build a solar company.
(37:25):
If you already have a solarcompany a roofing company, hvac,
whatever that looks like you'rebuilding it with your same
branding.
Your customers could have noidea about Power as a whole.
You're branding yourself.
You're just flying your flagunderneath the Power umbrella.
To get everything that Andy justtalked about, we had a and I
hate using numbers, but I don'tknow them 100% accurate.
Correct me if I'm wrong thatthe gentleman that we met at
(37:46):
Solar Convention a few monthsago who came out in Hawaii
dynamite guy he's going to be afuture guest was talking about
he saves, I want to say he said$240,000 a year in operating
expenses, inventory, warehousingsalaries, all this other stuff,
just by moving his huge solarbusiness over to Power.
Do you recall what he shared on?
Speaker 2 (38:06):
that, and this is an enormously successful company.
This isn't a startup.
This is an enormouslysuccessful existing solar
company that recognized thebenefit of playing in our
ecosystem and cutting its costsby a quarter of a million
dollars a year.
It's a phenomenal program.
The enterprise program rocks.
It's why it's blowing up.
Speaker 1 (38:26):
I love it.
Speaker 2 (38:27):
Go ahead.
I was going to say just to yourteam building point, the team
building point we are attractedto single sellers.
I spent my day just before thispresentation.
I had a group interview withpotential sellers for my team.
So one-to-one sellers, pluggingthem into our processes,
working with them and developingsuccessful professionals is
(38:47):
very straightforward.
If you are a team builder andyou can bring in a roofing
company, a mortgage company, anelite gen company, now you're
multiplying your effort, you'releveraging, Because instead of
one person doing a deal a month,if you have an enterprise that
can do 30 deals a month, you cando the math on revenue.
Speaker 1 (39:07):
I do that math often.
Just follow the bouncing ball,yeah, follow the money.
As another one of my mentorstaught me years ago.
The money leaves a trail.
My friends, obviously, when youhave a company like ours that's
growing fastest growing solarcompany, there are reasons, and
enterprise is really thelunchpin behind that.
If you will, andy, I'll speakfor our audience.
I can't thank you enough.
I know your time is so busy,especially with the time zones
(39:29):
and everything else.
Man, I'm honored to call you afriend, honored to call you a
mentor.
Thank you for dropping bombsand nuggets In fact, audience.
If you got value, please likeshare.
Send this to someone else who'seither in solar but maybe not
hitting the growth they want, orthey're thinking about
launching a solar division.
Andy and I are here to help.
We come from contribution.
We don't live in scarcity.
So thank you Once again, andy.
(39:51):
Thank you so much to theaudience.
Be good, be safe and God bless.
We'll talk soon, my friends.
Hello, hello, welcome to an episode of Solar Sales
Uncensored.
I am your host, aaron Browning,and I'm so excited to introduce
today's VIP guest, none otherthan Mr Andy Smith.
Before I bring him up, becausehe is super, super modest and
hates recognition, I'm going togo ahead and lift his ego up,
even though he doesn't need it.
He is commonly referred to inour circles as the Brit with
(00:23):
grit, which you will soon seewhy his accent is flawless.
It is amazing.
I am jealous.
He is an environmental advocate.
He has a degree in climatescience that we're going to
touch on here today.
And then, really, why I'mbringing him up here and why I'm
so excited to have him sharewith our audience today.
He was one of the pioneers, notonly in power, but in really
helping to launch the enterpriseplatform, which is for business
(00:48):
builders.
It is for leaders.
A few of the nuggets that we'regoing to touch on with him and
there's no other guest thatcould even talk at this level
about it is whether you have aninterest on building a growing a
team with power.
How to offer projects toclosers on the power platform,
customizing your compensation asleaders.
How important is that?
Set organizational margins.
Leverage our easy financing foryour homeowners, create
(01:11):
proposals and legal contracts,leverage powers, discounted
solar goods model, just to namea few.
So without further ado, andy,how the heck are you?
I'm so excited you're here.
What country are you in rightnow?
Speaker 2 (01:25):
I'm really excited to be here.
I'm actually in the UnitedKingdom right now in a county
called Warwickshire, right.
Speaker 1 (01:29):
I love it.
We're going to jump right inwith one of the nuggets you
always say but is life by design?
The fact you are in the UK yetleading one of the largest teams
at power, which is selling inthe US, is mind blowing to me.
It's what gets me excited.
Can you touch on yourphilosophy of life by design and
what it means to you?
Speaker 2 (01:48):
Absolutely I'd love to.
It's one of the real joys ofbeing part of the power platform
.
It's an incredible opportunityfor that.
I don't know how we wouldpossibly be doing it any other
way.
So it started off when Istarted selling for power and we
were getting some itchy feet.
I've been in California for alot of years and we wanted to
maybe live in differentcountries and that got a bit
(02:09):
complex of moving to a countryfor two years.
So we decided to do a nine andthree split.
It was a nine month in the US,three months somewhere else.
We pulled that off in 2019.
We spent three months in theGalapagos Islands and Ecuador
and from the Galapagos Islands Isold eight projects using the
power platform with sketchyinternet.
(02:30):
It was fantastic.
Here we are living in somewheremy bucket list of dreams and
selling solar.
I knew it was possible.
My son is a race car driver.
For my son.
Speaker 1 (02:42):
By the way, both my sons are in another room.
I'm thank God they can't hearthis.
I'll block this episode fromthem.
Go ahead.
Speaker 2 (02:49):
I'm going to share it with him.
Trust me, I'll be.
I'll like to spike everybodynow.
So, yeah, he's been racing fora good few years in California,
but the heart and soul of racingis in Silverstone and around in
England.
And so we just got a deal to goand drive with the Formula Ford
team in the UK and so we moved.
So we're based over here,living life by design.
(03:09):
As you said, it's fantastic tobe able to connect with you like
this to be able to do, to workmy power business from here
without missing any beatswhatsoever, and all the while
being able to support my familyin both, both financially and in
their pursuit.
Life by design simply means canyou take control of how you
want to live.
It's different for everybody,but picture how you want to live
(03:33):
and the hours that you want towork and where you want to work
from and how you want to dothings, and you can genuinely
put all that together with powerbecause of the platform based
model that we have, and doeverything remotely, like I do.
Speaker 1 (03:48):
You know it's incredible man.
In a previous career, with myreal estate background, I was
tied to an office.
Finally I got smart and said,hey, we can do this a little bit
more virtually, but I was stilltied to a location meaning
Virginia, maryland, dc is wherewe serviced.
I couldn't really leave fromthat area, so we were always
confined.
And now to your point with thisplatform we can go anywhere.
Maybe that's staying here, whoknows, but the fact you have the
(04:11):
freedom and the choices thatyou can make, and not someone
else's thumbprint, aren't yousaying be here, show up here.
It's mind blowing, man.
I just it's freedom.
Speaker 2 (04:20):
We even, if you want to, there's all kinds of ways to
enter into the solar industryright, you can start your own
solar company before I joinpower, have my own special
events company.
So I'm not it's not somethingit would be a mystery to me to
create the company, but can youimagine how binding that would
be if you created your own solarcompany and had you literally
(04:41):
would be married to wherever youwere and be unable to do these
things?
And because everything ishandled through the platform and
through power corporate, I getto live wherever I want.
One of our top leaders, I think, has been on your show to Wally
and the Philippines doing thesame thing.
Living out there, living hislife of dreams and selling solar
in the United States from thePhilippines is brilliant.
(05:03):
I can't imagine life without it.
Speaker 1 (05:07):
Yeah, the other piece will touch on later but I'll
tease it because you just set meup for it.
I'll go back to my real estatedays of having a large team.
It was a physical team and so,even though I had leverage, I
had a team.
I had to be there to lead them.
Now I don't know, and I hate tosay absolute, I don't think
I'll ever have a physical teamagain.
I'm leveraging powers virtualteam.
So I have team all over thecountry.
I have a few in other countries, in fact to in Australia now,
(05:30):
but to your point, we're able tobe anywhere and you can still
facilitate.
Conversations will touch on howenterprise allows that, but
it's a game changing platform.
Man, before we jump intoenterprise and I'm really
excited to pick your brain onthat Can you touch briefly on
your experience with Al Gore,what that looked like?
And then, how was it in theearly days of opening and
(05:50):
launching power as a company?
Speaker 2 (05:53):
Right on, all right, so I'll probably do the first,
then perfect.
I mentioned that I had aspecial events company.
I built it from scratch.
I created the American dream,took a borrowed 30 grand to
start.
It made it a multi milliondollar large 10 company.
Burn out completely.
I just was just such as a stateof bone at the end of it but
(06:13):
obviously enjoyed the success.
But right at that time is whenI first encountered Jonathan's
mission to create a company andit resonated with me so much
because in special events I haveno heart in what I was doing.
The money was great and therewas fun, but there was no In the
project.
At the time my son was sevenand I realized I wanted to leave
(06:34):
a legacy for him that wasbetter than I was doing, and a
legacy for his offspring and,instead of running up on their
environmental credit cards,actually Do something that I
could do positively, even if itwas just to create some ripples
into the future.
So that's why I got involved inpower.
My degree was in climate science.
I never used it really, but Iunderstood the issues right and
(06:56):
I'm not going to date myself,but it was a while ago that I
got my degree.
I looked at my degree papertoday and it had questions how
are we going to solve thisequation?
How are we going to solve thecrime?
It wasn't.
Does it exist?
It was.
How are we going to solve it?
Back then I thought it wassettled science, so In my mind
that it was when I started withpower, but it's increasingly
(07:18):
obvious to people now, I think.
But one of the things I lovedabout power and we do get
together.
We do get together in person atconventions and different
meetings.
So meeting the people in poweris so inspiring.
They are the most inspiring,driven, talented, excellent,
purposed human beings that I'veever encountered in my life for
(07:40):
real.
And the inspiration I got fromthat was to not only flourish
here and be the best I could bein developing the business part
of this with our, but alsopersonally.
So one of the things I chose todo I was introduced to the
climate reality project by AlGore, with Al Gore as the who
heads that, and I went to trainfor that in Atlanta, georgia,
(08:03):
and I learned so much from thatprogram and then I took a
subsequent training to become amentor of that program.
So that's it's a whole world ofnot just climate science and
climate solutions, butenvironmental justice and social
justice, because we need to fixthe ladder in order to fix the
former right, because they'reall integrated problems and
(08:25):
solutions.
Very important part of it to mewas to be part of that group
and continue to be part of thatgroup, and power Really was the
catalyst that made me go and dothat extra training and other
things like my NAPCEP NorthAmerican Board of Certified
Energy Practitionerscertification.
I didn't need to do it, but I'minspired to do it, so it's an
inspiring atmosphere, love thatman?
Speaker 1 (08:48):
Yeah, very, very well said.
Can you touch on briefly?
I don't see the origin story ofpower, but I've heard, I don't
know, snippets of it power whenyou were there and you guys
helped launch this UNR CEO.
It was not the power that thatmany people listening today know
of.
It was more of a lead gencompany or something along those
lines.
Can you touch on that quickly?
Speaker 2 (09:09):
Correct and it was done like the business model was
more akin to direct salesnetwork marketing type model in
the beginning, with the rightpurpose in mind, because that
model can create movements likewe've seen.
You know now you would beunthinkable to have cosmetics
tested on animals or that havetoxins in them.
That all came from that type ofnetwork industry.
(09:32):
So the intent was in the rightplace to have this network
company where one tells twotells four, and it was a very
simple process because all wewere doing In developing teams
was teaching them how to setappointments with, at the time,
the biggest solar company in theworld and then, once we parted
ways with them, with regionalsolar companies we work with
about I think it was about ahundred and twenty solar
(09:54):
companies across the US and webegan just by selling
appointments to them and then wegot more of the pie by selling
them contracts and got moreinvolved in the process.
So it was very much adevelopment and it all changed
in twenty ninety.
It was obvious that the solaris a terrible product for that
type of business model, doesn'thave any monthly purchases or
(10:16):
anything that makes sense forthat business model.
So power became the solarcompany in twenty nineteen.
I was actually part of thepilot program at the end of
twenty eighteen, when thistransition was happening, where
I actually had to learn how tosell solar because none of us
really knew we knew how to set apoint.
Crazily, it was crazy, and youare, I mean.
What gets even more crazy thatthis was only in the middle of
(10:38):
twenty nineteen, for four years.
It's like unbelievable, but fromthe middle of twenty nineteen,
you know, the old business modelwas ripped up and it became
effectively a new company, inits way of doing business for
sure, where it became the solarcompany that we see today, with
the cost of goods model andeverything else, and that was
implemented in the middle of themiddle of twenty nineteen.
(11:01):
And then the growth, as you'veseen, went vertical from eight
point eight million, I think wedid in twenty nineteen.
This year we're probably atfour, fifty million in revenue,
and I'm supposed to say that,but this is a candid shot, it's
on sensors.
Speaker 1 (11:14):
Yeah, one of the graphs I've seen, andy.
It has that hockey stick curvethat I absolutely love when I'm
evaluating businesses andopportunities and timing, which
I talk a lot about.
To your point, yeah, 100%, man.
You can't argue the growth Ifyou don't mind, can you?
Speaker 2 (11:28):
So, mike, we're just, we're to your point, just quick
.
My first ever solar file wasset in an appointment for Solar
City back in the day and it wasa 70 panel system, seven zero
panel from the chiropractor thatwas in my business network and
great, and I made two hundredBecause that's what we got to
the referral from Solar City.
Speaker 1 (11:47):
I've heard stories about it.
I wasn't going to bring it upon our national podcast but
since you did, that is crazy man, and the fact they were able to
grab someone of your talent andexperience and wealth of
knowledge and entertain and grabyour attention at two hundred
and fifty dollars a sale likeblows my mind.
I don't want to make sure we'renot losing anybody.
Our model is completelydifferent.
(12:08):
Now.
Average margin is around tenthousand dollars, nationwide In
fact.
I'm sure he's done the math.
Yeah, I was going to ask OK, sowhat?
Are you sure?
We're sure that's clear.
So he went from two hundred andfifty dollars on that 70 panel
system to it would have beenclose to 20 with our current
model Mind blowing Twentythousand dollars.
Speaker 2 (12:25):
Yeah.
Speaker 1 (12:25):
And that's why he's smiling from ear to ear for
those who are listening andcan't see him on the YouTube
version Smiling from ear to ear.
Let's jump over to Enterprise.
This is something that got mereally excited.
For those who have never heardof it, what is Enterprise and
why did it?
Why was it forced to come tofruition?
Speaker 2 (12:41):
Great question.
So that part of the model whereI'm a solar sales consultant and
if I want to develop a team, Italk to you as a solar sales
consultant and you can becomepart of my team, that still
remained right.
But the complete flaw in thatwas that if we were talking to a
solar company or an entity or aroofing company, you can't do
(13:03):
that.
You can't just bring them on asone and split commissions 50-50
, and there was no freedom forthem to be a company, and so we
were very unattractive at thetime, in the beginning, to
actual companies.
So I think it's now about ayear and a half that Enterprise
actually started to manifest andit was designed specifically so
(13:23):
that we would be attractive towhole companies joining our
ecosystem and participating inour platform, to give companies
the ability to actually, if theyjust want to, maintain the
structure that they have orcreate their own structure
within our ecosystem and I knowwe're going to go more into that
on what it looks like butbasically designed to attract
(13:45):
and onboard companies because weweren't attractive to it.
Now we really are.
The business has grown justexponentially.
Speaker 1 (13:53):
Yeah, great segue.
I heard Jonathan Budd say Imight have been last month that
a mastermind you and I were atthat.
It's our fastest growing sectorby a long shot.
It's just been explosive.
The other thing and shame on mefor not saying it earlier I love
Andy for many reasons, not justthe accent.
One is somewhat of a unicornbecause he has the corporate
experience of being on thecorporate side and knowing the
(14:13):
nuances of all of the goes withthat.
I want to pretend it to be anexpert on that, but he's also is
a seller on our platform.
In fact, he owns one of thelargest teams of over 5,000
business partners inside power,so he's able to talk from both
angles, which is so freakingrare and why I love and I really
I gobble up any attention I canget of him just because it's
just a wealth of knowledge.
(14:33):
So I want to make sure thoselistening know that this isn't
like hearsay.
This is what he helped build onthe corporate side and how he's
utilizing it day to day with a5,000 person sales team in a
different country, by the way,which is so cool.
The other thing that comes tomind, Andy, when I think of
enterprise and how I've startedto really lean in on it.
It's a plug and play businessand I know it's not as fancy as
(14:54):
what you just said.
But man oh man, is it reallyseeing true for me?
I love being able to talk tobusiness leaders, business
owners who already have acompany, might not be in solar.
I want to make sure we paintthat picture too, Andy, and you
can run with that in just asecond.
But it could be a roofer to yourpoint.
It could be someone like a realestate agent like myself, who
already has a team of we callthem ISAs of salespeople.
We already have a team ofclosers that might not know how
(15:17):
to do solar yet, but they'realready trained on closing and
sales that we can come over,partner with enterprise.
Allow enterprise to do all theheavy lifting power in that
example and be able to take ourbusiness and be profitable day,
one, month, one, whatever thatlooks like for that person.
That is the piece that Iabsolutely love.
Was that close to beingaccurate in your corporate eyes?
Speaker 2 (15:37):
100%.
So, yeah, I should havementioned too.
Yeah, so from 2020 to 2022, Iwas in power corporate.
Literally I ran the salessupport division.
I'm very proud of a couple ofthings in that role was, first
of all, the company grew by $100million.
I had a team of six andliterally every design and
project, all of them, camethrough me and my team of six to
(16:00):
make sure that they were rightand going out properly.
And then I was fortunate to beone of the co builders of the
certification training which isalso available to enterprises,
which, honestly, you've beenthroughout.
I think it's fair to say it'sworld class solar training, so
pretty proud of that.
But I realized that the moneywasn't in corporate.
It was nice to be inside it,but I was, I belong in the field
, I've always been anentrepreneur, and so I did my
(16:24):
stint and came out.
But one of the things that Idid towards the end was when
enterprise was launching orbeing put together and we are
was able to to really take alook at that and be part of the
pilot end of that side of things.
And it was such an excitingprogram from the outset and, you
know, because now we reallycould go up to a company and for
(16:44):
me it was in the beginning itwas always roofing companies.
Right, because it wasfrustrating to me that we didn't
have something for them,because roofing companies, every
time they walk away from theirbrand new roof that they put on
their house, they're walkingaway from $8000 in commission on
average and it's criminal thatthey're just walking away from
that and it was wrong that wecouldn't furnish them the
(17:06):
ability to do that.
Really, it was with that inmind and also solar companies
that wanted to have betterproducts at better pricing and
better dealers, lender amountsor loan products.
This where the incentive camefrom.
So we developed it.
The very first enterpriseprogram was raw and we knew that
enterprises would come on boardand break it right and break it
(17:28):
and improve it, because it wasvery much an alpha program when
we launched it not even really Ilove that and we had some
select it was man.
So we had some selectenterprises and they said can it
do this?
Why doesn't it do that?
How do we do that?
And it was just this, combinedlike a what's the word?
Like a collaborative, like acrowd sourcing, I think is the
(17:50):
trendy word of the way ofputting it, where we were
getting input from companies todevelop the program for
companies.
It was an epic process and it'smorphed.
So a lot of what you'reenterprise now didn't come from
corporate.
It came, it was executed bycorporate, but it came from
companies like solar companies,like mortgage brokers, real
(18:10):
estate companies, roofers, andtheir suggested inputs and their
goals and their desires.
So it was made to work withthem.
Speaker 1 (18:18):
Really well said, man .
I think that's one of thethings that, in my humble
opinion, my just over a year ofbeing a power that really sets
power apart from other companies.
It's not their way or thehighway, as they say.
You call it crowd sourcing.
I view that program and whatyou just described as more like
a mastermind.
But I'm going to give a reallife example, without using
names and Andy knows this personto help this arm board them, a
(18:39):
massive solar company.
To my knowledge, when I havebeen wrong before, my wife
reminds me often I believe thisis the largest solar company
that has partnered with powerthat we just signed it with,
super excited about it.
I get goosebumps talking aboutit and some people and it could
do a whole podcast on this.
Andy, why would someone who'salready selling 50 million in
solar come partner?
Quite frankly, they don't wantto build everything we just
(19:00):
built.
They don't want to have to gothrough that, and so when they
saw our model, they said, oh mygosh, like this was our vision.
This is what we were going togo do.
We were going to spend millionson this and Andy was like
millions You're talking tens ofmillions but they saw it and
they started to compute all thesavings they could do by
leveraging what we already have,and for them it was a no
brainer.
So a 50 million dollar solarcompany is moving their business
(19:20):
over, and I know it was a longway to entry a segue to that.
But what I love about this whenthey came over, they noticed
things that we needed to add toenterprise immediately, and so
they've been going back andforth with Rachel overseas and
Andy and other key leadersgetting things added, little
tweaks done, and I love thatthey're blown away.
They're like the fact that wewere able to offer an input,
(19:41):
being so new to your platform,it just blows my mind.
But it's a.
It's a.
It's a ideology, if you will,of our company and how we foster
that we want to get better.
We know that what we have rightnow is really good, but could
we make little tweaks to make iteven better?
And so I love that.
You said that, man, because Ihave not shared that with anyone
else, but I 100% agree with you.
I really do the other thing withenterprise that I love, and I
(20:02):
know you mentioned the Roofer.
I think that's a great one.
I think personally, once again,limited experience of why we
don't have more roofers isthey're not trained, they just
don't know.
A mentor years ago taught mefor anyone listening that owns a
business, especially one thattouches houses, you can either
go out and get more clients oryou can learn how to get more of
the same client.
And when I learned that in realestate, that's why we started
(20:23):
to open the HVAC company.
We partner with a Roofer, wepartner with a landscaper anyone
that was touched on that houseI wanted to own a piece or a
company of, so I could monetizethat relationship.
That's what power does throughenterprise.
You're already doing the hardwork.
You already have a database ofhomeowners to be able to plug
that into our ecosystem.
It'd be profitable.
Day one like blows my freakingmind.
(20:44):
Anything you want to add onthat?
Speaker 2 (20:47):
I do, because one of the really cool things about
what you've just said is let'stake the example of the roofing
company.
The roofing company realizesthat they're losing tons of
revenue or leaving tons of moneyon the roof.
They, as you said, probablydon't want to deep dive into
solar sales and don't do that.
There's no need for them to goand get trained because we have
(21:07):
an army of tier 3s they call.
They're tier 3 sellers that areproven closers.
So a roofing company can comein, go through their database,
send a project to a tier 3mentor, split the commission on
it.
It's a huge win and they're nothave to do through the training
.
Or they can we have thetraining available to them if
(21:28):
they want it.
Or companies can come in.
If they train in a certain waythat they do things, they can do
that too.
It's really like an Alucardtype system, but really one of
the things I love the most is,if companies don't want to learn
the deep dive into solar, likeyou said, maybe they're antsy
about that.
Well then, don't do that.
Just go through your databaseand set appointments for us to
go close them and we'll splitthe commission.
Speaker 1 (21:49):
Well said again, man, it's Alucard with growth,
because what I have found so faris a lot of the business owners
, especially in real estate,they don't want a distraction.
They're very centered, veryfocused on the one thing.
Yet they know they're leavingmoney on the table.
For many of them it could besix figures a month, if not more
, which huge.
Hopefully that grabs someattention.
I have stories on that.
They're able to plug it intoenterprise tag.
(22:10):
Someone like Andy who knows alot more than everybody on solar
, have him go run that deal.
They're making 50%, so, onaverage, three to five grand.
All they did was collect autility bill.
There is no distractionwhatsoever.
In fact, a lot of these it wasa simple database letter they
mailed out.
It was a leave behind afterthey installed a roof.
Whatever that looks like foryour company.
The other cool part, though, issome of my partners start like
(22:30):
that because they don't want thedistraction, andy.
Yet they realize Andy can dothis.
Hell, I can do it too.
I sell roofs like what's thescript, what's the language?
Yeah, they end up growing andtwo more.
We don't force it, but if youwant it now, they're like, hey,
I'd rather bring on a close orhigher than make a hundred
percent.
I'll do it myself, which iscool, like we can foster that
relationship too.
Plug and play you can start aslittle or as slow as you want
(22:52):
and grow into it If your heart,if your heart deems that
necessary, and I love that aboutour model.
In terms of enterprise, though,is it, as we mentioned if you
touch a home, you're drawn tothat model roofers, real estate
agents Are there any otherfields that you've seen be
really successful coming over?
Obviously, solar companies.
What else to jump out at you?
Speaker 2 (23:11):
HVAC is another one that's a good one.
Did you mention mortgage brokers?
They're dying on the vine andthey have a skill set that
enables them to generatebusiness.
But they're dying on the vineright now because the interest
rates.
It's just a no brainer for themto come in and again either
develop the skills to go and doit a hundred percent or tag
closes to go and splitcommissions and not lose too
(23:34):
much sleep over whether they cansell solar or not.
Great point, man Anybody that'sinterfacing with a homeowner is
really a good candidate for anenterprise.
Speaker 1 (23:45):
Yeah, the only thing I would add to that is anyone
that has a database ofhomeowners not to say you didn't
say that, but I think that'simportant.
I have one partner who amulti-millionaire killing it in
the water purification game andso he's selling these high end,
like really high.
I don't even know if you couldget water filters for this, for
what he sells them for.
God love him, but he does, andhe has thousands and thousands,
tens of thousands, maybehundreds of thousands of clients
(24:07):
, and so he just introduced asimple database letter that went
to them.
He has no interest in learningit whatsoever.
I don't know if he can spellthe word solar much like me, but
he'll tag our team and they'reclosing deals and he's making an
absolute fortune.
The other thing he said aboutmortgage I had a real estate
professional, a good friend ofmine, reach out to me last night
.
No joke, we've had somelandmark cases here in the US.
Not sure how much you follow onthat For real estate.
(24:28):
That has a lot of us concerned.
I don't want to use the wordscared, but this was a high end
producer and he's man.
I don't know what Q1, q2 lookslike next year.
I've been blowing you off.
Can we talk solar?
And he reached out to mebecause of it.
So I do think there are a lotof people in mortgage and real
estate who are looking forsomething, and this is a plug
and play model into what youalready do.
Let's yeah, let's talk aboutthe train your team with power.
(24:53):
I know you had a strongfingerprint.
If you will, aren't helping todesign our tier one and, I
believe, tier two, maybe in tierthree system.
Can you touch briefly on thetraining at power for those that
want to utilize it throughenterprise and through power as
a whole.
Speaker 2 (25:07):
The goal of the training from the outset was to
take somebody that has neverencountered the solar cells at
all and help them becomeabsolutely professional in solar
cells and then to give them theskill sets and then, in
combination with the mentoringside of things that tier threes
offer, really become world classand honestly, to equip somebody
(25:29):
.
If somebody came in and did ourtraining from tier one,
certificate to one is a two houronline program.
It's not extensive but it givesthem enough of a background to
be able to have some kind ofrational conversation with a
homeowner, to get a utility billand then work with the tier
three.
The tier two is about a 40 hourmasterclass online and tier
three will follow.
(25:50):
I wasn't part of tier three,but I know it's being developed
right now, including ethics andintegrity all of the things that
you want in someone's conductand ability.
So the goal is to take someoneto be professionally successful
enough that, if they wanted to,could go and work anywhere
literally in the solar industry,but knowing what we know about
power and knowing full well thatthe grass is not greener and
(26:13):
that they would stay.
But that's where it came fromand that's the whole.
Goal is just to be.
I have two members of my teamwho separately went to what they
call I forget what he's called,but solar university, basically
for one of a better name.
It might be that, so I betterbe careful but it was 15 grand
to go through training and theytold me that our training just
(26:35):
leaves it in the dirt.
Wow, for 15 grand worth to thesolar university.
So that's why we did it,because it's about delivering
value.
When people successfully sell,guess what happens if we develop
sellers wherever they come from.
We sell more solar.
That means we buy more panels,we buy more racking, the prices
go down, the homeowner gets abetter deal, the sellers make
more money.
(26:56):
It's a flywheel, as Jonathancalls it, the flywheel model.
So we want to develop oursellers into be able to sell
more solar because we want thebetter buying conditions, we
want better loan products andlower dealer fees that we get
when we hit these benchmarks ofsales.
So it was all integral to thatand just really equipping people
to be successful.
Speaker 1 (27:16):
Yeah, I love that.
I'll give a testimonial ofsorts.
Having gone through that thispast year Zero solar experience
I'm like the gentleman I wasmaking fun of on the team who I
love, couldn't spell solar,couldn't spell power.
I still misspell it.
I knew nothing about it, but Iknew the business model made
sense for my days.
Speaker 2 (27:30):
I can't spell it in ENERG.
Yeah, it's true.
Speaker 1 (27:33):
In fact my spell check doesn't even pick it up
anymore.
So now I send emails from myreal estate business misspelling
power.
So funny.
Just know that's going tohappen to everyone else that
partners with us as well.
But what I love about thetraining is, once again, to kind
of make a long story short.
I had no background in this.
I had no experience.
Yet I think I closed threedeals my first week.
It has nothing to do with me,it's just because I jumped into
the ecosystem.
(27:53):
I was able to do it and you cando it from anywhere.
I'll paint another picture foranyone else running a brick and
mortar like real estate, All ofmy training.
I didn't sell a house for sixmonths because I had to go learn
everything about it.
It was all in person, it wasnone virtual.
I had to go meet with thebroker.
I had to drive down to theoffice in traffic, miss time
from the family.
Everything Andy just mentionedis done online.
I'll look heart.
(28:13):
I'll steal his word again.
You could do 15 minutes here,30 minutes there.
Knock all two hours of it outin one setting, completely up to
you.
You can retake it.
You can take it with yourspouse, with your partner.
The way they've made thetraining truly at your
fingertips is game changing.
The other piece I'll add to thisand I love about this I'm not
qualified to teach solar.
I'm very good at team building.
I love doing the podcast, otherthings on that.
(28:34):
I love getting around smartpeople like Andy who are much
better at this than I am, YetI'm able to build a team of.
I think I have 450 sellers nowin our first year who are, I
think, 13 or four Thank you, man13 or 14 mentors, frontline.
That has nothing to do with me.
It's because I got around smartpeople and plugged them into
our ecosystem and had themtrained from people like you.
So any team builders that arelistening that are like, how do
(28:56):
I go to just introduce them tothe platform, tell them to click
here.
It truly is.
I hate using the easy button,but dog garden, it's about as
easy as you can get.
Power's built it all for us.
Speaker 2 (29:06):
You just got to utilize it 100% and we're
talking about the life by design.
Without that leverage.
You mentioned my team size andthen what?
How many are active?
But a couple of thousand activepeople.
If I was trying to train themone to one, can you imagine how
long I'd last?
now, you wouldn't be smilingright now would be nice to know
I wouldn't be cursing, probably,but the so that's why I love it
(29:27):
to that again.
It was built to have thatleverage so a team builder, a
leader that has an organization,even from the old direct sales
industry, can come in here andreally create something team
wise, without the burnout, andactually let their team flourish
by pointing into the training.
That's really.
Speaker 1 (29:44):
Here's one other thing, andy.
I don't know if you've everheard this or anyone talk about
it.
Perhaps you have.
I've never said it on anational call.
The other thing I love aboutour ecosystem is and I've built
a lot of teams, primarily inreal estate and a few other
industries you've turnover whenyou build a sales organization,
especially if you have highstandards.
There are some people thinkthey can sell if they talk a
mean game.
They don't show up and so I'vehad to let people go.
Sometimes people think they cando it themselves and they end
(30:06):
up growing right law of the lid.
What I love about our model isas a team builder.
If I introduce someone to theplatform, they join my sales
team, my power team, and yetthey want to go branch off and
go do their own thing.
They're still underneath myumbrella, so all the time I did
spend with them the energy, theresources I'm still going to get
compensated for the rest oftheir lives through the power
revenue share model, and so Ijust want to leave that with
(30:28):
people.
Make sure they get that.
That is huge.
My real say this that did nothappen if someone left me,
whether I let them go or theyleft me.
For whatever reason thatrelationship was done, there was
no compensation.
I can never get the time back,the energy, the resources I gave
them here at power.
Once they get a taste of ourmodel, they can't leave.
Where else are they going to goown the company they work for?
If they're building a team,we're also.
They're going to leave theirteam behind so you can build
(30:49):
this thing once and get paid forthe rest of your life.
I freaking love it.
You can see I'm watching you tosmile from ear to ear talking
about it.
Have you ever thought about itfrom that perspective?
Speaker 2 (30:58):
Me too, 100% all the time.
And do you want me to put somenumbers?
Yeah, please, man.
So as a team builder, you'llget this.
So we have a six generationaloverride program.
So I think it's actuallymodeled on the XP realty, if I'm
not mistaken.
It's so close, it's very close,yes.
So generation one.
So in other words, I enroll inyou consultant, I get 20% of
(31:22):
powers shared.
Doesn't come from the sellerside, it comes from power share.
Power makes 30% on the marginsplits and from that it pays out
half of it in the override.
So I make 20%.
That averages 600 bucks perproject for sales.
I have nothing to do with Right.
So on generation, just literallyon generation one, if I have 50
(31:43):
people that are capable ofdoing one sale a month, it's 30
grand Passive.
So now you want to talk aboutenterprises.
Why are enterprises so darnedexciting for people who bring
them into power?
Or if you are an enterprisethat knows other enterprises, if
I have three roofing companiesthat between them just three
(32:03):
that are capable of 50transactions a month, between
them, 30 grand a month passive,right, pretty epic, 50 times 600
.
So and then generationally,it's it's also that.
So it's, it adds up, it's, youknow, a lot of my team don't
team build.
A lot of my team do personalsales and make great living.
So team building is certainlynot mandatory or net or required
(32:27):
if you don't want to, but forthose of you who are team
builders it's extraordinarybecause you make exponentially
more money from a very smallamount of people compared to
anything else that you couldpossibly think of in that kind
of revenue share model.
Speaker 1 (32:43):
Oh, huge.
I very well said the couplethings.
I'll add to that.
We have no financialresponsibility for that team and
I say that with a weight comingoff my shoulders my real estate
business.
I had to pay for brick andmortar, I had to pay for their
support, I had to do payroll, Ihad to do everything.
We didn't have a sale thatmonth.
I was out.
In fact I go and say my monthlynote was $1,700, $400, $17,400
a month, regardless if we soldanything.
(33:04):
That was my fixed operatingexpense.
I come here.
It's $85 a month.
My accountant laughs at me likeshe's like where's the rest of
it?
When I entered the sheet itused to be a folder and anyway,
yeah, I know you get your kidsinto racing.
Speaker 2 (33:18):
You stop saying that.
I look at my shoulder.
Speaker 1 (33:21):
Yeah, really, but it's mind blowing.
And the other thing too is Iarm boarded someone it's
probably been a week or so nowwho's with another large solar
company and I was really takinga deep dive on the revenue share
model.
In fact, for anyone listening,I'll throw a calculator up that
I made for our team.
I'll go and share it with youso you can plug and play and see
what it looks like.
To Andy's point about having 30, 50 sales, 30 sales.
But this young man he hadmentioned to me, he goes Aaron.
(33:42):
For every person I referred toour company who was a seller, I
forgot what he called it, histerminology.
They gave us a $200 Amazon giftcard and I was like was that
every time they sold something Iwas trying to help him?
You know what I mean?
He was like, no, it was one anddone.
And I said, oh my gosh, oh mygosh.
On average we're making closeto $1,000 a deal and there's no
cap on that.
(34:03):
You end up getting a whale,like Patrick Adieu did is doing
50 units by themselves.
That's 30 grand off oneconversation, no financial
responsibility.
It can change your life.
Speaker 2 (34:13):
Absolutely.
Speaker 1 (34:14):
Let's you live in the United Kingdom with a great
amount of freedom, for example,yeah, you're obviously living
life by design In closing, ifyou don't mind and you had no
idea I was going to bring thisup, but as a team builder, I
would be sad or mad at myself ifI didn't ask you Building,
managing leading teams.
Do you have any tips, anynuggets that you could give
(34:34):
Other team builders that maybewant have goals or ambitions of
building a large organizationlike you did?
Like?
How do you manage your time?
How are you leading them?
How are you helping them?
Speaker 2 (34:42):
Great, question and, if you don't mind, I'm going to
just build into that a littlebit, because one of the most key
parts of the enterprise programthat you mentioned and I
haven't mentioned yet, to myshame, is, as an enterprise you
mentioned, you've got 17 grand amonth in outgoing in your real
estate company.
If you're at that company oryou're a solar company or you're
(35:04):
a roofing company, you probablydon't want to pay all of the
people involved in that solarprocess, the full commission.
So you may not right.
One of the joys for anenterprise is you have full
control over how you split thecommissions.
So if you're paying let's sayyou've got appointment sedits
and you're paying for theiroffice space, you buy a car and
(35:25):
you're paying them salary youcan pay them zero commission on
that project in-path, or you canpay them 10%, 20%.
It's entirely up to you and asa company, as an enterprise, you
can set a minimum margin thatyour company must have before
there's any split.
So 1500 bucks, two grand,whatever it is on a project, you
(35:45):
can set that as a default.
So any project that solves,you're always getting covering
your minimum nut and then youget to adjust commissions based
on whether someone's anappointment, sedder or a seller
or an admin, you can have all ofthat created for you
extraordinary right.
So you have a full blown companywithin our company that's doing
(36:07):
everything for you, right?
So again, from proposal designs, the proposal tool, the online,
the contract processing, theagreements, processing the
survey of the project, the CADdesigner, permits, the
installation, the procurementand beyond, the warranty for 30
years is all handled for you asan enterprise.
(36:28):
All you do is come in and bringyour structure and go out and
bring in these projects and thenpower is doing everything else
with your brand on it if youwant it.
So you can keep the ego part ofthat, if you will I mean that
in a good way and have yourbrand on the proposals and
everything else.
So you're running it just likeyour own company, but you are
getting far better conditions onequipment types and pricing and
(36:52):
loan types and pricing than youcould possibly do if you were
just starting your own solarcompany or you're a smaller
scale company.
That wasn't a big multi-statecompany.
Phenomenal, and is it?
Speaker 1 (37:04):
If you bring this in A quick example on that, andy,
because I get this question alot, it's very similar to a real
estate team like mine who I own, a team it's called Browning
Homes Group, shameless Plug.
We fly our umbrella or our flagunderneath the EXP umbrella so
my clients don't know of EXP.
We're branding ourselves so youcan do the exact same thing at
Power.
You could build a solar company.
(37:25):
If you already have a solarcompany a roofing company, hvac,
whatever that looks like you'rebuilding it with your same
branding.
Your customers could have noidea about Power as a whole.
You're branding yourself.
You're just flying your flagunderneath the Power umbrella.
To get everything that Andy justtalked about, we had a and I
hate using numbers, but I don'tknow them 100% accurate.
Correct me if I'm wrong thatthe gentleman that we met at
(37:46):
Solar Convention a few monthsago who came out in Hawaii
dynamite guy he's going to be afuture guest was talking about
he saves, I want to say he said$240,000 a year in operating
expenses, inventory, warehousingsalaries, all this other stuff,
just by moving his huge solarbusiness over to Power.
Do you recall what he shared on?
Speaker 2 (38:06):
that, and this is an enormously successful company.
This isn't a startup.
This is an enormouslysuccessful existing solar
company that recognized thebenefit of playing in our
ecosystem and cutting its costsby a quarter of a million
dollars a year.
It's a phenomenal program.
The enterprise program rocks.
It's why it's blowing up.
Speaker 1 (38:26):
I love it.
Speaker 2 (38:27):
Go ahead.
I was going to say just to yourteam building point, the team
building point we are attractedto single sellers.
I spent my day just before thispresentation.
I had a group interview withpotential sellers for my team.
So one-to-one sellers, pluggingthem into our processes,
working with them and developingsuccessful professionals is
(38:47):
very straightforward.
If you are a team builder andyou can bring in a roofing
company, a mortgage company, anelite gen company, now you're
multiplying your effort, you'releveraging, Because instead of
one person doing a deal a month,if you have an enterprise that
can do 30 deals a month, you cando the math on revenue.
Speaker 1 (39:07):
I do that math often.
Just follow the bouncing ball,yeah, follow the money.
As another one of my mentorstaught me years ago.
The money leaves a trail.
My friends, obviously, when youhave a company like ours that's
growing fastest growing solarcompany, there are reasons, and
enterprise is really thelunchpin behind that.
If you will, andy, I'll speakfor our audience.
I can't thank you enough.
I know your time is so busy,especially with the time zones
(39:29):
and everything else.
Man, I'm honored to call you afriend, honored to call you a
mentor.
Thank you for dropping bombsand nuggets In fact, audience.
If you got value, please likeshare.
Send this to someone else who'seither in solar but maybe not
hitting the growth they want, orthey're thinking about
launching a solar division.
Andy and I are here to help.
We come from contribution.
We don't live in scarcity.
So thank you Once again, andy.
(39:51):
Thank you so much to theaudience.
Be good, be safe and God bless.
We'll talk soon, my friends.
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