April 27, 2025 • 40 mins
The entrepreneurial journey comes with countless challenges, but the Wash Bros are here to remind you it's fundamentally a privilege, not a burden. In this thought-provoking episode, Matt Jackson and Clay Smith dive deep into the mindset shift that separates successful business owners from those who constantly struggle and complain.
Hitting their 12th episode since rebranding, the duo explores how reframing your perspective during hectic busy seasons or stressful periods can completely transform your experience as a business owner. They contrast the employee mindset (having ideas but no authority to implement them) with the entrepreneurial reality (complete responsibility for turning ideas into action). This accountability creates both tremendous pressure and remarkable freedom – a privilege that shouldn't be taken for granted.
The conversation shifts to a critical examination of "part-time" entrepreneurs who claim to be slammed while still maintaining full-time employment elsewhere. Matt and Clay make a compelling case for making the full commitment, explaining how straddling both worlds severely limits growth potential and creates customer service issues. They share practical insights on protecting your schedule, recognizing customer red flags, and maintaining consistency in your business practices.
Perhaps most valuable is their wisdom on building long-term business reputation over short-term gains. The Wash Bros emphasize how treating every customer interaction professionally—whether a $300 minimum job or a major project—impacts your business trajectory, as today's small customer might become tomorrow's significant client. Their firsthand experiences illustrate how consistency, professionalism, and genuine appreciation for the privilege of entrepreneurship create sustainable success.
Ready to shift your mindset and embrace the privilege of business ownership? This episode delivers exactly the perspective you need. Subscribe to the Wash Bros podcast, check out Matt's book on Amazon, and follow their journey as they continue growing their businesses through consistent action and grateful perspectives.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
What's up, guys?
It's Matt Jackson and ClaySmith and we're the Wash Bros,
if you're tuning in.
Thanks again, and we are at the12th episode so far this year
with our new rebrand.
So appreciate everybodylistening and supporting us as
we go on this journey together.
This is going to be airing onSunday, the 27th, so we are
later, later April.
(00:20):
Where we're at, it's the heartof the busy season in South
Carolina and we are movingforward.
So what I want to talk abouttoday and Clay wants to talk
about like kind of the privilegethat we have to be in business
and it's almost a mindset thatcarries us through when we go
through rough times, or wherewe're going through times like
now, when we're like superhectic and super busy and the
(00:41):
mental side of the business canreally get to us.
So like we always reframe thathey, like it is a privilege to
be in our shoes and run abusiness and be a business owner
, and kind of the mindsets wehave and the way we go about
business, um, to like plowforward and view it as a
privilege as opposed to a chore,because you, you see online
(01:02):
people can complain and gripeand then you get tired and
business is a struggle, so themindset to have is super
important.
So I feel like today we'regoing to reframe and talk about
the privilege we have as beingbusiness owners.
So you want to kick this thingoff, Clay.
Speaker 2 (01:19):
Yes, sir, absolutely, as always.
Appreciate everybody listening,joining in, tuning in Facebook
Live, youtube, apple Podcasts,spotify, wherever you're
listening from.
We appreciate you from allacross the world.
We have many listeners, soappreciate everybody.
Showing up as an entrepreneur,like you said, matt, is a very,
(01:40):
very great privilege.
It's a great opportunity foranyone, especially if you're
just jumping into it.
It's a privilege, it's not aburden, it's not a you got to
make sure your mental state isthere.
You got to make sure thatyou're prepared.
As I always talk about, you'resetting yourself up for the
spring and the winter and theand the spring you set yourself
back up for the winter.
(02:00):
So always have a game plan,always know where you're going,
always have a game plan, alwaysknow where you're going, always
have your goals, always surroundyourself with the right people
that are going to help get youthere, and I think that's one of
the big keys.
You got to basically putyourself in rooms with
like-minded individuals, notyour just normal everyday
civilian that works at nine tofive, because the normal nine to
(02:22):
five person they really don'tunderstand the things that we go
through daily.
They think that they do, theythink that they have great ideas
.
That's cool.
I've learned off from a coupleof those people too that have
had great ideas but they reallydo not understand the mental
state, the things that we gothrough daily, the things that
you're trying to get through.
(02:43):
They don't understand the goals.
They don't understand the cashflow problems, the scheduling
issues, the logistics, makingsure you're providing your
customer with good quality work,good quality customer service
and you have to throw all thosetogether.
And when you're first gettingstarted, you have to wear all
(03:07):
those hats and you have tofigure it out.
Because I know when I firststarted, I was just like just
trying to figure it.
I mean, I didn't know I hadnever done that accounting, I
had never dealt with cashflowother than my management job and
sales that I had, you know,doing millions of dollars.
But I'm thankful for that.
I believe everything happensfor a reason.
It's things that I had learnedpreviously, that I had applied
(03:29):
to what I'm doing now, and Itruly feel like if you are
stumbling, you don't know whereyou're at.
You got to reach out for help.
You got to surround yourselfwith those like-minded
individuals.
You got to listen to the WashBros podcast, listen to what we
say, because nine times out often, we've already been there
and you just gotta, you justgotta.
(03:49):
You gotta put your ego aside,you gotta ask for help, you
gotta learn the things to besuccessful yep and two.
Speaker 1 (03:57):
Like clay's point, a lot of times if you talk to
employees, they don'tnecessarily, um, they may have a
good idea, right, because a lotof times an employee they're
like I see, this is how it worksin my business, but they're not
directly involved with doingthat action in their business.
Everything's so siloed out forthem so it's like oh, I have an
idea, I could do it better.
You always see, are theemployees who are like kind of
in a mid level position wherethey're not doing anything, they
(04:20):
don't have a lot of and theycan do it better and they're
better than the boss and thebosses are stupid and
everybody's dumb around them.
That's like that employeemindset trap that people get
into Now with business, like itis a privilege to have your own
business because your ideas thenturn into the actions that you
take and then you can move theneedle.
So that's the privilege.
I think in business, instead ofgriping about something for
(04:42):
years, sitting behind a desksaying, oh man, if they were
just as smart as me, they woulddo this, this and this, and then
like life would be easier, likein business, that's our
responsibility.
So it's not just the ideas thatwe have or like talking about
something.
It's like the actions that wedo every single day, how we show
up every single day, is what'sgoing to determine whether we
have a successful business orwhether we have a bad business.
(05:04):
And you can have a supersuccessful business, but if you
don't have teams in place, thenyou get burnt out.
If you don't have multiplecrews in the field, then you
can't take on so much work.
Like everything is directly, weare accountable to everything.
And that's what I find inbusiness super, super fun, super
satisfying, but also it can bestressful.
So, like instead of saying, ohman, the burden of the world is
(05:25):
on my shoulders, which it is, Ilike to reframe it and say, hey,
look, it's a privilege that I'min this position Because, like
Clay was saying, when I was in aW2 job, when I was an employee,
I may have all the ideas in theworld, but for five years I've
been sitting here bitching aboutit, not getting a pay raise,
not doing anything about it, andI still have my position.
Like in business, we don't havethat um, we don't have that
(05:46):
luxury, like if we're notshowing up every day, if we're
not implementing what we'retalking about and the ideas that
we're talking about, we'regonna fail.
And you got to reframe thatfrom oh my gosh, this is so much
stress, everything's on me tolike it's privileged that I have
the ability to do this and thatthat's kind of my uh, my, my
feelings and thought processesof this episode.
(06:06):
Just from, like, talking to acouple of people this week or,
um, just kind of experiencing itand being being doing this for
five years, like we're in theheat of the busy season again
and in the first couple ofseasons, when it's like, oh my
God, I'm so overwhelmed by leadflow, I'm so overwhelmed by work
, whether it's messing things up, like there's so many factors
like you got to tell yourself,hey, look, this is a privilege
(06:27):
that I have, that I'm able to goabout doing things exactly how
I want to do it and grow abusiness however I choose.
And that's why, like Clay'ssaying too, you got to surround
yourselves in the right rooms,otherwise you're going to be
you're if, if you're sitting onFacebook all day long and we
joke about this all the timepeople sit on Facebook posting
in the middle of the day.
(06:47):
What are they doing?
Obviously, they're not in theright room that you want to be
in If you're getting sucked intothat kind of toxic, negative
bull crap.
It's just a bunch of time waste.
There's no different than thoseemployees that we were talking
about, where they're justsitting around doing nothing,
complaining.
Having all the ideas in theworld, getting into the wash
bros group like we have on ourfacebook, listening to our
podcast, surrounding ourselvesby local competitors like clay
(07:10):
and I do, is why, uh, we're ableto continuously level up and
grow when it seems like onsocial media you always find
negative people griping,complaining about how oh the
this economy is not where itneeds to be.
I'm'm down this year.
Blah, blah, blah.
It's like figure out who you'resurrounded with, figure out
(07:31):
like your mindset about thingsand go and attack this year,
because this is late April.
This is when most places areratcheting up their busy season
and we got a lot of businessleft.
So that is my, that's my 10cents.
Speaker 2 (07:41):
My two cents, however many cents, however many cents
we have right, yeah, yeah, andanother thing.
When you're an employee, youdon't really.
You have a lot of great ideasand you're not afraid to tell
somebody to use those ideas.
But when you're out on your own, you're an entrepreneur, you're
starting out, you're scared to.
You have a bunch of cool ideas,but it's not as easy to apply
(08:04):
those ideas, obviously becauseyou have to deal with the
consequences.
When you're working forsomebody, you don't deal with
the consequences if you have agreat idea and it turns into a
bad idea.
Speaker 1 (08:14):
Exactly.
Speaker 2 (08:16):
So that's.
You know the privilege can biteyou in the butt, but it's still
a privilege that you're abusiness owner.
You get to do your own thing,you get to make your own
decisions.
You don't have a boss, but youstill have to deal with those
consequences.
As in, if you're an employee,you don't have to deal with the
consequences if you didn't comeup with a great idea.
Speaker 1 (08:33):
Like Clay was saying, he was managing cash flows when
he was in his sales roles orwhen he was in the dealerships,
where every vehicle is $50,000,$100,000.
There's millions of dollars onthe line.
What happens if you mess up acouple of deals and you lose
$50,000?
Like you may, yeah you get aclaw back of a commission or you
, worst case, you get fired.
You're not going intobankruptcy over here Like if you
(08:56):
have your own business.
Speaker 2 (08:58):
Yeah, I mean, if you make the wrong decision in
business even in our scale youknow the home service industry
it can get crazy.
But if you make a wrongdecision, I mean you're just one
bad decision from losingeverything.
So that's another beauty.
You got to make sure you'remaking the right decisions, make
sure you're make sure you havea game plan, make sure you know
what you're doing.
Don't try to bite off more thanyou can chew, just specifically
(09:22):
because of the risk, right?
So it's just a privilege.
You know you get to make greatdecisions.
You know sometimes they workout, sometimes you learn from
them, sometimes you grow fromthem, and I think that's one of
the beauties of it, and I'vedone a lot of that myself, like
throwing money at differentthings and seeing if they stick,
seeing if they work.
If they don't work, okay, let'smove on to the next thing.
Let's move on to the next thing.
Let's try out the next thing.
(09:42):
Let's see what we can do here.
But you can never go wrong byinvesting in yourself, whether
it be money, time or whatever itmay be.
But always invest in yourself,always invest in your business.
Like we're coming up here in aweek, we're going to go off the
Bahamas for four days.
We're going to reset beforethis busy season kicks in Very,
(10:02):
very important for yourmentality.
Speaker 1 (10:03):
That's a solid point because I know this past week
Clay just put up his biggestsolo number week of jobs and
revenue.
So he's like I didn't even havetime to eat last week, so it's
super important that he's bakedin that kind of getaway to reset
.
That way he's not, first weekof June, burnt out, messing
stuff up because he's not takingcare of himself.
Speaker 2 (10:24):
Well, that's another thing.
I knew that I was having alittle getaway coming up so I
didn't mind pushing myself.
I'm like, okay, it'll pay offwhen I'm in the Bahamas, yeah
yeah, but still you've got totake care of yourself.
Stay hydrated.
I know I preach it on ourpodcast, but sometimes I need to
preach it to myself and we allget caught up getting busy,
(10:50):
trying to chase money, trying toget work done, just trying to
make all of our customers happy.
But, uh truly, if you beatyourself up over and over and
over and over, you're eventuallyyour quality is not going to be
as good as it is.
If you were fresh you were, youknow, as it was in the
beginning of the seasondefinitely got to make sure you
keep that quality up.
Speaker 1 (11:02):
Yes and again, the perspective and the mindset is
this is our like this is ourbusiness.
We're not doing this as a hustle, so don't say, oh, I'm just
going to kill my body, killmyself, have no game plan, and
just go forward and grind andhustle without, without, without
plans, without baking in like atrip here and there or time off
(11:23):
, because it's about the longrun and we're at full time.
We're at like our fourth season, so part-time I'd say like five
, five, six years, somethinglike that.
So like we've gotten thismomentum rolling so much where,
like it's just showing up everyday and it's boring.
Honestly, it's a job.
Like you got to show up everyday, you got the guys come to
the shop.
(11:43):
Like it's the task get easierwith time and the difficulty
isn't getting the work.
The difficulty isn't, oh, therevenue I'm finding, or this or
that, the.
The difficulty is just like notbeing bored with it.
It's like we all got into thisbecause we were trying to leave
something and get into a betterposition eventually, how our
brains work.
We're going to view the samething, that same energy of like,
(12:04):
oh, I'm trying to find a betterthing as we do our current
business like the business webuilt because we're growth
minded people, we want toachieve and grow and do all this
and this.
So, like, what do you do whenyou're at that, that spot in
business where you're like man,I've been killing it year over
year, like I'm kind of like'm,I'm feeling stale, like I need
something fresh, I needsomething like different.
(12:25):
And, like we, we always try tolike spark up our business, do
something different every year,to like keep it fresh for us and
keep it fresh for our team, andgrow.
Because at the end of the day,it's like you're not, you don't
want to replace a job that youfound boring and didn't enjoy
with a business that you findboring and don't enjoy, and like
(12:47):
, like we're talking about onthis episode, like we, we can
have all the ideas in the world,but unless you're implementing
those ideas, what are you doingabout it?
And it's stuff like that keepsit fresh and then just like
keeping that mindset, uh, andthat perspective of kind of
gratitude in control the wholetime, because it's it is easy to
say, man, I created a treadmillfor myself.
(13:07):
Where am I going with thisthing?
I'm on that hamster wheel,hustling, grinding, and then
it's like we're doing the samething every year.
So it's like figure out how youcan like break down your year,
figure out what direction youwant to go in your year.
Like, um, bring on a team ifyou guys want to get into
different types of projects oryou want to bake in a couple
days here and there that you'reon the truck or you're off the
(13:28):
truck stuff like that butabsolutely 100% agree.
Speaker 2 (13:34):
Another thing that I've noticed uh, especially in
our area and if you do anynetworking in your area,
wherever you you may be from, Iknow I mean I know it's pretty
common A lot of guys in our areaI have noticed it's a, it's a
trend.
Everyone is working a full-timejob and they're claiming
they're a business owner andthey say and they're slammed.
(13:56):
They don't know what they'redoing, they're working seven
days a week, they are justslammed.
If you are in that point, youneed to go ahead and quit your
full-time job.
If you, you know, for yourmental state, if you, if you
truly want to grow your businessand you are slammed working
seven days a week, callingyourself a business owner, go
ahead and quit your full-timejob and I promise you it'd be
the best thing that you ever did, especially for your mental
(14:16):
state.
Because what's happening isyou're at your full-time job and
all you're thinking about isall the work you have waiting on
you when you get off yourregular job and all you're doing
is burning yourself to theground.
Speaker 1 (14:28):
I agree and say you've been doing it for five
years in a row, what is yourobjective?
If you can't outgrow your dayjob by pressure washing and
you've been doing this for fouror five years, what are you
trying to do Again?
If you're like, hey look, I'min a position in life where I'm
older, I got a retirement plan.
(14:50):
I just want to make somespending money, that's one thing
.
Grow a business and you're likethe I'm a business owner like
this is me.
You need to make that jumpbecause you're severely limiting
your earning potential and yourproductivity by just playing it
safe and that's almost like theworst, like in between.
That lukewarm is never where wewant to be.
(15:10):
We want to be like all ornothing, essentially like, yeah,
don't be reckless about things,but commit to something, burn
the ships and then you willrealize this is like the jump I
needed, versus trying to be inbetween two places and being
average at most.
Because, say, you have a goodsalary, well, it is a good
salary, $100,000 a year.
You can easily make that doingthis full time.
(15:31):
It just takes full commitment.
Speaker 2 (15:34):
A hundred percent and the biggest thing is okay.
So if you're doing it on yourthree days off or whatever, you
got your regular work, full-timejob schedule set up.
Okay, if you get some badweather, then what right?
So what if it thunderstorms orwhatever?
Wherever you're from some badweather and you can't get done
what you need to get done, whatare you going to do with those
(15:56):
customers?
You're going to push them offto the following week.
That customer is only going towait so long and then you run
into a customer service issue.
Speaker 1 (16:04):
Exactly.
You're setting yourself up forundelivering quality work.
And I did this for a tiny bitpart-time and I remember I'd say
it was like 2019, I was doingit part-time and then the same
situation we're running intohere oh, I'm only doing it on
Saturdays and Sundays.
Okay, well, I book out anentire month of Saturdays and
(16:26):
Sundays within like a week ofthe month.
So, like I'm telling customersyeah, just wait for me, I'll get
to you to the end of the month.
What?
Speaker 2 (16:33):
happens like Clay says if something comes up.
Speaker 1 (16:35):
Well, sorry, I'm going to have to wait.
Speaker 2 (16:50):
So Well, sorry, I'm going to have to wait.
So you're dragging these peopleon only to push or move
something for another week oranother two weeks, and then
you're only operating on alimited kind of the.
That's the kind of mentality yougot to have.
You want to make every one ofthese guys happy.
You can be on your time, youknow.
You know what I'm trying to getat when it comes to business
your own customers time.
You want to make your customerhappy.
You want to provide them greatcustomer service.
(17:11):
You want to do what you sayyou're want to get.
You want to.
You want to make sure they'rethey're taken care of
immediately.
You don't want to just keeppushing them off, because I see
this happen a lot matt, a lot ofguys.
They'll find a bigger job andthey'll move everything around
so they can go ahead and getthat bigger job before they take
care of the smaller job andI've seen that too truly believe
(17:35):
that's the shittiest way youcan go about it, because nine
times out of ten, as you know, Iknow that bigger job is only
going to come around once,versus that three or four
hundred five hundred dollar job.
Whatever it is that customer,you may use them for as long as
you're in business that's 100the truth.
Speaker 1 (17:53):
And I liked how you said we think we're on our time
and the customer has to listento our, our criteria.
If I told customers who aregoing on Google and probably
getting a quote from you, aquote from me and a quote from
somebody else, that I'm bookedout six to eight weeks, I don't
think I'm going to get thatcustomer, no matter how much
value I provide to them, nomatter how much of this or that.
(18:14):
And if you say, hey, I can fityou in the end of next week,
boom, you already did the job.
And we over inflate our egos inbusiness and think, oh, these
are my customers or oh, I'mworking on they got to abide by
my terms and conditions.
I'm like I'm a business owner,yeah, but we work for the
customer.
It's like you get into businessbecause you don't have a boss,
but your boss is pretty muchevery interaction you have with
customer.
And like we'll have business,go between me and Clay.
(18:37):
It's like, hey, sorry, do youknow anybody else?
I can't wait two weeks to havethis done or have a party coming
up.
I'm like what we do is not thatimportant.
People have a need and we needto fix that need by cleaning
their house.
So I've had plenty of timesover the year where I've
recommended Clay and he's runwith it and they became his
customers and they may come backto me because we're all just
(19:02):
kind of borrowing each other'scustomers.
So, like, by not allowingyourself enough time to service
customers, you are severelylimiting your ability in
business and that's like whatwe're talking about here.
Do you want to be aentrepreneur, full time business
owner, and do you want to belike, oh, I'm the best in the
upstate, I'm the best in thearea, like are you pushing
yourself for future growth?
Or are you saying, hey, I havea limited window and I want to
be part-time and I have noproblem making an extra thousand
(19:22):
dollars or so a month.
Again, if you want to be likepart-time and you want to have
employees run your work, I haveno issues with that.
The issues come when you're theowner operator.
You're doing it all and thenyou're almost misleading people
and you're putting off an imageand a brand of like, oh, like,
we're competing with the guysthat are running multiple trucks
every single day, but I'm only,I'm slammed, I'm booked out
(19:43):
like best year ever, okay, well,how many days do you work?
I work eight days a month.
That's not really doing any anygood to anybody.
Speaker 2 (19:50):
I mean like that's my favorite is I'm two months out.
I can't even get my customersto wait two months.
Speaker 1 (19:56):
I can't even get my customers to wait two weeks.
Speaker 2 (19:59):
I know, yeah, yeah, that's what I'm trying to say.
Yeah, same thing.
Speaker 1 (20:03):
Yeah, you say two weeks and they ghost.
It's like okay, cool, get backto you.
Speaker 2 (20:07):
If it's more than two weeks, it's usually something.
When we finally get to thatdate that they have scheduled,
it's always something more thana month, more than two weeks out
(20:27):
.
Speaker 1 (20:27):
Yeah unless it's like a big project, for like I got a
wedding or I got a commercialproperty that we have to do it
on this date.
Like a customer say, say theybudget five or six hundred bucks
.
And to clay's point too, I'vehad this happen this year more
than other years, where I book ajob and then they're like we'll
do it after pollen season, okay, well, they either they find an
excuse or like the day beforethey forget about it and my
(20:48):
reminder sends to their emailand then they message me
frantically saying hey, I didn'temergency expense come up, I
got to push this back.
Speaker 2 (20:55):
I've had that happen.
That's like the best excusethat customers have.
It's very common and the the.
The thing with me is I used toget pissed off and ask questions
or whatever, but I don't evencare anymore.
I just click cancel and my CRMand it says jobs canceled, sends
a customer notification.
But um, here's the thing, man,I don't.
I don't book out further thantwo weeks, unless it's a big
(21:18):
ticket.
Speaker 1 (21:19):
Yep.
Speaker 2 (21:20):
It's just not worth it to me.
I mean, here's the thing yougot a $300 ticket, $400 ticket,
whatever regular house wash.
Okay, you schedule that job forfour weeks out, right, because
the customer wanted to beprepared, whatever.
Sometimes they work out,sometimes they don't.
I just kind of fill thecustomer out.
I'm always doing customerinterviews.
I've had a lot of conversationswith different people, learned
(21:41):
that in sales I know what I gotwhen I talked to them.
If I don't feel good about it,I just tell them hey, I don't
schedule no more than two weeksout.
Call me about a week and a half.
Let's nail down a date.
But say you schedule thatcustomer, schedule that customer
on a Monday.
They're the first stop of theday.
You have just say two morestops that day, two or three
more stops that day.
That customer cancels the daybefore.
(22:04):
So then you got from.
Okay, in my instance, I startmy job around 7.30, 8 o'clock is
my first stop.
So you got from 7.30, 8 o'clockall the way to 11 o'clock with
an open window.
Now you missed out on all thatmoney and all that time when you
could have been making moneysomewhere else.
Speaker 1 (22:21):
I fully agree there.
That's something I've learnedthe hard way as well, because in
your mind you're always like,oh, customer's always right,
work around them, but you haveto protect yourself from open
schedule.
And then, too, to your point aswell, like when you have an
employee running for you bud, Ican't pay you, you're just going
to have to sit on your handsuntil 11 o'clock.
What do you do?
(22:41):
It's all about filling spots onthe schedule, and if customers
are that way, it'd be like heylook, if you don't want to book
in a week or my next available,just call me when you're ready.
And nine times out of 10, theynever call me again.
And it's not like I missed anopportunity.
I just didn't have to deal withthat headache of them trying to
dick me around, because if theywanted the service enough, they
(23:02):
would put it on the scheduleLike I'm not playing this game.
And you see this too on socialmedia.
There's like somebody will postin a Facebook group Does
anybody know any pressurewashers?
Of course they know pressurewashers because they're actively
in these groups and they seeevery single five days somebody
posts the same thing and there's50,000 people commenting.
But these are the types ofpeople that want you to bend
over for them and give them thebest deal.
(23:24):
Those are the worst possiblepeople you can work for.
So I've pretty much like notdealt with these people
whatsoever.
And then in our wash rose group,one of our local guys uh, josh,
he posted about turning away acustomer and he's like the red
flags were too much.
I didn't want to push a job inthe end of May, which is a busy
(23:44):
season to us, and then deal withhim dicking me over.
And if you're seeing red flagson the front end, you've got to
trust your gut because you'reprobably going to burn yourself.
Whether it be they cancel lastminute or they don't want to pay
you or they make you work forfree doing all this extra stuff,
it's just not worth it.
And like that's how you growyour business by protecting your
(24:05):
time, and then you protect youremployees time, and then you're
able to serve the best types ofcustomers.
Speaker 2 (24:10):
And my favorite word here be consistent with your
decision making.
Say, okay, this is how I'mgoing to run things, this is how
I'm going to do things, andthen apply it.
Don't just do things on the flybecause I don't know.
I just see a lot of peoplemaking inconsistent decisions
with business.
Speaker 1 (24:28):
That's a great point there.
Speaker 2 (24:30):
It's one of those things too.
Speaker 1 (24:31):
You create a standard operating procedure and it's
easy to handle a bad customerbecause you say hey, miss, this
is just how our business runs.
If you go to McDonald's and youhave an issue, they're not
going to say, okay, we'll dothis, this and this.
They're going to say, well,this is what the book says, this
is our standard operatingprocedures and that's how you
have to run your business,because I think customers can
(24:56):
smell you.
If you don't know how, aboutnonsense?
And if you're responding tothat or being unprofessional and
you just say, sorry, that's nothow we run our business,
they're going to find somebodyelse, they're going to find
another sucker.
But, like to Clay's point, ifyou just have a one way of doing
business with everybody, you'redelivering that best quality
service and it's standardizedacross everything, so you're not
going to get all theseinconsistent results.
Speaker 2 (25:19):
A hundred percent consistency.
That's my favorite word.
We're going to have to put iton a shirt consistently.
We're still trying to figurethe shirt thing out.
Speaker 1 (25:27):
We'll get it figured out, I'll come up, I'll, I'll
figure something out.
Speaker 2 (25:32):
I'm sure that we'll.
We will uh have a lot of uhsales off of these shirts
whenever we get them, so we'renot going to we're not going to
beat anybody's heads over theseshirts.
We're going to make sure thatyou can get them cheap.
We're not trying to make apenny off of them.
Speaker 1 (25:46):
Rather have people have shirts on them that have
the wash bros on them than tryto gouge somebody to make five
bucks.
Speaker 2 (25:52):
It would be a privilege to see a lot of other.
Speaker 1 (25:56):
A consistent privilege.
Speaker 2 (25:58):
Yes, privilege to see all the guys that listen to our
show wearing the shirts when weshow, oh yes.
So just make sure that you'remaking those consistent
decisions.
Make sure you're running thebusiness to your standard, the
standard that you want yourcompany to be.
The business decisions that youare making are basically your
(26:20):
brand right.
That's providing value to yourbrand.
That's how people view you.
Make sure you're making theright ones.
Sometimes you're not going tomake the right ones.
If you don't make the right one,you'll know it, you'll learn
from it, you'll grow from it andI think that's another
privilege of being a businessowner.
It's all about learning.
I learn every day.
I'm not perfect.
I have a great business.
I make great money.
I have a lot of great customers.
(26:41):
We do a lot of jobs.
We have a lot of lead flow.
We've figured that out.
We've nailed it down.
Me and matt's figured it out.
We've kind of have the samebusiness model, different
marketing strategies, becausewe're in the same market.
In our area there's about a Idon't know I think there's at
least 120 of us out there in thesame market I mean anybody can
go out and buy a pressure watereasy.
(27:01):
Yeah, so we are one of the most,I mean, if you've heard of pat
clark.
Pat clark's open to threelocations of the bright brothers
here, so a lot of bigcompetition here in greenville,
south carolina.
Um, we are.
Speaker 1 (27:15):
We're trying to get it done for sure we are one of
the top markets, especially ifyou look on on pressure washer,
like per capital, like we are inthe top, I'd say probably five,
five markets outside of florida.
Speaker 2 (27:27):
We are huge like texas, here, florida, like.
Speaker 1 (27:30):
This is an insane market, so it's a good problem
to have, because where there's alot of, if there's a lot of
competition, that means thatthere's a lot of market.
So the the goal is just tofigure out how to get as much of
that market as you can withoutkilling yourself or lowering
your brand or like we want.
We want to focus on like.
How can we keep this consistent?
How can we keep the samecustomer experience from year
(27:54):
one to year, however many yearswe want to work, and that's the.
That's the thing in business.
Like who cares what you do inthree years?
Who cares what you do in fiveyears?
If you want to run a businessand 10 years down the road, you
got no reputation anymore.
Like that's it doesn't matter.
It's like.
This is we're showing up everysingle day because this is the
life we want to build, andanybody can sell you on like oh,
I can make a hundred thousanddollars.
(28:14):
You can run Facebook ads andmake a hundred thousand dollars.
Like you're one.
It's not that impressive, butit's what is.
What does your business mean tothe community?
What does the business mean toyou?
Are you doing your best toserve the community and is it?
Is it able to be likereplicated year over year?
And to me, that is a flex.
It isn't a flex of like.
Oh, look at me I.
I went from zero to fivehundred thousand dollars in two
(28:36):
years and then now I'm doingsomething completely different,
selling somebody else.
It's like that's what is yourreputation and and that just
boils down to what yourreputation is.
Speaker 2 (28:45):
It's like what do people know you?
Speaker 1 (28:46):
have.
It's the privilege exactly uhbut I think it's a super solid
podcast episode.
We got here, um, because, as,as the markets have flooded with
pressure washers in 2020 andcovid air, all that stuff, we're
going to start to see thatweeding out of the people who
aren't caliber and aren't fitfor it.
So the people that are idealistand they're not applying the
(29:08):
things that we're talking aboutevery single day or they're not
putting their best set forward,they're going to get weeded out
and they're going to go back totheir jobs.
So it's why it's reallyimportant to be honest with
yourself and say am I doingeverything I possibly can do
actions, not thinking, or whatshould I do?
Don't, don't ask people whatyou should do.
Do stuff, figure it outyourself, invest in yourself and
(29:29):
then keep going forward and,like what Clay was saying,
there's nothing that can gowrong with investing in yourself
, because the worst thing thatcomes out of it is a lesson.
And there's so many times wherewe've spent money and you're
like, oh, I'm underwater becauseI've invested in this or I
spent this.
This was a bad investment.
But then you learn from itno-transcript every single day,
(30:18):
going forward, you zoom out ayear or two years and you're
going to be in a completelydifferent situation than you
were in the start.
And it doesn't matter if you'rein business for five years or
one year, like it's.
It's a big picture game and toomany people play the short term
game where it's the how do Imake my first 10 grand in 90
days, and they have zero idea oflike what their day to day and
(30:38):
year to year and what theirbusiness future looks like, and
it's it's just as hard tomaintain business as it is to
start a business.
So don't think't think, oh,it'll be easy once everything's
kicked off, like we have thispodcast partially for us to
learn.
But another reason is like atherapy session to me, where
we're like hey, this is whatwe're struggling through, this
is like how we're processing it,and then you, you go back to
(31:01):
our earlier episodes and we'recompletely different people than
we were then in just a shortamount of time and that's the
cool thing I'd like to go backmyself and I live through the
actual lives of recording thepodcast.
Speaker 2 (31:13):
I'd actually like to go back and listen to the first
one and listen to it myself.
Speaker 1 (31:18):
I think it's cool you go back and you look at
yourself and then you say yourkids have something to look at
and watch too.
It's like, hey, your kids wereinvolved in your business at
that early point.
And they're like, well, look at, look five years from now, when
dad's got a million dollarbusiness.
This is where he started.
This is what he was talkingabout.
This is like his pain points.
Speaker 2 (31:34):
So it's cool.
Yeah, yeah.
Well, another cool thing youbrought up my kids so I thought
it was cool.
The other day, our kids were inthe mechanic shop as well yes,
and it is.
Speaker 1 (31:52):
And then to clay's point too on friday I was out in
the field, uh, doing some workbefore my um seasonal guys come
back from college and uh, andthen I had a customer.
She's like, yeah, this guy wasreally good, like like super,
like cost effective, and he dida great job.
And he, like he listened to meand I was like who was it?
And he's like she was trying tofigure out.
And she's like see something?
(32:13):
I was like oh, it's probably c3.
And she because she was askingme for a quote, and I was like
who did it last year?
And then I was like I justasked clay again.
He's like you can't go wrongwith clay.
It's like I'm yeah, I was likeI'll be the same price point.
It's like if you told mesomebody else, I'd say let me
give you a quote.
But I was like no, we're prettymuch apples to apples here, so
(32:36):
I think you're in good hands.
Speaker 2 (32:38):
Yep Same old business model.
Just about Yep.
Speaker 1 (32:42):
I'm pretty much like hey, I was like he might bump
you 50 bucks this year becausehe did it a few years ago, but
you're in good hands there.
Speaker 2 (32:50):
Yeah, like he might.
He might bump you 50 bucks thisyear because he did a few years
ago, but you're, you're in goodhands there.
Yeah, I always love it when thecustomer's like you know.
You tell them oh, we got apodcast together.
Speaker 1 (32:56):
Not what right, I was like I'm not going to give you
a counter price so you can tryto get the best deal between two
of us.
When I figure out is like the Iwas like, look, I don't, I'm
not going to give you a price,like I'm not to be like, hey,
you're in good hands with him.
Speaker 2 (33:10):
Yeah, the worst thing we could do is start a bidding
war with each other.
Speaker 1 (33:17):
Yeah, I'm not at all interested in that game.
I'll tell you if somebody'slooking for cheaper go on
Facebook.
Speaker 2 (33:22):
There's plenty of people that have no idea what
they're doing and you'll call usback to fix it and hey, like
and hey, I had a guy that wantedto watch a patio on a sidewalk
the other day and I said, sir,I'm gonna be honest, we have a
minimum charge of 300 bucks.
I don't think that.
Uh, you know, we usually takeon a little lot bigger jobs.
He said.
And uh, he said so you wouldn'tbe interested.
(33:42):
I said, man, I'd call apart-timer.
You know somebody that may bein one of the, like you said,
the facebook groups, facebookgroups or whatnot.
The guy said I appreciate youbeing honest with me.
I may give you a call back.
You call me back an hour laterand I'm going to do a $300 20
minute job.
Speaker 1 (33:56):
That's awesome Because the guy saw value in
that and that's why nine timesout of 10 is not price Like.
You do have your price shopperswho are like fixed income and
they're like, well, I just needto get the best deal.
But most normal people, oncethey understand, like what the
market rate is, they say, oh, Ilike that guy.
I had a situation similar tothat.
A woman called me never had herhouse pressure washed.
It was a big driveway.
I was like it's going to be athousand bucks and she was shell
(34:17):
shocked.
And then two days later shecalled me back.
She says okay, well, I'm ready.
Speaker 2 (34:29):
So stay, yep, and, and you got to do that.
You can't just let them beatyou up.
You got to stand your ground.
Speaker 1 (34:32):
Um, another thing is uh, just like I said, just be
consistent with your decisionsyep, because, like you'll tell
somebody and like, like clay wassaying, I've had that exact
situation on a 300r minimum andand to these people they're like
it's not worth my time to findsomebody who might damage my
house to save 20 bucks or tosave a hundred bucks.
Speaker 2 (34:49):
And anytime you answer your phone, please
understand that you're you'rebasically having a job interview
with that customer.
You're basically going througha job interview every time you
have a conversation with acustomer because they're filling
you out, they're trying to fillout, fill out what kind of
person you are, what kind ofbusiness you're running.
Whether you're coming out oryour employees coming out, they
want to know what kind of personthey're dealing with, and that
(35:10):
means more than the price, mostof the time as well exactly and,
um, also, it doesn't matter,it's like it's a people game.
Speaker 1 (35:21):
So I have guys who I've done simple 300 like
minimum house washes for ortheir rental properties for, and
then four or five years downthe road they get a job, say at
Presbyterian college as afacility director and you're
turning that $300 customer thatyou treat the same way as the
big customer, the same.
You treat them the same way onthat $300 like thousand square
(35:44):
foot rental property thatthey're fixing to their
university that they have thenew job at five, five years down
the road.
And's the ten thousand dollarticket.
So you never know who you aretalking to exactly.
Hey, man, you've always beenfair to me.
Give me a price.
Cool, that's a fair price.
I got plenty of work I can keepyou busy.
Took nothing for me to to treathim any differently.
(36:05):
I'm like, yeah, sure, here youhave 300 bucks, fair, a great
job, show up.
Customer of a head for years.
And then all of a sudden,you're walking into a big
project because it's just thatconsistency of delivering,
whether it's the minimum priceor whether it's a big building.
Speaker 2 (36:20):
I mean another great example of what you just said.
Heck, I just dealt with a bigmentor for the Clemson football
team.
It's good friends with Daboboall the nfl football players.
You never know where that couldgo.
It's always super cool.
Speaker 1 (36:32):
Next thing you know, you're cleaning up the uh
football stadium oh gosh, thatwould be a big one.
Speaker 2 (36:37):
I'd have to do that in december right.
Speaker 1 (36:40):
Yeah, that's crazy.
Yeah, I mean that's cool.
Speaker 2 (36:42):
Think of the visibility of that yeah, for
sure 100, but yeah, I think it'sa solid podcast man.
We we definitely nailed thisone.
Um, I think that everybody issomething everybody needs to
hear.
Wish I'd had.
I wish I would've had the washfor his podcast when I was first
getting started.
Speaker 1 (36:57):
Uh, same here.
It's one of those things You're.
Everybody tries to sellmentoring services.
Everybody sells coaching.
Speaker 2 (37:04):
But just going through this podcast you will
learn so much and you don't haveto spend a single penny.
Speaker 1 (37:14):
Just subscribe and share with all your friends, and
then buy a t-shirt one day,yeah, yeah, maybe have a course
for you, yep, yep, but cool.
That's everything I got on myend.
Speaker 2 (37:19):
Uh, any, any last closing statements.
Uh, closing points, I mean, asalways, just make sure you
follow all of our social mediaplatforms the wash press podcast
facebook page, we're all oninstagram.
We're on all the social mediapages youtube, apple podcast,
spotify.
All, all, the, all, the all thebig name guys.
You can find us there.
Um, following my personal page,clay smith.
(37:40):
Following matt jackson, matthewjackson's facebook page uh, he
has a brand up facebook page too.
He has a book on amazon.
I'll show you here in just asecond.
If you have any questions orneed anything, any emergency,
you want, to feel free to shootus a message.
If we see it, we'll try to getback with you as soon as we can.
Speaker 1 (37:57):
Yep, I'm working on trying to spruce up our
PowerWashingCoachcom page wherewe can have like I've been
playing with like courses andstuff like that, just because I
know people always ask me.
They're like, okay, well, Idon't have time to listen to the
podcast Like, can you help me?
Do you, can you hop on a callor can you do a coaching thing?
And um, so we're working onprobably like breaking stuff
down into like the exact stepsthat we do every day.
(38:23):
So instead of having to listento a website, go to video and
everything's laid out for youtoo.
There's also, like Clay wassaying in the book, no pressure
washing.
This has been on Amazon for acouple of years.
We got over 300 reviews.
So if you got Kindle Unlimited,it's free.
If you want the paperback, it'slike $9.
So again, I'm not making anymoney on this stuff.
It's mainly just to keep thebrand out there and promote the
(38:46):
wash rows.
So it's 22 steps of basic stuffthat we talk about in this
podcast.
That helped us get to our first100K a year and but yeah, I
think it was.
I think it's great.
We got good momentum with theshow, probably close to 4,000
downloads so far.
We're getting to that fun pointwhere, like, we can start
tracking out our monthly listensand we get almost like 700 to
(39:08):
maybe a thousand downloads amonth, which is is getting
really cool.
So we're able to almost do theamount of downloads in a single
month than like the first yearor so we've had this podcast.
So it's amazing the power ofconsistency and showing up just
as we do in our businesses.
We're doing it for the washbros and you guys can literally
see us grow this as we grow ourbusinesses.
So it's one of those thingswe're not just talking bullshit
(39:29):
here Like you can see it throughthe wash rows, you can see it
through our businesses and justlisten and follow along and get
plenty of value and grow yourown businesses just as we do
these.
Speaker 2 (39:42):
Yes, sir.
Speaker 1 (39:43):
But that's everything .
We'll drop the outro and hopeeverybody has a great week.
Speaker 2 (39:48):
See you guys.
Speaker 1 (39:49):
See ya.
What's up, guys?
It's Matt Jackson and ClaySmith and we're the Wash Bros,
if you're tuning in.
Thanks again, and we are at the12th episode so far this year
with our new rebrand.
So appreciate everybodylistening and supporting us as
we go on this journey together.
This is going to be airing onSunday, the 27th, so we are
later, later April.
(00:20):
Where we're at, it's the heartof the busy season in South
Carolina and we are movingforward.
So what I want to talk abouttoday and Clay wants to talk
about like kind of the privilegethat we have to be in business
and it's almost a mindset thatcarries us through when we go
through rough times, or wherewe're going through times like
now, when we're like superhectic and super busy and the
(00:41):
mental side of the business canreally get to us.
So like we always reframe thathey, like it is a privilege to
be in our shoes and run abusiness and be a business owner
, and kind of the mindsets wehave and the way we go about
business, um, to like plowforward and view it as a
privilege as opposed to a chore,because you, you see online
(01:02):
people can complain and gripeand then you get tired and
business is a struggle, so themindset to have is super
important.
So I feel like today we'regoing to reframe and talk about
the privilege we have as beingbusiness owners.
So you want to kick this thingoff, Clay.
Speaker 2 (01:19):
Yes, sir, absolutely, as always.
Appreciate everybody listening,joining in, tuning in Facebook
Live, youtube, apple Podcasts,spotify, wherever you're
listening from.
We appreciate you from allacross the world.
We have many listeners, soappreciate everybody.
Showing up as an entrepreneur,like you said, matt, is a very,
(01:40):
very great privilege.
It's a great opportunity foranyone, especially if you're
just jumping into it.
It's a privilege, it's not aburden, it's not a you got to
make sure your mental state isthere.
You got to make sure thatyou're prepared.
As I always talk about, you'resetting yourself up for the
spring and the winter and theand the spring you set yourself
back up for the winter.
(02:00):
So always have a game plan,always know where you're going,
always have a game plan, alwaysknow where you're going, always
have your goals, always surroundyourself with the right people
that are going to help get youthere, and I think that's one of
the big keys.
You got to basically putyourself in rooms with
like-minded individuals, notyour just normal everyday
civilian that works at nine tofive, because the normal nine to
(02:22):
five person they really don'tunderstand the things that we go
through daily.
They think that they do, theythink that they have great ideas
.
That's cool.
I've learned off from a coupleof those people too that have
had great ideas but they reallydo not understand the mental
state, the things that we gothrough daily, the things that
you're trying to get through.
(02:43):
They don't understand the goals.
They don't understand the cashflow problems, the scheduling
issues, the logistics, makingsure you're providing your
customer with good quality work,good quality customer service
and you have to throw all thosetogether.
And when you're first gettingstarted, you have to wear all
(03:07):
those hats and you have tofigure it out.
Because I know when I firststarted, I was just like just
trying to figure it.
I mean, I didn't know I hadnever done that accounting, I
had never dealt with cashflowother than my management job and
sales that I had, you know,doing millions of dollars.
But I'm thankful for that.
I believe everything happensfor a reason.
It's things that I had learnedpreviously, that I had applied
(03:29):
to what I'm doing now, and Itruly feel like if you are
stumbling, you don't know whereyou're at.
You got to reach out for help.
You got to surround yourselfwith those like-minded
individuals.
You got to listen to the WashBros podcast, listen to what we
say, because nine times out often, we've already been there
and you just gotta, you justgotta.
(03:49):
You gotta put your ego aside,you gotta ask for help, you
gotta learn the things to besuccessful yep and two.
Speaker 1 (03:57):
Like clay's point, a lot of times if you talk to
employees, they don'tnecessarily, um, they may have a
good idea, right, because a lotof times an employee they're
like I see, this is how it worksin my business, but they're not
directly involved with doingthat action in their business.
Everything's so siloed out forthem so it's like oh, I have an
idea, I could do it better.
You always see, are theemployees who are like kind of
in a mid level position wherethey're not doing anything, they
(04:20):
don't have a lot of and theycan do it better and they're
better than the boss and thebosses are stupid and
everybody's dumb around them.
That's like that employeemindset trap that people get
into Now with business, like itis a privilege to have your own
business because your ideas thenturn into the actions that you
take and then you can move theneedle.
So that's the privilege.
I think in business, instead ofgriping about something for
(04:42):
years, sitting behind a desksaying, oh man, if they were
just as smart as me, they woulddo this, this and this, and then
like life would be easier, likein business, that's our
responsibility.
So it's not just the ideas thatwe have or like talking about
something.
It's like the actions that wedo every single day, how we show
up every single day, is what'sgoing to determine whether we
have a successful business orwhether we have a bad business.
(05:04):
And you can have a supersuccessful business, but if you
don't have teams in place, thenyou get burnt out.
If you don't have multiplecrews in the field, then you
can't take on so much work.
Like everything is directly, weare accountable to everything.
And that's what I find inbusiness super, super fun, super
satisfying, but also it can bestressful.
So, like instead of saying, ohman, the burden of the world is
(05:25):
on my shoulders, which it is, Ilike to reframe it and say, hey,
look, it's a privilege that I'min this position Because, like
Clay was saying, when I was in aW2 job, when I was an employee,
I may have all the ideas in theworld, but for five years I've
been sitting here bitching aboutit, not getting a pay raise,
not doing anything about it, andI still have my position.
Like in business, we don't havethat um, we don't have that
(05:46):
luxury, like if we're notshowing up every day, if we're
not implementing what we'retalking about and the ideas that
we're talking about, we'regonna fail.
And you got to reframe thatfrom oh my gosh, this is so much
stress, everything's on me tolike it's privileged that I have
the ability to do this and thatthat's kind of my uh, my, my
feelings and thought processesof this episode.
(06:06):
Just from, like, talking to acouple of people this week or,
um, just kind of experiencing itand being being doing this for
five years, like we're in theheat of the busy season again
and in the first couple ofseasons, when it's like, oh my
God, I'm so overwhelmed by leadflow, I'm so overwhelmed by work
, whether it's messing things up, like there's so many factors
like you got to tell yourself,hey, look, this is a privilege
(06:27):
that I have, that I'm able to goabout doing things exactly how
I want to do it and grow abusiness however I choose.
And that's why, like Clay'ssaying too, you got to surround
yourselves in the right rooms,otherwise you're going to be
you're if, if you're sitting onFacebook all day long and we
joke about this all the timepeople sit on Facebook posting
in the middle of the day.
(06:47):
What are they doing?
Obviously, they're not in theright room that you want to be
in If you're getting sucked intothat kind of toxic, negative
bull crap.
It's just a bunch of time waste.
There's no different than thoseemployees that we were talking
about, where they're justsitting around doing nothing,
complaining.
Having all the ideas in theworld, getting into the wash
bros group like we have on ourfacebook, listening to our
podcast, surrounding ourselvesby local competitors like clay
(07:10):
and I do, is why, uh, we're ableto continuously level up and
grow when it seems like onsocial media you always find
negative people griping,complaining about how oh the
this economy is not where itneeds to be.
I'm'm down this year.
Blah, blah, blah.
It's like figure out who you'resurrounded with, figure out
(07:31):
like your mindset about thingsand go and attack this year,
because this is late April.
This is when most places areratcheting up their busy season
and we got a lot of businessleft.
So that is my, that's my 10cents.
Speaker 2 (07:41):
My two cents, however many cents, however many cents
we have right, yeah, yeah, andanother thing.
When you're an employee, youdon't really.
You have a lot of great ideasand you're not afraid to tell
somebody to use those ideas.
But when you're out on your own, you're an entrepreneur, you're
starting out, you're scared to.
You have a bunch of cool ideas,but it's not as easy to apply
(08:04):
those ideas, obviously becauseyou have to deal with the
consequences.
When you're working forsomebody, you don't deal with
the consequences if you have agreat idea and it turns into a
bad idea.
Speaker 1 (08:14):
Exactly.
Speaker 2 (08:16):
So that's.
You know the privilege can biteyou in the butt, but it's still
a privilege that you're abusiness owner.
You get to do your own thing,you get to make your own
decisions.
You don't have a boss, but youstill have to deal with those
consequences.
As in, if you're an employee,you don't have to deal with the
consequences if you didn't comeup with a great idea.
Speaker 1 (08:33):
Like Clay was saying, he was managing cash flows when
he was in his sales roles orwhen he was in the dealerships,
where every vehicle is $50,000,$100,000.
There's millions of dollars onthe line.
What happens if you mess up acouple of deals and you lose
$50,000?
Like you may, yeah you get aclaw back of a commission or you
, worst case, you get fired.
You're not going intobankruptcy over here Like if you
(08:56):
have your own business.
Speaker 2 (08:58):
Yeah, I mean, if you make the wrong decision in
business even in our scale youknow the home service industry
it can get crazy.
But if you make a wrongdecision, I mean you're just one
bad decision from losingeverything.
So that's another beauty.
You got to make sure you'remaking the right decisions, make
sure you're make sure you havea game plan, make sure you know
what you're doing.
Don't try to bite off more thanyou can chew, just specifically
(09:22):
because of the risk, right?
So it's just a privilege.
You know you get to make greatdecisions.
You know sometimes they workout, sometimes you learn from
them, sometimes you grow fromthem, and I think that's one of
the beauties of it, and I'vedone a lot of that myself, like
throwing money at differentthings and seeing if they stick,
seeing if they work.
If they don't work, okay, let'smove on to the next thing.
Let's move on to the next thing.
Let's try out the next thing.
(09:42):
Let's see what we can do here.
But you can never go wrong byinvesting in yourself, whether
it be money, time or whatever itmay be.
But always invest in yourself,always invest in your business.
Like we're coming up here in aweek, we're going to go off the
Bahamas for four days.
We're going to reset beforethis busy season kicks in Very,
(10:02):
very important for yourmentality.
Speaker 1 (10:03):
That's a solid point because I know this past week
Clay just put up his biggestsolo number week of jobs and
revenue.
So he's like I didn't even havetime to eat last week, so it's
super important that he's bakedin that kind of getaway to reset
.
That way he's not, first weekof June, burnt out, messing
stuff up because he's not takingcare of himself.
Speaker 2 (10:24):
Well, that's another thing.
I knew that I was having alittle getaway coming up so I
didn't mind pushing myself.
I'm like, okay, it'll pay offwhen I'm in the Bahamas, yeah
yeah, but still you've got totake care of yourself.
Stay hydrated.
I know I preach it on ourpodcast, but sometimes I need to
preach it to myself and we allget caught up getting busy,
(10:50):
trying to chase money, trying toget work done, just trying to
make all of our customers happy.
But, uh truly, if you beatyourself up over and over and
over and over, you're eventuallyyour quality is not going to be
as good as it is.
If you were fresh you were, youknow, as it was in the
beginning of the seasondefinitely got to make sure you
keep that quality up.
Speaker 1 (11:02):
Yes and again, the perspective and the mindset is
this is our like this is ourbusiness.
We're not doing this as a hustle, so don't say, oh, I'm just
going to kill my body, killmyself, have no game plan, and
just go forward and grind andhustle without, without, without
plans, without baking in like atrip here and there or time off
(11:23):
, because it's about the longrun and we're at full time.
We're at like our fourth season, so part-time I'd say like five
, five, six years, somethinglike that.
So like we've gotten thismomentum rolling so much where,
like it's just showing up everyday and it's boring.
Honestly, it's a job.
Like you got to show up everyday, you got the guys come to
the shop.
(11:43):
Like it's the task get easierwith time and the difficulty
isn't getting the work.
The difficulty isn't, oh, therevenue I'm finding, or this or
that, the.
The difficulty is just like notbeing bored with it.
It's like we all got into thisbecause we were trying to leave
something and get into a betterposition eventually, how our
brains work.
We're going to view the samething, that same energy of like,
(12:04):
oh, I'm trying to find a betterthing as we do our current
business like the business webuilt because we're growth
minded people, we want toachieve and grow and do all this
and this.
So, like, what do you do whenyou're at that, that spot in
business where you're like man,I've been killing it year over
year, like I'm kind of like'm,I'm feeling stale, like I need
something fresh, I needsomething like different.
(12:25):
And, like we, we always try tolike spark up our business, do
something different every year,to like keep it fresh for us and
keep it fresh for our team, andgrow.
Because at the end of the day,it's like you're not, you don't
want to replace a job that youfound boring and didn't enjoy
with a business that you findboring and don't enjoy, and like
(12:47):
, like we're talking about onthis episode, like we, we can
have all the ideas in the world,but unless you're implementing
those ideas, what are you doingabout it?
And it's stuff like that keepsit fresh and then just like
keeping that mindset, uh, andthat perspective of kind of
gratitude in control the wholetime, because it's it is easy to
say, man, I created a treadmillfor myself.
(13:07):
Where am I going with thisthing?
I'm on that hamster wheel,hustling, grinding, and then
it's like we're doing the samething every year.
So it's like figure out how youcan like break down your year,
figure out what direction youwant to go in your year.
Like, um, bring on a team ifyou guys want to get into
different types of projects oryou want to bake in a couple
days here and there that you'reon the truck or you're off the
(13:28):
truck stuff like that butabsolutely 100% agree.
Speaker 2 (13:34):
Another thing that I've noticed uh, especially in
our area and if you do anynetworking in your area,
wherever you you may be from, Iknow I mean I know it's pretty
common A lot of guys in our areaI have noticed it's a, it's a
trend.
Everyone is working a full-timejob and they're claiming
they're a business owner andthey say and they're slammed.
(13:56):
They don't know what they'redoing, they're working seven
days a week, they are justslammed.
If you are in that point, youneed to go ahead and quit your
full-time job.
If you, you know, for yourmental state, if you, if you
truly want to grow your businessand you are slammed working
seven days a week, callingyourself a business owner, go
ahead and quit your full-timejob and I promise you it'd be
the best thing that you ever did, especially for your mental
(14:16):
state.
Because what's happening isyou're at your full-time job and
all you're thinking about isall the work you have waiting on
you when you get off yourregular job and all you're doing
is burning yourself to theground.
Speaker 1 (14:28):
I agree and say you've been doing it for five
years in a row, what is yourobjective?
If you can't outgrow your dayjob by pressure washing and
you've been doing this for fouror five years, what are you
trying to do Again?
If you're like, hey look, I'min a position in life where I'm
older, I got a retirement plan.
(14:50):
I just want to make somespending money, that's one thing
.
Grow a business and you're likethe I'm a business owner like
this is me.
You need to make that jumpbecause you're severely limiting
your earning potential and yourproductivity by just playing it
safe and that's almost like theworst, like in between.
That lukewarm is never where wewant to be.
(15:10):
We want to be like all ornothing, essentially like, yeah,
don't be reckless about things,but commit to something, burn
the ships and then you willrealize this is like the jump I
needed, versus trying to be inbetween two places and being
average at most.
Because, say, you have a goodsalary, well, it is a good
salary, $100,000 a year.
You can easily make that doingthis full time.
(15:31):
It just takes full commitment.
Speaker 2 (15:34):
A hundred percent and the biggest thing is okay.
So if you're doing it on yourthree days off or whatever, you
got your regular work, full-timejob schedule set up.
Okay, if you get some badweather, then what right?
So what if it thunderstorms orwhatever?
Wherever you're from some badweather and you can't get done
what you need to get done, whatare you going to do with those
(15:56):
customers?
You're going to push them offto the following week.
That customer is only going towait so long and then you run
into a customer service issue.
Speaker 1 (16:04):
Exactly.
You're setting yourself up forundelivering quality work.
And I did this for a tiny bitpart-time and I remember I'd say
it was like 2019, I was doingit part-time and then the same
situation we're running intohere oh, I'm only doing it on
Saturdays and Sundays.
Okay, well, I book out anentire month of Saturdays and
(16:26):
Sundays within like a week ofthe month.
So, like I'm telling customersyeah, just wait for me, I'll get
to you to the end of the month.
What?
Speaker 2 (16:33):
happens like Clay says if something comes up.
Speaker 1 (16:35):
Well, sorry, I'm going to have to wait.
Speaker 2 (16:50):
So Well, sorry, I'm going to have to wait.
So you're dragging these peopleon only to push or move
something for another week oranother two weeks, and then
you're only operating on alimited kind of the.
That's the kind of mentality yougot to have.
You want to make every one ofthese guys happy.
You can be on your time, youknow.
You know what I'm trying to getat when it comes to business
your own customers time.
You want to make your customerhappy.
You want to provide them greatcustomer service.
(17:11):
You want to do what you sayyou're want to get.
You want to.
You want to make sure they'rethey're taken care of
immediately.
You don't want to just keeppushing them off, because I see
this happen a lot matt, a lot ofguys.
They'll find a bigger job andthey'll move everything around
so they can go ahead and getthat bigger job before they take
care of the smaller job andI've seen that too truly believe
(17:35):
that's the shittiest way youcan go about it, because nine
times out of ten, as you know, Iknow that bigger job is only
going to come around once,versus that three or four
hundred five hundred dollar job.
Whatever it is that customer,you may use them for as long as
you're in business that's 100the truth.
Speaker 1 (17:53):
And I liked how you said we think we're on our time
and the customer has to listento our, our criteria.
If I told customers who aregoing on Google and probably
getting a quote from you, aquote from me and a quote from
somebody else, that I'm bookedout six to eight weeks, I don't
think I'm going to get thatcustomer, no matter how much
value I provide to them, nomatter how much of this or that.
(18:14):
And if you say, hey, I can fityou in the end of next week,
boom, you already did the job.
And we over inflate our egos inbusiness and think, oh, these
are my customers or oh, I'mworking on they got to abide by
my terms and conditions.
I'm like I'm a business owner,yeah, but we work for the
customer.
It's like you get into businessbecause you don't have a boss,
but your boss is pretty muchevery interaction you have with
customer.
And like we'll have business,go between me and Clay.
(18:37):
It's like, hey, sorry, do youknow anybody else?
I can't wait two weeks to havethis done or have a party coming
up.
I'm like what we do is not thatimportant.
People have a need and we needto fix that need by cleaning
their house.
So I've had plenty of timesover the year where I've
recommended Clay and he's runwith it and they became his
customers and they may come backto me because we're all just
(19:02):
kind of borrowing each other'scustomers.
So, like, by not allowingyourself enough time to service
customers, you are severelylimiting your ability in
business and that's like whatwe're talking about here.
Do you want to be aentrepreneur, full time business
owner, and do you want to belike, oh, I'm the best in the
upstate, I'm the best in thearea, like are you pushing
yourself for future growth?
Or are you saying, hey, I havea limited window and I want to
be part-time and I have noproblem making an extra thousand
(19:22):
dollars or so a month.
Again, if you want to be likepart-time and you want to have
employees run your work, I haveno issues with that.
The issues come when you're theowner operator.
You're doing it all and thenyou're almost misleading people
and you're putting off an imageand a brand of like, oh, like,
we're competing with the guysthat are running multiple trucks
every single day, but I'm only,I'm slammed, I'm booked out
(19:43):
like best year ever, okay, well,how many days do you work?
I work eight days a month.
That's not really doing any anygood to anybody.
Speaker 2 (19:50):
I mean like that's my favorite is I'm two months out.
I can't even get my customersto wait two months.
Speaker 1 (19:56):
I can't even get my customers to wait two weeks.
Speaker 2 (19:59):
I know, yeah, yeah, that's what I'm trying to say.
Yeah, same thing.
Speaker 1 (20:03):
Yeah, you say two weeks and they ghost.
It's like okay, cool, get backto you.
Speaker 2 (20:07):
If it's more than two weeks, it's usually something.
When we finally get to thatdate that they have scheduled,
it's always something more thana month, more than two weeks out
(20:27):
.
Speaker 1 (20:27):
Yeah unless it's like a big project, for like I got a
wedding or I got a commercialproperty that we have to do it
on this date.
Like a customer say, say theybudget five or six hundred bucks
.
And to clay's point too, I'vehad this happen this year more
than other years, where I book ajob and then they're like we'll
do it after pollen season, okay, well, they either they find an
excuse or like the day beforethey forget about it and my
(20:48):
reminder sends to their emailand then they message me
frantically saying hey, I didn'temergency expense come up, I
got to push this back.
Speaker 2 (20:55):
I've had that happen.
That's like the best excusethat customers have.
It's very common and the the.
The thing with me is I used toget pissed off and ask questions
or whatever, but I don't evencare anymore.
I just click cancel and my CRMand it says jobs canceled, sends
a customer notification.
But um, here's the thing, man,I don't.
I don't book out further thantwo weeks, unless it's a big
(21:18):
ticket.
Speaker 1 (21:19):
Yep.
Speaker 2 (21:20):
It's just not worth it to me.
I mean, here's the thing yougot a $300 ticket, $400 ticket,
whatever regular house wash.
Okay, you schedule that job forfour weeks out, right, because
the customer wanted to beprepared, whatever.
Sometimes they work out,sometimes they don't.
I just kind of fill thecustomer out.
I'm always doing customerinterviews.
I've had a lot of conversationswith different people, learned
(21:41):
that in sales I know what I gotwhen I talked to them.
If I don't feel good about it,I just tell them hey, I don't
schedule no more than two weeksout.
Call me about a week and a half.
Let's nail down a date.
But say you schedule thatcustomer, schedule that customer
on a Monday.
They're the first stop of theday.
You have just say two morestops that day, two or three
more stops that day.
That customer cancels the daybefore.
(22:04):
So then you got from.
Okay, in my instance, I startmy job around 7.30, 8 o'clock is
my first stop.
So you got from 7.30, 8 o'clockall the way to 11 o'clock with
an open window.
Now you missed out on all thatmoney and all that time when you
could have been making moneysomewhere else.
Speaker 1 (22:21):
I fully agree there.
That's something I've learnedthe hard way as well, because in
your mind you're always like,oh, customer's always right,
work around them, but you haveto protect yourself from open
schedule.
And then, too, to your point aswell, like when you have an
employee running for you bud, Ican't pay you, you're just going
to have to sit on your handsuntil 11 o'clock.
What do you do?
(22:41):
It's all about filling spots onthe schedule, and if customers
are that way, it'd be like heylook, if you don't want to book
in a week or my next available,just call me when you're ready.
And nine times out of 10, theynever call me again.
And it's not like I missed anopportunity.
I just didn't have to deal withthat headache of them trying to
dick me around, because if theywanted the service enough, they
(23:02):
would put it on the scheduleLike I'm not playing this game.
And you see this too on socialmedia.
There's like somebody will postin a Facebook group Does
anybody know any pressurewashers?
Of course they know pressurewashers because they're actively
in these groups and they seeevery single five days somebody
posts the same thing and there's50,000 people commenting.
But these are the types ofpeople that want you to bend
over for them and give them thebest deal.
(23:24):
Those are the worst possiblepeople you can work for.
So I've pretty much like notdealt with these people
whatsoever.
And then in our wash rose group,one of our local guys uh, josh,
he posted about turning away acustomer and he's like the red
flags were too much.
I didn't want to push a job inthe end of May, which is a busy
(23:44):
season to us, and then deal withhim dicking me over.
And if you're seeing red flagson the front end, you've got to
trust your gut because you'reprobably going to burn yourself.
Whether it be they cancel lastminute or they don't want to pay
you or they make you work forfree doing all this extra stuff,
it's just not worth it.
And like that's how you growyour business by protecting your
(24:05):
time, and then you protect youremployees time, and then you're
able to serve the best types ofcustomers.
Speaker 2 (24:10):
And my favorite word here be consistent with your
decision making.
Say, okay, this is how I'mgoing to run things, this is how
I'm going to do things, andthen apply it.
Don't just do things on the flybecause I don't know.
I just see a lot of peoplemaking inconsistent decisions
with business.
Speaker 1 (24:28):
That's a great point there.
Speaker 2 (24:30):
It's one of those things too.
Speaker 1 (24:31):
You create a standard operating procedure and it's
easy to handle a bad customerbecause you say hey, miss, this
is just how our business runs.
If you go to McDonald's and youhave an issue, they're not
going to say, okay, we'll dothis, this and this.
They're going to say, well,this is what the book says, this
is our standard operatingprocedures and that's how you
have to run your business,because I think customers can
(24:56):
smell you.
If you don't know how, aboutnonsense?
And if you're responding tothat or being unprofessional and
you just say, sorry, that's nothow we run our business,
they're going to find somebodyelse, they're going to find
another sucker.
But, like to Clay's point, ifyou just have a one way of doing
business with everybody, you'redelivering that best quality
service and it's standardizedacross everything, so you're not
going to get all theseinconsistent results.
Speaker 2 (25:19):
A hundred percent consistency.
That's my favorite word.
We're going to have to put iton a shirt consistently.
We're still trying to figurethe shirt thing out.
Speaker 1 (25:27):
We'll get it figured out, I'll come up, I'll, I'll
figure something out.
Speaker 2 (25:32):
I'm sure that we'll.
We will uh have a lot of uhsales off of these shirts
whenever we get them, so we'renot going to we're not going to
beat anybody's heads over theseshirts.
We're going to make sure thatyou can get them cheap.
We're not trying to make apenny off of them.
Speaker 1 (25:46):
Rather have people have shirts on them that have
the wash bros on them than tryto gouge somebody to make five
bucks.
Speaker 2 (25:52):
It would be a privilege to see a lot of other.
Speaker 1 (25:56):
A consistent privilege.
Speaker 2 (25:58):
Yes, privilege to see all the guys that listen to our
show wearing the shirts when weshow, oh yes.
So just make sure that you'remaking those consistent
decisions.
Make sure you're running thebusiness to your standard, the
standard that you want yourcompany to be.
The business decisions that youare making are basically your
(26:20):
brand right.
That's providing value to yourbrand.
That's how people view you.
Make sure you're making theright ones.
Sometimes you're not going tomake the right ones.
If you don't make the right one,you'll know it, you'll learn
from it, you'll grow from it andI think that's another
privilege of being a businessowner.
It's all about learning.
I learn every day.
I'm not perfect.
I have a great business.
I make great money.
I have a lot of great customers.
(26:41):
We do a lot of jobs.
We have a lot of lead flow.
We've figured that out.
We've nailed it down.
Me and matt's figured it out.
We've kind of have the samebusiness model, different
marketing strategies, becausewe're in the same market.
In our area there's about a Idon't know I think there's at
least 120 of us out there in thesame market I mean anybody can
go out and buy a pressure watereasy.
(27:01):
Yeah, so we are one of the most,I mean, if you've heard of pat
clark.
Pat clark's open to threelocations of the bright brothers
here, so a lot of bigcompetition here in greenville,
south carolina.
Um, we are.
Speaker 1 (27:15):
We're trying to get it done for sure we are one of
the top markets, especially ifyou look on on pressure washer,
like per capital, like we are inthe top, I'd say probably five,
five markets outside of florida.
Speaker 2 (27:27):
We are huge like texas, here, florida, like.
Speaker 1 (27:30):
This is an insane market, so it's a good problem
to have, because where there's alot of, if there's a lot of
competition, that means thatthere's a lot of market.
So the the goal is just tofigure out how to get as much of
that market as you can withoutkilling yourself or lowering
your brand or like we want.
We want to focus on like.
How can we keep this consistent?
How can we keep the samecustomer experience from year
(27:54):
one to year, however many yearswe want to work, and that's the.
That's the thing in business.
Like who cares what you do inthree years?
Who cares what you do in fiveyears?
If you want to run a businessand 10 years down the road, you
got no reputation anymore.
Like that's it doesn't matter.
It's like.
This is we're showing up everysingle day because this is the
life we want to build, andanybody can sell you on like oh,
I can make a hundred thousanddollars.
(28:14):
You can run Facebook ads andmake a hundred thousand dollars.
Like you're one.
It's not that impressive, butit's what is.
What does your business mean tothe community?
What does the business mean toyou?
Are you doing your best toserve the community and is it?
Is it able to be likereplicated year over year?
And to me, that is a flex.
It isn't a flex of like.
Oh, look at me I.
I went from zero to fivehundred thousand dollars in two
(28:36):
years and then now I'm doingsomething completely different,
selling somebody else.
It's like that's what is yourreputation and and that just
boils down to what yourreputation is.
Speaker 2 (28:45):
It's like what do people know you?
Speaker 1 (28:46):
have.
It's the privilege exactly uhbut I think it's a super solid
podcast episode.
We got here, um, because, as,as the markets have flooded with
pressure washers in 2020 andcovid air, all that stuff, we're
going to start to see thatweeding out of the people who
aren't caliber and aren't fitfor it.
So the people that are idealistand they're not applying the
(29:08):
things that we're talking aboutevery single day or they're not
putting their best set forward,they're going to get weeded out
and they're going to go back totheir jobs.
So it's why it's reallyimportant to be honest with
yourself and say am I doingeverything I possibly can do
actions, not thinking, or whatshould I do?
Don't, don't ask people whatyou should do.
Do stuff, figure it outyourself, invest in yourself and
(29:29):
then keep going forward and,like what Clay was saying,
there's nothing that can gowrong with investing in yourself
, because the worst thing thatcomes out of it is a lesson.
And there's so many times wherewe've spent money and you're
like, oh, I'm underwater becauseI've invested in this or I
spent this.
This was a bad investment.
But then you learn from itno-transcript every single day,
(30:18):
going forward, you zoom out ayear or two years and you're
going to be in a completelydifferent situation than you
were in the start.
And it doesn't matter if you'rein business for five years or
one year, like it's.
It's a big picture game and toomany people play the short term
game where it's the how do Imake my first 10 grand in 90
days, and they have zero idea oflike what their day to day and
(30:38):
year to year and what theirbusiness future looks like, and
it's it's just as hard tomaintain business as it is to
start a business.
So don't think't think, oh,it'll be easy once everything's
kicked off, like we have thispodcast partially for us to
learn.
But another reason is like atherapy session to me, where
we're like hey, this is whatwe're struggling through, this
is like how we're processing it,and then you, you go back to
(31:01):
our earlier episodes and we'recompletely different people than
we were then in just a shortamount of time and that's the
cool thing I'd like to go backmyself and I live through the
actual lives of recording thepodcast.
Speaker 2 (31:13):
I'd actually like to go back and listen to the first
one and listen to it myself.
Speaker 1 (31:18):
I think it's cool you go back and you look at
yourself and then you say yourkids have something to look at
and watch too.
It's like, hey, your kids wereinvolved in your business at
that early point.
And they're like, well, look at, look five years from now, when
dad's got a million dollarbusiness.
This is where he started.
This is what he was talkingabout.
This is like his pain points.
Speaker 2 (31:34):
So it's cool.
Yeah, yeah.
Well, another cool thing youbrought up my kids so I thought
it was cool.
The other day, our kids were inthe mechanic shop as well yes,
and it is.
Speaker 1 (31:52):
And then to clay's point too on friday I was out in
the field, uh, doing some workbefore my um seasonal guys come
back from college and uh, andthen I had a customer.
She's like, yeah, this guy wasreally good, like like super,
like cost effective, and he dida great job.
And he, like he listened to meand I was like who was it?
And he's like she was trying tofigure out.
And she's like see something?
(32:13):
I was like oh, it's probably c3.
And she because she was askingme for a quote, and I was like
who did it last year?
And then I was like I justasked clay again.
He's like you can't go wrongwith clay.
It's like I'm yeah, I was likeI'll be the same price point.
It's like if you told mesomebody else, I'd say let me
give you a quote.
But I was like no, we're prettymuch apples to apples here, so
(32:36):
I think you're in good hands.
Speaker 2 (32:38):
Yep Same old business model.
Just about Yep.
Speaker 1 (32:42):
I'm pretty much like hey, I was like he might bump
you 50 bucks this year becausehe did it a few years ago, but
you're in good hands there.
Speaker 2 (32:50):
Yeah, like he might.
He might bump you 50 bucks thisyear because he did a few years
ago, but you're, you're in goodhands there.
Yeah, I always love it when thecustomer's like you know.
You tell them oh, we got apodcast together.
Speaker 1 (32:56):
Not what right, I was like I'm not going to give you
a counter price so you can tryto get the best deal between two
of us.
When I figure out is like the Iwas like, look, I don't, I'm
not going to give you a price,like I'm not to be like, hey,
you're in good hands with him.
Speaker 2 (33:10):
Yeah, the worst thing we could do is start a bidding
war with each other.
Speaker 1 (33:17):
Yeah, I'm not at all interested in that game.
I'll tell you if somebody'slooking for cheaper go on
Facebook.
Speaker 2 (33:22):
There's plenty of people that have no idea what
they're doing and you'll call usback to fix it and hey, like
and hey, I had a guy that wantedto watch a patio on a sidewalk
the other day and I said, sir,I'm gonna be honest, we have a
minimum charge of 300 bucks.
I don't think that.
Uh, you know, we usually takeon a little lot bigger jobs.
He said.
And uh, he said so you wouldn'tbe interested.
(33:42):
I said, man, I'd call apart-timer.
You know somebody that may bein one of the, like you said,
the facebook groups, facebookgroups or whatnot.
The guy said I appreciate youbeing honest with me.
I may give you a call back.
You call me back an hour laterand I'm going to do a $300 20
minute job.
Speaker 1 (33:56):
That's awesome Because the guy saw value in
that and that's why nine timesout of 10 is not price Like.
You do have your price shopperswho are like fixed income and
they're like, well, I just needto get the best deal.
But most normal people, oncethey understand, like what the
market rate is, they say, oh, Ilike that guy.
I had a situation similar tothat.
A woman called me never had herhouse pressure washed.
It was a big driveway.
I was like it's going to be athousand bucks and she was shell
(34:17):
shocked.
And then two days later shecalled me back.
She says okay, well, I'm ready.
Speaker 2 (34:29):
So stay, yep, and, and you got to do that.
You can't just let them beatyou up.
You got to stand your ground.
Speaker 1 (34:32):
Um, another thing is uh, just like I said, just be
consistent with your decisionsyep, because, like you'll tell
somebody and like, like clay wassaying, I've had that exact
situation on a 300r minimum andand to these people they're like
it's not worth my time to findsomebody who might damage my
house to save 20 bucks or tosave a hundred bucks.
Speaker 2 (34:49):
And anytime you answer your phone, please
understand that you're you'rebasically having a job interview
with that customer.
You're basically going througha job interview every time you
have a conversation with acustomer because they're filling
you out, they're trying to fillout, fill out what kind of
person you are, what kind ofbusiness you're running.
Whether you're coming out oryour employees coming out, they
want to know what kind of personthey're dealing with, and that
(35:10):
means more than the price, mostof the time as well exactly and,
um, also, it doesn't matter,it's like it's a people game.
Speaker 1 (35:21):
So I have guys who I've done simple 300 like
minimum house washes for ortheir rental properties for, and
then four or five years downthe road they get a job, say at
Presbyterian college as afacility director and you're
turning that $300 customer thatyou treat the same way as the
big customer, the same.
You treat them the same way onthat $300 like thousand square
(35:44):
foot rental property thatthey're fixing to their
university that they have thenew job at five, five years down
the road.
And's the ten thousand dollarticket.
So you never know who you aretalking to exactly.
Hey, man, you've always beenfair to me.
Give me a price.
Cool, that's a fair price.
I got plenty of work I can keepyou busy.
Took nothing for me to to treathim any differently.
(36:05):
I'm like, yeah, sure, here youhave 300 bucks, fair, a great
job, show up.
Customer of a head for years.
And then all of a sudden,you're walking into a big
project because it's just thatconsistency of delivering,
whether it's the minimum priceor whether it's a big building.
Speaker 2 (36:20):
I mean another great example of what you just said.
Heck, I just dealt with a bigmentor for the Clemson football
team.
It's good friends with Daboboall the nfl football players.
You never know where that couldgo.
It's always super cool.
Speaker 1 (36:32):
Next thing you know, you're cleaning up the uh
football stadium oh gosh, thatwould be a big one.
Speaker 2 (36:37):
I'd have to do that in december right.
Speaker 1 (36:40):
Yeah, that's crazy.
Yeah, I mean that's cool.
Speaker 2 (36:42):
Think of the visibility of that yeah, for
sure 100, but yeah, I think it'sa solid podcast man.
We we definitely nailed thisone.
Um, I think that everybody issomething everybody needs to
hear.
Wish I'd had.
I wish I would've had the washfor his podcast when I was first
getting started.
Speaker 1 (36:57):
Uh, same here.
It's one of those things You're.
Everybody tries to sellmentoring services.
Everybody sells coaching.
Speaker 2 (37:04):
But just going through this podcast you will
learn so much and you don't haveto spend a single penny.
Speaker 1 (37:14):
Just subscribe and share with all your friends, and
then buy a t-shirt one day,yeah, yeah, maybe have a course
for you, yep, yep, but cool.
That's everything I got on myend.
Speaker 2 (37:19):
Uh, any, any last closing statements.
Uh, closing points, I mean, asalways, just make sure you
follow all of our social mediaplatforms the wash press podcast
facebook page, we're all oninstagram.
We're on all the social mediapages youtube, apple podcast,
spotify.
All, all, the, all, the all thebig name guys.
You can find us there.
Um, following my personal page,clay smith.
(37:40):
Following matt jackson, matthewjackson's facebook page uh, he
has a brand up facebook page too.
He has a book on amazon.
I'll show you here in just asecond.
If you have any questions orneed anything, any emergency,
you want, to feel free to shootus a message.
If we see it, we'll try to getback with you as soon as we can.
Speaker 1 (37:57):
Yep, I'm working on trying to spruce up our
PowerWashingCoachcom page wherewe can have like I've been
playing with like courses andstuff like that, just because I
know people always ask me.
They're like, okay, well, Idon't have time to listen to the
podcast Like, can you help me?
Do you, can you hop on a callor can you do a coaching thing?
And um, so we're working onprobably like breaking stuff
down into like the exact stepsthat we do every day.
(38:23):
So instead of having to listento a website, go to video and
everything's laid out for youtoo.
There's also, like Clay wassaying in the book, no pressure
washing.
This has been on Amazon for acouple of years.
We got over 300 reviews.
So if you got Kindle Unlimited,it's free.
If you want the paperback, it'slike $9.
So again, I'm not making anymoney on this stuff.
It's mainly just to keep thebrand out there and promote the
(38:46):
wash rows.
So it's 22 steps of basic stuffthat we talk about in this
podcast.
That helped us get to our first100K a year and but yeah, I
think it was.
I think it's great.
We got good momentum with theshow, probably close to 4,000
downloads so far.
We're getting to that fun pointwhere, like, we can start
tracking out our monthly listensand we get almost like 700 to
(39:08):
maybe a thousand downloads amonth, which is is getting
really cool.
So we're able to almost do theamount of downloads in a single
month than like the first yearor so we've had this podcast.
So it's amazing the power ofconsistency and showing up just
as we do in our businesses.
We're doing it for the washbros and you guys can literally
see us grow this as we grow ourbusinesses.
So it's one of those thingswe're not just talking bullshit
(39:29):
here Like you can see it throughthe wash rows, you can see it
through our businesses and justlisten and follow along and get
plenty of value and grow yourown businesses just as we do
these.
Speaker 2 (39:42):
Yes, sir.
Speaker 1 (39:43):
But that's everything .
We'll drop the outro and hopeeverybody has a great week.
Speaker 2 (39:48):
See you guys.
Speaker 1 (39:49):
See ya.
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