May 25, 2025 • 29 mins
Memorial Day weekend marks the transition into summer for pressure washing businesses – a time when many companies experience shifting lead patterns and customer demands. In this candid discussion, we reveal proven strategies for maintaining consistent revenue during seasonal slowdowns.
The concept of "farming your customer base" takes center stage as we share how automated anniversary emails through our CRM systems have generated nearly $1,300 in just three days. This simple yet powerful approach reminds previous customers it's time for another cleaning, precisely when they need it but before they actively start shopping around.
We tackle the challenge of last-minute holiday requests with our "convenience fee" strategy. Rather than turning away work during busy periods, we explain how transparent premium pricing for expedited service satisfies urgent customer needs while respecting your valuable time. Customers preparing for holiday gatherings are often willing to pay more for immediate attention – a win-win approach that maximizes revenue without overextending your schedule.
Our discussion on pricing philosophy challenges the common misconception that charging premium rates from the start leads to business success. Instead, we advocate for building value through consistent service, positive reviews, and strong community presence before gradually increasing prices. This volume-based approach creates the foundation for sustainable growth and the eventual transition from owner-operator to business owner.
For those consistently at capacity, we explore the transition to team expansion – a significant milestone that enables serving more customers while creating jobs in your community. We share practical insights on employee training, maintaining quality standards, and how properly treated staff naturally extend excellent service to your customers.
Whether you're a solo operator or managing multiple crews, these proven strategies will help you navigate seasonal fluctuations while building a pressure washing business that thrives year-round.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Hey, hey, hey, what's up?
(00:34):
Guys?
It's Matt Jackson, clay Smithand we are the Wash Bros.
Thanks for tuning in andwelcome to Season 2, episode 16.
This is drop-in the Sunday,memorial Day weekend, so we want
to hope everybody has a greatMemorial Day and has time to
enjoy with their families andall that stuff.
So this episode we were kind oftalking about.
(00:56):
All right, this is thetransition weekend pretty much
into summertime.
There's seasonal flows, ups anddowns as far as the season goes
.
So with this you guys probablynoticed like, okay, well, a
holiday may hit, your leads maydrop, colleges and schools get
out for the summertime, leadsmay drop graduation, stuff like
that.
(01:16):
So the ebbs and flows of summerand this kind of kicks off the
start of the official summerseason.
So you want to kick this thingoff, clay.
Speaker 2 (01:25):
Always, always great.
First and foremost, as always,I want to thank everybody
listening all across the world,all across the country, all
across the city of Greenville,upstate, even our guys in our
market listening.
We appreciate every one of you.
Give us a follow on Spotify,apple Podcasts, youtube,
facebook.
Be sure to subscribe to allthose channels.
(01:46):
It helps us out a lot.
So, as Matt was saying,marketing through the seasons
it's very, very, very, veryimportant that you are
consistent that's my favoriteword.
Everybody knows that.
Consistent with your marketing.
Consistent finding andresearching your market, knowing
your market, knowing what'sgoing on around you, knowing
(02:09):
when to raise those minimums,knowing where to lower those
minimums a little bit to makesure that you stay busy.
I know that me and Matt, werarely ever mess with our
minimums, unless it's a colderseason, which is it just makes
sense to do that.
But then you run into holidays,you run into the graduation,
you run out of people gettingout of school, you run on, you
(02:31):
run into all that, and thatmesses with the lead flow
because of people so busy.
So what are we doing to makesure that we are staying busy
through all of this, right?
So one of the things I do is.
I actually just started doingit.
Matt made a taught me a littlesomething in our CRM that we
both use, that he had been doing, that I had been doing, and
(02:52):
that's why it's important tomake sure that you are
surrounding yourself with otherpeople, because they may be
doing things that you are notdoing, and you may be doing
things that they're not doingthat you can kind of say, hey,
you can help me here.
Hey, this is what I'm doing tokeep the schedule filled.
So one of the things I starteddoing this week was sending
anniversary emails out to mycustomers.
(03:15):
We have already landed almost$1,300, I think in the last
three days, just off of onelittle thing that Matt had been
doing that I wasn't doing.
So, matt, you want to talk alittle bit about the automated
email?
Speaker 1 (03:28):
Yeah.
So if you guys are like us anduse Housecall Pro or use Jobber
or use any other CRM program, westress the importance of
keeping email addresses, textmessage, phone numbers, stuff
like that.
So you probably heard EDDMs,where people send postcards out.
You can send postcards to yourcustomer base, but what I find
convenient and no cost to me andit's automated, is through our
(03:49):
CRM.
We can pretty much set emailsequences based upon how many
days after a job's completed.
So what I've been doing for thelast three years plus is all
the information I have in my CRM.
Somebody say somebody did a wedid a pressure washing job for
them last May 24th May 24th of2025,.
(04:13):
They're going to get an emailthat says, hey, thanks so much,
pretty much saying like, nowthat you know how clean your
house can be, it's time to getback on the schedule again and
have us clean it.
And we get people consistentlymessage us back and say, cool,
I'm ready, Put me back on theschedule again and have us clean
it.
And we get people consistentlymessage us back and say, cool,
I'm ready, put me back on theschedule.
It's not something wherethey're actively seeking it out,
but they're like oh yeah, youknow what.
I wasn't thinking about it, buthe's right, I need to have my
(04:36):
house cleaned, since we did itthis year or last year.
And those customers that areyour repeats, your regulars it's
really important to stay onthem because otherwise they may
forget about you.
I mean, you could, you coulddeliver the best quality service
.
You could ask for a review,they could give you a review,
and then all of a sudden lifegets in the way.
They get busy, they forgetabout you.
So you want to get ahead ofthings and message people, and
(04:57):
what Clay and I do?
We pretty much set our systemsto automate follow-ups after
every year, where you can set itup every two years, whatever
you want to do.
But I find we're getting likeso, say, with the two truck
volume that we do this time ofyear, we're doing between three
to four jobs a day per truck.
So that's six to eight jobskind of on a basic day.
(05:17):
It may be more.
So we have a backlog of threeyears of that.
And so say, if we're doing sixto eight jobs every day every
year in the busy season andthere's like three of those,
that's like 24 emails that I cansend out of people that we've.
We've done their house in thelast so many years and so, based
(05:40):
upon that, you're going to getprobably one or two people here
and there that says, hey look,uh, can you put me on the
schedule, I'm ready to have itdone again.
And that says, hey look, canyou put me on the schedule, I'm
ready to have it done again.
And that's just farming yourbase.
So if you've heard us talkabout farming, it's great
because they're great customers.
A lot of times they already useyou, they like you.
They hadn't unsubscribed.
That's positive, because if yousend emails and stuff like that
(06:01):
and they unsubscribe you, theyprobably aren't going to be a
customer going forward.
So they almost weed themselvesout.
Um, but yeah, we'll get likeclay says, we'll get a thousand
dollars here and there just fromemail follow-ups with people
that I don't do my crm crm does.
So if you guys have anyquestions on how to do that,
make sure to leave a commentbelow and we can work you
through it.
And set you guys up and it'sfree money at that point.
(06:22):
So one of those things we talkabout hunting and it's like,
okay, clay's got multiple trucks, he's working on his skid, he's
got his employee, it's.
It then becomes like how do Ikeep this full?
Because two trucks you eat upwork really quickly and this is
a step of farming.
Your, your base of people likewe have three thousand something
customers that we farm, whereit helps us keep our schedule
(06:45):
full, and um, it's, it's vitalto do that, otherwise you're
going to steal, you're going tolose business.
As somebody else and I've evennoticed and I talked to Clay
about this like on my Google ads, I'm not even hitting my budget
, meaning there's so muchcompetition, the demand isn't
quite there.
So I could be putting a hundredbucks a day into Google and on
average I'm spending like 30bucks.
So like there's a big Delta.
(07:06):
If I'm just leaning on tryingto hunt for new business and
like you could, you could throwall the money in the world into
hunting.
But if you have a customer baseof people that already have
used you and they know I cantrust you, just send them an
email and you can, you can keepthat.
Keep the ball rolling with whatyou got.
That's something that I've done, and I was shocked that Clay
(07:26):
wasn't doing it.
I figured he had a system likethat, but I think over time
you'll realize.
Oh wow, every year, likeclockwork, the same people hit
you up because you're sendingthem reminders.
Speaker 2 (07:38):
Well, I think the coolest thing is I have been
doing it.
But the thing is I was havingto do it manually.
Manually it takes a lot of timeand I didn't I don't know, I
guess I didn't know the crmenough to know that, hey, there
was an option there to do thatright.
I kind of talked about that alittle bit.
But the importance of farming,right.
So the importance of farming,your customers, you may not do.
(07:59):
You may do a customer's housethis may, but they may want it
it done next August or nextFebruary, it may not, they may
not be in the positionfinancially, or the house just
may not be dirty.
They may not do it at the sametime.
So what I had ran into recentlywith Matt Matt actually got one
of my customers, so we weretalking about a customer and
(08:20):
then I pulled the customer up inmy system and Matt got a
customer because I didn't have aconsistent farming technique.
And I think that is veryimportant to have that automated
stuff.
Speaker 1 (08:31):
And, as Clay mentions , that, him and I kind of do the
same marketing strategy.
So if somebody found himbecause they were on social
media they're on Google or likeword of mouth in one of these
Facebook groups and I justhappened to be right time, right
place in the same group, causelike we kind of are fishing in
the same pond, essentially, andthat person's like, okay, cool,
(08:52):
they either don't know that I'mnot the guy that they used last
time or they say, oh, I'll givethis guy a shot, cause what
resonated with me picking Clayis what he does, so I'm going to
go with him this time.
And, like Clay says, if youkind of get ahead of them
searching, it's like when wewere in the car business, we had
like a dirty 30 list or likeyou call people before they
before their lease is expired,because once they expire they're
(09:13):
close to getting expired.
Like they're they're probablyalready looking for something.
You want to get ahead of thatand like like create a demand
and sell them before they.
They know what they want andthen you can control the
situation.
Situation and that's what'shelpful about farming customers
like this.
And, uh, like we use mailchimpas well, that's like a
(09:34):
newsletter that we send out, butthese are more targeted emails,
like specific to the homeowner.
Uh, it kind of has their nameon it, whatever their details
were in the crm.
Pretty much directly to thepoint hey, we'd love to clean
your house again.
Reply to this email and we'llget you back on the schedule.
And it's pretty simple, to thepoint.
People can ignore it, they candelete it, they can market as
spam or a lot of times they justsay, sure, what's your new
(09:54):
price?
And then you go from there.
Speaker 2 (09:59):
Yep, and then another thing I want to talk about
today was last minute customers.
We all have last minutecustomers, especially during the
holidays, during graduation,during Fourth of July That'll be
coming up in another month orso Birthday parties, pool
parties, last minute customers.
How are we handling last minutecustomers, customers?
So, basically, what I'm doingis I'm kind of looking at my
(10:23):
schedule, supply and demand.
Right, there's a price oneverything.
What's your time work?
Are you going to go out thereand and clean and clean up a
pool deck on a Sunday, justbecause that's the only time you
can fill it in?
So that's another thing.
So we have two trucks now andwe'll be able to utilize those,
but what happens when those twotrucks are full?
So I mean, there's a hundredother companies out there.
(10:48):
Do you want to hire me or doyou want to hire one of the
other ones?
Right?
So I just uh, one of thosethings.
I put a price on everything.
Hey, we'll do it, but this is aconvenience fee exactly right,
know what your time's worth.
Speaker 1 (10:59):
Because if somebody wants to and I had this happen
to me last week it was uh, like,as we're talking about, this is
a memorial day episode, sousually people have last minute
plans.
You got the nice house, thepool, and then the wife drops
something on them like wednesdayof that week, with a couple
days heads up.
Hey, man, like could you fit mein the next few days?
And yeah, I can fit you in, butlike if I'm gonna have to bump
(11:23):
a spot or if, if I'm gonna haveto do it on a Saturday or kind
of like off of our normal nineto five schedule, it's going to
cost you.
And a lot of times people arelike cool, just get it done.
They're like I'm trying to getoff of a shit list or I got I
forgot about this, I need thissqueezed in.
They're more than more thanhappy to pay for something.
So don't discount your service,and service doesn't necessarily
(11:43):
mean how well you can clean ahouse.
Your service can be how fastyou can get to that job and like
how fast you can serve them.
So, like Clay's saying, when wehave supply and demand, you get
two weeks booked up.
Don't say, oh, I'm so farbacked up I'm not taking on
anything else.
If somebody wants to work in,give them an option.
Hey, I can charge you 20% morethan a standard pricing to get
(12:04):
you in.
And again to Clay's point.
We're talking about what to doto fill in the voids of a slower
season.
If somebody's not worried abouttiming of something, put them
in July, put them in a slowerseason.
Say, hey, from April to Junewe're going to be balls to the
wall.
But in July, around 4th of July, nobody, everybody's on
(12:28):
vacation.
Nobody's thinking aboutpressure washing.
I can schedule you at thisprice on, like July 5th, when I
know I'm not going to be as busyas I am now.
And like, don't turn away workper se, just kind of work with
people.
Like the objective we have isto fill up our schedule, whether
you have one truck, two truck,two trucks, three trucks,
keeping that full to capacity.
That's our objective and justyou shouldn't be turning away
work if it works for you yeah,if you're turning away work nine
(12:53):
times out of ten, it's time togrow and that's kind of when I
knew that I was getting close togrowing, so we went ahead and
took the leap.
Speaker 2 (13:02):
once you get too close to maximizing and having
to, you know on the edge ofhaving to turn away work or
you're working yourself to deathit's time to think about that,
time to start saving up, time tothink about the things that you
need to grow.
Or, if you want to be that oneman show, just raise your prices
.
Speaker 1 (13:16):
Exactly, and there's nothing wrong with that.
Like we are on podcasts withguys, we talk about guys in it.
Hey, if you want to run a leanand mean operation and make a
ton of money per job, that'sgreat.
But just understand theconstraints you're going to have
.
You may have issues filling aschedule in the off season.
You may have issues with totalrevenue of the year.
Not every job we price is likemaximal for profit.
(13:40):
A lot of times it's just tokeep moving, keep the trucks on
the road, word of mouth, andthen a few years down the road,
you you've established alegitimate business and you can
hire employees, you can do otherthings, whereas if you're just
trying to like charge reallyhigh prices and be the owner
operator guy, you're not goingto have enough work, you're not
going to have enough kind ofdemand in that market where
people are going to be like, oh,he's good, he's just high, okay
(14:02):
, that's fine, you can be theowner operator, but like there's
a it's, it boils down to theleads you get.
So you can say, if I close 30%of the leads, well, if, if I
have two trucks and I can do ahundred jobs a month without
killing my guys, like there's,there's a lot of lead, there's,
there's a lot of jobs and leadsthat I would need to have if I'm
(14:22):
closing 30%.
So we do what we can to keepour trucks moving and we have a
$500 something average ticket.
So it isn't like we are thecheap $99 guys.
So if you guys hear like, hey,we're like 12 cents a square, 10
cents a square on certainthings above a certain square
footage, we're competitive, butwe have minimums in place.
So don't think, oh, we're,we're competitive but we have
(14:43):
minimums in place.
So don't don't think, oh, we'relike the $99 guys and like
we're killing the market Causewe're not 20 cents a square.
Uh, because if you, if you markyourself 20 cents a square,
you're going to have a hard timefilling up trucks, you're going
to have a hard time fillingyour own schedule up.
And then you look at your totalmonth and you say, okay, well,
if Clay can do what he's doingat $40,000 a month by himself,
he would need twice the leads orwhatever to fill up his
(15:06):
schedule if he was trying tocharge 20 or 30 cents a square.
And then you lose out on wordof mouth as well, because people
are like, hey, he's high.
Speaker 2 (15:15):
Yeah, I mean having two trucks.
Now there's no doubt in my mindwe should find another 15 to 20
grand um on revenue.
Speaker 1 (15:23):
So, that's.
Speaker 2 (15:24):
That's another cool thing.
And uh, yeah, going back toyour guys, uh, uh, not going
back to your guys, but thatyou've what you was talking
about.
Over the 10 to 12 percent thing, what are the?
What a lot of the guys don'tunderstand?
They hear that 10 to 12 cent,but we're not watching a 2000
square foot house for 200 bucks,right?
So you know you got to havethose minimums in place three or
(15:44):
$400 minimum, whatever your betminimum may be 250 minimum,
whatever, wherever you'recomfortable with having it, but
we have minimums in place whereat least making X amount of
money.
I'm not going to say what ourminimum is.
I mean it doesn't really matter, but it's just important.
You got to have it.
And a lot of my customersunderstand that.
I mean I've went and cleaned apatio and a sidewalk just
because that customer wanted meto do it for our minimum, which
(16:07):
took me 20 minutes.
So it's like, okay, cool, butthey understood that's the cost
of doing business and that'swhat you got to explain to
people.
They'll think you're trying torip them off, but you just tell
them it's the cost of doingbusiness.
Speaker 1 (16:17):
Yes, yeah, we're.
We're washing 800 square foothouses for $350.
So I don't know the math onthat, but it's more than 10
cents a square.
Now, if you're at a 6,000square foot house and you have a
driveway, I'll give you a fairdeal.
I'm not going to charge you 20cents a square for that, because
I'm not going to be making athousand dollars and being in
and out in 45 minutes and Ithink like, cause, cause, we'll
(16:40):
get people call us and thepricing in our area is
completely all over the place.
There'll be somebody sightunseen, a Google estimate.
They're like it's 900 bucks.
And then it'll be like a 2,500square foot vinyl siding house
that we'll do in 30 minutes.
So I'm like, okay, well, ourminimum service is this we can
bang it out in 30 minutes, 40minutes.
(17:00):
I'm not going to tell the guy900 bucks.
Either somebody's really busy,they're backed up and they're
saying 900 bucks because, likewe were talking about earlier,
oh, I'm three weeks out, you'regonna have to pay for it if you
want it now, or they just areclueless on their pricing and if
you're a new guy, you don'twant to say I'm 900 bucks, I'm
(17:26):
the high guy, because if you'renew, you don't have any value.
And that's not an insult,that's just saying you don't
know what you don't know at thispoint, like Clay and I both
washed 1000s and 1000s and 1000sof homes.
We've had 1000s of customers.
We have hundreds and hundredsof Google reviews and customers
can sense that.
Customers see it and like wehave proof.
So like coming in and trying tobe like really high price point
, you're probably not going toclose much because the value
isn't built yet.
(17:46):
Now, if you're 10 years inbusiness and you have tens of
thousands of customers andyou're 20, 30 cents a square,
you probably can do that becauseyou have such a huge customer
list and, again, like we weresaying, supply and demand.
Speaker 2 (17:59):
Another thing is you know, I see a lot of guys coming
in high as crap.
I see a lot of.
I've talked to a lot ofcustomers and they're telling me
that the prices are all overthe place and they're like it
was a no-brainer.
You have 300 google reviews,you have a good reputation
online.
You treat your customers good,you do great work versus um
chucking a truck over here.
(18:20):
He's charging, trying to chargetriple your price and he
doesn't provide any value.
So don't be the chuck in atruck over here.
He's trying to charge tripleyour price and he doesn't
provide any value.
So don't be the chuck in atruck.
Try to build your brand, growyour customer base, get your
clients, get 500 plus reviews onGoogle make that a goal, get an
online reputation, and thenmaybe you can raise the price.
(18:41):
Maybe you can do those kinds ofprices, but until then you're
not really price.
Maybe you can do those kinds ofprices, but until then you're
not really working with much.
You're not providing any valueother than you know.
The customer trust in what youhave to say, or maybe you're
giving them a good sales pitchor something.
Speaker 1 (18:53):
Exactly.
Speaker 2 (18:54):
And.
Speaker 1 (18:55):
I find too, like the people that charge super high
prices don't stay very busy,they don't have a lot of Google
presence and usually they'relike in and out and they're gone
.
There's not a lot ofconsistency there, because if
you're, if you're just hittingpeople as high as you can, sure
probably 20% of those peoplearen't even going to ask for a
second quote.
They're just going to say, allright, well, that I don't know
(19:17):
anything about this.
You seem to know what you'retalking about, I'll go with you.
But especially if they'regetting into the price game like
I've closed people that I knowI'm not the cheapest, clay and I
say all the time we don't wantto be the cheapest, we want to
be in the middle, and then wewant to over deliver on value.
And to Clay's point too, theobjectives that him and I have
is to grow a business with agood reputation, plenty of leads
(19:38):
, and then, as you get biggerand you hit that capacity, you
say, okay, I have two trucks onthe road, I have this much
backlogged, now it's time toraise my prices.
Now it's time to take thecustomer list that I have and
fine tune it and raise thoseticket prices.
People try to raise the ticketprices from the front end.
They never build anything Like.
(19:58):
We want to have the Googlereviews, the reputation, the
word of mouth, the service,because those people that been
with us when we're tickets 500bucks they're going to stay with
us when it's 900 bucks becausethey see the value in us as
opposed to missing out on allthese people because, oh, we
just gouge this guy and I meanwe make plenty of money.
Break it down how much you'remaking an hour, how much you're
(20:19):
making a day, how much you'remaking a week in a month.
I promise you, if you're tryingto be the highest, most
expensive guy, you're making anhour, how much you're making a
day, how much you're making aweek in a month.
I promise you, if you're tryingto be the highest, most
expensive guy, you're probablynot making $10,000 a month, like
, unless you are a very, veryestablished business.
It's not a flex to say this ishow much we charge, because I
guarantee you like our weeklyrevenues exceed that because we
stay busy.
Speaker 2 (20:41):
It's definitely all a numbers game.
You've got to have structure.
I truly believe in that.
You've got to break it down.
You know I want to charge thismuch.
I want to make this much anhour.
So that means I've got to dothis many jobs.
You know, just a normal cookiecutter home, I mean, it takes me
30, 45 minutes, $300 in and outboom.
Now on to the next.
I've done as many as six housesin a day.
(21:01):
I've done as many as six housesin a day.
It's all about working hard too.
You're going to have to get upand start being a little bit
lazy and get out there and knockthem out a little bit.
You know I leave at 630 in themorning.
That's about to change now thatwe got two trucks, but I was
leaving at 630 in the morningand I get home at you know six,
seven o'clock at night.
You know it's all about justworking a little harder than
what you have been.
(21:22):
It's not about the freedom.
If you want to be successful inthe long run, you got to work
hard now to get to where youwant to get to.
Speaker 1 (21:27):
Exactly right.
You look at somebody and they'reestablished and they're like oh
, he works a nine to five orhe's an office guy.
Well, he's probably put in fiveyears of as Clay's describing
like sunup to sundown work,working around the clock, trying
to do what's right for thecustomer, build his reputation,
the community, and then find aguy who has the similar values,
put him in place and then thatsun up to sundown, that wake up
(21:47):
at 6 am, be done at 7 pm,washington until the sun sets.
That turns into more of a nineto five schedule if he's running
that truck.
And then he's like, oh cool,like I bought myself time again
and then say you replaceyourself there and then you can
be doing estimates, you can beyour own sales guy.
You're opening yourself up tofar more than just kind of
(22:08):
trying to hustle harder, becauseonce you get your other guy
rocking and rolling, you'regoing to be putting up some nuts
numbers and you're going to belike, dang, I'm making a lot of
money.
And then you're also providinga good opportunity and a good
job for somebody else, which tome is almost as fun as making
money myself.
Speaker 2 (22:26):
Yeah, I think one of the best things I heard a huge
convention not too long ago iscreate jobs for other people.
So that's been my main goallet's create more jobs.
Speaker 1 (22:32):
Yep, and again like the value that customers who
follow, who've been my customersfor a long time.
I've been running a truck alittle bit here and there for
customers that I want to hireticket jobs, and then they
always ask me.
They're like you still got acouple of trucks on the road.
I'm like, yep, I just came tosee you and like I'll, I'll
visit all the customers, butthey they talk about, they're
not like oh, I'm glad you showedup because I don't trust your
(22:54):
other guys.
They're like hey, it's good foryou that you have a couple of
guys on the road, the owneroperator Again, nothing wrong
with that.
But there's levels to the gameand you find that customers kind
of give you more respect andcredibility if you're running a
true business with multiplepeople involved.
Speaker 2 (23:15):
Yeah, it's definitely awesome.
It's something I've noticed inthe previous years with having a
helper and, you know, this yearactually hiring somebody full
time, letting them come out.
You can definitely tell thecustomers treat you a little
differently.
They treat your guys a littledifferently.
I mean Caden's first day he got$140 in tips, so made him feel
good and made me feel good thatI gave him the proper training
(23:37):
and made him do what he neededto do, gave him the right script
.
Talk to the customer, make surethe customer's happy before
they leave.
Provide them with good customerservice.
You know, at the end of the day, if your guy's not doing
something right, it's probablysomething that you didn't teach
them, something that you didn'ttell them about and something
that you know.
I always feel like as a boss,like even in my previous jobs,
if my guys failed it was allback.
(23:59):
But it all falls back on youand just make sure you take care
of your guys, teaching themproperly and making sure they're
providing your customers withgood customer service.
Speaker 1 (24:07):
If you've got a crew out there, Yep, because they're
how you treat your employees.
They're going to treat yourcustomers the same way.
If you're a dickhead to youremployees, the customer or your
employee is going to be adickhead to the customers.
Like the expression fromcorporate America I had was like
hey, shit runs downhill.
(24:28):
So like the boss man at topsyelling at your management,
management's yelling at you, andthen you're down here, low
level employee, you're going toget all the brunt of it.
It like it all started at thetop.
So if you can be a great leaderand then your employee is
similarly minded, then just like, be flexible with a guy, be
human.
They're going to be the same waytowards the customer.
So when a customer is askingsomething, instead of them
saying sorry, no, my boss didn'tsay that they're going to give
that extra value and attentionto the customer, and they're
going to say, wow, this guy wasgreat, he did this extra little
(24:50):
thing for free and the sharedvalues is huge there with
employees, because at that pointyou're duplicating yourself.
Like my guys can wash the samequality, I can.
I mean heck, my main guy, ryan,can probably watch better than
me because I've been off thetruck for like a year or so, and
he's over here banging jobs outquicker than I do.
So don't let the fear of likeoh, nobody's going to be able to
(25:12):
do it as good as me nonsenseget in the way.
Like you get a good guy, makesure that his kind of character
and morals are similar to yoursand like the energy of your
business, and usually it's justa win-win situation similar to
yours and like the energy ofyour business and usually it's
just a win-win situation.
Speaker 2 (25:28):
I never said totally agree with everything you just
said but yeah, I mean it's.
Speaker 1 (25:32):
It's fun too because you can start to zoom out and
it's more of the long run.
It's not that hustle, uh, causeI know like when I was just
having to do everything myself,it's like you're sprinting and
then the season slows down andthen it's like feast and famine.
But when you have employees youcan kind of keep the ball
rolling and have more of like afarther vision forward.
So you can look into, like Claysays, into the next season, how
(25:52):
am I positioning myself for,like the fall season right now?
How am I getting ready for thewinter?
How am I getting ready for thisor next year?
And whether that be like buyingskids, finding the right
employees, like figuring outyour brand messaging Like it's
hard to do that when you'redoing all the work yourself, so,
like when you step out you cansay, okay, for the next three
months I'm going to figure outlike what's my approach to like
(26:13):
stay busy in the winter and bydoing that you're unlocking
yourself and you're going to besuccessful and grow year over
year, versus these guys who kindof are on a hamster wheel, who
kind of are on a hamster wheeland or like say, say you want to
like spend time with your kids,you can do that, and then your
business rolls forward.
And then I look at like theharder I was pushing in business
, I wasn't growing any fasterthan I'm growing now, having my
(26:35):
employees do a lot of the workand not working as physically
hard as I was.
So it's like your business willnaturally carry itself forward.
When you have guys in placelike you don't have to work as
hard and that's the beauty of it.
And then you find out that youget more word of mouth, you get
better reviews, people like it,and then you're growing a
business without having to doeverything yourself.
(26:55):
So it's cool to get the ballrolling with things.
Speaker 2 (27:03):
Yeah, it's, definitely exciting rolling with
things.
Yeah, it's definitely exciting,kind of looking forward to
seeing where our business takesus.
It's already looking good,looking promising, and I'm
excited We'll see where it takesus.
Speaker 1 (27:17):
Yeah, we're right around that 7 o'clock mark, clay
, so you got any closingstatements?
I know it's a holiday.
We're trying to get this thingreleased for all you guys and
get back to our families andenjoy memorial day yeah, just
gonna close it, as always.
Speaker 2 (27:29):
Just make sure you're following all of our pages my
personal page, clay smith.
Matt's personal page, matthewjackson, on facebook and all
other social media platforms.
Follow me on tiktok, thepressure wash guru.
You can see a lot of stuff thatI have on there.
Also all the content I've made.
I haven't been taking it tooserious lately because I've been
a little busy with work, hopingto get back on that soon.
Make sure you follow the washbros podcast page on facebook.
(27:51):
Make sure you follow us onspotify, youtube, apple podcast,
um and all the other platforms.
We have the wash bros privategroup on facebook.
Make sure you go follow thatand we should be working on some
merch here soon.
That's it for me.
I don't have anything else,matt, just go ahead and close it
.
Speaker 1 (28:10):
Pretty straightforward.
We're working on developingthepowerwashingcoachcom.
I'm getting into some webdesign stuff so I'll be
redesigning everything, makingit simple, easy to use, modeling
my website.
If you guys have any marketingquestions, make sure to reach
out to us.
And if you guys are aware, Ihave like a brand up, brand up
your business page, which isalso like kind of marketing tips
and tricks, what I use to likegrow Matt the driveway guy.
(28:33):
I'm trying to like throweverything in there.
But, yeah, check us out, go toour pages.
All of the links will be crossposted in their power washing
coachcom.
We're going to probably havethree sections on that thing, so
we're going to have, likecourse, free content.
Pretty much, if you listen tothe podcast, you have a good
idea, but we'll.
We'll give you, like sops, moredetails.
Uh, try to build that thing upand we'll probably have some
(28:56):
merch too.
I've been split testingdifferent things on merch and
print on demand services.
But just keep, keep pluggingalong.
Guys, listen to the podcast andI know I got the book on amazon
.
You can find a link to that, uh, at powerwashingcoachcom.
And that's everything we gotfor this week.
We will see you guys on thenext one peace out guys see you
guys.
Speaker 2 (29:27):
Bye.
Hey, hey, hey, what's up?
(00:34):
Guys?
It's Matt Jackson, clay Smithand we are the Wash Bros.
Thanks for tuning in andwelcome to Season 2, episode 16.
This is drop-in the Sunday,memorial Day weekend, so we want
to hope everybody has a greatMemorial Day and has time to
enjoy with their families andall that stuff.
So this episode we were kind oftalking about.
(00:56):
All right, this is thetransition weekend pretty much
into summertime.
There's seasonal flows, ups anddowns as far as the season goes
.
So with this you guys probablynoticed like, okay, well, a
holiday may hit, your leads maydrop, colleges and schools get
out for the summertime, leadsmay drop graduation, stuff like
that.
(01:16):
So the ebbs and flows of summerand this kind of kicks off the
start of the official summerseason.
So you want to kick this thingoff, clay.
Speaker 2 (01:25):
Always, always great.
First and foremost, as always,I want to thank everybody
listening all across the world,all across the country, all
across the city of Greenville,upstate, even our guys in our
market listening.
We appreciate every one of you.
Give us a follow on Spotify,apple Podcasts, youtube,
facebook.
Be sure to subscribe to allthose channels.
(01:46):
It helps us out a lot.
So, as Matt was saying,marketing through the seasons
it's very, very, very, veryimportant that you are
consistent that's my favoriteword.
Everybody knows that.
Consistent with your marketing.
Consistent finding andresearching your market, knowing
your market, knowing what'sgoing on around you, knowing
(02:09):
when to raise those minimums,knowing where to lower those
minimums a little bit to makesure that you stay busy.
I know that me and Matt, werarely ever mess with our
minimums, unless it's a colderseason, which is it just makes
sense to do that.
But then you run into holidays,you run into the graduation,
you run out of people gettingout of school, you run on, you
(02:31):
run into all that, and thatmesses with the lead flow
because of people so busy.
So what are we doing to makesure that we are staying busy
through all of this, right?
So one of the things I do is.
I actually just started doingit.
Matt made a taught me a littlesomething in our CRM that we
both use, that he had been doing, that I had been doing, and
(02:52):
that's why it's important tomake sure that you are
surrounding yourself with otherpeople, because they may be
doing things that you are notdoing, and you may be doing
things that they're not doingthat you can kind of say, hey,
you can help me here.
Hey, this is what I'm doing tokeep the schedule filled.
So one of the things I starteddoing this week was sending
anniversary emails out to mycustomers.
(03:15):
We have already landed almost$1,300, I think in the last
three days, just off of onelittle thing that Matt had been
doing that I wasn't doing.
So, matt, you want to talk alittle bit about the automated
email?
Speaker 1 (03:28):
Yeah.
So if you guys are like us anduse Housecall Pro or use Jobber
or use any other CRM program, westress the importance of
keeping email addresses, textmessage, phone numbers, stuff
like that.
So you probably heard EDDMs,where people send postcards out.
You can send postcards to yourcustomer base, but what I find
convenient and no cost to me andit's automated, is through our
(03:49):
CRM.
We can pretty much set emailsequences based upon how many
days after a job's completed.
So what I've been doing for thelast three years plus is all
the information I have in my CRM.
Somebody say somebody did a wedid a pressure washing job for
them last May 24th May 24th of2025,.
(04:13):
They're going to get an emailthat says, hey, thanks so much,
pretty much saying like, nowthat you know how clean your
house can be, it's time to getback on the schedule again and
have us clean it.
And we get people consistentlymessage us back and say, cool,
I'm ready, Put me back on theschedule again and have us clean
it.
And we get people consistentlymessage us back and say, cool,
I'm ready, put me back on theschedule.
It's not something wherethey're actively seeking it out,
but they're like oh yeah, youknow what.
I wasn't thinking about it, buthe's right, I need to have my
(04:36):
house cleaned, since we did itthis year or last year.
And those customers that areyour repeats, your regulars it's
really important to stay onthem because otherwise they may
forget about you.
I mean, you could, you coulddeliver the best quality service
.
You could ask for a review,they could give you a review,
and then all of a sudden lifegets in the way.
They get busy, they forgetabout you.
So you want to get ahead ofthings and message people, and
(04:57):
what Clay and I do?
We pretty much set our systemsto automate follow-ups after
every year, where you can set itup every two years, whatever
you want to do.
But I find we're getting likeso, say, with the two truck
volume that we do this time ofyear, we're doing between three
to four jobs a day per truck.
So that's six to eight jobskind of on a basic day.
(05:17):
It may be more.
So we have a backlog of threeyears of that.
And so say, if we're doing sixto eight jobs every day every
year in the busy season andthere's like three of those,
that's like 24 emails that I cansend out of people that we've.
We've done their house in thelast so many years and so, based
(05:40):
upon that, you're going to getprobably one or two people here
and there that says, hey look,uh, can you put me on the
schedule, I'm ready to have itdone again.
And that says, hey look, canyou put me on the schedule, I'm
ready to have it done again.
And that's just farming yourbase.
So if you've heard us talkabout farming, it's great
because they're great customers.
A lot of times they already useyou, they like you.
They hadn't unsubscribed.
That's positive, because if yousend emails and stuff like that
(06:01):
and they unsubscribe you, theyprobably aren't going to be a
customer going forward.
So they almost weed themselvesout.
Um, but yeah, we'll get likeclay says, we'll get a thousand
dollars here and there just fromemail follow-ups with people
that I don't do my crm crm does.
So if you guys have anyquestions on how to do that,
make sure to leave a commentbelow and we can work you
through it.
And set you guys up and it'sfree money at that point.
(06:22):
So one of those things we talkabout hunting and it's like,
okay, clay's got multiple trucks, he's working on his skid, he's
got his employee, it's.
It then becomes like how do Ikeep this full?
Because two trucks you eat upwork really quickly and this is
a step of farming.
Your, your base of people likewe have three thousand something
customers that we farm, whereit helps us keep our schedule
(06:45):
full, and um, it's, it's vitalto do that, otherwise you're
going to steal, you're going tolose business.
As somebody else and I've evennoticed and I talked to Clay
about this like on my Google ads, I'm not even hitting my budget
, meaning there's so muchcompetition, the demand isn't
quite there.
So I could be putting a hundredbucks a day into Google and on
average I'm spending like 30bucks.
So like there's a big Delta.
(07:06):
If I'm just leaning on tryingto hunt for new business and
like you could, you could throwall the money in the world into
hunting.
But if you have a customer baseof people that already have
used you and they know I cantrust you, just send them an
email and you can, you can keepthat.
Keep the ball rolling with whatyou got.
That's something that I've done, and I was shocked that Clay
(07:26):
wasn't doing it.
I figured he had a system likethat, but I think over time
you'll realize.
Oh wow, every year, likeclockwork, the same people hit
you up because you're sendingthem reminders.
Speaker 2 (07:38):
Well, I think the coolest thing is I have been
doing it.
But the thing is I was havingto do it manually.
Manually it takes a lot of timeand I didn't I don't know, I
guess I didn't know the crmenough to know that, hey, there
was an option there to do thatright.
I kind of talked about that alittle bit.
But the importance of farming,right.
So the importance of farming,your customers, you may not do.
(07:59):
You may do a customer's housethis may, but they may want it
it done next August or nextFebruary, it may not, they may
not be in the positionfinancially, or the house just
may not be dirty.
They may not do it at the sametime.
So what I had ran into recentlywith Matt Matt actually got one
of my customers, so we weretalking about a customer and
(08:20):
then I pulled the customer up inmy system and Matt got a
customer because I didn't have aconsistent farming technique.
And I think that is veryimportant to have that automated
stuff.
Speaker 1 (08:31):
And, as Clay mentions , that, him and I kind of do the
same marketing strategy.
So if somebody found himbecause they were on social
media they're on Google or likeword of mouth in one of these
Facebook groups and I justhappened to be right time, right
place in the same group, causelike we kind of are fishing in
the same pond, essentially, andthat person's like, okay, cool,
(08:52):
they either don't know that I'mnot the guy that they used last
time or they say, oh, I'll givethis guy a shot, cause what
resonated with me picking Clayis what he does, so I'm going to
go with him this time.
And, like Clay says, if youkind of get ahead of them
searching, it's like when wewere in the car business, we had
like a dirty 30 list or likeyou call people before they
before their lease is expired,because once they expire they're
(09:13):
close to getting expired.
Like they're they're probablyalready looking for something.
You want to get ahead of thatand like like create a demand
and sell them before they.
They know what they want andthen you can control the
situation.
Situation and that's what'shelpful about farming customers
like this.
And, uh, like we use mailchimpas well, that's like a
(09:34):
newsletter that we send out, butthese are more targeted emails,
like specific to the homeowner.
Uh, it kind of has their nameon it, whatever their details
were in the crm.
Pretty much directly to thepoint hey, we'd love to clean
your house again.
Reply to this email and we'llget you back on the schedule.
And it's pretty simple, to thepoint.
People can ignore it, they candelete it, they can market as
spam or a lot of times they justsay, sure, what's your new
(09:54):
price?
And then you go from there.
Speaker 2 (09:59):
Yep, and then another thing I want to talk about
today was last minute customers.
We all have last minutecustomers, especially during the
holidays, during graduation,during Fourth of July That'll be
coming up in another month orso Birthday parties, pool
parties, last minute customers.
How are we handling last minutecustomers, customers?
So, basically, what I'm doingis I'm kind of looking at my
(10:23):
schedule, supply and demand.
Right, there's a price oneverything.
What's your time work?
Are you going to go out thereand and clean and clean up a
pool deck on a Sunday, justbecause that's the only time you
can fill it in?
So that's another thing.
So we have two trucks now andwe'll be able to utilize those,
but what happens when those twotrucks are full?
So I mean, there's a hundredother companies out there.
(10:48):
Do you want to hire me or doyou want to hire one of the
other ones?
Right?
So I just uh, one of thosethings.
I put a price on everything.
Hey, we'll do it, but this is aconvenience fee exactly right,
know what your time's worth.
Speaker 1 (10:59):
Because if somebody wants to and I had this happen
to me last week it was uh, like,as we're talking about, this is
a memorial day episode, sousually people have last minute
plans.
You got the nice house, thepool, and then the wife drops
something on them like wednesdayof that week, with a couple
days heads up.
Hey, man, like could you fit mein the next few days?
And yeah, I can fit you in, butlike if I'm gonna have to bump
(11:23):
a spot or if, if I'm gonna haveto do it on a Saturday or kind
of like off of our normal nineto five schedule, it's going to
cost you.
And a lot of times people arelike cool, just get it done.
They're like I'm trying to getoff of a shit list or I got I
forgot about this, I need thissqueezed in.
They're more than more thanhappy to pay for something.
So don't discount your service,and service doesn't necessarily
(11:43):
mean how well you can clean ahouse.
Your service can be how fastyou can get to that job and like
how fast you can serve them.
So, like Clay's saying, when wehave supply and demand, you get
two weeks booked up.
Don't say, oh, I'm so farbacked up I'm not taking on
anything else.
If somebody wants to work in,give them an option.
Hey, I can charge you 20% morethan a standard pricing to get
(12:04):
you in.
And again to Clay's point.
We're talking about what to doto fill in the voids of a slower
season.
If somebody's not worried abouttiming of something, put them
in July, put them in a slowerseason.
Say, hey, from April to Junewe're going to be balls to the
wall.
But in July, around 4th of July, nobody, everybody's on
(12:28):
vacation.
Nobody's thinking aboutpressure washing.
I can schedule you at thisprice on, like July 5th, when I
know I'm not going to be as busyas I am now.
And like, don't turn away workper se, just kind of work with
people.
Like the objective we have isto fill up our schedule, whether
you have one truck, two truck,two trucks, three trucks,
keeping that full to capacity.
That's our objective and justyou shouldn't be turning away
work if it works for you yeah,if you're turning away work nine
(12:53):
times out of ten, it's time togrow and that's kind of when I
knew that I was getting close togrowing, so we went ahead and
took the leap.
Speaker 2 (13:02):
once you get too close to maximizing and having
to, you know on the edge ofhaving to turn away work or
you're working yourself to deathit's time to think about that,
time to start saving up, time tothink about the things that you
need to grow.
Or, if you want to be that oneman show, just raise your prices
.
Speaker 1 (13:16):
Exactly, and there's nothing wrong with that.
Like we are on podcasts withguys, we talk about guys in it.
Hey, if you want to run a leanand mean operation and make a
ton of money per job, that'sgreat.
But just understand theconstraints you're going to have
.
You may have issues filling aschedule in the off season.
You may have issues with totalrevenue of the year.
Not every job we price is likemaximal for profit.
(13:40):
A lot of times it's just tokeep moving, keep the trucks on
the road, word of mouth, andthen a few years down the road,
you you've established alegitimate business and you can
hire employees, you can do otherthings, whereas if you're just
trying to like charge reallyhigh prices and be the owner
operator guy, you're not goingto have enough work, you're not
going to have enough kind ofdemand in that market where
people are going to be like, oh,he's good, he's just high, okay
(14:02):
, that's fine, you can be theowner operator, but like there's
a it's, it boils down to theleads you get.
So you can say, if I close 30%of the leads, well, if, if I
have two trucks and I can do ahundred jobs a month without
killing my guys, like there's,there's a lot of lead, there's,
there's a lot of jobs and leadsthat I would need to have if I'm
(14:22):
closing 30%.
So we do what we can to keepour trucks moving and we have a
$500 something average ticket.
So it isn't like we are thecheap $99 guys.
So if you guys hear like, hey,we're like 12 cents a square, 10
cents a square on certainthings above a certain square
footage, we're competitive, butwe have minimums in place.
So don't think, oh, we're,we're competitive but we have
(14:43):
minimums in place.
So don't don't think, oh, we'relike the $99 guys and like
we're killing the market Causewe're not 20 cents a square.
Uh, because if you, if you markyourself 20 cents a square,
you're going to have a hard timefilling up trucks, you're going
to have a hard time fillingyour own schedule up.
And then you look at your totalmonth and you say, okay, well,
if Clay can do what he's doingat $40,000 a month by himself,
he would need twice the leads orwhatever to fill up his
(15:06):
schedule if he was trying tocharge 20 or 30 cents a square.
And then you lose out on wordof mouth as well, because people
are like, hey, he's high.
Speaker 2 (15:15):
Yeah, I mean having two trucks.
Now there's no doubt in my mindwe should find another 15 to 20
grand um on revenue.
Speaker 1 (15:23):
So, that's.
Speaker 2 (15:24):
That's another cool thing.
And uh, yeah, going back toyour guys, uh, uh, not going
back to your guys, but thatyou've what you was talking
about.
Over the 10 to 12 percent thing, what are the?
What a lot of the guys don'tunderstand?
They hear that 10 to 12 cent,but we're not watching a 2000
square foot house for 200 bucks,right?
So you know you got to havethose minimums in place three or
(15:44):
$400 minimum, whatever your betminimum may be 250 minimum,
whatever, wherever you'recomfortable with having it, but
we have minimums in place whereat least making X amount of
money.
I'm not going to say what ourminimum is.
I mean it doesn't really matter, but it's just important.
You got to have it.
And a lot of my customersunderstand that.
I mean I've went and cleaned apatio and a sidewalk just
because that customer wanted meto do it for our minimum, which
(16:07):
took me 20 minutes.
So it's like, okay, cool, butthey understood that's the cost
of doing business and that'swhat you got to explain to
people.
They'll think you're trying torip them off, but you just tell
them it's the cost of doingbusiness.
Speaker 1 (16:17):
Yes, yeah, we're.
We're washing 800 square foothouses for $350.
So I don't know the math onthat, but it's more than 10
cents a square.
Now, if you're at a 6,000square foot house and you have a
driveway, I'll give you a fairdeal.
I'm not going to charge you 20cents a square for that, because
I'm not going to be making athousand dollars and being in
and out in 45 minutes and Ithink like, cause, cause, we'll
(16:40):
get people call us and thepricing in our area is
completely all over the place.
There'll be somebody sightunseen, a Google estimate.
They're like it's 900 bucks.
And then it'll be like a 2,500square foot vinyl siding house
that we'll do in 30 minutes.
So I'm like, okay, well, ourminimum service is this we can
bang it out in 30 minutes, 40minutes.
(17:00):
I'm not going to tell the guy900 bucks.
Either somebody's really busy,they're backed up and they're
saying 900 bucks because, likewe were talking about earlier,
oh, I'm three weeks out, you'regonna have to pay for it if you
want it now, or they just areclueless on their pricing and if
you're a new guy, you don'twant to say I'm 900 bucks, I'm
(17:26):
the high guy, because if you'renew, you don't have any value.
And that's not an insult,that's just saying you don't
know what you don't know at thispoint, like Clay and I both
washed 1000s and 1000s and 1000sof homes.
We've had 1000s of customers.
We have hundreds and hundredsof Google reviews and customers
can sense that.
Customers see it and like wehave proof.
So like coming in and trying tobe like really high price point
, you're probably not going toclose much because the value
isn't built yet.
(17:46):
Now, if you're 10 years inbusiness and you have tens of
thousands of customers andyou're 20, 30 cents a square,
you probably can do that becauseyou have such a huge customer
list and, again, like we weresaying, supply and demand.
Speaker 2 (17:59):
Another thing is you know, I see a lot of guys coming
in high as crap.
I see a lot of.
I've talked to a lot ofcustomers and they're telling me
that the prices are all overthe place and they're like it
was a no-brainer.
You have 300 google reviews,you have a good reputation
online.
You treat your customers good,you do great work versus um
chucking a truck over here.
(18:20):
He's charging, trying to chargetriple your price and he
doesn't provide any value.
So don't be the chuck in atruck over here.
He's trying to charge tripleyour price and he doesn't
provide any value.
So don't be the chuck in atruck.
Try to build your brand, growyour customer base, get your
clients, get 500 plus reviews onGoogle make that a goal, get an
online reputation, and thenmaybe you can raise the price.
(18:41):
Maybe you can do those kinds ofprices, but until then you're
not really price.
Maybe you can do those kinds ofprices, but until then you're
not really working with much.
You're not providing any valueother than you know.
The customer trust in what youhave to say, or maybe you're
giving them a good sales pitchor something.
Speaker 1 (18:53):
Exactly.
Speaker 2 (18:54):
And.
Speaker 1 (18:55):
I find too, like the people that charge super high
prices don't stay very busy,they don't have a lot of Google
presence and usually they'relike in and out and they're gone
.
There's not a lot ofconsistency there, because if
you're, if you're just hittingpeople as high as you can, sure
probably 20% of those peoplearen't even going to ask for a
second quote.
They're just going to say, allright, well, that I don't know
(19:17):
anything about this.
You seem to know what you'retalking about, I'll go with you.
But especially if they'regetting into the price game like
I've closed people that I knowI'm not the cheapest, clay and I
say all the time we don't wantto be the cheapest, we want to
be in the middle, and then wewant to over deliver on value.
And to Clay's point too, theobjectives that him and I have
is to grow a business with agood reputation, plenty of leads
(19:38):
, and then, as you get biggerand you hit that capacity, you
say, okay, I have two trucks onthe road, I have this much
backlogged, now it's time toraise my prices.
Now it's time to take thecustomer list that I have and
fine tune it and raise thoseticket prices.
People try to raise the ticketprices from the front end.
They never build anything Like.
(19:58):
We want to have the Googlereviews, the reputation, the
word of mouth, the service,because those people that been
with us when we're tickets 500bucks they're going to stay with
us when it's 900 bucks becausethey see the value in us as
opposed to missing out on allthese people because, oh, we
just gouge this guy and I meanwe make plenty of money.
Break it down how much you'remaking an hour, how much you're
(20:19):
making a day, how much you'remaking a week in a month.
I promise you, if you're tryingto be the highest, most
expensive guy, you're making anhour, how much you're making a
day, how much you're making aweek in a month.
I promise you, if you're tryingto be the highest, most
expensive guy, you're probablynot making $10,000 a month, like
, unless you are a very, veryestablished business.
It's not a flex to say this ishow much we charge, because I
guarantee you like our weeklyrevenues exceed that because we
stay busy.
Speaker 2 (20:41):
It's definitely all a numbers game.
You've got to have structure.
I truly believe in that.
You've got to break it down.
You know I want to charge thismuch.
I want to make this much anhour.
So that means I've got to dothis many jobs.
You know, just a normal cookiecutter home, I mean, it takes me
30, 45 minutes, $300 in and outboom.
Now on to the next.
I've done as many as six housesin a day.
(21:01):
I've done as many as six housesin a day.
It's all about working hard too.
You're going to have to get upand start being a little bit
lazy and get out there and knockthem out a little bit.
You know I leave at 630 in themorning.
That's about to change now thatwe got two trucks, but I was
leaving at 630 in the morningand I get home at you know six,
seven o'clock at night.
You know it's all about justworking a little harder than
what you have been.
(21:22):
It's not about the freedom.
If you want to be successful inthe long run, you got to work
hard now to get to where youwant to get to.
Speaker 1 (21:27):
Exactly right.
You look at somebody and they'reestablished and they're like oh
, he works a nine to five orhe's an office guy.
Well, he's probably put in fiveyears of as Clay's describing
like sunup to sundown work,working around the clock, trying
to do what's right for thecustomer, build his reputation,
the community, and then find aguy who has the similar values,
put him in place and then thatsun up to sundown, that wake up
(21:47):
at 6 am, be done at 7 pm,washington until the sun sets.
That turns into more of a nineto five schedule if he's running
that truck.
And then he's like, oh cool,like I bought myself time again
and then say you replaceyourself there and then you can
be doing estimates, you can beyour own sales guy.
You're opening yourself up tofar more than just kind of
(22:08):
trying to hustle harder, becauseonce you get your other guy
rocking and rolling, you'regoing to be putting up some nuts
numbers and you're going to belike, dang, I'm making a lot of
money.
And then you're also providinga good opportunity and a good
job for somebody else, which tome is almost as fun as making
money myself.
Speaker 2 (22:26):
Yeah, I think one of the best things I heard a huge
convention not too long ago iscreate jobs for other people.
So that's been my main goallet's create more jobs.
Speaker 1 (22:32):
Yep, and again like the value that customers who
follow, who've been my customersfor a long time.
I've been running a truck alittle bit here and there for
customers that I want to hireticket jobs, and then they
always ask me.
They're like you still got acouple of trucks on the road.
I'm like, yep, I just came tosee you and like I'll, I'll
visit all the customers, butthey they talk about, they're
not like oh, I'm glad you showedup because I don't trust your
(22:54):
other guys.
They're like hey, it's good foryou that you have a couple of
guys on the road, the owneroperator Again, nothing wrong
with that.
But there's levels to the gameand you find that customers kind
of give you more respect andcredibility if you're running a
true business with multiplepeople involved.
Speaker 2 (23:15):
Yeah, it's definitely awesome.
It's something I've noticed inthe previous years with having a
helper and, you know, this yearactually hiring somebody full
time, letting them come out.
You can definitely tell thecustomers treat you a little
differently.
They treat your guys a littledifferently.
I mean Caden's first day he got$140 in tips, so made him feel
good and made me feel good thatI gave him the proper training
(23:37):
and made him do what he neededto do, gave him the right script
.
Talk to the customer, make surethe customer's happy before
they leave.
Provide them with good customerservice.
You know, at the end of the day, if your guy's not doing
something right, it's probablysomething that you didn't teach
them, something that you didn'ttell them about and something
that you know.
I always feel like as a boss,like even in my previous jobs,
if my guys failed it was allback.
(23:59):
But it all falls back on youand just make sure you take care
of your guys, teaching themproperly and making sure they're
providing your customers withgood customer service.
Speaker 1 (24:07):
If you've got a crew out there, Yep, because they're
how you treat your employees.
They're going to treat yourcustomers the same way.
If you're a dickhead to youremployees, the customer or your
employee is going to be adickhead to the customers.
Like the expression fromcorporate America I had was like
hey, shit runs downhill.
(24:28):
So like the boss man at topsyelling at your management,
management's yelling at you, andthen you're down here, low
level employee, you're going toget all the brunt of it.
It like it all started at thetop.
So if you can be a great leaderand then your employee is
similarly minded, then just like, be flexible with a guy, be
human.
They're going to be the same waytowards the customer.
So when a customer is askingsomething, instead of them
saying sorry, no, my boss didn'tsay that they're going to give
that extra value and attentionto the customer, and they're
going to say, wow, this guy wasgreat, he did this extra little
(24:50):
thing for free and the sharedvalues is huge there with
employees, because at that pointyou're duplicating yourself.
Like my guys can wash the samequality, I can.
I mean heck, my main guy, ryan,can probably watch better than
me because I've been off thetruck for like a year or so, and
he's over here banging jobs outquicker than I do.
So don't let the fear of likeoh, nobody's going to be able to
(25:12):
do it as good as me nonsenseget in the way.
Like you get a good guy, makesure that his kind of character
and morals are similar to yoursand like the energy of your
business, and usually it's justa win-win situation similar to
yours and like the energy ofyour business and usually it's
just a win-win situation.
Speaker 2 (25:28):
I never said totally agree with everything you just
said but yeah, I mean it's.
Speaker 1 (25:32):
It's fun too because you can start to zoom out and
it's more of the long run.
It's not that hustle, uh, causeI know like when I was just
having to do everything myself,it's like you're sprinting and
then the season slows down andthen it's like feast and famine.
But when you have employees youcan kind of keep the ball
rolling and have more of like afarther vision forward.
So you can look into, like Claysays, into the next season, how
(25:52):
am I positioning myself for,like the fall season right now?
How am I getting ready for thewinter?
How am I getting ready for thisor next year?
And whether that be like buyingskids, finding the right
employees, like figuring outyour brand messaging Like it's
hard to do that when you'redoing all the work yourself, so,
like when you step out you cansay, okay, for the next three
months I'm going to figure outlike what's my approach to like
(26:13):
stay busy in the winter and bydoing that you're unlocking
yourself and you're going to besuccessful and grow year over
year, versus these guys who kindof are on a hamster wheel, who
kind of are on a hamster wheeland or like say, say you want to
like spend time with your kids,you can do that, and then your
business rolls forward.
And then I look at like theharder I was pushing in business
, I wasn't growing any fasterthan I'm growing now, having my
(26:35):
employees do a lot of the workand not working as physically
hard as I was.
So it's like your business willnaturally carry itself forward.
When you have guys in placelike you don't have to work as
hard and that's the beauty of it.
And then you find out that youget more word of mouth, you get
better reviews, people like it,and then you're growing a
business without having to doeverything yourself.
(26:55):
So it's cool to get the ballrolling with things.
Speaker 2 (27:03):
Yeah, it's, definitely exciting rolling with
things.
Yeah, it's definitely exciting,kind of looking forward to
seeing where our business takesus.
It's already looking good,looking promising, and I'm
excited We'll see where it takesus.
Speaker 1 (27:17):
Yeah, we're right around that 7 o'clock mark, clay
, so you got any closingstatements?
I know it's a holiday.
We're trying to get this thingreleased for all you guys and
get back to our families andenjoy memorial day yeah, just
gonna close it, as always.
Speaker 2 (27:29):
Just make sure you're following all of our pages my
personal page, clay smith.
Matt's personal page, matthewjackson, on facebook and all
other social media platforms.
Follow me on tiktok, thepressure wash guru.
You can see a lot of stuff thatI have on there.
Also all the content I've made.
I haven't been taking it tooserious lately because I've been
a little busy with work, hopingto get back on that soon.
Make sure you follow the washbros podcast page on facebook.
(27:51):
Make sure you follow us onspotify, youtube, apple podcast,
um and all the other platforms.
We have the wash bros privategroup on facebook.
Make sure you go follow thatand we should be working on some
merch here soon.
That's it for me.
I don't have anything else,matt, just go ahead and close it
.
Speaker 1 (28:10):
Pretty straightforward.
We're working on developingthepowerwashingcoachcom.
I'm getting into some webdesign stuff so I'll be
redesigning everything, makingit simple, easy to use, modeling
my website.
If you guys have any marketingquestions, make sure to reach
out to us.
And if you guys are aware, Ihave like a brand up, brand up
your business page, which isalso like kind of marketing tips
and tricks, what I use to likegrow Matt the driveway guy.
(28:33):
I'm trying to like throweverything in there.
But, yeah, check us out, go toour pages.
All of the links will be crossposted in their power washing
coachcom.
We're going to probably havethree sections on that thing, so
we're going to have, likecourse, free content.
Pretty much, if you listen tothe podcast, you have a good
idea, but we'll.
We'll give you, like sops, moredetails.
Uh, try to build that thing upand we'll probably have some
(28:56):
merch too.
I've been split testingdifferent things on merch and
print on demand services.
But just keep, keep pluggingalong.
Guys, listen to the podcast andI know I got the book on amazon
.
You can find a link to that, uh, at powerwashingcoachcom.
And that's everything we gotfor this week.
We will see you guys on thenext one peace out guys see you
guys.
Speaker 2 (29:27):
Bye.
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