July 27, 2025 • 31 mins
Ever feel like your pressure washing business is hitting a ceiling? Matt and Clay tackle the critical challenge of scaling beyond basic residential services without destroying what you've built. As markets become flooded with newcomers offering rock-bottom prices, smart business owners need strategies for evolution.
Drawing from their own experiences running successful pressure washing companies, the hosts share candid perspectives on diversification done right. They warn against the common "shiny object syndrome" that leads many pressure washers to abandon their core business for seasonal trends like Christmas lights, only to find themselves starting from scratch when those ventures don't deliver.
"The grass is only greener where you water it," Matt emphasizes, highlighting the importance of maintaining focus on your primary service while strategically adding complementary offerings. Through real examples from their businesses, they demonstrate how creating separate divisions or entities for new services preserves brand integrity while capturing additional revenue streams.
Clay shares a powerful insight: "You don't want to look like a handyman." This encapsulates their philosophy that specialization builds greater customer confidence than generalization. They recommend positioning each service as having dedicated expertise rather than confusing customers with an ever-expanding menu of unrelated offerings.
The hosts provide practical advice for successful diversification, including maintaining separate teams for different services, creating distinct marketing approaches for each offering, and ensuring your core business remains your primary focus. Their approach balances growth ambitions with brand protection.
Whether you're considering adding commercial services, sealing, or other complementary offerings to your pressure washing business, this episode delivers actionable strategies for evolution without dilution. Ready to scale smartly? Listen now and learn how to build sustainable growth while maintaining your reputation as a specialist.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:29):
Hey, what's up guys?
It's matt jackson and claysmith and we're the wash rose.
Thanks for tuning in thissunday evening.
Uh, july 27th, so it's superhot outside.
If, if you guys are in thesoutheast, like us, we're in
like record 100 degree heatindexes.
People are at the beach, kindof the summer slump as we're
(00:51):
talking about.
So this is going to be relevantepisode episode 25.
It's crazy, we're already at 25, uh, but I'll kind of war
gaming with clay before we'rehitting record here and I think
we are wanting to talk aboutkind of what's relevant in my
business and like the directionI'm heading.
Like every few years I like tokind of have a vision of where I
(01:11):
want to go with a business andwith recently, it's like okay,
the last couple years we figuredout, got off the truck, scaled
to two trucks and it's like okay, so what's that next vision?
Like where's everything going?
And if you guys are in thepressure washing space, you kind
of are feeling this year hasbeen a little more of a rough
year of it's like hey, if you'rejust purely in the residential
(01:34):
game, everybody's doing thisLike, and what we want to talk
about, this episode is goingforward, like what direction I
personally want to make mycompany and how I'm going to do
that.
But, more importantly, how youscale or diversify services and
how you position yourself tostay ahead of the market without
destroying what you have going.
(01:55):
And that's a huge factor.
And if you've listened to thepodcast before, you understand
that, like we kind of we're nottrying to make fun of these
types of people, but it's theshiny object syndrome.
We don't want to say, oh my gosh, I built a pressure washing
company to a hundred thousanddollars, I'm going to pick up
Christmas lights tomorrow.
That's going to set yourself upfor failure, as you're going to
confuse your audience, you'renot going to do a good job of
(02:15):
delivering and, as Clay and Ialways talk about, hey, if you
want to maximize the pressurewashing, you got to be ready to
hit it hard and be the top guyin that spring, summer and maybe
a little bit in the fall.
So what I want to do is kind oftalk about high level, my next,
my next vision, my next movesand, um, we'll, we'll go from
there and, uh, I'll let Claykick this thing off.
(02:37):
So there's the first, firstcouple of minutes of a rant, but
I feel like it's kind of anexciting time for me, as I've
been sitting on this for alittle bit and just kind of
seeing the directions of themarket.
Speaker 2 (02:51):
So you want to kick this thing off, clay?
Yeah, like we were talkingbefore we hit record, the
biggest thing about trying tofigure out what direction you go
.
We see so many guys doing somany different services but, as
me and Matt were talking aboutbehind the scenes here, if you
dilute yourself, you're notshowing as much value for your
brand.
So it's all about trying tomake sure you position yourself
correctly and to making surethat you're still providing that
(03:11):
value.
Because you can add Christmaslights, you can add sanding,
sealing, you can add whateverelse everybody offers in our
space as pressure washers, butif you're offering that as a
pressure washing company, itdoesn't show as much value as if
you were a per se, just aceiling company.
So if I were to hire, if Ineeded some ceiling done at my
(03:36):
house more than likely unless Imean I don't really know more
than likely I'm gonna hire theguy that does ceiling for a
living, not the guy that doespressure washing for a living.
Or if another example would be,as far as for Christmas lights,
I'm going to hire the guy thatputs up lights every day, like
landscaping lights or thehardscape lights or whatever
(03:59):
they're doing, versus the guythat does Christmas lights just
seasonal and they're a pressurewashing company.
So just small things like that.
Even with the training that youhave, a consumer doesn't know
that you've been to thesetraining classes.
They don't know that you'vebeen to the proper classes to
know what bulb is what or how tohang the bulbs.
I don't think a consumer reallygives a crap about if the bulb
(04:21):
is in the point of the eve orany of that.
I don't know much aboutChristmasmas lights.
I'm just speaking out my butthere.
But anyway, the the point is youwant to provide as much value
as you can.
You want to position yourselffrom the outside looking in.
Nobody gives a crap and I'vesaid it many times.
Nobody cares about your 10gallon machine with your
whatever nozzle fancy nozzle yougot, or what chemical you're
(04:44):
cleaning with, with the whatevercookbook these guys are talking
about.
I've never even had a cookbookor whatever they talk about with
a chemical.
The consumer does not care.
They just want their housecleaned.
They want it to look good whenthey leave and that's it right
and providing value.
And they want to feel confidentwhen hiring you.
I think that's the mostimportant thing.
(05:05):
How can I make my customer feelimportant, and how can I make
them be confident in hiring me?
So just stop this.
I mean, that's me and Matt arekind of in the same position.
I've been got off the truck.
I don't really care to get outand pressure wash anymore and
I'm thinking, okay, what can Ido without devaluing my cup?
Speaker 1 (05:26):
100% and it's a natural progression.
You're so growth minded.
Hey, like you start a business,you hit the ground running, you
max out yourself on the truckand then you're used to that
quality of like grind andbusiness momentum.
And then you get off the truckyou start to see, oh man,
there's like levels to this game.
So you start to see trends.
(05:46):
You're like, okay, you're notgoing to notice the ebbs and
flows of the season as much whenyou're a solo guy on a truck.
You're going to be like, ohcool, if I'm doing 40, $50,000 a
month like killing myself, andthen in the slower season or the
off season I'm able to do likestill around 25, $25,000,
$30,000,.
You're still busy most parts ofthe day.
So when you start to get offthe truck you start to notice,
hey, there's a lot of growthpotential around, there's
(06:08):
opportunity.
Like, what more can I get?
And the position I'm in is since, like over the years we've been
so heavy in the residentialside of things, we're noticing a
slip, just with this marketbeing flooded, with the market
being like full of newbies, andI've just noticed in the
summertime it's been hard toeven close our bare minimum of
like a $300 average ticket, orit's not a $300 average ticket,
(06:31):
a $300 minimum service ticket,and and that with a mix of lead
flow going down.
It's like, okay, what are thestrategic maneuvers I need to
make to get out of?
I'm seeing the writing on thewall.
Like after COVID, everybodyflooded, pressure washing.
Yeah it's a great business model.
Don't give it up, however.
Figure out how to positionyourself with the expertise you
(06:51):
have, with your brand in themarketplace, to make slight
pivots here and there, totherefore like maximize what
you're able to do.
Like we show up every day, wewant to work, we want to grind.
We don't want to be doing thisin a business.
That's kind of going to thewrong direction.
So smart businesses evolve,smart businesses pivot, and
what's been kind of my thing inthe last year or so is like I've
(07:13):
I've been able to with like mybrand positioning and all that
stuff, get more into commercialwork, which has been awesome and
that's one pivot I'm liking tomake and I've also last year or
two years ago, we picked up likea ceiling division.
So with the paver sanding,paver sealing, that's great.
I have a guy exclusively Aaron.
(07:33):
He's my go-to guy for that.
So, like again when I addedthis service, I'm not taking my
pressure washing guys off ofpressure washing every day and
then the momentum of my day isto push pressure washing as like
our primary service.
Like when I'm saying we want toexpand, we don't want to pull
(07:53):
our trucks off of pressurewashing and have them do
concrete ceiling Because, toClay's point, like a customer,
when they're looking to havesomething sealed and they're
spending thousands of dollars,they don't want to hire a guy
who's a jack of all trades andwe don't want to lose our
momentum from pressure washingto try to make a $10,000 job and
then lose more money andrevenue from pressure washing
because we're muddying ourselvesout.
(08:15):
So that's kind of the approach.
It's like I'm very careful withhow I make decisions to pivot,
but when opportunities presentthemselves you almost have to be
open-minded to like lean intothem and to go there or like,
say, a complimentary service andwhat I'm in now is like, okay,
what services can I add to stillmaintain that like premier
(08:37):
pressure washing company?
Yet we have other add-onservices that allow us to make
revenue here and there as likean upsell on a customer or loop
in a customer who, hey, I justwant my concrete sealed, cool,
we can clean that.
And like, what could that evenevolve into in the commercial
side?
Say, like sealing, if we'reconcrete sealing and paver
(08:58):
sealing, what about seal coating?
What about other things?
That kind of fit in thatalignment If you're, if you're
going after a certain commercialclient and you're able to
deliver the services they needwithout diluting it too far.
So that's kind of the positionI'm in now, where, hey, pressure
washing it's great, but we'rechasing $500 tickets and we're
(09:19):
moving the needle.
It's great, it keeps guys going, it's got great cash flow.
But with the economy how it is,as far as looking to scale,
what are some bigger moves thatwe can make that really align
ourselves and align ourselveswith the brand mission that we
have of like serving the upstatein our full capacity?
So you got any yeah, so.
Speaker 2 (09:41):
So one of the biggest things we were talking about
this before as well is okay,this, this doesn't really
pertain to the guys where it'slike it starts getting cold I
guess September, october whereit's just freaking freezing and
you can't even pressure wash.
But any of the guys where youknow we only have two weeks, I
think, of really cold weatherwhere we can't work and that's
(10:01):
pretty much, on average, maybethree weeks, you know when you
have days here and there,whatever.
But the biggest thing is a lotof guys are getting stuck.
They say, okay, august, theypretty much take their focus off
of washing.
So you're from August toJanuary, february, most of you
guys that do Christmas lights,that's all you guys are thinking
(10:24):
about.
You're completely forgettingabout pressure washing.
You're leaving so much revenueon the table.
I'll wash all the way to second, third week of december, right
right before christmas, uh,because that's when everybody's
getting ready.
And then we slow down injanuary and in february we back
up.
So you're leaving a lot ofmoney on the table focusing on
those ooh and ahs and whateverguru is talking on the Internet
(10:50):
that you're looking at right.
So you're leaving a lot of moneynot focusing and trying to
master the pressure washing game.
You've already given up.
You've already listened to allthe people that are on the
Internet saying, oh, it'sChristmas time, now we can do
Christmas lights and make abazillion dollars, however much
money they're talking about.
You can make so much money, butthe profit margin I mean it.
(11:11):
Pressure washing is good.
You're a pressure washer, be apressure washer, show value in
pressure wash.
You don't show value inchristmas lights, maybe like
matt saying open anotherdivision, saying okay, this or
maybe another llc or something,and say, okay, this is whatever.
Just open another division orcompany that pertains just to
Christmas lights, show morevalue and then have other guys
(11:34):
still pressure washing.
You're leaving so much money onthe table by doing that Because
another reason is going intoJanuary, february, you're
wrapping up the Christmas lights, taking all these lights down
where you're already behind perse, me or Matt, because we have
been focusing on pressurewashing the same time, so you
can make just as much moneypressure washing as you can
(11:55):
pressure washing and lights.
I mean I've heard it.
I've heard guys doing the.
I've heard guys talk about therevenue they're doing with
lights and pressure washingtogether and me and Matt still,
nine times out of 10 do morethan the guys doing better.
Speaker 1 (12:07):
And and to like I hear as well granted, I can't
speak cause this is not what Ipersonally run but like, yeah,
you put up a lot of revenue, youkeep your guys busy, the lights
are great to keep payrollmoving right.
So it's like, okay, cool, Idon't want to let go of my guys
in the wintertime.
Like how can I keep the ballrolling, how can I stay busy,
how can I move the needle in mybusiness?
And kind of to Clay's point,you don't want to dilute
(12:30):
yourself to the point whereyou're like oh man, I'm jumping
on trends here, because what'sgoing to be the next thing when
everybody's doing Christmaslights and it's driven the
market value down, almost likepressure washing, is you got
people who are cleaning housesfor $99, like in every market
now, and it used to be a joke oflike oh, these highly saturated
Florida markets.
Like somebody is going topressure wash your house for 99
bucks.
But like you're starting to seethat in all these markets
(12:52):
because the YouTube guys orbecause every kid's 16 years old
, there's a company I sawthere's a sign where they put it
up on Woodruff Road, a mainarea in our town, and the
company's name was like Savingfor College Pressure Washing,
like that's fantastic.
But literally like you'recompeting in a market with stuff
like that, whether it be likethis kid is trying to put up
(13:15):
Christmas lights, this kid'strying to do this, this kid's
trying to put up Christmaslights, this kid's trying to do
this, this kid's trying to dothat.
And that style of marketing,that guerrilla marketing, is
fantastic if you're startingfrom scratch, but as a
legitimate business, as abusiness where you're an expert
in a field, like Clay and I bothhave the like the best in the
upstate for pressure washing.
So we're both trying to lean onthat, like we wanna lean on hey
(13:44):
, we're the top guys forpressure washing, we are sitting
on top of google.
Our objective is to maintainthat image.
We don't want to say, oh, bestin the upstate for this.
And then now we picked upsomething completely out of left
field over here and we do thistoo.
Or oh, we're doing sod installstoo.
Or like I know when thehurricane hit, a lot of people
jumped into like, oh, we'redoing leaf leaf removal, or
we're doing tree removal, we'recutting down trees, and
meanwhile like, yeah, ourrevenue may have dipped a little
bit because we weren'tdiversified into that, we were
(14:05):
still hitting hard, hitting homelike pressure washing is our
number one.
But I guess my point is, as youget to a certain level and kind
of position where I'm at tooit's like, where do we start
saying, like Clay says, createanother LLC or create some
differentiated, you can stillcontrol it and do it, but create
a differentiation between hey,matt the driveway guy, this and
(14:27):
pressure washing and then othertiers of what services you're
doing.
And I think that's kind of thepivot I'm looking to have.
I've shifted my marketing thisyear on social media and I've
really tried to like position mybrand a little heavier into
like commercial and I've noticedit's attracting a different
type of customer.
I'm no longer getting thoselike lower ticket residential,
(14:49):
like Facebook groups, like whocan pressure wash my 2,800
square foot house request.
But I'm more trying to positionmore into like how can I go
after like cities or how can Igo after facility directors and
stuff like that.
And um, as far as like likeclay's point with the ceiling,
paper ceiling, that's adifferent type of customer, like
(15:09):
we have people I had a customerin the cliffs, she reached out.
She's like hey, I, I, I want touse you guys for ceiling.
You guys have a ton of reviewson Google but I see a lot of
them are pressure washingreviews.
So almost to Clay's point there, like somebody's looking to
hire somebody that's an expertin that field.
So like how we've done it, I'vepretty much said, hey, look, we
(15:30):
have a completely separatedivision where we run our paver
sealing and our paver sanding.
So I wanted to differentiatemyself and say, look, I don't
have a guy pressure washing oneday and is going to go out and
try to sand and seal your paversthe next day, like we have an
exclusive team that focusespurely on that.
And then the woman was coolwith that and I was like, hey,
(15:50):
just as you see us focus anddedicate ourselves to being a
top pressure washing company, wehave that same level of focus
and dedication to this otherservice item.
And I think, as you get to thepoint of growth, when you want
to add on other services, it'sextremely important that you're
able to maintain that qualitycontrol and that focus upon each
(16:12):
service.
Speaker 2 (16:15):
Yeah, you don't want to look like a handyman.
I think that's the biggest thing.
You don't want to be a painteror putting up ceiling fans.
I actually had a propertymanagement company call me a
couple weeks ago and said hey,you watched this big building
for us back in February but justwanted to know if we've had a
storm come through and it bustedout a window at this building.
Will you mind going andboarding it up?
(16:35):
I said, sir, I'm a pressurewashing company.
If I go through and I put aboard up for you and something
happens, it is my responsibility.
I'm liable for whatever happens.
I'm not interested, I am just apressure washing company.
They called me again a few weekslater and said Clay, there's
some ceiling tiles missing inthe parking garage.
Can you go fix those for us?
Sir?
(16:56):
I told you a couple weeks agoI'm just a pressure washing
company, so it just shows morevalue.
I kind of stay pretty firm withthat and you know, I think it's
perfectly cool if you want toadd those services, but you've
got to do it the appropriate wayto be able to provide more
value.
You don't want to be a pressurewasher cutting grass.
I've just seen a lot oflandscape guys doing that.
(17:18):
It just doesn't make sense tome as a business guy, from a
business standpoint.
Speaker 1 (17:24):
I fully agree with you there, because every
landscape guy has started to tryto learn how to softwash, how
to pressure wash.
And then you don't want to loopinto like, oh well, if your
selling point to a customer islike, hey, we're an exclusive
pressure washing company, andthen you have these kind of
add-on ancillary services thataren't put together in the
appropriate way, where you'relike look, we have a dedicated
team that does this and they runexclusively with this in its
(17:46):
own siloed section.
You're almost dilutingeverything you've built up.
Like you're trying to be likenumber one pressure washing.
You're trying to say, hey, look, it's our objective.
My desk is adjusting.
Problems of fancy desk.
Yeah, but I'll just bend downto complete the episode.
(18:08):
It's one of those fancystand-up desks that move up and
down, oh, okay.
But you get to a point where,like Clay says, you don't want
to spend so long building abrand, and then you pivot and
then customers say, hey, youused to be great when you did
this, but now you're no longerdoing that.
It's almost the same thing whensomebody buys up a company and
say, hey, this guy who ran anexclusive pressure washing
(18:30):
business did fantastic.
They get a new owner.
The new owner tweaks a coupleof things and then they don't
want to use those people anymore.
And it's whether you stillcontrol the company or if you
don't control the company.
If you make a pivot, you mightmake yourself look more as a
generalist as opposed to aspecialist yeah, I mean, you're
basically shooting yourself atthe foot at that point.
Speaker 2 (18:51):
You've worked so hard to build a brand, so hard to
build a value.
I'm the best pressure washer.
I can do this, I can do that.
I've cleaned these buildings.
I've cleaned those buildings,but hey, now I'm offering uh, I
cut grass now, or hey, I paintnow, or hey, I stay now.
Create another division, createa brand for it.
Somehow put your twist on it.
Don't just add a millionservices and say, oh, I can
(19:12):
paint, oh, I can fix yourceiling fan, oh, at that point
you're just a handyman.
So you might as well say, oh,I'm joe's handyman service, or
something like that.
Um, and it just cuts down yourvalue.
And at that point it's justhard to structure your business.
If you're doing a milliondifferent things, it's hard to
know like, hey, okay, hey, thismonth I want to hit 70 grand.
Well, how am I going to getthere?
How much?
How you?
(19:33):
Just, if you're doing a milliondifferent things, you don't
know how to properly scale yourbusiness.
You don't know what numbers yougot to hit, you don't?
It's just all over the place.
Speaker 1 (19:41):
Fully agree, and I guess too, the point being, if
we're, we're not necessarilytalking to somebody who's um,
hey, say you're running a$500,000, a million dollar
business, yeah sure, if you wantto add on services, that's
amazing.
And that's kind of the positionwhere I'm at now.
I just don't want somebody tosay, hey, I'm doing a hundred
thousand dollars, I just startedthis business.
(20:03):
I don't really have a cleardefined brand yet.
I'm looking to build this cleardefined brand.
I'm doing the work myself.
I think the key indicator thereis like, if you're especially
doing all this work yourself,you don't really have any
business really diversifying out.
If you're having to pull yourteam that pressure washes to put
up Christmas lights, you're notreally doing yourself a service
.
And we run into this a lot withcompetitors or local guys.
(20:23):
Or, hey, man, can you help meout in the winter because I
pulled my pressure washingtrucks off?
Can I do work with you?
Can I sub you work?
Can I sub this?
You don't want to lose yourclient base.
You don't want to lose yourmarketplace value by being that
guy who's like sorry, we're busyfor three months because we're
we're, we're not pressurewashing right now we're, we're
doing Christmas lights.
We don't, we don't want to dothat.
We want to figure out, like,okay, how you build your team
(20:46):
for pressure washing.
Copy paste that formula, buildthose systems out and if you
want to add on services through,like Clay says, put a twist to
it, say, hey, look like we'reour ceiling division, like we're
a different division withinMatt the driveway guy, but we're
still the leader in pressurewashing.
And it's really important thatyou don't just jump ship to
another shiny object, causethere's going to be so many
(21:08):
trends.
Everybody, every guru,mastermind, is saying oh, this
is the new thing.
Go go stripe parking lots.
Cool, like that may be a greatopportunity for you, but make
sure if you're going about it,you're doing it correctly.
Like I would, I would love tolook into like higher quality
ceiling services.
We pressure wash some of thesetennis courts and then it's like
higher end stuff.
But I wouldn't do it like Mattthe driveway guy, pressure
(21:31):
washing with that.
I would figure out how tocreate like a, a different LLC,
or or create something under theumbrella of Matt the driveway
guy, but it would be exclusivelyits own beast, with its own
marketing, with its ownprofessional, with its own team.
I'm not trying to sit over hereand say, hey look, I can paint
your house while I'm pressurewashing your house and then I
can seal your driveway.
That may be great to have onein.
(21:54):
A few people might say, oh,that's fantastic, you're going
to do everything once, one, one,one stop, one shot guy.
But overall that's not going todo the best thing for your
brand.
Like it's almost like withGoogle.
We're trying to, we're tryingto lock down certain keywords.
We're not trying to say, oh,we're the best at everything on
Google.
Google is going to reward thatguy who's like SEO for, like,
(22:17):
green South Carolina pressurewashing, this is your one guy
and we're not here trying to.
Well, I want to do guttercleaning and I want to do roof
washing and I want to do that.
You almost have to pick thatniche and be that number one guy
in that niche.
So like you get to the phasewhere Clay and I are in, where
we're like looking, looking,looking forward to that next
pivot yeah, sure, almost do itwhere maybe there's like a
(22:42):
partnership in something or youfind somebody who's already the
top in the field and you likekind of buy in with them and
then you do a little work likethat.
Don't just start something andthen four years later start
something completely differentand then expect both of them to
juggle and not have likediminishing returns on your
business well, the biggest thingit's like, okay, you're
(23:03):
starting over again.
Speaker 2 (23:04):
And then a lot of the things that I see with the
mistakes that people make isthey say, okay, I'm done with
pressure washing, and then theytake all their attention off of
pressure washing, they don'tcare about it anymore, they're
not putting in the work everyday like they used to and
they're worried about this otherone.
Well, if the other one fails,then you got to go back to fall
back on pressure washing, butyou haven't been putting in the
work, so it's, you're back tosquare one, yeah exactly.
Speaker 1 (23:28):
The grass is only greener where you water it.
So if you're over here tryingto, like, get the newest grass,
get new grass, seed aeration, doall this crazy stuff, and your
neighbor is just cutting hisgrass all the time, watering it
when he's supposed to, he'sgoing to out-survive you.
He's trying to changeeverything up every now and then
Because, like Clay and I alwaystalk about, it's not hard to go
from zero to a hundred thousanddollars in this.
(23:49):
Every guru on Facebook issaying, oh, buy my course, I'm
18 years old, I had $5,000 andnow I have a hundred thousand
dollar a year business Cool,that $5,000.
And now I have $100,000 a yearbusiness Cool, that's great.
Most people can do that whatyou're doing.
If you wanna make this afull-time business, if you wanna
make this a career, if youwanna, like, make this your
brand, you gotta be specialized,you gotta be an expert and you
gotta be follow kind of the washrose mindset.
(24:11):
I didn't say, oh, look, there'san opportunity to to do paver
sealing and sanding.
I'm going to say, matt, thedriveway guy, sealing and
sanding experts.
I'm going to say, hey, we'restill the pressure washing guy.
This is what we do in adifferent division within our
team because I've had this askind of like an add on service
and we've been able to grow itkind of passively.
(24:33):
But I haven't taken my foot offthe gas with pressure washing
Like, yeah, sure, I can go outand seal a driveway and make
1200 bucks in like three hoursof time or even less, but I'm
not going to take my foot offthe gas of the $300 driveway
cleaning job because I see thatover there as a shiny object.
Speaker 2 (24:52):
Yeah Well, not to mention I don't know how sealing
works.
I'm not very I'm prettyignorant when it comes to that
services, but nine times out of10, you're going to hear back
from the pressure washingcustomer before you hear back
from the ceiling customer.
So you want to make sure youtake care of those more residual
people too.
Speaker 1 (25:05):
A hundred percent.
Yeah, the ceilings.
A lot of times it's one anddone, unless you're using, like
a, a urethane based sealer, oryou're using a sealer that's
like a, a pretty seal than not.
If you're sealing a driveway,you're, uh, almost preventing
yourself from cleaning it againyeah, so the volume isn't there
as much as pressure washing notso much.
(25:27):
It's.
It's great for average ticketsand padding tickets, so that's
why it's a great ancillaryservice.
It's like pressure washing is agreat thing to keep your focus
on.
Build that business, keep yourrevenue, and then you can can
add on these add-on services.
But don't jump too much intosaying, oh my gosh, august is
just around the corner.
Pressure washing is gettingslow.
Now's the time to go all in onChristmas lights.
(25:49):
Now's the time to go all in onthese fall like seasonal
services.
Keep pressure washing movingforward, keep your brand going
forward with whether it's C3,wash Bros or Matt the driveway
guy, and then say, look, we dothis too, we do this too.
It's like would you like frieswith that?
Look at Burger King they'reknown for their Whopper.
Look at McDonald's they'reknown for their Big Mac.
They're not known for all theother items on their menu, but
(26:10):
people go there to buy otheritems on their menu.
It's like would you like frieswith that?
Of course I came here for theBig Mac.
That's what you're known for.
Figure out what you're knownfor and then don't let your foot
off the gas.
Don't say, look, we'reMcDonald's, we're known for the
Big Mac.
We're going to try to be thechicken sandwich people.
That's Chick-fil-A.
You're never going to competewith them there.
So, like those are your kind ofpriority services.
(26:33):
You're like top offerings.
Don't sway off of that.
Keep that brand intact.
And then, yeah, sure, look,we're number one in pressure
washing.
We can do sealing as well, andwe can also do painting or
whatever services you want tothrow on.
But make sure you keepeverything siloed out so you're
not diluting the entirety ofyour brand.
Like you don't want to be theguy on social media, where every
(26:54):
week you're posting a differentpicture of a different project.
If I started posting picturesof like, hey, we painted this
office today, or hey, we'redoing janitorial cleaning, or
hey, we're doing ceiling today,people are gonna be like wait,
wait, wait.
I thought this guy was thepressure washing guy and that's
how you wanna like you don'twant to sway off of that.
Speaker 2 (27:14):
Definitely hard to market, definitely hard to
provide value that way, ifyou're doing 10 different things
trying to market every one ofthem at the same time, for sure,
fully agree.
Speaker 1 (27:20):
So if you guys are adding on services, if you guys
are kind of in a position of meand clay figure out how to do so
correctly, where you're notdiminishing all the hard work
you've built up yeah, I meanthat's why we're here
transparency we want to help youbuild your brand is just as
good as we have.
Speaker 2 (27:35):
we've, we've, we've got it with the proofs in the
pudding.
We've got all the data to showyou that we're not just talking
bull crap here.
We're actually trying to helppeople in our industry in the
home service industry period.
So I think we've got aboutwrapped that one up.
It's been a great episodeactually.
I've actually learned somethings.
I always learn some stuff fromthat, and that learned some
stuff from me through theseepisodes too, so it's good to be
(27:59):
able to share it with everybodyelse as well.
Speaker 1 (28:03):
I think it's cool too because it's authentic and it's
coming from a frame of like.
This is a journal of what we'redoing day to day, what our
thoughts are.
So if, a year from now, you seeus have a different service
item, or if you see us do thisor you see us expand into here,
you can always go back to theseepisodes and recap what we were
talking about in our moment, howour mindset was and kind of
like the pain points and thesteps we took, and that's what I
(28:23):
think is a great value of ourepisodes.
If you look over at thisposition, I wonder how they got
there.
How about you check out theseolder episodes and go back in
time and see our thoughtprocesses and see everything at
the moment?
Speaker 2 (28:36):
So well, not only that is they're not scripted.
I mean, these are organic.
This is us just talking on thefly.
This isn't just something we'vescripted up and wrote up or
nothing like that.
Speaker 1 (28:45):
All of our podcasts are generic yep, yep comes comes
from a frame of authenticityand and as we work through our
problems, we're helping eachother grow, and then we help you
grow so, absolutely.
Speaker 2 (28:57):
But uh, make sure you guys go give me a follow.
Clay smith, on my personalfacebook page I am the pressure
wash guru on tiktok.
Uh, you can follow my businesspage, c3 wash bros llc.
I'm on youtube and on facebookas well all the platforms you
can find us.
Follow matt's business page.
Matt the driveway guy he hashis brand up page as well, brand
(29:18):
up.
Speaker 1 (29:18):
And then matthew jackson on his personal page on
facebook no doubt, and we'reworking on some cool stuff with
the wash bros join our communitygroup.
I think we have like 90 90 ofyou guys as members in there
trying to drop a lot of valueand continue continuing to go
forward.
As our busy season is kind ofgetting behind us, we'll be a
lot more active there and workon trying to position stuff and
(29:39):
help people grow.
But I mean this has been agreat, great experience for clay
and I.
We've been able to grow thisthing.
I got my stats pulled up herefor the wash bros on on this
real quick.
Let me just kind of see highlevel where we're at, as far as
we're getting like 700 to athousand downloads from you guys
every month.
So it's pretty cool to see theneedle move and getting like
(30:00):
almost 7 000 downloads.
Um, so, like it's, it's prettysweet and and and two, it's just
kind of one of those things.
It's it's an example of justshowing up consistency.
We did this thing uh, a year.
We kind of took some timebetween episodes, but then we
switched this year to make thismore of a weekly show and we've
been able to literally putalmost 6 000 new downloads on
(30:22):
this as 6 000 new downloads onthis episode, on this show, just
this year.
So that just shows what you cando.
When you show up, you'reconsistent, you're like clay
said, we're not scripting theseepisodes.
These are kind of authentic,these are spur of the moment
things that are relevant to ourbusinesses and ourselves as
individuals, and I think thisyear is going to end up
extremely great year for Clayand I, both individually, and,
(30:45):
we hope, for you guys too, asthe listeners.
But, like Kali says, follow uson socials, get into our group
and pretty much, hey, commentand engage with us.
We'd love to help out.
Speaker 2 (30:58):
But if that's everything, I wanted to say one
more thing.
Um, if you would, guys, we'regoing to start having guests as
well.
If you would please commentbelow on this live here and tell
us who you'd like to see on ourshow.
Speaker 1 (31:11):
Yeah, no doubt that helps out.
There's only so much to Clayand I can talk about not saying
there's any any less value thatwe can give, but it really helps
out when we're on shows withother guys Connect.
So if you guys have anyrecommendations or you want to
be on the show, comment belowand we can schedule you guys in.
Usually we shoot these on aSunday, but we can be flexible
with schedules.
We can record in advance.
(31:32):
Then we can just drop them atour normal hours, sundays at 8.
Speaker 2 (31:37):
All right guys, well, I appreciate you, everybody
listening as always.
Let alright guys, well, Iappreciate you, everybody
listening, as always.
Let's keep growing this thing.
Speaker 1 (31:41):
No doubt I'm going to drop the outro and we'll see
you guys next week.
Peace out.
Hey, what's up guys?
It's matt jackson and claysmith and we're the wash rose.
Thanks for tuning in thissunday evening.
Uh, july 27th, so it's superhot outside.
If, if you guys are in thesoutheast, like us, we're in
like record 100 degree heatindexes.
People are at the beach, kindof the summer slump as we're
(00:51):
talking about.
So this is going to be relevantepisode episode 25.
It's crazy, we're already at 25, uh, but I'll kind of war
gaming with clay before we'rehitting record here and I think
we are wanting to talk aboutkind of what's relevant in my
business and like the directionI'm heading.
Like every few years I like tokind of have a vision of where I
(01:11):
want to go with a business andwith recently, it's like okay,
the last couple years we figuredout, got off the truck, scaled
to two trucks and it's like okay, so what's that next vision?
Like where's everything going?
And if you guys are in thepressure washing space, you kind
of are feeling this year hasbeen a little more of a rough
year of it's like hey, if you'rejust purely in the residential
(01:34):
game, everybody's doing thisLike, and what we want to talk
about, this episode is goingforward, like what direction I
personally want to make mycompany and how I'm going to do
that.
But, more importantly, how youscale or diversify services and
how you position yourself tostay ahead of the market without
destroying what you have going.
(01:55):
And that's a huge factor.
And if you've listened to thepodcast before, you understand
that, like we kind of we're nottrying to make fun of these
types of people, but it's theshiny object syndrome.
We don't want to say, oh my gosh, I built a pressure washing
company to a hundred thousanddollars, I'm going to pick up
Christmas lights tomorrow.
That's going to set yourself upfor failure, as you're going to
confuse your audience, you'renot going to do a good job of
(02:15):
delivering and, as Clay and Ialways talk about, hey, if you
want to maximize the pressurewashing, you got to be ready to
hit it hard and be the top guyin that spring, summer and maybe
a little bit in the fall.
So what I want to do is kind oftalk about high level, my next,
my next vision, my next movesand, um, we'll, we'll go from
there and, uh, I'll let Claykick this thing off.
(02:37):
So there's the first, firstcouple of minutes of a rant, but
I feel like it's kind of anexciting time for me, as I've
been sitting on this for alittle bit and just kind of
seeing the directions of themarket.
Speaker 2 (02:51):
So you want to kick this thing off, clay?
Yeah, like we were talkingbefore we hit record, the
biggest thing about trying tofigure out what direction you go
.
We see so many guys doing somany different services but, as
me and Matt were talking aboutbehind the scenes here, if you
dilute yourself, you're notshowing as much value for your
brand.
So it's all about trying tomake sure you position yourself
correctly and to making surethat you're still providing that
(03:11):
value.
Because you can add Christmaslights, you can add sanding,
sealing, you can add whateverelse everybody offers in our
space as pressure washers, butif you're offering that as a
pressure washing company, itdoesn't show as much value as if
you were a per se, just aceiling company.
So if I were to hire, if Ineeded some ceiling done at my
(03:36):
house more than likely unless Imean I don't really know more
than likely I'm gonna hire theguy that does ceiling for a
living, not the guy that doespressure washing for a living.
Or if another example would be,as far as for Christmas lights,
I'm going to hire the guy thatputs up lights every day, like
landscaping lights or thehardscape lights or whatever
(03:59):
they're doing, versus the guythat does Christmas lights just
seasonal and they're a pressurewashing company.
So just small things like that.
Even with the training that youhave, a consumer doesn't know
that you've been to thesetraining classes.
They don't know that you'vebeen to the proper classes to
know what bulb is what or how tohang the bulbs.
I don't think a consumer reallygives a crap about if the bulb
(04:21):
is in the point of the eve orany of that.
I don't know much aboutChristmasmas lights.
I'm just speaking out my butthere.
But anyway, the the point is youwant to provide as much value
as you can.
You want to position yourselffrom the outside looking in.
Nobody gives a crap and I'vesaid it many times.
Nobody cares about your 10gallon machine with your
whatever nozzle fancy nozzle yougot, or what chemical you're
(04:44):
cleaning with, with the whatevercookbook these guys are talking
about.
I've never even had a cookbookor whatever they talk about with
a chemical.
The consumer does not care.
They just want their housecleaned.
They want it to look good whenthey leave and that's it right
and providing value.
And they want to feel confidentwhen hiring you.
I think that's the mostimportant thing.
(05:05):
How can I make my customer feelimportant, and how can I make
them be confident in hiring me?
So just stop this.
I mean, that's me and Matt arekind of in the same position.
I've been got off the truck.
I don't really care to get outand pressure wash anymore and
I'm thinking, okay, what can Ido without devaluing my cup?
Speaker 1 (05:26):
100% and it's a natural progression.
You're so growth minded.
Hey, like you start a business,you hit the ground running, you
max out yourself on the truckand then you're used to that
quality of like grind andbusiness momentum.
And then you get off the truckyou start to see, oh man,
there's like levels to this game.
So you start to see trends.
(05:46):
You're like, okay, you're notgoing to notice the ebbs and
flows of the season as much whenyou're a solo guy on a truck.
You're going to be like, ohcool, if I'm doing 40, $50,000 a
month like killing myself, andthen in the slower season or the
off season I'm able to do likestill around 25, $25,000,
$30,000,.
You're still busy most parts ofthe day.
So when you start to get offthe truck you start to notice,
hey, there's a lot of growthpotential around, there's
(06:08):
opportunity.
Like, what more can I get?
And the position I'm in is since, like over the years we've been
so heavy in the residentialside of things, we're noticing a
slip, just with this marketbeing flooded, with the market
being like full of newbies, andI've just noticed in the
summertime it's been hard toeven close our bare minimum of
like a $300 average ticket, orit's not a $300 average ticket,
(06:31):
a $300 minimum service ticket,and and that with a mix of lead
flow going down.
It's like, okay, what are thestrategic maneuvers I need to
make to get out of?
I'm seeing the writing on thewall.
Like after COVID, everybodyflooded, pressure washing.
Yeah it's a great business model.
Don't give it up, however.
Figure out how to positionyourself with the expertise you
(06:51):
have, with your brand in themarketplace, to make slight
pivots here and there, totherefore like maximize what
you're able to do.
Like we show up every day, wewant to work, we want to grind.
We don't want to be doing thisin a business.
That's kind of going to thewrong direction.
So smart businesses evolve,smart businesses pivot, and
what's been kind of my thing inthe last year or so is like I've
(07:13):
I've been able to with like mybrand positioning and all that
stuff, get more into commercialwork, which has been awesome and
that's one pivot I'm liking tomake and I've also last year or
two years ago, we picked up likea ceiling division.
So with the paver sanding,paver sealing, that's great.
I have a guy exclusively Aaron.
(07:33):
He's my go-to guy for that.
So, like again when I addedthis service, I'm not taking my
pressure washing guys off ofpressure washing every day and
then the momentum of my day isto push pressure washing as like
our primary service.
Like when I'm saying we want toexpand, we don't want to pull
(07:53):
our trucks off of pressurewashing and have them do
concrete ceiling Because, toClay's point, like a customer,
when they're looking to havesomething sealed and they're
spending thousands of dollars,they don't want to hire a guy
who's a jack of all trades andwe don't want to lose our
momentum from pressure washingto try to make a $10,000 job and
then lose more money andrevenue from pressure washing
because we're muddying ourselvesout.
(08:15):
So that's kind of the approach.
It's like I'm very careful withhow I make decisions to pivot,
but when opportunities presentthemselves you almost have to be
open-minded to like lean intothem and to go there or like,
say, a complimentary service andwhat I'm in now is like, okay,
what services can I add to stillmaintain that like premier
(08:37):
pressure washing company?
Yet we have other add-onservices that allow us to make
revenue here and there as likean upsell on a customer or loop
in a customer who, hey, I justwant my concrete sealed, cool,
we can clean that.
And like, what could that evenevolve into in the commercial
side?
Say, like sealing, if we'reconcrete sealing and paver
(08:58):
sealing, what about seal coating?
What about other things?
That kind of fit in thatalignment If you're, if you're
going after a certain commercialclient and you're able to
deliver the services they needwithout diluting it too far.
So that's kind of the positionI'm in now, where, hey, pressure
washing it's great, but we'rechasing $500 tickets and we're
(09:19):
moving the needle.
It's great, it keeps guys going, it's got great cash flow.
But with the economy how it is,as far as looking to scale,
what are some bigger moves thatwe can make that really align
ourselves and align ourselveswith the brand mission that we
have of like serving the upstatein our full capacity?
So you got any yeah, so.
Speaker 2 (09:41):
So one of the biggest things we were talking about
this before as well is okay,this, this doesn't really
pertain to the guys where it'slike it starts getting cold I
guess September, october whereit's just freaking freezing and
you can't even pressure wash.
But any of the guys where youknow we only have two weeks, I
think, of really cold weatherwhere we can't work and that's
(10:01):
pretty much, on average, maybethree weeks, you know when you
have days here and there,whatever.
But the biggest thing is a lotof guys are getting stuck.
They say, okay, august, theypretty much take their focus off
of washing.
So you're from August toJanuary, february, most of you
guys that do Christmas lights,that's all you guys are thinking
(10:24):
about.
You're completely forgettingabout pressure washing.
You're leaving so much revenueon the table.
I'll wash all the way to second, third week of december, right
right before christmas, uh,because that's when everybody's
getting ready.
And then we slow down injanuary and in february we back
up.
So you're leaving a lot ofmoney on the table focusing on
those ooh and ahs and whateverguru is talking on the Internet
(10:50):
that you're looking at right.
So you're leaving a lot of moneynot focusing and trying to
master the pressure washing game.
You've already given up.
You've already listened to allthe people that are on the
Internet saying, oh, it'sChristmas time, now we can do
Christmas lights and make abazillion dollars, however much
money they're talking about.
You can make so much money, butthe profit margin I mean it.
(11:11):
Pressure washing is good.
You're a pressure washer, be apressure washer, show value in
pressure wash.
You don't show value inchristmas lights, maybe like
matt saying open anotherdivision, saying okay, this or
maybe another llc or something,and say, okay, this is whatever.
Just open another division orcompany that pertains just to
Christmas lights, show morevalue and then have other guys
(11:34):
still pressure washing.
You're leaving so much money onthe table by doing that Because
another reason is going intoJanuary, february, you're
wrapping up the Christmas lights, taking all these lights down
where you're already behind perse, me or Matt, because we have
been focusing on pressurewashing the same time, so you
can make just as much moneypressure washing as you can
(11:55):
pressure washing and lights.
I mean I've heard it.
I've heard guys doing the.
I've heard guys talk about therevenue they're doing with
lights and pressure washingtogether and me and Matt still,
nine times out of 10 do morethan the guys doing better.
Speaker 1 (12:07):
And and to like I hear as well granted, I can't
speak cause this is not what Ipersonally run but like, yeah,
you put up a lot of revenue, youkeep your guys busy, the lights
are great to keep payrollmoving right.
So it's like, okay, cool, Idon't want to let go of my guys
in the wintertime.
Like how can I keep the ballrolling, how can I stay busy,
how can I move the needle in mybusiness?
And kind of to Clay's point,you don't want to dilute
(12:30):
yourself to the point whereyou're like oh man, I'm jumping
on trends here, because what'sgoing to be the next thing when
everybody's doing Christmaslights and it's driven the
market value down, almost likepressure washing, is you got
people who are cleaning housesfor $99, like in every market
now, and it used to be a joke oflike oh, these highly saturated
Florida markets.
Like somebody is going topressure wash your house for 99
bucks.
But like you're starting to seethat in all these markets
(12:52):
because the YouTube guys orbecause every kid's 16 years old
, there's a company I sawthere's a sign where they put it
up on Woodruff Road, a mainarea in our town, and the
company's name was like Savingfor College Pressure Washing,
like that's fantastic.
But literally like you'recompeting in a market with stuff
like that, whether it be likethis kid is trying to put up
(13:15):
Christmas lights, this kid'strying to do this, this kid's
trying to put up Christmaslights, this kid's trying to do
this, this kid's trying to dothat.
And that style of marketing,that guerrilla marketing, is
fantastic if you're startingfrom scratch, but as a
legitimate business, as abusiness where you're an expert
in a field, like Clay and I bothhave the like the best in the
upstate for pressure washing.
So we're both trying to lean onthat, like we wanna lean on hey
(13:44):
, we're the top guys forpressure washing, we are sitting
on top of google.
Our objective is to maintainthat image.
We don't want to say, oh, bestin the upstate for this.
And then now we picked upsomething completely out of left
field over here and we do thistoo.
Or oh, we're doing sod installstoo.
Or like I know when thehurricane hit, a lot of people
jumped into like, oh, we'redoing leaf leaf removal, or
we're doing tree removal, we'recutting down trees, and
meanwhile like, yeah, ourrevenue may have dipped a little
bit because we weren'tdiversified into that, we were
(14:05):
still hitting hard, hitting homelike pressure washing is our
number one.
But I guess my point is, as youget to a certain level and kind
of position where I'm at tooit's like, where do we start
saying, like Clay says, createanother LLC or create some
differentiated, you can stillcontrol it and do it, but create
a differentiation between hey,matt the driveway guy, this and
(14:27):
pressure washing and then othertiers of what services you're
doing.
And I think that's kind of thepivot I'm looking to have.
I've shifted my marketing thisyear on social media and I've
really tried to like position mybrand a little heavier into
like commercial and I've noticedit's attracting a different
type of customer.
I'm no longer getting thoselike lower ticket residential,
(14:49):
like Facebook groups, like whocan pressure wash my 2,800
square foot house request.
But I'm more trying to positionmore into like how can I go
after like cities or how can Igo after facility directors and
stuff like that.
And um, as far as like likeclay's point with the ceiling,
paper ceiling, that's adifferent type of customer, like
(15:09):
we have people I had a customerin the cliffs, she reached out.
She's like hey, I, I, I want touse you guys for ceiling.
You guys have a ton of reviewson Google but I see a lot of
them are pressure washingreviews.
So almost to Clay's point there, like somebody's looking to
hire somebody that's an expertin that field.
So like how we've done it, I'vepretty much said, hey, look, we
(15:30):
have a completely separatedivision where we run our paver
sealing and our paver sanding.
So I wanted to differentiatemyself and say, look, I don't
have a guy pressure washing oneday and is going to go out and
try to sand and seal your paversthe next day, like we have an
exclusive team that focusespurely on that.
And then the woman was coolwith that and I was like, hey,
(15:50):
just as you see us focus anddedicate ourselves to being a
top pressure washing company, wehave that same level of focus
and dedication to this otherservice item.
And I think, as you get to thepoint of growth, when you want
to add on other services, it'sextremely important that you're
able to maintain that qualitycontrol and that focus upon each
(16:12):
service.
Speaker 2 (16:15):
Yeah, you don't want to look like a handyman.
I think that's the biggest thing.
You don't want to be a painteror putting up ceiling fans.
I actually had a propertymanagement company call me a
couple weeks ago and said hey,you watched this big building
for us back in February but justwanted to know if we've had a
storm come through and it bustedout a window at this building.
Will you mind going andboarding it up?
(16:35):
I said, sir, I'm a pressurewashing company.
If I go through and I put aboard up for you and something
happens, it is my responsibility.
I'm liable for whatever happens.
I'm not interested, I am just apressure washing company.
They called me again a few weekslater and said Clay, there's
some ceiling tiles missing inthe parking garage.
Can you go fix those for us?
Sir?
(16:56):
I told you a couple weeks agoI'm just a pressure washing
company, so it just shows morevalue.
I kind of stay pretty firm withthat and you know, I think it's
perfectly cool if you want toadd those services, but you've
got to do it the appropriate wayto be able to provide more
value.
You don't want to be a pressurewasher cutting grass.
I've just seen a lot oflandscape guys doing that.
(17:18):
It just doesn't make sense tome as a business guy, from a
business standpoint.
Speaker 1 (17:24):
I fully agree with you there, because every
landscape guy has started to tryto learn how to softwash, how
to pressure wash.
And then you don't want to loopinto like, oh well, if your
selling point to a customer islike, hey, we're an exclusive
pressure washing company, andthen you have these kind of
add-on ancillary services thataren't put together in the
appropriate way, where you'relike look, we have a dedicated
team that does this and they runexclusively with this in its
(17:46):
own siloed section.
You're almost dilutingeverything you've built up.
Like you're trying to be likenumber one pressure washing.
You're trying to say, hey, look, it's our objective.
My desk is adjusting.
Problems of fancy desk.
Yeah, but I'll just bend downto complete the episode.
(18:08):
It's one of those fancystand-up desks that move up and
down, oh, okay.
But you get to a point where,like Clay says, you don't want
to spend so long building abrand, and then you pivot and
then customers say, hey, youused to be great when you did
this, but now you're no longerdoing that.
It's almost the same thing whensomebody buys up a company and
say, hey, this guy who ran anexclusive pressure washing
(18:30):
business did fantastic.
They get a new owner.
The new owner tweaks a coupleof things and then they don't
want to use those people anymore.
And it's whether you stillcontrol the company or if you
don't control the company.
If you make a pivot, you mightmake yourself look more as a
generalist as opposed to aspecialist yeah, I mean, you're
basically shooting yourself atthe foot at that point.
Speaker 2 (18:51):
You've worked so hard to build a brand, so hard to
build a value.
I'm the best pressure washer.
I can do this, I can do that.
I've cleaned these buildings.
I've cleaned those buildings,but hey, now I'm offering uh, I
cut grass now, or hey, I paintnow, or hey, I stay now.
Create another division, createa brand for it.
Somehow put your twist on it.
Don't just add a millionservices and say, oh, I can
(19:12):
paint, oh, I can fix yourceiling fan, oh, at that point
you're just a handyman.
So you might as well say, oh,I'm joe's handyman service, or
something like that.
Um, and it just cuts down yourvalue.
And at that point it's justhard to structure your business.
If you're doing a milliondifferent things, it's hard to
know like, hey, okay, hey, thismonth I want to hit 70 grand.
Well, how am I going to getthere?
How much?
How you?
(19:33):
Just, if you're doing a milliondifferent things, you don't
know how to properly scale yourbusiness.
You don't know what numbers yougot to hit, you don't?
It's just all over the place.
Speaker 1 (19:41):
Fully agree, and I guess too, the point being, if
we're, we're not necessarilytalking to somebody who's um,
hey, say you're running a$500,000, a million dollar
business, yeah sure, if you wantto add on services, that's
amazing.
And that's kind of the positionwhere I'm at now.
I just don't want somebody tosay, hey, I'm doing a hundred
thousand dollars, I just startedthis business.
(20:03):
I don't really have a cleardefined brand yet.
I'm looking to build this cleardefined brand.
I'm doing the work myself.
I think the key indicator thereis like, if you're especially
doing all this work yourself,you don't really have any
business really diversifying out.
If you're having to pull yourteam that pressure washes to put
up Christmas lights, you're notreally doing yourself a service
.
And we run into this a lot withcompetitors or local guys.
(20:23):
Or, hey, man, can you help meout in the winter because I
pulled my pressure washingtrucks off?
Can I do work with you?
Can I sub you work?
Can I sub this?
You don't want to lose yourclient base.
You don't want to lose yourmarketplace value by being that
guy who's like sorry, we're busyfor three months because we're
we're, we're not pressurewashing right now we're, we're
doing Christmas lights.
We don't, we don't want to dothat.
We want to figure out, like,okay, how you build your team
(20:46):
for pressure washing.
Copy paste that formula, buildthose systems out and if you
want to add on services through,like Clay says, put a twist to
it, say, hey, look like we'reour ceiling division, like we're
a different division withinMatt the driveway guy, but we're
still the leader in pressurewashing.
And it's really important thatyou don't just jump ship to
another shiny object, causethere's going to be so many
(21:08):
trends.
Everybody, every guru,mastermind, is saying oh, this
is the new thing.
Go go stripe parking lots.
Cool, like that may be a greatopportunity for you, but make
sure if you're going about it,you're doing it correctly.
Like I would, I would love tolook into like higher quality
ceiling services.
We pressure wash some of thesetennis courts and then it's like
higher end stuff.
But I wouldn't do it like Mattthe driveway guy, pressure
(21:31):
washing with that.
I would figure out how tocreate like a, a different LLC,
or or create something under theumbrella of Matt the driveway
guy, but it would be exclusivelyits own beast, with its own
marketing, with its ownprofessional, with its own team.
I'm not trying to sit over hereand say, hey look, I can paint
your house while I'm pressurewashing your house and then I
can seal your driveway.
That may be great to have onein.
(21:54):
A few people might say, oh,that's fantastic, you're going
to do everything once, one, one,one stop, one shot guy.
But overall that's not going todo the best thing for your
brand.
Like it's almost like withGoogle.
We're trying to, we're tryingto lock down certain keywords.
We're not trying to say, oh,we're the best at everything on
Google.
Google is going to reward thatguy who's like SEO for, like,
(22:17):
green South Carolina pressurewashing, this is your one guy
and we're not here trying to.
Well, I want to do guttercleaning and I want to do roof
washing and I want to do that.
You almost have to pick thatniche and be that number one guy
in that niche.
So like you get to the phasewhere Clay and I are in, where
we're like looking, looking,looking forward to that next
pivot yeah, sure, almost do itwhere maybe there's like a
(22:42):
partnership in something or youfind somebody who's already the
top in the field and you likekind of buy in with them and
then you do a little work likethat.
Don't just start something andthen four years later start
something completely differentand then expect both of them to
juggle and not have likediminishing returns on your
business well, the biggest thingit's like, okay, you're
(23:03):
starting over again.
Speaker 2 (23:04):
And then a lot of the things that I see with the
mistakes that people make isthey say, okay, I'm done with
pressure washing, and then theytake all their attention off of
pressure washing, they don'tcare about it anymore, they're
not putting in the work everyday like they used to and
they're worried about this otherone.
Well, if the other one fails,then you got to go back to fall
back on pressure washing, butyou haven't been putting in the
work, so it's, you're back tosquare one, yeah exactly.
Speaker 1 (23:28):
The grass is only greener where you water it.
So if you're over here tryingto, like, get the newest grass,
get new grass, seed aeration, doall this crazy stuff, and your
neighbor is just cutting hisgrass all the time, watering it
when he's supposed to, he'sgoing to out-survive you.
He's trying to changeeverything up every now and then
Because, like Clay and I alwaystalk about, it's not hard to go
from zero to a hundred thousanddollars in this.
(23:49):
Every guru on Facebook issaying, oh, buy my course, I'm
18 years old, I had $5,000 andnow I have a hundred thousand
dollar a year business Cool,that $5,000.
And now I have $100,000 a yearbusiness Cool, that's great.
Most people can do that whatyou're doing.
If you wanna make this afull-time business, if you wanna
make this a career, if youwanna, like, make this your
brand, you gotta be specialized,you gotta be an expert and you
gotta be follow kind of the washrose mindset.
(24:11):
I didn't say, oh, look, there'san opportunity to to do paver
sealing and sanding.
I'm going to say, matt, thedriveway guy, sealing and
sanding experts.
I'm going to say, hey, we'restill the pressure washing guy.
This is what we do in adifferent division within our
team because I've had this askind of like an add on service
and we've been able to grow itkind of passively.
(24:33):
But I haven't taken my foot offthe gas with pressure washing
Like, yeah, sure, I can go outand seal a driveway and make
1200 bucks in like three hoursof time or even less, but I'm
not going to take my foot offthe gas of the $300 driveway
cleaning job because I see thatover there as a shiny object.
Speaker 2 (24:52):
Yeah Well, not to mention I don't know how sealing
works.
I'm not very I'm prettyignorant when it comes to that
services, but nine times out of10, you're going to hear back
from the pressure washingcustomer before you hear back
from the ceiling customer.
So you want to make sure youtake care of those more residual
people too.
Speaker 1 (25:05):
A hundred percent.
Yeah, the ceilings.
A lot of times it's one anddone, unless you're using, like
a, a urethane based sealer, oryou're using a sealer that's
like a, a pretty seal than not.
If you're sealing a driveway,you're, uh, almost preventing
yourself from cleaning it againyeah, so the volume isn't there
as much as pressure washing notso much.
(25:27):
It's.
It's great for average ticketsand padding tickets, so that's
why it's a great ancillaryservice.
It's like pressure washing is agreat thing to keep your focus
on.
Build that business, keep yourrevenue, and then you can can
add on these add-on services.
But don't jump too much intosaying, oh my gosh, august is
just around the corner.
Pressure washing is gettingslow.
Now's the time to go all in onChristmas lights.
(25:49):
Now's the time to go all in onthese fall like seasonal
services.
Keep pressure washing movingforward, keep your brand going
forward with whether it's C3,wash Bros or Matt the driveway
guy, and then say, look, we dothis too, we do this too.
It's like would you like frieswith that?
Look at Burger King they'reknown for their Whopper.
Look at McDonald's they'reknown for their Big Mac.
They're not known for all theother items on their menu, but
(26:10):
people go there to buy otheritems on their menu.
It's like would you like frieswith that?
Of course I came here for theBig Mac.
That's what you're known for.
Figure out what you're knownfor and then don't let your foot
off the gas.
Don't say, look, we'reMcDonald's, we're known for the
Big Mac.
We're going to try to be thechicken sandwich people.
That's Chick-fil-A.
You're never going to competewith them there.
So, like those are your kind ofpriority services.
(26:33):
You're like top offerings.
Don't sway off of that.
Keep that brand intact.
And then, yeah, sure, look,we're number one in pressure
washing.
We can do sealing as well, andwe can also do painting or
whatever services you want tothrow on.
But make sure you keepeverything siloed out so you're
not diluting the entirety ofyour brand.
Like you don't want to be theguy on social media, where every
(26:54):
week you're posting a differentpicture of a different project.
If I started posting picturesof like, hey, we painted this
office today, or hey, we'redoing janitorial cleaning, or
hey, we're doing ceiling today,people are gonna be like wait,
wait, wait.
I thought this guy was thepressure washing guy and that's
how you wanna like you don'twant to sway off of that.
Speaker 2 (27:14):
Definitely hard to market, definitely hard to
provide value that way, ifyou're doing 10 different things
trying to market every one ofthem at the same time, for sure,
fully agree.
Speaker 1 (27:20):
So if you guys are adding on services, if you guys
are kind of in a position of meand clay figure out how to do so
correctly, where you're notdiminishing all the hard work
you've built up yeah, I meanthat's why we're here
transparency we want to help youbuild your brand is just as
good as we have.
Speaker 2 (27:35):
we've, we've, we've got it with the proofs in the
pudding.
We've got all the data to showyou that we're not just talking
bull crap here.
We're actually trying to helppeople in our industry in the
home service industry period.
So I think we've got aboutwrapped that one up.
It's been a great episodeactually.
I've actually learned somethings.
I always learn some stuff fromthat, and that learned some
stuff from me through theseepisodes too, so it's good to be
(27:59):
able to share it with everybodyelse as well.
Speaker 1 (28:03):
I think it's cool too because it's authentic and it's
coming from a frame of like.
This is a journal of what we'redoing day to day, what our
thoughts are.
So if, a year from now, you seeus have a different service
item, or if you see us do thisor you see us expand into here,
you can always go back to theseepisodes and recap what we were
talking about in our moment, howour mindset was and kind of
like the pain points and thesteps we took, and that's what I
(28:23):
think is a great value of ourepisodes.
If you look over at thisposition, I wonder how they got
there.
How about you check out theseolder episodes and go back in
time and see our thoughtprocesses and see everything at
the moment?
Speaker 2 (28:36):
So well, not only that is they're not scripted.
I mean, these are organic.
This is us just talking on thefly.
This isn't just something we'vescripted up and wrote up or
nothing like that.
Speaker 1 (28:45):
All of our podcasts are generic yep, yep comes comes
from a frame of authenticityand and as we work through our
problems, we're helping eachother grow, and then we help you
grow so, absolutely.
Speaker 2 (28:57):
But uh, make sure you guys go give me a follow.
Clay smith, on my personalfacebook page I am the pressure
wash guru on tiktok.
Uh, you can follow my businesspage, c3 wash bros llc.
I'm on youtube and on facebookas well all the platforms you
can find us.
Follow matt's business page.
Matt the driveway guy he hashis brand up page as well, brand
(29:18):
up.
Speaker 1 (29:18):
And then matthew jackson on his personal page on
facebook no doubt, and we'reworking on some cool stuff with
the wash bros join our communitygroup.
I think we have like 90 90 ofyou guys as members in there
trying to drop a lot of valueand continue continuing to go
forward.
As our busy season is kind ofgetting behind us, we'll be a
lot more active there and workon trying to position stuff and
(29:39):
help people grow.
But I mean this has been agreat, great experience for clay
and I.
We've been able to grow thisthing.
I got my stats pulled up herefor the wash bros on on this
real quick.
Let me just kind of see highlevel where we're at, as far as
we're getting like 700 to athousand downloads from you guys
every month.
So it's pretty cool to see theneedle move and getting like
(30:00):
almost 7 000 downloads.
Um, so, like it's, it's prettysweet and and and two, it's just
kind of one of those things.
It's it's an example of justshowing up consistency.
We did this thing uh, a year.
We kind of took some timebetween episodes, but then we
switched this year to make thismore of a weekly show and we've
been able to literally putalmost 6 000 new downloads on
(30:22):
this as 6 000 new downloads onthis episode, on this show, just
this year.
So that just shows what you cando.
When you show up, you'reconsistent, you're like clay
said, we're not scripting theseepisodes.
These are kind of authentic,these are spur of the moment
things that are relevant to ourbusinesses and ourselves as
individuals, and I think thisyear is going to end up
extremely great year for Clayand I, both individually, and,
(30:45):
we hope, for you guys too, asthe listeners.
But, like Kali says, follow uson socials, get into our group
and pretty much, hey, commentand engage with us.
We'd love to help out.
Speaker 2 (30:58):
But if that's everything, I wanted to say one
more thing.
Um, if you would, guys, we'regoing to start having guests as
well.
If you would please commentbelow on this live here and tell
us who you'd like to see on ourshow.
Speaker 1 (31:11):
Yeah, no doubt that helps out.
There's only so much to Clayand I can talk about not saying
there's any any less value thatwe can give, but it really helps
out when we're on shows withother guys Connect.
So if you guys have anyrecommendations or you want to
be on the show, comment belowand we can schedule you guys in.
Usually we shoot these on aSunday, but we can be flexible
with schedules.
We can record in advance.
(31:32):
Then we can just drop them atour normal hours, sundays at 8.
Speaker 2 (31:37):
All right guys, well, I appreciate you, everybody
listening as always.
Let alright guys, well, Iappreciate you, everybody
listening, as always.
Let's keep growing this thing.
Speaker 1 (31:41):
No doubt I'm going to drop the outro and we'll see
you guys next week.
Peace out.
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