Featuring David Krengel, CEO of YD Wood Floors

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Episode Transcript

(00:00):
The following is a paid podcast.iHeartRadio's hosting of this podcast constitutes neither an
endorsement of the products offered or theideas expressed. It's time for Mind Your

(00:28):
Business on seven ten w R andthe iHeartRadio Network to present the weekly business
radio show produced by the award winningmarketing firm bottom Line Marketing Group b LMG,
sharing business and marketing strategies to makeyou and your business successful. Now
here's your host, the president andfounder of bottom Line Marketing Group, Yets

(00:49):
Hawks Sapless. Welcome to another editionof Mind Your Business right here on seven
ten war Always of New York andaround the role on the powerful ILL Radio
Network. And this week we're catchingup with David crandle CEO of hyd woodfors
and where are we in having ourconversation from from the Pinnacle Conference in Toronto,

(01:11):
Canada. David, Before I getto my guests, first, some
background about about the show. Again, we've been on actually we are completing
our eighth year. We started inJuly twenty fifteen, and we've had such
incredible guests on the show. Stevensay it Off, the former CEO Sacks
Off, the Avenue, bethcom startformer vice chair and CMO at General Electric,

(01:34):
Seth Goden, Chef Hike and RemoteRay. These names Mike McIntyre,
John Scully, the former CEO ofApple and PEPSI. How cool is that
we just recently had the CEO ofDale Carnegie. Why am I saying this
because the listeners have come to expectincredible business content from big business influencers week

(01:57):
in a week out, and weappreciate your confidence in the show and that
of course helps to attract and throughthe various different channels that were syndicated on
of course Business Class, in thearticle in The Jewish Home and on Nucky
Radio, etc. Special shout outto the great team at bottom Line Marketing
Group blmgu plays a critical support rolefor the show in particulars Really SUI,

(02:19):
thank you so much for traveling outhere to Toronto, Canada the Pinnacle Conference
to record these shows. A specialshout out to Darren Peter and Robert at
seven ten WR. Thank yous thatBenner for the shout out, and without
further ado going to tonight's guest DavidCrane, CEO of why D Woodfloors.
Why the Woodfloors is established over tenyears ago back in twenty eleven and supplies,

(02:44):
installs, and finishes hardwood floors inthe entire Tri state area. Why
de Woodfloors insures customer satisfaction and makesthe entire flooring process as simple as possible
for the customer. We say helloand welcome to David Crangle. Thank you
for joining me here in mind yourbusiness. Welcome, it's clock. Thank

(03:05):
you so much for bringing me onto the show. It's honored for me
to be here. Thank you,and I feel I'm just a very good
place to be here. Thank you, and you know, being here at
the Pinnacle conference. At a specialshout out of course to Norm Norm Trainer
and Keida Denning for coordinating this incredibleconference. We could potentially may even get

(03:28):
to and share some secrets about aboutYB and maybe certain things that were implemented,
of course, without sharing without givingaway the FOURT because obviously your secret
sauce is what what makes YB sounique. But David, perhaps can you
explain the concept of how a productcan be much more than a product and

(03:52):
can truly provide customer satisfaction? Some, being a flooring expert and doing
what floors for over twelve years twelveyears in my own company, and I
got that point that a floor isvery very personable. It's very very a

(04:13):
very sensitive subject. People have veryvery high expectations on what floor And this
brought me to become who I amtoday, Kane, because you was saying,
just in all flooring, please carpeting. You know, it's the type
of thing that like, Okay,you walk on it, but but you

(04:36):
walk on it, and you expectthat walking on it should be a long
lasting, a very long lasting product. People expect you touch the wall in
the house, you touch anything thehouse that breaks in a second. But
if you walk on the floor andyou keep on walking and anyone walks on

(04:57):
the floor, you only walk onthe floor, and they expectation is so
high that the it must be along lasting product. And also without any
issues. If there is any littleissue, you're right away get a phone
call what's going on. So it'sa it's a very sensitive, very sensitive
subject, and that's why a floorneeds to be done right. So David,

(05:20):
it really brings me to my nextquestion, how important is it to
truly listen to customer feedback? Acustomer calls up and maybe they're and there
maybe it's it's obviously we all prayfor the compliments, and the compliments I'm
sure come. But let's say there'sa critique or suck I was complaining.

(05:41):
Maybe they're not even correct, they'renot right, But how important is it?
So that's why it's extremely important whenyou start discussing the flooring in the
beginning with the customer, when theywalk into you the first time, saying,
hey, are you a flaw andits very to become very attentative,

(06:01):
listen to what they expect, whatdo they want, how do they want
it, and just make sure thatthey get that experience because later when it's
going to be all done and everythingis going to be finished, every sentence
what they said, they're going torepeat to you. We told you.

(06:23):
Then station to the point, veryvery listen carefully early on because that's the
guidance and ultimately what's going to happenright and the themeback and the way if
they appreciate it or not will bebased on the experience that you provide,
which you were giving the heads upbecause they did tell you from the outset.

(06:46):
The key is to make sure tolisten and to implement yeah all the
time. I come to the customer, and the customers says David, what
was this? You know so rightaway want to see is it something that
affects the whole floor, is itin one area? Is it a defect
of the product. That's why it'svery, very very important to just keep

(07:11):
the ear open and make sure thatyou just listen, just listen to the
customer. Now, David, youtalk, of course about implementing the feedback.
But now we go to the questionabout doing the homework. You are
known in the industry of someone thatdoes their homework. Can you tell us
why research is so important for aCEO of a company and to do the

(07:34):
homework? And I just say,well, work yesterday, work a week
ago, worked a month ago,worked a year ago, or rather stay
on top of the trends and dothe research. Why is that so?
Why is that so key? So? The flooring industry is a very very
complex market. You're going to gointo any local suppliers, they are going

(07:57):
to sell you anything that's on theshelf. There's so many things on the
shelf. There's so many products thatyou could buy and you could choose from,
and there's only a few that customersare going to be happy, and
most of it is going to justbe problematic. And the whole idea is

(08:18):
that when you do a floor,you want to bring something that's going to
last a very long time, notsomething that they sell, something that's good
for this environment, something that belongsin this type of setting. If it's
in floor heat, if it's highhumidity, or if it's low humidity,
whatever it is in the setting,you have to make sure that you're going
to bring something that's going to last. The customer is not going to be

(08:43):
happy. If they have to callyou with a problem, then the whole
job wasn't worth it. And it'snot it's not anything that you want to
be. You don't want to bethere or speaking with David crandall, CEO
yd Wood Floors, we're gonna takea sure commercial bright Stay tuned. Shea
Rubinstein, executive vice president of theJCON Conferences, inviting you to attend our

(09:09):
real Estate Summit on Tuesday, Julyeleven at the Hilton in Staten Island.
For more information and to register,please visit attend jcon dot com. Once
again, attend jcon dot com,where you'll hear from panelists, speakers networking,
mentors and anything related to real estateand of course the gray food.

(09:30):
Don't miss it once again, pleasevisit attend jcon that's a T T E
N D j c O N dotcom for more information, to see all
the different panels and line up,and of course to register. Looking forward
to seeing you once again at attendjcon dot com for the JCON Real Estate
Summit Tuesday, July eleven at theHilton in Staten Island. Paraflight Luxurious at

(09:58):
Private. Our network of jets andhelicopters provide stress free corporate flights for discerning
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Experience the paraflight difference eight four,four, five, three, eight one

(10:46):
nine one one, and we're backmind your business with the six applis right
here on seven ten and wr thevoids of the organ. I guess is
the CEO of hyde Wood Floors,David Ranle, And we're recording the show

(11:07):
from the Prinical Pinnacle Conference Pinnacle Conferencetwenty twenty three in Toronto, Canada.
Ends I'm catching up with David Kranelebecause he's one of the participants here and
he has a great story to shareagain why Dwood Floors has been in operation
for twelve years. He excels incustomers service in many areas. In a

(11:31):
fact, I want to turn toDavid and something you know from being on
the fun lines for over a decade, what would you say is the key
to your successhow success in a companyin general? But but you could say,
you know what, this was reallya key to miss. So the
very very big part of systems settingup and setting up systems that work that

(11:56):
you should be able to grow.What's flooring specialists? We do custom finishes,
We do very nice work. Wealso are a construction company. We
have to come in between the raindrafts. We have to install the floor
before the time that I after theset rout, and four we have to
be able to coordinate between so manytrades. And then the floor then needs

(12:20):
to still be something that lasts andand and something very strong. So in
order to get that you need tohave systems and place they should be able
to execute. We used to dojobs that used to take months. I

(12:43):
used to come to before we setup and the manager, the owner,
the developer, they call us.They say how much time you need to
do this building? And I usedto accept to everyone and start to the
SA called back the guy and Isaid this job is going to take four
weeks, and the guy was veryhappy. And then it was time.

(13:05):
We wanted to do more and wewanted to not be stuck on one project.
Wanted to be able to do abunch of projects and go on.
And so we implemented systems that weshould be able to work much less on
the job, more on the setup, more of the preparation, more on

(13:26):
the proactive, being proactive and takingcare of all the little things that need
to get done. Because when youdo what flows, you're like having a
shop and the you're like setting upa whole shop. But where you set
up everything beforehand and you have everythinglined up. You have these good systems
in place that tell you take careof this, purchase all the stuff,

(13:48):
get everything lined up. So bythe time you get the call to come
do the project, everything is readyand we come you just come in,
go out. You don't understand one'sway. And I would imagine over time
that you perfected the process right overthe years. Now you've learned in the

(14:09):
early years and now you have itdown to a sign. So we used
to do these custom houses and it'simpossible to do it like it was impossible
to do a custom house with somany different designs. That's custom everything's customer.
Floor is built in into the room. How's the room going to look

(14:30):
after the floor is finished? Soyou need to come into the room and
make sure that And it's not likethe plan. The plan is never like
the final final So where you comein you need to And it take so
much time to deliver a quality productjust one, two three. So why

(14:50):
did we do We implemented a systemthat we don't work on the customer's time.
We work. We do it onour time. No one is making
nonice calling, no onice calling hey, wait, when are you coming?
When are you coming? We callthe costom, we call that, we
tell them, hey, everything's ready. We could come in. Everything is

(15:11):
ready, and by the time theycall us, we're just gonna be We
didn't now lately a bunch of customjobs that it just took us some jobs
half a day. We used tosit there five days, seven days,
half a day. Why system setup being proactive and now now David,

(15:35):
you're running this company, you havea team under you. But talk about
the role of the CEO. CEOhas to show up every day, confident,
excited, passionate. Right, theycan't be in some type of sour
movie because it's gonna affect the entireteam. How maybe you could speak to
that the role of the CEO.It's very very important to be positive and

(16:00):
confident, and work is hard.It's not easy to go and knock out
a job. It's very, veryvery important to come with the positive approach
that everything's going to be good andwe're going to figure everything out. Just

(16:23):
because things go so quick, andwhen things go quick, it could break
down, could break down, andthings it's not going to go. You
make a schedule and you say it'sgoing to we're going to be finishing two
days and the three days, andthen it comes a day and you see
it's not going to happen. Thisbroke and that fell down, and he

(16:45):
didn't show up and they didn't showup, and we show it up and
they're not ready, and there's somuch dealing with so many details. You
must be positive and ordered to drivethis. Now here's a key and a
delicate question. In order for acompany to scale, they do have to

(17:10):
delegate. You have to have agreat team, right, there's aliminate amount
of time in the day to overseeeverything. Every client wants to know that
the CEO is involved on sum up? What's your recommendation on that? Because
I'm sure you know Yd has agreat team overseeing the projects. But still,
I imagine every client wants to knowthat David cranele is look't have to

(17:32):
my job correct when? When?When when we go and we confirm a
sale with with any client, anycustomer, any developed, for any contract,
any designer, they expect David Kringelto understand and to be a pap
of every little aspect. So whenthey call me, they need to be

(17:53):
informed right away. What's going on. And I also need to know what's
going on, So it's very importantfor me to know to be in the
know every step on the way.And this, I mean, let's face
it, in a job like thisis a lot of details, and it's
over a length of time. Likeyou said, some are four weeks,

(18:15):
some I don't know if it's fairto say, it could be a few
months, especially a big project.So that means you're you're you really have
to I don't know how you doit. There's all you're hoping about that
in the day, but to reallybe kept abreast of all the details of
what's going on on each job side, right, So this is a very

(18:37):
very strong parts that I focus onsystems that I should be in the know,
that I should be able to knowwhat's going on. I used to
not know, used to have somany jobs, but I do not know
who's going to be ready next,What are we gonna need to go to
him, What are we gonna needto go with here? Now? When

(18:59):
we have system in place, sowe already check in advance that we so
we know all these jobs are goingto be down later. And this is
we don't need to look at andthis is and I'm only focused on these
job, these projects that are importantnow at the moment, and I always
keep space for the for my relationshipsto make sure that I have space for

(19:26):
them and time so that it isI'm gonna be here that they are spanning,
they have been serviced, and they'rebeing taken care of that they get
David Krangel, Now here's a keyquestion. Why is it important for a
company to provide full service and notonly one piece. So, for example,

(19:47):
you are a hardwood flooring specialist,when you come in, you're like
taking care of that entire process rightfrom You're working along with either the interior
decorator, interior designer, the architect, the contract or, whatever the case
may be, and overseeing that andthen ordering the supplies, laying it down.

(20:08):
Sir, I imagine servicing it.This are like a lot involved,
as opposed to some companies are justlike okay, just you know, I'll
just do one side of the equation. Why is it Why from your perspective,
is it critical? And I knowagain WHYB does this that you look
after the entire flooring project. Soin the beginning, when we started,

(20:32):
we were a flooring installer. Wedid just installation and finishing and finishing,
so we did stolen finished, andwe bumped into so many issues where we
need to take responsibility on every singlepiece that there isn't a part and the

(20:55):
what's floor, the installer is responsibleif the floor moves, if the customer
has a very very they call hello, what's going on? We have movement
in our flaws and if I don't, I'm now involved in the selling part
in the material. Then it's veryhard for me to keep control and to

(21:17):
say, okay, now let's gocheck where did they buy it? A
where they go, it doesn't itdoesn't go together. So we right away
took the approach that whatever we do, we don't do it one hundred percent.
We're gonna make sure we're gonna bringproducts at work, and we're gonna
make sure we do finishes at work, and we're gonna make sure that we
do everything that works. A matterof fact, we had a years ago

(21:40):
was a certain world Brazilian cherry,very popular world, extremely popular. Everyone
came in and acting, hello,what do you want Brasilian cherry? Basilian
cherry, and then and these desirescame in and they said let's go,
let's do it, and every singlejob we did was failing. We couldn't
figure out how to finish the productand make sure the customer is going to

(22:07):
be heck, and we came backand we redid every house, and it
costed thousands and tens of thousands ofdollars to get and figure out what's going
on here. We didn't we didnot know what we went with the product
they called why didn't finish work?They had names, syndrome on a finish

(22:27):
and different types of reasons, butthe bottom line is it did not work.
We went to the bottom of it, we figured out which product,
we found the product that works,and since then, this was seven years
ago, since then, we discontinuedall the products from the failing and we

(22:51):
use only this product for finishing.So when I calls up and says we
want you to use this company andthat company, we're not that type of
company. We're a company that guaranteesyou that the quality is going to be
the best, the finish is goingto be the strongest, and it's going
to lasting all to be happy.And we don't like to go in if
we, if we, if we, customers tell us use this product,

(23:12):
use that product. You can't takeresponsibility not going to be yes. Well,
that's a very important point that ifyou're going to take responsibility on a
project, then you have to lookover every aspect from the material, from
the glue, from the way itgets warmed in the window, with the
way they lay it down, theactual talents, and then the team that

(23:36):
installs it. Because of these differentparts of the project that are that are
that are not under your jurisdiction,how could you take responsibility exactly? Um,
when years ago, this was beforeI had so much experience, there
was a very very very famous holethat they had a lot of issues in.

(23:57):
Every few six months there was waterdamage fixing. So they used to
call the floor guy, break upthat part, put down an come now
six months later, now we havewater in the other part. Fix up.
And these are thousands and thousands everyyear, spending thousands of dollars.

(24:17):
And I was called down to thisjob and I was asked David Watki do
for us, and I recommended thema special glue that they should use for
the floor. And one thing Ican say, it's now I did it.

(24:37):
When I started a company. Itwas almost twelve years ago. This
floor was only scraped maybe one time, and maybe one time there was an
issue coming in. But this flooris still intact, beautiful, sitting in
position, no movement, no problems. Just to bring the right product and

(24:59):
what customer needs in that circumstance,why do they need so or Speaking with
David Krangle from the Pinnacle Conference inToronto, Canada. David Kranele is the
CEO of y D Wood Floors.We're gonna take a short commercial break.
Stay tuned. To be successful,you need to understand what you do best
and do more of it. Oneof the gifts I believe that we have

(25:22):
as entrepreneurs to be blue sky visionaries, come up with amazing ideas. Yet
you're only as good as your execution. I've always had coaches my entire life.
Once I got into business, coachingfor me was a natural must have.
What I found in the past wasmost coaching programs were more focused around
me earning a certain amount of incomeor taking a certain amount of time off,

(25:45):
versus me building a business that hasvalue far beyond me. As soon
as I engaged the Covenant Group,I could distinctly see that difference. Working
with the Covenant Group. I've gottenaway from being controlling about so many of
the facets of our business. Ithas given the people that are in my
organization freedom to be creative, freedomto actually develop better ways to do things.

(26:06):
I need a coach to help evaluatethose things I'm blind to. If
you have a blind spot, youdon't see it without the coach. The
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One of the greatest benefits of workingwith the Covenant Group is helping to identify
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(26:27):
norm trainer. We educated court entrepreneursto build a high performance business. Learn
more by visiting www dot Covenant Groupdot com. Shea Rubinstein, executive Vice
president of the Jcon Conference, isinviting you to attend our real Estate Summit

(26:48):
on Tuesday, July eleven at theHilton and Staten Island. For more information
and to register, please visit attendjcon dot com. Once again, attend
jcon dot com, where you'll hearfrom panelists, speakers, networking mentors,
and anything related to real estate andof course the gray food. Don't miss

(27:08):
it once again. Please visit attend jcon. That's a t T e
N d j c N dot comfor more information, to see all the
different panels in lineup, and ofcourse to register. Looking forward to seeing
you once again at attend jcon dotcom for the JCON Real Estate Summit Tuesday,

(27:29):
July eleven at the Hilton in StatenIsland. Paraflight Luxurious and private.
Our network of jets and helicopters providestress free corporate flights for discerning business owners
and executives. Experience the Paraflight differenceas we fly you from anywhere to anywhere,

(27:49):
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(28:34):
teams more effectively, who are demonstratinga level of understanding and empathy. It
doesn't mean we're not going to holdpeople accountable. We have to hold people
accountable for results. And at thesame time as a great quote, which
is, I don't care what youknow until I know that you care.
The clip you just heard is fromthe CEO of Del Carnegie Joe Hart.
For more fantastic business advice, followus on Instagram at Business Class Clips.

(29:03):
And we're back Mind your Business withthe Suxaphlis right here on seven to ten
wore the Voice of New York andtonight, my guest is the CEO of
yd Wood Floors, David Cranel,and we're recording the show from the Pinnacle
Conference in Toronto, Canada. David, thank you for joining me here and
Mind your Business. I have aninteresting question, and it's maybe a little

(29:25):
bit of a delicate question, butjust an important one. You know,
anyone who's been in business for acouple of years, certainly for a decade
or longer, knows that you gottaservice the customer properly and when you service
them and you provide great customer service, you win over a client. In

(29:45):
fact, it's fair to say thatif a company handles a I don't say
a crisis, but a situation thatunfortunately didn't go so well, and they
service the customer in a great way, they win them over for life.
Do you have any perspective on it, or maybe even any stories that so?

(30:07):
Yes, So I have this customerthat gives me the job, very
very custom house, very expensive flaws. And we did two parts. We
first do the plywood on the concrete, and then we do the wood on
the plywood. And then at thetime, we had two different glues that

(30:29):
we used. We used one gluethat we use for the plywood and then
another glue that we use for thehardwood. We do the installation, everything's
done, the job is complete,and I come check out the floor after
the installation, and I feel somethingis funny. The whole floor is moving.

(30:52):
There is squeaking in the floors,and I don't know what's going on.
And I go into the next roomand I opened the class and I
see the glue that was supposed tobe used on the wood wasn't used.
They use the roong glue. Theyused a different type of adhesive that has

(31:15):
movement. It's good under the plywood, but it's not good under the flaws.
Now I could be quiet, walkaway and hope for the best,
but then comes the sleep. Iwant to sleep at night. I want
hunt to sleep, and I alsowant to make sure that the customer is
later going to move in and haswhen anything's going to happen, He's going

(31:40):
to now right away call me,and I'm going to have to come there
and stand there and see the wholeflaw squeaking. I'm not interested to go
down that whole way. So Icalled up the customer and I tell him
I have very very bad news foryou, and we need to rip out
the floor. And he says,okay, just do what you have to

(32:04):
do. And I reordered a wholeIt was a Vicis very very very very
custom and we ordered from we started, we ripped out the whole floor and
we did it. We did awhole project and yeah, the then after

(32:27):
that was done, I felt goodthat they you installed quality, perfect job.
But now let's let's be honest.That customer probably was very impressed with
yd, extremely impressed and whatever wedid after that was unbelievable growth just because
of that part of just doing theright thing. David, the art of

(32:55):
simplicity, perhaps you can discuss thatat talk about that. We know that,
I mean, you know Apple madefamous. You know that their products
are very very simple, and ofcourse that help, that's part of their
success. Perhaps you could talk aboutthe art of simplicity. And you know,

(33:19):
you work on some very complicated projects, but at the end of the
day, the floor has to bebeautiful. And if I may say,
even like just simple person, don'tthey don't want to think about it too
much. It just is there,it looks beautiful. The art of simplicity,
how do you how do you explainit? So we don't do a

(33:39):
bunch of different types of products,we don't have a wide range selection.
We keep it simple, We keepit down to very few. We don't
spend much time with going over somany different types of discussions. We keep

(34:00):
everything very very clear and to thepoint. I want to talk right away
when a customer shows up, Iwant to discuss what they like, what
they go for, and then weright away get to the point practical.
Is this going to be practical?It's not going to be practical. Do
you want something that practical? Don'tyou want something that's practical And the whole

(34:22):
experience is very very quick, veryvery simple, and people love it.
Now we touched on this before,but in general, why is it critical
for a company to have clients thatare one satisfied? If that's even possible,
but why at least to try toattain for Then why is it so

(34:45):
critical we get calls after we finishprojects the project? Why do we go
through the whole job. We checkeverything and we make sure everything is properly
dumb. We have a process howwe follow on, how we finish a
job. But still there is thereis the part of of the customer still

(35:10):
wants to always anything happens. Thefloor is wood, it's a natural product.
So you are going to have companiestell you that five percent could be
defect. Five percent could be defecta company. So if you have let's
say a thousand square feet, thecompany says fifty square feet could be problematic.

(35:36):
Customers don't like it. Customers arenot interested, not even in a
one They're not even interested in onepercent. We had once an issue a
house that we started. We startedto finish the house, and we saw
that we have so many pieces,so many problems, and the company only
gave us back five percent, soit was ten percent. We only got

(36:00):
five percent. But the customers don'tcare about five one zero. They come
with the hairlines, with any littlepart. And we have already a system
that we come and we wood isnatural, and what is going to when
we finish. When we install itlooks everything almost the same, but when

(36:21):
we finish it, it's going topop out all the little things, all
the little nicks, and that's inthe wood, and a customer is going
to call you down and say,what's with this piece of wood and what's
with that? The whole house isbeautiful, but what's with this? And
what's with that part? And wehave a system that we are going to

(36:43):
fix these little parts. And afterwe do this, then is when we
finish the job. Den is whenthe job is the customer says, wow,
yes, you're completed, you're doingit correctly. Thank you so much
for paying attention to our needs andtell this and now a few minutes ago

(37:04):
you shared a great story about beinghonest. Let's just talk about and of
course that's important in terms of aswe know the word erlakite. But even
from a business standpoint, at theend of the day, the reputation of
a company is built on honesty,is built on transparency. Perhaps you could

(37:25):
talk about that, especially in anindustry where, like you just mentioned,
there are certain things that are beyondyour control. There's certain things that are
just you know, kind of factsof life. If if one of your
suppliers delivered a product that's not upto par, you're saying that, why
these We're going to stand behind theultimate finished product, not just giving you

(37:51):
excuses say oh, you're five percent. You have to understand that's just the
way the industry works. No,you're gonna be upfront and transparent. How
important is that for a company interms of in terms of its transparency and
honesty for a long for building longterm relationships. In long term relationship,
you must bring something that works andyou must be the most You must be

(38:15):
honest and open. It's not goingto work any other way. You're going
to be pushed to the corner ifyou bring and say and do something that's
not the right word. You canjust do a sale. When you do
a floor, it's not you're doinga sale and it's not finished. It

(38:36):
starts. The work starts once thecustomer gives you the go ahead. Yes,
we're giving you the opportunity to doour project for us. You have
to make short to deliver one hundredpercent. It's a very important it's the
only thing that's going to be importantfor a long time. So it's very,

(39:00):
very very important to be honest,to be open, and if there
is a problem that comes up andpops up, you must take care of
it right away, and you mustopen it up and be vulnerable to the
issue. You cannot hide it.If you're going to hide it, you're
going to be toast. If you'regonna hide it, you're not going to

(39:22):
get the next opportunity. You're notgoing to get another chance if you fail.
And it's easy to fail in thisbusiness. It's very easy to fail,
especially when the competition is so highand everyone wants to do it,
and everybody wants to be in thisfield, and everybody wants to be in
every field but this field. Youcannot just sell a floor. You have

(39:45):
to sell, understand and be honestwith the customer and open and clear and
deliver. We're speaking with David Cranegle, CEO of y d Wood Floors,
and we recorded show from the PinnacleConference in Toronto, Cana. We're gonna
take a show commercial break. Staytuned. Paraflight luxurious and private. Our

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For more information and to register,please visit attend jcon dot com. Once

(41:16):
again attend jcon dot com where you'llhear from panelists, speakers, networking,
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Don't miss it once again, pleasevisit attend jcon that's a T T E
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(41:39):
different panels in lineup, and ofcourse to register. Looking forward to seeing
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July eleven at the Hilton in StatenIsland. This is Richard Salomon.

(42:00):
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(42:20):
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(42:45):
Powerful people, famous names, impactfulcontent. I always challenge people, what
car are you driving? What computerare you using? What shoes are you
wearing? Right, there's a segmentthat that doesn't matter, but most other
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(43:07):
Comstock, former vice chair of GE. Follow on Instagram at business Class clips
for more and we're back Mind yourBusiness for the aat sax atlis right here
on seven ten WR the Voice ofNew York and my guest is the CEO

(43:27):
of yd Wood Floors, David Crangele. David an interesting question, and actually
this is someone inspired by the eventthat we're at. We're at the Pinnacle
Conference twenty twenty three here in Toronto, Canada, and one of the highlights
one of the important subjects that theyconstantly talk about is systems and processes.
And I would think for a companylike yours. That's so critical because you

(43:52):
could be managing on a daily basisdozens of projects. Right, Let's say
you have out there thirty forty activeprojects and meanwhile for one job. So
let's say it's it's on a Monday, and your schedule to do the installation
on Monday. But then you geta call that the supplies are running a
day late or two days later,suddenly have to shift all your talent to

(44:15):
a different site. Or maybe theycould have the supplies a day early,
or or the supplies came the daybefore. So you have to really like
be you have to plan in advanceand then at the same time be agile
to to what's happening out in thefield. Yes, so very good,
very good question. Um, thisthis is the reason why I'm here in

(44:37):
the conference. This is this iswhy I came here. Before I met
Kida, before I met this group. Um, I was busy writing addresses
a whole day. I had awhole bunch of papers with projects, and

(45:02):
every single sheet was a different sheet. This is the scraping sheet, this
is the installation sheet, This isthe sales sheet, this is the sample
sheet, this is the scheduling inthe showroom. This is the meeting the
customer, this is going setting upthe job, this is purchasing, this
is problems and after finishing, likeI know, every week I used to

(45:27):
write down all these sheets. Whatare we going to do in the next
what are we going to focus?I have all these addresses, but I'm
so tired, I'm not even interestedin doing all the work afterwards. It's
so much writing, and like,where am I going to start? And
this is a big problem. It'snot possible. It's not possible to live
and to run a company like this. So we started to do a system

(45:52):
that there's no writing. This Weput everything into the system one time,
and everything is in the right place. We have a dashboard, we see
all the jobs, all the projects. We don't have to wait for the
call. We are ready once whenthe customer calls, we are ready ready

(46:15):
and we are in the know.And we have the calendar connected to the
system that everything is lined up.And so we have even placed for the
emergencies, for the special for ifthings change, if things move. We
have now the guys sitting idoling,just because we're so efficient, So we

(46:37):
took out so much time of runningaround and doing so much nothing and rather
being more efficient and setting up andpreparing because we have a system in place
that just shows up and says,Okay, these are the project they're gonna
be next week, two weeks.Do you have it down to a complete

(46:58):
science systems? Process is and there'sno question the customers must love it because
at the end of the day,I think that the whole process is being
handled smoothly and efficiently and not asthey say as as as as they say
out in the field, hoplop,oh I'm coming, I'm not coming.
Yeah, it's all schedule to makethe customer feel important. The idea is

(47:22):
we are now doing work for oneof the biggest contractors in New York City
and the Tri state area, andwe are just being ready that when he
when he calls, we're dear.Not when he calls, we start setting
up and we're going to be No. Everything is ready, everything is ready,

(47:45):
everything is ready, So we justcome in and take care of it
very quickly. Okay, David,you know the next question has to do
with similar to what we discussed before. You have many different projects in the
field, okay, and ultimately everycustomer wants to know that David Krangle is

(48:07):
behind my project. But you can't. It's not possible for you to be
on top of twenty five simultaneous projects. I mean, you're able to have
the idea you're managing them, you'reresponsible for them, but you're not out
there in the field. You havea team doing it. Perhaps you could
share what's your suggestion for managing employeesand a team that are they're not there

(48:31):
with you in the office, they'reout there at the job sites. What's
a recommendation and what's perhaps you couldshare the difference at y D Wood Floors.
So by us, we try tofocus on systems that everyone should know
and everyone knows what they need todo, what's their role, what do

(48:51):
I do? Why do I doin order to complete this project? And
when everyone falls in, if everyonefollows the system and they do their part,
that everything is going to just gosmoothly in and out. Okay,
So now this is already a littlebit of a delicate question, and it
has to do with spotting great employeeshiring employees. I mean, your reputation

(49:15):
is on the line, right andevery job site, your reputation why the
Wood Floors is on the line.And you're you know, you have to
make sure that when you're hiring peopleand they're not schlamazzles. They they they're
they're sharp, they're smart, andthey can't also like like have a situation

(49:37):
where where where where they they putdown the wrong materials or they use the
wrong glue, or they didn't foulthey didn't go in the right direction of
there's so many details, right becausewe know the interior decorators spect out of
very very specific design and layout.You need people that are really good,
as they say Tichtic, Yeah,what's what you need. Not only good,

(50:00):
you also need people that stay.You need to have people that that
are good for a long time becausethese projects are not just going to start
today and finish tomorrow. These projectsare very long term. We don't control
when a project gets completed. Wejust come in when they need us.
And it's very important to have stablepeople that are they work in a job

(50:27):
for five years plus, they holdon a job, they stay, They
just stay so they could be andthen it's when you could be able to
do a job and execute the jobsbecause you have people that are a long
time. They were here in thebeginning, they're here in the middle.
They're in the end. If someonestarts other one comes in the middle,
the other one fish the other onethat the whole thing gets broken and to

(50:52):
pieces. So so you you youspecialize in having a high retention with your
So we have I have UM.Yeah, we have guys working for us
forever over ten years. The thethe the installers are us by us forever.
The scrapers are forever um from thebeginning. I mean we we we

(51:17):
keep instead of looking for new,we build up the people that we have
and we grow together. Everyone's growntogether and we adapt. If I come
and I hire a new guy togo do now the flows they need to
know so much more things that ittakes such a the learning so much so

(51:37):
the stability is a very very bigkey in employees. Now here's just an
interesting question. How how often inyour industry do you need to be kept
up to date at the latest trends, the latest styles, the latest right

(51:58):
deside them very important, very veryimportant to know what's going to be next,
what are people going, what arethey going to like, which type
of product is the next trend?And it's going to trade shows and going
to doing the research and seeing what'swhat's happening in the industry. They shouldn't

(52:22):
fall out and stay selling products thatpeople are not even gonna like. And
in two years from now, youdon't know what's what's going to be.
So you need to just do theresearch and and and be on top of
it and stay stay focused. Andthat's how you go in it. Amazing,

(52:42):
David, Before let you go,this is just an interesting question.
Uh, you started the company twelveyears ago and young guy building a family.
What's advice? What's some advice thatyou could recommend for people from balancing
that we call it work life balanceout in the world, but making sure

(53:04):
that you're giving the proper attention toyour family and get at the same time
managing the oil the responsibility of runninga major company. So I feel that
the work and family is one.It's two different zones where you have to
focus different focuses, but it's connected. It's connected one with the next.

(53:30):
You have to work hard at workand you have to work hard at home,
and if you do both, thenyou're going to grow tremendously. Never
ever give up any of these two. If you're going away and doing other
things and giving up on the familygiving up on work, then it's going

(53:52):
to break. So you have tobe one committed to both and make sure
that the time that's associated for oneis you know your head's in the game
for that. When you're with yourfamily, you need to bring them everything
and focus on every single child andeveryone in the family to give them their

(54:15):
attention. And because you only therefor that period of time, and then
when you go to when you goto work, you focus on that part.
You don't mix it up, butyou need to be focused to give
the fullest when you dere what agreat conversation with David Kranele's CEO of Y

(54:36):
d Woolas David, before I letyou go, what's a final tip that
you could share with the listeners ofmind your business. Being in this business
for such a long time and beingfocused on the business, we had a
lot of struggles throughout the years onhow to navigate certain projects and and and
we had a lot of struggles throughoutand I never gave up. So I

(55:04):
feel like, whenever you do something, don't give up on it. Just
continue. If you know that you'redoing the right thing, just go for
it and don't let anyone drag youdown and pull you away and say it's
not going to work, and itcan't work, and that's not possible.
It is possible. Everything is possible. It's you. You need to do

(55:29):
the work, and you just continuedoing the work and by the end it's
going to pay off. Such greatadvice and what an incredible show where the
guest thank you, special thank youto my guest, David Kranele, CEO
of y D Wood Floors TONIGHTHO broughtyou in part by y D Wood Floors
and it was recorded at the PinnacleConference here in Toronto, Canada. Well,

(55:51):
this wraps up a great edition ofMind Your Business. Todent again next
Sunday night for another great edition ofMind your Business. Right here on seven
ten. You are the voice ofNew York. Have a successful week.
Seven ten War and the iHeartRadio Networkpresent Mind Your Business, hosted by the

(56:12):
President of bottom Line Marketing Group Jitsok. Sapflis founded in nineteen ninety two.
Bottom Line Marketing Group is a strategic, creative and execution driven marketing agency helping
businesses by clarifying and promoting their vision, mission and purpose to support its lead
generation and customer retention. Initiatives togain market share in their industry. Mind
Your Business focuses on business and marketingstrategies for success. Tune in every Sunday

(56:37):
evening at ten pm for this intriguingradio show. Is Jitsok interviews Fortune five
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be successful every Sunday night on Mindyour Business. The proceeding was a paid

(57:06):
podcast. iHeartRadio's hosting of this podcastconstitutes neither an endorsement of the products offered
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