How to Implement Big Ideas for Major Growth
Big ideas are exciting, but they are a non-starter on their own. Growth depends on how well a company can take a good idea, build the process, get the team aligned and execute consistently.
In this episode of Cracking The Code, Jason Walker sits down with Paul Kelly, former owner and operator of Parker and Sons, to talk about the role implementation plays in scaling a contracting business. Paul shares how better execution helped Parker and Sons grow by $40 million in a single year. Learn how strong leadership and daily improvements all matter when turning ideas into real momentum and can turn a successful business owner into a GOAT.
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00:00:00:01 – 00:00:16:00
We all have trouble hiring great techs. We all have trouble. During the slow season, we all have trouble keeping and retaining customers. Sometimes we all have the same problems.
00:00:16:02 – 00:00:44:17
Welcome to another episode of Cracking the Code and it’s your host, J dub, and I am super excited about this episode that we are going to be bringing special to you. Everyone. I’m telling you, this week’s episode is one of those episodes that you got to kind of just pump the brakes a little bit, take the time to jot down the notes, because I have one of the goats of the industry.
00:00:44:17 – 00:01:04:19
And when we talk about the goats, I’m talking about someone that has created a massive empire, something that we always dream about doing as business owners. Right. Well, he’s gone through the obstacles, he’s gone through the challenges, and he’s going to talk about not just the obstacles and challenges, but also what it takes to get to that level.
00:01:04:19 – 00:01:24:12
Let’s go ahead and welcome our guest, Mr. Paul Kelly. Man, I got to say, Mr. Paul, this is a honor for me to just have a little bit of time to kind of just pick your brain so I could take the information to give it from the people that have it, to the people that need it. And that’s what I’m excited about.
00:01:24:12 – 00:01:51:12
So welcome to cracking the code. Well, I don’t even know how to follow all that, but thank you for all those kind comments. If I’m good at all, it’s because a bunch of people help me. So coming on and and talking to you and your listeners, I’ll enjoy just sharing what I know with them. And you’re you’re a goat in your own right.
00:01:51:12 – 00:02:18:05
And, and I look forward to sharing and having fun on this one. Oh, absolutely. Well, for those of you that have been living under a rock and doesn’t know who Mr. Paul is, he’s one of the owner and operators or the owner and operator of Parkers and Sons, and you guys have established to do over well over 300 million as an organization.
00:02:18:05 – 00:02:45:00
And that’s just mind blowing. Starting as a new owner operator. And what I’ve been able to achieve is, you know, to me, very massive. But when you started, I guess let’s bring it back a little bit from, you know, the heyday of when you started everything, did you think and vision that it was going to be one of the top trade companies in the nation?
00:02:45:01 – 00:03:13:03
No, no, I had no I had no aspirations really to be that. I just wanted when I first bought it, I was just trying to make payroll. It was about a $7 million company not making money. And and so yeah, it was it was scary. It was my first attempt at owning a business. I had always worked for someone and and then the story took off from there.
00:03:13:03 – 00:03:42:13
We got a lot of momentum going. And and then in some years, more recently, we’ve grown 2031 year. In 2022, we grew 40 million in a year. So we’ve we’ve grown. The Parker and Sons has grown to about 200. It’ll do about 260 million this year. Most all of that is in Phoenix. We’re also in Tucson. And there is a sister company that that we bought.
00:03:42:14 – 00:04:13:19
I’m part of the ranch group and sold a while back. And between that company here in Phoenix and Parker and Sons, we do, like you said, three, 300 million. So it’s a crazy story all in one market. So what what you’re clapping for is not something that I did personally. It was I certainly oversaw it and help. But it’s a lot of great people doing a lot of great things.
00:04:13:19 – 00:04:40:21
And when you have people who care as much about the company or even more than I do, then you have something special. And Parker and Sons definitely has something special. Talking about. When you first started, one thing that you mentioned was being able to make payroll, okay. And I think this is something important to talk about, because I think that when people think of Mr. Paul Kelly, they think of no obstacles or challenges.
00:04:40:22 – 00:05:05:13
Okay. And they think that it was an easy road of success for you, which we all know that’s not what happened. Right? So can you talk about we you know, what are some things that maybe some of our listeners are listening to the podcast and maybe they are in that startup, or maybe they’re in that five, $5 million range, $10 million range, and they’re struggling to pay payroll because they just hit that next level.
00:05:05:16 – 00:05:32:06
You know, no matter the size of the company, I, I help, you know, 1 or $2 million operations all the way up to, you know, hundreds of millions. And it really we all have the same problems. We all have trouble hiring great Tex. We all have trouble during the slow season. We all have trouble, you know, keeping and retaining customers.
00:05:32:06 – 00:05:55:08
Sometimes we we have trouble with the delivery of the service and the wow that we want to create out there. When our text shows up and we have trouble capturing all the calls we on that come in to the call center. We all have the same problems. It’s it’s really how how you attack those problems, how you get better at them.
00:05:55:10 – 00:06:26:07
And then, you know, so the same problems that everybody is experiencing that as a listener or a viewer to this is the exact same problems Parker and Sons has. And sometimes Darrell and I and others at Parker and Sons leadership team, we would laugh because we would we would look at everything in our operation and the revenue and the sales and everything to one extent or another was broke at any one time.
00:06:26:11 – 00:06:49:06
Maybe it was a little bit and maybe my broke is somebody else’s. We’re doing really well, but we really it’s not about that. And then we look at our pal and we’d say, how did we grow that much and how do we make that much money? And so I think there are some keys that we can talk about that help a company, you know, no matter what the size is.
00:06:49:07 – 00:07:18:03
And sometimes it’s pricing and being priced, right, so that you can make money. So many contractors are not priced right and have trouble making money. And it can start with that. And then obviously we you have to figure out how to generate business, how to get that phone to ring or that lead to come in online. And and so that’s what we became, you know, pretty good at over a period of time.
00:07:18:03 – 00:07:47:14
We’ve made plenty of mistakes though. Trust me, if I, if I went through all the mistakes, this would be a way longer podcast than it would be all the success we had. So just know that we’re we’re you know, we’ve spent a lot of money making mistakes. And that’s the advantage of podcasts like this is that you cannot you can circumvent the mistakes and the cost of them and, and go right to what is successful.
00:07:47:15 – 00:08:16:14
Absolutely. And that’s what’s so good about the podcast, right, is being able to have high level operators like yourself to be able to be in the hot seat, to inform and educate the listeners that are having maybe those obstacles and challenges, because you’ve already gone through it, you’ve been through those pain points. So, I mean, like I said, to be able to get to the level of success, it’s just bigger growing pains, right?
00:08:16:15 – 00:08:42:08
That’s what I always say is the the pains don’t get any smaller. They get bigger with growth. Yeah. No doubt, no doubt it. You know, just in some years, I mean, and it’s not unusual for Parker to have to hire between some turnover and growth. We’re hiring 2 or 300 you know, plus people a year. It’s hard for people to wrap their head around, actually.
00:08:42:08 – 00:09:10:11
And quite frankly, it’s hard for me to wrap my head around how do we do it? So how do you find 200 applicants to hire during those challenging seasons, or during the transitions, or whenever you need them? One you have to have the right culture. I think it starts with that. And making sure that that that you are a company that people want to work for, and we have a formula for that.
00:09:10:11 – 00:09:37:10
And it if you have the right culture, though, you still have to go out and tell your story. And we have we have full time recruiters that do nothing but recruit. And it’s not just for technicians, it’s for CSRs. It’s for we’re in retail with Home Depot, Costco, Lowe’s, and we need people in the stores. And it’s for accountants, it’s for any position.
00:09:37:10 – 00:10:02:17
So we spend a lot of time, money and effort on it. And as I talk to contractors and they tell me that, hey, I could grow a lot more, if only I could find great technicians or whatever. And I, I start asking them what they’re doing, and I start adding up in my head how much time it took for them to do that thing.
00:10:02:19 – 00:10:38:01
And usually it’s it’s minutes in a month or maybe a couple hours of effort and time and very little money. And if you spend, if you wanted to learn Spanish and you spent no time, no effort and no money on it, you’re probably not going to learn it. And it’s not it shouldn’t be a surprise that if you spend the very little time, money or effort on hiring and retaining great people, then then that’s going to be a problem for you.
00:10:38:01 – 00:11:03:06
And so that’s what I tell people is spend more time, money and effort. And obviously I have ways to do that. Well, one thing that you said right there that’s a key point is retaining retaining your employees. You know, as I get the to have the privilege to travel and train, a lot of business owners actually have a lot of problems retaining their employees, you know, and what you’re talking about is having great culture.
00:11:03:07 – 00:11:26:00
And that’s right. If you have great culture, they start telling their other technician or friends about what’s going on. And then all of a sudden you have a slew of applicants that are coming in. And that rolls to my next question is the size company that you are? How many employees do you guys have right now? We have, I think so at any point in time it can change.
00:11:26:00 – 00:11:55:02
But a little over 1200 employees. Yeah, that’s that’s just in Phoenix. Tucson has has maybe 100. Oh, wow. So now let’s talk about not just the employees but the trucks on the roads, the vehicles okay. That’s a lot of maintaining. That’s a lot of car insurance. That’s a lot of vehicle fleet. Right. How do you maintain those many vehicles?
00:11:55:02 – 00:12:21:14
Because if I read correctly, right, every single day, your business is driving the circumference of Earth. Yeah. I have some interesting facts about parking signs. I mean, just in Phoenix, we drive almost 30,000 miles a day. The circumference of the Earth is 25,000 something. So we’re literally driving around the world and then some every day, which just is, is a fun fact.
00:12:21:16 – 00:12:51:00
But we have we have four full time mechanics that keep our fleet in a row, and we pretty much can do everything but tires. We don’t. We don’t do tires. Everything else we can do, even dropping new engines in or transmissions or or or anything else. So, you know, and we buy almost 2000 tires a year. Is that crazy or what?
00:12:51:01 – 00:13:00:01
That’s where our our gas bill can be as high as 300,000 in a year.
00:13:00:03 – 00:13:23:03
Or I mean, in a month, a month, not a year, a month. I know you’re throwing down this ball. Yeah, absolutely. Just mind blowing. Like me as a as a operator. Right now, I’m just listening to those numbers and I’m just like, wow, to have that many trucks out there to drive more than the circumference of Earth to spend.
00:13:23:07 – 00:13:53:10
We’re not talking about marketing dollars. We’re talking about gas in vehicles $300,000 a month just to get their trucks from point A to point B, plus everything else. Right? So again, everyone that’s listening to the podcast, everybody has challenges, is how you go about those challenges and who you network with and who you surround yourself with. And let me ask you who’s been someone that’s really helped mentor you through your business and your career?
00:13:53:12 – 00:14:26:10
You know, it’s it’s funny because early on I had a lot of great mentors. Bill Griffin wrote a router or for Roto-Rooter for a while was one of my mentors, Spencer Lee, which is currently at Roto-Rooter, one of the smartest guys I know and a great mentor. I’ve actually had mentors, and this is going to sound strange, but some of my best mentors I didn’t meet till later in life.
00:14:26:10 – 00:14:44:11
George Brazile was a mentor of mine when I first met him or I met him, I said, I said, George, you’ve been a mentor of mine for years and years. He goes, Paul, we’ve we’ve never met. I go, I don’t have to meet you for you to be a mentor of mine. I said, I watch what you do.
00:14:44:12 – 00:15:09:12
I see how you advertise. You’re a master at branding an image in the marketplace. I said, I learn a lot from you. Anybody who’s written a book I’ve read or listen to, I’m not a great reader. I’m more of a listener. But I’ve listened to a lot of owners that have books or podcasts or whatever. And, you know, I’ve had so many mentors in my life.
00:15:09:17 – 00:15:33:01
Love it. You know, I always say that, you know, mentors find someone that that matches your niche, right? And that has done it and is able to coach or mentor you and also be a student. Never be to the point where you feel like you can’t learn from anybody. As I’m sure you always feel like you could always be a student.
00:15:33:03 – 00:15:58:01
Oh, absolutely. I learned, you know, you might think that I know a lot because of the size of Parker and Sons. And, you know, I’m not going to argue that I do know a fair amount, but I would tell you that the the rate at which I learn now is at a much higher rate than ever before. And I’m kind of semi-retired.
00:15:58:01 – 00:16:21:08
I’m not involved in Parker and Sons day to day anymore. I still help here and there. I’m not. I’m a consultant for the wrench group and and help there, but I learn. I learn continuously. Part of the success of a big part of Parker and Sons is getting better at something every day, even if it’s just 1% better.
00:16:21:08 – 00:16:52:20
And so when you do that, you you end up, you can think of things on your own. And I actually teach how to do that and get better and kind of be your own mentor and but also just learning from others and getting just a little bit better at something every day. You do that continuously and you look back and all of a sudden you’re you’re twice the leader, twice the manager, twice the company ten times the company used to be.
00:16:52:21 – 00:17:22:12
It all starts with small improvements, not some huge big thing that if I knew this one big thing, I could grow my, you know, my company, you know. No, it’s it’s usually you’ve heard of, you know, death by a thousand paper cuts. Parker’s success has been a success by a thousand little things that we’ve done continuously so well.
00:17:22:12 – 00:17:52:11
Let me ask you a question. You were just mentioning the wrench group. And I think a lot of people that are listening know what the wrench group is. And I think as a business owner or operator, everyone’s goal and mission should be at least to set up your company where it can be bought by private equity. You know, talking to some of the listeners that are out there, what are some things that are like key points that the wrench group or any private equity company that are like, really look at that.
00:17:52:11 – 00:18:11:16
They should dial in if that’s something that they’re wanting to do in the future or just to set it up. Yeah. No, that’s a great question. I agree with you. I think everyone should be setting up their company to potentially sell. Now, that does not mean at all that that you should sell or that you have to sell or anything.
00:18:11:18 – 00:18:51:21
But if you can set up your company as if you were selling it, then you’re going to make more money, you’re going to be growing, you’re going to be doing the things that help you into the future, and that’s going to help you. So but I think, I think the difference of the wrench group, and there’s only a small handful that I, that I feel this way about as far as PD groups, the wrench group being, I believe, one of the premier groups in this space is that one they let the the owner or the previous owner or the new person running the company.
00:18:51:23 – 00:19:22:21
You get to run your company and it’s not, hey, we here’s how we do it and you’ve got to change everything. It’s not like that. Even even buying equipment, I mean, we still allow, you know, the individual locations to make that decision. And so I think having that that spirit of owning the company, being an entrepreneur is something that, that you don’t want to lose.
00:19:22:21 – 00:19:51:19
And wrench has been very careful to make sure that after it’s bought that it it runs and acts. They bought it for a reason. It was successful. They want that to continue, right? They do bring some things to the table that have helped us grow and other things. And I think that’s that’s huge. Whereas maybe some PE groups really don’t do that or don’t do it in the right way.
00:19:51:19 – 00:20:15:23
And so I think those are a couple things I could go into a lot of advantages that the wrench group has. We’ve been very careful as to who we buy, and we don’t buy just anyone and we’re very careful. And I it’s not a rush to see how many we can buy. It’s a it’s a very careful, thought out process of is this the right fit?
00:20:16:00 – 00:20:47:04
Is the culture a right fit. And and can they continue to perform like they used to and, and and keep growing. So yeah, that’s why I sold to the wrench Group. And it’s been it’s been one of the best decisions that I’ve made. I think that’s one thing that you said a lot of business owners fear that right, to have private equity come in and they think that they’re going to come in, change everything.
00:20:47:06 – 00:21:17:20
If they don’t like their employees, they’re going to, hey, it’s hit the highway or it’s my way. Right. And what you said about the wrench group being different, coming in, keeping the owner on staff for X, Y, and Z, however long it is to make sure that it does operate successfully right during transition? My question going into the wrench group real quick is if business was wanting to be looked at because what you said is not everyone is is quality or not quality, let’s let’s use a different word.
00:21:17:21 – 00:21:49:12
Not everyone is a right fit. Okay. What is it that that not that you look for, but what’s the process look like? Do you reach out to a company? They reach out to you. What’s the transition look like from, you know, looking through the KPIs, the numbers to signing the paperwork? Yeah. No, it you know, some of the the companies that have been bought came to wrench and some wrench, you know, reached out to them.
00:21:49:14 – 00:22:20:12
I think if if you’re a company out there and an owner, you probably get, you know, tons of emails tax of people wanting to buy it. It’s you know, it’s a great industry to be in. It’s somewhat recession resistant. It PE loves this space and that’s a good thing. But you know, I think I think ranch and others are looking for great companies that want to grow, you know, and not everybody does.
00:22:20:13 – 00:22:50:00
And there’s nothing wrong with not wanting to grow and just being a profitable at a certain level. Nothing wrong with that. But if if you want to keep growing and you want to try and dominate in the market that you’re in and you’ve had a history of that of of growing, not maybe dominating it, and you’re profitable and you want to stay on.
00:22:50:04 – 00:23:11:14
Look, you know, we don’t have this huge bench of people. There are some PE groups that love to change out the owners right away. That’s not part of a formula. We love the owner to stay on. They been successful. Why? Why wouldn’t we want to work with them and they stay invested in the future of the ranch group.
00:23:11:14 – 00:23:40:13
And so I think that’s part of our formula. But yeah, I think any company that’s been successful that wants to grow normally you do have to get to a certain size wrench. There’s been exceptions where they’ve been like tuck ins or whatever, where 1 million or 2 million or 3 or $4 million operations have been bought. But for the most part, it’s got to be sizable.
00:23:40:13 – 00:24:08:02
Sizable might mean at least 10 million, but it depends on the market as well. There’s certain markets to that are more attractive. The a larger market is going to be more attractive to a PE group than a real small, you know, town of, you know, you know, 100,000 people. So I think that hopefully that kind of answers that question.
00:24:08:02 – 00:24:17:06
Well, what I’m trying to get out, Mr. Paul, is I’m trying to plant the seed about royalty out here. So, you know, not.
00:24:17:08 – 00:24:45:20
But one thing that I heard you say that I think is just I mean, impressive is you said in one year you had and saw a $40 million growth. Yeah. What allowed? First off, I know that that was probably a crazy, crazy year, right? Everyone running around with their heads cut off like chickens. But what would you say was really allowed you to to get to that level?
00:24:45:20 – 00:25:19:01
40 million is just a massive amount. Yeah. No, it was in 2022. It was on the heels of Covid. And certainly the industry gave us some good things during Covid. Covid was not bad to our industry. We had to adjust, which I think, you know, helped in a lot of ways. We were able we were able to grow during Covid very nicely, 20 million plus each, each of those two years or thereabouts.
00:25:19:01 – 00:25:47:20
And then in 2022, it just blew up. And, you know, we had people working from home and we still do. We we learned how to implement at a crazy high level during Covid, and that carried on into 2022. We got really good at hiring and retaining people, and we went after marketing and some lead generation things like never before.
00:25:47:20 – 00:26:20:21
And we, you know, but all of that would have fell on its face had we not been great implementers. It’s something that I, you know, I’ve kind of not mastered. I’m still learning, but it I’ve got some tricks of the trade, so to speak, on how to implement and how to implement. Well and, and so really that, that led to that $40 million a year, probably unprecedented in, in our industry.
00:26:20:23 – 00:26:52:23
And yeah, the wheels felt like they were falling off. We we held them on. We maintained, I think high quality even through that. But we were training like never before. We were doing things. And it was it was quite the year. Let’s go. That’s just absolutely amazing. I mean, all hats off to you and the company, right. And everyone that sacrificed to get to that type of level, I mean, just massive.
00:26:53:01 – 00:27:25:07
One thing that I want to transition to real quick is everyone sees your success on social media. We’re talking about your struggles. But Paul, what do you like to do for fun? Like what are your hobbies? What are your interest? What do you do when you just disconnect, you know? Well, one, I have grandkids now, so I will tell you without any doubt that grandkids are as much fun as any any business thing you can do or any personal achievement that you could have.
00:27:25:07 – 00:27:53:13
And so grandkids are taking up some of my time and I’m having fun doing it. I golf a little bit. I am getting back into magic. I used to do magic and so I’m doing that a little bit. But really, I’ll be honest with you, my wife and I, you know, worked in the business for years. And, you know, this business, this industry has been so good to us.
00:27:53:13 – 00:28:33:12
And what eats up most of my time and that I love doing is just helping others be successful. And and that can be within Parker and Sons, that can be ranch and that can be on podcasts like this and other things that I’m doing now that that fuels me. That’s what makes me tick. And I love sharing the success that I’ve had with others and help them through through the learning curve of not having to to go through all the mistakes that some people have to go through.
00:28:33:12 – 00:29:02:18
I love circumventing them and being able to help people. So that’s that’s where I spend my time. And with Parker’s and son. Does your kid still work for the company? So Josh left in 2017. He started a business called Clover Business Partners, and he basically helps, you know, mostly contractors and wanted to strike out on his own and do his own.
00:29:02:18 – 00:29:34:14
He handled the marketing before that. Yeah, Justine took over in 2017. And you know, and we started growing even more. Now she is she has two kids and one did not want to spend the really what amounted to 50 to 60 hours a week that Parker and Sons required. And so she is, is a stay at home mom.
00:29:34:14 – 00:30:11:01
She’s she’s helping, you know, a very small group of companies, just the 2 or 3 companies help them grow their business. She’s very, very good at marketing and advertising. So that’s what she’s doing. Not only are you a great owner operator, but just like you’re wearing the shirt, you’re raising goats. I’m raising go. You’re raising goats. Now, one thing I got to say is every time I go on social media, I see a a event that’s going to be coming up.
00:30:11:02 – 00:30:31:17
Can you talk a little bit about raising the goats? And kind of because I know that falls under your passion of helping to get in the trenches. Contractors elevate to the next level. I have raising goats. And when I tell people, hey, what are you doing now that you’re kind of semi-retired? And I said, I’m raising goats, they go raising goats.
00:30:31:17 – 00:30:58:06
You kidding me? I had no idea you were in the goats. Goats? Meaning the greatest of all time. Look, if I can be a goat in the industry, I believe others on this call can be as well. And it doesn’t mean that you’re at $250 million company. There are 5 million, $10 million companies that the owners are on their way, if not already a goat.
00:30:58:06 – 00:31:22:22
And so there’s there’s things that I feel like I’ve learned. It’s based on four pillars how to be a better thinker. I always I love thinking through problems myself and see if I can come up with a solution and maybe not even need a mentor or whatever. And so I’ve found some neat ways to do that and think through problems.
00:31:22:22 – 00:31:51:16
And if you think better, you’ll come up with better solutions. If you have better solutions, you you usually have better outcomes. And so it’s about thinking. It’s about implementing. Most contractors are not very good at implementing things. I’ve found some keys to implementing, and I spent a lot of time on how to be a better implementer. And and there are really some neat stuff that has changed the game for a lot of companies.
00:31:51:16 – 00:32:32:11
And then it’s operating. It’s the playbook. It’s some of the things that I’ve learned over my years of how to be a better operator and how to run a better company. And then the last pillar is how to be a better leader. And it’s not. And it’s not just me doing this training, it’s other goats in the industry from Mark Madison, the Drew Cameron to Tommy Mello to to Chad Peterman to, you know, we’ll we’ll have to have you in there doing some stuff because because when the goats get together, so to speak.
00:32:32:13 – 00:32:59:06
It’s a pretty special event. It has ongoing training as well for a year. And in one year, I think I can change a company dramatically. I think in three days in Scottsdale, Arizona, I can change a company. I’ve already proven it with the first, you know, heard. Yeah. First heard of goats that we did. So anyway, that’s what I’m doing.
00:32:59:06 – 00:33:27:03
I love doing it. It it’s a game changer for anyone who attends. And our next one is November 9th through the 12th. So if anyone wants to go to Raising Goats. Com and check it out and you will not be sorry. We packaged a lot with this is behind this and it just it’s a game changer for so many.
00:33:27:03 – 00:33:46:19
So I love love doing it. Well what you’ve done is you take in the goats of the trades and everyone’s going to be in the same room. And you talk about networking, okay. Being just around the same people that think like you and that are on a different level than you. I always say, don’t be the smartest person in the room.
00:33:46:20 – 00:34:11:20
I, I tell people I’m a dummy. I want to surround myself with people that are much smarter, much more intelligent than me. And I’d be lucky just to be a fly on the wall in this training, you know? Know it well. You’ll be the, you know, same person that you are. Mark Madison says this best, but except for two things the books you read or podcast or whatever, and the people you meet.
00:34:11:20 – 00:34:52:16
And, you know, if you hang around a bunch of goats, you’ll end up becoming a goat. And so it. Yeah, but the content and and the help afterwards is, is really what it’s all about. And I enjoy doing it. It’s it’s unique. I didn’t want to do this training. If it were like everything else in the industry, and I had to convince myself that I had something, that I had something different that wasn’t being taught, that isn’t in a seminar or some conference that or a coach.
00:34:52:16 – 00:35:17:17
And, and, and I finally convinced myself that I had something special. I put it together, and then I got excited about it. And then I started talking to other goats in our industry about it. And without exception, everyone wanted to be a part of it. And a whole bunch of other goats and great leaders in this industry wanted to be a part of it.
00:35:17:17 – 00:35:45:11
And I actually had to say, you know, I’m sorry, I can. So I knew I had something at that point when they knew what I had worked on. So yeah, it it’ll be game changing and would love for anyone listening to this to just go out and check it out. It’s, it’s it’ll it’ll change your life and it’s, you know, it’s not cheap.
00:35:45:12 – 00:36:24:06
It’s it’s 14 grand. But what you get for 14, if I could spend 14 grand and learn what you’ll learn and get the playbook and and meet these goats and get ongoing training and be a part of and get a free ticket to Epic and pre-party or a pre thing with all the goats and a party afterwards with just the go with the goats and others.
00:36:24:08 – 00:36:45:14
You can’t put something like that together. Iggy has done a phenomenal job of packaging this thing together. Everyone’s losing more than 14 grand a month, right? I mean, this is going to help you guys invest in yourself and just watch what the outcome is. Don’t don’t be scared to invest that type of money. It’s a scary amount, don’t get me wrong.
00:36:45:14 – 00:37:12:08
But I’m telling you with the the consistency, the coaching and just being in the same room and just the playbook itself as a owner operator, game changer. Yeah, it’s a price increase to pay for it. It’s selling 1 or 2 more systems a year to pay for it. I guarantee you, I’m going to give you some crazy stuff that’ll help you sell way more than 1 or 2 year.
00:37:12:12 – 00:37:38:19
There’s ways to pay for it. Don’t let anything stop you from being more successful at a way higher level. You can find a way to afford it to pay for it, I guarantee it. So I got to ask, yeah, I’m going to put you on the spot at the event coming up either in November or at epic. Are you going to be doing some magic on stage?
00:37:38:21 – 00:38:03:10
Please tell me you’re going to do some magic on stage. You know what? I don’t know if I’ll do it on stage, but I’ll. I should be ready by then to do some magic. Close up. Stop me in the hall. Whatever. I’m. Yeah, I’m working on some stuff and back into it, so I’ll be. I think I’ll be ready behind the ear.
00:38:03:11 – 00:38:30:06
Yeah. Well, yeah. Yeah, we can do that one. Yeah, absolutely. Paul, I just got to say, man, it’s been an absolute pleasure and honor to be able to have the opportunity to sit down, pick your brain. I know I got a massive amount of knowledge just sitting with you the last 35, 40 minutes of just picking your brain as well as I know as everyone listening to this episode got a lot of knowledge as well.
00:38:30:06 – 00:38:58:07
So if you guys can hit the subscribe button, share this episode. Let everybody know what cracking the code is all about. But before we end, Paul, I got to ask you, what’s one thing that you want the listeners to take away from this episode of Cracking the Code? You know, one, you know, get get better at something every day and find that find a way to do that in a, in a in a big way.
00:38:58:09 – 00:39:27:03
You there’s no one that’s listening. That can’t be better tomorrow than they were today at something. And and there’s no one that if you listen to Jason and this podcast and other things and you learn and if it’s not for me, maybe it’s from somebody else, but you better get good at thinking, implementing, operating and leading those four pillars of Raise and goats.
00:39:27:05 – 00:39:53:04
Implementing is one. I love to talk about that because that’s what I that’s probably what I want people to get out of this is there is a way to implement that I’ve found that has made the biggest difference that helped us grow 40 million and it’ll help you grow. 1 million, 2 million, 3 million in a year, lickety split.
00:39:53:05 – 00:40:19:16
You need to find out what that is. Let’s go. And just a quick little highlight. I mean, we went over 40 million growth in one year. We went over over the circumference in one day driving the overhead of $300,000 a gas per month. Man. Just absolutely mind blowing. Absolute honor. Until next time a cracking the code. Y’all late.
