No Discounts. No Handouts. She Bought Her Own Family Business

Speaker A: There's a big difference between being handed a company and having to buy it. Today's episode is about earning a seat at the table. Even when your family owns the table. She didn't inherit the company. She bet on herself and she bought it. Ladies and gentlemen, Jackie Sorensen.

Speaker B: Thank you.

Speaker A: I appreciate you joining me.

Speaker B: Thank you. I appreciate being here.

Speaker A: Yeah, I'm sorry the weather couldn't be better for you.

Speaker B: Ah, not what I thought was gonna be the Texas weather.

Speaker A: No, not at all. Not at all, not at all. Uh, so you've been in the business for a long time?

Speaker B: Mhm.

Speaker A: Right. Um, you said around 18 years?

Speaker B: Yep, 18 years in May.

Speaker A: And I know it's not appropriate to ask, but how old are you?

Speaker B: I'm 37.

Speaker A: Okay, so. So quite a long time. Uh, you've seen a lot change in the industry, right?

Speaker B: Yeah, um, I started in the 08 crash.

Speaker A: So what? That's when I started my first company. Uh, what was it like growing up around the company?

Speaker B: You know, it's actually kind of a common misconception because everything was so like, out based. Um, so I spent a lot of time behind the windshield with my dad, but I waited out in the truck a lot of times. Um, but a lot of it was around like the sheet metal shop and ductwork side of it and that sort of thing. So I was around a lot of the guys. Kind of that camaraderie in the shop environment.

Speaker A: Did you always see yourself, like, doing this as a job or did you have other, you know, dreams and did you want to go do something else?

Speaker B: Yeah, uh, initially I went to college so I could go be a firefighter. Um, and then just hated the college life. Came home and needed a job over the summer. And that's when my dad started dragging me out, running the calls with him. I had worked with him previously a little bit in the office here and there. But, uh, so when he actually took me out on jobs, I started working, meeting customers, got the interaction. I really liked it. So I went to school later that fall and.

Speaker A: Oh, so you went to school for H Vac? Okay, very cool.

Speaker B: Yep. I got associate's degree in H Vac.

Speaker A: What school was that?

Speaker B: Southeast Tech in Sioux Falls. So I was actually the first female that had complete the program there in 2010, so.

Speaker A: Wow.

Speaker B: Yeah. In that day and age, you wouldn't think there'd be any firsts left to be had, but sure, yeah, for a long time. Still the only one too.

Speaker A: Really? Wow. How'd that make you feel? How does that make you feel, uh,

Speaker B: it's almost a little disappointing because there's uh, I don't say it's not like a conducive environment for women still.

Speaker A: Sure.

Speaker B: So, yeah, it's tough that there's been a lot of women that have entered the program, but nobody completing it.

Speaker A: Yeah, uh, it's challenging to navigate the waters, like the HR nightmare. Right. Of waters with men in this industry just being inappropriate and stuff. I mean, right, granted, like massively inappropriate even when women aren't around. Right, right. And then you add a woman to the mix and it just even gets worse.

Speaker B: And there's no HR in class either. So, you know, some of those, even my teachers tell me, uh, you know, guys would come in and they're cut off, T shirts and, and basketball, uh, shorts and stuff. Like you could see their nipples. And yet I would get talked to for wearing a tank top to school.

Speaker A: Sure.

Speaker B: Uh, because like the guys couldn't pay attention to school because it was like lasers in the back of my head. So I wasn't allowed to wear tank tops in college.

Speaker A: Interesting.

Speaker B: Crazy.

Speaker A: Yeah, I could see that in like, uh, maybe like a more faith based college or something like that. But not in a public, not in a public type of school.

Speaker B: Yeah, public tech school.

Speaker A: Yeah. Interesting. Yep. Interesting. Um, well, at some point, uh, working with your dad. Right. At some point there started this transition of maybe some talk of like, hey Dad, I want to take this over or I want this from you or was it more of. Was it that? Or was it more of like a, uh, hey Jackie, one day this is going to be yours.

Speaker B: Yeah, it was kind of that way. Especially when I started working with him. He was like, yeah, you know, if you really like this, you could, you could take this over. This could be yours someday. M. And it was like, oh, you know, I never, never thought about even going into the family business, let alone like thought I would be in working in H Vac. So um, yeah, I really had these high hopes and ambitions of owning the company someday then. And that was what the end goal was going to be. Then there just came this point when I was ready to buy it out. And then all of a sudden he changed his mind and said, oh, wait, never mind, I'm not ready to sell. And that was a tough take me

Speaker A: to take, um, me to that moment.

Speaker B: Um, it was actually interesting time. Right after I'd had my son, um, I struggled to get maternity leave from my dad and uh, still had this like cloud over me that he felt I was taking advantage of. The company by taking maternity leave. And, uh, so that was a tough time for me. A really low point. My, uh, husband had just recently come onto the company as well, too. So we just felt like we had all of our eggs in one basket. My dad was forever going to control my income. It's like almost like I had flashbacks to high school and just like being under his thumb still. And so I just really felt like I needed to break out on my own. I actually went and got approved for business loans. I was ready to go start my own company and be competing company to my dad. And it was a really scary time because I was also afraid that I legit would put him out of business if I did that. But it was a decision I had to make for myself, for my family now because I had a son. And so I did that. And that was when my dad kind of had his. Come to Jesus. I gave him that, uh, that option, I guess, of either I'm gonna start my own company or else, and.

Speaker A: Or I'm gonna buy yours.

Speaker B: Mm.

Speaker A: Yeah.

Speaker B: Yep. So he finally let me buy into it. It was with the agreement that he was gonna stay on working, which was a whole nother wall, um, to crawl to, to get financing for a family owned business. Uh, a lot of people just assume, yeah, I do seller financing or whatever. Um, but that was a tough one too, because the dynamics of my family are different. So I didn't want my dad to hold it over my head too. If he owned the loan, that was as good as owning the company still. So I don't want to borrow the money from him. I really wanted to go get, uh, it elsewhere. But then I didn't qualify for any SBA loans because they actually have this caveat in there that the owner cannot remain on as an employee or receive any proceeds from the company beyond one year after the sale of the company. So if I. So if I bought the company from him, he could not work there and he wanted to remain working. So then it was just this other whole wall I had to crawl to that interesting financing.

Speaker A: So interesting.

Speaker B: Yep. Had to get creative with it. Had to get really good partnerships with some banks and actually do like some developer, uh, funding things like that.

Speaker A: M. How long did that process take?

Speaker B: You know, honestly, from the time I gave my dad that ultimatum to the time when I actually got to buy the company, it was still almost a year. And just paperwork, loans, pushing things through, making sure, I mean, just records are straight, everything's ready to go. Like, just the preparation to sell a company. Too. Which was an interesting dynamic I had with being the buyer. But also, um, I almost kind of felt like I was the buyer and the seller at that point, because I was the one that was still preparing the company to it being sold to me.

Speaker A: Sure. You're working on both sides.

Speaker B: Yeah. Yeah. So it's kind of interesting take on that.

Speaker A: Yeah, that's interesting. Um, so in most situations. Excuse me, in most situations, uh, like this, usually somebody will inherit the company, right? Dad will take a step back, you begin to take the reins, and then dad just works in the background until he's ready to retire. Um, was that even a talk?

Speaker B: Yeah, you know, um, leading up to this. Years leading up to this, it was kind of this impression I would have sweat equity in the company as well, too. I, um, guess not that I was gonna just inherit it, but that I was still gonna have to buy it from him. I knew that he had bought it from his dad, so that was the discussion. But I got to this point where I was managing and growing the company to a point where I feel like I wasn't going to be able to afford to buy it from him. So that's where I put my foot down and was like, no, I can't keep going on this path without being able to buy in, into some sort.

Speaker A: Uh, was there ever a moment of talk about you inheriting the company versus actually having to buy it? So most people will inherit a company or take the reins over slowly as opposed to, uh, just, you know, saying, well, you can, you can have the company, but you're gonna have to buy it from me.

Speaker B: Yeah, no, I kind of always knew I was gonna have to buy it from him, but I thought I was going to get a discount. I always thought I was gonna have some sweat equity in the company. Um, because I would say nobody at a family business is ever overpaid. Um, typically when you're at a family business, you're underpaid for the position. So, um, so yeah, it was kind of this, this assumption I'd have some sweat equity in the business. I'd at least get a discount on it, um, that sort of thing. But then none of that happened. We got the evaluation done. I paid full market value for the company. Uh, sometime later, I discovered this other family business association that, like, was transformational for me, which I'd found it years ago. But, um, even learning from them that even when there is that purchase of a company, that usually there'll be like a 20% family family discount, uh, didn't even get A discount on the company. I paid full market value for my family business.

Speaker A: Wow.

Speaker B: Mhm.

Speaker A: Well, there's a level of, um, there's a level of, uh, there can be a sense of pride in that too. Right. Like, you know, again, this wasn't given to me. I earned this.

Speaker B: Right.

Speaker A: And, and that could also be, you know, the, the clap back to anybody going, oh, she's just, you know, family owned company. Oh yeah, of course. She went from technician to owners. Her family owns a company.

Speaker B: Ah. Yeah.

Speaker A: You know, but they don't really see what happens behind. And that's why, uh, that's why I find your story so interesting. Right. Because you have this dynamic that most people don't get to fall into when you're taking over a family company. So take me to the moment when you decided, hey, I'm not just working here, like I'm buying this thing.

Speaker B: Right.

Speaker A: What did that feel like?

Speaker B: I m mean, it was really a time when I had to. Well, are you talking like leading up to the.

Speaker A: Yeah, like obviously you're, you're working. You start having these talks. Right. And then all of a sudden, and then you had this like your dad talked about doing this and then he, you know, rescinded. Right. And then, and then now all of a sudden I can imagine like how that feels.

Speaker B: Right. I really went through a point. I felt like I was divorcing my family. Um, I even had like an aunt call me, tell me, no, you just need to stop. You need to just, you know, do what your dad says and blah, blah, blah, you know, because it's a family company and I'm just like, no, you don't understand how much. Um, I also felt like, and this is no jab to my dad, but I kind of felt like he was, he was going to run it into the ground too. Um, he was running us into the ground. We were, um. Yeah, I just felt like I was wearing the owner hat, getting the burnout without ever getting those benefits.

Speaker A: Sure.

Speaker B: So.

Speaker A: Yeah. And why, why do that if you're not going to get the benefit of owning the company? Right.

Speaker B: So yeah.

Speaker A: Uh, I mean, there's definitely headaches that come with running a company.

Speaker B: Yeah, absolutely.

Speaker A: Um, but there's also a lot of, a lot of good things that come with owning a company.

Speaker B: And we're, we're a small company. For the first 10 years of my career, it was just my dad and I at the company. So, um, I mean, sounds great and all, but the on call rotation is insane. I spent basically 10 years being on call 24 7. So that was what it was. It was like, I'm ready to make a move and not be on call all the time. I don't want to live this anymore. You're running calls and answering the phones, and then I sit there and figure out the bill for you, and then I take your payment and then I go back to the office. I'm the one doing the deposits, taking it to the bank and then reconciling the bank accounts, doing the invoices. I do every bit of that business and I've learned it from the ground up that way too. Sure.

Speaker A: Well, I think too, there's also a level of, um, credibility that comes with you being in the trenches. Right. Being a service technician, learning, uh, from the ground up.

Speaker B: Right.

Speaker A: Doing all this stuff and then being able to take the reins. There's a level of credibility that comes with that. Not just from outsiders, but also from your internal team.

Speaker B: Right.

Speaker A: People, employees within the company. Um, it's not just like, oh, his daughter took over the company. I know a lot of people who, their daughters took over the company. And their daughters were never even involved in the company. They just went to business school, they came out of school. All of a sudden there's this transition happening where, you know, I don't know,

Speaker B: whoever, actually, I tease, though, if I had to do over again, if I knew then what I knew now, I would have went to business school instead of H vac school. Because you can really corner yourself in on tools. A lot of people get stuck running, turning wrenches their whole lives.

Speaker A: 100%.

Speaker B: Um, I mean, yeah, mine was a small enough business that it was probably tough to make decipher that. But for anyone who is looking to go into a family business, honestly, I would recommend going to business school instead of going to trade school.

Speaker A: H hm, interesting. Yeah, I think there's definitely a few things, some foundational things that that business school can teach you, but I think that you're going to learn things in real life doing it.

Speaker B: Oh, yeah.

Speaker A: That school's just not going to teach you.

Speaker B: Right.

Speaker A: Being a technician is no different. You can go to school for being a technician and then once you get into the real world, you're like, they didn't teach this in school, you know?

Speaker B: Yeah. It's two sides of the same sandwich, really. You either, um, go to school for tech and then you have to learn the business side of it the hard way, or you're going to go to business school. And you may have to learn that tech side too.

Speaker A: So looking Back on this whole thing. Are you glad that you bought the company from your dad, or would you have preferred, like, taking the money aspect out of it? Would you have preferred to have your dad just give it to you?

Speaker B: Oh, um, That's a great question. That's not what I thought you were gonna ask. I mean, I want to say, of course I would have wished he would have given it to me. Um, I wouldn't be in the most debt I've ever been in in my life right now. Um, but, yeah, there's some value and there's some ego in being able to pay for it and saying that it's mine and that I own it and I earned it.

Speaker A: Yeah. Do you feel like there have been lessons that have come with that?

Speaker B: Uh, oh, absolutely.

Speaker A: And some. Maybe some maturity that has come with it?

Speaker B: Absolutely, yes. It has made me do some things that I would have never done before, honestly. I had taken some business classes here and there. Um, and I could, for the most part, kind of fumble my way through a P and L statement. Um, but since owning the company and basically having to put my life on the line for the company, um, which I would do in a heartbeat. As far as, like, when you go in and ask for financing, they're going to ask you, are you willing to put your house as collateral? Well, if there's any question in your mind about whether you would or not, then absolutely, the bank's going to question you too. Um, so, I mean, there was no question in my mind that we're going to be successful and. And do that. But I'm getting off on a tangent now.

Speaker A: It's. Okay. Well, what kind of. I mean, obviously there's some pressure that comes with that whole decision. Right. Of, I mean, the bank asking you if you're gonna put your house up as collateral. Uh, so financially. Right. But also mentally, what does that feel like?

Speaker B: It's a lot. Um, it's that pressure to perform, too. But I perform all under pressure. I mean, that's why we're business owners. Um, but, yeah, it really pressured me to learn my financials better and to pay more attention to that. So it's made me go to more of these business classes. And not just, like, business classes, sales classes, which I had been to before. Um, but really learning and digging into the financials of the business, which was so uncomfortable for me, but really necessary.

Speaker A: So did it change how you saw yourself after going through all of that?

Speaker B: Absolutely. Um, you know, it's. It's interesting because I even had this revelation that I went to, I tagged along to a tech class with one of my technicians and I ended up just like sitting over his shoulder the whole time and watching him run the tools the whole time. And it was like I realized that I don't even want to be here. I don't want to learn anything new when it comes to being a technician. Um, I was like 100%. I would so much rather be in a business class right now and learning something I could be doing working on my business. So, yeah, it was a big change. Um, been a big change. What my desires are and what my. Yeah. What fuels me right now.

Speaker A: What habits did you have to break in order to begin that shift from technician to leader?

Speaker B: Man, I used to be such a loser.

Speaker A: Um, didn't we all?

Speaker B: Oh, no, seriously. And I'm not trying to point blame here either, but it really came from the top down too. When I was a family company, there really just wasn't a lot of accountability when it was just my dad and I. So, like, I could roll in late, it wouldn't be a big deal. Um, I could schedule my own appointments and, oh, I'm just going to take off early today. And, um, there were some times though, where, like, it was difficult where, I mean, there's nobody else there to run the calls. So, uh, I really had to be out of town to get a day off. I couldn't actually ever have a day off. You could just work m from home, really.

Speaker A: Um, what was the most unexpected challenge, stepping into ownership, especially with people who may have watched you grow up in the company?

Speaker B: Um, it's been this mindset change and getting into that business owner mindset. I mean, even to wear a blazer today is so, like outside my norm, to be honest. Cause I'm still like Carhartt hoodies all the way. So, um, Yeah, I know. It's like jeans and Carhartt hoodies is what I usually wear for my work uniform with my red Thorson heating polo. And I still just wear the same thing I've always worn to work from day one. Because I just don't know any better, I guess. Um, so it's really taken growing up, getting into this new business owner crowd that's really like, pulled me up with them too.

Speaker A: So did buying the company change the way that people treated you or did you still have to prove yourself?

Speaker B: Um, I think it's changed a little bit that, um, when I walk into more business meetings and stuff, I feel a lot more confidence now. Um, but that was a huge, uh, thing to break for me as well too, because it was like, again, I would walk into a bank meeting in a car, hurt hoodie, and I would totally feel out of place. Um, but it's been getting better.

Speaker A: So you got to dress the part, right?

Speaker B: Yes, yes, you really do. So I don't get questions so much now. Um, and actually it's more funny because it's almost like Undercover Boss. Like, I get called out on a call and a customer is just chit chatting this and that, whatever, and then towards the end of the conversation, they finally figure out I'm. I'm also the owner too, you know? Yeah.

Speaker A: Do. How long ago did you buy the company again?

Speaker B: Uh, three years ago.

Speaker A: Three years ago. Do you feel like people look at you now and go, okay, she's the owner? Or is that transition still not. Still not made? Uh, kind of. Has that transition still not settled in people's minds?

Speaker B: Um, I think it has settled and I actually think it was a common misconception before that I owned the company already because I was running stuff. Um, I literally went to like dealer meetings with other owners. I would be sitting in owner's meetings. I'd be that person in there who was the face of the company. I was the face on the billboards already. Um, so I'd go into meetings with literally other company owners in my region and in my area, and they were like, oh, you, you don't own that. Oh, I thought it was you and your dad. And it's like, no, I don't even own it. It's just my dad does. Yeah. So it was almost kind of a. That was almost like a knife when I heard that. And it's like, oh, man, I didn't realize I had such an impact.

Speaker A: Yeah, for sure. Um, how. How do you navigate. How do you. Or how did you navigate your dad's legacy while still building your own vision?

Speaker B: Mhm. It's been kind of difficult, honestly, because, uh, especially after the takeover transition, my dad started having some health issues and stuff too. So he actually had to shortly after transition into retirement. So that was kind of a difficult, uh, discussion to have to actually work him off of payroll. It was hard for me, and I know even harder for them. Um, my mom was still employed by the company too. And that'll be another transition as well too, to work her into like part time and that sort of thing.

Speaker A: Right. Um, you know, I always say in this industry, like, just because things have always been done the way that they've been done doesn't mean that you should continue to do them that way. Right. Like, a lot of the old guard in the industry is very much like, well, we've been doing this for 50 years. You know, it's like, that doesn't mean that you should continue to do it that way.

Speaker B: Right.

Speaker A: Um, so my question to you is, was there a moment where you had to make a decision that went against the way that things used to be?

Speaker B: Yeah. And actually, this was a story I wanted to tell. Just leading off what you were just saying, too, because there was a time I went into, um. It was actually an EOS meeting, and I brought my mom with because she's my sidekick and she's part of my leadership of the company. Although we're small, we're mighty. Um, and there was a. There was a moment in the meeting where she actually just got up and walked out. And I was so embarrassed by that. But I look back at that and think, that was, like, the greatest gift ever. It was this realization when we're talking about the vision of the company, what the goals are. And I was like, no, no, no. These are what my goals are. And she just totally disagreed. It was that, uh, realization that, like, her vision for the company was not the same as my vision for the company. And it was just this huge class shake it off, walked out. And. And it was that realization that I'm really gonna have to fight for what I want, even at this table, too.

Speaker A: Well, it's like, mom, I love you, but this is my company. Right.

Speaker B: And I have my husband working with me, too. So there's days, too, where we disagree on things. He's my primary installer, so, um, it's even tough when he wants some expensive tool requests and things like that. And it's like this debate at the dinner table to justify a purchase at work.

Speaker A: So.

Speaker B: Yeah.

Speaker A: And of course, he's married to the owner. He should get it right. That's his mindset. Yeah.

Speaker B: He really wants a trailer right now.

Speaker A: Well, trailers are, uh, not a bad thing. But, um, how do you separate family dynamics from business decisions?

Speaker B: That's actually really difficult to do, and I feel like it's almost impossible in a family business. It's another one of those things that people just don't realize plays such a role into everything. There's always this, uh, obvious answer written on the wall of, well, of course. Wouldn't you just do this? It's a smart business decision. Like, yes. But you have to think about your people, how that affects the family dynamics. Every business decision I make also affects Thanksgiving Dinner and Christmas and. And that was, you know, that big struggle I had even trying to take over the company too, was like, man, I might be exiling myself from.

Speaker A: Sure.

Speaker B: Having care for my child or, you know, just that. That village around you.

Speaker A: It's sad that that has to be that way.

Speaker B: Yeah.

Speaker A: You know, I mean.

Speaker B: Yeah.

Speaker A: Yeah. I think, uh, pride and ego play a role in that. Right. Um, yeah. It's. People are people. I always say. People be peopleing. Right. And, uh, there's many walks of life and, uh, people just. A lot of times people are just stuck in their ways and they don't want to, um, accommodate new things. Right. They don't want.

Speaker B: People don't have that ability to self reflect as well.

Speaker A: Yeah. Mm.

Speaker B: Yeah.

Speaker A: Uh, what changed? Has anything changed in your relationship with your mom and dad or anybody else tied in the family, uh, through the business transaction?

Speaker B: Um, yeah, for a while it was pretty strained, but I think things are actually much better now. Um, my dad's really taken into his retirement well. Um, and actually, it's kind of a relief. He's been able to take time to get his knees replaced. Like, his initial reason why he left work was for his wrists and stuff. He wasn't able to do anything. So I felt really guilty, too, um, about that, you know, being a business owner, kind of wanting to retire. My dad. My dad not wanting to retire. But then this health thing happening, Um, I felt really guilty about being relieved by that. Um, so that was a tough one. But, um,

Speaker A: very cool.

Speaker B: Yeah. Thank you.

Speaker A: Well, how do you stay grounded in your technician roots while taking on this new role of leadership and owner, or do you at all?

Speaker B: Um, you know, I am still grounded in my technician roots because I still drive a work truck with tools in it. Um, I am in the office more nowadays than I ever used to be. So there's always that talk of, do I really need to have this whole, like, truck stock and everything just for me? Probably not. But, um, there are days where. When we're slow or when we're really busy, when I'm slow, that I'll just go out, help run jobs. Guys still call in for tech support, need an extra hand here and there, that I'm the one that goes out.

Speaker A: Obviously, customers by now recognize that, hey, there's this woman who's showing up to fix my air conditioner, Right? Yeah.

Speaker B: And I have that following where a lot of times I still just go out because I'm requested. So. Yep.

Speaker A: Yeah. So I think, you know, as you begin to make that transition, Sometimes that tough conversation with clients has to be. Well, I. She goes, I really want Jackie. Right. And you go, unfortunately, Jackie doesn't run calls anymore. Right. I think there has to. At some point that has to happen. Unless you, as the owner, just go, well, I enjoy running calls, so I'm going to continue to do it.

Speaker B: Yeah, we're kind of in that transition period now that, um, people will show up and. Or, you know, I'll have my technician show up, and they're like, oh, but where's Jackie? And they're like, well, she's, you know, really, she bought it, so she's not running the calls anymore. And I think customers are kind of accepting that. But they also realize now that they have to specifically request me to get me. There will be a point, though, where they'll get probably turned away.

Speaker A: Yeah.

Speaker B: But honestly, it's been sad for me, too, because there's a lot of my customers. I mean, I've joked about this for years, that, uh, there's some customers I know better than my family members because I see them, you know, routinely, you know, twice a year. Um, so that's more than some of my aunts and cousins and everybody. But, um, so when I see an obituary come across, or, um, even just one of my technicians being like, oh, hey, so, and so said, hi, and they're, you know, asked how you're doing, and just like, oh, that's really nice that they still think of me, still care about me. Those are real relationships that we built.

Speaker A: For sure.

Speaker B: Yeah.

Speaker A: For sure. Yeah. It's interesting to have, um, to think about, like, what it takes to actually shift from technician to owner. Right. And being able to let things go. Um, and I think you have to really look at it from a value standpoint. Right. Where do you, as the owner, bring the most value to your company? Right.

Speaker B: Yes.

Speaker A: Is it being a technician in a truck? Right. Because you're a better technician than you are an owner, and so you let somebody else do the managing, or are you better managing and then letting somebody else go and run all the calls? Right. Like, you have to really take a step back and say, I have to make an executive decision here which one is the right one. And obviously nobody else can answer that but you.

Speaker B: Right. My husband and I disagree on that because he thinks I should still be out in a truck running calls, and I'm the people person, so. Sure. Yep.

Speaker A: Well, obviously, you were good at a technique as a technician.

Speaker B: Right.

Speaker A: Well, can you duplicate that into something?

Speaker B: But I think. I think I can be great at managing more technicians.

Speaker A: So then there's your answer. Right?

Speaker B: Yep.

Speaker A: I think it'd be cool for you to bring on. Do you have any other women working as technicians?

Speaker B: I do, yes.

Speaker A: So I, uh, think it'd be cool for you to bring on more women. Right.

Speaker B: That's my goal. Yeah. Yep. Absolutely. Is to, I mean, uh, just embrace that and obviously encourage and empower more women in the trades. And I would love it if they came and worked for me. Yes.

Speaker A: Cool.

Speaker B: Yeah. Because that's also my struggle, too, as I transition out of that position. I think that's something our company's been known for, is having, you know, that niche in our industry has been having a female technician. It's a surprisingly, like I said, niche thing that people will request to have a woman there because it's a woman who's usually in the home. Uh, 60% of the decision or 60% of homeowners are women. Um, they're usually the decision makers. And, um, not even to take into account, like, the people who are victims of SA and things like that, that they just don't want a man in their home, especially when they're home alone. So, um, so it's a really big thing that's rising, um, becoming popular, and it's actually something that's an option now.

Speaker A: I didn't think about the whole assault thing. Interesting. Um, what's been the most rewarding, uh, mindset shift for you since taking over?

Speaker B: Um, it's actually probably just being able to get that feedback from other people that I've had impact with that have been able to hear my story, um, that listen to podcasts like this, um, just if I'm able to empower somebody, especially in the family business, um, where you feel like you're stuck or maybe trapped, um, yeah, I just hope I'm able to touch somebody, help somebody out. So, man or woman?

Speaker A: Right. Well, three years deep. Right. You're three years deep into this thing. And what would you say to somebody who is thinking, uh, about taking over a family business or thinks that they might end up taking over a family business, um, but doesn't realize what it actually takes to do that?

Speaker B: You just have to start and do it anyway. You know, I didn't really know either, but you figure it out as you go. Um, and you have to assemble your team. You know, you kind of have got to have your, like, team of a players that are on your side. Um, as you become a business owner, you realize that you need, you know, you gotta have a mentor on your team. You gotta have an attorney, an accountant, um, you know, like your, your typical people that you'd have to consult with too, but, but get like a mastermind group of other like minded business owners. They don't even have to be in the same industry as you, but just get somebody that you can go out to coffee with. Um, there's a lot of like networking connection groups you can go to. Um, one of my favorites in our area is the Bombs group. It's business owner moms and I love going to that one because a lot of people just don't talk about being a mom and having to work and run these businesses.

Speaker A: So. Yeah, interesting. Yeah, I guess there's a lot of, you know, I built a company here locally through a networking group and people underestimate the value of networking.

Speaker B: Oh, absolutely.

Speaker A: And uh, you know, whether that be going to mixers or going to just other events and stuff like that, you are, you are one person away from grossly changing your life for the better.

Speaker B: Right, Absolutely.

Speaker A: Just because meeting, uh, the right person can connect a couple dots and next thing you know you landed this massive contract or whatever.

Speaker B: Right. It could open a door, it could be your next best friend. You never know.

Speaker A: You just never know. Yeah, yeah. So yeah, don't be so closed off, right. To like, oh, I don't need any new friends in my life and this and that.

Speaker B: Open to opportunity.

Speaker A: Yeah, for sure, for sure. Um, is there anything that you would want to leave the audience with, like a bit of advice? Whether it be ownership, technician school, being a female in the industry, anything like

Speaker B: that, I just go for it. Yeah, I mean, definitely diversify your skill set too. And always remember that, you know, what got you here is not going to get you there. That was a um, life changing quote for me when I realized that being a technician was not the end all for me.

Speaker A: Very cool. Mhm. Well, I appreciate you meeting me here. Sorry the weather couldn't be better, but I appreciate it.

Speaker B: Thank you.

Speaker A: Thank you. Legacy isn't something you're given, it's something that you prove that you're worthy of. And sometimes that means betting on yourself even when it costs you.