Three Areas of Opportunity For Painting Contractors

Speaker A: The facts that you have to pivot and adjust knowing with what's there.

Speaker B: Right.

Speaker A: Especially when it comes to closing rate. You know, your profit margins on your jobs throughout the month, um, your marketing spin, like, it's. A lot of people ask us the question, like, what do I need to spend here? Like, don't have the numbers. It's hard to really give you a good number to kind of make that, that board.

Speaker B: Welcome back to another episode of the Elite Business Advice podcast. My name is Chris Moore, the founder of Elite Business Advisors, your host for the podcast. Today I've got my good friend, one of our advisors with us, Ted Pierce joining us. Uh, Ted's been working with us here for a couple of years now, and he was in the office here today, enjoying our new office space. You're seeing it come together, uh, doing our monthly one on one that we do with all of our advisors. And I thought, you know what, let's start taking advantage of this. So we're going to start doing some more episodes here with our team. Uh, Stuart will be moving here mid August, so I know him and I will do some, some episodes maybe once a month, once every couple of months. That'll be popping in here to, uh, the office as well. So, uh, super excited for that. And so we're chatting through kind of in our one on one. It was funny, we didn't really prep a topic for this episode because I knew that whatever conversations we were having during our one on one about our clients and everybody Ted's working with was, um, going to bring up some content in and of itself. And guess what? It did.

Speaker A: It worked.

Speaker B: So we put together what we call the three areas of opportunity for painting contractors. Uh, these are kind of three pain points that kept coming up as we were running through, uh, the different clients that Ted's working with. And just thinking through, like, what, you know, what are kind of some of the struggles, what are the opportunities on how we can help them? Um, and honestly, it kind of boiled it down into like three categories and thought that perfect, we got the content for it. So I, uh, hope you get to enjoy it. I hope you can take something away from this to implement in your business. And as always, I hope it helps. And thank you for plugging in. This is the Elite of Peace Advice podcast. Ted, thanks for joining us. Thanks for agreeing to doing this. Appreciate you, buddy. Fun.

Speaker A: I appreciate it. I appreciate the opportunity. I'm excited for this.

Speaker B: Yeah, that's good, man. Uh, you've been a huge asset to our clients. I love checking in with. With a lot of them throughout the year and just the feedback they get. So thanks for. Thanks for all you do for them. Thanks for the time you put into investing into yourself and continuing to educate yourself here. Um, I know it's weird as some of us kind of get removed from actually running a painting business that, you know, we have to keep educating ourselves to keep influencing our clients. So I, uh, appreciate all the time and energy that you put into this. So, as I mentioned in the intro, we kind of boiled this down to three opportunities that we saw for our contractors, for our clients, and it kind of boiled down into the number one, the most obvious one. One. I almost don't even want to say it, because everybody that's heard this podcast or heard 90 of them, they already know where this is going. Right? But.

Speaker A: Oh, can we just. You didn't say.

Speaker B: I said it. You said it. So, Ted, what's number one?

Speaker A: Know your numbers.

Speaker B: Know your numbers. For the love of God, just know your numbers. Um, I know we talk about that a lot, and I think it's one of those things what we kind of realize is everybody knows they need to know their numbers, right? A lot of people come to us because, like, we need to know our numbers. We know we need to.

Speaker A: Yeah.

Speaker B: We just don't know how to. We don't know what to do. Right. And so, like, before, like, we even share anything on a, like, helpful, tactical thing, like, why is it so important? Let's just hit on that. Why is it so important to actually know your numbers?

Speaker A: It's just the simplicity of, like, knowing how to make decisions going forward. Like, just the facts that you have to pivot and adjust knowing with what's there. Right? Especially when it comes to, like, your closing rate or per, you know, your profit margins on your jobs throughout the month. Your, um, marketing spin, like, it's. A lot of people ask us the question of, like, what do I need to spend here? It's like, if we don't have the numbers, it's hard to really give you a good number to kind of make that and pip that for. But then also it's like, when people are going through, you know, some hurdles and, like, understand, like, why am I losing more cash flow? It's like, when. When we're able to go back to the numbers, look back on the month, understand, like, okay, like, we have more marketing spend here, or, like, we look at the profit margins from the jobs and stuff. Like, you know, on these jobs that were a little bit bigger than your average size like, you notice that there's a trend there, uh, that you are typically hurting on your margins when it comes, uh, jobs that are bigger than your average size and stuff. So like, just be able to go back and pivot and understand like, oh, there's my m. Areas of opportunity. Like, we kind of got away from this or that, like, or just seeing the light, it just helps. That's why you want to know your numbers so you can just understand and be able to pivot and continue move forward with the progression you're trying to make day after day.

Speaker B: That's good, man. Oh, and I think too it's, you know, again, a lot of people come to us because they know they need to know their numbers or in some cases they, they see their numbers, but they don't know what to do with that. Right. They don't know what they're looking for. And sometimes again, I think that's where you and I, we were joking earlier about how number minded we are. Um, I would say Stuart's very much the same, the same way our whole team is. But like, we can look through that and start picking up on trends. It's like, hey, every job you have that's bigger than your average job size, our margin is lower than our average. Right. And like, we can start picking up on that. Okay, well then now let's dive in and figure out why. And I know we'll talk about project management here in a few minutes. Um, and so like, it's good to know your numbers, but like, don't do it just to say, you know your numbers if you're not doing anything with it. Right. And again, sometimes having that third party perspective to just have be another set of eyes, right? Like, what's the ROI on that? So, yeah, um, I think again, it's not just having it organized, it's also knowing what to do with that and how you use that to make decisions in your business.

Speaker A: Or you've also like, what's guiding you as well too, like going back to North Star metric, like trying to get to your break even plus your, to get to your 10 to 15% cash flow. Like, what is that number that helps drive and understand, like, where am I steering the ship to make sure that I'm at a comfortable number, that I'm going to be profitable? You know, we're not all running our businesses to break even. Right. We're all doing it to, to uh, to have margins and have a good cash flow. Nothing outrageous, but something that's realistic. So like when you know that side of it as well too is like, you understand where you're steering towards and how to, how you're going to get to that number.

Speaker B: Yeah, that's great. I, I, uh, love the North Star metric concept that we talk about a lot. So that's where I learned it. Yeah, you might have heard it on a podcast before. I wish I knew which one that was on my head. I need to, I need to memorize that.

Speaker A: I just got to stay plugged into it. Huh, huh.

Speaker B: You should just listen every week. So, um, so is it just like the finance numbers that, that contractors need to know? Like when we say like, you need to know your numbers. Right. We talked margins, job costing, like what your monthly, like that net profit is based on what you produce that month and all your overhead expenses. Like, is it, is it just knowing that, Is there more to knowing your numbers as a business owner?

Speaker A: Absolutely. That, that all reflects on the back end, but like the front end side of it all. You want to know your numbers on like your speed to lead ratio. Right? Like how quickly you get into your customers, how often are you having a, you know, your closing rate as well too? Um, then even the segment of like estimating how many estimates you did, how

Speaker B: many did you close.

Speaker A: Right. Um, and just backtracking that information is critical and where those kind of come from as well because, like, when it comes to the marketing, like, you're probably more successful on your organic side, your social media size, probably there's a little bit of lesser closing rate. But then also to understand, like, all right, what is my roi? What is my marketing spin in those places that make sure that I am being fruitful and spending money and time in the right places that make sense that I'm going to have a higher closing rate, higher, uh, success rate and having the right amount of revenue.

Speaker B: That's good. Um, you said something that I don't hear talked about a lot. Speed to lead. Right. Um, just elaborate on that. Like, why is that important? Just feel free to share anything. I've got some thoughts on it, but I want to, I want to put you on the spot first.

Speaker A: Yeah. I mean it really, if it's Google, right. Getting it from social media side of it all, it's really critical, um, in that sense of like playing that algorithm and make sure that you are getting in contact with this coming through Google. Right? Because that's part of your algorithm. Make sure that you're staying on top of it. But also like when the customer is reaching out, like they're in the market at that moment. And so that's why it's really critical to try and get to that mindset with them. But sometimes people are a little bit smarter these days. I mean, I'll do it as well too. Like, I'm in the moment now, but I also might not have the time to. But I'm also going to be paying attention if I'm that person, like, all right, who got back to me first, like.

Speaker B: Right.

Speaker A: Who, who responded back to me. Because if I did put a few leads out there, like, I'm going to respond back to the person that I have a better connection with because they responded back to me. Or I see there's a sense of professionalism behind it as well. Um, and just I'll go from there as well. Even if it's from email, phone and text. Right. Because sometimes it takes all three of them just to make sure that you're reaching out. They, if they're giving you a phone number, that's probably the most likely way, best way to connect with them. But is it phone or is it. Is it text? Right. You don't know until you put it out there. So like, if those smarter. I would say more savvy buyers in that sense, like, I don't have the time now, but I'm marketing. But they're going to see, they're going to be looking for how are they responding back, how quickly and what platforms they are as well too.

Speaker B: So that's good.

Speaker A: It gets a little bit, uh, more, uh, elaborate with it. But like it's just critical with the algorithm from Google and anything hundred percent that. And just, you're just trying to capture the person in the moment.

Speaker B: Yeah.

Speaker A: Being in the market.

Speaker B: No, it's good. I think on the speed, the lead thing to peak excitement is usually when people reach out. Right. They're really excited. They're in the moment. Right. And so the longer that, like you schedule that out, slightly more downhill their excitement level goes. Right. It's same thing. We talk about doing estimates on the spot and stuff. So, um, I think that's, that's a critical thing to just be mindful of. Right. Like if you are constantly scheduling estimates almost two weeks out, it might be a, a situation we need to, you know, that's worth revisiting a little bit. Um, especially if your closing rate's not so great on that. Right. Um, it's good that you have that much demand, but, but that actually can be problematic. Right. Especially in those decision moments. And some people may not have the time right now. They want to schedule it two weeks out. That's fine. If that's on them. They're telling you, hey, I'm interested. Um, but, like, this isn't a high priority, you know, so that. That makes sense. So I think it's just getting a gauge on those conversations you're having with people. What's their excitement level, and the sooner you can get to them. Great. Unless they dictate otherwise. Um, you know, I reached out to a plumber last week about some stuff at our house that we're doing, and it was a little. I was like, hey, listen, like, I just. I just. I'm here, I'm in the moment. I'm framing out some stuff. Wanted to call you out, was on my mind. If we can't get together, try for the fourth of July. Like, that's fine. Yeah, right. You know, so, um. So, yeah, I think they'll kind of guide that a little bit.

Speaker A: Why do you think Amazon sends you notification that, hey, you left this in your cart?

Speaker B: Yeah. Because you're in the moment before you were in the moment. Yep, exactly. That's it. That's a really good point of view. So tell me you don't shop on Amazon. Um, we all know your wife does, so. Sorry, Shauna. Yeah. So, okay, so second area of opportunity, we kind of said estimating and sales, which I know can be a very big, broad kind of topic, but the thing that kind of kept coming up was like having a process, having a system, right. And how do we make sure that, you know, we're following process, you know, in systems that we put in place for our business? Um, and so what should contractors know kind of about having a set process in place when it comes to sales? Like, why is it important to have a repeatable process that you can follow every single time?

Speaker A: Right. I mean, you kind of break out the estimate and sales side, like, when you're just the actual estimate itself, right. Just knowing your numbers on the side of, like, the production. Right. Like, usually your biggest variable is going to be hours. Your production rate is pretty much going to be the same. Your material costs are going to be on average about the same as well, too. So, like, that's usually your biggest variable. But, like, knowing the process, like getting a customer, having a good customer experience, starts from the speed lead, right? From the very first contact all the way through the closing side of it all. Whether the close is a win or a loss, but it's still critical going throughout that and having a process along the way, right from speed delete to, you know, um, if you've scheduled the estimate, if not having a process of like, make sure you get in contact with them to set up investment. That's the entire goal. Right. And then when you do set up the estimate, like what is that, uh, what is that process right between them? Right. What are you doing to set expectations for the customer? Right. All the way up to the walkthrough of the estimate. And then also, um, what can they expect when you get there? Right. And having a process from the very beginning, report building stage. Right. All the way through, you know, um, presenting on the spot is critical. It's one big thing that we usually like to coach people on. Um, because it's highly missed within the industry. Um, and you really set yourself apart there as well too. So like just having that and having a template in place, right. We have a six sales, a six step process through it. Um, right. There could be eight, there could be four. But as long as you have a process, that's what's really critical. And just having it simple to fall off of. Right. Are you going to deviate sometimes? Because the scope of work sure happened. Right. You're going to have a large, you know, $20,000 job. Maybe not able to do smo and spot, but are you able to kind of like go through and get really close to doing it at that time? Yes. Um, but just knowing that you can delineate a little bit through it, but just having that process is critical. So you have something repeatable and it's, it's simplified and like you're just really focusing on the customer and customer experience. Because your goal is to sell, right? The goal is to sell through it. And the customer experience and what they're trying to get out and set an expectation for them is really critical on how you're going to win that sale.

Speaker B: Yep. No, that's good, man. I think, you know, what I would say is follow it 90, 95% of the time. There's gonna be that 5 to 10% where it makes sense to deviate. You're gonna have to get an estimate for carpentry stuff. You're gonna have to do something. It is affordable. $40,000 project and it's like, hey, I need to go back and put a little bit more time into this, you know, and projects of that magnitude. I think homeowners don't understand that. Maybe that's even something where you say, hey, we want to go back, we want to work on this. Could I come, could I swing back by in the next you know, 48 hours to go through this with you guys, make sure we're all on the same page. Like, something like that might be worth that extra trip out there. Right. Um, you know, I think a big reason like that, that I can look at it from a coaching point of view too, on why having a process is so important. Because when, when you need to make tweaks, it's a lot easier to start thinking through things when you're doing it the same way every time in the beginning. Right. Think, um, about it like you're trying to perfect a recipe. One thing I've been trying to get really good at is smoking chicken wings. Just going to be honest with you. All right. Like, because there's a restaurant here and I don't know if you've had Peel's wings before, dude, the best, they're wood fired. So I'm already at a disadvantage because I can't compete with that.

Speaker A: But I can.

Speaker B: You got the pizza.

Speaker A: You do?

Speaker B: Um, so I'm like trying to get this recipe figured out. Right. And I finally am getting it dialed in. But it's because every time I'm like changing one variable.

Speaker A: Mhm.

Speaker B: And then like, okay, that was really good. I'm still missing a little bit on this. But I'm doing it the same way every time. Right. The first four times I would try doing wings on the trigger, I was doing them four completely different ways.

Speaker A: Mhm.

Speaker B: And it was really hard for me to make little adjustments to now like hone in and perfect it. Right. Uh, and I know it's like a weird analogy and that's just my weekend obsession is, you know, cooking. Um, but like, it's true, right? Like, it's very true in business. Like, if you're not doing the same process every time, we really can't help figure out how do we need to tweak things. How do we need to put a step in here? How do we need to present this differently if every single time you're doing everything totally different? We can't really assess the close rate and start to identify what the is problem problems are. Right. So I think like, yes, it's important to have the process, but also understand why it's important to have a process is because when you can do it the same way, right. And then you have data about that, or in my case, feedback on how things taste or whatever. Like, then you can start making those little tweaks to make it better.

Speaker A: Right?

Speaker B: Right.

Speaker A: It's a good segue too because like in the next topic Is like when you know what that process is and you can like hone in on some of it, whether it could be more so your production rate. Right? And that's when we're going to the next topic, like project management of like understanding that. Okay, well, for this job, this is what I estimated. Like, uh, I was able to pinpoint it wasn't the sales, like, it was kind of more so like the hours here. Was it me or was it the production team and what we were not able to accomplish for that job or so? Accomplish for it?

Speaker B: Yeah, no, 100%. I think that's a great point. Um, let's just jump right into that last one, man. You already brought it up. Right. Um, you know, we kind of talked project management and again, I know project management is a very vague topic of an area of opportunity, right? Um, but you know, kind of the thought we had with it is like, okay, how if you're not achieving that margin, you're not hitting that monthly production goal that you need to, to, to hit your North Star metric. Um, like, what should you be thinking about? Right? You know, so how do you coach your clients through that when they're at a spot where they're not hitting those margins? Um, maybe not hitting that number. Like, what do you kind of dive into a little bit on that is

Speaker A: going back through the profit sheet and looking at how you performed the last, uh, the last month or even two or three months, depending upon what it is. Right? Are we hitting our average job? Right. Are we on that? On that mark, are your estimating versus what you estimated in your actual numbers, are they aligning? Are you on the plus side, on the negative side, inconsistency, but also reflecting back to like, okay, if going. What we discussed before is like knowing what the job size is as well, too, right? It's a smaller job. Is it a better job? Usually that's where you see it. You're outside your average. There's usually a skewity there on it, right? Where the smaller jobs, they just overeat because like, it's a small job, it's

Speaker B: hard to schedule logistics, uh, it's hard

Speaker A: to schedule logistics, uh, and whatnot. Sometimes you throw people on it, you can knock it out real quick and it eats up real quick for whatever reason on, on doing the job and stuff. And then on the flip side, it's like, all right, well, when we get past the three, three day job, we go four or five, even a little bit longer, we, we lose track of things, right? It's just not putting a plan into place on those things. Um, sometimes people put a plan in place, but then they don't execute or stop halfway to understand what we have put into place and make sure we need. How do we pivot from there as well too? Right. Sometimes, like if I don't what the scope of the work is, like, are you able to go back to the homeowner and address the situations? Like could have been a big wallpaper job. Right. I mean you probably want to put an asterisk on the front end with that with homeowners. But I think it's just setting the expectation for that and just trying to, you know, um, uh, under promise, over deliver on, on those type of types of jobs. But that's the way some of the, some of the areas that we look at to try to help them pinpoint, understand, like, all right, was it your estimating or was it the production or is it a combination of both? Are we kind of seeing both sides of it and how you execute from there?

Speaker B: And that's where I think having like the industry benchmarks comes in so important of understanding. Like, what is the expectation for painting two coats in a bedroom? What is the expectation for painting a door and door jam? What is the production rate for doing exteriors? Right. Like all the different things. Because that using the industry benchmarks will allow you to then see, okay, are your estimates right. M. And if they are, okay, then it must be production team problem. If you're shooting 20% under what the industry benchmarks would show, well, then it's probably an estimated problem. Right. And so like having kind of a single source of truth understand that production rates can vary a little bit, you know, from, from crew to crew or scope of work or different things. But for the most part, like, that's a pretty standard, you know, line to draw to then evaluate. Like, where are we falling out on that? Where does that problem lie? Is it our charge rate?

Speaker A: Yep.

Speaker B: You know, our hourly rate. Right. There's so many things that we obviously dive into. Um, you know, you mentioned already about like, you know, having those project plans. And that's one thing I see a lot of contractors struggle with is they, they will make a plan sometimes, but there's not the daily check in to ensure they're executing on it. Right. Or they're not making sure that, you know, their team. Okay, yeah, we have this great plan for this two week project, but at the end of week one, they're so, so far off track. Right. And, and I've always heard this analogy I've never flown a plane. Let me be very clear. Maybe we should ask Jason Paris about this. Um, I know there's somebody else that I know has their pilot's license anyways. Um, but like, you know when you're flying from like LA to just say St. Louis, right. And they always talk about like, you know, you're making mini course corrections the whole entire time. From the moment you take off to make sure you're heading in the right direction, you end up here in St. Louis.

Speaker A: Right.

Speaker B: And if you wait until you're an hour and a half, two hours into that three hour flight to start making corrections, you might already be over Texas or Iowa or somewhere because you got so far off track. Right. And I feel like that's exactly the same case with project plans and with checking in on these bigger projects is like we need to be correcting at the end of each day. Right, Right. Like I'm fine. Like I always, when I talk about project plans, like if it's a two week project, you need to have a, uh, checkpoint that's about halfway through, hey, uh, Midway after week one, we need to be here to be on track to be good for week two. And then from there you kind of break that down into day one, day two, day three, day four, and then where we end up at day five. Right. And you're checking in. Did we hit at the end of day one?

Speaker A: Yeah.

Speaker B: Right. You don't wait and go, okay, we're at the end of day five, where are we at? Oh man, we're where we should have been at the end of day three.

Speaker A: Right.

Speaker B: We're, you know, so I think that's just what I would say a, uh, big thing is like we have to have those daily check ins and those micro adjustments early to keep us on track. And I think that airplane analogy, you know, again, I've never flown a plane, but it makes sense in theory. Uh, and think about it. Sure. Anytime you've been on a plane, you always, if you track the flight radar on, you know, Southwest or whatever, like you'll see all those little adjustments they're making the whole way and it keeps your right on track to where you're going.

Speaker A: What's the biggest, probably one of the biggest reasons why is they have that is the variable of weather agreed for our exterior contract.

Speaker B: Agree. Yeah, that's a good point too. Right.

Speaker A: But I love that analogy. And like bring it down to the ground, like the reason why you go from the airplane to like having a car, it's like, well, I can have directions, right. I know how to get from destination A to B. Here's my plan, here's how I get there. Here's what, here's my first day of travel, second day travel, kind of like what that looks like and like I have a roadmap, right? And let's have some guardrails in place to understand like what's going to look like. And once we get to day two or three, like how do we pivot from there? Right? And you know, either whether it's, you know, one job, two job, uh, one day, two day, three day job, like either way, like you still should have that plan in place so you can practice that every job. So when you are going to the bigger jobs, you're staying in tune, right? And part of it is as well too is going back. Like if you are the owner and the estimator, but not necessarily always the production manager, but you are at times as well when you're doing the estimating itself, like you should be thinking of that at that moment as well too. Of like, all right, how am I going to be effective on this job? Right, because you want to sell that to the customer as well too. Like, all right, well this scope of work, this job, I would, this is probably what my plan in place would be and kind of walk them through that as well too. You plan might change a little bit when you talk to your production manager if it's you later, after you go through a little bit. But you're also selling that experience to them. Like how you're going to be methodical, you're not going to be wasting that. If you're not going wasting your time, they know that you're not wasting your time. They're not going to be wasting their time and their money.

Speaker B: Right.

Speaker A: And so like you're selling that experience of being in their house or on the exterior of the house, like helping them conceptualize if they've never been through it before.

Speaker B: Yeah, that's great. I have one point I want to share before we wrap up here. Um, a question. I get a lot thing I see a lot is about like larger projects and putting more people on it. Okay. Um, most um, of the industry kind of knows that the most efficient crew sizes are crews of two crews of three. Right. Whether it's interior, whether it's exterior, that seems to be a, uh, pretty solid, you know, two, two or three depending on the average job size of the company is like the most efficient crew size. You get into 25, 30, 40, $50,000 projects. Right. Even if you, if you have the manpower. You know, we started having a conversation sometimes about putting four or five people on it, maybe even six in some cases. Um, whether it's for a day or two because of weather. Right. So I love when people have these big interiors. It's not on a tight timeline because then that kind of becomes your buffer on these exterior rainy days and stuff. Um, which we've had a ton of here in the Midwest recently, the last couple months. But the question they always kind of get or where I see the pain point is when you start putting six people on a job, even if it's a job that's big enough to warrant it. Right. You'd never put six people on a $3,000 job. Probably. Um, but like if you're doing it on a big enough job, like what I would just advise or caution people about is make sure you've got really good detailed project plans for each, each little crew, break them up into pairs of two for that job and assign them different.

Speaker A: Yeah.

Speaker B: Areas. Assign them different scopes. Right. Um, so as we talk about like project planning and like project execution and management, making sure if you're putting a lot of people on a project that you've really like straight structured it well. Because there's just something about having six people all kind of floating around the same area. It's a lot of wasted space. Maybe some guys aren't hustling the way they would. But if you say, hey, you two are responsible for these three bedrooms today, doing all the walls, two coats in them, it's all the same color. You two are doing the dining room, living room, kitchen. You two are going to the basement and gotta knock out the living room, the bar area in this bedroom. Right. Whatever it is. Assign them responsibilities. Kind of complain compartmentalized away from each other. Um, even if everybody's doing ceilings, give them their own, um, scope and expectation for the day or before launch on what's expected. That's how these forty thousand dollar projects become a win.

Speaker A: Yep.

Speaker B: And not a loss for you.

Speaker A: Yeah.

Speaker B: Right. So it's those daily check ins. But it's also how are you actually like managing the people on it if you're throwing a lot of people on it?

Speaker A: Absolutely. You really have to think through the flow of it all there. I've seen where um, people almost kind of view uh, it as a manufacturing line in the sense of like, all right, I got this crew coming in. Like they're really good at doing the, the prep, um, and all the prep work. So they're gonna walk through and do all the prep work and then you got the next person doing all the coding or anything like that. And the next person come do the trim work. Right. You kind of, you can break them out in that segment as well too. But just kind of think of like being on a process line, being manufacturing, just being methodical about it. Understand, like the tools and resources that you have. Because, like, when you start splitting three people up, like, do you have like all the tools and resources? Do you have enough sprayers to do that? How are you going to, uh, be methodical about that? Right. Without, you know, oh, yeah, I'll just buy another paint sprayer. Like, but do you really need to. Right. Because you might not have all those jobs that we have another spray porch. So just being methodical is the biggest concept of it. At least having a plan in place is this critical in general just to have something to go off of. And if it's, if it's a complete wash, then so be it. Just you learn that you. That doesn't work. We'll pivot and we'll adjust and move on.

Speaker B: Yep. I love it, man. Well, thanks for joining us for this. It's been fun. I look forward to having you on here and doing some more here now that we've got this awesome office space. I love it.

Speaker A: Absolutely.

Speaker B: Have a great day, buddy.

Speaker A: I'm going to stay plugged in.

Speaker B: Please do.

Speaker A: Will do. You too.

Speaker C: Thanks for plugging into this week's episode. I hope you're able to take a few nuggets away from it to, ah, implement into your business referral. Remember, knowledge without implementation is useless. If you're curious about what we do and how we help painting contractors all over North America, schedule a free business analysis meeting with uh, us@www.elitebusinessadvisors.com. our entire team of advisors have ran and managed painting companies just like myself and are here to help support you on your journey. We have packages available for contractors at every stage of business, from flying solo and just starting out all the way to multi million dollar businesses. And lastly, if you love this episode, please leave us a rating and a review. It helps others on the platform find our podcast and it could be the best blessing that's ever happened to them. Thanks to you. Thanks for plugging in and we'll see

Speaker B: you back for next week's episode.