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Fullerton Unfiltered
946. "No News Is Good News" The Silent Killer of Lawn Care Retention (No One Talks About This)
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Foreign. You're now listening to the Fullerton Unfiltered Podcast. Straightforward, no nonsense business advice, completely on filtered. Grow your business, grow your life. Now here's your host, Brian Fullerton. Hey, what's going on, guys? Welcome to another episode of the Fullerton Unfiltered podcast. It is your host, Brian Fullerton here hanging with you guys and good morning. Well, today's podcast episode, I wanted to talk about something that I don't know if I've really talked about before, but as we continue to grow, we've realized that this was an awesome area for improvement for Brian's Law Maintenance. And I'm sure a lot of you guys can relate to this exact statement or phrase. No news is good news. No news is good news. Here's where I want to visit that statement for just a few minutes today. Maybe that is a good statement. It also might not be a good statement at all. Here's what I want to frame it against is going into estimate renewal season or renewal season right now. I understand a lot of you guys are already rushing out the door. You guys are already starting to do work. Maybe everybody, like, you know, Ohio south is already starting to get out there. We're getting out here actually real time today, starting our cleanups, which we're really excited about. Next couple of weeks we've got spring cleanups, bed prep, mulch installations going on mid to late April, and then we're hoping to full schedule of mowing by the end of April. Right. Well, a relatable topic. And again, I know maybe we're a little behind like where I could have released this show a week or two ago as I was realizing this real time. But it's still going to relate to a lot of you guys that are waiting for estimates. And of course this will make a lot of sense as we go into snow contract, you know, estimate renewal season as well. June, July, August this year. So log this today as a life lesson, something that I know for sure that we can get better here at Brands on maintenance about. And that is the topic of like, hey, hope isn't a strategy for renewals. All right, that's what I want to talk about for a couple of minutes today. And I got some really practical, fun stories that I think will really relate to. Whether you're one guy just getting started in lawn care landscaping, you know, you're like excited to just start a lawn care side hustle and get this thing going. If you have, you know, 10 guys and you're doing a million, you know, and a Half bucks and you've got four crews going out or you're doing, you know, 9 million and you got 27 crews rolling out the door. Right. Whatever it is, I think it's a really relatable topic for everyone and beyond. I want to talk about all that for a couple of minutes today. Really excited about this topic and again, I'll do my best to keep it tight and to keep it short and sweet for you guys on a Monday before we jump into it. Holy cow. A lot of great things going on around here. Number one, we just got off the heels of our attentive AI demo webinar Saturday morning. We had about 90 people register for that. We had about 27 to 30 folks on there the whole time, which was really fun. Great hour long demo. Just sharing how Attentive AI works with their product called Beams, which is what we do to measure sites and then we take those measurements, plop them into lmn and that's how we bid in price with our estimates. I mean, in 15 or 20 minutes I can build an estimate. It's actually really awesome. So thank you guys for showing up for that. I hope, hope, hope it was a very good value add. John Henry was on there, Robert Condon was on there. A lot of great friends and buddies. If you registered, you couldn't make it. We are going to send out the replay for you guys so you can always check that out and then eventually we'll make that video likely available on YouTube, you know, just as a replay in a couple of days or a week or so. And then you'll get an email and an update for all of that. A really, really fun platform and program, like integral part of what we're doing here at Brands on maintenance for bidding and estimating, especially for commercial work. Right. As we continue to grow and scale into that aspect of the business. So it was fun hanging out with you guys Saturday morning for a quick hour. It was like literally the most, no pitch, low key conversation. That's what I've been doing with a couple of our vendor partners and software partners, you know, over the last four or five months. We did one or two with lmm, we did one with Coast Pay, we did one with Attentive. I'm hoping to do one with Gusto or at least a podcast episode about gusto and payroll just in general because I know that's kind of an underserved conversation. And as you guys are growing and scaling these businesses and you're adding more and more employees, you know, sometimes you're a small town bookkeeper or CPA that's managing your payroll might not be keeping up or give you the same tools and resources or access or a portal, you know, as something robust like, like a paychecks or an ADP or a gusto. Right. And we've just found a lot of benefit with gusto. So more on that at another time and I'm hoping to do a demo with those folks as well, just to show you guys what we've been doing with payroll. It's been going really, really well. So more on, like these webinars that we're doing once a month. I feel like they've just been a really good value add to, to all of you guys listening in. One other quick thing I was going to mention I'm really excited about. This is the SOP bundle that we launched on Wednesday. You guys really took advantage of that, which is really, really exciting. I can't begin to describe how, how pumped up I am about that bundle with the training videos. For those of you guys that are looking to, to grow in scale, the. The bundle was 14.99. We actually did a price adjustment to 9.99. I dropped it down 500 bucks. You don't need a code. There's no more codes. We did a quick pivot, actually the day after we launched. I had a great, like, just awesome, awesome conversation with like 50 or so folks on link that night on Wednesday, the night we launched it. And I was like, I just want to give, get this thing out there. And everybody said, hey, like, 999 seems to be the sweet spot for something like that. I pay a grand. I'd pay a grand. I'd pay a grand. I'm like, all right, cool, let's do it. So I had my meeting with Nicole, our VA EA for our media business. And I was like, you know, it's not about the money. Like, there has to be a paywall, and this is a really robust platform that we're putting together. So I do, like, have this personal inclination like, yeah, this thing's worth a thousand bucks. It's worth 10,000 bucks, right? But let's just, let's just pivot. I. Hey, we're allowed to do whatever we want. I changed my mind. I'm like, let's drop it down to 999. No codes. It's accessible to only almost everybody out there that's doing, you know, a quarter million dollars. Plus, if you're just getting started in business, there's better money to spend than on a bundle to help you scale because you don't, you don't need to necessarily worry about that just yet. I would much rather encourage you to go buy a red Max leaf blower, an Echo 2620 and you know, $100 of Shirkan gas cans and a $200 equipment Defender Rack for it. All right, like whatever. Like that's where a thousand dollars could be better served. 0 to 3, 400 grand in business. Okay, real talk. But for those of you guys that are looking to scale past, you know, one crew to multiple crews and are looking to add office admin help, like that's who that bundle is for and it's not part of the whole ball of wax. That's like always going to be our main thing. All new courses and contracts and documents will be in there. But for those that are looking to specifically scale, that's what SOP bundle is going to be a bolt on to help you hit the turbocharged button on your business for scaling. Now I'm not going to give a pitch on here, that was last week Wednesday's show. But that Bundle will have 50 plus in field training SOP videos and then another dozen plus office admin SOP training videos and about another 30 or 40 supporting documents for your business. Just literally two days ago we created a office admin for a bookkeeper SOP and how to collect payments and manage accounts receivable for our business. Brand new document that is what we're handing off to cycle CPA because cycle CPA is going to be our fractional CFO and manage my accounts receivables aka sending out reminders for every 30 day past due invoice, collecting payments that come on in charging virtual cards that come on in from companies and vendors from like CorePay, how to bank reconcile ACH deposits in our Chase bank account and mark those invoices paid in LMM and of course send out those timely reminders for anybody who's passed 31 days due for their invoice. And it's like a seven page SOP. Tons of words, tons of screenshots. Built it out with Rebecca, my account manager. If you use cycle CPA and you want to say hey, I no longer want to manage my accounts receivable or you know, you hire your own virtual assistant whether onshore or overseas, you know, in the Philippines or you have your, you know, your cousin, your sister, your niece or nephew or a random hire off of indeed or whatever, right? That's all awesome. You give me sop. Here's how to Manage receivables. And now they're up to speed. You don't have to spend. It took me an hour, 45 minutes with Rebecca. Very valuable time from them. Right. To build this sop out together, she asked questions from an outside looking in. She goes, yeah, I actually kind of know exactly what to do now in your account to manage four different categories of receivables, I'm like, this is awesome. Right? Like, that's what you're going to get inside the bundle if you're onboarding somebody new. Another quick mention. Last Friday and Saturday, I did end of year reviews for our team. So you'll get our end of year employee review form. It's like three or four pages about their. Their performance, right? It's really, really awesome document that we've been using here at Brian's on maintenance, you'll get access to like, that type of document, right? Well, we actually redid job descriptions for field crew leader. Crew leader last week, Tuesday, with a zoom with my three crew leads, we use chat. We also used all of our brains, refined it, and made this really beautiful, you know, three or so page document for a job description. Plus also like expectations of work for that. So if you guys are looking to hire or promote somebody to a crew lead, you're like, well, they gotta, like manage the route, you know, Like, I don't know what to tell them, but, like, I know they need to like manage this thing and I need to like go sell. Okay? Like that was Brian's Law maintenance, like just 12 minutes ago, right? Well, today you go into that bundle, you go into your office, you go down to employee forms. You go, you go down to crew lead position. Job description. You're looking to make a hire, maybe promote from within. Or maybe you're hiring somebody off the street and you're doing an interview and you're saying, here's the job description, here's what this role looks like. And then you guys can have that discussion together as a guiding document about the job description role for a crew lead. Like, how cool is that? And then what you can do with the employee review is cross reference did they do and fulfill their job description over the last 12 months. It's awesome. That's awesome. Like, that has never existed publicly that I know of anywhere other than somebody saying, hey, go to Lana. Hey, go to chat and build this thing out. Like, no offense, I didn't know what questions to ask. You probably don't know what questions to ask. And so what we do is we build this hodgepodge of like, well, I think that looks good, right? I think that looks good. And it might be good. It might not have everything that you need. And so what we're doing is having this big catch all. I get a lot of data, we're building all these SOPs and we're going to just continue to build this forms and document library that of course will be editable for you guys to use for your office and your hiring process. Of course, you got to make the documents your own a little bit. So there's a little bit of time we got to personalize them. But nonetheless, like the field training videos. Okay, Like, I don't know if you guys saw a recent YouTube video. Well, it should drop tonight on YouTube. My guys, some of their homework was to take our big whiteboard and and drop every fricking SOP video in training field video that they could come up with. That is going to be additional videos that we're going to be filming over the next six to eight weeks to make available in that course. And again, a Google form, part of this whole program for you guys that buy it to submit back to us to give us suggestions for other SOPs that you want us to either film in the field or with an office admin va. All right. Like, this stuff is awesome. One quick note. Doing some coaching with my guy Pat, and then we'll get into today's topic. Doing some coaching with my coach, Pat from Ford Coaching and Pat, when I were looking at our org chart and he basically was like, hey, this individual here looks more like a what we would call a super. A supervisor. Field supervisor. Yeah, they're a crew lead managing a book of business, but they're really managing a team of 10 guys. And I was like, yeah, that's. That's exactly what it is. He goes, well, let's change designation. Let's put some delineation between that person in this role. They're more of like a super. I'm like, yeah, for sure. So what did we do, myself and Pat? And then Pat had to get going because my time was up. I finished up a job description for field supervisor, which is like crew lead plus, right? Like, this is the person that's going to be managing a route, but then also is in charge of two other crews or, you know, three other crews and is managing a team of 10 or 12 people. Pay raises, job description, expectations, what does good look like? All of that stuff is now a field supervisor job description. All right. And in the next four or five weeks, we'll create Job ads to correlate to all these positions. So if you don't have these folks, you can go out and put these on. Indeed. To hire four of these folks. Right. So you have the job ad, the job description and folks, this thing will be as turnkey as possible. You still have to grow and develop as a leader to be able to manage all of this. Right. And you have to be organized. But, but the tools, the documents, the resources will like literally all be there. You bring a new hire in, that's not the whole, you know, throw em a shirt, hope it, you know, hope they catch it, hope they're competent, good luck. Right. Like none of that. We give you a new hire employee checklist. Here's what day 18 to noon looks like. Here's what day 1 noon to 4 looks like. Here's what day 28 to 12 looks like. Day 212 to 4 looks like. And then they go into the field with a crew. We give you a checklist on all the forms that they need to have, then all the training that they need to have, then the employer handbook review and checklist that they need to not only read and go over but sign off on with an initial. Right. And then of course, all the supplemental SOP infield training videos to have the hard skills to be competent the day they start in the field. Folks, we're giving you the roadmap like I can't even begin to describe. Yes, you're going to have to burn your eyes out on it and understand this and then make it part of a workflow for your business. But I'm telling you what, nobody's given y' all the sauce. I'm not getting the sauce. I would love to have somebody else give me all of their libraries, all their forms, all their videos. You know what I've realized? Most companies have like 1 out of 4, 1 out of 5 of these different categories. Maybe they have job descriptions, but they don't have job ads. Maybe they have job ads and job descriptions but they have no infield training videos. Maybe they have infield training videos but they have no job ads, no job descriptions and not really a accrue, you know, roadmap for the company. Or maybe they have those, but then they have a crappy leader and nobody wants to work there anyway. Or they don't make any money because their pricing strategy sucks and they can't pay great wages anyway. So they might have, you know, four out of these five items, but they've never figured out their bidding and estimating and their Pricing to be profitable. So they might have a roadmap for, you know, somebody going from an apprentice to crew, crew to right hand, right hand to crew lead and then crew lead to super. But their supers pay, you know, $24 an hour. While here at Brands Law Maintenance that range might be 27, 50 to $35 an hour. Right. Because we're able to charge appropriately because we have high production, because our company understands lean, because we're lean and we're efficient, we have higher profit, we're able to put a portion of that back into wages and the employee comp and bonus. And that's how we're going to pay, you know, crew leads 60 to 75,000 supers, you know, 70 to 80,000. And there will be crew leads in my company the next three years that make 100 grand a year between core compensation, production compensation and end of year compensation bonus. And that is literally happening. Like literally that is happening. I've got great guys on my team that are all going to make 60 to 75 thousand dollars this year, folks. My goal is to make 60 to 75 thousand dollars a year off this thing. You know, I'm saying, and 100 grand true take home after, you know, true net profit and distributions to be able to pay team members 60 to 80,000 bucks. Huge, huge, huge win. Like we are really putting the great framework and foundation into growing a real company here at Brian's Law Maintenance. And it couldn't be more excited about that. All right, so sorry for like the six minute little rabbit hole and detour, but I'm just telling you what, so many of you guys showed up buying that SOP bundle over the last couple of days and over the weekend we saw a lot more move, which is really cool, I'm telling you, like pre launch 9.99. We're gonna likely keep it at 9.99. Content goes live for the bundle on April 22nd. That's like my soft date to where we're gonna launch. And again it's going to, we're gonna have endless courses and videos and additional SOPs obviously roll out to that thing for the rest of time. And by the way, quick note, anytime we do add something new, you will get a monthly newsletter letting you know, hey, what's been changed, updated, modified or added to that bundle to always keep you guys in the loop because as we continue to grow and need new things, you guys will be able to get access to those new forms and documents and you'll know in a very organized fashion what's new, what's available to you and where to get it. Does that make sense? So we're really making the investment into it. 9.99. You don't need a code anymore. We sent out a bunch of, excuse me, emails. Everybody got a code for different tiers of this and that. And we're just like, you know what? Blanket 9.99. We just want to literally get it into people's hands. And by the way, the last thing I'll say on that, and we'll make a quick pivot. We are going to here by the end of the week, make a bunch of stuff that was behind a paywall for free. Now on Launchpreneur Academy, I've evolved. We've evolved. Content, evolved. Courses are evolving. We don't make a ton of money on courses, believe it or not. Like, it's never really been about courses. You're like, oh, that guy sells. Course he sure does. Oh, he's like making millions. No, he's not. We might sell like one a week or one a month. Maybe four or five years ago. We were selling quite a few courses like that. Cause it was kind of like the cool thing, the hot thing to do and maybe more. Content was limited on social, but today, what I'm going to likely do is make the first kind of like rung. How to start a long care business, how to do aerations, how to do mulch, how to do cleanups, how to do, you know, fall cleanups, all that stuff. I think we're going to be making all of those core foundational courses absolutely free. So if you guys are just getting started in business, whether you're, you know, weekend warrior, you're a firefighter, you want some extra side income or you got laid off and you're just looking to learn the basic skill set, the hard skills to, you know, get your business going, those resources will be available here in the next couple of days. We're going to make all that for free available for you guys. So again, it's just really exciting to see what we're doing here with, with Entrepreneur Academy. The fullest unfiltered podcast runs on maintenance content. Like, I just want to get it out to everybody and help everybody have a better business. It feels so right. It feels so good. Okay, so that was our hour 40 minute powwow that we had Wednesday night at Link. And I'm like, you know what? I'm right. You guys are right. You guys are right. I'm right. I just want to drop the price down to 999. Let's get this thing moving into everybody's hands. So check that out. SOP bundle, entrepreneur academy.com store. All right, let's do this really quick. I do want to talk about no news is good news, how that statement could be a death kiss for your business. Let me do this really quick. I got the Alani, the red cherry. I'm waking up. Let me hit pause really quick. We're gonna hear from today's show sponsors and then I got a lot to say. As you can see, I took a big breath because I'm ready to rock and roll on this topic. And I know it's going to set you guys free and help a lot of you guys recapture tens of thousands, if not hundreds of thousands of dollars of revenue and income that's sitting just outside of your purview. And you're wondering where it's at, but I'm gonna help you land the plane on it. All right, I've got some great thoughts that we've had some mental breakthroughs and mindset that shifts over the last couple of weeks for our business. I know we really help you guys out, but let me do this really quick. I'm talking fast this morning. Let me get a sip of the cherry Alani. And we're gonna hit today's show sponsors announcements and then, then we're gonna come talk about this topic and come right on back. Hang tight.
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If your business is stuck below that $500,000 mark, let's just say it straight. The problem, it might be you. Not because you're failing, but because everything runs through you. You're answering the calls, solving problems, checking crews, putting out fires, and by the end of the day, there's nothing left for growth. That's exactly why LaunchPreneur Academy built the SOP bundle. Inside, you'll get more than 50 Field Training SOPs, a full Office Training System, and 30, 30 plus business documents and resources to help you build a team that will actually run without you. Train faster, delegate better, scale smarter.
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The presale window is open now for an incredible 9.99.
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When it launches April 22, the price jumps to $24.99. Get Lifetime Access, lifetime updates, and the systems to help you step out of the day to day. Visit launchrepreneuracademy.com all right, let's do this really quick.
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Strap in because we got about 10 more minutes and I want to land the plane. On this topic, no news is good news. All right, here's the deal. The estimate renewal Process. Everybody has been building their estimate renewals in whatever software, pen and paper, phone calls, text, emails, whatever you guys do, it doesn't matter. Everybody has been, let's just say, sending those out since January forward. Most of us mid February forward. Right. And the idea here is that we want this $10,000 lawn care commercial site or $2,000 residential account. Right? We want them to renew or we expect them to renew. Now, outside of getting, you know, more granular on the. Well, service renews year over year. So unless you cancel us, we just keep coming. I like that, but I don't do that because at TruGreen, I saw the massive amounts of waste in that where they would fertilize 1500 lawns or 15,000 lawns their first week. 600 of them never wanted to renew. Imagine the labor, the waste, the overhead that went into just assuming that people were, you know, renewing year over year. People move. People die. People move on. People don't like you, People quit. People cancel. So I'm not a you just have to cancel us. We just renew every year kind of individual. Now, I'm not saying you can't do that, and I'm not saying that's not a good approach. I like the idea. I just think it's an oversimplified, lazy approach. And the reality is you should be picking up the phone and confirming everyone, hey, just soft touch, hey, we're coming through, you know, in three weeks, six weeks, eight weeks. Wanted to confirm that you're on the route. Yeah, honey, we're still here. Or. No, honey, we. We move. We sold the home. Forgot to tell you. I do apologize. I left your card with the new homeowner. Hopefully they can scoop you up. Right? So outside of that, let's talk about. You're sending out renewals February 15, and, you know, it's starting to get a little bit warmer. The grass is starting to yellow up, green up, getting a little bit more green. A lot more green. You see the fur guys are out there. They're like two to six weeks ahead of us. And then you're like, okay, cool. Like, hey, the season's coming. We're excited about renewing. You're looking at your spreadsheet and maybe color code things all red, brand new. You're, you know, brand new route, brand new year. And you toggle to purple on your spreadsheet or you change progress status and lmm to, you know, estimate sent. You know, maybe you toggle in Excel if you have a master spreadsheet. Red to purple. Purple Means sent and then purple to black. Black means renewed. Right? Whatever you're doing, I've done it all, or at least most of it. So it's. It's February 14th, everything goes out. And what? You know, let's just assume that they got the proposal. There's no black holes where it went to their spam or somebody moved on from that organization. Right. That's why you send them from your portal. But then you also email your contact the quote. And you don't just assume everybody got everything. Well, it's February 20th, nothing. February 8th, you know, 22nd, nothing. Maybe one or two came back, but like 80 of yours haven't come back. And it's like March 3rd. Now it's March 7th. And you send your reminder emails like you should, and like, I have. And then you go, man, like, I really hope they renew. I really, really hope they renew. I'm kind of surprised they haven't renewed yet. I can't believe they have renewed. Like, dude, we're ready to go. Like, I have a quarter million dollars worth of route worth of lawn and landscape and cleanups and mulch work last year off of this route. And I haven't heard anything back from them. Like, are they renewing? Oh, crap. Like, maybe they don't renew. Maybe they're shopping me. Why are they shopping me? You know what? I didn't like them anyway. Go ahead, shop me. I dare, dare it. I dare you. Oh, crap. If they really do, maybe I was high, maybe I got lucky. Maybe I didn't really know my numbers. And I had this commercial site at a $201 weekly mo when I know somebody else might do it for like 131. And then the 130 guy, one, yo, he's clearly the low ball bid guy, even though he's the $12 million regional guy who probably knows his numbers along the way. That guy's going to more accurately bid against you and bid against your site. And you're like, well, I don't even want that conversation to happen. So I need to like, panic attack, pick up the phone and call my contact. And you call them, it goes to voicemail. You send them another email reminder. It's now March 11th. You haven't heard back from any of them. And 20% of your business or 30% of your business has now come back. But you're like, where's the other 60 to 70%? We're starting up in two weeks. We're starting up in 10 days. We're starting up in a Week. We're starting up on Monday. Where the hell are these big accounts? And the bigger the account, the more the panic attack, the more the anxiety, the more you're like, where are these people at? Anybody relate. Anybody feel this at least once or some variation or some ounce of this conversation in their business or in their renewal process? If you haven't, you lie. You lie about other things, as the saying goes, right? I have felt this. You guys have felt this. Well, here's the, the mindset shift and here's the breakthrough. The whole no news is good news thing might not totally relate to our industry or wherever the hell that statement originated, originated from. It might not relate to who and what we all do. My proposal, my thought would be, if we're building relationships with our customers and we're going to be high touch and we're going to position ourselves different from the big guy, what does the big guy do? The big guy is pretty consistent probably with work, but I've noticed very inconsistent with communication or availability or accessibility of getting somebody to call them back or to answer a complaint or a service call or an upsell that the customer wants. But they can't get anybody to come on over and give a quote or a bid. Not even counting the invoicing and the predictability of a payment schedule. You know, there's accounts that I pick up that were not the cheapest, but the reason we get it is because we promise to invoice on time and actually send payment requests. Whatever you want, call invoicing right on time. Like, you're, like you're picking, you're getting new commercial work because you guys invoice for work. Like, it seems like the last thing somebody wants is the bill. No, no, no. In fact, like in commercial land, because of budgets. And they want to be accountable and they want to have consistency and all their back end. And they've got the bandwidth and dedicated people talent to allocate to these topics, payables, receivables, all this mess. Like, and they've got a real CFO that works at some, you know, big, you know, $25 million, $50 million regional company. Like, they're on this stuff. And to not get invoices, you know, for four months from, you know, work or to beginning snow invoices in June. Right. That should have been tendered out January, February, March. Right. Like, companies don't like that. You look like an unorganized mess. Like Mark Bradley always said, element is a software for budgeting, estimating, you know, scheduling work. And invoicing but it's an a behavior influencing platform, right? Like when I create an estimate in LMM with the 7 months equal invoicing schedule April through October on the 1st, there's an automatic invoice generation for all of my commercial sites that are on a seven month long, five month snow contract where on the first all I have to do is toggle out all of my commercial sites on a job group or an invoice group. I should say that all get invoiced on the 1st. And if I have 35 sites, 32 of them are on a seasonal flat rate monthly and it toggles me to be on a behavior schedule or pattern to make sure that on March 3, you know, July 30, everybody's getting their invoice. August 1, or you have an office admin VA go in and schedule out 30, you know, invoices in that invoice group, all on the first. And accounting thinks from the other side, hey, like maybe your guy Sean is the facility manager, but Kelly is the accounting, you know, team member there. And Sean says like, yeah, they're kind of dropping the ball, but you know, at least they're consistent, you know, with work, you know, or they're dropping the ball on work, but Kelly says, yeah, but they're consistent on invoicing, at least the other company better at work. But I couldn't get a bill out of them for my life and that was messing up our books. And so maybe like you get covered, you know. Now imagine if you have good work and good invoicing. And I know, like, if you're just getting started in the industry or you've only been around for like 12 minutes, you're like, people struggle with sending invoices, dude. Like sending invoices, sending reminders and accounts payable receivable are so huge. The more, the more my business gets bigger, the more the urgency to get our cash. And really that's a derivative of sending our invoices on time and really following up on invoices on time for maybe a third of our commercial sites because there's just so many moving parts, right. It's crazy. Well, as we go full circle to this whole conversation about like, where are we at with touching base with our customers? If you're looking to renew those estimates and you're going into mid March and you haven't talked to that client since September of last year because you sold them your snow contract, the reason they might not have renewed you is maybe there's an issue, maybe there's an undiscovered issue that you don't know about that's prohibiting the knee jerk reaction to instantly renew, right? Because imagine this, if they're a customer or a client or as Jeff Joyner has talked at LEL many a times about creating raving fans or Jesse Cole, you know, creating fanatics, right? You want to create fanatics. As Paul Aker said, the reason so many of you guys, myself included, are so infatuated with the sales and marketing process is because you guys don't have your actual processes doing enough talking for you. Like, holy. The statement in the line of the year. The reason you're so busy about and worried about your website and your sales and marketing, your vehicle wraps and your branding is because your actual processes suck. This is from a guy who's like eminently successful. And I'm like, yeah, yeah, that's true. Like, Mark Bradley had seven to 10 relationships that brought in $50 million a year worth of work. No advertising, no marketing. The process of TBG and the way they install landscapes and their professionalism and they're on budget and they're on time and their professionalism and their skill set, right, like that did the talking more than they ever had to. It wasn't of, hey, we need more work. It was the 10 people that would feed Mark Bradley work saying, hey, I've got, let's say, $100 million more work I can give you. Do you guys have more room to take it on? Do you guys have more room to take it on? That's how you know you're the best. That's how you know you're the platform business. That's how you start accepting work, I. E. You guys have always heard me say my postcards now accepting new clients versus looking for new customers. No, no, no, no. We're not like looking for new customers. We're full. We've always been full. But I'm willing to grow. I'm willing to make the investment into new people and new equipment to accept new clients that want to partner with us. Like, do you see the mindset shift change here? So as we go back to our analogy about waiting to hear from the renewal process of some of those key accounts or big accounts, big or small, doesn't make any difference. The point is we don't know where we last left off. We don't know how they're feeling. We don't know if things are good, we don't know if things are bad. And while we all talk, you know, exhaustingly about knowing what good Looks like for our team, we want to make sure that what we're selling, good, perfect, great, awesome, tidy, you know, driveways and tidy lawn. Are we actually meeting those expectations with our customers? Let me give you two for instances. One of them was for me, a machine shop where I sent an element proposal and it got rejected and rejected. Just like, you feel like the weight of the world, right? Like, rejected. And I'm like, you know, element, like needs to change that positioning because nobody wants to be rejected, right? So I see the email come through. I email my contact, let's call him Tom, and I say, hey, Tom, saw that you rejected the proposal. Hope all is well. I just wanted to see if there's any issue with scope or anything that we're offering or services. Always willing to, you know, sharpen the pencil for you if need be. Can you let me know where we're at? And he emails me back, hey, like, basically three issues. Three, like glaring issues. And I'm like, I didn't even know. And so I could shoot an email back and like, you know, complain it all out back and forth or I just said like, let me get on the phone. So I call them up. Hey, Tom. Tom picks up. Hey, Tom, it's Brian. Hey, Brian, what's going on? Hey, got your email. You got a quick second to talk? Yeah, I sure do. What's going on? Hey, like, talk to me. What? What's going on over there? Like, what, what's the issue, right? With all these different things that you gave an example. And I'll just let you guys know. One, like, this is real stuff for us. Number one, front sidewalks. He's like, hey, I love you guys, but nobody's been doing our front sidewalks all winter, you know, I'm like, well, Tom, this is the first time I've ever heard of that. I do apologize. Like, if you have an issue, call me. You know, you should have called me the first time it didn't get done. Yeah, Brian, Well, I could have. I should have for sure. But also, right, let's be honest. Like, that's not his job. But it is his job. But it's also not his job. Number two, somebody smashed the back fence. There's a lane, we plow it goes to a fence. The fence, the divider between the property and the commercial site behind it. The fence was already broken and pushed back. And what happened was on the first snowstorm, where we got five and a half inches, you know, that turns into like 12 foot high slush pile snow. You guys know, if you Know, that fence got pushed back further and it creaked back. It was already broken, but now it's like, definitely broken, right? And he goes, that fence, not only did somebody break it further, which didn't make me happy, but it laid on a picnic table behind me on the other site where their employees go out and have a smoke break and, you know, eat picnic lunch on that picnic table. And that lady came over and chewed me out saying, your fence is on my property. And also on my picnic table where my team goes to eat. Need to get your freaking fence fixed. And I'm like, dang it, I didn't know that number three, they had a roll off dumpster and the doors were facing backwards, right? Like towards more of the inside of the property where we plowed around this thing. We couldn't actually plow around it because the dumpster was like this awkward diagonal roll off dumpster in the back. And it's a very small, like, commercial site. It's a giant L. And on the L portion, you know, the backside, we couldn't. We could plow away to the end of the L, but we couldn't, like go around the dumpster and make like a loop or a roundabout driveway around this dumpster. So it never really got plowed well. Well, because the doors were open for trash to go in. Unfortunately, the snow around it, the doors could never go back to shut it. And the trash company didn't accept the dumpster and take it away once that dumpster was getting more full because their employee wouldn't walk through the snow to close the dumpsters. Now he goes, I'll be fair with you. He goes, that's on the dumpster company a little bit. He goes, but it would have been nice to have them a lane or a little, little bit more tight around the dumpster for them to be able to close those doors. And I was like, you know what, Tom? You're right. Unfortunately, we couldn't get around it. That should have been expressed and communicated to you. That's why we left it. I was doing that site. Two of my other guys, Ryan and Adam, were doing that site. But we could never get around that dumpster. I'm sorry, that wasn't expressly communicated to you. Or we could have had a workaround, or maybe they could have put the dumpster in a different position, like on the second return roll off. Right? Like, none of that was discussed. So imagine this. This guy is frustrated, rightfully so, because he hasn't had anybody do his sidewalks. Arguably, now I know I did them Quite a few times. Personally, Personally, I know I did them, but not every time it seems like. Right. But we never had announced a communication. Well, instead of not having just waiting for him to reach out to us, what do you think we should have done and what do you think we're going to start doing? Reaching out to our clients. More on that in a second. So I nobody was doing the front sidewalks. Nobody could get around this roll off dumpster. And then that back fence got smashed back and me and my guys would have went over there, saw the bottoms of it off, took the damn panel away, you know, brought a circular saw, dual battery circular saw, chopped it up into three different lanes and pieces, throw it in the dump trailer, the dump bed or a bed of the trucks and took it away, hauled it away for him, no problem. And it would have saved him getting chewed out from another business that he had no skin in the game with having an interaction or an encounter with. Now it's March 12th or 15th at this time, let's say, and I'm going, hey, why isn't Tom renewing? Like Tom loves us. Like we always do a great job for Tom. In fact, we're the best in the business. We're the best locally. Nobody ever messes this thing up. We're perfect, we're great, we're awesome. High fives. Hey, we're going to 10 million this year. What you don't know is that's one dynamic with one customer. You've got a hundred customers. 5, 50 residential, 50 commercial or 80 residential, 20 commercial. And how many things have we messed up that we're not fixing or making right with our customer list? And then we send out, hey, would you mind leaving us a five star Google review? This is a reality check, right? I'm not here to convince you guys. I'm telling you. Here's like me eating crow and me eating shit on this conversation. I'm like, damn, like we suck. We messed up. Here's the long story short, that's one example. I've got one or two others, but I think you guys probably get the point. Here is my macro conversation, the no news is good news thing that don't apply here and it shouldn't apply here ever again for our businesses. It won't for mine. Let me just tell you that. Here's what we're going to do. Crew leads. Now for my company, part of that job description SOP that we created on Tuesday, where I have already talked about this to my guys on Zoom, calls this exact scenario, this exact Event. This exact mindset, this exact. Hey, if we're selling perfect, we need to not only produce perfect, but check in to ask how we're doing with the perfect that we sold you. Here's our expectations that. That we've sold you and that you bought. Are we living up to them now? Maybe you guys got this lick. Maybe you run around all day and you are just besties with your customers, and you talk to them so much that they just are ignoring your call because you call too often. I'm sure there's one out of a thousand listening in that's like that. For the other 990 of nine of us, I'm sure we have a little bit of work to do. Now, here's the deal. I know what you're thinking. Next Fullerton. I'm already busy. I'm already swamped. I already got a thousand things. I got to get my branded bull website. I got to get on board with Cycle cpa. They want more of these forms. I got to figure out. I'm trying to figure out payroll. In gusto. I just activated my attentive account because I saw your awesome fricking webinar. By the way, I'm still getting my ass kicked with Element because, you know, I know I'm trying to log in for Element and coffee, but I sleep in on Saturday mornings and I drool all over myself because it's the only day of the week that I actually get to sleep because I'm working 70 hours a week, Monday through Friday. Look, bro, I get it. I'm not saying it's easy. I totally get it. We're all doing the same thing. Welcome to being an entrepreneur. You know, I. I quit. Somebody working nine to five for them tell me when I should be doing. Instead, I get to pick my own hours, you know, 140 hours a week. But they're my hours to pick. You know, when you're self employed, what did somebody say? Like, entrepreneurship is telling somebody to pound sand for 40 hours a week so you can work 80 hours a week on your schedule. Oh, it's funny and it's true. Let's just land the plane on this thought. I'm not asking you to do more. In fact, let's have another mindset shift here. Your crew leads, if they're truly crew leads, they should be able to talk to customers. They should be able to. If you have an abundance mindset, not a scarcity mindset, they're in charge of that book of business, not you. You're in charge of the company, they're in charge of managing that book business. My guy Billy, he should not be talking to customers. Then that guy might not be a full circle crew lead. He might be a glorified right hand, but if you're going to put him in a driver's seat to manage a quarter million dollars worth of book of business, they should be able to build relationships with those customers. Well, what if they walk? What if they talk? That's a scarcity mindset. You can't do that. Let's have an abundance mindset. Talking about Billy's gonna be talking to those customers and making sure that they're happy. Well, when? Who's supposed to be calling these people? I don't have time. I'm the owner and Billy's in the field 40 hours a week. Ah, rain days. Rain days. It's interesting what rain days used to mean to me five to seven, maybe 10 years ago versus what rain days mean to me today. Today I'm looking forward to a rain day. Not just because we all get to come in late or not work that day or take naps or salaried guys. Think, man, I'm getting 200 bucks today to not work no longer. That hasn't been like that for a year or two. At least. At least at my company. And it definitely shouldn't be anything moving forward. And I would encourage you guys to adopt the same mindset for your company. Here's what I added on that job description. Here's what I told the guys. I said, if you don't like this, you're not a crew lead. Does anybody have any issues with this? Everybody said no. Like, everybody can talk to a customer. And what we're doing is on a rain day, once a month, or at least every four to six weeks, is to call a route, a book of business that those guys manage. My contact, now, their contact, and say, hey, Tom, it's Ryan, the crew lead. I managed the route for you. I just wanted to check in. We got a rain day today. Go figure. But I wanted to just make sure that everything has been going good on site. And again, we'll build a chat GPD script like this. This will be an SOP document. It'll be available in the SOP bundle so you won't have to come up with this on your own. Hey, here's your crew lead. Here's your crew job description. By the way, here's four of the forms. Here's the employee handbook. Here's the phone call script. Like you're setting yourself and your team up for success. And you look smart and you look awesome, and you don't have to do any of this. Okay? Like, how cool is that? So I'll give my guys a script that we'll make with Chat and with Lana, and we'll put it together in an SOP and it'll be a lean doc, or we'll put in our green use forms or whatever we got to do or Google Drive and we're gonna check in. Is there anything that's going on, good, bad, or ugly, Anything you need from us, Anything that you want done, you know, pruning or mulch quotes or whatever you know, or. Hey, I noticed a line leak for an irrigation. Okay, cool. Is everything else going good? Great. Yeah, other than that, everything else is going pretty good. Awesome. Imagine if you're doing that every four to six weeks from lawn to snow season, even in the winter. Everybody comes in, you're exhausted, but then everybody. This isn't you doing it at home. Because I want accountability, so I have to manage this. I do believe that Everybody can make 20 phone calls from their home, but things get in the way. Life gets in the way. I work from home. I know how it goes. No, we're gonna. Everybody come in. It's gonna be boiler room. We're gonna order lunch or pizzas or whatever it takes. Everybody can have a casual hangout sesh. We're gonna do at the shop, at the barn, at the Panera Bread. Because I need to manage that system. They are managing the system of talking to the customers. I have to manage the system of them managing their row. And so for accountability sake and for ease ability sake, we're going to meet up at a central location wherever the owner decides. And everybody's going to burn through the phone. This is what you do until you have a dedicated account manager who should be doing this 24 7, driving around in the fancy truck in the air conditioning. But for a crew lead or crew super, this is what they're going to be doing on rain days. And all of my guys agreed. If you want raises and you want to sign on to be a crew lead again for Brian's lot maintenance here at the company, this is part of your annual review. This is, in addition to. This is also why you're getting not only just a merit raise, but also an increase in your rate, raise and wage, because you're doing things like this and much, much more, which is all spilled out in your job description. And none of my guys had any issues with it. Nobody has Any issue with it? By the way, I told all my guys, hey, eight out of ten calls you're going to make are going to be voicemails anyway because nobody answers their phone. You'll get two callbacks out of the eight and you'll talk to two customers anyway. I'm asking you to talk to four customers every four to six weeks. Is that a big issue to make $70,000? No. No, it's not. None of my guys had that issue. None of you guys would have that issue. So let's not make it a big issue for our team to do that because we do that all same day for as much pay or less anyway. As owners, this is where you have to realize in the mindset shift that you're disseminating with this responsibility. It's not just you trying to get this thing to a million, 2 million, 5 million, 10 million. Everybody is on the boat with an oar paddling like hell to make this thing happen. And incentivize to do that because they're bonused on retention in production. That's where these scorecards come into play. More on that for another episode at another time. But they're directly incentivized to make sure that there's renewals and there's no attrition and there's no cancellation. Right? So they're incentive to make those phone calls. It's a beautiful thing. And they understand the why, not just the how. So here's my last point. In our job description we added every four to six weeks talking, touching base with a book of business. Your guys already do this anyway. When you're plowing snow, facility manager comes out. Hey, do you guys mind hitting by the dumpster one more time for me? Yeah, no big deal. I get a phone call. Hey, just so you know, like, your guy Ryan, he's awesome. Your guy Mark, he's awesome. You got Rob, he's awesome. Right? Like that. They, they already do this anyway. They're already interacting with your frontline customers anyway. If you don't want your guy talking to the. Your customer probably had the wrong guy, right? Like, you know, you know, other things can be illuminated through this, this discussion. But let's just land the plan with this. If you're wondering why those renewals aren't coming back quicker in March, February or whatever, or June, July, August for snow, it's possible, it's possible that that person right now isn't a raving fan. Because raving fans don't shop price. Raving fans don't shop competition Raving fans don't take eight weeks to make a decision. Raving fans, for somebody who has a process that does all the talking for them, right, aren't taking their sweet time to get back to a company that has limited availability to take them on, to give them the Brian's Law maintenance level of service. Dude, that's good stuff. My point is we can't assume that no news is good news. We need to make sure that we're touching base with our clients. And by the way, for a lot of you guys that do landscape and design, build and hardscape, it's been three weeks, it's been six weeks, it's been six months, it's been a year. How is that patio doing for you, man? We haven't got any referrals off the Johnson job because their pavers are all fucked up and you didn't go back or you haven't gone back or you didn't even know that the pavers are messed up. And they just go, ah, another shitty landscaper hardscaper that we found and got bamboozled out of $22,000 for our rear patio with a bunch of pavers that are all sunken because something happened in the base and that happens. But you know, if you're doing hardscaping and you're like, hey, I don't have any work on the next two days schedule, I know the Scott job is going to come in, but right now we got two day lull. The guys are all just, you know, they're hourly anyway, or salaried anyway. And I have them just washing the trucks, power washing the vehicles for the 38th time. Like that's not real efficient, productive work. That's like busy work for a 16 year old. Not for a 30 year old making $35 an hour on your hardscape crew. That dude needs to call up your last 80 patios. You did and say, and I don't know anything about hardscaping, but how is the job? Are you happy with it? Is there anything you wanted to add? I know last time we were there we made a note talking about sound or lighting. Do you want any of those? Do you need pruning done? Do you need your I don't know, folks, pavers sealed, things resanded. We have a new partnership with these outdoor kitchen stoves. Did you want an outdoor kitchen bolted on and added on for $30,000? You're like, who the hell would buy this stuff? Fullerton would buy that. You guys would buy that. You guys are the owners. You would start to buy this stuff and you're like scrambling for work. You got five great hardscape guys, 100 previous customers in the last three years. They should all burn up the phone. Well, I didn't get hired to burn up the phone. Then you don't work here. You don't work here anymore. Because if you want all the upside and you don't want to do this core work, then I don't need you working here. Well, that seems kind of serious. It is that serious. Everybody is doing something to bring in sales, to do production, be lean and to make profit. You want to go to the hockey game at the end of the year because we bought tickets. Work for it. You don't like to work for it, get out of here. Because I will find somebody that does. And there is a lot of people. And mark my words, many, many more to come. In the economy when AI takes care of all these people in the corporate, you know, ivory towers, they're going to get axed and realize the trades is where the real rubber meets the road and has real job security. Because ain't no damn robot gonna be cutting grass or doing landscaping anytime soon. Mark my words. I don't care what anybody says and definitely not putting up utility polls anytime soon. All right, Touch base with your customers. More often than not, imagine the conversation is a soft touch in January. Hey, how's snow going? Good. Hey, but you guys missed by the dumpster. Okay, no problem. I'm on that route. I'll Tighten that up. February 15th. Hey, how's it going? Really, really good. You guys did a great job, especially over the last storm. Hey, by the way, if you guys ever need coffee, like always, come on in. Marcy' at the front desk. If you ever need coffee or to use a restroom, we're always here for you. Hey, like, we super appreciate that. Thank you so much. March 7th. Hey, Tom, just so you know, Brian sent out all the. The office, you know, sent out all the renewals for law season. And if you didn't get it, let me know. Yeah, yeah, I did get it. I'm actually going to sign that off for you guys. We're good to go. Oh, okay. Fantastic. Not what we're. Some of us are experiencing right now March 20 and saying, Hope they renew. Hope they renew because you didn't tag up a sidewalk. You smoked the dumpster and you smoked the fence, right? And that's just like one or two or three examples of a hundred that I can give you another one. Hey, like, we. Why aren't we getting that renewal back? You call up, hey, well, actually, we have not been happy with service. Oh, why is that? I didn't know that. Well, the lane that you got, there's a real story. The lanes that you guys plow where you dump all the snow at the end, clearing up the front parking spots where you dump all the snow at the end, you can't really push it up on the curb because there's one foot of gap between the building that kind of juts out. But you guys left all the snow in the last lane. The last lane is actually the owner's parking spot and it's been covered in a nine foot mountain of snow. Well, you would think, hey, like, everybody shimmy on down one. Not how it works. Because the second guy, facility manager, office manager, that lady or that guy gets parking spot number two. The owner gets the closest to the door parking spot, right? Because he's a servant leader, bad joke. And he gets the first spot, but it's been encased in nine feet of snow. And then you go, wonder why we're not getting that renewal. And then you call up and say, hey, why are we getting the renewal? And he goes, because you parked all the snow. And the owner's parking spot, we told you explicitly to take all the snow from that whole lane of 12 spots down to the end or to the back. The owner needs his spot and he is not happy, okay? And then the office manager says, hey, we're thinking about renewing with Tyb Lawn Care. And he goes, yeah, not if you're going to keep putting snow there. I don't want them. Well, they're great price. I don't want them. Owner decrees, it's done and that's all you get. And you go, well, that's. That's not cool. Like, hey, it's no big deal. It is a big deal, but we also don't know it's a big deal because we're not touching base with the customers. I can give you dozens. And does it sound like I'm doing this thing? Does it sound like I've messed it up? I'm not telling you what to do because I'm perfect. I'm telling you what to do because we keep messing it up. And anybody's gonna mess it up when they're trying to grow. It's easy to look smart and sharp like a number two sharp pencil when you ain't doing anything. All right, so this is good stuff, man. Like, no news is good news. The biggest lie that was ever told I don't know what statement or what industry that partaked of, pertains to or pertains to or relates to, but I don't think it's ours. I think more communication. And again, it doesn't have to be you. But here's a quick tip. Next time you're on the watching doom scrolling and reels on Instagram and TikTok, or next time you're on the road listening to a podcast for the 800th time with something, you know, a miracle breakthrough thought process of today, or somebody else is selling you another Equip Expo ad, why don't you get on the freaking phone and call two customers a day? I don't care how big your business is. I bet you could cycle through in about four or five car ride drives to estimate renewals or estimate or jobs that you're going to go do a bid at. There's no doubt that you can call one or two customers, if not eight or 10, because you're going to get voicemail with eight out of 10 of these people anyway. You know it, I know it. And then you have one conversation that's 10 minutes, which probably turns into a $12,000 upsell landscape job and one other one that turns into a customer service situation, which is a good thing, and you salvage a $20,000 account. Again, if you're trying to go from 800 grand to 1.2 million, it's nice to not lose the first 300,000 and then backfill that to then also upsell another $400,000 of work, right? Like that's where we keep talking about 40% attrition. There shouldn't be that. It should be 4% attrition. Amen. All right, I can go around in circles on this podcast topic all day. I think this is a really fun discussion. It's very illuminating for us. Not only do I get it, my guys get it and I'll continue to, you know, pound it into their head. So they get it because they need to not only make sure that it's important to them, but important to their team members because they're getting bonus off of this, right? The company makes profit and with profit we get to be able to do fun things. Higher wages, better and newer equipment. Fun stuff like renting out, you know, Tigers tickets, Red Wings tickets, going to a suite, getting season tickets, right? All that kind of stuff like this all turns into a great machine that's vibing and working when, when we're all on the same sheet of music, including touching bass with our customers more often than not. All right, that's what I got for you guys in today's show. Thank you. Hopefully you guys enjoy this stuff. I know I nerd out about this stuff incessantly, but like, this is my life, it's my income, it's for my family, it's for my guys. Lot of important things going on around here for us and I know the same thing for you guys. Welcome to spring, baby. Welcome to the spring rush. I hope you guys enjoyed this. So many other great things coming down the pike here. Keep your guys eyes and ears open for tour dates, for shop tours, public shop tours. We're going to be doing some crazy big things with Element Granum, folks. I'm telling you, like, it's going to be the best summer ever. We're going to have some content coming down the pike from DeWalt, some content coming down the pike from John Deere, some content coming down the pike from Honda. We're going to have the SOP Bundle content launch late April. We are going to be doing the teenager tours. We do have a quick backs bell promo code. Brian LaunchPreneur Academy Live is going to be going on again this year, November 7th, I think it is Saturday. Speakers are going to be announced. Tickets are going to go on sale late April into May. All right. Like there is so much going on in the green industry. I'm honored to be here with you guys and do it with you and we're going to have the best year ever. Just like you guys over now. Have a great day. Get your SOP bundle. Love you, appreciate you. Have a great day. We'll catch you guys on the rebound and on the next one. Thank you.
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Are you ready to grow your lawn care or landscaping business? At lawntrepreneur Academy you'll learn real world strategies to start your grow and scale a successful lawn care company from industry leader Brian Fullerton. Inside the academy you'll find training, resources and a powerful community of lawn care professionals all working toward the same goal, building better businesses. Join link and get access to weekly webinars, live coaching calls and a private community where you can ask questions, share ideas and learn from others in the industry. If you're ready to take your business to the next level, visit lawntrepreneuracademy.com and start building the lawn care business you've always dreamed of. An easy to use link is in the podcast description.
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Thanks for taking the time to listen to the Fullerton Unfiltered podcast with Bryan Fullerton. We hope you enjoyed this production. If so, please consider leaving us a five star review for the show. While the techniques and ideas presented here are designed to help you grow a more successful and profitable business, no one can guarantee these results for you. We want to emphasize that entrepreneurship is not easy and the ideas presented here are just the opinions of Brian Fullerton and his respective guests. No one can guarantee success for you. That being said, we hope the ideas presented here help you and motivate you to go on out there and crush it with your own business.
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Fullerton Unfiltered Podcast thanks for listening and
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we hope to see you on the next episode.
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This has been a Bryan Fullerton and Mr. Producer Production.