992. The Hardscape Growth Blueprint with Frank Bourque

Summary

Fullerton Unfiltered – Episode 992
The Hardscape Growth Blueprint with Frank Bourque
Date: July 20, 2026
Host: Brian Fullerton
Guest: Frank Bourque – Consultant, Coach, and Former Landscape/Hardscape Operator

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Episode Overview

In this episode, Brian Fullerton broadcasts live from Leanscaper 2026’s Chicago People Intensive with featured guest Frank Bourque. Frank, a prominent landscape and hardscape industry consultant and former multi-million dollar operator, unpacks his journey, key business lessons, and tactical advice on building scalable, resilient businesses—focusing especially on people, processes, and systems. This episode is a must-listen for entrepreneurs seeking to grow their companies while fostering high-performance teams and work cultures.

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Guest Introduction & Background [00:21–03:01]

• Frank Bourque’s Story:
  • Started in landscaping at age 16; 30+ years of experience
  • Background in psychology and group therapy; started business on the side while working in government
  • Built the business from humble beginnings (using his father’s wheelbarrow) to $7M+ in revenue in six years
  • Expanded into garden centers and landscape businesses across multiple cities
  • Survived and rebuilt after the 2008–2009 economic downturn using lean principles—maintained revenue with 70 fewer employees

“It's having the right people, the right resources, the right systems... I used to cringe when I heard 'systems and processes'… but when you look at it practically, it’s really empowering for the team and for the culture.” – Frank [02:39]

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Key Discussion Points & Takeaways

1. Building a Robust Hardscape/Business Blueprint [03:01–07:12]

• Coaching Focus: Frank emphasizes shortening clients’ learning curves by providing actionable information, pointing out resources, or even connecting owners with other relevant experts.
• Operational Excellence: Big on implementing tech, AI, and actionable tools; his expertise leans heavily toward operations and systemization.
• Planning First: Frank’s noteworthy advice—before buying equipment or hiring, map out your hardscape division’s process, workflows, and KPIs.

“Before you buy equipment, before you hire a team member, what is your install process? What is your process for bidding and estimating?” – Frank, recalled by Brian [05:04]

• Setting Realistic Goals: Advocates starting with achievable revenue targets ($300K–$500K) and proper onboarding plans, rather than aiming for an impractical $1M out of the gate.
• Momentum Matters: With clear systems and targets, teams feel winning is possible—without them, false starts erode morale.

2. People and Culture – The Core of Sustainable Growth [07:12–10:18]

• The People Intensive Philosophy: Great systems/processes mean little if you lack the people equipped and motivated to implement them.
• Competing for Talent: The industry laments a shortage of A players, but many firms are simply unprepared to receive high-caliber talent.
• Becoming a “Destination Company”: Only by building organizational excellence can you attract and retain the best.

“You can only say you’re competing for talent if you’re putting your best foot forward—what if the best person shows up at your door and you’re not ready?” – Frank [08:39]

• Clarity & Measurement: Employees should always know:
  • What their responsibilities are
  • How to win or lose at their job
  • How performance is measured

“Show me how to win and I’ll help you win. But if you don’t have a plan, that’s what makes it hard.” – Frank [10:18]

3. Recruiting & Retaining Top Talent [10:33–16:16]

• A Company’s Level Reflects Its Leadership: A players seek A-level organizations; “C” companies won’t retain top talent for long.
• First Impressions Count: Metaphor of the "wet ink"—Brian ties the arrival of a talented new crew leader directly to their preparedness (offer letter, onboarding plan, clear metrics).
• Culture Is Felt, Not Told: Employees (especially strong ones) intuitively sense whether a company is set up for them to succeed.

“A players recognize A players. And when they recognize that the company in front of them is a match... they get excited.” – Frank [14:03]

• Leadership’s Role: If good people leave and warn peers about dysfunction, you start a vicious cycle of disengagement and turnover.
• Mark Bradley’s Quote: “You can’t build a business with temporary employees.” The best companies systematically invest in people.

4. Simple, Powerful Habit Loops: Meetings & Structure [17:04–22:31]

• The Power of Rhythms: Daily huddles and predictable routines instill stability, predictability, and accountability.
• Action-Oriented Meetings: End meetings with ownership—make sure tasks are clearly assigned.
• Continuous Communication: Even in weeks with “nothing happening,” team check-ins reinforce connection and clarity.

“Start with daily huddles. That’s a 1%. It sounds almost too simple, that’s why we don’t do it. But the teams that do it are the best teams in the world.” – Frank [19:55]

5. Leadership Growth & Self-Awareness [22:31–23:32]

• Humility in Leadership: Brian shares having to rewire himself from not being a “people person,” stressing it's key to be uncomfortable to grow.
• Always Learning: Even seasoned operators/consultants like Frank attend events to keep learning; there are always new quotes, perspectives, and tools to discover.

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Notable Quotes & Memorable Moments

• “Your level of leadership has to match what you want to attract. Because if what shows up at your door doesn’t look like what you are, it’s like the opposite of a magnet—it pushes them away.” — Frank [15:34]
• “We’re all building businesses—let’s build businesses that are good for our families. No one says, ‘I’m going to start a business to be away from my family.’” — Frank [23:32]
• “Even A players sometimes won’t say anything. But when you have systems, even if nothing is said, they just feel it’s a good fit.” — Frank [13:40]

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Timestamps for Key Segments

• [00:21] Host intro, setting, Frank’s background
• [01:25] Frank’s origin story in landscaping
• [03:01] Frank on transition to coaching and focus on operations/systems
• [05:04] The importance of pre-planning before launching a new division
• [07:12] Building and implementing processes for success
• [08:39] Competing for the best people—are you really ready?
• [10:18] Metrics, measurement, and showing employees how to win
• [11:40] Brian’s real-world hiring story: attracting an A player
• [13:40] How A players “feel” a properly run company
• [15:34] Leadership, culture, and the ‘magnet’ effect
• [17:04] “Kaizen” approach: Continuous, compounding improvement
• [19:29] Frank’s practical advice: daily huddles for all teams
• [22:31] Communication, meeting structure, and fostering input from all levels
• [23:32] Building a business that supports, not sacrifices, family

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Final Thoughts & Actionable Takeaways

• Implement Rhythms: Start daily or weekly team huddles to improve cohesion and planning.
• Prioritize People: Hold yourself to A-level leadership and structure standards if you want to attract A-level talent.
• Systematize Success: Before expanding, nail down your install, onboarding, and process plans.
• Communication is Leadership: Feedback loops and clear accountability make for high-performing teams.
• Don’t Confuse Complexity with Effectiveness: Often, the “1%” improvements are simple but repeatedly ignored.
• Keep Learning: Continuous education and humility are the marks of the best leaders.

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About Frank Bourque

• Based in Ottawa, Canada (serving all North America)
• Helps landscape, snow, and maintenance companies design, implement, and deploy custom systems with a focus on operational excellence
• Website: frankbourque.com (spelled B-O-U-R-Q-U-E)

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Closing Note

This episode provides actionable blueprints, hard-won wisdom, and real-world anecdotes on growing a resilient, high-performance green industry business—from the ground up.
Whether you’re just starting or aiming to become a “destination employer,” Frank’s advice on people, process, and culture is essential listening.

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Transcript

[A]

Foreign.

[B]

You're now listening to the Fullerton Unfiltered podcast.

[A]

Straightforward, no nonsense business advice, completely on unfiltered. Grow your business, grow your life.

[B]

Now here's your host, Brian Fullerton.

[C]

All right, gang. Well, hey, we're broadcasting live from leanscaper 2026. We're at the Chicago People Intensive. Folks, we're super excited about having you guys all join back with us for another great show today. We've got the man, the myth, the legend. We've got Frank Bork joining us.

[A]

Welcome to the show, brother Brian. Thanks for having me.

[C]

Yeah, welcome back. It's, it's great to have you, dude. You've been at, at conferences, events, speaking and sharing. I, I really only got to know you the last like eight or nine months, dude. It's crazy how many great people are out there that you would never even know that are in the industry. They're consultants, they built great businesses, help great businesses. And shout out to my boy Sam Gamble, quick little plug for him. That's where I got to meet you. At his conference last September, Harvest of Knowledge. And that was a fantastic time. But all things being said, we've got you today for a couple quick minutes. Chicago People Intensive. It's been a day, it's been a day, day and a half already. So for anybody who doesn't know your background, let's just maybe start from there and like you're actually a big fish and a big deal. You got the advisor badge I see, which is like VIP over here, folks. Well, we got him. But for anybody who maybe doesn't know Frank Bourque, give me, give me the 50,000 foot overview, would you?

[A]

Yeah, so I've started in the industry way back. I was 16 years old. And so it's 30 plus years now. Started just a young kid, went to university studying psychology. Never thought about business, but I like doing my own thing on weekends. Started a business and within six years of working for the federal government as a group therapist, business on the side, we grew a business. So we started with an old truck or actually a car.

[C]

Okay.

[A]

And just, you know, my dad's wheelbarrow and garbage bins and stuff, doing some mulching jobs.

[C]

But then it grew.

[A]

So within six years we were at over 7 million. And then we kept growing from there, but we had some garden centers, hardscape companies and landscape companies in two different cities. And then the economy hit. That hit us hard in 2008, 2009.

[C]

Yeah.

[A]

So we, we rebuilt the company. We just got rid of all the this is why leanskipper. Like, it talks to me in different ways. Because you're getting a company to be lean just means putting your focus in the right place. Yeah, I had to do that. It forced me. The economy forced me to do that back then.

[C]

Yeah.

[A]

And we did it. And then we were running almost the same amount of revenue, but almost 70 people less.

[B]

Wow.

[A]

And so that's a crazy story when you realize that it's. It's having the right people, the right resources, the right systems. And that's where my interest. I used to cringe when I heard, like, systems and processes and all things. Right. I just. I didn't like the word.

[C]

Yeah.

[A]

But when you just look at it from a more practical. Practical sense, it just. It's really empowering for the team and for the culture and everything else.

[C]

That's so good. That's so good. The. There's so much, like, unpacked. That's like three podcasts right there in a row. Like zero to 7 million in, like, seven years or whatever. Like, that's ridiculous. And then I know you guys had hundreds of employees when you made an exit. Right. And then now you're doing coaching as well, like hardscape. I know you mostly like from the hardscape side for it, but you feel like your. Your glory days were the first, you know, 20. Or are you more passionate about the coaching side of things? Like, what's your cup of tea these days?

[A]

Yeah, for me, the coaching is taking on. It's like a challenge. Every business is a different challenge. And I feel my goal with every business that I meet is let's take your learning curve now. Let's just shorten that up a little bit. So either I provide you information, point you in the right direction, give you a resource, bring in some other experts that could be for marketing or other things like that. If you're looking to grow and if you need systems to automate or to make it feel like there's a better flow in the company, that's where I come in. My expertise, more operations and systems that will help you from analyzing the job, getting the job in, to knowing your numbers and knowing where you want to go next. So for me, what's exciting is implementing the tools like technology and the AI and then implementing it with the team. So my favorite part about what I do is being an implementer.

[C]

Yeah.

[A]

So sitting down with a leadership team and they're saying, okay, who's going to own what?

[C]

Yeah.

[A]

And then seeing their face go like

[C]

they're kind of Worried because nobody's ever done that before.

[A]

Yeah, I got to own something. Oh, my gosh. All right. And then it. But it's a smile that says, I'm worried. But if you give me the plan and you tell me how and when you do, it changes everything in a business.

[C]

Well, you know, it's funny little throwback here. I don't remember this conversation. You were on Link as our special guest about three. Three or four months ago, wasn't too long ago, and I. And I asked you a question. I said, frank, a lot of my friends and peers, right, Even myself, let's say I said, want to start, like, a landscape, hardscape division of the company. And you were a little hesit. Hesitant, and you're like, well, if I can give you a suggestion, here's what I would propose. Build out your hardscape division before you ever buy a piece of equipment or ever hire a single person. Yeah, listen, folks, like, that's solid information. Like, imagine how many entrepreneurs. And I know some great friends out there, and they're my friends and your friends, and they'll say, jump off a cliff and build your airplane. On the way down, flying the way. I'm like, what the fuck does that mean? You know what I mean? I'm like, that sounds great. That sounds like I'm gonna fucking die. Because I'm not that smart, that quick, folks. I love it. So, like, maybe do that. And I'm sure that's how most of us got as far as we have, because we're like, you know, if you wait for all the stoplights to be green, as they say, it's never gonna happen. So there's an element of like, dude, ready, fire, aim. Right? Like, I get that. So there's like, this balance here. But, Frank, your suggestion was brilliant, and it sounds so simple, but that's what coaches do. They take complex things and they make them simple. And you're like, before you buy an equipment, before you buy or hire a team member, like, what is your install process look like? What is your icp? What is your process for bidding and estimating? And, dude, like the comments. I remember the chat blowing up. Like, that's good stuff. That's good stuff. That's good stuff. I guess I Little plug for Link, you know what I mean? It's like 50 bucks a month. And I'm like, that right there might save you hundreds of thousand millions of dollars in pain and suffering unnecessarily.

[A]

Yeah. I've seen companies have everything from their sops to a Budget for their hardscape companies to. They had all the information ready to go. So as soon as they hired their first two guys, they had an onboarding plan. They knew exactly what training they needed to go get if they didn't have it. One guy had the training because it was perfect for. As a forming position, but he needed to kind of tweak his procedures on site. But now he had procedures. Never worked procedures.

[C]

Right, right.

[A]

So. But that's a great example because then when they hit their goal on year one and they know it's realistic to just. If your goal is a million in the first year, you might be setting up yourself to fail. But if you know your budget is set for 500,000 or 300,000, and you hit that goal because it was realistic, you have the right amount of people, you have the right amount of.

[C]

I mean, what could that do for a company?

[A]

Right.

[C]

Compared. Compared to the. The latter.

[A]

It's. It builds momentum right from the start.

[C]

Yeah.

[A]

And it's when you try to implement something and then you feel you're failing, so you kind of pull it back, and then people go, oh, here we go again.

[C]

And then you gotta pull again. Pull the ocean, you know, lever.

[A]

Yeah.

[C]

Call Frank.

[A]

Yeah. Or everyone says, let's just put that on the back burner for a couple years, but then they call you right back.

[C]

Yeah. Well. Well, let me. Let me go. This might parlay perfectly. And I know you got some great notes here because you're a planner and a prepper, so. So open mic, you know, as well. But this. This literally parlays right into the people. Intensive. Yeah. Right. Because like, these great systems and processes and installs and beautiful work, maintenance to landscaping, to snow folks, like, the people are the ones performing the work. Right. And so we're learning all about people and process today. And it's not like what you might think that, you know, like, typical. Oh, yeah. Like it's people skills or. Yeah. I need leaders, you know, like, dude, that's so it's not even. We're not even scratching this. The tip of the tip of the iceberg Mark and the rest of the leadership team here have literally rolled out fantastic ways to give people not only the systems and the processes, but the measurements, the metrics to work with people in a. In a productive fashion. Does that make sense?

[A]

It's like tangible, ordered, you know, no nonsense. It's more like if you don't do this.

[C]

Yeah.

[A]

Your team just doesn't have what they need. Or if you don't have this in place, then you're setting yourself to fail.

[C]

And yeah, you.

[A]

You know, my big takeaway so far is we're just looking at the industry and everyone feels like we're competing for the same people. But you can only see, really say you're competing if you're putting your best foot forward, because what if the best person shows up at your door and you're not ready? And I feel that's what Mark and the team are teaching.

[C]

Dude, that's so freaking good. You say good shit, dude. That's good stuff. That's early. I'm raw. That's good. One more time. Slow that down. Say that one more time. If you're not.

[A]

If you're not ready, you don't have your best foot forward. You can have the best candidate show up at your door, and you can't really provide any opportunity for that person. It could be the best employee in the world. Wow. But you have no systems, no procedures. He doesn't understand how he can really help you. He doesn't know what he has to own. What are my responsibilities? What am I supposed to do when I work with you? In what order do you want it? And then how do I know if I win or lose at whatever I'm doing? If I. If I'm bang on my hours and I'm pumping out the work and you're like, wow, we're super profitable, that gives me some kind of a measure.

[C]

Yeah.

[A]

And I feel like I can win with you. But if I always feel like they said something in the room yesterday, if. What would happen if you showed up at home and your wife would always be finding what you do wrong.

[C]

Yeah, I remember that. Yeah, that was good. I forget who said it. It was really the only time you heard your name was when you did something wrong. And I was like, damn. And there's. There's a litmus for your marriage too. Right. You know, so.

[A]

But that applies to your work, family. And so if the only time you. People talk to you, especially at the leadership level, and they complain about something you've done, you always feel like you're failing.

[C]

Right.

[A]

And so show me how to win and I'll help you win. But if you don't have a plan, that's what makes it hard. So really what Mark and the team are doing with their operating system is showing us how to put it. How to do things in an order that we can implement it and we can win.

[C]

Yeah. And you know, Frank, something that just was really, really good, that. That really struck my mind was what you had just talked about was think about this. This is like a fresh thought for me. But we're all like trying to look for A players but my gosh, like do you think an A player wants to come work at a C company?

[B]

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[C]

had this exact situation happen about seven months ago, six months ago where had we plucked a crew lead from another company. He was a great, he's been great for us. He came from another company doing big things that our company needs and is going to grow into and we had, you know, a little vetting process. The whole conversation he onboarded, it's been, it's been fantastic. But I'm telling you like the questions that he asked were wildly different than anything I had experienced so far in my organization. Because dude, like we're organic, we're building this thing as we go and thank Jesus, the last 12, 18, 24 months I've been around this environment and Mark to preemptively build those things that would have a attracted him but B when he was ready to come on board he's like, so you have an offer letter. How do you guys do this? I go, we actually do. I said, I have an engagement letter. We're ready to rock and roll. Here's the position, here's the metrics. I'm going to measure you by. You're telling me you're going to do this. You're on a 60 day probation. I'm going to start you here, we're going to get you there. That's part of A our roadmap but B our process for new hiring. And it was a very like elevated, more elevated conversation but we were ready for it. And, and I mean it's kind of like again, sometimes you're lucky, sometimes you're great. It was probably a little bit of both but I like it was wet ink on those documents that I had just made literally 30, 60, 90 days before. And I'm like, dude, folks, listen, when we talk about all this stuff, Frank, you know how it goes. People like, oh, they're always. Folks are always trying to get you to buy something or sell you on something. I'm like, listen, I'm sincerely, genuinely never here for you guys to sell you anything ever. I'm just telling you what works for me. And when I come to this people intensive, I've got a already long note list of marching orders that I need to do and that's my next 90 to 120 days. I'm going to take it to my coach. Pat, what do I, what else do I need to do? You know, Pat, I'm going to say what, what specifically do we need to do? But I want to build these systems out to get ready for the next tier. So when I get a, I don't know, a Frank Bork type individual and a player looking at my company and they think that that's a destination business, we're ready to onboard him immediately.

[A]

And it's a feel. We think that having systems, it's like we. Sometimes your employees will not say anything.

[C]

Yeah.

[A]

Because they just show up. They're an A player. So any player, that's the expectation and the standard for any player. So he shows up, you have it now. He just got a feeling. Even if he says nothing, he just felt something. He felt this is a good fit for me.

[C]

Yes.

[A]

Right. Like a players recognize a players.

[C]

Yeah.

[A]

And when there's, when they recognize that the person or the company in front of them are a match or close to B. Yeah. They're like, yeah, I can work with this. They get excited, excited.

[C]

And imagine the conversation. Frank, when they go home, do you think they're telling their spouse. Yeah, like this is probably a good team. Yeah. This is like a 12, 18 month gig. I don't know. But it's better than working for John. So I'm gonna go work for Bill, you know and you know, I'm sure I can milk him for a couple, a couple bucks more than John. But. But you know, honey, unfortunately not what I see long term versus honey, let me tell you about this guy. Frank, Let me tell you about this organization. Like these guys have their together. Honey, I have never seen something like this.

[A]

Yeah. And where they're going, they know how to win.

[C]

Yeah, exactly. They have the metrics. And then imagine the conversation and this is just a hyperbole but imagine the conversation with the husband one day saying, hey honey, I got to Work late today. And she goes. She doesn't say, f that guy. He's a loser, you know. You know, you're not going anywhere with that company anyway. That's a him problem versus him. Different conversation. Linking up with a guy like Frank, linking up with a guy like Brian and saying, hey, I gotta work some late, you know, hours this week because we got a job we gotta finish. Gotta get in the ground. And she goes, awesome. Go for it. Like Bill's. You know, Frank's always been there for us like that. That's an organization where we need to show some effort because we know the upside.

[A]

Yeah, dude.

[C]

It's just a wildly different conversation then Frank, my favorite's always people are like, oh, that guy got lucky. Or I can't find good people do that. Like, that is my kryptonite. Don't say that around me. I'm like, bro, you have to be a better leader first and put those systems and processes in the place.

[A]

Your level of leadership has to match what you want to attract. Because if what you. If what shows up at the door doesn't look like what you are.

[C]

Yeah.

[A]

It's like the opposite of a magnet. It pushes it back and it's gonna go fast.

[C]

Yeah.

[A]

And you don't know how much they can take with them. Because if you have a good employee that leaves and says to the other people, like, by the way, this is a shit show.

[C]

Yeah, yeah, yeah.

[A]

Pardon my friends. Yeah, it's just like, basically you're telling them, like, man, it's just. It's. It's not a good fit. And then that can bring down other team players that know that already. But they don't have that courage to leave. And someone leaving can actually give them the courage to leave.

[C]

Yes.

[A]

So it's such a vicious cycle. Mark said it. Well yesterday. He had it on the. On the slides. Something like, you can't build a business with temporary employees. So if you're always, like, settling for B and C players because you don't have time to really bring your company or your leadership to A level, then you're just setting up yourself in a situation to be that guy who complains and says, there's nobody out there. There's always good people.

[C]

Right.

[A]

Good companies. But the good companies are really making

[C]

the investment in making the investment, and they're. They're building. Yeah. It's not like, oh, I'm building. Yeah, even better. Like, I'm a hardscaper. You're a hardscaper. No, dude, like, one company is going to get 1% better every day. And you know, you know people like, oh, I want 300% growth. I'm like, you know, 15% growth year over year for 10 years is 10 million. Yeah, like it's, you don't have to like, you know, over engineer this thing.

[A]

Yeah.

[C]

But the, the, the whole rubber meets the road is are you going to do it? And you know, there was a stat, you know, and my last thought, I'll give you the open mic. There's a 650,000 plus landscaping companies and I'm like, okay, you know there's 700 of them here, so I don't know what that is. Like less than 1%, you know, whatever. 1% maybe. And dude, you just listening to this content like with Frank and being here at this environment puts you in a one percenters club. Run off the rip. And then if you do something with it, you're going to be 1/10 of 1% and you absolutely, Frank, in my opinion, can build a destination company. And is it going to be easy? Well, no, no, no, I didn't say easy. But simple. Much more simple than you think.

[A]

Yeah.

[C]

And that's where you meet these guys that have these 10, 20, $30 million companies. And respectfully, I walk away sometimes and I say man, I guess like pretty average.

[A]

Yeah.

[C]

But then you look at the systems and the process and the people that they built and have. Ah, like there's the secret.

[A]

Yeah.

[C]

So you know what I mean? Like I'll give you, I'll give you final thoughts here. But dude, this, this, this conversation, like, dude, I came in here honestly like really tired, Frank. It's been a long day, long last night and I didn't get bed like 1:30. Dude, it was, it's been late and I was up at 5:45 and I'm like, what the hell happened? I feel like I hit by a hardscape brick. I feel like somebody threw a paver at me. You know what I mean?

[A]

Pretty good.

[C]

Oh my God. I'm struggling bro. I'm trying to wake up but, but now like the juices are flowing because like this stuff, like this makes me excited. And I'll be honest, like I'm not typically tangibly. Previously a people person. Right. Like I've had to force myself to get better with people like skill sets.

[A]

You've had to rewire yourself significantly. Getting comfortable with something else that doesn't feel comfortable.

[C]

It's not comfortable, you know, and, and I've heard people say like you got to do the uncomfortable thing. And I'm like, always putting myself in that environment that's naturally uncomfortable to me because that's where I knew I need to grow. So. So this stuff fires me up, Frank. And again, this is like, this is like tapestry for you. Like, you know, this stuff, you know, and you've been there, you've done that. That's why you have the great background that you do, the great businesses that you've built, the great coaching clients that you do. And honestly, like, folks, like, he's in demand. Like, he, he's humble, but he's helped fix a lot of the big companies that, you know, hardscape, design, build programs, and much, much, much, much more. And you've been on some of the stages at some of these events and other events, speaking and sharing. So again, I, I didn't know you from Adam eight months ago, but again, you're, you're a big fish and a big deal. But I'll, I'll give you the final thoughts today and we'll, we'll probably button this thing up. I know we're going to be kicking off here in a minute, but it's been great.

[A]

Frank, you know, if I appreciate all your your good, your, your good comments and compliments. Appreciate it. But the most important thing I think for me is setting up some, some rhythms that your business, your people can predict. And if you're, if your team understands how to do things and you make it, like, predictable. If you're not having team meetings or huddles every day.

[C]

Yeah.

[A]

To plan your day, just start with that. That's a 1%.

[C]

Like, it's so simple to do.

[A]

Right.

[C]

So simple to do.

[A]

It sounds almost too simple. That's why we don't do it.

[C]

Yeah.

[A]

But the teams that do it are the best team in the world.

[C]

Yeah.

[A]

Like, they are. They're just the best of the best in the industry. They hold meetings every day.

[C]

Yeah.

[A]

But, but they make the meetings count. So one thing I would say is get really, really good at having productive meetings and keeping people really structured up there.

[C]

So we're just like throwing shade at Caleb.

[A]

Too many people going around.

[C]

Right. I got, I got chastised earlier for being loud. Kayla's screaming in the background.

[B]

Yeah.

[C]

Man on the mic over here. I didn't mean to interrupt your thought.

[A]

No, just getting your team to start those rhythms every week and make it predictable.

[C]

That's right.

[A]

And if people can share, where they can share and feel like they contribute on more than just one level on the field, if you feel they're part of decisions if they feel they can bring some items like to discuss at the next meeting if they feel it's going to be addressed. It doesn't have to be right now.

[C]

Right.

[A]

It's when they think it's just not going to happen.

[C]

Yeah. They become apathetic to me is the

[A]

first place where everyone can start while most people won't.

[C]

That's honestly one of the first things we implemented like two years ago. And I took that from, it was perfect timing from an event and then also I did a like you call it a 360 review but it was a, it was just a basic, you know, review on me at the company level that I implemented and, and go figure. Like Mark Bradley always says everybody wants more communication. And I'm like, I over communicate. You know, you would think folks like this guy doesn't shut up. You know, and here I am getting feedback saying you don't communicate enough. And I'm like what? Wtf? You know.

[A]

Right.

[C]

And that's a humbling experience as well. But it was great because that's what my guys needed. They said hey like dude, you, you're everywhere. Like you're spitfire. Like we need, I need a two week, every week meeting. And sometimes when nothing is going on, like you still need to get together with your team. And that was honestly it brought so much more harmony to our organization.

[A]

Yep. And one thing, finish every meaning with someone owning. Like if you come up with a list of things to do.

[C]

Yeah.

[A]

Have an owner for each. Because where I feel like most companies feel they have great meetings, they're all pumped up, they go out, they're like well who was owning that?

[B]

Who's.

[A]

So it's like you know what you have to bring for the next meeting and you know who's going to bring it.

[C]

Yeah.

[A]

And that's it.

[C]

That's good.

[A]

You know, and you give them a procedure. If they don't have it, you give them one and you, you know, you set them up to, to have some success and if you don't, well, you can't expect anything else. But when you start doing that and they come back and they have more solutions than problems.

[C]

Yeah.

[A]

It starts to feel good for everyone.

[C]

You know, it's, it's so good. Frank, folks, I'm telling you, like we're just, we're just geeked out to be, I'm geeked out to be here and to have somebody like Frank on the show again, like very, very grateful for that again, like you had a list of notes because you're here learning, too. Yeah. Like, we're all dialing this in. I don't think anybody's a master with people.

[A]

There's always, always, like, a quote or something that someone says or an example that just makes you look at the same thing differently.

[C]

Yes.

[A]

Or even just deeper or so.

[C]

And. And as you continue to grow, different things connect with you better or differently. You know, you're like, oh, man, I blew that last week or two months ago. Oh, man. If I would have knew this now, and I would have way handled that conversation differently. Can I get it? Can I get an amen?

[A]

Yeah.

[C]

Because we've all said and done things. You're like, man. And again, like, you're like, if I had the tools and the knowledge and the resources, I probably would have said something differently or acted differently. And that. That makes. That's a challenge out there for you guys and a challenge out there for me. Like. Yeah. You can't just plead ignorance forever as you get older. Like, it just doesn't work that way. You know, the world doesn't have time for that.

[A]

That's good. Another big, big takeaway for me, and I'll leave you with that is just. We're all building businesses. Let's build businesses that are good for our families. Right. That's. We've all. We never. No one's gotten, like, no one said, I'm gonna start a business to be away from my family as much as I can.

[C]

Yeah.

[A]

So, like, this is why we're doing it. We want to be more at home or we want to spend more time doing the things that we do, feeling like we have more freedom.

[C]

Yeah.

[A]

And if we start a business and we don't set up these things, we'll have less of it. Less freedom, less time with the family, even less money than you would make at a regular job. Because now it's whatever's left at the end of the year that you keep.

[C]

Yeah.

[A]

So it's. And I've been there a few times.

[C]

I was gonna say, there's no promise sometimes, but for sure, some of those lean winners, it goes from steaks to beans and rice. Right. You know how it goes. So this is. This is a good conversation, Frank. I know. Honestly, like, sincerely, this is awesome. In fact, I supposed to get you on the show in Cape Coral. You. You want to talk. Guys listening in, you know, want to hear somebody preaching from the horse's mouth or whatever. Like, you. You preach family first and. And last conference. Actually, you had to make a pivot. You Couldn't make it because you. Some family things that you have some obligations. And when you texted me, did I text you? How dare you? Yeah, you know, like, do you know who I am? Frankly, it wasn't like that.

[A]

You're gonna miss that.

[C]

I was like, are you freaking serious? No, no, I was like, you've always said family first. You're like, dude, I'm sorry, family first. And I'm like, say no more. Done, dude. Can't wait to regroup, brother. Be safe. Prayers, you know, like, love you. No big deal. And like, that just, just shows like why you have what you have and who you are is why you've keep continued on this conversation, doing what you're doing. So thank you for everything you're doing, brother.

[A]

Brian.

[C]

Yeah, this is great. Let's do this real quick. You've got like your whole world and ecosystem out there. There's, there's people that, you know, love Frank Bork. Like some of you guys, like, Brian's all maintenance, right? And I'm sure you guys have detractors too, right? But anyway, who knows? Probably not. You're probably a little bit more. You're Canadian. You're like nice and kind. Everybody loves you guys, so. But if people don't know who you are and where you're from and all that, mass plug yourself really quick and we'll wrap it up, brother.

[A]

Yeah, Brian, appreciate that. I'm from Auto Canada, but most of my business and my clients are in the us So I work throughout North America and I help landscape maintenance companies, snow companies, to really design systems that work for them. And then we deploy them. We, we, we go full out with implementations and make sure that the whole team understands what we're doing.

[C]

That's awesome. That's right.

[A]

Reach me at my website, frankbork.com and spell bork. Bork is. Yeah, it's B O U R, Q

[C]

U E. That's right.

[A]

Bork.

[C]

Is that French? Like French Canadian or Canadian?

[A]

Yeah.

[C]

Is that what it is? Okay, I'm learning. I, I've learned more about Canada in the last two. Two years and in 35 years, bro, like, like it's funny. The, the element team and then Bradley and you guys, like, it's a whole another world up there. And I'm like, oh, Montreal? Yeah, yeah. You know, dude, it's so funny. Like, I, I know I'm starting to learn Canada. Like, I know the States, you know, it's. There's so much great talent up there. I mean, you guys are like, some of this I asked Bradley, I'm like, is everybody in Canada just freaking smart? He goes, yeah. I go, so what? I said, what's going on up there? I goes, what's going on up there? He goes, we're just oppressed. Fair enough, dude. So not even getting into all that, but he's like, dude, I'm like, you guys are brilliant. Like every, every one of you guys are like, oh, I built a seven million dollar company in four years. And I'm like, what the hell's going on up there? And then drink what you guys are drinking. But anyway, all right, I'm. Shut it down. Appreciate the time, Frank, and I'll let you get back into, you know, shaking hands, kissing babies, and hanging out with all your fans here. All right, cool. All right, guys. Thank you guys. Have a great night, guys. We'll talk to you.

[B]

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[D]

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.

[B]

Fullerton Unfiltered Podcast thanks for listening and

[D]

we hope to see you on the next episode.

[B]

This has been a Brian Fullerton and Mr. Producer production.