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This year, lawntrepreneur Academy Live is built for the whole team. Join us November 7th at Vibe Credit Union Showplace in Novi, Michigan for Hands on learning, expanded breakout sessions and crew leader training designed to help your business grow. Group rates are available so you can bring the entire crew to this can't miss team building event.
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Get details and tickets using the link in the show description.
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You're now listening to the Fullerton Unfiltered Podcast. Straightforward, no nonsense business advice. Completely on unfiltered. Grow your business, grow your life. Now here's your host, Brian Fullerton. Hey, what's going on, guys? Welcome back to another episode of the Fullerton Unfiltered Podcast. It is your host, Brian Fullerton here hanging with you guys and good morning folks. I got a lot here that I want to get through in just a short amount of time. We're going to have this as a jam packed power episode for you guys. There is a lot that I want to talk about on a topic that I have never heard a podcast episode about in the ecosystem, the blogosphere, the whatever sphere just yet. And this is something that I learned about two years ago at an Element Mastermind event. Yes. Ooh, the esoteric, altruistic, how good could it really be? It is that really good kind of conversations and seminars and webinars that the Grandom team is putting on. Mark Bradley himself has and does put on. And that is talking about the topic of growth. But a topic that I had never heard this word before and it was called lagging indicators versus leading indicators. Let me just do a little straw poll here. I can't answer you guys, but honk your horn once if you've heard the word leading indicator. Audibly honk the horn. Give me one beep if you have. Okay. Probably not too many people and that's okay. Honk twice wherever you are in the byways and highways of America. I want it to be the national horn out, you know, for the. For the day that is even a term or a word. Honk your horn twice if you've never heard the word leading indicator. Beep beep. Thanks for playing along with my stupid game. Listen, I'm not going to lie. Like last two years have been a revolutionary transformational metamorphosis, whatever you want to call it, growth. About business development in general growth and the terminology, the glossary terms, the. What the heck is that? I've never heard this number before. Revenue per hour, man, hour rate, throughput, leading indicator, lagging indicator, et cetera, et cetera, et Cetera. I'm like, what? What? Who was it, like, you know, an MBA school that I was supposed to go to for lawn care? I thought it was just like, cut grass, make tall grass short, get X marks, Toro, Echo versus Red Max, bro. Echo versus steel. Like John Deere versus Kabota, right? Like, okay, that's fine. That's cool for, like, the first, you know, 18 minutes of your career. For me, that was about 18 years. You know, talk about getting exhausted learning about, like, the same stuff over and over. And, you know, the YouTube channel seven or eight years deep of, like, the same freaking conversation about everything I just explained. And yes, they pull views and you think you're awesome, and you're in this echo chamber of like 10,000, 20,000, 50,000 views a video. And this is what the people want. It's true, but we're talking about entertainment, not education. And why do I not make a video instead of a podcast today about a topic called leading indicators versus lagging indicators? Well, because that video is going to get about 1200 views because nobody cares. And it's not that nobody cares. It's just I have noticed that the people that want to grow care about this topic, and they're on the podcast. And people that don't want to necessarily exclusively grow are there for entertainment on YouTube. And that's just the way the world works. There's no indictment side rant and quest on that. But the topic of leading indicators versus lagging indicators, the first time was presented to me was about two years ago at an element mastermind that I was able to sit at the feet of Mark Bradley. Granted, graciously enough, he offered tables and chairs, but I would have definitely sat Indian style at his feet. Learning from the sage, Mr. You know, business guru, mentor himself, Mark, about this kind of conversation. And I'm gonna go into what they are, what they aren't, and how they can prep your business for growth. Now, here's the deal. I know a lot of us out there are saying things right now like, we're gonna grow, right? Like, we're excited about where we're going to grow. And if I asked you, what. What does it. What does that mean? Like, how do you know? And somebody who said, well, hey, like, I sat down this year in January, or, you know, July, August, time frame, right now, as we're getting ready to grow snow, and we're going to grow by 200 grand in revenue. A half a million dollars in revenue or a million dollars in revenue. Okay, cool. That's fine. I'm with you. But what if I told you, like, the revenue goal itself doesn't actually matter? Because every year in January and August, people sit down revenue goals. Some hit it, most don't. All right, so, okay, that's interesting. We'll just log that for a quick second. But if you said I want to hit a million bucks or I want to double my business or I want to add two more crews, like all great goals. But let me just ask you a very, very practical question. Here's a great way I want to have you guys, if you adopt this, I would love to have you frame the rest of the way you approach your business for the rest of your career this way. Now, how about that For a bold. Ask a bold statement or a bold question. How about the way I propose what's next? Is the way you frame and look at the rest of your business's growth and development for the rest of your career, or at least bolt this on top with whatever philosophy or way that you're trying to grow your business right now. What evidence do you have that you're actually on track to get there? What evidence do you have that you're actually on track to get there? Because wanting to grow and being prepared to grow are two completely different things. Okay? Wanting to grow and actually being prepared to grow are completely different things. Most entrepreneurs spend their time just staring at lagging indicators like revenue, profit, bank account balances. Those numbers tell you what already happened. The score cord, they're the scoreboard after the game is what I have written down here with chat. The companies that consistently grow aren't obsessed with the scoreboard. They're obsessed with the plays that put the points on the board. They're watching for the leading indicators. Is the sales pipeline growing? Do you have more a players applying to your company? Are production rates improving? Is revenue per field, labor hour increasing? Our systems getting stronger and our leaders being developed. Because think about this. If you want to grow like we were just talking about, and you're like, hey, I want to double snow, I want to double maintenance, all this kind of stuff, but there's no leading indicators that you're going to actually be able to keep up with that work, dude, it's just. It's an arbitrary thought, it's an arbitrary statement. It's a feel good statement at best. And that's something that I had done for a very, very long time. And so when I'm going to an element mastermind event or you know, pick a conference, pick a semin, it doesn't matter. But Mark was up on stage and he's like, hey, like, when we continued to. To grow his company back in the day, they realized, like, they had to backfill with great people and yes, sales, of course, but they. They were kicking butt with sales. But then the backfill with great people and vice versa. If you have great people coming in, you got a back fill with sales, right? That is going to be your next predetermining factor of whether or not you're going to continue to grow. And I had never heard that. I was always reactionary. I was like, hey, we got this new account and I hope we can take it on. You know, you just crush your team hoping that they can get the work done right, or. Or you have all these guys show up and like, crap, like, dude, I hope we have enough work and revenue and hopefully, you know, overhead expense to be able to afford these guys allocated in the budget to be able to, you know, give these people gainful employment. And it was always a reaction. It was always a lagging discussion. It was always a lagging indicator. And, you know, we're like, hey, our business is growing and it's awesome. Why? Well, because the P. L said so. The. The P and L said so, folks. I get my piano. I don't know about you guys. I get my piano about 15 to 30 days after the months closed from the month before. So, like, I'm not even gonna get my July financials until mid August, end of August, first part of September. Like, by then, how am I supposed to fix July? July's over. A leading indicator would say, hey, what kind of revenue do we have on the scoreboard? Let's say you're doing design build because it's probably a little bit more tangible, a little bit more like you can influence it. Contracts are usually already sold for maintenance, but let's say you need to do a hundred grand in revenue that month. You have, you know, $13,000 sold. The leading indicator would say you're not going to hit your hundred grand revenue total for the month of July in production because you don't have enough work sold. I don't need to sit around in August or September and have an autopsy letting me know that I only had $13,000 in sales in July because we weren't able to keep our hardscaping crew working because we didn't sell enough work. Does that make sense? Like leading indicators versus lagging indicators? People like, we're gonna. We're gonna double maintenance and we're gonna double snow. Okay, that's cool. And at best. And listen, this is like probably the best that most of us do. And it's okay, myself included. I get all fired up on this, is we're going to like, buy another truck, we're going to buy another mower, we're going to buy another truck, buy another salter, buy another plow. That's a good sign, outside of the sales that you're actually proposing the estimates, you're actually proposing that you're looking forward to growth in winter. But what is your people pipeline look like right now? To be able to backfill the talent to produce the work that you're looking to sell going into winter? Right? Like, it's a. It's a lagging indicator when you're in the winter season and it's the day before the snowstorm hits and you're like, crap, we need four more people. Like, I'm not convinced that you are being as forthcoming to yourself that your projections of growing and growth into snow are going to actually happen or be tangible or not come with severe heartburn and heartache. If you didn't backfill with some leading indicators that you had a big full bench of people going into Q3 and into Q4 into fall, does that make sense? And I've got a bunch written down because I said, give me some more examples. Chat applicant pipeline for people. So there's four categories of business. There's people financing people, finances, pricing and operations. The way that we all see it, right? Well, people. What about an applicant pipeline? Are quality candidates applying every week or only when you're desperate? Leadership bench. How many people would step into a crew leader manager role tomorrow? So next year you're like, hey, I want to grow another $250,000 book of business revenue route. That's fantastic. Who do you have to be able to do that? You have to build a crew lead for at least a year or two years before. Unless you pluck a great guy that can come on in and bridge the gap. Who do you have on your employee roadmap to take from an apprentice to a crew, a crew to a right hand, a right hand to a crew lead to be able to pluck, or I'm sorry, to promote, not pluck, to promote into that crew lead position for the following year? If you're like, hey, we're going to grow maintenance by half a million dollars next year, I'm with you. I believe you. But I want to see your bench first. Just to verify. Because if you're like, hey, that's Johnny. Johnny's going to be a crew lead. And that's Tommy. Tommy's going to be a crew lead. And then we got this guy Ryan, who's a crew member, who's going to be a right hand. And we got seven new apprentices from the applications on the website, and four of them are getting started here in the next, you know, 30 days.
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Like we have a shot in hell at actually growing our business by 250 to a half million in this maintenance route. Example of growth for 20, 27, or pick your year. But there's like, data that proves it. It's a leading indicator, not a lagging indicator, where we go into next spring and say, so who's managing the crew? Like the season's already upon us. Another great leading indicator, training hours. How many hours are you investing into your team per year? If you said, hey, we're training, you know, when it's convenient, once every quarter, oh, we do a little snow training, you know, the week before the snowstorm. And, oh, we do a spring kickoff, a little bit of training, you know, first part of, you know, March or, you know, mid February. Okay. I would think that somebody, the antithesis of that, the opposite end of the spectrum. If somebody said, hey, like, we put, you know, 1300 training hours into our company last year between our team of, you know, 70 people, everybody got, you know, 10 training hours or, you know, 20 training hours. Last year, we do two hours of mandatory training per month. We do a team meeting on every, you know, eighth Saturday for four hours from 8 to noon. Whatever, whatever, whatever. We have, you know, 1 million logged minutes of people downloading and watching greenish training videos. Part of our, you know, 75 video library. Okay, those would be leading indicators that the training investment into your team is going to provide them with the skill and maybe the skill gap, but the skill, right? That is a skill gap to train and educate them, to get them to where they need to be on whatever topic to be able to be that much more effective for the work that we plan to sell next year. All right, I won't, I won't give you all of these, but I said chat, like, give me some ideas from each of the quadrants, Sales and marketing. Like, what's your sales pipeline? Hey, we're gonna grow. Okay, like, terrible statement to make. Like it's not tangible. But if you said, hey, we're gonna grow by 250, 000, and then to do that with a 30% close, we have to bid, you know, if we're trying to close 100 grand, we gotta bid 300 grand, which really means we need to have a million in pipeline to be a derivative of a derivative for a close rate. Okay, that's fine. How are you going to get a million top line, top of funnel, through the front door to be requested on for a bid or a quote. While we're sending out this many postcards, this many door knocks, this many outbound, cold email outreaches, this many referral program whatevers, we already locked down this $400,000 new, you know, strip mall design build install that we're getting contracted for. Okay, I'll believe you now. I believe you. But a lagging indicator is, hey, we're going to grow. Cool. Does anybody, anybody know some sales around here, right? Your close rate, your lead gen, we just talked about that. Operations. We're going to grow a really profitable business next year or we're trying to be really profitable right now. That's fine. I want to believe you. That's a lagging indicator of just making blanket statements for operations. A leading indicator would be if you show me your budget and your estimates and you show me what your budgeted revenue per hour needs to be and you show me what your estimated revenue per hour actually is, that the work that you're selling meets the financial foundation that you laid out to hit your profitability goals, I will believe you. Think about this type of conversation. And when I say you got to go to a break record store and I say or propose you should go to leanscaper or I sing the praises of a guy like Mark Bradley and people say like, how cool could they actually be? How much could they really know? Dude, I've been cutting grass for 10 years. I've been cutting grass for 20 years. A leanscaper events, 3,000 bucks a break record. Tourist tickets, 800 bucks. I've got haters and trolls and let's just call them what they are, dipshits. They'll leave comments on Instagram saying suckering people. 800 bucks to get to a ticket to go to a tour spot. I mean, to listen to you, to listen to Sam gimble. After all, $10 million isn't even really that big of a company. And even if it exited, how much could he have really made? I don't know. Call it eight figures. You're right, that guy has no idea what he's talking about. Your boy has no idea what he's talking about. And by the way, both sat at the feet for years. Years and not even years. I mean, the hours invested in at the feet of a guy like Mark Bradley and all of Sam's coaches and mentors that he's been able to learn from then to actually apply it and make it tangible in their freaking business. Yeah, you're right, dude. You do not need to spend 800 bucks into being that environment because we don't want to learn. Whatever the hell you're thinking, you keep that thing away from me. I don't want your brain within 20ft of meat, let alone any of my friends, my peers, or my family. You want to talk about catching, you know, shit your brains out, lettuce, you know, parasite from whatever's going on with whatever farm in America. How about toxicity from stupid, negative, toxic people that their brain is sicker than their actual gut. But we don't even think twice about it because anybody's allowed to say whatever they want and believe whatever they want and feel whatever they want. And they think because it's such a low barrier to entry into the business of cutting grass that anybody can do it is just as easy as a low entry for them to get on out. So their commitment is minimal. I've been doing the same thing for 20 years, making $40,000. Take home. I'm God's gift to the, you know, the green industry of business. All these clowns that make, you know, content trolling and criticizing me. Give me a fricking break. Yeah, for 800 bucks, there is a paywall for you to go to the next level and to learn what you need to learn to grow and scaling a business. Revenue per field, labor hour. If you show me your estimates based on your budget, I'll believe you. Production rates, right? Talking about how fast you can actually get the work done. Hey, like I'm gonna go on out there and we're gonna, like, cut this field and make, you know, 80 bucks revenue per hour. Cool. What are you basing that off of the catalog that X mark gives you or your actual production rates? Because you guys got tape measures, measuring wheels, some spray paint, and you actually went and mowed an acre of grass in the backyard to get your times, not shoot Brian an email, say, hey, what's your numbers? Not because you guys don't want to put in the work, because you want to cross reference. I respect that. But if you're just going to be lazy, then you don't need. Then you don't deserve to grow a business north of $250,000 in revenue because you're not putting in the work to build a solid foundation. And even worse, you start growing a business, you start making some money. You have no idea how it got in your checking account. That's a lagging indicator. A leading indicator is I can tell you exactly how to price my work to exactly and make profit because that business model is supported from my budget. Does that make sense? Production rates, schedule capacity. Let's go to financials, cash reserves, gross margin, accounts receivable. Hey, like we're going to be profitable, we're going to make money. Show me your accounts receivable and show me your follow up process that is getting that money in your frickin till right. I can go on and on and on. Pricing, estimate accuracy, average job size culture. This is for your team accountability, employee referrals, systems, SOPs, owner dependency, keyman risk. Just a couple examples. As I throw my phone down on the coffee table, I'm fired up. I'm excited. Nobody has ever freaking taught me this stuff ever. 18 years of being self employed and I got to go to an element event because to, to piggyback off of Monday's show, Caleb Allman invited me to a freaking LMN event with Mark Bradley. Nobody ever taught me this stuff. And to somebody who's like in the, you know, in business for 20 years in corporate America or you know, private equity, this is what they say and do and think every single freaking day. Why didn't anybody give me the roadmap? Why didn't anybody give me the playbook? Why didn't anybody tell me about this stuff? And now that I got it, your boy's gonna be a loudmouth telling all of you guys about it. Because nobody's freaking told me and I guarantee nobody's freaking told you. What is leading indicators mean for my business right now? I know that our company is going to continue to grow because we're putting in the work to build the systems not from the lagging side but from the leading side. When I went on these tours with Mark Bradley, I said, Mark, I feel like, I feel like the big thing here is that people aren't going to build the systems to support the current business and they're not going to build the systems to build a foundation to backfill the future business. And I remember exactly asking Mark that. And Mark like kind of looked at me with a smile. He goes, yeah, yeah, you guys know how Mark is. He's cool handling. I'm pacing as I like say this story. I'm all fired up. And dude, I'm just like this has got to get out there. And I was like Mark, I realize as I continue to grow, sales is not gonna probably be my main core issue. It's probably gonna be great. Talented people around me, highly skilled, highly talented, motivated, butt kicking people. Am I wrong or am I right? He's like, you're probably onto something there. And so why did I go so hard the last 12, 18 months to make pivots in our culture, to make different changes in our team members, to film a whole bunch of SOP training videos, to document our SOPs, to hire an outbound salesperson, to hire an office admin va, to be able to revamp the entire website and our branding, our logos and everything out publicly so we attract the right people coming into the organization to show them that we have a future here. Those are all leading indicators that we're going to be pursuing growth. I spent hundreds of thousands of dollars and hundreds, if not thousands of hours fixing everything. Because if I said brands Law Main is going to be a $2 million company here in the next five years and you said what proof do you have? And I'll tell you, the proof is there's not a single frickin thing at my company other than the people in the way they think is different too by the way. But other than the people, but there is not a single fricking thing that is the same company from this same time 24 months ago here at Brands on maintenance. Not a single truck, barely a single mower, not a single truck, not a piece of equipment, not the way that we run now, where we run our client, our icp, our pricing, our packages, our finances, our budget, our softwares. These are leading indicators that are going to prove to me to where I can see the trend of where it's going. Not a lagging indicator, trying to play cleanup, you know, months later, years later and what we hopefully said that we're going to do, that never seems to ever get accomplished. I get fired up about this topic. I get fired up because I just see dumb comments on, there, on, on social media. I see the breakthrough that's coming away from these break records tours that we've been doing and it, and it fires me up that we can change and continue to improve and grow this industry. The last quick story that I'll share with you guys and we'll wrap this up, I was at Providence, Rhode island with Sam Gamble. And as we get more into a flow state and we get more into this conversation about, you know, growing a business and scaling a business and I just get comfortable my own skin and the content and we make some adjustments on the fly with the slides. You know, each tour, you know, almost has been the same, but it's also been an entirely different tour. You know, like ironically enough, 30 to 40% of the slides we turned over the first event and the second event, all for the better. All basically feedback on the discussion that we're having with everybody there, all the questions that come up from everybody there, where we should lean a little bit more heavily in where we need to back off a little bit. Like it's an evolving conversation. And as we get to the 4 o' clock hour on day one at the break Records tour that we're at in Profit Providence and Gamble's wrapping it up. And I interjected a couple quick, just ad libs, a few notes for the people section that we were wrapping up. The this conversation came up lagging indicators versus leading indicators, or vice versa, leading and versus lagging indicators. And we're talking about growth. And I said, we've been talking about growth all day and obviously we're going to come down to the people component. And the irony is like, people seem to be the one thing that almost everybody, once we finally got honest, like we're struggling with the most, probably outside of pricing and financial discussion, right? Pretty much all of us here are operations. We can get shit done. But when I, when I asked, I said, who here right now has like a robust hiring training program at their company? And this isn't an indictment, this is just an observation, hear me? Nobody, nobody there, nobody had a robust training and hiring process. Nobody had a career path, nobody had bonuses necessarily, like perfectly figured out. And there was a couple other examples there as well of the fact that nobody had a robust onboarding, hiring people, promoting people, growing people, training operation. And I just said to myself, we just spent eight, nine hours all day talking about growth. And buying lawnmowers and buying trucks is not growth. Selling work is not growth Work getting done and produced and built for and collected is real growth. So right now think of it, right, like the theory is all we did all day was talk about the theory of what we can do to get better. But we have to get all that done through what, through people. And we don't have the one core foundational component that it's going to be the absolute requirement for this one to spill into everything else. And that is finding and keeping in training and building up what good people. And so I just said, if you guys want some inside baseball, I shared it with them and I'll share with you guys this One's for free. You get what you pay for, by the way. If you want to absolutely decimate the competition and if you just want to absolutely decimate in your market, if you want to be one of the biggest and the baddest and the best, you build a program, you build a structure, you build systems and processes over the next 12, 18, 24, 30, 36 months to backfill pipeline, to backfill operational growth, to backfill people, to backfill financial clarity with your finance team, bookkeeper, CPA, CFOs, whatever. You understand element better than anybody in your local market. You learn these things and you build systems and processes that show me leading indicators that you're going to build up and you're pregnant with growth for the following sees him, I'll believe you, then I'll believe you. And I said, you know, as they say, success is just easy enough where anybody can get it, but very few, but hard enough to where not everybody's going to. I think it's the same way with putting in the hard work to build the systems and the processes behind the scenes. While you're doing the minutiae, while you're cutting grass, while you're doing the site visits, while you're bidding and quoting and closing snow, while you're bidding, quoting and losing snow, while you're growing the company, while you're dealing with flat tires, while you're dealing with expensive purchases, while you're shopping on Convoy Embarco for truck growth, for buying new MBX salters from boss, while you're looking at getting another scout or snow Raider, while your F550 is getting hit in the parking lot by some, you know, drunk driver, while you guys are dealing with all this nonsense minutiae of life. Fine. What are you doing in addition to that? Well, Brian, I don't have any time left. Figure it out, dude. Figure it out. Figure out how to be more productive, figure out how to be more efficient, figure out how to cut, figure out how to time schedule, figure out how to time block, get up early, stay up late, hire it out. There's a tip. Hire it out. Have somebody else do this bullshit. I don't know. I don't care. I had to do it with every fiber of my being the last two or three years and continue to do this every single day. Dealing with the minutiae of this business, dealing with the minutiae of that business, dealing with the minutiae of that business, having all, all the fun ups and downs as a married partner and Spouse to my wife, dealing with all the ups and downs and left and rights as a dad to my three kids and still doing the hard things to build the infrastructure on the back end that proves the leading indicators for growth. Not just saying we're going to grow and are we perfect? No. But have we completely revamped all this the last 36 months? Abso freaking lutely. I don't say statements lightly when I say that some people treat a crumb like a feast and some people treat a feast like a crumb. And I go to five out of the six Mark Bradley Element events because I just happen to be on tour with the dude. I don't care if he asked me to speak or if he asked me to carry his suitcases. I would do either for that dude because of how much I learned from him in that short amount of time. Hundreds of hours on the road with that dude and I was not going to let him pour it out there. City after city, tour after tour, stop after stop. And for me to not listen and to go apply. Listen and go apply. Listen and go apply. This isn't entertainment, bro. I'm not here to just like pump you up exclusively. I'm not here to just tell you like, hey man, you can do it. Of course you can. But you have to go do it. And if you are, dude, I'm with you. High five. Awesome. For some of you guys, this is just a reminder. For some of you guys, you already know this. You're already doing this stuff. I'm right there with you, dude. I am making sharp pencils dull. I am going through ink cartridges like you can't believe I'm bleeding my eyes out on Google Docs and this thing and Lana and Leanscaper and this and that. We're building. We're building, we're building, we're teaching. We're disseminating all this training into our guys and thought process to our team. For some of you all just don't know what you don't know. And that's okay too, because I didn't. I didn't know what I didn't know just two or three years ago. And I still don't know a lot. Shocker. But I'll tell you what, when I find something like this, when I realize the difference between those that are going to do it, those that are going to talk about doing it, what's the differentiating? What's the key little difference? What can I do differently than everybody in this room of 30, 50, 100, 250 people, my peers, butt kickers, alphas, big dogs, people that all are like, you know, butt kicker. Some of these guys look good, some of these guys smell good. Some of these guys are more fit than I am. That's fine. I'm going to do the one thing that they're not willing to do. I'm going to put in the hard work of building the systems and processes of the leading indicators that are going to then turn into the results. 12 months, 18 months, 24 months, 36 months, five years from now. That's the fun stuff. It's doing the hard things that nobody else wants to do. Look, I'm gonna be honest with you. I don't know anybody that came out with an SOP bond in the last 12, 18 months. 500 people going to leanscaper events every quarter. Nobody's at least offering to sell me theirs. So did people even do this? Guys pouring it out on stage every, you know, every three months for, you know, 18 months. Now, did anybody build this stuff? Anybody do this stuff? Sure. For sure. I'm not saying, like, we're some hero hardly from it, but does anybody making it available for me to buy or did we make any videos like this available for our team to use and to watch? Not that I know of. So you're telling me two, three thousand people been through the mill and like, with everything that I've going on, I've got the ability to get it done. Like, what else do you want me to say? It's insane. And then people are going, oh, you know, a thousand bucks for this, 3,000 bucks for that. I don't know, man. I don't know. You know what I mean? I need to go buy another truck. Go buy another mower. Okay. Okay, dude. Just did a webinar with Marty Grunder the other day. So before you go out and spend ten grand on a plow, I'd much rather. If you're gonna get in the snow, I'd much rather you spend ten grand on your education. This stuff just what if it was available to me? I didn't know where to look today. It's available with leanscaper, it's available with lmn, the Break Records tour, the podcast, this, that, the other thing, right? The leading indicators. If you guys can get good at that, right, the indicators that are going to show, improve, that you are going to grow, then I'll believe you. Last thought I'll. I have here written down. If you took revenue away and only looked at your leading indicators, would I predict that your company is about to grow or would I predict that it's exactly where it is today because the future leaves clues. Think about that one more time. If I took revenue away from your business and I looked at only your leading indicators, sales, finance people, operations, the investments you're making there, would I predict that your company is about to grow? Dude, that's good stuff. Growth isn't something you decide, it's something you're leading indicators earn. Growth isn't something you decide, it's something you're leading indicators earn. Do your leading indicators say you're ready? Man, that's freaking good stuff. That's good stuff for me. I hope it's good stuff for you folks. It's going to leave it today. I love you. I appreciate you all future conversation of growth. Let's continue to look at it through the lens of leading indicators that prove what we're about to say is going to happen. If you can show me, then I will believe you. All right, so I'm gonna leave you guys today. I love you, I appreciate you. How about that for a Wednesday hump day. If you guys need anything, we're always here for you. Promo code Brian Worldwide. Thank you in advance for all the love, support, reciprocation. If there's anything I can sincerely can do for you, let me know. I'm always here for you. Saturday morning we're gonna do an element demo. We're actually gonna have a little bit more of an emphasis on snow. It's for people that are not signed up yet with the program. I'm not gonna get granular on like how we do exactly everything if you have a question like on an estimate or something like that. But I will show you broadly speaking how we set up a budget, how we set up our price list, how we do our estimates, how we come up with our pricing, how we schedule with invoicing and how we schedule those jobs to get everything done. Obviously invite you guys to check that out. Links in the show notes. That'll be Saturday 7am to 8am Eastern and hope to see you guys there. We got about 10 people registered for that so I look forward to doing a share screen share all and show you a little behind the scenes about how we're growing our business at least on the pricing and the finance side. And that's what I'll leave you guys today. Otherwise, if you guys anything, give me a shout, shoot me an email, shoot me a dm. Always here for you. I love you guys. I appreciate you have a great day. Look forward to catching up with you here on the next one.
- [35:11]
A
Looking to grow your lawn care or landscaping business? Then it's time to join the Link membership from lawntrepreneur Academy Inside lynq. You'll connect with a powerful community of lawn and landscape professionals who are working together to grow stronger businesses. You'll get access to monthly coaching calls, live bidding hour sessions, expert guest lessons, and a private Facebook group where you can ask questions, share ideas, and learn from others in the industry. Even better, every session is recorded so you can listen anytime and keep learning at your own pace. If you're ready to make more money, sharpen your skills and surround yourself with people who want to see you succeed, join the Lynk membership today. Visit lawntrepreneuracademy.com and get your link to success or use the link in the podcast description
- [35:58]
B
thanks for taking the time to listen to the Fullerton Unfiltered Podcast with Brian 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.
- [36:32]
C
Fullerton Unfiltered Podcast thanks for listening and
- [36:35]
B
we hope to see you on the next episode.
- [36:38]
A
This has been a Brian Fullerton and Mr. Producer Production.