S2-E46: When The Mission Gets Muddy & How Many Businesses is Too Many with Mike Garvey - Side Hustle Squad Podcast

Summary

Podcast Summary

Podcast: The Deep End with Eric Triplett
Episode: S2-E46: When The Mission Gets Muddy & How Many Businesses is Too Many with Mike Garvey (Side Hustle Squad Podcast)
Date: July 6, 2026
Host: Eric Triplett (“The Pond Digger”)
Guest: Mike Garvey (Host of Side Hustle Squad Podcast, State Trooper, Contractor-Entrepreneur)

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Episode Overview

This episode delves into the complexities of entrepreneurship—especially for contractors and tradespeople—exploring the increasingly relevant question: How many businesses is too many? Host Eric Triplett and his guest, multi-preneur Mike Garvey, compare experiences managing multiple ventures, discuss the dangers of diluted focus, and debate strategies for pruning distractions while scaling purposefully. The conversation is rich with real-world stories, leadership lessons, and frank reflection on ambition, delegation, and staying true to your “original mission.”

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Key Discussion Points & Insights

The Blessing and Curse of Ambition

[00:41-02:55]

• Eric shares the scope of his “Pond Digger” brand—covering construction, maintenance, manufacturing, retail, coaching, and media.
• He highlights the blessing and burden of boundless passion: “What lights me up the most? … How many businesses is too many? … It’s a blessing and a curse, actually.” (Eric, 02:55)
• Referencing Alex Hormozi, Eric discusses Warren Buffett’s classic focus exercise: write down 10 priorities, eliminate eight, and go all-in on two.
• Insight: Too many active business streams can make it “a distraction,” even if you love them all.

Delegation, Team Empowerment, and the Art of Letting Go

[03:15-05:16]

• Mike describes moving beyond one-man operations by recruiting and empowering capable team members who buy into the company vision.
  • “I don’t need to make all the decisions… my friend Ryan… he’s the perfect right hand, like the chief of staff.” (Mike, 04:09)
• Commissions and incentives can drive performance without bloating payroll.
• Eric echoes: empowering people to hit targets is key to running multiple divisions or businesses.

Growing Pains: Scaling, Standards, and Systemization

[05:44-09:53]

• Mike juggles launching new branches of his lawn/weed control businesses and a new dealership for robotic equipment.
• He reflects on the challenge of maintaining standards across locations and ventures.
  • “The standards can’t drop off.” (Mike, 06:20)
• Both hosts agree effective delegation and robust systems are critical; otherwise, the business becomes dependent on the founder and eventually stagnates or unravels.

Business Model Evolution & The Cost of Divided Attention

[06:20-07:43]; [13:55-16:47]

• Eric recounts starting “Exotic Waterscapes” to create a contractor-friendly wholesale channel, later launching the Helix pond skimmer line and branching into coaching and media.
• Candid realization: “If I put a bunch of energy into [one product], then the Pond Digger construction company might start to… I take my eye off the target.” (Eric, 07:43)
• From 2020-2024, Eric’s focus drifted toward coaching, pulling energy from aquatics and leading to a decline in his core retail/wholesale business.
  • “I was so focused on this that it just started to decline.” (Eric, 28:51)
• By 2025, he made the conscious decision to “go all in on aquatics,” setting non-core projects aside and rediscovering energy and purpose:
  • “I'm going to put that on a shelf for a little bit. I'm going all in on aquatics.” (Eric, 15:55)

The Podcast Pivot: Staying in Your Lane and Embracing Your Roots

[19:51-21:47]

• Eric reflects on shifting his podcast away from pond topics, later feeling “bad” for neglecting his roots and core audience.
  • “Suddenly, you know, we go two months, and there's not a single pond podcast ... I feel bad about that… that's when I just, like, pushed pause ... let's figure out where I really want to land.” (Eric, 13:55)
• Renewed clarity: foundational knowledge remains valuable to new audiences, and his passion for aquatics is too strong to ignore.
• Commitment: “I'm committed to getting back into the basics… because that's the foundation of who I am and how I got here.” (Eric, 21:12)

How Many Is Too Many? Addressing the Contractor’s Dilemma

[22:16-23:43]

• The danger of being a “jack of all trades, master of none”: contractors can legally do “almost anything” but often fail to get truly great at anything.
  • “They’re doing driveways ... painting houses ... bathroom remodel. They’re all over the map, dude. And they never get good at anything.” (Eric, 23:05)
  • “You can have one business, but you’re doing too many legs of it and it’s a mess.” (Eric, 23:28)

Focused Growth vs. Diversification: The Million-Dollar Dilemma

[27:17-28:51]

• If you own several businesses making $1M each, but one has $9M potential with total focus—what’s the right choice?
  • “What if [one business] ... was a $9 million business. … That's what I struggle with.” (Eric, 27:49)
• Eric’s real-life consequence: added $150K in revenue to the coaching business but lost $400K as aquatics declined due to divided attention.
• Takeaway: Not all growth is good—expand only when the foundation is extremely strong.

Leadership, Legacy, and Turning Inward

[29:53-31:47]

• Eric continues leading his team internally, shifting teaching and development from public coaching to internal sessions.
  • “Now I can see … my staff … the people I see every day … serving our customers at a higher level, and their customers are texting me… it’s the best feeling.” (Eric, 30:54)

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Notable Quotes & Memorable Moments

• “Sometimes the strongest thing you can do is prune back the branches that are pulling energy away from the roots of what it is that you truly, truly love.”
  — Eric Triplett, [34:08]

• “I want you to be on this ride with us. … Like, you guys changed my life.”
  — Mike Garvey describing his team’s loyalty, [17:41]

• “If you open up an embroidery shop, I am going to lose my mind.”
  — Eric Triplett, joking about entrepreneurs chasing too many unrelated businesses, [33:22]

• “Not all growth is good growth. … Sometimes you get so excited about getting to something else, [that] you never really get that first mission to the level you really, really need it to be.”
  — Eric Triplett, [34:00]

• “Roped should be $9 million, bro. What do you do? … Why is it only $2.5?”
  — Eric, playfully challenging Mike to choose focus over quantity, [31:37]

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Critical Segment Timestamps

• 00:41 — Eric frames the episode: business expansion, distraction, and being pulled in too many directions.
• 02:08 — References to Alex Hormozi/Warren Buffett: The ruthless focus exercise.
• 04:00 — Mike's delegation/empowerment approach (“sharing the vision”).
• 05:44 — New business launches and the perils of launching “too many branches.”
• 07:43 — When focus shifts, performance suffers in other ventures.
• 13:55 — The “pause moment” and coming back to core passions.
• 16:47 — Mike on team loyalty and motivation—real impact stories.
• 22:16-23:43 — Contractors over-diversifying: danger of offering everything.
• 28:51 — When diversifying for passion costs real revenue.
• 34:00-34:42 — Eric’s “pruning” analogy and advice to builders, trades, and entrepreneurs.

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Conclusion & Core Message

This episode synthesizes a timeless contractor-entrepreneur dilemma: Are you building multiple streams that dilute your excellence, or focusing energy where you make the biggest difference? Eric’s personal pivot—back to aquatics and internal leadership—models the power of narrowing focus for maximum impact. Mike’s story shows both the opportunity and chaos of serial entrepreneurship, with a lesson: without strong teams and tight systems, even the most passionate hustlers risk spreading themselves too thin.

“I'm not just interested in being busy. I'm interested in building something that truly, truly matters.” (Eric Triplett, 34:23)

Final takeaway: Before adding another business, product, or service, ask: Is this serving your core mission, or pulling you away from it? Sometimes real growth means pruning, not planting more.

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Relevant for: Contractors, entrepreneurs, tradespeople, and anyone navigating the tension between hustle, passion, focus, and sustainable impact.

Transcript

[A]

Welcome to the Deep End with Eric Triplett, the pond digger and inventor of Helix Life Support pond filtration. For over three decades, Eric and his team have been in the field designing, building, and protecting breathtaking aquatic ecosystems that reconnect people with nature right in their own backyards. Ponds, koi, craftsmanship, culture, business. This is where we dive deep into building a wild, successful brand rooted in nature. Let's dig in.

[B]

Hey, welcome back to the Deep End. Today I want to talk about what happens when growth can actually set you back. Okay. Because inside the Pondigar brand, we have construction, service, service and repair, routine maintenance, retail, wholesale manufacturing. You know, we have the Helix life support, plant propagation, wildlife rehabilitation, and of course, media, podcasting, YouTube, all the different channels of TikTok and Instagram and LinkedIn. And at one point, I was building train with triplet contractor coaching as well. You know, I had to step back and take a look and just be like, what is the most critical thing? What brings me the most passion? What lights me up the most? And the question becomes, how many businesses is too many? And today, in this episode, I'm sitting down with a very special friend of mine, Mike Garvey from the Side Hustle Squad podcast. You know, it's interesting because he's. He's always looking at side hustles and things like that.

[C]

And we.

[B]

We started to talk about, like, where. Where is the. Where we draw the line? And we talk about ambition, distraction, focus, you know, having the right people and what it takes to build multiple businesses without losing sight of the big picture, the big mission. Let's dig in.

[C]

Alex Horozi always hits me with this. Yeah, he talks about Warren Buffett, and then he talks about come up with the 10 things that you just love and you want to do, and you want to build a business around. Pick 10 and then eliminate eight and focus on two. Yeah, and then that hit me really hard because I like so many different things, and I want to do construction and maintenance and this, and I want to grow plants and fish and aquariums and pond and like, in a manufacturing. And so it's like I have a lot of things going on, and I feel that there's so many that it becomes a distraction. So how many businesses are too many? Right. And I feel like it's a blessing and curse, actually. You know, like being blessed with this much passion, but.

[D]

And ideas.

[C]

Yeah.

[D]

And then.

[C]

But being cursed because, like, I want to. I want to be really amazing at all of them, but I. I got to narrow it down. And you as Being the side Hustle Squad podcast. It's all about these other businesses and you as being a state trooper and doing all this stuff. I think this is a great conversation. Have like how many too many now?

[D]

I guess it depends on. I look at it depends on are you able to get out of your own way, are you able to delegate to others to run with the ideas. And that's what I'm going through right now with building really. We're authorized Crest dealer now.

[B]

We're.

[D]

We're starting. We're a New Jersey dealer for robotics. Outdoor Power Equipment Roped is the company name. What I'm doing right off the bat is bringing people on a team and promising them what I think they could see, what the future is going to hold.

[C]

Share the vision with them.

[D]

Sharing the vision, putting the people in the right places.

[C]

They have to jump behind it. They have to believe in it. So you have to be a good leader to be able to do that.

[D]

Yeah, right. Yeah, absolutely. And to be. But nothing. Needs nothing. Yeah. I might be running the show, but I don't need to make all the decisions. I need to like I brought on my friend, good friend Ryan. He's not even from the lawn care industry. He's from. He's been at an. He's a bunch of different, a couple different jobs, executive level jobs in New York. But he could communicate with customers. He can communicate with the executives at Cress. He can. So like he's the perfect right hand or like the chief of staff for me is like, hey, I think we in strategy. And like he's an 8 and enneagram 8. I know that. And I. And like he's running with it and he's like, I think we should do this and I know this guy that I think that we can work with and then we can look at like commissions. And you guys, I listened to your, to your speech in there. Your block that you talked about empowering your team to go for the targets.

[C]

Yeah.

[D]

Okay. So I look at that as like commissions offering commissions. Right. Like, so that's where we see in the business is like we don't need all these team members that we pay salary, but we can like bring on others say, hey, if you, if you go to this college and we end up selling them 15 robots, like you're going to get X amount of percent of that and entice them to then go out and push the ball down the field. Right?

[B]

Yeah.

[C]

Yeah.

[D]

But yeah. How many business too many. Right. I mean I'm also getting pulled in Another direction with my lawn and lawn care, weed control, fertilization companies that I open a new branch this year simultaneously with this other company. And we've already had the playbook. It's not a different business. It's the same business just starting over in a new territory. But now I'm getting approached again for, hey, I want to open. Someone else wants to open up another branch. Like, okay, hold on. The standards can't drop off,

[C]

you know, so you're talking about just different branches. So for me, if I'm going to try and relate this to me. So I had the Pond digger construction company and we do maintenance. Okay. So that's like different div. I've got a division for maintenance, routine maintenance. And then we set up a division for service and repair. So I have just a service and repair team. They specialize in just this particular thing, but they can move into construction. So it's all under one umbrella. And then. But you know, we. We started a second business. This is 20 years ago, over 20 years ago. We have exotic waterscapes, which is our retail, wholesale, online kind of business is what it was. It's a little confusing. And I. And now I'm reevaluating things a little bit because I started that 20 something years ago because I was buying so much product on supplies that I could get them at a good price and then I could sell them to local contractors and they could make a markup on it and they could go in and just like they were buying it direct from the other place. Right. But I was buying such volume, I could do that. And so the way that business model was I set up exotic waterscapes so that the contractors wouldn't have to be buying from their competitor.

[D]

Right.

[C]

Yeah, we're like, we're battling it out. So, you know, and they knew it. It wasn't like I was being deceiving about that. They knew that was my business. It just, for whatever reason, it felt a little bit better, you know.

[D]

Right.

[B]

Yeah.

[C]

So that was fine. That's how we did it. So I've had those two businesses for so long, but I don't really. I don't really press or push that side of my business. It's just a name over there so contractors can buy from it. But, you know, at this stage in the game, that business does need to grow. I need that business to do really well. I want it to, you know, especially as I'm approaching this, these later ages of my life, I want to be able to have that business doing really well, the construction company doing well. And then look at. In 2012, I released the Helix pond skimmer. And so I really have not even tried to promote that product for 13 years. Right. So now's the time where it's like, I want that product to do really well now too. But I know if. If I put a bunch of energy into that, then the pond digger construction company might start to. I take my eye off the. Off the target. Right. So now that's why that kind of what the whole topic was today here at the profit accelerator live was to be able to go, like, I am changing the way I look at things. I'm changing my targets for all the companies so they can grow if I'm not there. And I feel like you already have that figured out kind of, you know, in your head, like, I'll just empower these people to go. And I. I've lacked that for so many years. Right.

[D]

Yeah. I mean, it. I've seen it. I've done. You know, I. I was the guy everything was flowing through. But now I. Especially with coastal fertilization, initially it was like, things started falling apart because it was like, oh, my God, there's so many emails. There's so many, like, complaints. Not complaints, but there's so many customer questions and stuff like. Like, it could get out of control very quickly if, like, you're not putting some sort of systems in place. And, like, yeah, I'm not. Yeah, I handled the administrator shoot, administrative part of the company. But, like, I'm not the best at all of that. There's other people way better than me, and I want to hire the best person that communicates the best with the customers. Or Ryan, who's like, the best communicator and organizer, and he's all into doing all this stuff with AI and built the website and, like, just, like, running with it.

[C]

Yeah, you'd be a train wreck right there. Right?

[D]

No, I just. It's just none of it would get done because I. I just feel like, no, I need to. Okay, Spring rush with Coastal. I'm focusing on that. I'm out spraying weed sometimes. Like, I can't, like, also do this, but then I'm also gonna need, like, somebody to, like, you know, start. Start visiting, you know, municipalities and counties and golf courses and other landscapers and that. It's like, okay, but how am I getting that? Well, I think I'm gonna get it by promising people, hey, if you. If you nurture the lead, then you're getting X amount of percentage.

[C]

I mean, I Guess the argument from Alex Hero would be like, you need to go all in on one thing and get really good at it and get so big at it and make so much money at it, then you can start to diversify. That's kind of like, yeah, why are

[D]

you diversifying when one company does half a million, right. My other, you know, and this other company is done not a lot at all, just sales. Like, why aren't you just going all in on fertilization, weed control and that? But I don't know, there's not a lot. You have to do a lot of volume where like I've never seen. Now I'm seeing like, okay, you sell X amount of robots and it's like, we got some money coming, like big ticket. And I'm like, whoa, I've never even seen that because I've never done a job like that before.

[E]

Hey, it's triplet here. Listen. In a world where while quality is often overlooked, Helix Life Support stands proud, bringing you American made excellence for your koi ponds and water gardens. And I want you to know I worked in the field for over 15 years and had professionally built nearly a thousand ponds before I designed my own proprietary filtration equipment. So trust and believe when I say that Helix Life Support is a product line that was crafted for those who demand durability, advanced technology and a deep commitment to fish friendly designs. Now at the heart of the product line is our patented award winning Helix pond skimmer. Built with the safety for your koi and other fish as our top priority. No sharp edges, no unnecessary risks, just an innovative fish friendly skimmer you can trust. And every piece of Helix equipment that's made is with high quality materials so you can get a filtration system that's as tough and reliable as it is efficient. Whether you're a first time pond builder or professional contractor looking to elevate your game, my team and I are ready to help you realize that vision for personalized pond design assistance or to get your hands on Helix Life Support filtration equipment. Give us a call today at 800-522-5043. That's 800-522-5043. Support American craftsmanship and choose Helix Life

[C]

support for your pond.

[E]

Built for koi, built for life, built for you.

[C]

So you're dealing with crests, right? And so you have these robotic lawn mowing devices, but you're a distributor for it, so you can sell them to golf courses, but your team also would be using them. So it's like You. It does fit within your umbrella pretty nicely, right?

[D]

Yeah. And we use the products and like, Larry, my partner, uses all the handheld tools and can, like, tell exactly another landscaper what they'll need on their truck. We can break it down by exactly what they need to upfit their truck to move over to battery. So. And it creates a lot of value to that customer and, like, validation, I guess.

[C]

Yeah.

[D]

Because it's. They're like, wow, like, this guy is actually doing it and he's a dealer. Just like it. Right? Like, it's not like, oh, it's a salesman from Chris.

[C]

Like, yeah, look at his pretty nails.

[D]

Yeah.

[C]

You know, he doesn't have blisters on his hands.

[D]

Right.

[C]

They're soft, you know, I get it.

[D]

Right.

[C]

Sorry, Chris. If you listen, I'm just.

[A]

Sorry.

[C]

Okay. I'll give you some real world examples. So in 2020, I started really heavily into sales communications. Right. And I got to the point where I was like, okay, I learned plenty. I feel good. And then I. I left this coaching group, and then everyone's upset with me. They're like, you can't leave us. We want to coach with you. And then, so all sudden, training with triplets born. Right. And I did it. You know, we were still coming out of, you know, 22, 23. It was still clumsy. Right. And I did have a lot of fun and fulfillment with that. But at the same time, my podcast turned primarily. It went from, like, only pawns to, like, ponds and contractor communication. Then when we went to the deep end, my. My goal was to, like, push heavily for contractors, but be open enough to have these deep conversations about ponds, aquariums, wherever, like that. Right. But, you know, I had this really heavy change of thought. Maybe it's Alex Hormozi in my head, Warren Buffett, and, you know, really closely looking at numbers and where I want to grow and what targets might be. And I. I could see that my podcast had shifted a little bit more too heavily towards contractor benefits and stuff like that, how to help contractors a little bit less on the ponds. And then suddenly, you know, we go two months, and there's not a single pond podcast for maybe one or two. And so then, like, I'm letting those customers. I'm putting them on a shelf. I feel bad about that, right. Because I'm still so passionate about aquatics and all that. That's when I just, like, pushed pause. I'm like, let's figure out where I really want to land. What would Alex tell me? What would Warren want me to do? And so now I'm into that mode where, like, I put TWT on the shelf, and I've. I've poured myself into the past four years on twt and I've poured myself into the podcast for the past 18 months on train with Triplet. And now I'm just gonna be like, I'm gonna put that on a shelf for a little bit. I'm going to all in on aquatics. And I. I will tell you, this time next year, Mike, you're probably gonna go, oh, that worked, right?

[D]

Oh, I could see it already happening.

[C]

I already see the numbers. I feel the tides changing. I feel so good about it. I wake up differently. I feel better about it. And contractors still call me. I'm still homies with all my contract. Yes, I still help them and all that stuff. And that's why I'm here at Profit Accelerator Live. But at the same time, I feel really excited about the future of focusing in exactly what I want, because I know I can take Helix somewhere really special. Plus the personal development, which I still feel so excited about. Like, I still want to get better every day. And now I have. I have enough knowledge now where I can empower my team at much, much greater, deeper level to do exactly what you're saying is to, like, get them to make their own decisions, get them to run the show, get them to push the ball forward down the field. And so I'm super excited about the future on that.

[D]

I could tell. I mean, you had a. I haven't seen you since San Antonio, March, early March, and there's been a shift of just focus. And it has to be, like, invigorating just to have, like, to be focused on one thing and just be like, nope, I'm not doing that right now. That's going to continue on. But at a later point, part of me, you know, is motivated by that, too, especially to grow. This robotic stuff is like, I'm super. I'm very into it. I'm passionate about it. I'm learning the products. I'm like, my other business is still growing. And because I have, you know, I have Andrew there, my main guy. I just have one guy doing 800 accounts, and it's like, I don't even hear from him.

[C]

That's a lot of.

[D]

I'm here.

[C]

Yeah, yeah, yeah, yeah.

[D]

Like, I'm here. I'm here in Virginia. Larry's in Italy, and. And he's. He's doing his work and, like, because. And what I found with him, too, it's like he just wants to be included. So, like, okay, once a month, on the first of the month, let's go to Buffalo Wild Wings, have a. Have some wings, hang out. Let's talk everything. And he has goals. He's had a tough past. He wants to get an apartment. Like, I want that to happen. Like, he's gotten a car. He's gotten that, like. And he's like, man, like, you guys, he told me the other night, he's like, like, you guys changed my life. And I'm like, like, I want you to be on this ride with us. Like, I want you. You're with us. You're. You're, you know, so getting him into, like, that position has been awesome, which is allowing me to focus on this other project and then also, you know, focusing on the other. The branch a little bit. That, that I'm like, whatever happens, we have right now, we have, like, 12 accounts up in North Jersey. That's fine. I'm fine with that. Like, it's not. Nothing's. Everything's gonna, like, it's gonna take time. It's not gonna be an overnight success as far as, like, the podcast stuff, too. And I love that because it's a networking thing I don't really care about. Yes, sponsorships are great. All of that. Horses, all that stuff. Like, I just do it. And I. And I don't want to do anything more than just like, keep doing my podcast two days a week and talking about what I'm doing in my businesses and, like, things that I'm going through, and I'm starting over a new business and starting over a new branch and just telling and con. Connecting with you guys. I don't care what that does because it's just. This is invaluable. Like, I'm here, like, I'm here with my. With my friends. You know what I mean? But, like, to go out and, like, hunt down, like, again, hey, I need, you know, a thousand dollars for this, like, reel. It's like, I'm over it for a sponsorship thing, right? Over it.

[B]

Yeah.

[C]

So the fun thing about the twist for my podcast is that sometimes I have. I feel like the knowledge I have, I've shared it enough, you know, that people should already know it and they don't need to know it anymore. But I meet new people. People find out about the podcast different. It gets shared out, and all of a sudden, people, they don't. They're not going to go back and listen to, you know, I think I'm on 400 and something episodes. They're not going to go Back to episode 27 unless I really go. You have this problem. You need to go to this.

[D]

Right.

[C]

Go to episode 27 and it'll solve all that for you. So they don't necessarily always go back. They just lock into the future. So I feel like I can definitely go over a lot of the content I've already shared, but I have different stories now, too. I have a different story to tell you about how, you know, this algae is affecting your pond or whatever. Right. Just like this year we've done podcasts on what are the fads and the trends that I see in the water garden industry. This year, I could see things changing. Like, this year there was something interesting because it was like 100 degrees in January, which was really rare, and we attacked our ponds differently in the season. And so I never really did a podcast about that. And I think a lot of the people that have followed my content for decades would be like, I want to hear about that, even if I'm not in California.

[D]

Yeah. I want to know what you're doing.

[C]

Yeah. And so my, My. I'm committed to getting back into the basics of that because that's the foundation of who I am and where I. How I've got here. Right. But I'm still going to be very dedicated to my. My personal development and my. My personal journey on building my brand. Right. And I think all of my. All the people that have an affinity for my brand and for who we are, they're going to want to hear that. Right. And so I'll share my journey and what I'm learning, where I'm at and the struggles and. And then. And, oh, yeah. How to take care of algae in your pond this year.

[D]

Yeah, they're getting it all. They're getting exactly it, I think. Is there it. I don't know if there's a set number. I don't know of a set answer. But, like, I see people, though, they're like, oh, I build. I build decks. And then I also do embroidery, and then I also do, like, whatever. And I'm like, oh, my God. Like, you just change. Like, people just change like that. I'm like, it's dangerous.

[C]

They don't ride it long enough to get.

[D]

They don't ride along enough to.

[B]

Yeah.

[C]

You know, as a landscape contractor and something that I've done for years, it's interesting. I'm glad you brought that up, because as a landscape contractor, I can do a lot of different construction. It's all falls under my license. Right. So I can do hardscapes. I could do soft scapes. Can do lawns. I could do lawn cares. You know what? Pools is a little. There's a little hip right there. Little. Little glitch or a speed bump to get over. But of course, I can do ponds. I can do small pergolas and patio covers. And, you know, I can run small electrical things like that. I don't have to have a electrical contractor license necessarily to run a little power loop because that could fall under my right if I want to get into a panel and bring out, you know, a bunch of different circuits. And I like, hey, let me get a subcontractor in here. But dude, like, my, my contractor license is so vast, right?

[B]

Yeah.

[C]

And I see a lot of contractors do that. A general contractor, for example. They can do almost anything, right? But that's the problem, man. They're like, they're doing driveways and they're painting houses, and then they're doing a room addition and a kitchen, remodeled bathroom. They're all over the map, dude. And they never get good at anything.

[D]

No, they're just, they're like, you can't tell you 0 to 100, they're at a 20 on all of that stuff.

[C]

And they don't know what they're most profitable at. They don't know their marketing is totally messed up because they can't. Like, so you can have one business, but you're doing too many legs of it and it's a mess. It's the same as. As being an embroidery and a screen printer.

[B]

There's.

[C]

They're kind of close. But then also, you also, you know, fertilize lawns. You know, like, well, I started doing my own screen printing because my.

[D]

I needed shirts.

[C]

Yeah, I see shirts on my screen printer. Pissed me off. So I just bought the equipment. Now I have a little business doing that. I'm like, what?

[E]

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[C]

knowledge unfiltered and unrushed.

[E]

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[C]

Now back to the show. It makes it hard to become efficient. Be quick. Makes it hard to market the stuff.

[D]

Yes. It's like, what about the truck that's

[C]

driving down the street and it's like 100 different things. Yeah, it's like such and such landscape thing. We'd like. We do just put everything. Just put it. Just put bullet. Everything. We do everything.

[D]

Yeah, it's like such and such landscape, power washing, roofing and drywall and Christmas lights.

[B]

And we can.

[C]

Christmas lights. You know, I can kind of see the Christmas lights, right, guys? For the, you know, the landscapers and the terrible winter weather or what? I. I don't have to do that. But, you know, but then it says and embroidery on the back.

[D]

Yeah, it's like an embroidery and decks.

[C]

Let's. So I guess that's the question I would. That would be the leading thing. So one of the part of this podcast for me is to be like a little directional pivot and. And refocus for me. I want my audience to know that, but also is to the side hustle aspect of it. I love that about your podcast. And everything that I became good at was a side hustle at one point. Right. So it's like when I was on stage today speaking to that guy, he's like, when should I do this? And I'm like, I had to. I can't give that one question to the whole room. I have to dial it in for him. Might not work for everyone else in the room. Honing in on what you're focusing, what your desire is, what your passions are, and then we'll go from there. So, dude, I'm passionate about this.

[D]

I could tell. And you, you're like, you have me super focused on, like, okay, is it. Let's focus. And for me right now, it's going to be focused on roped and the robotics. I'm going to grow this thing and I want to be like New Jersey's number one dealer, right?

[C]

Yeah.

[D]

Like, that is my goal. Like, people in New Jersey, they come to me for robotics and outdoor power equipment because that's What I want, but I want to be focused on that. And then still sustaining Coastal and that giving premium service, that just being like a well oiled machine.

[C]

So here's the crazy part. Here's the question. Because I worry about you. I do. So there's a little. There's a tie to it all. But meanwhile you're on. On security detail. Yeah. Stay true for school. So. But my, but the question becomes. Okay, let's say you have three businesses. Roped Coastal and the Amazing lawn Care. Amazing.

[D]

Well, I have nothing I don't have anything to do with.

[C]

Yeah. What's. What's the fourth one?

[D]

What? Amazing Creations.

[C]

No, you did. You have four. Four, Right.

[D]

Well, I would say, I would say state trooper. I have the podcast Rope.

[C]

You have four jobber accounts, right?

[D]

Correct. Yeah. Right. But I have access to that at that fourth. Yeah, yeah, that. So Larry's Amazing Creations, my partner in Coastal, like that's all his. I don't do any day to day on that.

[C]

Okay, so let, let's just focus on this. Let's say you have three. And let's say you do a million dollars per thing and then add the podcast. A million dollars. You make it a million dollars on all four. Right. Four things. $4 million. What if roped. If you gave it everything was a $9 million business. See that, that's, that's what I struggle with. Right. You know, and, and I will say, I mean, I'll be transparent with everyone. So my retail wholesale business started to decline a little bit. My numbers were down a little bit. But I was putting so much effort into helping contractors become a better version of themselves. Twt. And I was putting all my money into that. And you know, I had some sponsorships and then we had some money coming in from coaching.

[D]

So everything was.

[C]

Yeah. So like we went up like $150,000 in revenue for that part of the business. Meanwhile, the decline in exotic waterscapes was 400. So it's like, okay, this is. The numbers are. And I didn't pay enough attention to it. I was like, right. I was so focused on this that it just started to decline. And then a few months later go like, oh, I kind of took my eye off the ball. And so I sit here and think. And I had to talk with Naylor about this too. I'm like, what happens if you weren't coaching? What would, what would the world be missing if without you? And then two weeks later, I shut my coaching group down and he was like, what happened, dude?

[B]

What did you do?

[C]

What was this whole thing about you and without the, without you, what would the world be missing? And I was like, well, bro, the aquatics world is missing me more than the contractors are the contractors have you. I'm all in on aquatics and I'm still going to be a better version and help out all my buddies in the business, too.

[D]

You're going to grow your business to infinite.

[C]

I mean, dude, here's something you don't know, but right now, so you've been on my. My weekly Compass calls and you've been on the Tuesday night trainings with me and stuff like that. That hasn't stopped. It stopped to the world. It stopped to the public. I do it with my team now every day, twice a week. My full team is. We're doing it and my team's developing and growing and they're getting excited and they're up, you know, helping their customers.

[D]

Teaching, selling to your team.

[C]

Yeah.

[D]

In within your own company.

[C]

Yeah, I don't want to. Not even selling, but yeah, I want to call. I want to. Teaching service. I'm teaching communication. I'm teaching ethics. I'm teaching that to my team, pouring myself into that.

[D]

And you're going to see.

[C]

Yeah.

[D]

Reap the benefits of all of that.

[C]

Not only, not only financially, that will. But, you know, when I see a contractor, when I'm helping a contractor and I'm the same. Their coach, and then they're benefiting and I see that their families benefiting and stuff like that, it really makes me feel amazing.

[D]

Yeah.

[C]

But now, now I can see my people close to you, my staff, the people I see every day, see them smile and, and then, you know, they're talking to their family differently. They're talking to their customers. They're serving my customers, our customers at a higher level. And they're, they're getting thrilled about it. And their customers are texting me going, hey, I just want you to know, you know, your tech was out here and they are amazing. I just want you to know that. And I'm like, it's the best feeling. It's amazing.

[D]

You focus that into. And turned it inward. Yeah, it's awesome.

[C]

Yeah. So, yeah, so that, that's where I'm at with the businesses are too many. So I'll be, I'm going to be keeping a close eye on you and I'll challenge you because I'm your buddy.

[D]

I want to be challenged. Like, I'll be like roped.

[C]

Should be 9 million. Why is it only 2.5? You're like, well, I got nine businesses now.

[D]

Like. Yeah, right, right.

[C]

Each 2, 500. I mean, like, roped should be 15 million, bro. Like, what do you do?

[D]

But also, you know, part of me, too. It's like, okay, like, say I'm opening other locations for Coastal. It's like, this is where I kick around. It's like, I could open other locations for roped.

[C]

Yeah.

[D]

In places that are not where I did.

[C]

I talked about that today. I mean, having different locations is a good thing.

[D]

And having business. Same. Same business.

[C]

Duplicating.

[D]

Duplicating. If this is working, it's like, I'm a standalone. I'm not a gas dealer. So it's like, that's where I. I think I'm the only standalone Crest dealer where I don't have to. Oh, you know what? Oh, I have. And that. That's where I feel like getting pulled in different directions as a. As a dealer. Oh, I need to sell steel, but I also need to sell. Right. Standards. And then I also need to sell this battery stuff that's up and coming, but I make my money on making repairs to gas equipment, so I don't know if I really want to push that stuff that much. This is the stuff I'm like. And I need to learn different platforms and. And the money, you know, the commissions that are different for this and that. And, like, I don't know, like, that's that. Like, that's stuff I think about, too, as, like a. As an equipment dealer. It's like, do you want to be selling all these different brands, or do you just want to sell one brand?

[C]

I wonder how this podcast is going to sit with you in a month. Wonder if it'll hit you differently, I think so. Any final words?

[D]

No. This was a cool topic.

[C]

Okay. I do. I do have some final words.

[D]

Go ahead.

[C]

I swear to God, if you open up an embroidery shop, I am going to lose my mind.

[D]

I only embroider on the ass of pants.

[C]

All right, man, let's sign off. We'll leave it at that.

[A]

All right.

[B]

All right, That's a wrap. And a real lesson, I think, for not only me, but I would say for everyone right now, because not all growth is good growth. I mean, you have to really lock in and get everything rolling really well before you expand into. To the next adventure. Right. The next. The next level. Sometimes you get so excited about getting to something else, bringing up to the next level, you never really get that first mission to the level you really, really need it to be. Right. Sometimes the strongest thing you can do is prune back the branches that are pulling energy away from the roots of, like, what it is that you truly, truly love. For me, that means putting more focus and energy and leadership into the pond Digger brand. Our construction and service and repair team, our maintenance, retail, wholesale manufacturing. Like, all that is really in the one area, right? It's like, that's all lateral. It comes back from 2008 when, you know, I had to diversify my business, but it's still all under that one umbrella. And I'm really excited about that. You know, I'm not just interested in being busy. I'm interested in building something that truly, truly matters. So if you're building multiple businesses, is chasing new opportunities or feeling stretched thin, I want you to ask yourself, is this helping the mission grow, or is it just creating a distraction from the original mission? So that's where I'm at right now in life, people. Hope you got something out of it. Thanks for jumping in the deep end with me today. See you soon,

[C]

Sam.