← The WarPlan Podcast
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- [00:05]
A
Wake up. Your competition is asleep. It's you against the world. And if you want to win, we need to get a few things straight. Your business is a mental war. Your success is a mental war. And making money is a game. And the game of money starts in your mind. This podcast exists to help you weaponize your brain through advanced marketing mindset and money concepts. To have what others don't, you need to know what others won't. Your future fortune awaits. Welcome to the War Plan Podcast. Hey, my friend. Welcome back to the War Plan Podcast. How the heck are you? I hope all of your hopes and dreams have all come true. Maybe you're still working on it. I get it. Either way, I have the distinct honor and privilege of talking to a good friend of mine, a brother from another mother. Honestly, I haven't talked to him that much in the last year or two. We've been super busy doing different things, but our history goes deep. Deep, and it goes way back. It's my pleasure to introduce Mr. Brandon Vaugh to the War Plan Podcast. Brandon, how's that?
- [01:08]
B
What's up?
- [01:10]
A
What's up?
- [01:11]
B
Going good. Yeah, it does go deep, doesn't it? Man, we.
- [01:14]
A
We got.
- [01:14]
B
We have tons of shared adventures together.
- [01:17]
A
That's an understatement. And the audience won't know that, but, you know, we met years ago. We built companies together. We've cried together, we've laughed together, we've yelled at each other. We've had lots of things. Business is. Is a contact sport, but we've also just helped a lot of people together. You know, we were kind of like peanut butter and jelly for home service for a long time and just helping people and just doing that. And you're onto some super insane cool projects now. So am I with War Plan. And the reason I reached out was because I basically got an unauthorized sneak preview of some insane, ridiculous, weird AI hiring tool thing you built. And I was like, okay, that's insane. Like, I have nothing to gain from this. I'm just like, the people need to understand this. And I didn't realize how far you had come with Hirebus, your current company.
- [02:05]
B
Yeah.
- [02:06]
A
By the way, for the listeners, Brandon, you know, he sort of accidentally built a pressure cleaning company that did a half a million a month spraying water on people's houses. Just so you know, he knows some stuff. He's figured a few things out. But he was also completely broke and destitute years before that. So he's also humble and he understands what it's like. And the difference between Success and not. And I want to talk about hirebus. Want to talk about success. I want to talk about all of that stuff. Are you down?
- [02:32]
B
Let's do it, man. Yeah. Thank you. Thank you for the intro too. Like, that's. I think that's one of the biggest reasons why we've always just kind of hit it off, is we've commiserated in the horrible parts of our entrepreneurial journeys, but those kind of shaped us into where we are today. And I. I don't think either of us look back on those with much regret. Just like, kind of turns you into the person you're going to be someday, which is pretty cool.
- [02:57]
A
Yeah. Pain is an excellent teacher, by the way.
- [03:00]
B
Yeah.
- [03:02]
A
I always joke that I have a bachelor's degree in pain and a master's degree in suffering, and I do not want the Ph.D. and whatever would come after that, but. Yeah, yeah, yeah. But I also just like that you had humble beginnings, like you took over your dad's business. If you want, just give a backstory real quick on for people that aren't familiar with you. I like that you have the humility of coming from not much, but then building some really significant things. Tell us about yourself.
- [03:27]
B
So homeschooled through high school and helped my dad with his window cleaning business. My dad was a owner, operator, window cleaner for 33 years. The guy on the tools. And he had between zero and one employee for all 33 of those years. I was one of those employees, you know, get paid 5 cents a screen to wash the screens and be the towel boy. And eventually got to a place where he started paying me commission only for working alongside him. And then I learned how fast I could actually work because he did that. And then I also learned, hey, maybe I want to do this business ownership thing too. The day I turned 18, I went out and got my first business license. And aside from a very, very brief low of having to go to a corporate world after a failed business, I've been on 100% commission, only pay my entire life. Lots of different businesses. Construction business, failed. Pressure washing business did well. Conquer company you and I founded together, and Wise coatings. We have 39 locations doing epoxy, floor coatings. We have, you know, I have several companies that I own as an investor, but still, I kind of find myself in this constant state of having no idea what the heck I'm doing. And it seems like no matter what I do, it's. It's like I've never done this before and I kind of am weirdly addicted to that feeling is it?
- [04:55]
A
Isn't that like tied to success in a way though? Because some people, they make a career out of laying the groundwork. They're getting ready to get ready. You do stuff while not knowing what you're doing and actually you're making it like a funny tongue in cheek joke against yourself. But to me, that's just like a basic success principle is you have to walk into the dark or the treasure you seek is in the cave that you fear. Like all these quotes are going through my head. Like you take action, do weird, crazy stuff.
- [05:22]
B
I think that there's been a really cool epiphany moment that I've had in talking to a lot of successful people. And you and I have had the privilege and honor, whatever you want to call it, to talk to a lot of really successful people. At the end of the day, you realize a, they're just totally humans and they're not, they don't really possess any necessarily extraordinary special abilities other than the fact that like they just don't quit. And two, no one knows what the heck they're doing. Like, nobody knows. It's like, you know, the second that your business gets to that next level of where you hire your first employee, it's all new. And then you hire your first salesperson, it's all new, your first office person, all new. Or you go into a new market or you get to a new level of growth, all these new pain points come up in existence that you have to just kind of figure out and being comfortable with that uncomfortability. That to me has been one of the biggest identifiers of success that I've seen. And talking to a lot of these people is. They just are like, yeah, no, no idea what I'm doing. But I would bet on myself to figure it out. And for me, that's very true. Like, I believe I can figure anything out if I put my mind to it and if I, if I can reign in my ADHD for long enough to be able to actually see it through to the, to the finish line. That's the other you, you have to.
- [06:41]
A
Have some level of certainty that you can deal with uncertainty. Yeah, it's a confidence thing. It's not an arrogance thing, it's a confidence thing. I don't know, maybe it's a personality type thing too. By the way, a lot of business success principles are paradoxes. They're like counterintuitive or they're, they're, they're, they're not what you think like, even your ADD thing, like, that's actually a gift. You've probably made millions of dollars just because of your add. Like, I think one of the big lies that I believed was that the people way ahead of me were, you know, orders of magnitude more talented or smarter than me. Now, they do have skill sets and mindsets that I didn't possess, but they're fundamentally the same raw material. I didn't realize that when I was really poor, just starting. Never meet your heroes, right? You meet them and you're like, oh, wait, you're kind of disappointing in a way. But that also gives me massive hope, like, holy crap, you're not that smart. I can really do this, you know.
- [07:38]
B
Well, I think that sometimes being really good at a lot of things can also hold you back, because no one can do it as good as me, you know, and. Or like, well, I got to figure this out, and I'm going to be the one to do that. And that skill set is very, very handy to be able to just dive into a topic and learn it, obsess about it and figure it out. But I've also talked to extremely successful people that are very ignorant to technology and marketing and a lot of other types of things. But what they've gotten really at instead in its place is picking talents, you know, selling the vision of getting them onto the team and delegating and, and understanding how to delegate properly and, and find those experts that come in and, like, tell them what to do, as opposed to them just having to be the one to figure out always what to do. And I've been trying to work on that. I think that's been probably one of my biggest growth areas over the years, and I'm not perfect at it. I've gotten better, which is why I think I'm, I, I've been to a place where I've been able to grow things a lot quicker because I can start identifying talent a little bit better. And I have a little more of an eye of criticality than I used to when I first started. But the. I, I think that being good at a lot of stuff and being able to figure stuff out, that also can be a little bit of a. A holdback moment if you allow it to be 100%.
- [08:59]
A
I agree.
- [09:00]
B
I, I found DIY death trap. The DIY death trap is what I've.
- [09:07]
A
What I call that, the do it yourself death trap. Yeah, I think just overthinking. Like, I have a training called fopo. Okay. The real, the real enemy for small business Owners is fear, overwhelm, procrastination, overthinking. It's one of like our frameworks we talk about. And what I've noticed is people that overthink that specific one, right. They really like want to spit shine everything. They never launch. Those are usually the smartest people in terms of like IQ or something. But really smart people are actually super dumb. They're so dumb because they're so smart and be they. They basically stand in this perpetual trying to perfect it thing instead of just doing it. I also think this is why a lot of academics despise entrepreneurs. Because the head knowledge, they're very intelligent and, and a lot of entrepreneurs that make the most money, they're almost like the hold my beer people. They're like, yeah, hold my beer. Watch this. And they just do stuff. You know, you got to do stuff. And when you're overthinking, you're not doing, you're preparing.
- [10:03]
B
You know, I think that's why you and I have gotten along so well is there's. I think there's been several moments of conflict where we've had before where we've gotten to like a debate or an argument of what's more important like systems or marketing. And you like remember these conversations we would have, you know, with like the operational things. And for me, I, I like to deeply research and I like to come up with the best thing like right out of the gate and get that going. And you would just freaking send it and you'll just go and put something together. And I remember some of the stuff that we would like build together. I'd be like, oh, that breaks my brain how it's like not perfect and it's not exactly organized and why aren't you using this tool versus that tool? But the speed with which you've moved has always been really eye opening and kind of rounded out that part of my personality to say, yeah, ship something that's not exactly 100% complete. Because getting it out there is, you know, gives you the feedback on. Is this even worth optimizing in the first place?
- [11:06]
A
Yeah, you can, you can build a lot of unnecessary systems if you are over systemizing too fast. But on the flip side, Brandon and all complete hand of God. Like I systemize way more now than I used to up front. Like with our current thing, we did everything the right way. Like we filed paperwork at the SEC for this certain thing we're doing. Like there's like, we're doing things much more mature. Right.
- [11:29]
B
Totally see that. Yeah.
- [11:32]
A
But there's always that friction in that rub. This is why a lot of great companies have a visionary and an integrator co founder. It's like you want the person breaking everything and you want the guy at the fire hose. And they hate each other basically. But that tension, they both, it's a paradox. Like we just talked about. You can't be successful without systems and you can't build nonsensical products and you just throw crap at the wall. But you do have to move fast and you do have to launch imperfect things and you have to have systems. And those seem like they can't both be true at the same time, which is why it's a paradox. So I, I, I agree with you. But, but when I look at small business owners at large, because we're talking about overthinking, I think people do is they pretend like they're being productive. Yeah, overthinking, really, it's fear. You know, a lot of the overthinking is probably really fear, not actual perfectionism. And they're just scared. They're scared and not to just succeed or not to fail. They're scared to succeed. One thing.
- [12:27]
B
What if it works? What if I do get all these people that come in and then now I have to take care of them and what will I be able to take care of them enough? What if I sell this thing and, and you know, and I can't deliver?
- [12:37]
A
You want to know a new one? I figured out that's a mind blower. Who will I disappoint because I succeed?
- [12:44]
B
Oh, really?
- [12:45]
A
A lot of people sabotage or they have their foot on the brake. They don't mean to, but they, they're almost getting there and they're stopping. And that's one of one reason why. Yeah, we never want to become the thing we despise and we never want to become the thing that will disappoint people we respect. And like there's all this weird baggage. I had one guy on a private call, a high ticket client, and the guy started bawling his eyes out because I kept, I was like, you gave me a whole bunch of money. I told you the stuff to do, you're not doing it. It's not confusing. You said you're not confused. Why would you give me money and not do the thing? He's like, well, this came up and that came up. I'm like, that doesn't make sense. And then it hit me. Success equaled rejection from his father. The guy started crying. And the backstory was Every time his whole life he actually tried to level himself up. His dad would make fun of him. He tried to lose weight. He was a heavyset guy, he'd lose weight. Oh, you're Mr. Fitness Guy now, huh? Okay, watch out. Mr. Fit. He was belittle him and put him down. He bought his wife a new car. Oh, watch out. Fancy Money Bags has the fancy car. He turned the family company around from 700k with no profit to 2.2 million with a 26% profit. He got made fun of the whole way the whole ride up then. Now he's working with me to even put over the top. And he can't do it because it's like punching himself in the face just by succeeding.
- [14:03]
B
Isn't that mind blowing? You know what's, you know what's crazy is I'll, I'll get vulnerable here for a second and share something that you actually told me a while ago. This was when I was transitioning from having my window cleaning business and my pressure washing business and doing these happy System Saturday videos all the time.
- [14:23]
A
I remember. Those are legends.
- [14:25]
B
Yeah. And so one of the things you had told me, which, which, like, to this day I still think a lot about, and I do find that it does affect me in some ways, is all of this imposter syndrome that you feel when you move from offering people free value to then going and moving into where it's like you have an offer, you have something to sell, where people are like, wow, you sold out. Like, even just selling my, my cleaning company, I started getting a lot more messages. I'm like, to me, it was one of the coolest things that has ever happened to me. I had this wildly successful exit. My, you know, retired my dad, so that literally he didn't have to work another day in his life, was able to buy my dream business, which at the time was how to make gross sell and like doing the thing that I'm actually most passionate about, which is coaching and helping other people, like all these amazing things. And, and then you see the comments of like, wow, you know, you sold out those who can't do teach. Business must not have been good. If it was so good, why in the world would you sell it? And you're like, you're going to be making this transition where people will not like you because now you're no longer going to be like, you know, you've changed, bro. You know, it's like when you go talk to those, your high school buddies or whatever, and they're like, wow, bro, You've changed. Like, you've changed and people get stuck in that mindset of, you know, wanting to pull you down. And it's like anyone who does try to pull you down inherently, they're beneath you. And I remember when you kind of like walked me through that path, you actually kind of forewarned me about, about that journey and some of those things. And, and it's interesting that you kind of made that connection on the fear of disappointment, disappointing others, being successful. Like, I don't think enough people talk about that.
- [16:07]
A
Well, one thing I don't think we've ever announced that I think is fine to talk about now. But like when you decided to buy Automate Grow Cell from me.
- [16:15]
B
Yeah.
- [16:16]
A
You know, the majority of it. And I still co owned it with you. But when you did that, we actually waited a whole year to tell people that we did that. Remember?
- [16:25]
B
Yeah.
- [16:26]
A
And like during that year, it was like trying to platform you. You had this insane business, but not that many people knew it. I know you're connected in with softwash systems and people knew you, but I started on the podcast. We started. You were making content and you started seeding the pond. Right. And I. That's just reminding me of that because you started just like showing up. You were just everywhere. And then a year later when we announced it, everyone was like, well, yeah, of course Josh and Brandon. Because all of a sudden it was Josh and Brandon. Josh, Brandon, Josh and Brandon. Judgment.
- [16:53]
B
Yeah.
- [16:54]
A
But it's hard. It's scary to put yourself out there. It's scary to share an opinion. It's scary to stand for something. It's scary to just go towards your God given purpose and talents. Because critics are everywhere and they're noisy. Right. We end up optimizing our whole life for people that we don't even like, that don't even care about us if we're not careful.
- [17:15]
B
I've had to work on that a lot over the years. You know, I, I grew up in a, in a household. My parents, unbelievable parents, just to be clear. But they did with their previous childhood trauma and some of the other things that they kind of like dealt with the message that kind of kept coming through, well, what will people think if.
- [17:31]
A
Right.
- [17:32]
B
And that was, you know, the driver for, you know, a lot of things. You know, what will people think if we don't go to this thing? What will people think if we do this? Well, and it just my head growing up was so much about what will people think of me if I don't? A, B, C, D, E F G. And it took a long time for me to separate out that those insecurities were very, very real for my parents, but they didn't have to be real for me. Like, I didn't have to carry.
- [18:02]
A
Amen, bro.
- [18:04]
B
I didn't have to carry that weight, you know, and it's. It took a long time and it's still. I still fight those feelings. But, you know, when I. When I have, like, a negative comment on a video that I'd say, like, it would just kill me. And I would. I would literally almost lose sleep because someone out there in the world hated me. Like, hated me. And Jaden, now that she's, you know, my daughter Jaden, she's running some of our content marketing and. And social media stuff. She's posting a lot of my videos and she's, you know, looking through comments and she's like, damn these comments, crazy. Like, there's some people out there that just think you're the scum of the earth. And I'm like, oh, it's fine. She's like, really? Like, you know, this doesn't bother you? Like, and I kind of took a step back, like, well, actually, it doesn't. Like, it's. It doesn't anymore. And I think once you get to that place where you really realize that people will forget about you very fast if you died and, you know, the. The people that won't forget about you really fast are the ones that actually matter and actually, you know, like, they're the ones you. And that's your family. That's your closest, best best friends, your. Your tribe, your community and everybody else. Like, they're. It's. It's almost. It's a. It's egotistical and it's rooted in a negative quality to care about what other people think because they're entitled to their own opinions and their own viewpoints. And you thinking you can change it, or you thinking that you can influence that, or it's not right that they think that does come from a place of control and not. Not necessarily good feelings or good. Good intentions.
- [19:41]
A
That's an inverted way to think of it. I never thought of it like that.
- [19:44]
B
Yeah, because, I mean, it's like, oh, well, I think you should think this way, and I feel bad that you think this way. And then a lot of people also view that stuff actually through their own internal lens as well.
- [19:55]
A
Have you heard the quote that what other people think of you is none of your business? Yes, that's kind of coming to mind. Another banger. Quote that maybe you can repurpose or use is your insecurity is not market reality. That means is like, you're like, they're gonna be like, oh, you sold out. Why are you selling this stuff? Or you think like, we basically create all these hypotheticals. We've basically run game theory in our brain and talk ourselves out of taking action. And the reality is like, all of all of our products, services, solutions, everything that everyone sells solves a problem for someone somewhere. The buyer is the one that decides if it's wor. The fact is they just have to know that you exist. They have to be educated on your possibility. In fact, Myron golden would argue that it's your moral obligation to market loud because not doing so is you're basically screwing over your potential buyers by letting them continue to do it the hard way or go to the competitor who's less ethical than you are or overpay for no reason. Right? I mean, you not marketing loud with Hirebus, for example, is you literally giving middle fingers to small business owners who are trying to log into, indeed doing it wrong, not even knowing it, wasting money, wasting their weekend hiring horrible people that don't just stab them in the back, they stab them in the front. Them not knowing of your system must mean that you hate these people, right? So, because true. I mean, you're on a rescue mission for those ones and the people that are like that stupid, it's like, shut up. I don't have time to hear you right now. You know, they just don't matter. They mean less than nothing because you're every customer you do get. It's like you, you plucked them out, like you rescued them, you saved them from this painful thing, you know, isn't.
- [21:35]
B
It amazing how so much of how you can be successful in business or successful in life or relationships all comes down to these neuroelectrical chemicals and neurons firing in your brain and the beliefs that you have firmly implanted. And it's just. It's all in your brain. All of it.
- [21:57]
A
It's. To me, it's. I agree a hundred percent. Your nervous system. The way the reticular activating system in your br. Brain works your hippocantus. Like, there's all these parts of your brain. There's. It's even your gut, your gut healthy, your gut, your. Well, your gut's connected to your brain. I'm just, that's why I crazy because I keep eating Doritos.
- [22:15]
B
Like I got Dorito brain, bro.
- [22:20]
A
But I think that, I think that Most people can grow faster through subtraction than through addition. Meaning, I think you actually get more momentum by deleting lies than you do by learning new skills. Like. Like, because the lies are so much weight that they. Even if you have good skills, you're still moving like a turtle for, like, babies. I don't know if you've heard this, but babies are born with two fears. That's it. There's only two natural fears. Everything else is a program. It's like the fear of loud noises and the fear of falling. Have you heard that?
- [22:53]
B
Yes, I have.
- [22:54]
A
So everything that you believe has been implanted as a program, most of it by other people. Also, your neuroplasticity changes when you're around 8 to 10. It's not fully developed in men until they're like 25. But like. Like, there's some studies that show that 80% of a person's character is kind of locked at 8. Right. So, like, whatever happened to you during that time? Like, you believe things and the whole what will other people think? It's literally just hardcore programmed. It's autonomic. It's in your nervous system. You don't mean to feel that way, but the thought will flood your nervous. And it prevents you from doing very obvious good things for yourself in certain cases. So removing that belief could be more valuable than finding the best stock pick of the last hundred years for you, you know?
- [23:43]
B
Yeah, dude, I actually wrote down. So when you. When you said it, it was so profound to me that I. I deliberately opened up my. My note doc, and I wrote this down. When you said you believe that you get more growth through deletion instead of addition.
- [23:58]
A
Yeah. Growth through subtraction. Yep.
- [24:00]
B
Growth through subtraction. Through subtraction instead of. Instead of addition. I. I think that's so true, not only for your mindsets and your false beliefs and these bad habits or additional types of things, but also it just made me think of these people that are constantly feeling like the thing that's going to fix their business is adding one more thing to it. They're going to add another service. They're going to add a, you know, a new campaign, or they're going to add this new thing, and it's like, that's super true. Yeah. Or how much more work I can do in my business. You know, I could just add more hours onto my day. I can work weekends and nights and I can hustle more and I can outwork and. Whereas instead of like, what's your stop doing list? I remember Jason. Jason Evers was the one that I first heard talked about that, you know.
- [24:50]
A
Maybe that's where I got it from. And I haven't been giving him credit, but. Yeah, he use that from you too.
- [24:56]
B
We all. We all just borrow and steal from each other, and there's only so many original concepts, but he. When he talked about that, you know, that stop doing list and just kind of, you know, get everything else off your plate. And even when you and I had a little preamble conversation before this, you know, that came up a conversation. Hey, it did.
- [25:15]
A
Yeah.
- [25:16]
B
We delete. What can we delete and use? There's a growth.
- [25:20]
A
Learning how to say no is also a requirement for growth, which you start to figure out.
- [25:25]
B
It's freaking hard.
- [25:26]
A
As you have more, you know, opportunities and stuff. It's hard to say no because you want to say yes to everything. When you have scarcity survival mindset. And that's actually probably a good mindset at that phase. Right. It's like, to this. Do this. Like, don't sit at home. Like, take that opportunity. Do that. And then. But you have to change your strategy after you have more options. You have to say no.
- [25:48]
B
I think saying I. I think the. The difficulty in saying no does come from a scarcity mindset, but it also can come from a servant mindset too. And I think that I know where.
- [26:00]
A
You'Re going with this.
- [26:01]
B
That for me, has been the one that's been very, very tough.
- [26:05]
A
Yeah. You not being available 247 to just whoever means you're a bad person now.
- [26:10]
B
Yes. And I've. I've struggled with that a lot.
- [26:14]
A
And yeah, I have noticed you're way harder to get a hold of now.
- [26:17]
B
I have to. I have to. I have to. Have to have people like my assistant manages my Facebook messages and things. Because every single day. And I'm sure you get this too, every single day, dozens and dozens of people will message. And. And some of the messages are so heavy too. It's like, please, can I just have one hour of your time because I'm, like, gonna kill myself. And, you know, or. Or, you know, my. My. My marriage is on the rocks, and I'm at my last hope, and I have no, you know, know, and I can't say no. But you have actually taught me because I remember I had this conversation with you early on when Conquer was happening. I just got flooded with this kind of stuff. You're like, you. It's not that you can't help them. It's that you have to have A, you have to have a, a service, a value add thing that can be one to many instead of one to one. So you know, where's your pivot? Where do you pivot them to? And say, hey, I can't get on a one on one call with you. Which is what you believe you need.
- [27:16]
A
Right.
- [27:16]
B
Problem fixed. When in reality, like this is another thing that you can do that doesn't consume my time that allows your problem to get fixed or get value added, and then instead it turns it into not just saying no to people, but being able to have something that can deliver value at scale, which that value at scale also directly correlates to.
- [27:41]
A
Well, you're serving more total people too.
- [27:43]
B
Yep.
- [27:44]
A
And, and not only that, I've also realized the last couple years more that how you get them is how you keep them. That means is like if you're a high school girl with low self esteem and you wear mini skirts to get the attraction of boys, like that's fine, but it's a bad idea because how you get them is how you got to keep them. You better not gain 10 pounds, you better not get a pimple on your face. Like, you better stay Miss Hot Stuff. Right. Because they're not with you for your heart, for your brain, for your intellect, for your personality. Right. In business, if you're giving away a lot of time helping people for free, you're just, you're creating a sense of entitlement and it makes it hard for people to buy because how you get them is how you got to keep them. And so they expect it to be free. And the moment I stopped doing that, and I'm like, no, you want to talk to me? It's $100,000. People just signed up. And what's really crazy is when we do that, imagine how someone shows up when they pay that much money to.
- [28:42]
B
Have a conversation with notes, with preparation, with Senate. Yeah, it's. Yeah.
- [28:47]
A
And so they're like different experience ready, they implement, they're in it, they're on fire, they have a knot in their stomach. They're. I paid Russell 150,000 this year because we joined that, this thing so I can meet that Bill Von Pumetti guy I was telling you about. So we're in this group with all these maniacs and it's like you feel sick when you pay that, but you extract so much value. We made our money back in probably 90 days or something, you know, through a couple things, you know, you grab your listening differently.
- [29:17]
B
Yep.
- [29:18]
A
Another thing I was going to Say about growth through subtraction was when my software company, Send Jim, was basically failing. I paid Russell and he was on Zoom with me, just like we're talking now. And he goes, josh, here's the problem with your business model. He said, you're going out and you're paying a dollar for a watermelon, but the problem is you're selling the watermelon for 50 cents. Do you see the problem? And I'm like, okay. And he goes, he goes, I want you to imagine you have a truck full of these watermelons. You paid a dollar for every watermelon, and you're gonna truck them to the market and sell them for 50 cents. And then you think the way for you to solve this problem is by having two trucks of water. He's like, that, that is bad. And it was like, kind of half joking, but it's like. Or I heard a quote, it said, how did you go broke, Stanley? And he goes gradually. And then suddenly like, so a business that has bad economics and maybe we can pivot to higher bus, but if you have bad unit economics, you can't add a pooper scooper service to it and everything's good. You don't, you don't fix anything by adding complexity. You got to go back to basics. Like, you probably have the wrong employees. You probably have people on your team that you know are cancer, or you need employees and you're not doing it. Which kind of, maybe we can parlay that and bridge into hire bus.
- [30:43]
B
Because one thing I want to, before we bridge into that, that you said earlier that also maybe think of something that also applies, I think, to hiring is when you said how you get them is how you keep them. There's a lot of business owners that struggle with the. I have this customer because I was the one that delivered the service to them and I was the one that, you know, that they talk to. And for me, I felt that a lot with my dad when, you know, I had to, like, buy his business. And then like, everyone's like, oh, well, Jim. Oh, well, Jim this, Jim that.
- [31:15]
A
Where's Jim? Where's Jim?
- [31:17]
B
I spent so much time extracting knowledge out of his brain. And then when you have these people that just want to come to you and say, hey, I want you to do this, it's not even necessarily because they just want you. It's because they just, they. They don't know that you have created something that allows the service that they actually need to exist without you. And if you haven't spent Enough time to build that delivery of a service that can happen without you. And that's getting really great. People having really good training programs, having good systems. I mean, you showed me all the stuff that you're doing with war plan Freaking blows my mind. Because you've hired. You have the Sherpas, you have the facilitators, you have all these individuals, but they've been. You have the training systems to train the trainers. You have all these other people so people can come to you and say, josh, I want to work with you. And you're like, yeah, it's a hundred grand, or this is this other thing that I've built. Since you do, trust me, I've also done and built this that has been able to provide value at scale that's not dependent on you. And I think it's the fast. As fast as people can learn to pivot to. I get customers and they get my services delivered without even talking to me. That is such a big turning point for a lot of business owners to have that epiphany moment where it's like, okay, now I actually realize that I can scale this and not have this overwhelming dread that my life is going to collapse on itself like a dying star, because I have to deliver, you know, this quality to everybody else. And I think that's kind of where that tension of systems and marketing, you know, kind of come into play with it.
- [32:54]
A
Yeah, it's. I call people like that artisans. Maybe you called them it, I borrowed it. But an artist in business is like the. And there's actually. It's a beautiful thing. Like, with me as a buyer, I love to find artisans to hire because they're the best. They. They don't. They don't. They don't value themselves at all. They charge five bucks, and they do an insanely perfect job and they bend over backwards. And so I get the value. Why the market likes those people. But there's so.
- [33:24]
B
But you also don't want to tell other people about them because you know that all of a sudden their quality is going to go drastically downhill.
- [33:29]
A
Exactly. Well, yeah, you want them to answer when you call. You want them to be their little poor indentured servant. Right. So your own customers have. Have. There's a concept in psychology called a perverse incentive. Okay? And so your customer and you have literally diametrically opposed goals. They want you to never be discovered and to keep doing it for cheap for them at the highest quality possible. And you're like, please refer me and pay me extra money and they don't. And perverse incentives. There's this town in the UK where they had a squirrel overpopulation. So the local government said, we'll pay you five bucks for every squirrel tail you bring to the courthouse. Right? Because we want to erratic eradicate the squirrels. And they actually like 5x the population of squirrels. Because that incentive actually had people breeding freaking squirrels. Right. That's a perverse incentive. Anyway, everywhere you could approach a problem with like what you think is a logical solution and it makes things worse sometimes. Right? But anyway, I'm just like having way too much fun. But let's say that they're like, okay, I see it. I don't want to stay an artisan. I want to build a company. Yeah, you don't have to be Tommy Mello to build a company, okay? The guy's going to be a freaking billionaire in like a year. Okay? He's a freak. He's a maniac fighter jet. He's amazing. But that's not typical. But you just want to build a company. You want to be able to go on a vacation, you want a six or multi six figure salary without being an indentured servant to your business. You know, for that to happen, you got to build a team to build a team. How do we do it?
- [35:07]
B
Brandon? I. It all comes down to marketing, which is really cool actually, because most business owners I talk to, they know exactly how to go out and get a Mrs. Smith. Mrs. Smith has 2.5 kids. Mrs. Smith has this much income. This is like the average, you know, size of, of, you know, income that they have here. And, and then I have marketing materials, I have videos, I have brochures, I have a website, I have a landing page, I have a form, I have a follow up process, I have an estimate process. Everything's perfectly optimized to get external customer.
- [35:38]
A
Misses One brand new shiny customer.
- [35:41]
B
One brand new shiny customer over here. That is a great one that you love. And you know not to advertise in the Clipper magazine because you will get, you know, a different caliber of external customer. Well, now let's take a look at your internal customers, your employees. Do we know what that perfect ideal candidate blueprint looks like? Yeah, yeah.
- [36:07]
A
The criteria, they show up.
- [36:09]
B
And the hardest part is, is that just like you wouldn't wait until you have no work on the schedule tomorrow to say, you know, I should probably start marketing for some customers now. Maybe I should, maybe I should do a postcard blast. Maybe I should take a look at this Google thing and try to Figure out if Google's a good, good advertising channel. If you wait until you have no work on the schedule tomorrow, you're screwed. And it's going to take you months and you're going to lose money on the recruiting side of it. If you wait until someone quits or you are booked out too far. And now you desperately. If you're always in this reactive state, it will force you to make bad decisions on who you bring onto your team. Because now you're taking this sliver of time out of an entire year to grab whoever just so happens to be browsing a job board at that time. And there's a massive problem with that. You talk to these people and you're like, which of these five mediocre to terrible people should I bring in? Because if I don't bring someone in, this truck doesn't run down the road and I lose 1600 bucks a day every day the truck's not running or I'm back out in the field. And now all the lost sales and lost revenue because the, the cor salesperson is now on the truck, on the tools. So what we've really found is that people just look at okay, marketing equals recruiting. Now you're thinking about how do I write my job ads? What's my strong hooks? You know, gas powered squirt gun operator is one that comes to mind.
- [37:46]
A
That's my go to example, bro. You know my go to example.
- [37:50]
B
I know I was crediting you for it. This, this was this when you, when you told me about that I didn't.
- [37:56]
A
Actually come up with that. I can't remember who said it.
- [37:58]
B
It was one of, it was one.
- [37:59]
A
Of the, it was someone in conquer. Yeah, yeah, someone did it.
- [38:04]
B
But that, that, that type of thing where you're thinking about okay, what's in it for them? I'm not going to post a job ad that's going to be a HR job description. You know, must be able to lift 80 pounds. Must do all these things right. I want to sell them on the vision. I want to think about core values. I'm going to have a recruiting video. I'm going to think about speed to lead. So all of these things was what kind of started as the genesis for hire bus was we, we optimized, nearly perfected the system for all clean for wise coatings like all clean. We hired 25 people in 30 days when we ramped up for our busy season because we had been recruiting all year long and we had a waiting list and when you have a waiting List when you have an opening or when you have a cancerous person on the team that you're feeling like, I gotta get rid of this person. But it's too painful to go get an ad. Like, you send out a blast, you take interviews, and then you fill that position. And this, you know, taking a look at the playbooks, you don't have to be Tommy Mello, but you can look at, you know, success leaves clues. Tommy's always recruiting. He's always having ads. He has, you know, tens of thousands, hundreds of thousands of dollars a month in recruiting costs because he just wants the absolute best. And then he'll top grade. So the lowest performers that are not working, he'll end up replacing them. Because this is a sports team. We're trying to. You know, we're trying to do a Super Bowl. So that's the. That's the big difference.
- [39:32]
A
That's right. A lot of people are hostage from their current employees. Meaning. So I would like your perspective on this. They have someone they know they should fire, but they don't. And they feel like everything will fall. Like it feels like it'll be too painful. So they might as well be treated poorly or let someone totally violate and rebel against the system. Just kind of, you know, tolerate, or. Tony Robbins says, we get what we tolerate. What's the playbook here? Right? We start recruiting, they start having conversations, and then we bring it up, like, what would you do? What do you say to someone like that?
- [40:08]
B
Say to someone who's trying to.
- [40:10]
A
Someone that just has. They just feel beat up, and they need to make some new hires, but they're scared to let their superhero employees go who are not following the systems. They're not catching the big vision for the 2.0 version of the company. They're. You know, it's like, we need to replace some people. We need to perform surgery, but it's overwhelming.
- [40:26]
B
Yeah.
- [40:27]
A
What do they do?
- [40:28]
B
They come to hire us, and we just help them. We just. We just. We run. We run everything.
- [40:32]
A
That's actually true. It's a good answer.
- [40:35]
B
I mean, you just told me that I would be. I would hate people, and I would not care about them because I have a moral obligation to tell them that I can really see them. So that's me doing that. But if. Okay, so let's say they want to do it themselves. The. The important part is a. Always be recruiting. Never turn your job ads off, even when you're full, even when you're fully staffed. And you're like, I don't need to hire anybody, still be recruiting. You can have it on a lower autopilot setting where you don't have tons of spend going out, but you want to keep having conversations and you want to keep doing those interviews as well, even when you're full. And here's the reason why. Number one, when people see employees see new candidates coming into the office interviewing, the mindset shifts from, what are you gonna do, fire me if I don't do that thing? Like, who else are you gonna get? It's gonna be as good as me, right? And. And it starts being like, you know, I better be doing my checklist end of day, every single day. And. And, you know, and maybe, you know, and then when they see themselves on Last Place on your big flat screen tv, leaderboards of technician performance or sales performance, you know, and then they see you taking these interviews all the time, like, it's good motivation to perform. Well.
- [41:52]
A
Did you know that back when I had Birds Beware My cleaning company Me, that I would specifically do interviews on Wednesday mornings at the same time that we had our company? We always did a late start on Wednesday. It was like a hump day. We called it flex day. But our whole company would be in for our meeting, which is short, but the lobby had all of our interviewees in it. And they'd walk by them, they're like, who. Who are those guys? Like, oh, we're always looking for the best talent. And that's all I'd say. And it. It had a profound effect. It almost. It's crazy. I mean, it makes sense.
- [42:24]
B
But, yeah, it's not a huge investment.
- [42:27]
A
What's that? I.
- [42:28]
B
So I was saying it's not a huge investment of time either. You know, you can. You can. As far as, like, getting those interviews now, finding the right people and constantly doing this. This is where we find it. You know, it does take dozens of hours to do this in a real legitimate way, which is why we built Hirebus to automate all of that. But if you focus on your job ads and how you write those, then a second a candidate comes in. There's these new AI tools that employees use, or they can apply to 100 jobs in 20 minutes.
- [42:58]
A
Oh, no.
- [42:59]
B
Yep. So the problem is only 100 times worse, and it will turn into AI agent versus AI agent. This is only. This is just a matter of time.
- [43:08]
A
Oh, my gosh.
- [43:09]
B
And, you know, so it's like, okay, when you're asking questions and on an interview and there's a person on the other side that has an AI agent that's telling them all the exact right, perfect answers to say, well, you better dang well have an agent on your side to be able to detect that kind of stuff and be able to combat it, you know. But anyways, I, I digress off of that.
- [43:29]
A
No, that is so true. It's not stopping. People need to know the truth, so you might as well out there. The point, the point I think you're saying is they need to take this serious. They need to get with the times, you know, classified ad on Craigslist and grow a multi million dollar company. It ain't happening. Happening.
- [43:46]
B
So yeah, what do you think Amazon and FedEx and every single one of these big mega companies are using to get talent? Like they are pulling talent away from your talent pool. And that should piss you off. Yeah, it really should. Because if you, if you feel like, man, I just can't seem to find good people, you're right, they're way harder to find because they get snatched up way faster. And we used to be able to back in the day, like when a job was a badge of honor and you should be lucky to have such a great job as this. You used to be able to have all these big hoops and things to have employees jump through. It's different now. You have to market them, you have to sell them, you have to get them super freaking excited about them. You have to give them fomo, you have to give them scarcity. You have to use all these core marketing principles and then you filter and then you select, then you prioritize who it is that you want to bring on. Like with wise coatings, we have two hundred and eighty texts on a waiting list right now. And it's very, very different when you tell people, hey, we have a waiting list, they're like, whoa. You know, it's kind of like the union job. You get, you get assigned a number and then you get called and you're freaking excited when you get called.
- [44:54]
A
It's good marketing anyway. It's just scarcity. It's a higher status thing. It feels more prestigious. It's, it's a good frame.
- [45:01]
B
Yeah, it is. You don't want to just hire someone that can just lift a bucket and have a clean drink.
- [45:05]
A
I did just as a hot tactic to anybody listening to this. If you do this one thing, your amount of applicants will go way up. It's never not happened when I've helped someone do this. And it's really simple. Basically. First of all, your subject line for your job post has to Be something that's non sterile, non corporate. That's interesting. We use the example of gas powered squirt gun operator. Indeed. Will take down if you get too cute like your weird job titles but be clever with it. But then the main thing is the way that I do this. I have no idea what you're going to say to this but but I always put as the very first line in the job post is here's what you get when you work with us and I cap the word you and then yes I just stack value. You get paid executive training. You get a company iPad, you get this, you get paid workout. There's monthly, quarterly annual weekly bonuses. There's this, there's that. And then I put silly things in there like you get a free Thanksgiving turkey. You get Hawaiian shirt Friday you get stack value. Stack value. The very first thing just that I think dealand or was it deland somebody my wife had. I have a training that does it but it literally will 10 times the amount of applicants in a lot of cases.
- [46:15]
B
Yeah.
- [46:16]
A
Instead of like here's 30 years ago we started a plus service company to meet customer demand with high quality like boring. They're gone.
- [46:26]
B
They don't care. People don't care about you. They, they, they when they're coming on there they don't really care too much. I mean it's a consideration. You know what you've done and what kind of company you are.
- [46:38]
A
But after you hook them into consider.
- [46:39]
B
After you hook them and the best way that you tell them who you are is by telling them that you care about them. Like they, they need to feel that, they need to feel that like wow, this is a company that cares about me. They, they're giving me opportunity. They're thinking about me. Because that's the biggest reason why people quit other jobs is they just feel like a cog in the wheel and they're cog in the system. And, and, and that's exactly what we tell every single one of our higher bus clients to come in. We, we write their job ads and the job ads that we write for our clients start out with who you are and it says you are this, you are that, you are this. And we try to tie in their core values. We tie in you know a lot of those principles that are in there because they, they do, they perform better. And you get people that show up and say I I'm here because your job ad spoke to me. That's how you know that you do it right. And then you have to be really really fast on. On the. The follow up lead. So like with Hire Bus, we. We have it where the second they apply, they can go straight into an instant interview. So we built an AI agent named Val that has been trained on millions of best in class interviews. She has objectives, not scripts. And the objectives are is this person going to be a good fit for this role? So she looks for disqualifying questions right out of the gate. She'll wrap up an interview if it's not going great.
- [48:04]
A
This is the feature that I saw.
- [48:06]
B
Yes.
- [48:07]
A
Made me cry a tear joy and freak out. I don't think you're giving it justice like we do. This freaking thing is like the most talented HR person you could ever hope to be in a thousand lifetimes. If you read 400 books. Let's start there. And they are a bullcrap detector. It's an automated BS detector, an automated talent qualifier. It's a hype girl to get people, the good ones, to want to work with you and to repel the battle. And it just does it automatically all by itself. Which is insane because I think people don't hire more and recruit more because it's just such a freaking nightmare. Like it just is. They don't have time. It takes too long with this. You guys are running all that traffic and then you're qualifying them automatically with super advanced space agencies stuff. And it just, it's spitting out like the three people they actually want to talk to. And you make a final sign off. That's essentially what's happening, right?
- [49:01]
B
Yeah, exactly. So we, we basically just give what's called a blended right seat score. So you know, you want to, you want to get people on the bus. You want to get them the right person in the right seat. So the right.
- [49:13]
A
Call it a blended butt score.
- [49:14]
B
But score. Yeah, we could do that.
- [49:16]
A
Well, a seat is where your butt goes. You said it's a blended right seat score. Like they're in the correct seat on the bus. Right. I know what you mean.
- [49:23]
B
Point.
- [49:23]
A
Blended score is better. It's better marketing. I don't know.
- [49:26]
B
I think you're the acronym king too. So you got to give me an acronym for but so I can. It's like behaviors, understanding, truth and timing.
- [49:34]
A
That way if someone's offended, like, then you're like, wait, what do you mean? Get your mind out of the gutter. This is a blended utilitarian total transformation score. What do you.
- [49:43]
B
Yeah, the score. The score that we have, it. It factors in behaviors, experience and skills. Behaviors alone is not going to mean someone's going to be good. But it works really well for understanding if someone's going to have the behaviors required to be successful in a role. Like for sales, for instance, you want someone that is high proactivity, high aggression, high criticality, high creativity, and low self control, like those five behaviors. And those benchmarks specifically identify the top 20% of sales hires and performers across the country for every outside sales role. So we look at those and then we also look at their experience. You know, what have they done before? What kind of performance have they had? What. And, and the cool thing is, is like now with our interviews, we're actually, we actually have been adding in role playing questions into our AI interview at the beginning for sales roles. So they're actually asked, like, overcome a couple objections and hear what they have to say. So all of these get weighed into the mix. And every interview that we do, it gets smarter and smarter and smarter and gets better. And it's, it's exciting, man. I mean, this is just a, it's such a cool, such a cool world to be able to have these tools. But at the end of the day, like the human creativity side of it is the secret, I think.
- [51:04]
A
Yeah. I think another problem for small companies is they don't correctly, they don't correctly understand the cost of doing nothing. And so I don't know even how to unpack this, but like, people look at the cost of everything, but they forget about the other side of the ledger. Because every transaction has two sides to the ledger. There's what you give and what you get. Warren Buffett says price is what you pay and value is what you get. I mean, we sort of get it, but our brain doesn't work, especially if you come from poverty or you just, you know, you know, you're not sophisticated in the way that you think. The problem that what you're describing, the problem it solves is so freaking expensive. But people don't know that it's that expensive because they don't know that they could have done 1.6 this year, but they did 800,000 because they didn't solve this problem before. They don't realize that their productivity of their current B player employees is costing them 140,000 a year in profit. It's invisible, but it's still real. You see what I'm saying? This is a fact, but it's not obvious. So therefore we ignore it. Right. And then people typically come to you, I would assume, when there's like a crisis moment, you know, their key Guy quit and they're freaking out or, and this is a mistake, right, because you know, high achieving people are proactive, they're not reactive. And like having this play ready to run right now is saving you money in a way that isn't obvious at first glance. Does that even make sense? You know what I'm saying?
- [52:35]
B
Yeah, yeah. A thousand percent. I mean, it's one of the reasons why in Conquer we had people write a check to their competition, you know, and they would pin it up on the board and it's for lacking execution or for whatever that is. You know, we, we have, we're hiring salespeople for every industry. Roofing, siding, gutters, pressure washing, H vac, electrical, hospitals. Yep. All the, and especially in the trades. And the difference between a good salesperson and a bad salesperson, like even for wise codings, we have salespeople that might be in one of our franchisees or even maybe a franchisee that's doing the sales. They're, they're selling 500, 600 grand a year and that's like kind of the most they can do.
- [53:20]
A
That's good, isn't it? Or is that bad for floor coatings?
- [53:22]
B
It's not, it's not ideal.
- [53:24]
A
Okay. For pressure cleaning. That would be. A freaking rock star wouldn't.
- [53:29]
B
Yeah, yeah, that would be. Yeah. Three quarter of, three quarters to a million is typically what I would look for for my exterior pressure washing sales people like my good performance.
- [53:39]
A
What? Okay, all right, we're gonna have to have a side conversation about that. Okay, so you want them to sell like a million a year, but they're not.
- [53:46]
B
Well, I mean the good, the good wise coatings sales people that we have, like the sales guy down in Portland, he sells 1.5 million literally doing the same thing thing, just residential, not going out and like hammering. Like you can do 3 million if you're going after commercial projects. It's not, it's not hard like you can. It's. It's the same reason why people have a hard time wrapping their brain around, hey, would you pay a salesperson a million dollars a year? They'll be like, hell no. I don't even pay myself. That. That's five times more than I pay myself. But it's like, well, what if I told you that that salesperson sold $12 million in H vac and that was their 100 commission pay comp was $1 million a year. Would you still pay them that? Well, yeah, of course I'd pay them that 12 million.
- [54:30]
A
Right.
- [54:30]
B
But this is A gentleman that's real in H Vac. He's one of the best sales people in the country. And just like every other sales rep that's out there. But the difference is he sells literally $12 million a year in H Vac sales. And he's comp. He gets paid $1 million and he's an employee. Like he's not an owner. He doesn't have equity. Like an employee just crushes it. So the cost, if you just look at just sales alone, it's crazy. The difference between an okay salesperson and great salesperson could literally be costing your business 500, 600 grand. With the same amount of lead flow that comes through, they close higher, they ask for referrals, they bring in their own work, they call people.
- [55:09]
A
It's one of those non obvious things that is a real cost, but it's invisible to you unless you think of it this way.
- [55:14]
B
And same thing goes for text. You know, if you have a technician that just can't.
- [55:17]
A
I wonder if you could create a lead magnet for hire boss where people could have their current salespeople take a test and you could estimate how much they're losing by having that salesperson. Like it's savage. But what I'm saying is like, that's a real thing.
- [55:36]
B
We, we actually do. We actually do give people free hire bus. Right. See Assessments. So. And we give these to people. Yeah, that is one of our lead magnets.
- [55:44]
A
And no, you, you mean a butt assessment. A.
- [55:47]
B
But you know, we're going to stop this right now and because I don't want that to stick, we're not going to do the butt assessments anymore. The right butt.
- [55:56]
A
Okay. All right, I'll let it go. I'll let it go.
- [55:58]
B
The right butt score there.
- [56:00]
A
How do people give you money? Where do they learn about your stuff? Do you do trainings? Do they do a trial? Do they buy, download a thing? Where do they go? Sniff around, no pun intended, and figure out, figure out, you know, if, if working with hire bus makes sense.
- [56:19]
B
And the obvious answer is, you know, hirebus.com you can go and you can check out a little bit more about.
- [56:24]
A
Like you don't want like handwritten letters or anything like.
- [56:28]
B
No, no, we do have a pager. I can drop my pager number. Pager book shop below if anyone wants to give me a page.
- [56:34]
A
Page. Yeah. Morse code.
- [56:38]
B
If they, if they go to hirebus.com warplan wait, wait, wait, wait.
- [56:43]
A
This sounds like it's some sort of affiliate promotion thing.
- [56:46]
B
No, it's just a Track. It's just a track of podcasts and webinars and stuff that we do. It's good, it's good diligence in.
- [56:51]
A
I didn't even know that that existed. Sweet. Okay, that's cool.
- [56:56]
B
So if, if what we can do is we like, we have this thing, it's called roll blueprints. And a lot of people find a lot of value from them. When I ask most business owners, they come to us and say, hey, I need to hire a role. We'll say, great, do you have a job description? They're like, no. It's like, wait a minute, you're a five million dollar company and you don't have written job descriptions for any of your people? They're like, no, not really. So what we do is we created written role blueprints is what we call them that has 10 different sections, both in their overview responsibilities, their KPIs, you know, the, the daily activities, monthly activities. And it outlines exactly what that role blueprint should look like, including what experience they should have and skills. And we have a position, a role blueprint for every single position inside of a 20 million dollar home service company. And so if they, if they want to go check that out, we also make them for every industry as well. We have a really awesome AI tool that generates these on demand. And we can just send you a whole link and whole list of that. You can pick your, your industry. And then the biggest thing that we do is we just sit down with people and we just do strategy sessions where we take a look at, okay, what was your revenue last year? What's your revenue this year? And we build you a plan on exactly what people you need to bring in, which individuals you should be replacing on your team and then build a package out specifically where we have Val, our AI recruiters, we install them into your business along with a whole team of interviewers and then we run all of your top of funnel and then just prioritize the people you should be talking to and we interview them. So you will have a waiting list of whatever roles you're looking to do, whether it's text or sales or office or we even hire CEOs for people as well. So best place just be, go there, fill out that form and then we can just get you connected onto a call with one of our.
- [58:55]
A
You helped, you helped Michael Hinderlider hire his CEO, didn't you too?
- [58:58]
B
We did, yeah. Yeah. We felt a lot of people hire CEOs and GMS and upper tier positions.
- [59:05]
A
Say how big of a win that was, and it was a big deal. And that's a really scary, scary one to hire for, for people.
- [59:14]
B
The scary part for him was that it felt like such a big, expensive hire. But after the cost of that hire, his, you know, so he was, his profit was at a certain level. I'm not going to say a certain level. And then he hired this individual. And then even after that cost, though, with the efforts that this person did, coming into the business with a fresh pair of eyes and their skill set, like 4x5x their profit. Yeah.
- [59:40]
A
And that's the idea, right?
- [59:42]
B
Yeah, yeah. It's not real good employees.
- [59:45]
A
One thing I always tell people is that all employees are actually free.
- [59:49]
B
Yeah, yeah.
- [59:49]
A
If, if you're doing it, if, if they are empowered and equipped to actually do something that the business should have someone even doing in the first place, like if they fit in a spot that should exist, I should say, yeah, they, they're free. Right. They don't, they don't cost money. And then like, even if you're hiring a $200,000 a year employee, it's not a $200,000 decision because you're going to know if it's a flaming train wreck within a few weeks. So it might be like a thousand dollar decision or something. Like, so it's not like this huge scary thing, you know, plus, it's what you get and there's what you pay and there's what you pay the employee and then there's the value you get, the new ideas, the execution, the speed of implementation. All that can happen. It's crazy. So, any final thoughts, Brandon, before they all go to hirebus.com and give you all their money?
- [60:34]
B
I'm just really happy that we got a chance to hop on and chat. Man, this has just brought back so many incredible instant memories of us being on this podcast and, and having calls. Not this one specifically, but just, you know, podcasts. Before that we did, and she had such a blast. And I hope that, I hope that people comment down below, you know, what, what golden nuggets they got or what high value items or, or at a minimum, just what are you going to execute on? Yeah, you know, just post, post on Facebook, tag me, tag Josh. You know, hey, I listened to the podcast all the way through. I made it to the very, very end. Now I'm tagging and I'm, and I'm posting. What's the thing that I'm going to execute on? Because I know I can speak for you too, that nothing feels better in the world than when someone actually executes on something that they hear. It makes it feel like it was all worthwhile. Even if we can't participate in the upside of that win financially, it doesn't even matter. Like it's just about holy crap, you actually did it. And you and you got a difference. So would love to hear that from people.
- [61:37]
A
So epic. Yeah. Great to connect with you again, man. And we will. We'll do it again. You know, we'll send each other handwritten letters every six to eight weeks and stand my pager. No, I appreciate you. Big fan of Hire Bus everybody. Unless you hate money a lot. Go to hirebus.com get his assessments. Check them out. This isn't his first rodeo and you're in good hands. So that's it. Everybody take care. God bless. We'll see you on the next one. 1. Do you want to weaponize your brain and turn it into a money making machine? Consider joining War Plan Coaching. You'll get thousands of dollars in exclusive courses and training, a private community, a chance to come to in person meetups at War Plan studios, and access to myself for Q and A every single month. Want to know the best part? It's free. Plus we'll send you a private weekly newsletter full of money making tips and cutting edge ideas. Just go to warplan.com to sign up. Hey, I'm your biggest fan. I'm rooting for you. We'll see you next time.