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In this episode of Owned and Operated, hosts John Wilson and Jack Carr welcome back Home Service Engine Founder Danny Peavey to discuss the complexities and challenges of making KPI, data-driven decisions in the home services industry.
What starts with a talk on the importance of site visits and peer comparisons then turns to the complexities of ServiceTitan and the importance of knowing what to do with all that data. Do your employees know how to effectively use KPIs and the data you’re gaining from your business?
Learn more about Sagan Passport and what it can do for your home service business hiring needs
Episode Hosts: 🎤
John Wilson: @TheWilsonCompanies on Twitter
Jack Carr: @TheHVACJack on Twitter
Episode Guest:
Danny Peavey: @heydannypeavy on Twitter
Learn More About Home Service Engine Here
Learn More About What ServiceTitan Can Do For Your Business
Special Thanks to Avoca AI Coaching and Training
Looking to train your call center and technicians back on their calls? Get better performance today with the power of Avoca AI, as your staff learns their pain points and improves end-to-end. We have a special promo code available if you schedule now: ‘OWNED’.
Click here to schedule your demo today.
Owned and Operated Episode 140 Transcript
Danny Peavey: Do you trust the data that you did select? Real problem is it, is it accurate? It isn't actionable. I see it as a huge, huge issue.
John Wilson: Yeah. Data's messy.
Danny Peavey: Managers hate to micromanage and employees hate to be micromanaged. You wake up every day and you're asking yourself two questions. How are we performing today? And then the second question is how are we performing against people, our size in our territory, or even people ahead of us,
John Wilson: if you need help with your overseas hiring, let me tell you about my friends. For years, we have been hiring overseas team members in our call center, accounting, and marketing. We've typically run this discipline ourselves, but the more we hire, the more complicated it's gotten. As we started to add deeper expertise hires, like hires in accounting, in AP and AR.
John Wilson: So, we called up my friends at Sagan, and we said, Hey, here's what we're looking for, how do you guys think you can help us? And they were awesome. The thing that I like about their model is, it is a monthly retainer instead of this giant 30 to 50 percent of the first year salary of whoever that person is that they hire so it's this monthly charge they hire x amount of candidates a year and it's been really good we just hired our first two couple weeks ago and they've already been awesome they're jumped into the accounting department check out sagan go which is s a g a n go.
John Wilson: com
Jack Carr: Welcome back to Owned and Operated. What's going on, Mr. John Wilson? Today,
John Wilson: I'm pumped to have Danny Peevey back on. Welcome.
Danny Peavey: Thanks, guys. How's it been going? It's been, what, six months or nine months? I can't remember.
John Wilson: I, all I remember is I was skiing in Breck the last time we recorded. So I think that's January.
Danny Peavey: I remember you coming in from the slopes and it looked like you had a blast.
John Wilson: Yeah, I was made for the mountains, but I live in Ohio. Yeah, yeah, we're pumped to have you back. One of the cool things about, like, creating a lot of content publicly is that you get to make a lot of friends. Thanks. Which I like making friends.
John Wilson: It's been really cool because like wherever you go, you can just like site visit somewhere interesting. So a few people opened their doors, which I was really grateful for. Josh Campbell from Rescue Air and Jimmy Dale from Baker Brothers. So I got to see two amazing operations. It was a lot and it was a lot of fun.
Danny Peavey: We've actually had a lot of our clients go to, to your events and So there's been a kind of a cool full circle moment there. But yeah, the people just rave about your events, man.
John Wilson: Yeah, well, I think well, first thanks, like the ability to go do site visits. Like Jack, have you done a bunch of site visits?
Jack Carr: I've done besides yours only one other one.
John Wilson: Danny, have you gotten to go on site with clients?
Danny Peavey: Oh yeah. Yeah. And then my, like I mentioned, my family runs a big firm here in Atlanta, so.
John Wilson: Know your way around a plumbing shop. Some of the most impactful, like, days of my career. You know, I spent half a day, I was in Phoenix last year.
John Wilson: I site visited Diamondback Plumbing, which was owned by a friend of mine, Amir. And I got to visit Gettl. Two hours, three hours each. And that gave us, 18 months of improvements, four or six total hours. So I know it's hugely impactful for me. And last week when we were visiting Josh and Jimmy, same thing, you know, really like you just sit there and you absorb it.
John Wilson: And you know, Baker brothers is going to do a hundred little bit over a hundred million this year and just really like try to take it in and. All that to say, we love giving back. So if you're not a total weirdo and you want to come check out our operation, the door is almost always open.
Danny Peavey: What do you think, John, it is about those in persons that just dump so much knowledge and wisdom in such a short amount of time?
John Wilson: I could spend Hours or and I have talking on this show about all these different things we're doing, but like until you come in and see, okay, like I'm going to go talk to their inside salesperson and I'm going to ask them how exactly their workflow works. Like you're getting my tainted perspective as like the CEO, maybe that perspective is like rose colored glasses or maybe it's real.
John Wilson: But there's something about the raw, like, no, this is, this is it. Like, this is who we are, I
Jack Carr: think makes it really impactful. Yeah. It removes a lot of that nuance. We talk about that on the show is we tell you how to do these things. And we're not worried about competitors going after you because they missed the nuance.
Jack Carr: When you open those doors, You get to see a lot of that nuance and ask questions that need to be asked to understand a little bit deeper. At least that's what helped me when we were at John Shop. I mean, being able to understand like, hey, you have a production line in your warehouse that, that you, you package everything up and it goes, but then to see it and to see the list and to see what's on the list.
Jack Carr: I mean, it, it. Well, then you can replicate it.
Danny Peavey: Yeah. It's application. It's not theory.
John Wilson: We still like, again, 18 months of stuff, probably even longer, really, because we still haven't done the second half of the call by call system, which is the inside closer, but now we're getting ready to start like being ready to offer that.
John Wilson: Okay. Well, today we're talking about data driven. And Danny challenged me via text. And right before we recorded with how is it that you make data driven decisions? I honestly said badly. So I can walk through how we make decisions now, if that helps. And then we can sort of go from there. 2010s were all about like data, like let's get data.
John Wilson: Yeah. We're data driven. Whatever's and like, yeah, now everybody's driven by data and you're either like driven mad by it because you're drowning in data, which I would say is where we. Mostly live. We have so much data and the key problems that we end up having, but the data is not there when you need it.
John Wilson: Or like accessibility is difficult. What I need to lead my business effectively every day is probably 12 to 15 lines. And the problem is the way it all comes together is challenging to look at. And if you want like a. It's hard to get. So where I frequently find myself, we have so much data and we're always looking at data, but it's like very little of it is meaningful.
John Wilson: Do you track average ticket? Do you track sold hours? Do you track number of options? All of those can be good, but in the wrong context, they actually still might not tell you everything that you want to know, which is quality of those options. So like, you're still like, you're looking at all the data in the world and you still don't have some, the thing that tells you how effective your training is.
John Wilson: So if I wanted to know how effective my training is, like, I've got all this data and like, none of it tells me that. I think data is actually like, really challenging and we're, we're continuing to try to get better. But a lot of it's like disparate data sources that you all have to dump into one thing and you're usually behind the ball, whatever it is that you're trying to do.
John Wilson: Like, so if I wanted to do a pulse check on call center, I could look at my two or three main data points for call center. And then in a month be like, Oh, that's weird. And then find out we actually had everything leading up to that moment to tell me it was weird, but I just didn't have quick access.
Danny Peavey: Yeah.
Danny Peavey: It's not instant.
John Wilson: Well, it's not instant. And the things that are instant are often the wrong numbers. Part of the problem. Isn't necessarily like, do I have data at my fingertips? Yes. Do I have the right data at my fingertips? Maybe.
Danny Peavey: And, and is it meaningful? And how long does it take to cobble together?
Danny Peavey: Whether it's spreadsheet or in a custom report or, and then do you, do you trust the data that you did select? There you go. Yeah. Do you trust it?
Jack Carr: My answer is no. So our data is, you know, we're new to ServiceTitan. So the answer is no. And every day we learn something new on how. We should have been using the, the service time to drive better data.
Jack Carr: And then I'm sure down the road, we're going to run into John's problem is, Hey, we've been receiving data, but it's not been the correct data or we're looking at the wrong thing. So, I mean, I'm 100 percent with John on this one. I have the benefit of being on this podcast and all of you have the benefit of listening to this podcast.
Jack Carr: So, you can hear what data points we're looking at, but I couldn't imagine kind of feeling around in the dark and trying to figure out which data points I should be looking at. Well, it
John Wilson: ends up being so much.
Jack Carr: Yeah. I mean, service time provides everything. I mean, so much raw data.
John Wilson: It gets confusing. when you need stuff outside of ServiceTitan.
Jack Carr: Well, that's the other thing is like everything that API is in, there's so much out there. If you use, offline, if you use Podium, your call center, is your call center transferring and API ing correctly? So there's just, there's just so much to it that if you are not actively and intently trying to sift through it to find those data points it's very difficult.
Danny Peavey: It's interesting because I think most of the listeners know I run a service site and consulting company called Home Service Engine. But the number one, one of the top problems I'm hearing from everyone. Is that we need help tracking our KPIs. We need help tracking our data. You guys said it sometimes it's, we don't know which KPIs to track.
Danny Peavey: I am not comfortable technically deciding which data modules to drag and drop into a service site and dashboard. I have this cookie cutter spreadsheet from my business coaching place that has five tabs on it and it takes me eight hours to fill it out. When I want to know where we're at, sometimes it's, I've got to run five different customer reports and mash it together.
Danny Peavey: And then once you do all that work, then it's the question of. Is this data right? Is it accurate? I see it as a huge, huge issue.
John Wilson: Like data basically is messy until you can't afford for it to be messy anymore. And then you clean it up. Very accurate. But like, yeah, data is messy. And like we have a hundred.
John Wilson: Some thousand customer files, we add 30,000 or so customers a year. It's 30,000 chances to mess something up. And that's just on like customer files. .
Danny Peavey: I, I sometimes think, and you guys are, I feel like it's safe to say we're all pretty analytical individuals, just kind of who we are as people. But I also think there's a world where, and John you mentioned this, like looking at too much data can be a problem to where you're almost procrastinating by looking at.
Danny Peavey: Too much data before making a decision. And I think most CEOs are, like you said, just that gut check on what are the 14, 15, 20 things that I just need a quick read on and how are we performing against goal? And most importantly. How can we get our people to self manage to own these numbers
Jack Carr: as you push into this field, right?
Jack Carr: You're, you're building out this MVP. You have a consultancy. I mean, I would assume that you have some expertise in this area. What are some of those kind of really key metrics that you have seen that have absolutely blown you away? They're surprised you and or you just think like this is a silver bullet for most owners.
Danny Peavey: Yeah. So we, you know, running, This service site and as a service type company, we've been surprised at how much KPI work we do right now for many companies, after their accounts receivable is done, we will pull all of the reports and KPIs for them, and then put it at least for now into a spreadsheet that we can look at month over month.
Danny Peavey: And it's like what John said, just a quick shot of like how we're doing. Obviously on the company side, you've got revenue to budget, you've got gross profit to budget. But then when you look at the company and the department, Numbers, you know, high level, of course, revenue, gross, gross profit, number of jobs, number of zero jobs, and obviously breaking that out by install, service, maintenance, office, marketing, sales, employee side is interesting because you could still have those same departmental KPIs for the employee.
Danny Peavey: Right. Those are the top four or five that John was alluding to. It's almost like a leaderboard in a way. I think, I think data can be fun. I think there can be a competitive element to this or a reward system or a way to alert employees on what they've done so far, especially with text messaging and email, you guys remember the back of a baseball card, you had like the photo of the person and then you have like all the stats we've, we've mostly seen on the employee side where we still have those.
Danny Peavey: Top four or five quick hits where the employee goals match the departmental goals for maybe a tech, I'd say number of members, membership, maintenance, visits, average invoice, billable efficiency, recall jobs, run, recall jobs, cause lead, sat lead, sold closing ratio, sales from tech generated lease, our sold hours, work membership output.
Danny Peavey: Membership opportunities, membership sold. So we're, we are trying to build a, in fact, we are launching a scorecard software for service type and that will automatically suck in the service type data. But the interesting part about building a software or building a product. A service type product is what you're saying, which is how do we even visually show this in a way to where it's easy to understand where the data means something.
Danny Peavey: Part of the problem with service Titans dashboards is that when you look at the numbers, there's no good or bad. It's just a number. If you want a quick overview, you can go see the four or five things for the company, the department, the employee. But if you want to drill down into the leaderboard of specific things, what are those maybe extra five or 10 KPIs or data sets that you're looking to track?
Danny Peavey: And then most importantly, how can you alert everybody? About their performance, you know, managers hate to micromanage and employees hate to be micromanaged. So I think there's a world where you can use data to have better one on ones that are more, more authentic, that are productive, that are meaningful.
Danny Peavey: What if you threw a visual. Scorecard with people's faces on it with performance. And it looked not maybe like a video game, but it was just easy on the eyes. Maybe you did that before a job interview for a new technician. And you said, these are the five things that we review every week. It's such a huge making sense of the data is such a huge need, but at what I.
Danny Peavey: See is the real problem is, is it accurate? Is it actionable? I think that's what we're missing a little bit in the home services.
Jack Carr: Yeah, definitely. We were talking offline. I know of some private equity companies that are spending hundreds of thousands of dollars to do just that, to look at all the key data points, booking time down to each individual metric for the employees.
Jack Carr: And then John, doesn't your office have kind of that scorecard? Rotating up on the screen at all times. It even has their picture right
John Wilson: a few months ago We got our call center on Avoka and Avoka is a AI call center solution for home service companies Just like me and probably just like you they have a couple different products But the one that we like the most is their coach product which listens to every single phone call and runs it through a rubric to help our call takers improve and this is a really big deal because we take hundreds, sometimes thousands, of phone calls every single day and it's just too much for our trainers and managers and leads to keep up with and effectively train.
John Wilson: So it lets us do ride alongs on almost every single call every day. Click on the link below to go to Avoca and make sure you use the promo code OWNED for free. for a special discount. We have scorecards everywhere. I think like the technical aspect of scorecards more like the frontline team members. So technicians and call center, the scorecard helps, you know, if the team likes it, winners generally like to know what the score is.
John Wilson: So that's been good. And I think it's five or six KPIs that get thrown up there. And Yeah. It looks like what you're describing where it's like a face name and KPIs is how do we peer compare? Cause that I was, I have a bunch of friends that run these like PE backed shops and every day they get an email with everyone in their groups, sales that like they're, they're KPIs.
John Wilson: Everyone sees everyone else's KPIs. And I think that that would be sick because like, Their entire management team logs in every day and like, where did we win? Where did we lose? Where did we win? Where did we lose? And everyone obsesses over the score. Cause I think I'm going back to like service Titan has no number.
John Wilson: If there's nothing to compete against, then how do you win? And like, you're either competing against your coworkers or you're competing as a team against other teams.
Danny Peavey: Yeah, we, so I think peer comparison is huge. And I, and I will say that is something we're building into our product, right? Because of what you're saying.
Danny Peavey: Every company. No matter if it's home services or not, you wake up every day and you're asking yourself two questions. How are, how are we performing today? And then the second question is, how are we performing against people, our size in our territory, or even people ahead of us, you could probably argue outside of how's my wife, how's my kids.
Danny Peavey: It's that question about performance is in the back of your subconscious. I don't want to get too philosophical. Business is the biggest contact sport, but it is. I mean, we all love sports. We love hunting. We love fishing. There's something a little deeper to all of this, which is different podcast episode.
Danny Peavey: But the ability to compare yourself against peers, imagine a scorecard that would drop down and say, compare against other companies doing 50 million or 1 a million. And, but here's the other part that I'm interested in personally that we're going to, we're going to be working on. With AI coming, you guys know that conversations like this are going to be more and more meaningful.
Danny Peavey: I mean, John, you were talking about the in person shop tours. Eventually things are going to get, I don't know if it's going to get creepy, but it's going to get kind of weird. How can another home service CEO talk to another home service CEO? Like I think the community aspect. And you're already doing this now, but being able to have that community built into a scorecard, let's say your new 5 million as an HVAC company, you see your KPIs, you see your scorecard, your guys are all getting alerts every day about how the company is performing.
Danny Peavey: You're having better one on ones. Well, what if you jump into a group and you go visit each other's shops? What if you instantly know like, okay, our, our, Our return on investment for Google ads is this, what is this person's? That's, that's what it's all about.
John Wilson: Yeah. I think I even said that right before we recorded, but one of the benefits of like making friends on the internet is we get introduced to just all these amazing people, but LinkedIn is not that bad.
John Wilson: And you need a little, I know where,
Jack Carr: where, where, where, where are you going to need one of
Danny Peavey: those? I
John Wilson: know. I know. I, you know, I, I'm not ready to take back everything terrible. I said, but I'll take back a few of them, but I've really been able to meet just amazing peers. Like I have a, Great friend Luke in Chicago, and we just met maybe a month or two ago now, but he's getting ready to launch plumbing and we're trying to improve HVAC.
John Wilson: And we've really been able to collaborate on both ends. And you know exactly what it's like to run a mid 20 million company. And the globe just gets smaller, especially the bigger the business gets. Cause there's just not that many, not that many of us. So like it's good to be able to like, you know, Collaborate and really, yeah, really communicate.
Danny Peavey: And connecting around performance, I think is, is the colonality there.
John Wilson: When anyone knows what's possible, you're like, then what, why aren't we doing it? Where
Danny Peavey: do I stand?
John Wilson: Recently we discovered that we've been buying HVAC equipment badly. We, HVAC grew really fast. So like the size of the account grew, whatever, but most of our peers, their percentage of equipment.
John Wilson: On an HVAC install is 22%. Our percentage of equipment has been 30 a million dollar difference over the course of a year.
Jack Carr: Huge gross margin difference too, from a percentage base like that. Yeah, that's
John Wilson: like 48 to 56.
Jack Carr: Yeah,
John Wilson: absolutely ridiculous swing in material expense. So we find that out and then we find out, oh, their average ticket is the same as ours.
John Wilson: So the only difference is that they buy better than we do. Being able to take that. from peers, confirm it with other peers, which is this like data point that I had never heard before. Cause every industry has always said like 25, 30. So finding out that a lot of people drive 22, that saved us a million dollars.
John Wilson: And so now we're trying to figure out like, what else are we missing? Hey, if you buy better, like this can happen and maybe this is how you buy better. But it all started from someone mentioned that their equipment cost is 22 percent on HVAC and I like blinked. Cause I was like, what? What? What do you mean?
Jack Carr: I'm also reconsidering my entire life right now. Just hearing you say that. Because I think we are pretty close to 30 as well. We just went through a huge gross margin. Well, 30
John Wilson: 30 is industry standard. So then you find out that all the PE shops run at 22. It's like, well, how are they running at 22? Oh, they have better deals.
John Wilson: Yeah, but I'm bigger than their port co. So like, I should be able to go get that deal. Turns out you can. Are you looking at the right data? And is that data, like, what does that data get back to you? Because if all I was doing was looking at gross margin for HVAC installation, that wouldn't give me the data.
John Wilson: It'd be really meaningful. I'd be like, oh man, these guys are performing better than me. Like, it would at least have urged me to ask the question of like, break that down for me.
Danny Peavey: The faster you go, the faster you're going to win. If it takes three months for you to change, you. Whatever part of your business, cause you didn't have the data.
Danny Peavey: I mean, I think that's where a lot of people get stuck.
John Wilson: But yeah, so we do the state of the Wilson. This was my ninth. State of the Wilson this year, and one of the things that like we took a market dominant seat from dozens of incumbents that just moved too slow. We passed the market incumbents as if they were standing still, and they've had a leading position for decades.
John Wilson: And it's like, Oh, these decisions, these core decisions. We're made bad or too slow. I don't know that it needs to be instant because like the bar is not very high.
Danny Peavey: Even just simple things like profit. I mean, I I've no CEOs where they run a company 30 years, they want to pass it on to the kids. There's no reason why one day you just wake up And you say, well, we're not profitable.
Danny Peavey: How do I go fix that? I mean, there's just a lot of business
John Wilson: or what best in classes, like,
Danny Peavey: yeah.
John Wilson: Or
Danny Peavey: what?
John Wilson: There are,
Danny Peavey: yeah,
John Wilson: there are companies at scale running a 20 percent cash flow, like at scale scale, like North of 50 and like best in class is considered 17 and a half. Okay. Yeah. So if, but like I'm not there because of the pace you move, you can move too fast.
John Wilson: Like we are con, we consciously are attempting to slow stuff down, but we seem to tend to make the right decision and the right decision seems to always add $5 million. You just keep doing it over and over and over. Like we went through the last 12 months during our state of the Wilson this morning and it was like, okay, we added inside sales.
John Wilson: That was a $6 million this year. Increase in our sales six million dollars. That's insane or like SDRs Added hundreds and hundreds of phone calls a month to our call board insane So like all these weekends that was four and a half million dollars that will benefit We talked about that on the show for the first time in november.
John Wilson: I'm like, hey, we're adding seven days a week Guys that added four and a half million dollars And we decided to do that a few months ago on this
show,
Jack Carr: right? What's really interesting is, you know, I, I wonder if it, all this kind of ties back to that data is we're able, like a lot of these best in class ideas and stuff came from 10 years of operating back from 2010 or 2006 to 2016.
Jack Carr: Then we get this introduction of huge amounts of data, AI, and now it's important to move quickly. Because we have all this data and all these tools, and if you're moving too slowly, you're getting passed up by people actually utilizing these tools, dashboards, gamifying, the whole nine yards. And so, it's interesting, I only think that this ability that you're, this muscle we're growing here on the podcast and that you're growing personally, It's only going to continue to be more and more important as that changes.
Jack Carr: And then in addition, I mean, we've seen huge changes in the industry from price increases to
John Wilson: CR2
Jack Carr: to, you know, just EPA regulations, refrigerant changes, just in HVAC alone, I mean, Abilities to move quickly with the correct data is going to be extremely important and more important as, as the years go on.
Danny Peavey: I I'd be as bold to just predict. And again, that's, you know, shameless plug. What we're trying to do with home service scorecard is. Build CEOs, especially ones on service site and make real time data driven decisions with accurate done for you service type KPIs, but do that in a way that's fun, that's actionable, but in a way that involves community, I do think the CEOs that decide to, you know, get their head out of the sand to, to, to get engaged, you know, to do everything you guys have been leading the way on to show people, like it's not about holding things close to your vest.
Danny Peavey: It's about things sharing. Right. It's a, it's about sharing with peers. It's about hitting goals together. I mean, just even you, John saying, you know, you have a state of the union, even just asking guys, go get the data for the SDRs, go get the data for the weekends. I mean, just even that desire to go do it is so different than obviously, you know, certain folks you talk to that may not even know what their KPIs should be.
Danny Peavey: You know, there's just a wide range and it, the, you know, the ones that are really, really going to win are going to be what you said, Jack, they're going to be in that. And that mindset, there's going to be no
John Wilson: middle, like you're either going to be tiny or you're going to be big. I don't know. Whereas like the industry sort of has thrived off the middle.
John Wilson: It feels like it's going away. You're dropping a scorecard. When does it come out?
Danny Peavey: So we're going to start a beta at about a month. Well, probably about the time this releases, it'll be out. So yeah, if people are interested. So again, if, if somebody finds themself CEO of a home services business, you're running service Titan, you are tired of either.
Danny Peavey: Trying to figure out what reports to run internally, you know, assigning certain people on the team to go pull the KPIs. Maybe you're Googling and looking in Facebook groups for which KPIs I should track, maybe again, you're with a, a coaching cohort and they give you these. Spreadsheets that take hours to fill in to understand performance.
Danny Peavey: Maybe you're mashing together a bunch of different reports. Maybe you just don't trust the data. Even if you're kind of a geek like me and you'd like making, you're interested in making real time data driven decisions. Yeah. People can go to home service scorecard. com and right now we're just taking beta clients.
Danny Peavey: We want, we really want this to be a valuable tool for people. We want people just to get in, connect their data from ServiceTight and just start using it. Right. Provide feedback on the product. So I think by the time this releases, we'll be in that phase, you know, again, setting goals, seeing performance, seeing leaderboards, like booking shop tours, having a community, all that stuff.
Danny Peavey: That's going to be the things we're building long term, but we really, you know, this is all about, you know, not to be cheesy, but like home services to me is about family, right? This is, this is all family run. And, you know, if we can provide a tool to help people understand how profitable they are, where they're at, how they can get better in a way that just doesn't take hours, it doesn't cost.
Danny Peavey: Tons of tons of money. I feel like that would be doing a good thing in the world. Yeah.
John Wilson: Sounds like fun.
Danny Peavey: Just add
John Wilson: the peer comparison. Cause otherwise I got to build it like hacking together some bullshit excels. Cause I'm, I'm determined after all. Yeah. I have all these friends owned by like P groups and they're like, yeah, dude, every single day I get my competitors as in like the people inside their groups numbers.
John Wilson: And I'm like, Oh, I would, I would pay for that. I would. I would put that up on a dashboard. We would be like our daily huddle would be like, you see that bullshit. Like you see that
Danny Peavey: honestly, getting up, getting your cup of coffee, hitting the gym. And again, if you could, I mean, you know, again, not to keep selling on
John Wilson: Jack's numbers.
John Wilson: Yeah,
Jack Carr: yeah. I mean, you know, the sea plumbers down the street, man, how did they beat us yesterday? That sounds
John Wilson: great. Oh, we got to get it. Like, honestly, it just sounds fun. Well, especially when we win. Well, you don't
Danny Peavey: want to exactly. Yeah. You don't want to look at a white paper of data. Like, oh, great. This here's a percentage.
Danny Peavey: Like, no, it needs to be fun. That's kind of what we're going after. So.
John Wilson: All right. So betas in a month, if you're interested, folks are interested in checking it out. How did they get ahold of you?
Danny Peavey: Yeah. So obviously on, on Twitter or X, so, Hey, Danny PV, if you ever want to talk obviously great community over there, but yeah, if people want to go to homeservicescorecard.
Danny Peavey: com, it's a pretty straightforward name. They can join the wait list and sign up for the beta. And of course, obviously folks that need service, tight help more on the services side could still go to homeserviceengine. co and reach out to us.
John Wilson: All right. If you like what you heard, check out ownedandoperated.
John Wilson: com. Owned and operated. I think we have workshop coming up. Podcast is dropping the legends series. So that should be a lot of fun. I'm starting to pop in. Those are going to be really good. Facebook page, Facebook
Jack Carr: page,
John Wilson: Facebook page. Honestly, like that is kind of
Jack Carr: growing, dude. I love the Facebook page.
Jack Carr: It
John Wilson: is
Jack Carr: every day
John Wilson: by the size of that Facebook page, because every day it's like five or six new members, which I know it doesn't sound like a lot, but. But given that we started like three months ago and we're about to cross 500.
Jack Carr: That's what I was going to say. Is there's a difference between once again, getting five or six new members and it's just being garbage and nobody's active or nobody.
Jack Carr: Versus like five or
John Wilson: six plumbers and HVAC people. It's good. Like
Jack Carr: I, I get value out of that daily.
John Wilson: No, it's good.
Jack Carr: It's wild. And the questions,
Danny Peavey: the questions are good too in that group. I think. Yeah.
John Wilson: Yeah. The questions are good. I think, yeah, group quality is really good. I don't think I mean, we're not planning on, Loosing it up anytime soon.
John Wilson: I think it'd be fun to have which now seems more possible than ever like a five six thousand person facebook group of like Just a lot of home service operators because I think it sounds fun Like I know I get a ton of value out of profit rock get victor ranker's group And I know I get a ton of value out of tommy mellows group and Ideally, we provide the same amount of value to our community.
John Wilson: So yeah, it's good owned and operated. com
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