In this episode, Jack and John break down how businesses are cutting costs and boosting efficiency by leveraging overseas teams for call centers, accounting, and recruitment.

We also dive into the biggest challenges of managing remote teams, setting up effective communication, and streamlining operations to scale smarter.

0:00 Introduction

5:00 Hiring Remote Talent

10:50 Offshore Hiring Strategies

11:40 Finding Quality Candidates

19:01 Recruitment Processes

25:42 Training and Communication

29:38 Quick Staffers

31:39 Upcoming Events and Workshops

35:58 Final Thoughts

Special Thanks to Avoca

Looking to train your call center and improve technician performance? Avoca AI is here to help your team identify existing issues, improve call quality, and drive results from start to finish.

Click here to schedule a demo

Shout Out to FieldPulse

FieldPulse is a really awesome Field Service Management platform that helps you save hours every week and keep operations running smoothly. With features like scheduling, dispatching, invoicing, and reporting, it takes the headache out of managing the day-to-day.

If you're looking to streamline your ops, stay ahead of the competition, and focus on what really matters, FieldPulse is a game-changer.

👉 Book a Demo with FieldPulse to get 15% off the annual plan when you mention Owned and Operated

Episode Hosts: 🎤
John Wilson: @WilsonCompanies on X
Jack Carr: @TheHVACJack on X

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Owned and Operated #168 Episode Transcript

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John Wilson: Yeah, I think hiring a remote, it is a ridiculous unlock.

So when I look at American workers, it is the most expensive amount of money. the compensation difference is crazy. And what you get to do with that extra money is you get to overpay tax. You get to invest in marketing. You can buy more vans. You can do whatever you want.

We're about eight months into using Avoca and Avoca has been an awesome partner for us in our call center. So what Avoca does for us is they do two different things. One, they have their coach product and coach has been helping us do what it says. Coach our CSRs every single day, it listens to every call and uses AI technology to basically pick apart that call and tell us where we can improve.

And for the last 8 months, we've been consistently improving our scores, which has been awesome. The other product they have is just conventional booking. And it's an AI tool that books over the phone, the customer calls in, and it either handles overflow, as in our phones are full, or it does nights and weekends for us.

And a customer will call in and actually deal with an AI Agent all the way through booking and the savings inside call center has allowed us to ramp up our marketing to continue to grow Even more. Thank you Avoca and thank you Tyson for your partnership.

John Wilson: I know it's quarter one. All right, so quarter one. I'm a different version of me And I am in quarter three.

Jack Carr: Yeah, it's quarter one.

John Wilson: I just weep blood from February to May.

Jack Carr: You sit in the corner and cry. Lots of sadness. It's awful. This is a great segment into talking about why joining home services is so much fun and such a great thing and everyone should do it.

John Wilson: Yeah, come on guys. Yeah, look, quarter one really sucks. now what I am really excited about is we have our stuff together, this quarter or at least I think I do.

Jack Carr: Do you feel like this is the first time that you can say that you feel like it's all together going into Q1?

I'm going to, I'm going to say something about my last February.

That's maybe going to make last February. We did 60, 000 in sales total, all of you.

John Wilson: I don't know what that means. Give me some perspective. 60,000. What was January? What was the date? What was the day before?

Jack Carr: 200. A month. We haven't gone under 200 in gross sales any month.

Except last February for the last year and a half and the difference in like your life and how much my anxiety and heart hurts to get 60K in sales is such a miserable experience.

John Wilson: I don't even want to think about it. I was explaining this to you and I think I was explaining, definitely explained this to my wife.

Quarter one is like the train that is about to run you over and you just can't stop. you just like. you can't stop it. You can't do anything about it. Now, what I think is going to be absolutely like, you guys will hear it twice a week to hear if we're doing a good job or not.

but we went into this year, like frigging ready to go. And a huge part of it was. Like way more access to financials. So like timely or financials are daily reporting that we've talked about. that was a huge freaking win. We no longer have to wait until month end. Like we can make actions every day.

Jack Carr: Big decisions that affect the business, whether it be discounts or whatever you need. Yeah.

John Wilson: Yeah. So we're able to be super proactive. and I think we've really gotten to know our overhead numbers a lot better. Like we understand our breakeven, which I know that we're going to hit 30 some million this year.

But And I know that I should have had a better handle on my break even years ago, but look, I was busy and we had acquired some businesses, whatever, but we really feel good about this. so yeah, So it's never too late, but,

but, yeah, so no, we, feel really good. Our overhead now, like we know it's going to be 755 this month and, we're, we've gotten more and more minute with our tracking. So now we're actually tracking actuals against budget every week, especially during Q1 of we are tightening the freaking hatches.

so access today has been huge. Like how we think about staffing has been big too. So what we're going to be talking about today is the remote staff, how to use it inside your business, how we use it. Inside our business, and then Jack has a, project called Quick Staffers. Yeah,

Jack Carr: huge disclaimer, we, started a project called Quick Staffers.

what we saw in the market was this, incredibly large opportunity to help bring overseas folks at, reduced cost. and in my opinion, some of them have higher quality and then bring them and put them into kind of CSR dispatch or outbounding roles, which a lot of them have a huge amount of experience already doing.

So just big disclaimer.

John Wilson: Good, disclaimer. we'll definitely talk about call center, but like we use it elsewhere too. So a big part of our, we now have really supported our other teams a lot in HR, accounting, marketing, definitely call center and dispatch, but, it's been a really big win.

And the reason that matters is like labor dollars. We're going into Q1. We have to batten down the hatches. Historically, we've done layoffs during Q1. Sometimes it's just a couple people. The most it's ever been was eight. If you can hold on to your field staff because you're more efficiently managing your overhead labor, like that's a big win.

Jack Carr: And that, what I tend to see is that overhead labor is where the creep happens, right? It's Oh, you start to creep a one, one more head count here. Two more head count here behind the office. And they're just not. Revenue generating. So at least when you see it from your, technicians, you hire one, they're supposed to be generating revenue.

If they don't, you can easily cut the bottom. but with the, back of office and the in office staff, it really does creep, one more headcount here, two more to support this, your bookkeeper.

John Wilson: Suddenly you have three parts runners. You've got, yeah, there's a lot, there's a lot going on and some you just can't offshore.

over the years, we first, we hired our first, we've said this on the show before, but we've hired our first overseas in 2019, I think, or 2020. It was roughly around COVID. I actually think it was a little bit before COVID. and it was in Jamaica or something.

Jack Carr: So real quick, before you start like this, project, the coolest thing that I've noticed, and I didn't realize that, dude, Jamaica is fire for I didn't realize the infrastructure, the wages are great, English is their first language.

There's enough bleed to from the US into Jamaica that they're like, they understand the nuance that sometimes lost when you go to different countries, the slaying and sayings, they utilize a lot of the same cultural, the cultural verbiage that we do. In the US. Sorry.

John Wilson: Yeah, Jamaica was good.

Jamaica. Yeah, we had no issues with Jamaica. but yeah, so we got exposed to it from there. And the original reason, is just cost savings.

I think something that I think is absolutely fascinating. I, and I think We've, been doing it for four or five years. So obviously we're like very comfortable with remote talent.

I think we have 20 people, like contractors around the world and very comfortable with it. Active part of our team. A lot, it takes a different, we got used to it over the years, but I think it's, Like I'll talk to friends and running good sized businesses like 20, 30, 40 million businesses.

They don't have a soul like offshore. And I'm like, how are you doing? How are you doing that? I actually don't understand how you are doing that. I think they probably have less people. they must, because you just don't have that many dollars to spread. So yeah, we have a higher head count, but our payroll is probably lower.

But I do think it's fascinating. Like I'll have friends be like, Hey, I've actually never hired remote before. How's that? How's that work? And I'm like, dude, you're running a, like a 40 million business. How has this never come up before? How have you never tried to save 70 percent on your freaking office?

Jack Carr: Yeah, exactly. It was a huge 5 million mark, you remember how. Oh yeah. There's no money. There's just no money. And you're like, I need a bookkeeper. Oh, I need a nighttime CSR. Oh, I need someone to do outbounding. Oh, I need somebody to do inbounding. Yeah. And it's been a huge unlock behind us to be able to actually have somebody whose full time job is to call out and try to book calls or a full time job to try and close open estimates.

And then somebody who's full time job, especially right with the cash cycle being so tight is AR. Like your only job and how you get graded is making sure you collect all this money. And that's following up daily, because if you're not, Those are the things that, the 160 invoices, they beat you up once it climbs to 100, 000.

And we, that's been a huge unlock for us is to really make those specialized, those turning generalists into specialists, and then making them The specialist, that's, all they do. That's all they're graded on and it makes it so that we can make some awesome SOPs and KPIs.  

John Wilson: And we talk about this a bunch in the, in our Breaking 5 workshop too, of we're like, Hey, here's, you need a recruiter.

If you're serious about growth, you need a recruiter. Everyone's like, where the fuck am I going to find the payroll for that? I'm pretty sure you can figure that out. so it's a huge unlock and our strategy, the way we've handled remote. Like offshore hiring for a while now, some people have different ideas to pop off, do whatever you want.

some people like fully offshore, like even call center managers, just like everybody's offshore. We're a big believer of we want the heads of departments here and then we can support them. So we want the, I want to make like for accounting, I want to make a great investment in an awesome controller.

Like I want the best I can get. And I want to be able to afford them and I want to be able to pay them the money they deserve for doing an awesome job. And, a part of how we get there is by paying much less for the other roles because we're able to put them offshore. So yeah, AP clerk, AR clerk, even, we just brought on a staff accountant in the Philippines and that was a really big win.

And, the compensation difference is, crazy. 60, 000 a year, I think, compensation difference for the accounting staff account in the Philippines.

Jack Carr: Two questions for you. How, we're at six, you're at 20. How do you feel about quality? Because I know that's, what, historically, the idea is to be cheap.

They're cheap and they're just poor quality. I hired somebody and then they just didn't do a good job. What's your view on quality of candidates and, making sure they work in the business?

John Wilson: We basically just talked about how we compensate our call center team. It's okay, here's how we, here's how we compensate them. drop the base comp raise commission. That's what happened. They started winning. One of the reasons we did that was I consider like creating jobs in my community, an important part of what I do.

I've shared that here. I want to improve my community and I want people to make a good living. Like I want people to make a lot of money and that's an important part of like my ethos of running a privately held company. It was really frustrating because when I hire American, I have the option to do so many other things, right?

I can, you can hire American. You can hire overseas, or you can get AI. And those are the three options you have with basically anything administrative. I can do any of those three things. I can automate your job with a software, I can hire someone overseas, or I can hire you, an American worker. And so when I look at American workers, I'm looking at the largest investment that I could have made with that set of choices.

Like it is the most expensive amount of money. And it was so frustrating because I'm looking at like the software and its performance, which is Avoca. It's been great. And I'm looking at our Philippines team and then I'm looking at our American team and like our American team, my biggest investment is performing the lowest now holistically.

I have a few of my team members are absolutely incredible. and they're totally killing it on the new commission structure. Like they're doing an incredible job. But as a whole, if I had eight people in America and eight people in the Philippines, I had four people in America that were killing it.

And then four that were just like, not even like doing anything basically. and then the Philippines were like all at the top. Eight out of eight. Yeah. Like it was, it genuinely bothered me because I really. When I'm hiring American for administrative talent, that's a conscious decision to make an investment in my community.

I'm like, okay, I'm going to invest in this human. I'm going to give them a great job. I'm going to give them really great benefits. I'm going to, this is going to go back into my community. That's great. And when I get like absolute dog shit performance, I'm like, what are we doing? I can just go to the Philippines and pay 70 percent less.

Yeah, it just feels like such a terrible ROI.

Jack Carr: But what's cool though is what I, the way I look at it is, I don't look at it, and maybe this is just me being naive, but I don't look at it as we are getting rid of that, right? By me lowering my total cost of, administrative work, I'm actually able to pay my technicians more.

You can pay tech more. You can pay leaders more. I can pay leaders more. I can pay the local team more. Yeah. So yeah, I'm taking away one position from the US economy. Yeah. But vice versa, I'm also paying pay it to hire better managers. Bought hiring manager. And that's example with controller.

Jack Carr: Yeah.

John Wilson: I was able to up the budget for our controller position, get the best I could, and a part of that was because my overall accounting budget could support it. 'cause three out of five of those seats are in the Philippines. so no, I, totally agree with you, but I think from a quality perspective, it really annoyed me because I was getting better quality for less money, which like in your mind, you're like, Oh yeah, like it's going to be bad, but it's literally not like I was getting better quality.

Like their call scores were better. Their number of book calls were better. Their booking rate was better. everything was better. they sold more memberships and I'm just like, what are we freaking doing here? This is crazy. It's crazy. It's crazy. so yeah, it really bugged me a lot, but we did optimize pretty early, which we optimized pretty early around accent because that's probably the biggest thing that's going to impact quality in your call center is like, how strong is their accent?

Like you do have to care about that. it was good or bad. I don't know, but That is a reality of calling in. You want them to sound like they're local.

Jack Carr: Yeah. and a lot of that has to revolves around specifically in my opinion, to the type of business. So we are in an emergency service role, right?

Where when someone's calling in, it's because their basement's flooding or their house is cold and their toddlers. Yeah. Two years old. And it's negative 24. they need somebody there. It's an emergency situation. Everybody's on edge. I would think that it would go down a little bit if it was more like a fencing contractor where it's still important that the accent is, minimal, but.

not so much as when you're in an emergency situation, but I talked specifically about this to my, three CSRs today who are all overseas and I asked them, I said, Hey, have you, you've been here for over a year, two of you, have you had any pushback? One of them had pushback one time. that he wasn't in the U.

S., and then the other lady who works for me, she said, no, not once has anybody actually had any issues or had any pushback. And so it's nice to see that. but traditionally, like we are in the South. So you would think that, whether good or bad, not speaking bad about the people in the South, but.

There is a stigma around that and luckily it hasn't been an issue too far because that's what we also focus on really heavily is making sure at least for those kind of, consumer facing roles. Yeah. That, that the accent. Where it's like with accounting, we don't care about that. We don't care about your accent.

We care that you're really good at accounting.

But if you're talking to people for collections, you do need to be able to speak. Very clear English.

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John Wilson: We have them in accounting.

We have them in marketing. Recruitment has been a big one. So we have two folks in recruitment. they do handle. Tech facing calls, which I was actually uncomfortable with that for a long time, but they kill it What's been the big really big win there is we get to get hyper specific I think that recruiters like I'm a big advocate of having hire a recruiter as soon as you can I think even after that recruiters need to become specialists So if all you're doing every day is hunting down HVAC techs Install and service like you will be successful if that's literally all you do.

Jack Carr: Anybody listening to this, I know this is going to come out in a few weeks, but anybody listening to this who doesn't have a recruiter, not even using me, send me a DM, I'll help you out. Go get a recruiter right now. Go get a recruiter right now. It's a huge win, but also don't like now is the best time. So all those tech layoffs that we've been hearing about for the last six months or whatever.

It was all overseas recruiters, overseas hires. So there's these like extremely qualified candidates that are like, they were going after really high end, software engineer jobs and they're really good at what they were doing and getting conversions over, like they know how to work the LinkedIn system.

They know how to work all these, different like back channels to hire really good team members and they're available.

John Wilson: Our recruiters used to hire nannies. Which I thought was cool too.

John Wilson: So yeah, interesting background check problems. Like it was, yeah, it was, it was interesting, but they're very good.

They're really good. And, I like the idea of, I think a recruiter should probably only focus on like a maximum of four total positions. So now we're building out our recruitment team. okay, you're, you are four total positions. You are four total positions. I think we might bring on a third. in order to just absolutely maximize candidate flow, because I think once you have more, it's yeah, you can do Facebook groups, you can do LinkedIn, you can do Tik Tok, like you can do whatever you want and just like source, much more directly your candidates, so to contract to a recruiter is extremely expensive.

It's like what, 10, 15 percent of, whatever the candidate's going to cost or something ridiculous like that. Or you hire in house full time U. S. customer, and you're looking at almost, in some cases, a six figure position. I don't know about where you're located, but I know when we looked at a full time recruiter slash HR rep, it was up there.

It was high five figures, low six figures to get somebody who was, had basic recruitment knowledge, knew how to use Gusto, get people put into the system, onboarding specialist as well. and it was extremely expensive, and we ended up. bringing that position on and the person's been with us now for probably four months, three months and amazing team member fraction, absolute fraction of the cost.

So it's been really exciting. still to this day, I tend to be the manager for a lot of these positions, just because we don't have the head space or the head count for upper management locally. but interesting. So there's amazing positions that you can outsource. I'd say most of them.

John Wilson: I think we talked about this on another episode, but Isaac in Chicago, he's been on the show a few times now, listen back, like he has 50 or 40, it's some ridiculous number, like every single administrative position except for four is in the Philippines. he does that.

So he can. Overpay his, tax and then he has an advantage in recruitment. Rich, Jordan, he's been on like three or four times. Like his controller is in, I don't even know where, Columbia or something. so you can outsource a lot of positions and you really just have to like, Get comfortable around, what do you want on the other side of the world?

Jack Carr: A new crazy one that I've been running into is actually expats. So people who've gone down to Columbia that are from the U. S. originally, Hey, this was a controller at Ford, a motor company. And then he went down to Columbia, retired down there and now. He doesn't need a U. S. salary, so he just, he takes a reduced salary because the cost of living is so low that it's a win, right?

They get above market, but also not U. S. market. very interesting options there.

John Wilson: Yeah, I think hiring a remote is like Yeah. It's a huge unlock. some positions you save 30%, some you literally save 70. 70. Like it is a ridiculous unlock, and what you get to do with that extra money is you get to overpay tax, you get to invest in marketing, you can buy more vans, you can do whatever you want.

But it also gives you access to specialists before you could afford them American. You can hire multiple recruiters. I could never do that. if we were just American, I could never have the call center team we have if we were pure American. Our marketing team would be half the size because I wouldn't be able to afford it.

It's been a win. I'm still like fascinated when I talk to people that don't have overseas. I, don't even know.

Jack Carr: It's, fascinating because it's a huge point of leverage, right? There's like technology leverage, cash leverage, and people leverage, and it's this giant lever that, or leverage, opportunity that not a lot of individuals are using.

We focus on AI or we focus on all these other, leverage points. people leverage is so important and to be able to hire three or four for the cost of one is that just doesn't make sense why you're not doing it. Yeah. I, yeah, I agree. I think what people run into it, they hire their first VA, They go and they say, Oh, overseas talent. Yes. I've heard so much about that. Listen to owned and operated. I heard Jack talk about it. I heard John talk about it. Yeah. We're going to do it. And they hire it. Two weeks later, that person's gone. what is the differential? what makes it a win? What is the training key here to making those kinds of positions work?

John Wilson: I think the big, what we learned with any position is what's the daily communication cadence and then how effectively are you training? So the, what's the first week look like you have to train really well. There's no hallway time. There's no, oh, hey, let me catch you for this idea. you have to really proactively communicate.

And what we've consistently learned is you need daily check ins. These are team members, they need feedback, and I would say more feedback, especially because they don't get the hallways check ins. we have start of the day, hey, what are you gonna do today? End of the day, what did you do today?

And that's been really important for all of our positions. Non call center It's pretty straightforward. Like how many calls did you take? How many calls did you book? It's a little bit More straightforward, but like accounts receivable is more complicated. How many customers did you talk to?

How much money did you collect? those are important or like recruitment. So it is really easy to put people on payroll. And then because you don't see them every day, they can like performance can suffer and you might just not get what you want. So you do have to build this communication check in.

I think that's probably our biggest tip because when it has not worked, it's when we didn't have daily, like the manager wasn't doing a daily check in.

Jack Carr: Definitely. Yeah, definitely communication because just like any other team member, they are remote. They don't get that water cooler time agreed there.

Yep. I think the other big one that we found is a huge, win for the team is SOPs. Like Absolutely. Yeah. How clear is your process? They're extremely good at following process, but they are not very good at the nuance and deviation. And so it's, how do you build a process that's going to work every time.

John Wilson: Which the important thing, they're simple. Is it simple? like we've had, the bigger our remote staffing has gone, it's actually been good for us. Cause we get forced to simplify a process where Oh, this is like a hundred steps. Like we went from 95 job types to 28. Because it was simpler.

And because of that, it was better. We made less mistakes. Yeah. Because there are just less. So we've made a ton of process improvements because we had to simplify, because we had to communicate on the other side of the world.

Jack Carr: I'm bingo. I like, I can't that, there's no better way to say that. Like we, we went through the exact same thing as we started off with our CSR processes that were like, in this case, you book this and it's gonna be this much.

Yeah. And then in this case you book this and it's gonna be this much. Yeah. And then finally at the end of the day, we're like, why is booking rates suffering? And it was because of us, like we weren't setting the expectations and the nuance, if the call board's not full tomorrow, you need to book at this rate and do this.

and it was just like, no reset. It's really easy to re. Book every call, no matter what, even if that's zero dollars to get out on site, we're booking every single call and then we'll let dispatchers. The other week we booked something silly fire hydrants, something or another. And I was like, we don't do that.

But the dispatch team now who is, our dispatchers are local.

Jack Carr: They caught that and they said, okay, we actually don't do this. But at least they booked every call. that's now the singular one goal is you book every call and you keep a high customer satisfaction rate. Yep. Just book it.

John Wilson: Yeah. No, I, yeah, I totally agree.

Jack Carr: But, then I'll be always. And it simple, but providing at least some sort of SOP and guardrails for the team to work under because they're not here to sit in the office and chat about, Oh, if tomorrow's book full, like it's going to be, discern what's going to be the best option.

No, there's no discerning. They need a black or white, which has been a lot of lift over the last year and a half for us to try and figure out what's the best way to do that. And it was keeping it simple. Don't overcomplicate it.

John Wilson: So how does, how does quick staffers work?

Jack Carr: So right now quick staffers is works is we get a call in or a letter of interest from you guys and we go ahead and we start you on the onboarding process where we start asking questions about your business, right?

Because what we're trying to do is we have a list of SOPs that we are referring to right now and scripts for outbounding inbounding, how to follow up on estimates, et cetera, et cetera. But that's not going to be, it's not going to be a cookie cutter for every business. It's going to depend on your specific business.

If you need more outbounding, we can focus on outbounding. and in this case, that's what I'm going to use as an example. And so we take the, this, great. potential placement. You interview with them. You say, Oh, I like them. They're great. They'll fit in our business. And then we run them through a two week training course where they'll be up to date on whatever home services, category you're in.

So right now we are only focusing on. plumbing, HVAC, electrical, but we potentially are going to do roofing here in the near future. We'll get all those SOPs. We'll give them a 101 training course so they know the difference between a septic tank and a sewer line or a electric water heater and a gas water heater.

They'll have So you're handing over trained CSRs? Trained Basic training, CSRs, and then they have the SOPs. So they'll be trained on the SOPs of, hey, I work on house call pro. Here's how you enter someone in correctly on house call pro. Here's how you enter someone in correctly on service Titan. so that as they take the calls, day one, they'll know what they're talking about and they'll be able to put them into the system.

And then

John Wilson: Alright, so the advantage here is you're getting somebody hired, vetted, and trained.

Jack Carr: Hired, vetted, and trained at half the cost of hiring local.

John Wilson: And I think like the train part is, because I know when we've tried to work with recruitment agencies in the past, it, takes a lot of time and then you have to still like still go through all the stuff.

So it sounds like you're trying to solve all that.

Jack Carr: Yeah. we're trying to get as close to possible. Once again, every business isn't a cookie cutter business, right? We're not all running the same John or Jack script. And yeah. Yeah. Yeah. There is some, nuance to it that we are trying to work through at the moment.

That being said, though, we're going to get them as close as anybody can get them to day one, being able to go into your business, answer a phone call and, book the call. That's the goal.

John Wilson: Yeah.

Jack Carr: Book it properly.

Jack Carr: Yeah. And save you some, time and money. And a lot of our focus recently has been on the outbounding side because we noticed a lot of sub 5 million companies don't have outbounding.

And for us, that's one of our. It's one of our top channels. I don't know about you.

Jack Carr: It's a huge channel. Huge.

John Wilson: Huge part for us.

Jack Carr: Yeah. I know through the workshops, right? Through the workshops, one of the big pushbacks we get is, Jack, how do we hire people? How do you pay for it?.

Jack Carr: But also it's like, how, I can't afford that. Or it's like, what if, I can't afford another tech because my capacity constraints. And then you start asking questions like, Hey, are you calling? Your customer base, are you talking to them once a year, twice a year?

Are you following up on memberships or do you wait for memberships to call you? And then you start to open these doors and Oh, you're not doing any of those things. You're leaving money open on the table. Yeah. we had, I'm not going to throw them under the bus here, but we had some, a gentleman on the last workshop who was almost 2, 5 million.

He was at 3 million doing an amazing job. Shout out to him. He knows who he is, but he wasn't calling any of his customers ever to offer anything. And I'm going, man, you're almost to five. It's a huge unlock. And. Yeah, it's a huge unlock. You have so much free marketing open.

John Wilson: Yeah. like leads you have already paid for.

Yeah. If you pay a hundred dollars for a lead, like that's a lead that you can continue to regurgitate. Like you can call them back, you can text them, you can email them. You can do a bunch of different, stuff.

Jack Carr: Or, yeah, two years ago. I, we went out there and we did a maintenance on your 12 year old system.

It's been two years. Like you, you want a cleaning, let's do a coil cleaning, anything, because that's a 10 plus year old system out of warranty. There's probably not working. It might have a leak in it. There's just so much opportunity. And we noticed, at least for us, that was one of the big. Unlocks and we notice a big area of opportunity where you can pay for this person.

They're answering calls after hours. They're outbounding. there's just, it's, a no brainer to me. It's a huge unlock.

John Wilson: It's a huge unlock. All right. If people want to talk more to you about this, like how do they get ahold of you?

Jack Carr: Right now? Go ahead. And I think the best way is to DM, me on Twitter, the HVAC Jack, we're putting up the website right now, quickstaffers.

com. It'll just be an interest form. Go ahead. Drop the details and someone will get you back to you pretty quickly.

John Wilson: All right, so if you want a recruited, vetted, and trained home service, Inbound or outbound call center agent for half the cost.

Make sure you also check out owns and operated.com For the breaking five workshop. I know I said this last time too, but i'm pretty sure we're almost sold out I suspect we will soon, and then I think we're probably going to do the next one in August or September or something. And just, I think we're keeping it to a year for now, but yeah, we are talking about doing these like little micro ones where call by call or warehouse, or I think that'll be interesting.

I don't know how I'm supposed to actually manage that. I how are you? How is your family doing? Doing like my real job? I don't know.

Jack Carr: I only run a 30 million company, but also I do these micro and macro. It's fun. Macro. Macro.

John Wilson: This is fun. Like it's, it's a lot of fun.

Jack Carr: Also DM John if you want us to do a 10, 000 person massive event.

John Wilson: We have HoldCo Conference coming up and this is our third year of HoldCo Conference. I don't know if we talk about it a lot on here, but like HolcoConf is this Hey, if you want to buy, if you want to acquire and grow businesses, like HoldCo Conference is cool. Check it out.

This is our third year and this, it's, fun to throw an event that like your entire freaking job is to spend a half a million dollars so that people have a good time.

And that's like your outcome is I just hope people have fun and it is fun. And, we ended up partnering with, Mike Girdley to run. HoldCo comp this year. So I have a lot less like responsibility on it. which has been good. It's been a lot of fun, but I really want to do a home service one. I want to do I want to do 500 fricking people in Cleveland or like Miami is probably Cleveland.

I don't know. And blow it up. I think that would be, I just think it'd be fun. It's fun to throw those huge events and have awesome speakers come in. And, yeah, I think it'll be fun. we talked about it for this year, but I don't think it's going to happen. I think it'll probably happen next year.

Jack Carr: My only request, if you do it, or if we do it, is that we do it in a ski location, just like you guys are doing with HoldCo. Oh my gosh.

John Wilson: Yeah, dude, HoldCo is literally, it's Sundance Mountain Resort. Like we're, the afternoon sessions, which are normally like, it's been mountain climbing and bowling and like how to cook.

This year, the afternoon sessions are literally skiing. It's so good.

Jack Carr: That's going to be so neat.

John Wilson: Oh man. It's so good. Yeah, it'll be fun. I do need to throw an absolute massive home service event. I think that'd be fun.

John Wilson: i think the advantage of throwing a really big one is you get to the price points get to be different.

So you can do 500 bucks or something and boom, let's go.

Jack Carr: Yeah. it'll be more of a community. Like it brings everyone together at an affordable rate.

John Wilson: Yeah.

Jack Carr: It's a good time.

John Wilson: Yeah. Sweet, man.

Jack Carr: Thanks for tuning in.

John Wilson: Check us out next week.