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John dives into the unexpected challenges faced by Jack while managing his plumbing business during an exceptionally tough week and figuring out how to scale your SMB. Rather than shying away from setbacks, the episode explores how these experiences paved the way for strategic decisions, including the bold move to transition their home service business into a seven-day operation. Listen and learn about the bold transition of John's home service business into a seven-day operation. Don't miss a beat – hit play and gain valuable insights today!
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John Wilson: @WilsonCompanies on Twitter
Jack Carr: @TheHVACJack on Twitter
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John Wilson, CEO of Wilson Companies
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Owned and Operated Episode #67 Transcript
This episode is sponsored by service scalers. So service scalers is actually a brand that I've used personally with our companies for a little bit over a year now, they've helped us manage our digital advertising. Frankly, they did a lot better than our last agency leads went through the roof and cost per click went way down.
Check out service scalers. If you're a plumbing HVAC or electrical home service company, that's what they knock out of the park and they did a great job for me.
Welcome back to Owned and Operated. Today, Jack and I talk about his terrible week. Frankly, he had a really rough week. Lost some team members, not great. And then we spent a lot of time talking about us adding weekends to our business. So we're going from a five day a week business with some people working on the weekends to adding full seven day capability.
What that looks like, how we're expecting that to change our business. We're excited, it's a really big move for our business. And it takes a lot of work at our size versus if we would have done this a couple years ago. So tune in twice a week. For owned and operated and stuff like this.
Welcome back owned and operated Jack. You had a terrible week.
Jack Carr: Yes. If you haven't seen my Twitter we lost half of our team. In the span of two days.
John Wilson: That's wild. Absolutely terrible. That's wild.
Jack Carr: On a smaller team, I think it's more common.
We generally float around eight or nine..
John Wilson: Like total team members.
Jack Carr: Yeah.
John Wilson: Gotcha.
Jack Carr: And so we drop down to four today.
John Wilson: What?
Jack Carr: No, five. Because that makes it so much better.
John Wilson: that's 25%.
Jack Carr: 25 percent or 20%. Anyway, whatever. Math. It's been a long week.
It's been a long day. Terrible week. We had that cold snap last week, which we got through, luckily. I couldn't imagine doing this last week on the first big cool of the year. But then we pushed into kind of some warmer weather this week, which slowed us down and in that slowdown we were planning on letting a tech go underperforming, having, just general issues that you sometimes run into with techs.
Not, average order was really low, wasn't converting sales, wasn't generating revenue. Yeah. He's just under producer. We had planned that and that's not a bad thing, right? We were going into the shoulder season. It was time. So we let him go expected, right? Little bit of a headache, not a big deal.
Then probably 30 minutes after that, I get a phone call from our other tech, another one of our techs Outstanding. And he got an offer so technically he's like an installer mostly, but does tech work. And he got offered lead installer position at a place that does about one to two installs a week.
That's it. And they're guaranteeing him the last 40 hours so he said, it was just too good to be true type of role.
John Wilson: As in he's going to do nothing,
Jack Carr: sit around full time.
Yep. He's going to sit around and get paid full time. And he has a bunch of side work. Most of these guys do. And so he's yeah, so if you need me to sub out for you I was like maybe not a good time to be bringing this up, we just couldn't, we can't match that. I did the math. That company's eating between a thousand and 1, 500 a week.
I think it's one of those situations where it's too good to be true. They're going to entice him in and then change it on the back end when it doesn't work. But they're really trying to get there. This is their second industry, right? So they're a chimney company and they're starting an HVAC and so they've already made it in the chimney business and now they're trying to expand out and so they have the funds to do it.
We'll see if it pans out.
John Wilson: Like how big of a chimney company.
Jack Carr: He was saying 15 mil.
John Wilson: Wow.
Jack Carr: Which I didn't even know that
John Wilson: I did not even know that you could do that.
Jack Carr: So I want to dig into that one day and really dive into the research.
John Wilson: That's fascinating. Like when I think of a chimney companies, we've thought about them.
One of my favorite things to do when we're thinking about buying businesses is instead of buying a pure play business, it's buying like just on the outskirts., I think that's fun and I think it's like interesting value. So like we've thought about like duck cleaning, like no HVAC, but it's a totally new funnel for flips over to our salespeople for equipment.
So we've launched a duck cleaning crew and we've looked at duck cleaning companies. No one's been big enough to be like worth the squeeze. but chimney was another one, but the problem is there's no chimney companies around where I am. That's bigger than one guy.
Jack Carr: Yeah. that's how I generally
view it as well. That's why I think it goes unnoticed. It's a background business. Those are one of the best to get into. If it really is that big mind you, this information all comes from, a tech that's leaving. So 15 mil, five mil, two mil, I don't know what they actually do.
Yeah. I would assume they're big enough though that they can eat that salary or that hourly
rate.
So yeah, we should talk about that though one day I really do want to dig into chimneys. SO the week doesn't stop there. It gets worse. It does get worse.
We have a little bit of nepotism in our company which was based on referrals, right? So one person referred another person who happened to be a distant family member. So they had some kind of argument. I tried to mediate. CSR and tech, and for some reason, both of them decided that neither won't work for us anymore after that.
I don't know if they felt that we handled it poorly. We just took a pure business approach, but both of them, which was a mediator, you know, I'm not taking anyone's side. Figure it out. This is a business, leave your home life at home. And both people were like you didn't take my side we're out.
John Wilson: That's wild.
Jack Carr: It was very wild.
I'll probably have to move back into the field for one or two calls occasionally but I'm full CSR dispatch right now, which happens. And then our service manager moved back to tech and we handled today.
We'll probably sub out most of our, install work. So this is just the bad part of the business. The good part of the business is we actually had a really good week. We are booked up every single day next week, for instance, so I think we sold 60, 000 today, so it's not that bad, but it's just, we need to get some good people in the right places.
John Wilson: Yeah. I think that I was talking to my wife about your predicament. And I just remember being that size. And like the thing that I hated the most was like exactly this. It was like the no redundancy where like teams were one people. It was one person teams. And like, we still have that we're a lot bigger and that didn't really go away like there's like key roles and that's just a key role and that's just what it is. You can mitigate it the bigger you get but even at our size, there's still roles like there's no backup to that role. And now I think that's the journey from 100 to 200 people is like redundancy, so by the time you get to 200, I think we have redundancy in almost every position that's not C suite.
Jack Carr: So does that redundancy look like additional headcount or just cross training for the most part?
John Wilson: Both.
Jack Carr: It's a mix of both?
John Wilson: Yeah, so a lot of it's like deeper teams, so like you're one CSR, you only had one, right?
Jack Carr: Yep.
John Wilson: Yeah, so that's a lot. Whereas, I think we lost a CSR today. She had some personal stuff.
Jack Carr: I got something huge for you. You're going to absolutely love this. Ready?
John Wilson: I'm ready.
Jack Carr: I looked at the date of hire on the CSR. No. No. Yes. How many days until quitting do you think she lasted?
John Wilson: Dude, 89.
Jack Carr: 92. 92. I got two extra days. That's what I was like. Oh my God.
John Wilson: It's real. I don't get it. I don't get it. And I think I don't know how to avoid it other than to lean in. And so I was talking to our business coach yesterday.
And he was like, he has a focus on recruitment. And I was like diving into that. I was tell me straight here. Am I running a bad company? Am I doing something wrong here? And he's like, honestly, no, like 90 days is what we see in every company, your size.
And I'm like I was hoping that you'd tell me I'm running a bad company so then we can fix it. It's real. And I think what I told you a couple weeks ago was like, at this point we just assume that something's going to happen and we just hire so every other week somebody starts.
It's a bummer and I hope her personal stuff ends up good. I have someone starting on Monday cause we just expected it.
Jack Carr: Yeah. I don't know how you would do that at a smaller size though. You'd have to like just expect that 90 days to put post and then collect resumes and pay the indeed, the 20 a resume and then just store them for a week and maybe interview them. I don't know how you do it.
But I'm trying something interesting on this one. I'm searching, I originally posted at around 90 days for a nighttime CSR, like nights and weekends cause I find that, maybe if we could supplement, I used to have a nighttime call, but it was really only texting.
She was from the Philippines, only did texting, only did messaging, didn't do actually any phone calls. So I was thinking about doing that again from 5 PM to 8 PM or 9 PM, just a few hours a day, and actually have her run the phone. So I'm toying with the idea of actually running full time remote global CSR.
I'm nervous, but I've gotten like some voice memos back cause I've been asking them all to send out a voice memo and I want to see cause the hard part of this is finding someone who is understandable and can handle situations when homeowners are really stressed out, like my ceiling's leaking, it's negative three and it's freezing.
You don't want them to be more pissed at you for any reason. And so somebody who can handle that nuance is what we're looking for. And that generally isn't, I shouldn't say isn't, it's harder to find in an overseas CSR. At least that's what I'm feeling.
John Wilson: I think so too.
Jack Carr: So we're gonna try it though, is where I'm going with that while we're recruiting for someone in the states. And we'll see.
John Wilson: I think this kind of tails into the topic for the episode. When I was talking to my wife about this, it was like, The only way to de risk, like what you're currently dealing with is to grow.
And that is literally it. That's the only path forward that you've got. Like that's the only thing you can do because the smaller you are, every single role is important and and it matters and like in the past seven days. We have lost, mainly fired, the same amount of people that you've lost.
Jack Carr: Percentage wise you don't feel it.
John Wilson: Percentage wise, yeah, so like...
Jack Carr: 4 percent of your company.
John Wilson: Totally. Yeah, like it's real, and it's not, this isn't me minimizing it at all, I just remember sitting in those shoes, and looking at a few of our team members, and being like, if you leave, I am screwed.
Like I'm royally screwed and in ways that like, I don't have your skill set and I have no path to get your skill set and I don't know how to recruit someone with your skill set. So that was some of the issues that we have and still have in some areas of the business. So the only way we could figure out how to solve it was to grow.
And I remember like sitting there with my dad, like a decade ago, being like, the only thing we can do is grow. That is it.
Jack Carr: It's a weird idea. It's Hey, we just lost most of our people. We actually need, we need to double in size in the next.
John Wilson: Triple quadruple. Yeah. Because it de risks so much of the business.
So if HVAC is that susceptible to shock or plumbing, your new plumbing trade, like you've got key man,
right?
Jack Carr: Speaking of that our key man today, that part of that 60 K was him selling to tankless. So I'm like, this freaking guy hungry.
John Wilson: that's crazy.
We're starting to sell enough tank lists that I'm trying to figure out how to do two or three of them in a day. And I think we're going to like work on that thing where you put them on a giant board. You prefab the whole thing in the warehouse, like a manufacturing and then you send it out to, I think we have to cause we are literally, we're installing three a week.
And we're installing five to 10 panels a week too. So we're thinking about without changing head count, how do we just get more efficient so we can put more output?
Jack Carr: Yeah, I mean we used to do that in facilities quite a bit as we, we call it kitting it. And we'd kit everything together prior and build as much as we could in shop before we sent it out.
Yep. Electrical specifically was very easy to kit, right? You build your electrical cabinet or whatever you need. I don't know if you really have that as much in residential. You might have some of it, but in terms of like commercial, you just get everything in shop and then. It's all prebuilt and then you just wire it up with the, main power at site.
Yeah. But with that, like going into to where my terrible weeks over and growing is what we're focusing on. That's what I've been focusing on this entire time is, Hey, how do I acquire somebody that will jump us to that next level? And you know,
we're close. I'm hoping by the end of this year um, I mean, we, we touched on this a little bit moving into from nights and weekends.
How are you guys doing nights and weekends?
John Wilson: Yeah, so we're not. We're doing it really badly. So we dropped on call, I want to say five, six years ago mainly as recruitment. I remember when I was a tech, on call was the worst. So it makes recruitment a lot easier.
Hey, you can make a lot of money here. You work 40 to 45 hours a week. And, hey, there's no on call. So that's pretty sick. And I think that on call... Current perspective, current job perspective coming from like a place of privilege with my business. And I understand that I receive it.
But like my current thought on call is like the poor man's version of just like running a larger business and like the, what it should be is it should be people shifts. That should just be people shifts. And if you're burning your guys 70 to 80 hours a week on their on call week or even like 50 to 60, I don't know if they have to come back to work after they went home. That's tough, that's rough. And so what we are trying to do is to build into our business a seven day a week capability. And the way it looks, like if you frame it like that, it's different than on call.
This is how we do business. So, It's been a gradual over the past few months. Suddenly we started like, we have a really great guy who is super hungry and he does a lot of water heaters. So he's been taking water heaters on the weekends for a while now. But that's like really turned into a thing like.
Yeah. 10 to 20 grand of water heaters a weekend. So like we've been building around that and watching that happen.
Jack Carr: What that's give or take if he's doing 10 KA weekend times, what, 52 weeks a year?
John Wilson: Yeah. Us unlocking weekends. Is that the math you're trying to do?
Jack Carr: Yeah.
John Wilson: If we unlock weekends, it's a $9 million top line change next year. . So like. juice is worth the squeeze.
Jack Carr: Yeah, exactly.
John Wilson: Yeah, it's a big deal. But like the way we have to add weekends is like, there's a lot cooking, right?
So we have to approach weekends in a very slow way. Slower than I would usually like to attack things. Like normally when I'm attacking problems we attack it. In this case we're building infrastructure first. So we've been working on it for a few months, but we've been getting our call center.
So in office call centers now open from seven to 10 at night. That's been a huge undertaking, like it's separate shifts, like even six months ago, our call center was eight to five and now there's three shifts inside that call center, seven days a week. So totally different experience inside our call center.
But now it's like, okay, now we're picking up those calls with our team members, not a vendor picking up those calls and now we have more control over them. And we really see how many leads we have on Saturdays and it's a lot. It is a lot. Yeah. And so now the next move. Is we're adding more weekend CSRs, we're adding a weekend dispatcher, and we're hiring in for weekend shifts.
Jack Carr: Do those look like three day a week, where they do Friday, Saturday, Sunday, or what's the...
John Wilson: Um, well isaac, who was just on the show he's been a really good thought partner in this because he's already doing this, now he has the benefit of just being in plumbing, where like... We're in four trades that would be doing this.
So it's a lot more complicated for us. But he has people on a Tuesday through Saturday shift and people on a Sunday through Thursday shift. And those are just their normal everyday shifts. And he has three on each of those shifts. So we're basically doing the same thing. So we have plumbing starting.
And like we're in early stages here. Where the next couple months is going to be hairy as we like recruit into these shifts. But our first weekend electrician starts in about a week and a half. He's Sunday to Wednesday. And then we have, already have plumbing sales covered, we're adding plumbing install, he starts next week.
That way we can actually install those 10 to 20 grand of water heaters while it's happening. And then we're hiring her tomorrow, our HVAC service tech for Wednesday to Saturday. Our installers currently are down to do Saturday installs, it's just OT. We'll have to figure that one out so we don't burn them.
It's a lot. So like by probably the end of the year, we're projecting a 20 person total all in team for weekends and that's service sales, install techs, back office infrastructure, dispatchers, parts runners, like we have to be a fully capable business on the weekends.
Jack Carr: That's interesting how you guys are setting that up. It's smart because you can't really, I'm just chewing on ideas in my head right now, how you would switch it over. You can't really switch a hundred person team, or even if, you don't have a hundred techs, but a sixty tech team.
Or you can't swap everyone over, overnight to four tens or anything like that, cause that would burn a lot of the team members. So Hiller is our local big company who does quite a bit in Tennessee in general. I think most of the South actually. And they have I think four tens and then they run a 310 schedule Friday Saturday Sunday And then Monday through Thursday, and so they almost have two separate, distinct Teams that they run.
I see their signs all over like work here three days a week Good. If you like that, the weekend shift picking up some extra hours.
John Wilson: Yeah. That is not bad. So it's Friday, Saturday, Sunday.
Jack Carr: I think it's Friday, Saturday, Sunday.
John Wilson: And do they get paid for 40 hours a week in that 30 hour time period?
I don't think so. Or is it three twelves?
Jack Carr: It might be three twelves on the weekend just to get hit them that 36 to get benefits.
John Wilson: Yeah. See, I can be into that. So we're experimenting with this a lot. We're trying to get something that makes sense. Yeah. The current one that I'm running with again, I got that from Isaac.
I think that's really good. The way we have been hiring call takers is Friday through Monday. We really like that because it's a handoff. sO the dispatcher is going to be that way too, and the install coordinator, like that whole team. It's going to be a handoff from the Friday people, that way Saturday launches smoothly, and then a handoff back on Monday, so that way Monday launches smoothly.
Jack Carr: Yeah, and honestly, the culture building sounds like it would be significantly easier rather than having two separate I don't want to call them competing, but inter business teams versus to have kind of that crossover on those Mondays and on the Tuesdays. Would be much nicer, right? If you're having morning meetings and whatnot. And so, how are you handling management on the weekend?
John Wilson: We're going to hire a manager. It's going to be its own team. I mean,
this is like, It's a big investment. Right now, we're in the pushing a boulder up the hill phase We're like this is a structural change to the organization. This is launching a new business
Jack Carr: Do you recommend not running on call as a smaller company or like what's your thoughts on that? So we run on call everybody hates it. You're right I mean nobody likes it, but it's just expected and we pick up decent amount of work on the weekend
John Wilson: My take is oncall. This is back to recruitment. Yeah, no, that's what I'm interested. You don't recruiting right now, . Yeah. Like oncall is a detriment to recruitment. Now. People do expect it and you're right, but you know what they don't expect is no on-call. . So when you're like, hey, you get pull, you get paid full freight and you don't have on-call, you don't have a forced on call.
People are into that. And what we've found over the years is there will always be someone or multiple someones that want that overtime. They want the sale, they want the flip, they want the whatever. So they're gonna do it regardless. You just have to give them a vehicle to do it. But I have found that it's easier, way easier to recruit without on-call. So what we do is the only on-call that we have is HVAC during the winter for health. Like we don't want somebody to die. Yeah. And they're like, our member, they're a part of our membership program, . 'cause we didn't go out. Yeah. That would not be great. That's the only on-call that we have though.
Jack Carr: I'm gonna have to think about that. I'm gonna chew on that. Definitely. Because you're right.
John Wilson: We got rid of, remember about your size. Like I think. Maybe a little bit bigger, but it was early on, we got rid of it.
Jack Carr: Yeah, like I said, I can always think of somebody who's willing to work a weekend for some extra hours or some extra money. And we're not having 9 million in calls either, so it's really, we're picking up 3 or 4 calls a weekend or, a night, and so that's definitely somebody who's hungry enough and wants, 100 percent six hours of time to try and flip something else.
John Wilson: So for perspective and I don't know what the right number of calls is to like start thinking about building this into your business, the seven day capability but
I think that is the way to think about it is seven day capability. Are we a seven day a week business? Are we a 24 7 business? And if we are we doing it in shifts? Are we doing it on call? And I think if it's on call, it's probably wrong. Like I think there's an industry expectation, but I think if you want to do it right, it should be a shift and obviously that takes scale.
And I don't think that happens at 10 people but I think looking back. We could have done it at 50.
Jack Carr: That's what I was going to ask, is at what point could you have swapped that over and capitalized on a percentage? Obviously when you're at 50 people it wouldn't have been 9 and so forth.
John Wilson: We tried to do this back in like 2018 2019. 30 some people. And what we struggled with at the time was what we're focusing so hard on right now, is infrastructure. So there's no dispatcher so, that guy's day has to be fully booked going into the day. If something cancels, he's out.
If he's not fully booked, he's out. So we just didn't really end up being a win for us. And we shut it down. We couldn't keep him busy. And now, I'm like, okay he just needed support. He needed administrative support. Someone to... Pull his calls up, do call aheads, take new calls, book P1s and P2s on him.
And that would have landed, but I didn't think or know of that stuff at the time. So that's why we're focused so hard on that now. Because even without having guys to run the calls, having people to pick up those phone calls, we get a few hundred phone calls a weekend. It's worth us investing in the payroll to answer those phones, even if we're just scheduling it for Monday.
Just so it's a better experience.
Jack Carr: Oh man, I bet your Mondays are packed.
John Wilson: Dude, Mondays are crazy. And that's how it's always been, that's one of the scary things for us, is like letting go of coming in knowing Mondays, all, Mondays always gonna be okay.
Jack Carr: Nobody has to worry about Mondays. You're gonna be absolutely fine.
John Wilson: No one ever has to worry about Mondays, cause we're gonna get drowning calls over the weekend. We're gonna lose a ton of them. But Monday is going to be okay. And now we're saying we're not going to lose a ton of them. We're going to do 9 million in weekends next year.
So like, let's do it. Let's go seven days a week. So yeah we're pumped, but we're in the difficult part. We're like, we don't have anyone regularly on that shift. So now we're hiring, or we're trying to convert people from inside the organization. We're saying, Hey, do you want to move to the shift?
The selling proposition is it's more P1s and P2s high priority, high urgency, high average orders. So like for the team. The juice is worth the squeeze. We're not going to be scheduling maintenance calls on Saturdays and Sundays. If we're going out to a job, it's an urgent high ticket job.
Jack Carr: Yep.
John Wilson: So that's the advantage for field professionals as they come in.
Jack Carr: Yeah, man, I love it. I think that's going to be awesome to watch and see it implemented because like I said on call sucks, and so I think that at some point, there's a realization that switch needs to happen.
John Wilson: It's as soon as you have the infrastructure.
Jack Carr: It's really as soon as you get the call demand as well, too, right?
John Wilson: It's call demand, yeah.
Yeah. Can you support a call taker slash dispatcher, which at your size is the same thing, and do you have the call volume?
And like, all it takes for call volume is one three, four calls, and that's a tech. For perspective, we get 140 every Saturday. We get a ton of calls. Well, Of those 20 people, I don't think all of them are techs. I think it's more like two to three sales techs per trade, two to three installers per trade, and then back office, which is going to be like five people, manager, one to two dispatchers and install coordinator call takers.
Sweet. So it's like a full thing. Yeah, it should be really interesting. We're excited to watch it go. We're like finally getting over the hump. So all the new people that we're bringing on, we're basically exclusively recruiting for weekend shift at this point. So that has been starting to get traction now because everyone coming in, like you are just working, that's one of those days you're on shift.
So it's like finally starting to take off. So we're excited about that.
Jack Carr: Yeah, that's neat too. And I feel like you could do, right? So my first job was facilities manager at Frito Lay making chips, right? Running chip lines. And you had to start on third shift. And then you'd work your way back onto the first shift.
And so I'm wondering, too, if there's somewhat of that, where you start some of these guys. I don't even know if it's seen as, though a lesser quality shift. Because like you said,
if I'm coming in and I'm hungry, I'm priority stuff. It's all high priority. Yeah. You're not, you're never running a maintenance.
John Wilson: You're never running a tune up. You're never running low priority stuff. Yeah. You're running no heats and no cools. Yeah. So It, I don't know. It's going to be interesting. Um, what is funny like we sell a lot of water heaters on Saturday. Like it's a lot.
So we're expecting roughly that. So we're expecting like almost a full sales day with a third of the people because everything is P1.
No idea if that's what's going to happen, but that's what we're hoping.
Jack Carr: I'm very excited to watch because I find this weird. I don't know if you found it as weird either. When you were growing a while back, but call volume drops on the weekend. I know we've talked about this in other groups and on Twitter.
We see significant call volume drop on weekends and I'm always so confused by that cause everybody should be at home when you're noticing like this stuff's not working. But it's the opposite is like I said we get maybe four or five calls a weekend Yeah, and we'll get 12 20 30 on a Monday or Tuesday.
John Wilson: Yeah ours It's the same and like Sunday is significantly lower than Saturday. So I think a lot of that's messaging So once we go seven days a week, and once we like are feeling comfortable with our capability, like we're going to blow that up.
Jack Carr: Yeah, that becomes a matter at this point.
John Wilson: It's going to be on every, it's going to be on every billboard, it's going to be on every TV station, it's going to be on every radio, it's going to be in every mailbox. Like everyone's going to know that we're seven days. So I think it's going to be interesting to watch call volume change. Because right now, yeah, it's 100 to 140 on a Saturday.
And Sundays are like 30 to 50 phone calls, so like really big drop. But if someone's calling on a Sunday, like random people call on Saturdays. So like of those 100 to 140, a lot of them are like customer requests or call back from Fridays. Hey, you guys were out here yesterday. I have a problem or I want to pay my bill.
Like they just assume it's a normal, like accounting is in the office, um, business day. Sunday, there's a ton less, which makes me think that Sunday is all high urgency because it's. Yeah, it's all just these 40 to 50 and oh, we can't get out there till tomorrow.
Jack Carr: We call our normal company and they didn't answer.
So now we're calling you or something like that. That's what we see a lot of. I'll put you on that one and we'll have to revisit this because I think this is going to be interesting moving forward.
John Wilson: Yeah. We'll come back to it in a month. We'll see what happens. I'm hoping like . It's what eight to ten days depending on the month. We're adding eight to ten days of revenue depending on the month.
Jack Carr: No, I'm, this is crazy. That's awesome. This is like wild. That's right. The messaging at the end of the day is gonna drive. Yes. I didn't think of that before but.
John Wilson: Yeah, if people don't know then they just sort of assume. Whereas if you can become that company Like that's good.
Jack Carr: It's an angle for sure.
John Wilson: So we'll follow up in a little bit. That's our plan to go seven days a week. I don't know kill your on call recruit more people
Jack Carr: I'll let you know when we start recruiting because obviously we're in the midst of it now I'm gonna I'm gonna try that saying there's no one call and see what happens if we find out
John Wilson: their eyes light up Is what happens? They're like, oh seriously
yeah. And you're like, yes I am. Alright, thanks for tuning in to Own and Operated twice a week. We're dropping eps. Hit subscribe. Let us know what you want to listen to. We've been getting a ton of great feedback, so we're excited about that.
But yeah, if you've got requests, send them in. You can find us at Wilson Companies on Twitter, and I don't even remember your handle. It's confusing.
Jack Carr: @thehvacjack It rhymes. How do you forget?
John Wilson: That is actually a lot easier than I remember it being.
Okay. All right. How's it going guys? Thanks everyone.
Thanks for tuning in to Owned and Operated, the podcast for home service entrepreneurs. If you enjoyed today's episode, please hit the like button and subscribe to the podcast. If you have any questions or topics you'd like us to cover, feel free to reach out. You can find me on Twitter at at Wilson companies.
I'll see you next time.
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