Dylan McCabe 0:00
limitless roofing Show Episode Number 34. Welcome to the limitless roofing show. My name is Dylan McCabe. And in every episode, we give you a seat at the table as we talk with owners and CEOs of roofing companies in industry experts so that you can break through the limits on your own leadership and business. Now in this episode, I’m going to be speaking with Paul Reed. He’s the owner of Northwest roofing and they have done 10s of millions of dollars in residential and commercial roofing, and he is going to talk about how to make that transition. And he’s also going to talk about the commercial roofing Academy. I’m going to be asking him some very pointed questions about how to get into commercial what size jobs to do, what are the biggest mistakes the costliest mistakes people make is they make that transition and more. And I think it’s going to cause you to want to reach out there’s, there’s just a lot of great information in this episode. And I really think it’s going to give you the fuel you need to the fire to, to surround yourself with the right people if you’re going to make this transition into commercial roofing as a new line of business. And guys, I just want to say that if this is an encouragement to you, if these resources are helpful to you, please do me a huge favor and rate and review on iTunes, I would love to hear your feedback. If there’s a specific episode or a specific topic or something about the way we do this show that’s helpful. Let us know you know it’s a it’s a free service we offer. And it will definitely put wind in our sails to keep it going. And it would just be a huge favor to me to help us get the word out and rate and review it on iTunes. I would love to hear your feedback. And please share with others. One other person if you think this would be helpful so that we can reach people with this free resource. And I want to encourage you to join our community too. We’re trying to build a really unique community on Facebook, we have the limitless roofing CEO group on Facebook, it’s really just for owners and key executives. We don’t allow any advertising. We don’t allow any spam. I take down posts every other day because people don’t follow the group rules. It’s really meant to be a community where leaders sharpen one another leaders ask questions of one another leaders rely on one another. And we’re trying to build a really unique community. Unlike many Facebook groups out there that are just full of videos and links and self promotion, we want a place where leaders Connect. So I want to encourage you if you haven’t done so to join our Facebook community to have a unique leadership experience there that will help you in your own journey. Alright guys, thanks again for joining us. And let’s get into this discussion with Paul Reed about how to transition into commercial roofing. All right, Paul, thanks for joining the show, man. Thanks for having me. I really appreciate it. Yeah, so I’m looking forward to this because you guys are doing something really unique you have obviously a background in roofing is the owner of a roofing company, you’ve been very experienced in commercial roofing. And now you’ve teamed up really with some some very unfilled influential people in the industry to create the commercial roofing Academy. So really looking forward to getting into all of this. And I want to get into your background and all that before we dive into all that I just want to take a minute to thank one of our sponsors. You know, our goal at limitless is to have people like you on the show, Paul, and it’s also to really partner with with some of the most effective people in the industry. And all of us in roofing have to use attorneys at times. And so I want to thank one of our sponsors, which is daily in black. We’ve sifted through a lot of different legal firms, and we decided to partner with Dalian black. And the bottom line is, you know, the insurance companies can use their tactics to delay defender deny. And when that happens, you need an 800 pound gorilla in the courtroom with you and that’s Dalian black, they have an impressive track record, and the experience to back it up. In fact, they’ve never lost a case. They even helped draft the Texas legal code. And they take things to litigation more than any of their competitors. So I want to encourage any of you out there listening to this or watching this. If you need to bring that 800 pound gorilla to the courtroom, you need to call daily and black you can call them at 833-574-5677 or you can just go to daily black.com and you will not regret that discovery call, you’ll be so glad that you took the time to link arms with them. Alright, so having said that, we’re also excited to use this as a platform for you guys, Paul. So before we get into all the really, really neat stuff that you guys are doing, who are you? What’s your role at your company, stuff like that.

Paul Reed 4:51
Thanks, john. So my name is obviously Paul Reed, one of the owners of Northwest roofing here in Denver, Colorado work in a few different states headquartered out of Out of Denver, the other partner named Tom brown partners for I believe, about eight years now. And we became one of the larger commercial guys kind of being in definitely in our state and kind of time to expand that across the country. So, you know, just based here in Denver and transitioned out of the rental world, and got more into the commercial world the last five, six years.

Dylan McCabe 5:27
That’s great. And so when you when you decided to expand into commercial, what were you thinking? I mean, why, why did you want to go from being a guy doing most of the residential to commercial?

Paul Reed 5:40
You know, it’s a great question, we were very successful residential come, you know, we were doing from two to 3000 residential roofs a year. And, you know, we we did well with it, we had a good reputation and a good name. And to be really honest with you about Sears, if I woke up on January 1, as you’ll we’ll probably talk about a little later on, I’ve been sober for coming up on 14 years, but I woke up on January 1, six years ago, and I was just really kind of sick to my stomach, really, with the kind of impending doom of going, I don’t know, if I could rebuild the company, again, this year, I don’t know if my heart to do that. Because in the residential world, residential mindset, you know, you just go crazy to your lock in December 31, you go to bed, and you were successful. And you know, you did, you know, 10 2030 $40 million worth residential roofs. But when you wake up January 1, you’re at zero, and you basically got to restart your company, and you’ve got to build back again, and you got, you still have the same overhead costs, you saw these costs. And I just, I didn’t have it in me anymore. And we did enough commercial stuff. But I knew at that time that you know that that process was going to be a three, nine month 12 month process, you know, kind of work in your pipeline. And so knowing that we could come into the next year without a pipeline built up, that was a little more appealing to me, because I really just felt like, you know, if I could go into next year, you know, at that time, I don’t think my thinking was big enough. But I thought if I could go into next year and January 1, I can $15 million pipeline, you know, man, that’s a lot of stress off, because at least I know I’m there. And you build up to that. So that was really the start of why we transitioned out of the residential world.

Dylan McCabe 7:22
And so when you did that, I’m sure there’s guys listening to this guys and gals watching this. And they’re thinking, you know, that’s great. Paul got into commercial, he’s a successful guy. And by the way, congratulations on that milestone and dedication to sobriety. That that’s a challenge in and of itself. And I just congratulate you on that. And so, but I’d like to deal with a couple of objections that may be in the mind of people watching this, they may think, you know, what, I don’t have the time to get into commercial roofing, there’s a huge knowledge gap between where I am today, and where I would have to be to be successful with that I can’t avoid I can’t afford to make costly mistakes. And I don’t have the time to be educated to train somebody and all that stuff. So let’s address the big the big obstacle of time, how do people address that? How do they transition into commercial roofing and, and not have to start an entirely new business?

Paul Reed 8:18
You know, it’s all gonna come down to your mindset, man. It’s all about a mindset, though. So here’s, here’s a great example. I made a Facebook post a couple weeks ago about investment. You know, right now, the big thing when you get on Facebook, every roofer in the world, it seems like they’re investing, Bitcoin and aetherium and all these things, and they’re, you know, they’re big, and they’re just killing it, they’re investing it, there’s a fact, not one of them, including myself have any idea what the hell you’re doing, you’re just, you heard a buddy made a little bit of money, and you put five grand in 10, grand and 100 grand and your money and you think you’re a genius, because it doubled overnight, had nothing to do with you. But you’re like, Oh, I’m investing, you know, the smartest guy in the room. So here’s what I know, here’s one thing that I can control, I can control myself. And I can control an investment into myself, who’s the one person I trust more than anybody in the world? myself. So what can I control? What can I invest into? So I looked at it as an investment into myself and into the company and back into the business, I wanted to invest into something that I can really control. You know, there’s, people make a lot of investments all the time, you know, on the stock market and things like that, but none of us can control we we lose our vote. And maybe I’m greedy, and I like my money too much. And I don’t trust other people to control it. So that was the aspect that I really thought, here’s something that I control. So to me, it was an investment. So now we start looking at talking. Now that’s when we get into our mindset and we know that the reality and residential route of being backed is today here in Denver. Even though there hasn’t been a storm in the last like three or four years. I could walk out this room. Today, I can go knock on doors today, and I could probably sell a residential, which probably about a 95% chance that I’d be able to do that. Today’s Tuesday, I’d be able to get the adjuster on Monday, they’re going to buy the roof, I’m gonna have the paperwork back. But in about two week process, I’m going to have that roof $15,000 roof, we’re going to roof it, blah, blah, a month were paid, right? So I know I could do that commercial world, I also know that it’s going to be three months, minimum six months, probably more likely, it’s going to be nine months, maybe even a year. So you have to believe that this is the investment I’m going to make. So on the timewise most people they mismanaged their time. When you start talking to most sales reps, you ask them well, why? And they say, well, they’re my goal. This month, we’re going to go back and residential, my goal this month is I’m going to sell five deals, I’m going to sell 10 deals. So my answer my Why do I ask them? My question then is, what are you doing the other 25 days a month? Okay. And that’s even how a lot of owners that own companies, their goal is like, well, we’re gonna try to do 20 roofs this month? Well, what are you doing other days? So there’s time, we just have to be able to do a little bit of time management, kind of understanding numbers, until you understand the numbers, you’re not going to be able to actually manage your time know what you’re really going for?

Dylan McCabe 11:24
No, it’s so good. You know, a lot of times you’ve heard the old saying, if you want something done, ask someone who’s busy. Because people that are busy and have a lot of responsibilities have been forced to learn how to manage their time to be proactive, instead of reactive, to schedule their calendar based on their goals, 90 day goals, annual goals, etc. And so I think like you said, it really comes down to, what do you want to invest in? And then how are you being proactive to set that time up weekly, monthly, and so on, I think that’s great. I think basically, if you want it, you’re going to go for it. And it just depends on what we want. And so, so let’s get into so with Northwest roofing, you guys do have done a lot of commercial roofing and, and you’ve grown that, and you’ve been successful at that. What made you want to start the commercial roofing Academy? Tell us about that, who you teamed up with? And why, why did you guys decide to move ahead with that?

Paul Reed 12:25
Yeah, that’s a great question. So again, when whenever we started out on our path to you know, transition to the commercial roofing worlds, there was really nowhere, you know, that you could go and learn about, you know, Commercial Roofing, there was, you know, the industry was really kinda fractured. And, you know, you really could call up your competitor, or even your friend and I what’s what’s really going on, so you have anywhere to go. And when we started, so, we we just kind of figured it out on our own, we made a lot of, you know, could have been fatal errors, you know, we paid what I like to talk about a lot about is dumped x, we paid hundreds of 1000s of dollars down. So over the last, I’d say two, three years, I’ve done a lot of private consulting, you know, where different roofing company owners will have me come in and talk to them about, you know, just what they have going on, and really just kind of fine tune their company. And so, really, since then, a lot of it goes, Well, why why aren’t you teaching more about the commercial? end of it? And I was like, yeah, you know, I just don’t have time, blah, blah, you know, whatever. Steve Patrick actually came to me about 18 months ago, and he said, you know, we really should look at putting together an academy. And we could bring this out into the, into the industry, there’s a need for it, there’s no one really doing it, you know, with with our knowledge and who we are, as people, you know, I think it’d be really successful. And I think we provide a great value to the industry. So we get around for a little bit. And you ended up bringing in Jonathan Sherwood as well on there. So he’s been a huge part of that for us. And so that was kind of the start of it. But really, just because of, you know, people ask him, you know, maybe you should do this and, you know, where my wife is also a partner with us in there, Kimberly. And so over the last year, we’re kind of empty nesters now, so I have a little bit more time and to be able to do that. So timewise it was it worked out well for us. And then also, I’m a big believer in giving back to the industry. That’s that’s really my biggest Why is just really just being able to give back. There’s a part in in a that talks about unless you’re willing to give it back, keep what you have. And so this industry has been so great to myself, my family and you know, 10 more people. And you know what a better way than just to be able to bring this out show people hey, here’s the mistakes I’ve made. I’ve already made that mistake. You don’t need to make mistakes Come in, come in for this two days class, and then it’s going to be a year long deal. But quick two day quickstart had this, you know, show you how we did it, we’re going to open up the playbook and exactly what we do. And we’ve done it what we continue to do this day.

Dylan McCabe 15:19
That is so cool. You know, it’s really neat being as a podcast host, I get to talk to a lot of guys in the industry, that have varying degrees of influence, that are doing different things, you know, adding value, equipping people in all different ways. And I was really excited about this, because I don’t know anyone else that is doing this. I don’t know anybody else is saying, look, you want to get into commercial, we’re going to show you how we’re going to surround you with other people doing it, we’ve done it, we’re going to have some in person training, we’re going to have ongoing training for the rest of the year. And it’s going to be a transition process where you don’t have to pay the dumb tax. Because I know guys that are doing other things in commercial, whether it’s sales, training, or whatever, but nobody’s really doing this. And I think a combination of you and Steve Patrick and Jonathan Sherwood and other people, you’ve surround yourselves with such a unique group of people, I’m really excited to see where it goes. And it’s in line with with our heart to it limitless, that that’s why we do roofing CEO groups. Because if you get just 12 people in a room, twice a month, or once a month for 90 minutes to say, Hey, you know, we’re having issues with onboarding and hiring one of the other of those of you in this group done that’s that’s worked really well, we’re struggling with turnover, can you shine some light on that when you bring people together, great things happen. And a lot of guys are just out there operating in isolation. So it’s, that’s a dangerous place to be. Yeah, absolutely.

Paul Reed 16:50
And so, in the last, since we started, you know, first a year, you know, we’ve got companies that are doing, you know, $800,000 a year to companies that do $40 million a year, you know, already in commercial and so, just really the synergy of the room and being able to talk to, you know, and now guide, going through it, I learned every day, you know, I learned from guys that are doing $100,000 a year, I learned from some of the bigger guys in the industry. And it’s about you know, just getting yourself putting yourself out there and actually, sometimes just shutting up, you know, that’s, that’s the problem is a lot of sales reps, and even company owners, especially company owners, actually, excuse me, we have type A personalities. And we don’t want to learn from anybody. And we don’t want to admit that this guy may have a better idea than what than what we do. And one of the things that I teach about is, you need to just shut up for a minute, just listen. You know, like, if everything was as great as you say it is, you probably wouldn’t be here, you probably wouldn’t be asking anybody for help. So why don’t you just take this opportunity just to close your mouth just for a few minutes and actually listen, and something that I practice myself? You know, I shut up and I listened to when someone else is talking, because if I could take one little nugget out of somebody else. Yeah, that just made me that much better.

Dylan McCabe 18:14
That’s so good. Yeah, the wisest person in the room is usually the one asking the best questions. So let’s get into some of the things you guys cover and and talk about why and what people can learn as they work with you. And I’d like to kind of start off asking, you know, what’s the best way if you’re going to, if you’re going to do this, and let’s assume somebody is going to work with you guys. What do you help people to do from the get go if they want to start a commercial roofing division?

Paul Reed 18:46
Man, so the very first thing is stop the residential mindset. Okay, so we got to stop the residential mindset. One of the things that it’s it’s a weird concept, but here’s, it’s, it’s true. Most guys do not realize how big a company they’re actually right. Even a guy that’s doing a million or 2 million or $3.3 million a year in revenue, that’s his company. That’s a large company, it sounds like the percentage, you’re in the top 1% in the entire world, if you have a company that’s doing over a million dollars a year in revenue. So the first thing you have to do is recognize that you’re in the top 1% of the world at a $1 million, your company. And so honoring the fact that that’s that’s what you have, and realizing that because this is this was sad. We woke up one day, and we were I think we did about he was about 24 million, something like that. We did about 24 million that year. And I’m sitting there with my partner, and we were talking about something and I go, do you realize we’re not a mom and pop company? And he was kind of like, What are you talking about? And I said if you look at how we’re running our company, We’re running as a mom and pop store, and we’re doing $24 million a year. And so you can really get all the way back to someone that’s doing a million dollars according to the percentages, right? And what and so he’s like, What do you mean? I said, Okay, who does our books, the lady that does our book, she has worked for us for a few years, and she’s one of our sales reps. You know, she really had no formal training, and she did a good job, I’m not knocking that. But she had no formal training, you know, in accounting, right, she just kind of knew how to classify a lot. We had one guy that was like, in production, that he sat behind a desk all day, just sending out orders to beacon and then you know, sending some orders to the deal. We’re not really professional in the way we dress. You walk into our office, and you’re like, this is not a $24 million a year office, not meaning that it was grandiose or anything like that. But just like, we’re not professional, ladies, that’s from the phone. She says like, Hello, you know, it just, it wasn’t a professional deal. And, and we’re running a $24 billion a year company. And so I teach from the beginning, you have honor and respect who you are and what you’re doing. Even if you’re doing a million dollars a year, you have to you have to treat this it’s not a mom and pop deal, we get to a certain point. And we need to have a CFO, right, we need to have a CEO. And so we’ve got it, we’ve got to change that mindset of like his most people, it’s so damn easy just to get into roofing and open up a roofing company and go sell a million or two. Right? And we forget what we’re actually have. And we honor that. So we’re gonna teach we teach that from the very beginning. Who are we as a company? Okay, so this is where a residential company, we need to own who we are right now. And now we need to learn and we need to figure out like, Well, where do we want to go. So at the very beginning, and we’re going to start at that, we’re going to start and we’re going to, we’re going to figure out who we are as a company and where we want to get to, and then we’re going to honor labs. So that’s what that’s where we start. So the residual mindset that goes out the door with the residential mindset, in the residential world working scenario, something happens I screw up Mrs. Smith’s house, guess what it’s going to cost me, it’s going to cost me about five to six grand, if I screw it up really bad. And I have to go in, I have to rip the whole roof off. And I have to put a new roof on and cost me five or six grand. So that’s not bad. We could all afford that. You know, we have a roofing company that’s not going to kill us. But guess what? I get in the commercial world, and I go out and I sell a million dollar deal. And I sell this million dollar flat roof. And I screw it up. How much is it gonna cost me 600 700 800,000. So we can talk about that, that residential mindsets, all the way we have to protect our assets, we have to watch our money we know our money, we have to understand numbers truly understand numbers, I need to know exactly. You know, because when you do a residential job, you just turn it in. And some of those will how much for it’s like, I don’t know, it’s like 350 a square, that’s good roof. But we’re in the red, we’re in the Christian world, I have to know exactly what my costs are down to the penny, I need to know within 1% what my heart costs are going to be before I even turn this job in. So that’s the beginning that is getting rid of this residential mindset. And that just goes back to we’re not mom and pop. We’re not a mom and pop store. Even if we’re doing a million dollars a year. We are actual company. And so that’s that’s the start.

Dylan McCabe 23:35
That’s good stuff. Yeah, you really, you really have to shift from somebody who’s got like a startup business to start thinking like an effective CEO. And take things to the next level. Business wise. That’s good stuff. So once you get into that, and you decide, okay, I want to start thinking this way I’m going to, I’m going to take the steps to go there. One of the things that you guys teach is business development. And we all know that sales solves offer without a sale, nothing else happens. Without a sale, you can’t sustain anything. So you guys teach business development. What would you say is the biggest key to business development and Commercial Roofing,

Paul Reed 24:16
consistency and follow up, consistency and follow up. You know why most roofing sales reps fail almost industry? There’s a couple reasons. One is because a lot of them are lazy and don’t understand the numbers and don’t understand that, hey, if I talk to 100 people today, I’m probably going to sell a couple deals which you know, couple 1000 whatever, but they don’t understand their numbers. Secondly, is the follow up. You’ll go out and meet with Mrs. Smith you know in the residential world meet with her and call her the next day and you don’t you might call her next Wednesday and then you kind of forget about it like that’s that’s the reality how most people do. And then again, that’s how most people do even in the commercial world when we start talking to property managers, property owners. You know, real estate agents, things like that their follow up, really. So the first thing that we’re really we’re really hitting on is being consistent. How do you be consistent with that? You know, that’s time management that’s run in your calendar run in your schedule. The next thing is really, how do I stand out? You know, how do I separate myself. So again, going back to why we made the transition from the residential roofing company to the commercial is, you know, over, you know, 10 years ago in Denver, when we went out into a storm, you know, we would have one block over here, and it would be nor district, the next block or would be like interstate route, the next block over the metro. Next block would be total home, like you just kind of that was your areas. Now I go into a residential neighborhood in Denver, there’s no sounds like 6000, roofing companies in Denver, you know, where there used to be, say, 1000. So how do I stand out? So that’s going to go back into the commercial world, because we’re gonna eliminate about 5500 contractors that do residential, they don’t mess with the commercial stuff. So I’m only competing against a smaller group, but they’re usually better companies a little more refined. So how do I even send out a little bit more? So a lot of people make the mistake of going, Hey, you know, hey, we’re masterly with jF or Hey, we’re Platinum with Owens Corning. And yet, we’re with jF ourselves. And we have a great partnership and a great relationship with them. And they help us out a ton. But they don’t really help me separate, right? Because I have baster elite, that doesn’t mean shit to the property manager, they could care less. So we’re going to talk about how do we separate ourselves from these different people we’re going to talk about, hey, the average guy when he stops and to take property manager, you know, they bring a box of doughnuts. We don’t bring doughnuts, right? Because everyone else does that the other 99 people already did that. So how do we stand out? How do we build the relationship that they see that we teach? And the biggest key to my success has been, I honor my partnership with everybody that I’m in business with. So I have a partnership with my manufacturer, I have a, I have a partnership with my supplier beacon, I have a partnership with my property management company, the gray starts of the world, I have a partnership with a partnership with because and we want we want to go in and we want to actually listen to them. And we will learn what what are their needs. Because even though as a roofing sales summary, I think that everybody in the world wants me to come in and replace a roof. That’s the last thing that they want. They don’t want to replace the roof, they don’t want to spend a million dollars in their capex money having business, they don’t want to have to put in insurance claim. So what does that mean? So that means I’m going to come in, I’m going to figure out a partnership with them. And I’m going to service them and I’m going to do repairs, I’m gonna do maintenance, I’m gonna do all these things, to where I’m a partner, over the next 20 years with them. And when they they need, who are they going to call, they’re gonna call me because I’ve been a partner with a bra these years, instead of walking in with a box of doughnuts saying, Hey, I’m here to replace your roof. They don’t want to know that they don’t want to hear that. They want to partner. So that is one thing. I know, my students at the commercial roofing Academy, you get sick of hearing me say, partnership, partnership partnership. But you know, the guys that listen to that and paid attention, they’re now calling me back going holy, moly, the project man, when I truly understand what a partnership is, looking at what we’re doing, and we’re signing these contracts, and we’re making these maintenance agreements, and we’re, we’re servicing this customer. So that’s, that’s a big one.

Dylan McCabe 28:46
That’s good stuff. I mean, you’re really thinking long term about the relationship. And we all come across people who you can tell within the first 10 minutes or so that they’re really more concerned about what they have going on than any kind of partnership you could form or how you guys could help each other. They’re they’re really looking to see how you could help them. And sales reps do that all the time. When they walk in, like you said to a property management company to drop the donuts off. They go in and from from go, everything they say and do says I’m here for me. And when you shift that make it the opposite that hey, I’m here for you. You’re on a journey with its own challenges as a property management company or whatever it is. I want to make that easier. I want to I want to make your job easier, in any way possible. Totally different situation.

Paul Reed 29:35
Yeah, exactly. And they appreciate that, you know, they, they want to talk to the easier you know, they they want to know that when they call me that I’m going to show up I’m going to do what I said I’m going to do, you know they they watch for the consistency because you know a lot of companies have joined the different associations, the apartment associations and cis in the world. Everybody went and spent 1000 bucks to go to that have To do all these things, and here’s what happens, you’re not going to get business off of that the first time that you go, you’re never going to get any business off of it. Because you haven’t been on you haven’t been consistent. So I promise you, if you keep going to all those events, and you can keep up with the investment to go to all those events, that you’re going to get that business, eventually, they know that you were just showed up, they’ve been here, they’ve been in that association for 10 years, they know what roofing companies have been there, they’re gonna see you walk in, and you’re gonna go to this event, you’re gonna have a big nice booth, you’re going to be great that you’re going to say all the right things. And then guess what, the next one that’s in July, you don’t go to, they know that you did go and then you pop up to one in November, and then they’re wondering like, well, this guy’s not even in the way that he markets, he’s not going to be consistent in the way that he does business with me. They don’t even consider you at that point. So we cover all of those types of things. So how to be consistent, you know, and how to create like a raving fan culture, you know, to for your customers.

Dylan McCabe 31:02
That’s good stuff. Well, let me ask you this. I know this isn’t really in line with or this isn’t from all the stuff you guys teach. But it’s kind of a nagging question I’ve got that I hear from time to time. And that is, what’s the sweet spot for the kind of commercial jobs you’re trying to get. Because we all know that if you go a little too big, I mean, I’ve got a buddy that runs jobs for the common company here in Dallas. And I mean, they’re building million square foot warehouses all over the place. And those roofs are massive. Well, guess what, if you go bid on that roof, you better have some some serious relationships with manufacturers set up or you’re not even going to be able to do it for cost. So what’s the sweet spot? How do you how do you get in there and not go too little and or even try to go too big and play with guys that are on a national scale.

Paul Reed 31:53
So that’s where the value is going to be, you know, I said, we do the two day quickstart, the true value is going to be the rest of the year to when you know you have access to like myself, Jonathan or Steve, into our monthly webinars and things that we have in our portals are on the portal, we’re going to come in and you know, get on the phone with you after the deal, we’re going to kind of figure out your company a little bit and kind of see where you’re at. So like, right now I have a guy, you know, that’s actually going to be attending this weekend. He’s got a job. And his specialty is really not flat roofs. He’s you know, they’ve done a few but it’s not as well house, they’re more, you know, steep slope guys. And so what he’s been able to do is bring this job, you know, to me that tend to help him walk through it to get it to scope it out. And we look at it, we have an honest conversation. And we go Is this a little bit over your head? Number one, you know, do you know how to you know how to you understand the system that you’re actually going to be installing that you’re trying to sell, you have crews are able to do it and not just your shingle guy when you ask him like, Hey, can you do to do and they go? Oh, yeah, we could do TPO or, you know, we could EPDM That’s it, that happens to everybody, and then it’s a complete nightmare. So what we do is we kind of have that honest conversation of, are you able to do this financially, because when we dig through this thing, we’re gonna have to be able to put out 200,000 upfront to do this job, you know, they’re only going to pay us 142,000 to begin with, can you float that, you know, $68,000, and then we’re not going to get paid for two months. So we have those honest conversations. And sometimes it’s hard for a roofing company owner to do that. Because, again, we’re type A personalities. And we all have these huge egos that we’re men, and we beat our chest and we say, Oh, I could do it. And that may not be the reality. And sometimes that’s what happens in our industry is, I like to say, you know, you hear about roofing contractors, and they’re the kind of the scourge of the earth and everyone hates them because they rip people off. Guess why most of the time they rip them off. Most of the time, it wasn’t intentional. Most of the time, you have some people that go out and still first checks. And they were very intentional doing that. But I’d really say 95% of the time, what happens is that company got oversold. They oversold their capabilities. So I’ve worked with you individually as a company, and we’re going to figure your capabilities out. So I look at it. And again, when I when I said we have students that are 800,000 to you know, 4 million 40 million, you know, they could take on about you know, anything, but these guys that are 800,000 or two or 3 million. Maybe they can’t do it because of cash flow. Maybe they don’t understand the system. And that’s where we really start. And so I recommend to these to these these guys like hey, maybe we don’t go chase this, you know, large 4000 Square multifamily job, but here’s what we can do. See that dentist office over there? And it’s you know, 232 squares of shingles. Let’s go get that one. Let’s start with here. Let’s kind of build up. Let’s go sell that dentist’s office and Let’s go sell that bet clinic. Right now let’s go sell that little restaurant over there. And so we start that way, we kind of put everybody on a path. Like, here’s how we’re going to build this up. So we’re going to do this for a year. And then we’re going to get confidence, we’re going to get a bank roll, we’re going to understand systems better, we’re going to build our portfolio and show like, Hey, we, you know, we root this dentist’s office, we root this doctor’s office, we moved to the vet clinic. And now we’re gonna start going now we’re gonna get a little more into the, to the 200, square tpos, you know, now we’re gonna be able to get into the 4000 Square bolt a family.

Dylan McCabe 35:35
That’s good stuff. So you’re it really goes back to investment, you’re investing in a long term strategy to grow your company. And it would be way better to have three smaller medium sized wins than one colossal loss. And so I love the way you guys are approaching that and, and we’ve even got some questions coming up. I’ll save some time in the last 10 minutes or so for q&a. So anybody watching live can feel free to to post your question there, we will get to that. But that leads to my next question, Paul, what’s the biggest mistake you see over and over again, as guys are getting into their first one to two commercial jobs.

Paul Reed 36:16
pride and ego. pride and ego are the biggest mistakes, I see them all the time, all the time, they are there, they come in, and they get an opportunity because you can stumble upon an opportunity. You know, your your sisters boyfriends, Uncle son building and wok Shan and you could sell a job and you have a roofing company. And, you know, the greatest roofer in the world, and kind of forgetting that maybe you don’t have any experience actually roofing, you know, because the Hey, man, this is the reality. Nine out of 10 roofing company owners, they work for somebody else they came in, they used to sell cars or something or their real estate agent. They went to work for somebody, and then they didn’t get paid, supposedly. And so then they went and started their own networking company, but they don’t even they’ve never even swung a hammer in their life. They’ve never tore up a roof. They’ve never done any of those things. And so, next thing, you know, they’ve been successful, going out selling some residential deals, they get a little money in their pocket, and then they actually introduce themselves as like, I’m a roofer. You’re not you’re not a roofer. You don’t even know what the hell roofing as you rely on, some dude that you hired off Craigslist to go put your roof on, you have no idea what’s even done, right? So that our pride and ego tells us we were experts in this in this field. So what happens is you go and you sell this stuff, you know, one of your reps sold that or you sold it however it worked. And you’re like, Oh, hell yeah, to do that, then, you know, deep down, you’re going like, well, maybe I should bring in somebody, but then your greed at that point, is telling you Well, if I bring in somebody and I got to partner with them, then I’m gonna be like, instead of me making $243,000, I’ve only got to make $120,000. So their pride, their ego, and their greed screws them up. So I’ll give you a great example. I think about four years ago, I had an opportunity to do large Hoa community. And it was about 4000 Square concrete tile. So at that point, we had I’d never done it large Hoa community of tile, right. If there’s a shingle job, that’s easy, but this was tile, and it was a beautiful, very high end community. And I look at it, and I sat there one day, and I thought to myself, can I truly walk in front of this board? And and tell them I am the best person for this job. My pride and ego told me Oh, absolutely do do it all the time. Just go tell them that. And I was like, there’s no way I could do that. So I partnered up with Eric Connor, right? Who knows tile more than every corner of precision. I call that Barrick and I said, hey, let’s, let’s partner up on this one, you know, on that tile part of it. And you know, everybody’s gonna make a little bit of money and and we’ll we’ll see what happens. And so we were really able to eliminate our pride and ego and go in and guess what the customer was happy. Now that is still at the insurance company. That’s a horrible battle. And we’ve had to bring in lawyers and CPAs all that bad stuff. But guess what? The rich got done. Great. You know, we’ve never had any of the rubes. But if I would have tried to tackle that myself, we probably could have gotten that, you know, in a bad problem. So pride, ego and greed, man, you got to eliminate those things and actually understand your numbers and what that really looks like.

Dylan McCabe 39:48
Man, that’s so good. You didn’t say anything about material process crews. any of that you went straight to the heart of the leader. And I think that’s a great challenge. For anybody listening or watching this, it really comes down to your own personal self leadership and your your identity. I mean, are you out there to try to prove something? Are you out there really serve people well and make it about them and not about you, it’s just so good. And we all need to hear that every day, we need to hear that it’s, it’s, it’s about something way more important than us, trying to prove to other people, you know, to be impressed by us or something like that,

Paul Reed 40:26
well, that’s how we build sustainability, rather, like you’re not gonna have sustainability in your company unless you have those things. Because if you allow the greed and all that stuff to come in, you know, there’s a reason why I don’t remember the numbers that like 80% of all route companies fail within the first like year or two. That’s because of that. So I’m stainability, and legacy.

Dylan McCabe 40:48
So good, so good. So let’s say somebody, somebody joins CRA, they start getting some one on one coaching with you guys, which is, which is going to be stellar, because it’s one on one very, very specific interaction based on where they are at what they can do. One of the things that you guys go go into is, how to build a repair and maintenance program. So I’ve heard this from many guys, even guys that are in our CEO groups, that they they swear that is the bread and butter of the business. And that’s how you get into other, you know, bigger reroofing jobs and stuff like that. So what, what’s the important part of getting into repair and maintenance,

Paul Reed 41:29
it’s huge. It’s, it’s my biggest marketing, it’s my best marketing, everybody’s looking for all these great ways to market and create funnels and blah, blah, you know, all these crazy things. And I look at it as my repair division is my best marketing. So you know, we talk a little bit ago about the business development. And so during the business development, you know, we’re getting these people out there talking to property managers, or property owners every single day. And when they’re able to actually go in and say, Hey, we have a repair department, actual repair department, because most company, their repair department, what they think they’re like, Oh, yeah, we do repairs. But what it is, is they have their little residential guys are all, you know, roof of his 32 Square job over it, you know, in Fort Worth, and you you call them up, say, Oh, we got a leak over somewhere on this building, can you go over and do it and they’re like, yeah, we could do it. by about three, four o’clock in the afternoon, when they’re trying to wrap up that residential job, they take a couple of guys off the crew and send them over there, you have no idea if they showed up, blah, blah, blah, and repair suck, because then they sent you an invoice for 1800 bucks, and you only charge 1000. And so you pay repairs. So we dialed that in. And we we developed repair division, actually car division actual employees with the service ticket, you know that the manager, and we go out, and we we do repairs and run a very, very lucrative repair division. And it’s all great marketing, because we set it up to where we service the heck out of these people. And we help them in our partnership, going back to partnership, this is who we are. And what we’re going to do in our partnership, we’re gonna serve as you guys, you know, we have a model that that says repair, maintain, replace, and truly tried to live by that. So we’re going to go out and we’re going to repair what’s going on, we’re gonna maintain this property until you have to replace the roof eventually, you know, that might be five years, it might be 10 years, it might be 20 years down the road, we don’t know what we’re going to put them on a path. So the Choose me repair department is is the biggest and best thing that you could possibly do as a roofing company, is to set up an actual reparative ism. You know, we do a few million dollars a year in repairs, and it’s good runs very well. It’s our best marketing. And it’s profitable.

Dylan McCabe 43:53
It’s so good. Yep, I’ve heard from a lot of guys, it’s the most profitable business line they have as far as their commercial side goes. And like you said, it’s a way to build relationships. And when they do need a roof replacement, of course, they’re gonna go with you if you’ve built a good relationship and earn their trust, done what you said you would did. So that kind of leads to to the next thing though, some guys may be thinking, Hey, you know, I looked into repairing a commercial roof like that dentist’s office, you said, but they asked me to give me an estimate for repair. And then they also said they were interested in a liquid applied system. What then I started Googling liquid applied systems. There’s all these options out there. I was thinking TPO and I know a guy that’s done TP. So how do you how do you get through the maze of all the options out there for commercial roofing systems?

Paul Reed 44:45
It’s about learning your craft. Right? It’s about learning your craft. You really think about it as company owners and sales reps even how many people actually understand right? They Learn how to sell and they do all these things, they learn the difference between a class four shingle and, you know, regular shingle and they, that white stuff is TPO. Or maybe it’s PVC, and I think the black stuff is EPDM if you really want to be successful, and so you got to learn about roofing. It’s, it’s no different. Like, if you were to move to France, and you were going to be there the next 10 years, would you learn how to speak French? Or would you just try to get by? Right, like, people that are gonna flourish and really enjoy their life and do well, they moved to France, they’re gonna learn French. So I’m in roofing, and this is what I’m going to do the next five or 10 years or however long you think you’re going to do it? Why would you not learn everything you possibly can about what you’re actually selling? There are so many reps and so many company owners that don’t even know what the hell that they’re like, I don’t know it’s white, I don’t even know what it is. It doesn’t take that long to do that. Because use your partnership with your with your manufacturer, they all have these classes. They all have webinars right now of like, Hey, we’re gonna learn about TPO roofing. This week, we’re going to learn about you know, metal This week, we’re gonna learn about this or that we’re gonna learn about fluid applied, you know, systems, they all want to teach you, you know, so like, at our office, we literally have a manufacturer in pride twice a month, different manufacturer from you know, the the fluid guys do, you know, to the low slope JF and a steep slope of jF, and next week will be a ventilation guy that comes in, you know, so we’re always constantly learning, you’ve got to learn your craft. So whenever a dentist office comes up, because they don’t know anything about it, you know what that dentist, you know, he’s successful, and he owns that building. He learned everything about dentistry. I mean, it’s simple. He learned everything about dentistry, and he’s a great dentist, why wouldn’t I learn everything about roofing. And so when I go to this job, and someone was there before me, and it was, you know, young kids, not a kid that went and told them, like, Hey, we should coat this job, and it’s going to save you a bunch of money. And that, in his mind, he’s going like, Yeah, that’d be a great idea to some kid told me that we should put a coating on this job. And if I know anything about coatings, I’m going to go in, and maybe that’s a great system, we do a lot of coatings, ourselves, but I’m going to look at it and I’m going to give him an evaluation. And I’m going to say, you know, maybe this isn’t the best solution, you know, maybe this room has moisture underneath it, and we can’t do that, we’re gonna have to tear the whole thing off. But if I didn’t know that, and I just match what someone else said they were gonna do. Now all of a sudden, I have that liability, because the coach’s belt, you know, next year, because there was moisture trapped under the deal. So you’ve got to learn your craft. And that way you can talk, you are the professional, because I’m not going to let any property owner tell me how they think that I should ruin their building. I am the experts on my space. And I’m going to go in, and I’m going to let them know, like, Hey, I don’t really care what you you know, and stuff like that. I don’t really care what you heard. But that’s not how this should work. And we need to do it this way. And here’s the cost for that. I’m the expert. This is my field, I know what I’m talking about. And then we’re gonna back up. So good. Yeah, the

Dylan McCabe 48:17
only way you can really become a trusted adviser is by speaking with authority on on roofing, and the only way you can get there is through your knowledge and experience. And, and you can tell it, you know, you can you can tell when somebody is talking and it just doesn’t, it doesn’t smell right, you can tell they’re kind of going with a very limited amount of knowledge. But when you sit across from somebody who says, Look, I know this is what you heard. But here’s the pros and cons of that, based on your budget and this type of system, here’s what I think is your best option, Option A option B, then they can people can deal with you telling them they don’t they don’t know what they’re talking about as long as you do. And I think that i think i think that is really our responsibility to you. I mean, you’re you’re a steward, you’re entrusted with this large amount of money for this property to put that roof on, it’s your responsibility to exercise some leadership, and tell that property owner tell that client, this is what you need. And here’s why. And I know you think this is what you need. But here’s, here’s why that’s not a good you need to be able to exercise some leadership. Because to me, it’s frustrating when I don’t care what it is whether it’s investment investing, or roofing or whatever. When I sit across from somebody, and I asked them, What should I do? And they say, Well, you could do this, and you could do that. Or you could do that. And you could do that. Well, I you’re I’m asking you a question about something I don’t know a lot about, you need to tell me what I should do and why I should do it because you just gave me way too many options. And

Paul Reed 49:50
you’re exactly right, because that’s going to be our partnership. I’m going to develop that partnership with them and I’m going to let them know like hey, this is my built on the expert on this. Your field is You know, you lease out this building. And, you know, however you do that, but my expertise is in this roofing system, that’s going to be the best for you, on your ROI. They’re always looking at ROI right there, because they own that building because they’re, they’re in an investment invested into this property. So how can I give them back an ROI that they’re going to, that’s going to help them. So we sat down, and we figure that out. And I show them this is my field, I am the expert in this, this is how we’re going to be able to do this, that’s going to provide the best value and the best ROI for your property. Here’s the cool thing. If I’m able to do that with this one property owner just for this one, property manager, guess who property owners are property managers roll around with other property owners and other property managers. And guess what they’re going to tell them? Paul read it. That’s what he knows what the hell he’s talking about, man, this guy came in here. And he provided a solution that no one else could provide. And they pulled it off, and they did it and it was great working with, and you need to use that.

Dylan McCabe 51:03
And so good, yeah, it’s all about building that relationship, and serving and empowering others through your knowledge and your experience. So one of the things you know, we’ve talked about the business development side, and how you guys have a unique approach to that. You talked about evaluating your current financial state, getting into commercial, making sure you get into the right jobs. We talked about repair and maintenance, one of the things that I know is critical to you guys is knowing your knowing your numbers, and also your KPIs. So for guys that don’t have a lot of experience in commercial roofing, what are a few of the big KPIs that they need to think about?

Paul Reed 51:42
Well, it’s that we’ll start with your business development reps, right. So your business development reps, if you look at most sales reps, most sales reps fail, right, and the reality the whole grand scheme of things. In roofing, when someone goes out and make this hiring push, the owner knows that if he brings in 10, people that probably nine of them are going to fail. Right? Couple those guys were not very good, blah, blah, blah, they, they’d have a hard time anywhere. But there’s always a bunch of guys that we that we miss, because we don’t really manage them. And we don’t really assist them with their pain. And they don’t understand the numbers. And so what’s going to start for us in the business development side of the KPIs of going here is your actual job description. And here’s what you have to do every day. So we set it up. And depending on like, what that business development rep is his marketing rep is, you know, into the multifamily sector, you know, I’m going to give them a certain number, I’m going to say, Well, listen, I need you to stop in at 10 different apartment complexes today. And I need you to, you know, to talk about repairs, and maintenance and all those things, and I need you to do this. And after you’re done with those hands, then I’m going to give you a number and I need you to call 12 more properties, and I’m set up an appointment tomorrow, and then I need you to send out five emails. So we’re gonna direct exactly instead of just going out most most guys do, they just tell their rep, go sell something, and they have no idea even at work, they have no idea that it’s 11 o’clock in the morning and that rep and you’ve been out of bed yet. So what we do is we start our day, we have a meeting every morning at 815 815 in timezone. So you know everybody’s up, they’re not in their pajamas, and they start their days. And so it’s going to start with the KPIs. And you customize that to, you know, your market to where that’s at. But here’s the here’s the map, people you have to talk to every day, you want to keep this job, you have to talk to us about it people. And after so many months, this is the pipeline. And this is how big your pipeline should be. Here’s how many opportunities you have. Because I looked at everything as an opportunity. So the more opportunities that these guys get, the better chance we have to succeed. So it’s going to be keeping track of what they’re actually doing. Here’s their job description how many people I got to talk to, and then what is this look like?

Dylan McCabe 54:00
It’s really good, you guys are creating a very clear dashboard, so that that owner can say, here’s my expectations of you, here’s how we’re going to keep score, here’s how you know whether you’re doing well or not. And it’s not going to be this big fuzzy thing of go out there and generate business, it’s going to be very specific. And that’s one of the thing that EOS you know, as an EOS implementer, that’s something we teach is you got to give your people 90 day goals. And those goals turn into very specific things each week, whether it like you said it’s how many apartment property managers you talk to each week or whatever. And, and when you do that, I think for a lot of people, it brings a lot of clarity and it makes things simple. It’s harder, I think if it’s, hey, just grind it out, go out there generate business that well that’s a really route, am I hitting that goal?

Paul Reed 54:48
Well, they need to know what they’re working for as well. So on the different pay structures, you know, if I have a business owner rep and they’re on a salary, you know, they need to know here’s the dues they have and then if they’re getting a percentage off For the job, you know, they need to, we need to know what their goals are, you know, this guy’s goal to make $250,000 a year, and what we know is pay structure. And we know that he’s gonna get no call it 5% or whatever, you know, off of each job. So how many jobs you need to sell to get 250,000? Well, you know, making up the bathroom needs to sell $4 million worth of properties. So what does that look like, for us, our average job ticket was something like $450,000, a year in Denver market. So my average ticket is 450, we’re going to try to sell $5 million worth of jobs, that means that you’ve got to sell, you know, 12 jobs. So that means you got to sell one job a month, you got a roof once a month. So how many people you got to talk to to get that many opportunities. So again, there’s your KPIs, here’s your personal professional finance goals that you want to get. And they need to have a path because otherwise, most people left to their own device. They’re good, they’re good. They could be $40,000 a year they don’t, because they don’t understand that they could actually go out and make a few $100,000. If I could put them on this path, and they could go out and make that 250,000. And then at the end of the year, we sounded Okay. How easy was that? No, what did you do? Like? What can we do to make you get $400,000 or $500? Like, you know what it took to do the 250. Now, how can we build it, so it’s all trackable, and it’s all scalable. And there’s a path to all of that stuff. And that’s, again, that is the commercial roofing Academy, that we break that down as a spur wraps, and then for company owners as well.

Dylan McCabe 56:35
That’s good stuff. So you guys, it sounds like you guys really do that. I mean, if you were to break the business down into three major areas, any business really comes down to sales and marketing, operations and finance. You guys clearly have a training curriculum and a path on the sales and business development side, you get into your operations with the maintenance and different product knowledge and systems and stuff like that. On the finance side, you know, we can’t dig real deep into it, because we got about five minutes left here. But what would you say is the key to the finance side, the biggest, most important thing you guys teach on that?

Paul Reed 57:14
Knowing your numbers, knowing your numbers? Most guys, you know, if you ask most guys like what’s your Eva? They go? what’s what’s even, they have no idea what the but they have no idea if they’re actually, you know, even profitable, they’re like, well, I’m assuming we’re profitable, because, you know, there’s $84,000 in the bank. So I guess we are, but we we dig in, and we really teach you of understanding your numbers. And you know, the difference between like cash accounting and accrual accounting, you know, there’s most guys have no idea that if you’re running a certain size business, if you legally you’re supposed to be over on on accrual accounting, so knowing your numbers is super important. So we dig into that, you know, kind of on a micro level to begin with, obviously, it’s a two day deal to begin with. But we touch on that of knowing your numbers and learning what your DBA is, and knowing are these jobs profitable? No, like, looking at it, because a lot of guys, they’re not at 10 5050 split with their rap. They don’t even know what the hell that 10% is, you know, like, what’s your actual overhead cost? I mean, I’ll say this, you know, up until probably three, four years ago, we knew that we were charging, you know, an overhead because somebody told us years ago, you’re supposed to charge 10% we didn’t realize at that point, we were actually running like 14% was what our actual cost was. Our actual overhead was working. So we were charging everybody 10% so we were losing 4% Where does that 4% come out, comes out of directly out of out of my pocket, right? on that deal. So we had to raise the office costs to to get that out. So we want to know exactly what our office costs are, that they go for, you know, and we want to get in with with the financial part of it. We started looking at the different insurances. When you look at that, like a lot of guys don’t realize that they’re in terms they might not even be able to roof a duplex because their insurance exclude duplexes, they only have insurance for it. They don’t have insurance for mold or on that so the financial part of it digs even a little bit deeper and again, we can talk about that for an hour but we’ve got nothing left. But that’s something that we really get into

Dylan McCabe 59:38
man That’s good stuff. You know, if I wasn’t if I wasn’t, you know, my our thing with limitless is bringing leaders together and CEO groups, but if I was going to start a commercial roofing division, I mean, I’d Sign up today and I’m not just I’m kind of like you, man, I’m a straight shooter. I don’t say stuff to make people feel good. I really I really say what what I believe and I just think it’s foolish to build out an entirely new line of business and pay the dumb tax. It’s just a very unwise decision, you’re not going to have a good story to tell when you look back after five years, you’re gonna have a very, you’re gonna have a story fraught with difficulty, and hopefully, eventually a good story to tell, but I think why not shortcut it, streamline the path to success partner with other people, surround yourself with wise people? And, and do it that way. So we do have a couple of questions here. Eric Richardson said, Any advice on large scale jobs with material shortage? TPO is getting hard to find?

Paul Reed 1:00:35
Yes, I do. So guys, that that. You guys heard me talk about partnerships. So I’m going to go back to like data storm last year, like in Iowa, say, everybody says it differently. But that big storm that happened in Iowa, there was material shortages lash out there, we were able to go in from Denver, right based out of Denver, I walk into Iowa, and I’m doing 1000s of squares a week. Why? Because I had a relationship with my suppliers, you guys need to be intentional with your relationship. Most company owners, there’ll, here’s their interaction with their suppliers, you’re charging too much for shingles. And I’m only going to pay 80 for square, blah, blah, blah, we we learned years ago that every year at the beginning of the year, we sat down with your supplier and we go, we expect we’re going to do this year, we think we’re going to do $20 million this year. So blah, blah, we want to do 10,000 Square TPO. But you know, here’s our goals, here’s where we’re going to be, here’s what I need you guys to be ready for. So right now, it’s almost a little bit too late. But you got to start, if you haven’t done this, you got to start today, build your relationship, and your partnership with the suppliers, you got to be intentional with them. Don’t beat the shit out of them every day on pricing my service things, you got to understand their business as well get your relationship with those guys. So if you don’t have that, right now, I’ve heard from two different main suppliers in the countries that it’s going to come down to, I’m gonna do business this year with the people they like. That’s who they’re doing business with. So if you’ve been jackass to your suppliers over the last few years yelling at them about something, you know, you’re probably not going to get product. Yeah.

Dylan McCabe 1:02:17
Yeah, no, and they can’t wave a magic wand and make the manufacturers ship a bunch of product to different areas of the nation either. But when you give them a heads up, they can give the manufacturer a heads up, and it absolutely affects the supply chain. So I think that’s great advice. Well, you know, Paul week, I mean, we could get into so much here, I think we need to have a follow up interview, maybe in six months or so and just go even deeper, maybe focus on one or two of these and just go super deep. Because you’re going to you’re going to have a lot of people, I think this is going to stir up a lot of questions with people listening. What’s just one big parting piece of advice you’d have for anybody listening to this, this thinking, you know, I’d like to get into commercial i’ll i’ll sure I’ll check out the commercial roofing Academy a little bit, what’s the party piece of advice you have based on what you’ve learned so far?

Paul Reed 1:03:05
Man, I’m going to come back to this, I’m going to come back to our pride and ego. Right, our pride and ego gets in the way of a lot of things. It’s it’s hard sometimes to reach out to somebody else and just actually admit to I’m like, I don’t really know what I’m doing. And you know what, that’s okay, you’re gonna save yourself so much time, so much money by being able to do that. So we’ve put this together again. Yes, it’s a business, the commercial roofing Academy. But the biggest reason we did that is so we can go back to the industry. That’s why we want to get back to the industry. If someone has already created the path for this. follow that path, you don’t have to create your own path. I train people that are in my own markets, because guess why? Actually, there’s plenty of routes out here for everybody. It’s an effective one. Because I’m training different people how to go through this, it’s not going to affect you any as well. It’s going to make you better. See if you can actually just stop and go. These guys have already made the mistakes. Let me learn from their mistakes. Let me learn from their successes. If I’m able to do that, and I call myself my pride and my ego, I’m going to be successful. And I have a ridiculous opportunity. Because most of us that are in the roofing industry, most of us came from nothing. You know your parents $20,000 a year, you have the opportunity to go out and make you know a few 100,000 millions of dollars. Why not maximize this? We’re not getting any younger? A jump on? Let us help you guys. I promise you the value is there.

Dylan McCabe 1:04:39
So good. Well, for those of you listening, watching, I put the link to the commercial roofing Academy in the details of this show. I’ll also post the link if you listen to this on iTunes in a few days when it’s live on iTunes. The link will be in there as well. You owe it to yourself to reach out to these guys. You know if you’re going to climb Mount Everest, you better make sure you got the right gear in the right plan, because it’s a massive undertaking. And it’d be foolish and probably deadly to go out there doing it not knowing what you’re doing. And starting a new line of business is the same way. There’s no need to try to learn what the right tools and process and system are on your own. So I just want to challenge anybody out there. You really owe it to yourself to reach out to these guys and talk to Paul or Jonathan, or whoever and at least a discovery call to figure out what they offer. I think you’ll be really glad you did that. So Paul, thanks so much for joining the show, man. We appreciate having you on. Thanks, john. Really enjoyed it rather see you soon. All right. That’s a wrap for our discussion with Paul. Again, if this has been helpful to you, please do me a huge favor and rate and leave a testimonial or a review or just some feedback on iTunes, if this show has impacted you in any way. And also please join our Facebook community to connect with other leaders and sharpen your own leadership saw so to speak and your own unique journey as you strive to be a limitless leader. Alright guys is Dylan McCabe with the limitless Facebook show. I mean, limitless roofing show, and I’ll catch you in the next episode.