Through the Door: The Insider's Perspective on Running a Business

From Tradesman to Businessman

• Nevada State Bank • Episode 3

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Carlos Gonzalez is the Founder and President of C-Los Industries, a successful construction company based in Las Vegas. With a career spanning several decades, Carlos has worked in the trades since he was 18, gaining extensive experience in manufacturing and construction. His entrepreneurial journey began after years of working for other companies, where he learned the importance of scalability, financial management, and strategic planning. Carlos is known for his commitment to financial education, both for himself and his employees, and for fostering a supportive, family-oriented work environment. He values humility, respect, and empowering his team, which has been integral to his company's growth and success. Carlos is also a devoted husband, father, and grandfather, and a classic car enthusiast.

All price references and market forecasts correspond to the date of this recording. This podcast should not be copied, distributed, published or reproduced in whole or in part. The information contained in this podcast does not constitute research, recommendations, representations or warranties as to the accuracy or completeness of the statements of any information contained in this podcast and any liability from Zions Bancorporation, N.A or its divisions (including direct, indirect, or consequential loss or damage) is expressly disclaimed. The views expressed in this podcast may not be those of Zions Bancorporation, N.A. or any of its divisions. Zions Bancorporation, N.A. is not providing any financial, economic, legal, accounting or tax advice or recommendations in this podcast. In addition, the receipt of this podcast by any listener is not to be taken as constituting the giving of advice, investment or otherwise, by Zions Bancorporation, N.A. to that listener, nor to constitute such person a client of Zions Bancorporation, N.A. Copyright reserved by Zions Bancorporation, N.A. Nevada State Bank is a division of Zions Bancorporation, N.A. Member FDIC

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Welcome to Through the Through and Insider's Perspective Back to Running a Business. I'm Megan Comfort, Small Business Manager at Nevada State Bank. And I am extremely excited to introduce my next guest. His name is Carlos Gonzalez. He is a serial entrepreneur for the majority of his life.(...) He owns several businesses located in Las Vegas and also the western region of the United States, tied to the trades industries within construction. So I'm extremely, extremely excited to have him here today. He is a husband, father, grandfather, classic car lover, a one of the most humble and intelligent people that I've had the pleasure of working with. So thank you, Carlos, for being here today. Oh, thank you for inviting me. Bye. Yes. So tell us a little bit about,(...) you've been a business owner majority of your career, but can you share some stories on how you got into the trades and then, and, you know, working as an employee, when you made that decision that you wanted to be a business owner? Yeah, I've been in the trade since I was 18, eight, old, since I graduated high school.

 

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Found my calling in manufacturing and took me about 10 years to realize that I plaid, I voted what I did.(...) And one day I want to own my own business. So started going down that path after knowing, getting experience in different companies and how things are done.

 

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So at your experience with other companies is what did you kind of gather there that really helped you when you decided to open up your own business?(...) I think a lot is scalability. Really from doing in a small portion to a big position, where are the right assets to suggest a client base,(...) bring a client base. So each step of that, that for the next four or five years in my career, was just understanding that phase of it.(...) And then, and I, you know, taking the pick and the gen opening my own business.(...) Tell us what that was like. Like you opened that up by yourself or did you for partners? No, I had partners like anything else, financial backing.(...) Well, as you know, I knew my trade, my credit, but there's also the sale of the side event.(...) So learning, the first business was more learning how to have a partnership is really important. You can be at one thing and not at the end there, but understanding how important it is to know it all. So tell me more about that.(...) What did you learn with that first partnership? Good and bad.(...) I would say,(...) what is going to be your goals? That you share the common goals for your business.(...) If you do, you do. It makes it a lot easier. It had different goals.

 

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Again, age has a lot to do with it. You know, I was young. I want this to last forever for somebody else. Mine and I share the share goals. So that was really important. But I'd say on the first business, the biggest lesson is when I had OSHA come through my facility.

 

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I thought I did a good job. You know, I've done this a long time, you know, checked all the boxes.

 

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But when they came through, they really hammered me down to me on a lot of things. And it's probably my first most important lesson I learned. As we went, we process.

 

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There's nothing like you have to fix things right away. Like right now. And you're doing that. And you're understanding that nothing is more important than keeping business open. And knowing that every day that the inspectors, their actors might not be open tomorrow.(...) You know, and at the end, I remember telling them, hey, I know I had to do all these things. And his comment to me was, ignorance, it's not the answer.

 

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And I will always remember that because from that point forward, I knew that what I knew was not enough. I needed to learn finances. I needed to learn the senders. I needed to learn every part of my business in order to be successful.

 

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Yeah, that would be a very sobering moment and terrifying as well, because your business shutting down and not being able to open your doors and actually fulfill needs that your customers have can be a very difficult thing to rebound.

 

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So tell me a little bit more about the discussion with your partnership. Was that something that you think you had those conversations at the very beginning to make sure that you laid down the, you know, understanding of your goals and roles and responsibilities or with something that you kind of moved into and getting, get information along the way and realizing that maybe you and your partners are not C, I to I.

 

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Verily, yes, you talk about it about going back and go back in time. I would have set up a board of trustees right off the bat.(...) I made sure I had the right account, the right attorney term that fit my business.

 

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Because there's a time where you're still a worker where every day you're a worker. It's different than anybody else. But then you put your owner hat on, on the end of the day. And that's when you assess the real real big problems.(...) If I could have done that from the beginning, I think the outcomes would be a lot different. But again,(...) was a lesson that made that stronger as I went along in my career.

 

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Tell me how that business kind of dissolved and then the knowledge that I took from that into your next spend. I sold that business years later to start the venture. And again, some I think it's about money, but if you're not yourpreneur, it's not always about money. It's about completing tasks, goals.(...) And I completed the goals. I'm not a big college educated. I worked with my hands my whole life. So that was what my college and going into to your next business.(...) I was able to take that in for knowledge. I learned.(...) And you do it again. You get back on your feet and you do it again.

 

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One thing that I've always said to me that I think is really interesting is,(...) if you do a business plan, that plan solve a lot of your problems. I think a lot of business owners sometimes, some today think that a business plan is planned for the purpose of getting financing or checking a box for an investor or something along things lines. Can you share a little bit more about what you mean by doing a business plan will actually solve a lot of all the problems? Yeah. Your business plan is probably the first and most important thing that used to use because if you can, if you continue to pack your business plan and throughout throughout the years, you're adapting to it. Okay. But it sets your angle. What do you want to do? It sets are you going to bring in managers on board,(...) grow with you, availability.(...) Okay.(...) You do it right. You're able to punch in numbers and see what it's going to look like. Okay. And once you establish that, it makes it so much easier to understand. It's probably when you're buying equipment, what's your ROI?(...) You look into it as the little business inside the business. How many years is he going to pay back?

 

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Because a lot of times within you're going to realize that because you're making money, doesn't mean you're making money.(...) Your money is going in so many places that how you spend this bet becomes the most crucial thing. How did you learn that piece of it? That's that thing that I find interesting because you learned that from your experience of owning companies and understanding the importance of managing your cashflow. But what made you really realize that that was in this interview?(...) Is there like their story or an experience that you can call upon that kind of resonated? I needed to study my financials. I think having financial backing(...) spoils us where we make decisions based on what we think is back is but lose everything and starting from scratch and having to buy every little thing thing with every penny that you like having no banking, no not knowing.(...) You go months without paying yourself. So your workers come first or you know you start looking at what you buy. How am I going to pay for a pay? And the turn on investment now becomes crucial because you can spend those profits on that piece of that appointment but you're not you have money from it for two years. Sometimes five is five. So it's not always best and sometimes new is best. You just got to decide you know how that's going to work on a meal free. That's one thing that I've heard you say to me that I've actually utilized within my husband's business as well is going in small increments is actually better and gradually growing up to the bigger sales. Can you elaborate a lot more on why you believe that that's the best way?(...) For each business I'm sure it's different. You know for me I mean at the big businesses.

 

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I've had the spad wheels of you know you want it you can it but stress. The sales ain't those are you got equipment on the middle and it actually worked against you again.(...) So you scale down and that's the problem. If it's paid off you can scale down you have money payment.(...) So it's a bit easier

 

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but for me it needs I look at it as if I'm going to go on it alone I want to make sure I already have the money to pay cash before I get a loan and it takes the stress off. So that's an interesting concept to just you know having the cash but then wanting to get the financing. What do you typically look at the car as a business owner winner deciding I want to borrow money or should I just pay cash for it for. What I teach my managers now because big employee on company is it okay live within your mean. You're mean. Just take simple concepts that you take you do at home at home and do it in your business. Okay you don't you don't go out to dinner if you have the money for it. The same is in fact.(...) We look at things differently when you have to be when you allocate something and I teach them to use quick ratios.(...) So it's easy to understand or not stress over

 

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the big pick big you know if you want if you do have the money can we pick and with cash.(...) Yes or yes. Now we take and consider condition what's the interest rate.

 

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You know and teach them each at you know in your loan alone you're going to pay off the interest first and then the principal.(...) But what are you really paying for overall.(...) So if you want to view return on investment financing can hurt you because now you pay you a lot more for that. Yeah the cash we might use the cash to cash it might not be right thing but it worked but it

 

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well and it ends is the stress we call it in banking the breakeven in a business if you have a lot of debt or you have a lot of expenses that you have to cover how then your sales level gets even higher. So you're not able to fall below that sales levels without starting to potentially default on debt on debt or find a way to attribute more money into your business. And yeah that can

 

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be very stressful for a company so it's smart to look at it from the perspective of do we really need this do we need all the bells and whistles with what would be our ROI. These are all things and concepts that I think are interesting to hint to a business owner talk about that really doesn't have the financial backing back because you learned all of this on a job.

 

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What really switched which is for you when you started realizing my company's opening going to a point where I really have to stop being more of the financial guru if you will well then just the operator right. I think it's think when you start growing and your your breakeven point starts growing growth you and you start realizing that you can't go back you can't go back to being small and then the turning point where there's a lot of truth to that that you know it's almost impossible because your system are not made for that(...) and that and when you start realizing that you're spent your slot of money

 

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where you made more money when you're small than when you're big and trying to find a happy me because your team instantly follow your path it will start doing our thing things that you do you know so again a big part of it is educating them for the sense that you learned in the past

 

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and that's something that you mentioned actually in one of your previous comments was that you guys that you know an employee owned company before that transition happened to employee you had a partner that partner pretty vital to your business it was yes and him and that person first you know passed away to weddingly can you tell us that experience how dense how that was and then the choices that you made to move it move your direction to where you came out stronger strong yeah um like anything else i mean we hit rock bottom in the recognition we lost everything you know no business never ran it in my life here i am in my face trying to understand how to rent a house you know um actually was actually stressful if you've never ran and you don't know no buying house easy you know buying several houses housey um but we started with nothing and we had set a goal that if something happened to him or myself we're throwing in the towel cal it out and it's retirement time because we knew going in the bed we were going to work work endless hours okay our life was what work um and tragically you know it did happen and um and and everything that we said we would do and plan for and um now became reality you know how do you deal with this with um when you look when the workload taken on don much more stress um i i'm thankful we had we had a great team behind us that understood our passion path and wanted to continue it um and that was that was the point that explained okay we're gonna continue this this you know he gave me every opportunity financially say hey hey i didn't spend spent a big portion of my life just to end this way so he said continue the businesses oh and we did that did and coming it was right it was for covet so as it is i mean i give kudos to any small business that made it through covet because they would understand what like to go home and not and i don't know if you're gonna have a business you know so we got through code this happens um and it was hard hard it was really hard you don't have nobody to bounce some of the big issues you know with um so at that point you got depend on your time so i i looked at look on me and saw that saw a lot of our team was just as passive as we were you know and given them a chance to blossom them was the key thing he you know i set up my board um involved them and what we're there where the businesses were going and what agreed and said you know what what it was not mine mine to begin with let's see what they wouldn't do and it was the biggest thing i could have done because it took all this all ass and everybody had a little piece of it okay and my governments with them made them even similar and after that it was just this roller coaster you know it was going up and we're wearing so much ground so fast and going back wish we would have done that or not here but um but it was we have teach every person what a p&l can is what a balance sheet is um how the banking works even on their personal side and it just takes its ears but um definitely everybody's grown so much over it that's one one that i really find fascinating about a transition of it moving into an employee-owned type of company you identifying the talent that was within your space around you and giving them responsibility more responsibility than maybe they had but they were invested in it it kept them interested in wanting to see the business move forward for what you guys could do with it one thing that you do that is very intriguing to me outside of the board is that you have regular strategic meetings with your team can you share a little bit about some of the topics and things that you think of that's one thing that i think that i has also contributed to did how far you guys have come over the last over the years(...) yeah we have look at our businesses i guess you're going to spend a spend of your life working okay so we really emphasize eyes if you're going to spend your life doing something have the passion for it you know this isn't your thing it's okay if you just need to make some money and they're going to help us grow it's okay okay you know but what you do you know and um we(...) to get to the point we look at are the guys is vested that way you know and um it's really worked out way and we we strategically have our meetings meeting we have them every month every quarter every quarter is a big one you know we have our meeting and then after that i could go to dinner or do some using um we set goals that are achievable so when we go over strategic meeting everybody has their goals you know you know uh whether we're increasing productivity whether there's we need to emphasize more as the client's needs um so on so forth and um we have from sales to production to accounting all with all structure

 

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there's no waste in your company i've noticed that going into your offices and seeing how even a super scissor you're not super viper people they're contributing to being working towards whatever wants to be fulfilled for that day okay how do you develop a culture around the that you want no waste you want everyone understanding your your role is so important because your because you're bringing in the sales need you to absolutely focus at or you are minimizing the expense i really need you to focus on this because that's what really helps us to stay around being able to continue growing and doing bigger things

 

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we focus on the bottom line okay because sales say not always the answer to our problems um we have so much room for improvement i mean every day we behave by the things we put we have boards up to say okay okay can we do better and there's a and they're in a place you know um but we're at if you're always trying to improve and i explained to explain it's i explained to explain it's okay everything comes down to two things it's either gonna gonna take money from your bottom line or add to your bottom line so as they're making decisions

 

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showing the show that make your decision just on just and are you gonna add to it are you gonna take from it from you know and nine times out of ten if you start thinking that way that way you're gonna add to it if you take from it it's only because you want to add more to it in the future i love that you bring that up i think that's such a simple concept but it's probably how it makes light bulbs go off for a lot of the people that work with you to have them justify by every decision that they're doing how it had helping me increase sales or is it taking it away but is a taking it away for a small period of time to continue to you to it that's really cool

 

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um tell me about some mentors that you might have in your life as being a business owner when you come across challenges and issues are there other people you have that you reach out to to your advisement you know i i reach out about my clients and my vendors are probably the two biggest(...) resources that i have used to to help me okay you would be surprised how much there will there help both entity thing because you're in the middle okay your client needs your services so the better you are at your services the better pricing you might get the better service sir i get the quicker responses we have um so feeling comfortable with you know keep people you know keep people that can help you you know naturally they will truly help you that's why they're doing this and you can learn so learn from them you can within learning from them you can see what their needs are of yours yours where you can you know plan and and and know what their needs it's something with your vendors you they want you to be financially strong and run your bills so they're gonna help you a lot more than you give them credit for you know because again again you know being a small business if you reach out to them to see you know how can how increase my cash flow you know and if willing to take the time to sit down with them them they want you to get more signals so they will they'll do quite a bit and i'd say those eight two big resources that i utilized throughout my career what about growth you talk about if you if into your customers it can actually actually you grow and i've heard you say this in the business where bridging the gap that being when your customer receives your product and figuring figure how to help them before four gets to you can you talk a little bit about that that yeah uh yeah scalability i mean you might not be the biggest company out there um if your client has a lot of volume you know they have a big need for your services sometimes it's better that you can offer 20 of that but you do it right right okay because they need that for you when they're really busy busy slow but do that at least good you know uh because you do fall into the third tier here sub sometimes um you do fall where they need you when you're when they're slimmer and they need you in your business so uh i mean your place and in the food chain to me to me it has been really important let's talk a little talk about diversification and your thought process around(...) having diversified customers and vendors um in the past i mean in the big whales you want the big

 

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you know to say i did that okay and i get it again anybody who's an entrepreneur they need that feather and feather have to say you accomplish that that okay kudos do it okay and once you're one with that you get it off your office then you're done um but you do you need to be diverse(...) and all your work is in one place like okay uh because again because a project can finish a job could finish and then you're you're chasing your tail trying to get other getter so understanding spending on your accounts um receivable it's just enough to write out a side arm because again other people getting people would just as well you know in um or money's money coming in fast enough okay so you need need diverse enough right out those storms how do you do that in your business how do you divert or how do you think of diversification and i like to use ratios percentages uh things things easy for my team to understand and to to know when tough i mean we can be on a big project(...) and you know our accounts receivable will be 50 percent of it in one project okay and that's when my team already knows you know okay where even if you're making money you're not making money it's it's the nuts are too big you know try to keep where no account is bigger than 15.15 is a good rule of thumb you know in small businesses so you can ride out the storm storm so even though you're busy you have to get even more busy because you got to get those ratios down um and that's in our world that's how how we look at growth and then you slow down it's the same concept and you got a diverse divide when you slow down as well tell me about a maybe some indicator things that you look at in your business or in your industry when you think things are starting to slow down i think every business business tries to wants a crystal ball right they try to figure out when i prepare for a potential slow period and then how can you prepare i think indications where projects are being postponed is really important um it's just communicating with your clients because they give you that information if you ask you and before you know it you know you know they're slowing down um one might one mile one might get busy there was there was a time where you told that a financial backing can actually hurt you um and that clients and sales does not always equate to a successful vestness what did you did by that well okay you take on so much debt on this startup your startup capital that again each bit each different you know i don't know all i know is mine but i've had that had where you know you can can all the things that you need right off the bat okay then you're gonna use them all things are gonna be on idle and it's gonna cost you money okay you're gonna make the profits that you need to make okay so looking back in time i wish i had less the less it sounds weird but but i would have could have been that put it away and not used it and grew and grew it instead of that right off the bat we need we know all these things to start this business because in reality i've proven that i did i need it you know but you know to learn my lesson the harder way away so that would be our advice to other small business to thinking you need to go into all this because others have their(...) follow your own power you know you know live within your means build your business within your means okay and know that there's a time and a play that you're gonna need that

 

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that's another story that i want you to actually share a little bit more about is your upbringing within your family and how they've kind of instilled in hard work ethic but also the support that you've had with your family working in the business that you're setting knowing that you have these long days as you're the first person in you're the last person out can you share some stories or or insight into in that foundation and how that really helped really you with your company and the success six pad yeah at the beginning i mean you for advice like again you went into something you do not know you know you could read it you can you can you know read a book you go online and you do it you know when you're really going to learn it and people saying you know they don't mix family and business and i get you know to each his own um for me all i've known as well in a way and i wouldn't i went no other way you know my family has been part of the business since they were kids you know uh because to me to believe that if times are good(...) who reached the benefits you're fetching you go on vacation you shouldn't things you know kids know place competitive soccer you can afford the better thing better life at times are tough tough who hurts from it your family so my world separating the tune that it's not a good thing

 

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you know because i work with my kids i work with my i get to see them every day so to me that's awesome and now um it can be stressful you know because again you gotta work out if you're the boss you're the boss you're the you know you gotta make hard to say distance um but i think it's a good thing you know at least they know when you're working right why you're working like like you know um don't take for granted you know you you do need to be at home yeah well well entrepreneurs have such a unique position because they because and they have more flexibility so i can't bring my kids to to work to see what mom does um they can't come with me and and experience it firsthand nor do i think they i think want to do that but it's cool to hear business owners involving their family and having their kids see see what they do all day they and being exposed to it at a young age i think also foster for entrepreneurialism in them too and that's usually what you see yeah um so tell me about your employees and how and you have how you helped your team um some of the some of the things that you've tried even still within your team and then also um the culture that you've created around your business especially with it being employee-oid one is you gotta be really humble because as your janitor and one day is your janitor jan four years later i'd be your client and we've had that and you know but be them fair okay um what they do is choose as important as your seed estimator your shop fishermen so on so forth because without their service service it would be a mess mess so making sure that everybody respects each position has been really been born um and not being afraid to do those positions but if you have to cut back and do the doings that you know you don't want to do it and it has to be done in order to run correctly um that that's been really been and again we take the cognitive of a third of your life is going to be is going to be so we try not to have drama we try to understand that that you know sometimes going the first day of school it's okay hey it's not going to make us or break us let us know you know that they can have those little memorable moments and not say well i can't go because of my job and if you do it right you should be should have take time off you should be able to do certain things(...) but understanding that everybody's important i think that that's something that i've noticed within your team or i walk into your office that everybody has their own roles in his workings where i've never seen anybody but not enjoy what they're doing they all seem to really love what they do they've been able to find people that that are passionate about the same thing finding like-minded individuals is sometimes difficult and the thing that i think is unique about your business structure and something that you just do personally and only you try to educate employees on personal finances and you try to help them set goals that you know are important for them personally not anything to do with a company just something that you think would really help set them up later on in life what make what you look at at doing things like that for your employee well if you educate them financially to do make right decisions okay they're the same ones they're going to want to make more more money more money and it's never enough but if you educate them from the beginning okay and they're able to invest their money properly by house or again whatever might be their situation they don't need to make more money because they go is still you still know what zero zero still zero you know so i think i'm helping people understand and(...) how finances work it only pays off pays off it pays off because later on those people are and again

 

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you would be surprised in our trade how many people are clients that worked for us at one point you know and you know some that you look they're very they're talented and you see see from the beginning go i'm gonna be able to afford this person this guy has at the neck he's going to be a supervisor he's owned his own business as well and you look at those and you want to guide them in the right direction because be planting seeds that are going to pay off years and years later say you treated me right you taught me the cops you were fair you you the way you asked us the you didn't ask us to do anything anyone do yourself and it pays off off so last collection on leadership what are some of the some of the ways or things that you've learned over the overs leading a bigger big with people um or it's a common goal i would say standardization you have to set some goals set those half and you stick to stick you know you'll you'll changes along the way but making things the same you know or else one one manager is different than the other man the other and so on so forth before you know it it gets out of control so say okay guys this is this is gonna do this do we do we and again you know i've had my man myers fill out their own value and say you're the professional you know you know me what you're responsible for(...) because that puts a lot of accountability bill on that um and again it's are you are that money everybody knows the net worth it's the first thing i always i'll what are you worth you know because you might you're worth a lot more and you have all these tasks duties and things that you need to do but in our business i'm asking you 20 percent papers so oh i know you're you're again you're you're you're you know more than what we're gonna need and that's awesome it lets us grow um but i can't afford you that's unique unique that's that's a unique way to do it actually um having them it makes the big conversations easier actually with that with with that particular employer right if they're putting pen to pen and writing down what we think they can contribute to the business a bit what that's worth what about what are the conversations there's oftentimes as a business a bit where you have to have difficult conversations with your teeth about things that might have got my wrong or things that means getting out of control how how you approach that as a leader leader that's that's because you're trying to protect the bottom line and to have to them learn a lesson the heart of heart and is going to cost money is real hard you know you need to intervene um and give suggestions and there's some times where none of those are an option

 

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and you have to understand that at the point you're like okay i give you i i give you i let you guys do it your way and so forth but but i'm putting the hammer down you're gonna you're this way because this is in this and even if i'm wrong job is to protect the bottom line okay and that the client is taking care of so if those two things are being you know sacrosized or questioned you know um and it sucks it really has but again you know if you have the rehab team they will understand that and that you had to be hard on those decisions and and afterwards they can go back and go say wow okay i get it i get you know uh small lessons you know you know you let them learn and say if you did this and it's tough because you say you said i could have prevented that but sometimes they need a little treatment because it's easy to say okay just tell me what to do do it's like no i want you to think through the process(...) okay because that is how you're gonna you're gonna learn um just try to keep them to a minimum

 

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well that's how they block them right you mentioned how much you're too much is blossomed when you gave them more responsibility and so not doing it for them but making them think through things is to help them problem solve more and faster in the future and i think you would be surprised on people who are passionate in what they do um the results if you actually gave them a chance

 

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you know no it doesn't work out for everybody but if you got one in every five that's that's good odds you know you know and they're gonna be with you forever forever um or you expect x to be

 

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and uh it makes it so much easier easy in a business when managers are like that

 

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well thank you carlos carl much for being here with us today um and that concludes our episode of through the door door insider's perspective to running a business thank you so much for listening bless you

 

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so