Profit & Grit with Tyler

Drowning in Chaos at $2M? Here’s the Fix to Get to $10M - Jason Payne

• Tyler Martin • Episode 20

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Jason Payne transformed his roofing company from zero to $13 million in five years by mastering delegation, brand building, and consistent leadership. He shares his journey of creating a thriving blue-collar business through innovative marketing, purposeful hiring, and financial discipline.

• 80% of any job can be delegated while 20% is your unique value and personality
• The "$2,500 rule" - delegate $20/hour tasks and focus on $500/hour activities
• Using social media consistently since 2010 to build relationships and generate leads
• Breaking through the $3 million revenue ceiling where 96% of businesses fail
• Leadership that emphasizes training, empathy, and giving second chances
• Creating the memorable "Sexy Roof Status" brand that interrupts patterns
• Managing cash flow challenges during rapid growth through regular audits
• The importance of checking your ego and trusting others to handle responsibilities
• Consistency as the ultimate competitive advantage in business
• Running effective blue-collar masterminds to support other entrepreneurs

To learn more about Jason's coaching services for blue collar business owners, follow him on Instagram at @JasonTheRoofer or check out his Scale Mastermind program.


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Speaker 1:

The reason why my buddy, brandon Dawson, owns he's a business partner, he's a grant card owner, he owns Cardone Ventures. He taught me that 80% of what you do you can delegate, no matter what job, no matter what role, you can train. 80% of that job, no matter the job, no matter how big the role, the stress, the risk, 80%, 20% is you, your personality, your heartbeat, heartbeat, who you are, your little grit, right 20, you're gonna keep that.

Speaker 2:

Nobody can take that from you ever welcome to profit and grit with tyler, where blue collar owners and insiders spill the real story behind their hustle, building businesses that thrive through sweat and smarts. We'll dig into their journeys from scaling chaos to growing the bottom line, with lessons and grit that pay off big. Here's your host, the blue collar CFO, tyler Martin.

Speaker 3:

Hey everyone, welcome back to Profiting Grit. Today's guest is Jason Payne. He's the founder of State 48 Roofing out in Phoenix, arizona. Jason went from zero in revenue to over $12 million in under five years, all while building a brand, a culture and a team that lives and breathes excellence. We get into everything from what it really takes to scale blue collar business to hiring challenges, cash flow realities and how Jason's sexy roof status movement turned heads and built trust. He also dropped some serious wisdom on leadership, training and staying consistent when most people quit. This is raw, real and packed with takeaways. Let's enjoy our conversation with Jason now. Hey, jason, welcome to the Profit and Grit Show. How are you doing? I'm good. How are you Good? I'd love to start out with learning a little bit about you First. What do you do professionally?

Speaker 1:

I'm a roofing contractor.

Speaker 3:

Roofing contractor and your primary location, Arizona, correct.

Speaker 1:

Yep.

Speaker 3:

Phoenix. Okay, how big of a territory do you guys cover?

Speaker 1:

So state 48 roofing is the entire state. Arizona is the 48 states. We cover the entire state of Arizona. But we say basically Phoenix Metro. There's about 6 million people in Phoenix, so oh, nice, nice, Okay, cool.

Speaker 3:

And then I want to tidbit about you personally. Is there something you can share about you personally that maybe isn't commonly known among people?

Speaker 1:

Commonly known or not, I'm married. I've been married for 12 years. I have my beautiful wife, heidi. I have five kids, from 14 down to four. I'm LDS, started a mission for my church where I learned Spanish, and that's kind of what got me into roofing is having a clean driver's license, good work ethic and knowing Espanol.

Speaker 3:

So five kids, 14 to four, 4 that is a wide range yeah, every yeah, 14, and then 10, 8, 6, 4 wow, that's awesome. Okay, I want to start out just learning about your journey. So what got you like? How did you get into state 48 roofing? Did you always know you wanted to be an entrepreneur, or what got you to that point where you're like, yeah, I want to do my own thing?

Speaker 1:

yeah, great question. I I always knew I wanted to start my own business and own my own business one day, even as a kid. I actually had three jobs in grade school and in high school In the summer I sold bean burritos and Cokes to the framers that were building houses around my house. I owned a distributing company, so my uncle would drop off a squeeze of hay and then I would take the individual bales and go drop them off at houses, and then I was also a lifeguard. So the entrepreneurial spirit was always there, and my dad's been doing flooring as an entrepreneur for 42 years, and so I don't know the corporate world. I had to learn what we're going to table this I don't know. I had no idea what that meant until I was in my 30s, to be honest. So I've been wanting to be a business owner my entire life.

Speaker 1:

Worked for my uncle for a decade, who owns a roofing company. Worked for him for a decade, learning everything from A to Z. Started in production, went into sales, went into management, tried to buy in, didn't work out and so I said, okay, I got to go. Left went into outside sales, sold left. Went and did outside sales. Sold 1.8 million in 13 months from scratch all self-lead generated while I was bootstrapping day 48 and then started on my own my wife and I, no investors, no partners, just my wife and I and blood, sweat and tears five and a half years ago.

Speaker 3:

Wow, when you did that 1.8 million in sales before you started your own business and you created all your own leads Was that at the time you were using social media, or how were you generating that business?

Speaker 1:

That was 100% from social media. Wow, because and networking, right. So I had a decade of creating relationships, networking mixer, sponsoring events, rubbing shoulders with other contractors, other trades, realtors. It was all social media driven. Because when I left, I had to give up my phone, my cell phone, because it was a company phone that I had for a decade. That phone number was millions of dollars. I had to give it up and my email address and all that stuff. So I started from scratch. But the only thing I was able to bring with me was my Instagram handle, because it wasn't a business one, it was my personal one, so that hence Jason the roofer. So I brought thousands plural of posts and content with me. Yeah, and that helped me launch more quickly, but I already had. Like I said, I've been posting once a day, every day, since January 2010,. Not on purpose, just doing it Cause it was I was told to do it.

Speaker 3:

I don't want to gloss over this. Obviously, when you started your well, even when you did the 1.8 million in revenue, and then you started your own business, you obviously have put a lot of effort in relationships and valuing good relationships. How did you learn that Like? Is that something that just you always valued relationships? Did someone teach you that along the way? And how do you even think about them when you are working with people?

Speaker 1:

My dad's in the blue collar industry right, he's exploring, and we're born and raised here in Gilbert, a little suburb from 30, 45 minutes outside of Phoenix, and the boomers didn't have social media, so 99% of their work was a handshake, was a relationship hey, a referral, right, you did really good. Cool, use my friend down the street or use my cousin, my brother-in-law, whoever, and so that's how I learned that from my uncle and also from my dad before tech really really played a role into lead generation and all that kind of stuff and dude relationships are. Most of them are shallow and they suck. But if your heart is there and your intention is there to really help somebody overcome a problem and um, then you're gonna win all day long. But it really comes down to relationship.

Speaker 1:

Marketing is the is the most important thing on planet earth in my opinion, because that's when people start becoming a fan of you and your product and your services and they will proactively promote you, your services, your brand, your whatever, if you can create, if you can connect with people. It's all about connection. Covid destroyed all of this and we really saw how much how many people like banked on tech versus relationships and relationships went all day long.

Speaker 3:

Yeah, I wasn't going to get into branding until later on, but I can't. I can't pass up something you just said. You talked about relationships and connecting and social media, myself included. I think a lot of us don't do that very well, like we don't. We don't, we can't figure out. Like you know, we might talk about what we're good at. Let's say, I'm a finance guy, I'm going to talk about money and numbers, but I don't know if I'm necessarily connecting with my audience at a high level. How do you do that? Cause I have watched your videos and I get immersed. Man, I'm like watching one after another, watching your whole 30 day social media thing you had going on and you had like legit, good content every single, almost every single day. I'm like, wow, there's gold here, there's gold here, there's gold. And the way you're delivering it is very down to earth, like, is that because you've done a hundred thousand videos, or is there something you consciously do to be able to connect with people?

Speaker 1:

There's different ways to approach it, but my biggest thing is is I learned this just like two weeks ago, but I realized I've been doing this the entire time is we scroll and we scroll and we scroll and then something stops us. And what stops us? It might be a current event, right? So we stop us to watch that current event that's going on, whether it's rioting or Trump. Or you pick your poison right going on, whether it's writing or trump, or you pick your poison right, and we can use that as a piece of content. Or we'll scroll and scroll and scroll and we'll hear something. We can't smell it because it's on a device. Right, we can see something. Or we can hear something like you're hearing the saw, the saw, the skill saw, cut the plywood. You're like I'm at home depot. Oh my gosh, like this is really intriguing. What are they building? What are they? They? And then you spend yourself 2, 3, 4, 5 minutes watching their stuff and so I'm like, okay, well, it stopped me. Great content that stopped me. It will stop the next person. But what I'm scrolling through, don't post that, because I'm not going to watch it. Why would that person watch it?

Speaker 1:

But my biggest thing that I've been trying to do is change the roofing industry standard.

Speaker 1:

From day one, roofing contractors were shady, we're unethical, we take people's money, we do shitty work, we don't finish jobs, we leave early, we leave cigarette butts and beer cans and we just, we just overall have a very, very bad reputation, and that's been my goal is to try and change that.

Speaker 1:

The best way to do that is to add value, educate the consumer of what they should expect above standard expectations, and then make sure they can hold those contractors roofing or not hold them accountable to make sure that they show up on time, do a good job, give a great product with a great price, with a great warranty, and show up on time, finish on time, and that's in a nutshell. But that's what it is. And so I add people and that's what my biggest thing is education, because if I can educate and give away those nuggets over and over and over and over again when it's time for a roof, you know how to put the roof on, but you're gonna pay me to implement it. So Hermosia says it best give away the content for free, sell the implementation.

Speaker 3:

Yeah, got it. Okay, I'm going to switch gears here. I want to talk about scaling to your. $13 million last year. You've done it in five years. That's a crazy growth rate since 2019. A lot of times you'll find, particularly in home services, the business owners hit that wall. Oftentimes it's getting above $1 million. Then it's getting stuck at $2 or $3 million. Maybe, if they make it to $5, they get stuck again. What has allowed you to just blow right through those and just keep growing? And I imagine 13 isn't the end of this either. You're probably going to blow through that too.

Speaker 1:

Yeah, our goal is 15 this year and Arizona market sucks right now for roofing, but we're still pushing through it. Just an excuse and a hurdle to overcome. But the biggest thing with me, what it comes down to, is I understand that I cannot. If my phone rings a hundred times, I cannot go to all the roofs. I cannot, I cannot answer the phone calls, I cannot get up on all the roofs, I cannot sell all the roofs, I cannot order all the materials, drop off all the trailers and do the roofs and bill it and do the marketing for it Right and do all the backend stuff. I need help, I need people to help me accomplish those goals, because if my phone's going to ring that much, if I'm going to be such a good marketer of my services and doing such a great job where my phone's ringing off the hook, I immediately have what's called capacity issues, and I hate capacity issues. I hate when I need something. I can't get it. It drives me freaking nuts Hello, covid, right. Or raw material shortages for the housing market three years ago like destroyed the housing market, at least in Phoenix, right, because we couldn't get concrete. And so my biggest thing is like having capacity issues. If you know you have capacity issues by just looking at the holes in your boat, in your ship, in your business, fix those holes right and hire and delegate, hire and delegate, hire and delegate.

Speaker 1:

I call it the 2,500 rule. If it's $20 an hour, task, delegate it, pay somebody $20 an hour. If it's $500 an hour, do it yourself. And the reason why it's $500 an hour is a million dollars a year. $20 an hour is about $41,000 a year. What happens is it makes us feel good and we get a dopamine hit and fulfillment of doing the $20 an hour tasks. And then we realized we only made 4646,000 to $80,000 this year. We're pissed, instead of making $200,000, $300,000, $400,000, $500,000, or a million, because we're spending all of our time doing these small, miscellaneous tasks where we can hire and delegate somebody to do these Probably bigger, better, faster, stronger than we actually can. But we don't want to let go of that money on the $500 an hour tasks. The relationship marketing right, making our phone ring and we work. We're gonna be working on the business, not in the business.

Speaker 3:

So a lot of times what I'll see to your point like delegation is usually the first obstacle to scaling and growing. And then the next obstacle that I see and I'd be curious, since you've gone through this now once you get around that $5 million range, it really kind of starts. You need some level of a leadership team and a lot of times that's another obstacle for owners to get around. Have you developed a leadership team and did it happen for you around 5 million, or how did that? How has that played out for you?

Speaker 1:

So I believe that you can blood, sweat, tear yourself to about two to $3 million. Okay, you and a couple of people, you and a couple crews, you and your spouse, you and your dad, you and your brother, you and whoever and a couple crews in mostly any blue collar business, you can get to $2 or $3 million. That's where everybody dies, because the average small business owner goes out of business in less than 96%. Go out of business in five years and they don't do more than $3 million in revenue. Go out of business in five years and they don't do more than $3 million in revenue. So if you can say business more than five, you can be 96% of the ones that give up. Right, and then that $3 million mark is exactly what you said.

Speaker 1:

It's hiring and delegating and cause. I know people that do 3 million, that still answering their phones and setting this and selling this and order materials and do it like they're wearing like 19 different hats. I have all these hats, 19 different hats, all over the place, right, and until about 3 million, and then you'll hit a wall because you'll literally work yourself to death. You'll probably become an alcoholic, You'll probably put on 50 pounds, you'll probably get divorced, you'll probably hate your life and be miserable and depressed and work 80 to 100 hours a week and at that point you either have to shut it down, hence they're going out of business. The 96 or that four percent says I need help and that's when they go and bring in people, say, hey, will you run my production team and will you run my sales team? Will you run my office, will you run my admin, will you run my marketing or whatever? You have to be careful as you do that, because if you hire a bunch of people and you don't have the revenue to support it, then you're going to be in trouble. But I like hiring people and figuring it out later because that puts more pressure on me to generate more leads, to generate the revenue, to fulfill the need for the payroll to do what I'm going to do.

Speaker 1:

My biggest jump was from $3 million to $7.6 million. Year two and that was the biggest thing I was like I need a production manager. I can't do, because I was doing sales, marketing, production and I wasn't doing any admin. From $3 million. That's when I got our production manager and he went and took over. We went from 3 crews to 7. And he took over all of that I didn't do. I never talked to my crews, not literally, but I'd have to deal with the daily dispatching and payroll and ordering materials and trailers and all that. But there comes a certain point where you have to get good leadership underneath you before you can pass on the torch for those departments and let them be in control of those departments while you work on and establish and build up those managers.

Speaker 3:

How do you? As you continue to grow and scale, as you add more people, a lot of times the insecurity of business owners will be like I'm not going to be able to keep my quality, they're not going to do as good a job as me, or things are going to fall through the cracks because it's going through more hands. How do you circumvent that, because obviously quality is very high to you? How do you keep it at that same level?

Speaker 1:

You check your ego at the door.

Speaker 3:

Okay.

Speaker 1:

It's probably the number one thing, the reason why my buddy Brandon Dawson, no matter what job, no matter what role, you can train. 80% of that job, no matter the job, no matter how big the role, the stress, the risk, 80%. 20% is you, your personality, your heartbeat, who you are, your little grit, right? 20% you're going to keep that. Nobody can take that from you ever. But four out of five of that, 80% of that you can train and hire and delegate those skills. 80% of it can go to somebody to go and replace you.

Speaker 1:

A lot of us think nobody can do what I do, nobody can diagnose as well as I can, nobody can sell as well as I can. And I'm like that's not true, because there's tens of thousands of you or people doing your role in the entire country. There's 102,000 roofing contractors. You're telling me that there's not. You know a few thousand sales managers or a few thousand high producing sales reps or office managers or whatever. You're full of crap. And so thinking that like nobody can do as well as I can, that's just an ego. And and they don't trust themselves to train those people correctly to where they can do it at 80%. They don't train them well enough. So they do 20 or 30% and then they're like those guys suck, when in reality it's no. You suck at training and supporting and holding them accountable.

Speaker 1:

And we call it teach, show, watch. So you teach them what to do, you show them exactly how to do it and you watch them do it and then critique and go from there. But most of us don't have never been trained. We just learn how to do the trade, but we don't know how to train because we've never been trained. We just bootstrapped in and hopped in the trenches to go do it we. So we don't know what the training looks like. We didn't come from corporate America, so we don't know what true, true training looks like. Where you go away for two to four weeks and and somebody sits down in the classroom for hours and hours and hours. We didn't grow up that way, we didn't learn it that way, so we don't know how to train it that way either. And that's where the divide happens, that's where there's no trust. And then we don't want to delegate those responsibilities because that trust is broken.

Speaker 3:

Yeah, what you know. With 80 plus employees right now, how have you developed some type of methodology so you do hire quality people? Do you have some process or are you doing something? I mean, are you kind of like slow to hire, quick to fire type methodology, or what are you doing that allows you to keep adding quality staff so that you can scale?

Speaker 1:

After seeing a lot of businesses thrive and a lot most businesses just go to crap or they go back to like a one man show, like a solopreneur type deal. My biggest takeaway from that is something I also learned from Natalie Dawson called the PPS personal, professional, financial goals and what we don't do is we are so easy to blame the person and not the process. That person sucks at doing X. Do they really suck at doing that? Or right, it's like on a bus. It's like are they in they? Are they not meant for the bus? We try and kick them off the bus and fire them. Or maybe they're in the wrong seat and you as a leader didn't realize that they're actually in the wrong seat and you gotta take them from 1a to 3d and they'll actually thrive in that different department, in that different role, in that different position.

Speaker 1:

And that is a leadership flaw. Or what happens most of the time is we set you up for failure. We didn't onboard you correctly, we didn't train you correctly. Therefore, we can't even hold you accountable correctly. So we can't even fire you ethically because we set you up for failure. So you're doing really bad at your job because I did a really bad job of training you and we don't want to do this. We don't want to say I'm a bad leader, I'm a bad boss, I'm a bad owner. No, it's all your fault, you suck, you don't do this, you don't do that, you don't do whatever.

Speaker 1:

And my opinion, 90% of the time, it's us, as leaders, not training and caring about our team members and helping them grow and thrive. It's do your job, get a paycheck, go home and wake up the next morning and do it all over again, when you can truly take them from, I believe, multiple, like second, third, fourth chances because we all make mistakes, right. Like if my wife only gave me a one and done, I would have been divorced a freaking long time ago. Right. But like we have a thriving marriage because, not because she gives me multiple chances, because I mess up, but because I'm a human. I make mistakes, but I own the differences that I own them and try to not make them again. We need to take that and put that into our business.

Speaker 3:

That empathetic type perspective that you have on staff. Is that something that you've always kind of developed and honed, or did you kind of have to learn the hard way in terms of how you treated people?

Speaker 1:

No, freaking way. I went, dude. It took me years, years of so, to be honest, I actually learned what not to do in a business from my uncle, where I worked for a decade. I learned how to. I learned how to not treat people and my wife even saying if you're going to start a business, you will not treat them like this, this and this, like your uncle did this way, right, yeah, yeah, as you learn, so learn like, but he did a lot of good things too. So like the good things that I did take. Learn like, but he did a lot of good things too. So like the good things that I did take those roles, those but there's a lot of things I'm like, dude, I went through, we went through like eight office managers nine years, like for a $3 million business, three to $5 million business, like that's a pivotal role for a three to $5 million business every year, to fire it on higher, interviewing new ones, hiring them, training them, getting them going.

Speaker 1:

And by the time then you're like dude, you suck. I'm like how many of those actually would have thrived if we would have trained them better and been more empathetic. But a lot of us, we just have egos, especially dudes. We just have egos. We think we're their shit. We think our shit doesn't stink. You're wrong, I'm right. You're a bad person. You suck at your job.

Speaker 1:

I I've done this for so long. I know what I'm doing. You don't? You're talking about lay it all out, right? What it really comes down to is when you truly understand that when you're wearing the same Jersey and you're on the same team, like everybody wins when there's a W in the W column and not an L, and when you win, everybody wins. You didn't win the game, right? Tom Brady didn't win the game, right. Tom brady didn't win the game. The patriots won the game. It doesn't say tom brady, tom brady, 21 redskins zero. It says patriots or whatever, right. And that's what it comes down to is like you have to understand that, like you have to care about people. Put in simple if you you treat them as assets and not liabilities, and until they make the decision to become a liability, it is your job to treat them as an asset. That's going to help you. We hope the grades are exactly right. If you help people accomplish their goals, you will eventually accomplish your own goals.

Speaker 3:

Yeah, that's good stuff, hey. And, by the way, I just love your transparency and your honesty, because I know there's people out there listening, and the way you explain it. Once you throw in that that, hey, you kind of went through the school of hard knocks yourself and you also had you know, you're, in fairness, your uncle. I don't mean to give him an out pitch, but I do think if he's older, things were kind of a little bit different, probably when he was growing up and managing people where, I think, being empathetic and being a little more listening and development once again, I'm not trying to give him a free pass, but just a little bit different than it is nowadays.

Speaker 1:

There's been an evolution since the early 2000s today, compared to the 90s and the 80s. Are you kidding me? Blue collar, like dude? That wasn't a thing. There wasn't training, there wasn't interviews. It was like dude, you know what's from your hammer? Cool, see you on the roof tomorrow. Tomorrow at 5 am.

Speaker 1:

It's like, hey, build this person, go pick the walk, ride the horse and buggy and go pick up the check type of crap. You know what I mean. But like no, they're and it's not. Like it's not that I, I don't like the our economy and our people are soft. But like someone if they're doing the same exact job. But this also person is saying hey, how was your weekend? How's your family? How are your kids? What are you working on? What like? What goal do you want to accomplish this year? But you're going to pay the exact same Dude. They're going to go with that person all freaking day long. Compared to the show up, check in, do your job. If they're getting paid the same, that person is going to side with that business owner all freaking day long.

Speaker 3:

Right, I did an interview with a guy. In fact he's in Arizona too. Hvac company said to me hey, when we invented our training program, we literally unfortunately had to get rid of most of our really experienced technicians because they didn't want to do the part where they had to be caring about the customers. They had to be. They had to, you know, make sure they weren't dirtying their floors or cleaning up after themselves or doing all these things that are somewhat newer to the industry in terms of making sure the customer is valued. And they just weren't willing to do that. And he's like I had to really train people from the ground up. We found that was easier than trying to change these people that have been in the industry for so many years, which is sad. But I also get the business side of it too.

Speaker 1:

Yeah, you got to do a rain check on your people and there's certain people where you don't want them in front of customers. That's okay, right, like, do you talk to the person putting together your big mac at mcdonald's? No, right, right. But there's people that when they're taking your orders and they're giving you orders, they should probably have some social skills, some people skills, but they're I have people that work for me. They don't have people skills and I'm okay with that. They're respectful, but they're not like sure they don't have that social aspect. So, like, cool, well, once again, just put them in a different seat. That's not their forte. Don't try and make it their forte. Right, adapt to that. Cool, you stay in the cubicle in the back and you do a great job. We still need this. We still need the burgers flipped. You go, do that. I will take care of saying hi, welcome to McDonald's, how are you Right? And we'll get somebody else to do that role.

Speaker 3:

Right, right topic with all your growth. A lot of times what I'll see is is cash flow and just managing the business. To you know, there's a saying growth eats cash. Cash flow oftentimes could be an issue in terms of scaling as fast as you guys are doing and just even managing by the numbers. Have you guys done anything to avoid either a cash flow issues or b be able to just manage by the numbers? I mean, what do you do to mitigate those types of things?

Speaker 1:

If you can find out a, let me know. If you can find out how to overcome cashflow issues with a growing business, by all means send me their name and their number and I'll hire them tomorrow. Okay, got it. I'll pay a million dollars for that nugget, but it's not supposed to be easy. It doesn't make sense as you're growing and as you're investing in your business. Right and roofing, for example, is like a 9% net profit business. You're not bringing home 20, 30 points and I know I even heard a study that last year refers to 3% overall nationwide, right, so it's not a very lucrative business. That's why you have to do the volume. That's why you do 3 million. You're only going to make 250K a year, but you're also doing everything, whereas you get $10 million really the threshold's $8 million plus. Then you can start making a couple bucks and go from there.

Speaker 1:

Either way, dude, I always tell people, like, whether you own a $3 million business or a $10 million business, if you are always continuously growing, you should have cash flow issues, because the profits that you would make that you could put into reserves, you could put into your own bank account, right or other stuff, real estate or whatever it is You're putting that back into your business when you go buy that truck. That truck does not, you can't. You could go sell the truck tomorrow but you have a loan on it. Right, but it doesn't make sense. So having cash flows this is where I disagree with what Dave Ransdorf says cash is king. I don't agree with that. I believe cash flow is key Because if you have a million dollars and you own a business, you'll blow through a million dollars freakishly, freakishly fast. But if I have a business that's bringing me $100,000 a month in cash flow, let's roll right. But you have to do audits. You have to be very, very well, be very aware of what's working, what's not working.

Speaker 1:

I think one of the biggest mistakes blue collar guys make is we're not charging enough. We just aren't charging enough and so our cashflow sucks because we're not charging enough, but nothing extra. At the end of the day heaven forbid, anything goes wrong. We don't have a freaking extra dollar. Every cent is accounted for.

Speaker 1:

Where's your little fluff or your little stash, or your little extra wiggle room? The just in case? We call it JIC. It's called jic fund, just in case, fund, right like. Where is that in case you? You know. You back into the garage door you hit the stuck or you knock over the mailbox, or you in roofing you get overspray on a metal fascia that cost me 45 grand last year, like that would bury some people right. But if you have cash flow you can overcome those things. But in other parts you're like then, once you, as you continue to grow, there comes a point to where you can actually, if you pay attention to it, you can lean the fat in each of those departments just a little bit to increase your margins as you go, because if you have four departments and you can shave off 1% out of all those, that's 4% back in your pocket.

Speaker 3:

You're percent back in your pocket. You're doing 10 million, right, that's 40 g's. Big money, yeah, big money, yeah. And so that's that's what it comes down to. So do audits, okay. Now it's time for service scalers marketing tip. This one's titled be memorable or be ignored. Jason payne didn't grow state 48 roofing to 13 million a year. By blending in From day one, he built a brand that stopped the scroll, like his now iconic sexy roof status slogan. It's different, it's bold and it's impossible to ignore. That's the move. If you're a home service business and your brand looks and sounds like everyone else's, guess what? You're invisible. The trucks, the posts, the pitch they all need to make people look twice. Now this tip is brought to you by Service Scalers, and they're the team helping home service businesses. Stand out, show up and scale fast through real marketing that works. They're my favorite marketing agency, so do me a favor and tell them Tyler sent you and they're going to roll out the red carpet.

Speaker 1:

Big money, yeah, and so that's what it comes down to. So do audits.

Speaker 3:

So just I love everything you're saying. Do you do any like dashboard whatever you call it scorecard dashboard, reporting weekly, where you kind of so you've got a decent sized business, where you're getting a pulse on the business every week, or how do you kind of keep your hands on the business to know, you know, kind of, where things are at? Is it all in your head still, or how do you do it?

Speaker 1:

no, no quickbooks and a crm and I have a coo that that is her entire job. Like, you're in charge of the money, you're in charge of the funds, you're in charge of making sure that money comes in, gets distributed right and then anything extra. Do we put in savings, do we pay out debt? Do we pay off a loan? Do we invest in another truck, another trailer, another employee, uh like another position? You have to have somebody with their thumb on that all day long or you will freaking, you will burn fast, you. You will go downhill very, very fast. Be very intentional about it.

Speaker 1:

The more I look at my numbers on a weekly basis some people don't on a daily basis, that's fine. But some people don't look at them until the end of the year, where they're like how much money? I have a buddy that does hvac and he literally I said, hey, well, how much money did you make last year? He's like I don't know. I'm like what do you don't know? He's like, yeah, it's like and it's him and his dad he's like, at the end of the year we see how much money is in our bank account, like that's how much profit we made, and I'm like, holy shit. And they do like 1.1, 1.2, 1.3, right, a little over a million, and I'm like dude, I was like, oh, that's like, but that doesn't. There's so many variables of like where that money should be allocated to right that you could be like you could have zero if you paid all your bills and you don't have any ars and you know and your receivables and all that's the payables. But like it's. You have to be very intentional about your numbers and going a crm is the best thing it'll help you keep, as long as you enter the data correctly.

Speaker 1:

Do quickbooks, simple stuff, like a pno, a balance sheet, right? Job costing I recommend you do job costing on a monthly basis. No like is your labor high? Is your materials high? Are your suppliers? Like trying to not screw you over, but they're like slipping in stuff here and there. We save six figures a year just by doing quarterly audits on our job costing and figuring out where we're high, where we're low. It's like why do we get charged more for this box of nails or this spray paint can or these? That's underlayment or whatever? Do with our crews, like hey, like hey. Why do you pay this crew $10 more a square? 40 squares, that's 400 bucks times 20 roofs Like dude, that's eight Gs Like boom, done right, and that destroys your margins.

Speaker 1:

But if you don't well, you don't know, you don't know you have to stay. This is where, like, micromanaging is huge. You are 100%, always allowed to micromanage your money and where it's going 100%, because if it goes somewhere where it's not supposed to, you can't get it back. Once you pay your crew, whoever paid you, you're not going to underpay them. They're going to leave. How many times are you going to make that mistake? That's your fault, that's not the crew's fault. That's your fault for paying them too much. Or you pay a supplier Try and go get a multi-billion dollar a year supplier to be like, oh sorry, we paid you too much for nails. Or maybe they sent you an email with a price increase and you didn't even know that it was there and all of a sudden you're getting pissed at them. It's like, bro, here's the email, the price increase. Oh, I didn't charge a little extra, my bad Right. Yeah, be very, very intentional about your numbers. Love that about your numbers.

Speaker 3:

Love that. That's good stuff. I've seen a lot of business owners, especially like $1 million a year business owners, where they don't look at their numbers the whole year and they let their tax preparer tell them how they did, and that blows my mind. I guess if you always want to be a $1 million business, nothing wrong with that, by the way that works, but there's no way you're ever going to be. You're doing right or wrong. You're getting all the feedback so far. After the fact, it's really kind of disappointing If you don't know what your numbers are.

Speaker 1:

At a million, why do you think you're no more than 10 million or 100 million? By the way, when you're that big and you have that much risk with the bigger companies, that's how you just completely collapse and that's why we're closing our doors. Because of this, the only pro is that the leaner you are, with less revenue, you have an opportunity to. You can pivot easier because you don't have as much right Compared to the big guys. Something big happens. It's also a pro about being a bigger company. When you have a bigger company, bigger problems, but you have cash flow to solve those bigger problems. Where you're a million-dollar company, you don't have extra cash flow most of the time, right, yep, yep, yep, and so it's all solved problems I got a couple more fun questions before we wrap up here.

Speaker 3:

I want to talk about sexy, a sexy roof status. Uh, let's talk about that a little bit. I, I can't help, uh, but not pass it up. You, you use that, that's kind of your moniker. Where did that come from? What does it mean to you?

Speaker 1:

or sexy roof that is. Uh, there's a. There's a town in chandler, arizona, sun Lakes. It's a 55 plus community and this is before we even started to say 48 Roofing. It was probably six, seven years ago.

Speaker 1:

I was doing a house down there and they had an ugly red terracotta tile and we tore it off and we put on a beautiful new modern black, flat gray tile and she comes out like 83 years old. She's probably passed away since then. And she comes out like 83 years old. She's probably passed away since then. And she comes out she's like that's the sexiest roof I've ever seen. And I'm like what did you just say? And I'm like, okay, cool, so you know, I was like, and I didn't know.

Speaker 1:

I was like, oh, create a hashtag with it and kind of roll with it, play with it, whatever. And I'm like dude, I was like, hey, you want to be part of the sexy roof status, you know, posse or clan or family, or be part of them. And then it went to sexiest roof on the street. Like, oh, we used to this roof because now a sexy roof status is not the sexiest roof on the street, and so it's kind of playing with it. But once again, pattern interrupts. Right, when it comes to marketing and whatnot, we can talk about that for days. But like, when, like, when you drive down the street or you see my business card, you see a billboard that says sexy roof status.

Speaker 1:

Like, what does roofing have to do with being sexy? Like, if I don't want to be like, I don't want to put that hashtag in Instagram. I'm going to see boobs and chicks and bikinis and all that stuff. I'm like, dude, just do the reverse. Status of the roof is sexy. What is sexy? Sexy is something appealing. When it draws, when you walk by or you turn or you scroll up or swipe left, it stops you, it gets your attention right. It's appealing, it's flattering, it's like oh my gosh, that's what we do and that's where it came from.

Speaker 3:

I saw the shirt first and I'm like, how do you correlate that? Like it didn't make sense for me. And then, as I'm learning more about you, I'm like, oh man, that is so cool, there's such a story to it. And you, by the way, you do the old lady voice really well.

Speaker 1:

Oh yeah, yeah. So the crazy part probably once or twice a year we'll get a complaint, like I had a guy I have to teach myself on the phone. I saw your truck wrap. I have $5,000 truck wraps. I have 15 of them, right, and every one of why that's not a small little, you know 12, 12 size font, big like it's an entire panel of my truck, on purpose because it makes people laugh. Right, it makes people laugh, it makes you like it's a conversation starter.

Speaker 1:

Hey, what is that and why is? Like it's kind of weird, you do roofing. Roofing's dull and boring. It's like boom, switch, opportunity now. No, it's not now, it's sexy. It's like wait and then. And then here's the thing, just like Amazon, amazon's logo is a boring, lame arrow, right yeah, it's not even a straight arrow, it's a saggy arrow, right yeah, but like it's not what, it's, not your brand, it's what you put behind it, right, right, it's the blood, the sweat, the tears, the energy, the marketing, the advertising that you put behind your brand. Whatever that is Right and that's my biggest thing is like, with that sexy roof status, it is everywhere.

Speaker 1:

I've had people literally, literally um fields. They want me to pay $500 for a banner raise money. I'm like cool going to raise money, my cool, my problem. Similar. I had a guy send him my my artwork. He's like, hey, you got to take that sexy roof status thing off. Like these kids are 10, 12 years old. And I said well, first of all, I'm not catering to 10 and 12 year olds, I'm kidding to their parents. Number one, number two if your kid or you are that dumb and immature, you can't understand that that has nothing to do with a female or boobs or anything anything inappropriate in any shape or form. Cool, no problem, don. Cool, no problem, don't take my money.

Speaker 1:

I'm out, and that only happens like twice a year, but out of the thousands and thousands of impressions and searches and it's on my billboards like it's everywhere, it's a movement. It's increasing the standard that you're not going to drive by. The roof just got replaced. It still looks like dog shit. You're like dang it. You drive by that and like dude, that is a freaking gorgeous roof. Who did that roof? Stay for your roofing. Part of the you know home of the hashtag sexy roof status. Welcome to the party.

Speaker 3:

Love it. Love it so funny. Okay, I love how you just like literally breathe and live and die by your culture and your brand, like it is so cool how it just bleeds right through you as you talk about it. You light up. Okay, here's where I want to wrap up. I got one more question and then I want to talk about your scale service or coaching, but to lead into that you do a mastermind where I think you meet with somewhere like 30 to 40 entrepreneurs I don't know if it's weekly or biweekly, weekly blue collar business owners what? What do you typically see? Like what are those? Anything we haven't talked about that they're just getting stuck, they're just not able to figure out. And when you get them in those masterminds, it kind of gives them some awareness in terms of what they need to do to get over their problems.

Speaker 1:

Yeah, so a lot of times when you're, when you're a business owner, um, and you're an entrepreneur, it's very lonesome.

Speaker 1:

You can't relate to anybody that's in corporate America Zero, relatability Zero. You have no idea. You wake up on Friday and there's a paycheck, big or small. There's a paycheck in your bank account on Friday. As a business owner, entrepreneur, you might not get a paycheck for weeks or months. Or if you do, it's enough to buy a bowl of cereal. You can't even go buy a burrito. You can buy a bowl of cereal, right, or an orange, and so there's not a lot of relatability.

Speaker 1:

My mastermind on Tuesdays it's specifically made from blue collar because I've never sold real estate, so I can't be like I'm going to coach realtors. Could I do that? Sure, I can help you with marketing and stuff like that, but that's not my niche. But like I did 10 million in three years, right, I've done 12.7 last year, We've done over 50 million total in five and a half years. We just cleared $50 million in total revenue in five and a half years.

Speaker 1:

But the point of it being is that a lot of these guys are doing a half million to $2 million a year and they're exactly in that boat. They're stuck. They're trying to hire their first person, their first admin, their first office manager. They're trying to get this thing called social media up and running. They're driving around with unwrapped vehicles, which is like my first law of Moses Like, do not. First thing you do is wrap a vehicle Very first thing. You do First five grand you have as a business owner, entrepreneur. Wrap a vehicle Very first thing, before business cards. Wrap a vehicle for blue collar, and so this mastermind is helping them give those nuggets so they don't become part of that 96% stat, because if that's what it is, 96% of those guys are going to be gone in five years. I've met all of them about one to two years ago. So the next three years they're either going to go out of business and they're going to be toast or they're going to be that 4%. That pushed through my goals to help them push through.

Speaker 1:

But a lot of it is that they all have the exact same questions. One just goes and diagnoses an HVAC unit, one as a roof, one does window cleaning, one does pest control, one does, you know, water treatments or whatever, and. But we all have the same problems and I think, now more than ever, people are. People are begging for quality leadership, someone that's not going to sell them a bullshit course. That's not going to help them that they're not going to implement that they're it's not going to move the needle in their business. I hate that shit. I turn people away all the time Like, hey, will you coach me? I'm like no, like why? It's like because I don't know if I can help you move the needle in your business and if I can't, I'm humble enough to.

Speaker 3:

I'll take your 20 grand and not coach you for a year. That's fine. That part doesn't bother me. I don't think I could help you. Is it in the way they're approaching their business? Is it what would cause you to say maybe I might not. You might not be the right fit for me to be able to help you?

Speaker 1:

Well, one of them came in, so we, I focus, I'm 90% residential, okay, and so I don't do a lot of commercial. There's a guy that came in and he only does commercial cleaning. He wants to clean hospitals and schools and big, huge facilities. I'm like, well, I have some contacts, and even the guys that are in there have some contacts, but we go in there to also refer each other because the same house that's 20 years old, needs pay, needs for needs, roofing needs, hr needs, all those things, needs the window clean, and so we can be like pop, pop, pop, pop and refer each other. I'm like dude, refer each other. I'm like dude, I can't refer you jack shit here, I just can't.

Speaker 1:

So I'll take your money but like you're not going to get what these other kids we show numbers, like what these guys are doing, the referrals that they're getting, I'm like you're going to be like a fricking ant. You're not going to, your ROI is not going to be here. It's about a hundred hours to get to get a couple of leads. Hey, worth it, right. But if I can give you six figures, if I can help you grow your business and get you six figures, some of these guys are doing almost seven figures just in referrals in that room, because it's a curated room but like that's where, like hey, you know what, come, come in, say hi, whatever, even come for free, I don't care. But like that way I don't have to feel like I owe you something, right? Realtors? I've had a handful of realtors ask me and people not in the blue collar space. I'm like I can help you write medical stuff, bak bakers. I'm like I can help you, but it's not really. You know, it's not, that's not my niche.

Speaker 3:

So you don't ever like where I thought maybe this was going. Have you ever had someone come to you and they just aren't doing the things or aren't willing to follow or, uh, listen to what you say? Or you might go. I just don't think I'm going to be able to help you, because if you're not going to do these types of things, does that ever happen, where people just or once they're committed, they're going to kind of do what you say or follow along to get where they need to go?

Speaker 1:

Well, the sad part, tyler, is that 90% of people, even in my coaching program, don't do what you told them to do and that's why they stay where they are, because they it's called fti failure to implement. They don't do what you teach them, what you coach them to do. It's not fun, it's not sexy, it's cost too much money, it takes too much effort. I'm tired. I want to travel more, I want to work less. All those things cool. Well, if you want to do you mark up any of those things. You're not going to get these results. But there's a couple that I would turn out like ethically, and most of the time they don't even make it to my door because they know like hey, we don't, we're not, we're not aligned, like the shit that you're doing, what I'm doing. But they're like this. They don't even come to my meeting, to my mastermind. My own people in mastermind will push them out like dude, you're not welcome here, and like you're not, you're not part of us, like you're a shady mofo. So, but a lot of them, a lot of them, even the ones that are in there reg said a lot of them, 96, don't forget. I didn't make that setup and it's not 96 of my mastermind that's.

Speaker 1:

You're talking millions and millions of blue collar small business owners. 96 of them are gone after five years because they don't. They just give up too soon, tyler, right principle they give up, they don't. They don't stick it out like right now in arizona it's. It hasn't rained in a freaking year and a half. We've had a couple of little dinky rains, but we call like roofing rain. We haven't had any legitimate, legitimate rain since April of 2024. We are almost in July, right, and it's like dude, you freaking. So okay, I'm going to hang it up, I'll go work for corporate, I'll go work at this chain, I'll go work at this franchise or whatever, and go work for the man. And it's like dude, just freaking, keep your head down and don't give up.

Speaker 1:

Or Mosey talks about it the most. He's like dude, if you just like, if you can just simply outlast your competition, not input, when it rains, dude, your market share, you're going to freaking, take over everybody. Why? Because 90% of these guys went away. They disappeared, they went out of business, they closed their doors, they went and did something else. You have the balls, you stuck it out, you made it happen, you didn't give up. You told your team you're not going to give up. You sacrificed, you gave up everything you could, you went through your savings, you blew through everything to make it happen. And then boom, then there's a breakthrough, and it's very, very sweet.

Speaker 3:

Good stuff, and I know from learning about you and watching your videos. Consistency you preach a lot too is just be consistent, keep doing the same things, and that's part of not giving up is just keep doing the same thing, even if they're incremental results.

Speaker 1:

Well, yeah, here's a quick, quick little three, three, three minor analogies. Yeah, do you know what the average pot, average person, started to podcast, how many episodes they do?

Speaker 3:

Yeah, I think it's under 20. It's like 11, 11, really yeah, okay.

Speaker 1:

Yeah, it's like night in the 90%, something they don't do ever do more than 11. Yeah, I'm at 80. My personal one, I'm at 80. I just did five today, but, like I'm in the 82, I'm in the eighties, right, and so nobody was more than 11. Well, dude, just do more than 11.

Speaker 1:

You beat out 90% of your competition and there's millions of podcasts, right. Then you, and there's millions of podcasts, right. Then you flip it to writing a book. I don't know where's my book, anyways, it's over here. So it's called Eight Phases to Eight Figures. It's on Amazon. It's how I built my business in 40 months to an eight-figure business.

Speaker 1:

And how many people have written a book? And once again, in the 90% that in the high 90s start a book and 3% of them finish it. 90s start a book and like 3% of them finish it. I haven't, but I have a published book I can give to you that you can go buy an Amazon now, right, and just like you said, starting a business, if you can just hang out for more than five years, you beat out 90%, 6% of the world. That's consistency. It's not giving up, staying consistent. Stick to your routine. Don't listen to, don't listen to people. Do not listen to people that have not done what you want to do or have not gone where you want to go. If you follow those two rules, you will kill it in life because you will stop taking advice from broke people. Maybe they're broke financially, maybe they're broke mentally, psychologically or whatever, or business-wise. Don't take advice from people you would never like you shouldn't be taking advice from.

Speaker 3:

Yeah, that was under your day 19,. I think you said take ownership of your success, do not put your hands in any of anyone else, don't take advice from people who have not gone where you want to grow, and I could go on. There's like 10 more gold things there, but that was all gold, every one of those lines, and that's why, again, I think you connect with your folks so well.

Speaker 1:

Yeah, and that's why coaching is the biggest scam on planet Earth. That's why I always say I'm more of a consultant than a coach, Because the coaching name is such a diluted scam, stereotypically throughout the entire world, especially in the United States, and that's why I'm like dude, I only coach. I coach the niche that I know I'm good at and proven I can. I will show you where my stuff here I can. I can show you P and L's. I can show you graphs. I can show you bank accounts of what we're doing. Like we're at.

Speaker 1:

We're at over $600,000 in revenue just in June of this year, with almost little to no rate Like we're. We're there, but like. So that's where, like people wait. Jason's done this, so Jason can help me do this because he's done this. But it's like if you're, if you're in your fifth divorce, I probably shouldn't take advice from you, but have a, have a successful marriage right, or you're 250, you're five, six and 250 pounds. I probably shouldn't say, hey, what is your gym routine and your diet? Look like Cause you don't do either of those right, like I hate to say this, jason.

Speaker 3:

A lot of times it's those people selling that type of service and I mean no disrespect to anyone out in the audience, but a lot of times it is the person that has had five failed marriages and now they've decided they're going to coach on how to have a great marriage, or whatever it is, and I think that's half the problem right there. When you talk about coaching kind of not not oftentimes being genuine talk about coaching kind of not not oftentimes being genuine.

Speaker 1:

So simply put. Do your due diligence? Yeah, ask them. They say you know the Fox on on the Carfax right. Show me the Carfax, like dude. Show me the proof of what you've done to this vehicle. Show me proof of what you've done in this space, where I should take advice from you and cut you a check to help me move the needle in my business. And when they uh the I just I just posted this morning.

Speaker 3:

you know who's skinny dipping when the tide goes out. Right, I saw that.

Speaker 1:

Yeah, right. It's like okay, cool. It's like, oh, hey, you weren't wearing your jonies, right, but like that's how there's a business in coaching. Like, dude, show me your job, not literally. Show me your stuff, show me your results, bring me to your office, Show me your crew, Show me your truck, show me your bank accounts. Send me not one testimonial, send me 10, 15, 20, 30 testimonials of people that are raving fans about you and your coaching program. If they can't do that, they're full of shit and they hide, because people can hide behind a camera, behind a screen, behind a zoom. But like, when you can physically come into my office, I can show you 5,000 square feet, I can show you my payroll and show you my PNL and show you my CRM. Like there's no holding. That's why I don't like it's just a number, like brag about it, flex on it, be humble about it, it don't matter. It's, at the end of the day, numbers don't lie. Jay-z says it best, right, like women lie men lie.

Speaker 3:

numbers don't lie. Show me so true. Hey, I want to wrap up here. We're right up on an hour. Last thing I want to cover is just your coaching services, or your consulting services. Who are they for? Who should reach out to you? If someone? I kind of want to check them out. I know your Instagram is Jason the roofer. Is that where they should go, and can you just tell us a little bit about your services?

Speaker 1:

Yeah, that's the best way to go. I just actually started a scale one because my Jason the roofer one I want to have one just for my coaching. So it's called. It's called the scale mastermind. That's also on social media. It literally has like two posts. I just started it like last week. Okay, but yeah, go to go to Jason the roofer and you can hit me up there.

Speaker 1:

But but my, like I said I'll coach anybody, but I really don't want to. I'm more of blue collar guys, blue collar guys that want to be. Here's the difference between myself and other coaches. I don't just coach you on business. I coach you on how to be a better spouse. I coach you on how to be a better dad. I coach you how to be a better version of yourself, a man of God. I teach you and coach you and hold you accountable to those things, not just business, but blue collar, like I said, doing a half a million to two or three million a year.

Speaker 1:

They're stuck, they're frustrated, they're burnout, they're working 80, 100-hour weeks. They're depressed. They've neglected their spouse and neglected their family. They're neglecting themselves. That is not the American dream and they're neglecting themselves. That is not the American dream and I feel like we were kind of told that's like how it should look, maybe from our parents, maybe from other bosses, maybe from other generations.

Speaker 1:

I call bullshit. I don't think you should do that. I think you are you and your relationship with God is first, then you and your spouse, then you and your kids, then anyone and everyone else, including your business, in that order every single day, non-negotiable. And as long as you can keep those, keep that at the top of the priority list, you'll be just fine. And if that is gray or that doesn't make sense or you don't have any of that, hit me up and I'd love to see if I'm a fit for you.

Speaker 1:

If not, like I said, no hard feelings. But especially if you're a blue collar, I guarantee you I can give you a couple nuggets and if anything, even if you don't have 20 grand to cut me, a check for personal coaching, just watch my content, like I said you you saw it there, tyler, you can. There's unlimited. There's 7500 posts on my, on my personal, on my jason roofer page. You can scroll for three days and not get the right content. So go on there and get some free nuggets and if you like it, hit me up.

Speaker 3:

awesome okay, hey, thank you so much for your time. I went a little bit over from where I thought I would, but it's because you have so much information. I can't thank you enough and I'm sure you're going to hear from some people because you just you got so many nuggets you throw out there and so much wisdom. Super appreciate it. Hey, here to serve, here to serve okay, well, that was my man, jason, and if you didn't catch all the gems in there, go back and give it a listen again. Now.

Speaker 3:

Whether you're running a roofing company or really any blue collar business, jason's approach to leadership, brand and scaling is about as real as it gets. If you want more from Jason, be sure to check him out at Jason the roofer on Instagram in particular, or look up his scale mastermind. I'll also put it in the show notes. If you're serious about growing your service business, I really loved. My big takeaway from Jason is just, you know, building a business and blowing past different revenue levels. It's a challenge. Like you keep laying infrastructure and you keep building that foundation, and I think the real big takeaway is his delegation.

Speaker 3:

That I loved is really look at yourself and go. Value each one of your tasks that you're doing daily. Is this a $10 task, is this a $20 task, Is it a $1,000 task? And put a value to it. I even recommend clients, new clients. They actually chart over the course of one or two weeks everything they're doing and then we put a value to it and we categorize it and you quickly realize how much money you're losing doing 10 or $20 tasks when other people can be doing them.

Speaker 3:

And don't lie to yourself. A lot of times we lie to ourself and we always say, oh, nobody can do them as good as me, so I have to do them or I need them done now. You need to change that mindset. Once you change that mindset, it does open up a new world to you and it's oftentimes one of the first steps in being able to scale to the next level. Okay, well, hey, thanks again. Jason was awesome. You're awesome for being here and if you enjoyed the show, please, please, please. If you can leave me a quick review, I would so thoroughly appreciate it and I will catch you in next week's episode. I got another great one coming up. I hope you have a great one.

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Tyler Martin

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