Building with Integrity

In this episode of Torch Talk, Lindsey Chupp sits down with Mike Eberly, President of Weaver Commercial Contractors, to talk about leadership, growth, and what it takes to run a successful commercial construction company.

Mike shares his journey from working on a dairy farm to stepping into the president role and why that brings a unique perspective shaped by hands-on experience and years of working his way through the company.

The conversation highlights the realities of managing long-term projects, building strong teams, and leading with accountability while navigating steady business growth.

In this episode, you’ll hear about:

• How Mike worked his way from entry-level roles to president

• What Weaver Commercial Contractors specializes in

• Why transparency and honesty matter in construction projects

• How to lead teams through growth and increasing demand

• The importance of owning both failures and successes as a leader

• Lessons from leadership books like Extreme Ownership and Rocket Fuel

• What healthy growth looks like in a growing company

This episode offers a practical look at leadership and business growth, especially for those managing teams, scaling operations, and trying to lead well in the middle of it.

Transcript

SPEAKER_03 0:00

And a lot of business owners that I talk to want to be humble too as well. And so they just have a hard time even celebrating because it doesn't, it feels like it's not being humble. But sometimes in order to get the energy to go through the next hard thing, you have to celebrate and recognize the good things that we're doing too.

SPEAKER_01 0:17

Yeah, yeah. It'll it'll beat you up after a while if people don't take time to kind of celebrate the. And I think that's it, it's our kind of this area, our culture, our heritage.

SPEAKER_03 0:30

Welcome back to Torch Talk, the show where we spotlight bold leaders, growing businesses and communities with grit and purpose. Today's guest is Mike Eberly, president of Weaver Commercial Contractors. In this Torch Talk episode, we'll explore his approach to leading a growing commercial construction company and take a deeper dive into what it takes to deliver high-quality projects while building strong client relationships and teams. Welcome to Torch Talk, Mike.

SPEAKER_01 0:57

Thank you. It's good to be here. Cool.

SPEAKER_03 1:06

Okay, so tell us a little bit about your career history. Your role now is president.

SPEAKER_01 1:11

Correct.

SPEAKER_03 1:12

Um so how did you end up in the president seat?

SPEAKER_01 1:15

I uh grew up on a dairy farm in Orville, and I never thought I would do anything but farm. I loved it, it's in my blood, still in my blood a bit. Um but uh my dad and grandpa sold the dairy cows uh when I was a junior in high school, I think. And my dad was working for Kingsway Christian School as the kind of board rep to for a building project that ironically Weaver Custom Homes, Weaver Commercial Contractor was building. And so I just went with dad like every uh every day up to the job site and just kind of jumped in and I jumped in with the framers and I was just kind of I mean I wasn't getting paid, but I was there and you were doing the work. I was doing the work, and uh one day uh Ron, who was our um previous owner and president, um said, Hey, you want to get paid to do this? And I was like 16. I said, Yeah, I want to get paid. Um so I went and started working for them that summer. Um, worked uh part of my way through my senior year in high school, and uh I loved it. It was good, uh, but I still just was gonna farm. So I graduated from high school, went on the wheat harvest out west, and um ended up I had a great summer. Um ended up in a pretty serious uh combine accident while I was out there and kind of cut my experience short and kind of one thing led to another, and I when I was able to work again, um I started working for Weaver Custom Homes and was a framer and then an excavator. And like I said, I had farming in my blood, and so after about five years of construction, I quit and I bought my own herd of cows and farmed again for a while. Okay, and uh learned learned a ton.

SPEAKER_03 2:49

How big of a herd of cows?

SPEAKER_01 2:50

Uh like fifty. Okay. Yeah, so not very big. What kind? Uh Holstein. Okay.

SPEAKER_03 2:54

So you're raising that's for beef, right? Uh no, I was milking cows. No, no, no. They were milk cows.

SPEAKER_01 2:59

I was milking cows twice a day, every day by myself. Manually, uh like with milking machines.

SPEAKER_03 3:05

Like I was. You can tell how clueless I am. Like, what are you doing?

SPEAKER_01 3:09

Yeah, no, with with machines, but um, still a lot of work um twice a day, every day. Um, no vacations kind of thing. Yeah. So um yeah, kind of all through growing up on the dairy farm. Um, and I don't know if this was just out of necessity or because they love to, but my grandpa and my dad like built their own barns, they built their own sheds. Like I remember grandpa built trusses for a building he was building instead of buying them. Um and so, like kind of early on, like that was just part of what we did was build and farmers are taught to be resilient.

SPEAKER_03 3:38

They do the same thing with mechanics, right? Like, you just fix everything and you build everything.

SPEAKER_01 3:45

We just figured it out. Um but anyway, so I milked cows for a while, um, kind of outgrew the f outgrew the barn, outgrew the facilities, and it was kind of either bite off a huge chunk of debt or uh do something else. And so um in 2011 I came back to Weaver commercial contractor as a um job superintendent and did that for uh few jobs and then I was a project manager and um did that for probably eight years-ish, and then um was moved to uh vice president and then four four years ago, I think, um president of the company.

SPEAKER_03 4:22

In 2011, when you came back, Weaver Commercial Contractors had been officially formed as a separate business from Weaver Custom Homes at that point. What year was Weaver Commercial Contractors officially established?

SPEAKER_01 4:32

Uh I believe in 2009, I believe. Okay. Um they they were kind of doing business, they had a DBA doing business under Weaver Custom Homes, um, and just the more that the commercial side evolved and grew, um, formed their own um uh corporation.

SPEAKER_03 4:47

So that's really it kind of grew organically out of Weaver Custom Homes because they were receiving, I'm assuming, commercial requests.

SPEAKER_01 4:53

Yeah, yeah. Um, you know, building houses for people, business people in the community, and they say we, you know, we need a building. We need business too. Yeah, we needed a building built for our company or business, our school, our church. And uh yeah, so out of that it was uh just kind of evolved from from there.

SPEAKER_03 5:07

And then you worked your way up through multiple different roles within the company to now be in that uh president seat. So how has that experience been valuable for you from a leadership perspective?

SPEAKER_01 5:19

I think it's super valuable. Um I think I've and I'm trying to not kind of forget that, but like I was the low guy. I mean, when I started, I was a ditch guy in a in a ditch, you know, and or a framer. Um you know, I was a driver part of the time for hauling crews around. And um so I've started kind of there, and I think it's been helpful for me just to kind of be able to put myself back into that.

SPEAKER_03 5:40

Really relate to every employee, no matter where they're at in the phase of the job, to understand.

SPEAKER_01 5:46

Yeah, and understand their stresses, you know, especially kind of relating to our project managers and kind of that that next level leadership of projects and kind of what you know what you know, I I lived it for a lot of years not that long ago. And so I feel like I'm still able to really connect and um with them.

SPEAKER_03 6:02

Yeah. So tell us what Weaver Commercial Contractors does. Like what do you specialize in?

SPEAKER_01 6:07

Um yeah, so any commercial or light industrial building, um, we have a uh pretty strong uh presence in the church building, um, religious market. Um any given year, half of our our work is uh churches, Christian schools. Uh but then anything from manufacturing, warehousing, um, fire stations, um, retail, um kind of span a pretty wide variety of commercial.

SPEAKER_03 6:31

Is any building too small, or will you do any project size, small to big?

SPEAKER_01 6:35

Yeah, we'll do pretty much anything, or we'll take a look at pretty much anything. Um a lot of it does come down to kind of workload, but uh yeah, we would do a lot of small projects. Um trying to a lot of that is past customers, just you know, taking care of our customers.

SPEAKER_03 6:49

Keeping the relationship, taking care of them. Why should somebody hire Weaver Commercial over a different type of builder? Like what is it like to work with you?

SPEAKER_01 6:57

Yeah, I mean we try to be like we try to be very transparent and honest and upfront. And uh, you know, almost every conversation either starts or gets around to pricing eventually because that's what that's what it takes to build a project. Um so uh our our approach is always to be um as upfront and honest about pricing as we can be. Um and that doesn't always make us popular or look like the good guys, but I would much rather someone know what the project is gonna cost rather than uh kind of lowball them and get the job and get them all excited and then hit them with 20 change orders at the end. Um that's yeah, we don't feel like that's being good uh kind of good stewards of people's money or um just the process. So um yeah, we try to be super um upfront and honest about those kind of things as well as you know realistic schedules. Um But we really want to be kind of a one-stop shop where you can come to us with a uh sketch on a napkin and we can take it from there and develop some 3D, you know, drawings to get you know a concept and uh and then take it all the way through design and and then construction and deliver a project at the end.

SPEAKER_03 8:02

What's the average project length on a project that you're working on? I mean they've got to be long.

SPEAKER_01 8:07

Yeah, yeah. Uh I mean uh I don't know about an a what a good average is. I mean, we have projects that we have a project that's just starting in uh Gehana for a church that we've been in pre-construction of the planning and design phase um for almost three years. Okay, and so that's with an architectural firm that they hired. Uh we've been working with them trying to kind of value engineer and keep budgets uh where they need to be. Um and it's just been a so that's three years in before we put a shovel in the ground, and then we'll be another year to year and a half of construction. So that's quite a long time. Um to we have customers right now who have came to me last week and they want to be in a building by the time the snow flies. And so is that even possible? It is, it is, it's tough. Um and these are you know, these are warehouse type buildings without a ton of you know complexity and finishing. There's not like yeah. Right, right. Um but uh yeah, so I mean six, eight months is I mean it's aggressive and it's quick, but again, it's what they need for their business, so we're gonna we're gonna make it happen.

SPEAKER_03 9:03

So your year's full for 2026 then?

SPEAKER_01 9:05

We're we're uh we'll never say never say never, but we're we're very busy, very blessed. Yes. That's good.

SPEAKER_03 9:11

Yeah. In the uh last few years, uh or maybe even just last year, are there any standout favorite projects that you have that you guys have worked on?

SPEAKER_01 9:19

Uh I mean a unique project that comes to mind is a um we had a warehouse uh near Cleveland that I think it had maybe a 16-foot ceiling, maybe an 18-foot ceiling, and they they were leasing this uh out to a uh warehousing company that wanted uh like 32 foot ceilings roughly. Okay. Um and so actually we raised the roof without tearing anything down um of the building. Did it it was 120,000 square feet. We did it in two two sections, so we cut the roof in half and raised like sixty thousand square feet up with uh a company out of Canada actually did the roof lift. Okay. Um basically they cut everything off at the ground, they have all these um jack systems, hydraulic systems, and then they start raising them. It's all synchronized. Um really cool process. Wow. Um so in I think it took about a week to raise each section. Um and then once they got it up and locked it in, they had to put all new structural support, new siding to fill the gap in. So that was a that was a more one of the more unique projects.

SPEAKER_03 10:18

So really creative solution to what they needed to do.

SPEAKER_01 10:21

Yeah, yeah. So instead of tearing it down and and kind of starting over, they were able to keep the structure, keep the roof, um, and with just a few kind of roof patches or putting back together in one kind of row, um, they were able to raise that.

SPEAKER_03 10:34

So you guys like to be a part of kind of like you're okay with being a part of the idea or the creation process and helping somebody figure out or figure out how to bring their idea to life, I guess.

SPEAKER_01 10:44

Yeah, for sure. That's that's what I love. That's kind of the my favorite part of my job, quite honestly, is kind of c finding those creative solutions to complex problems. Um I love I love complicated projects. Um we do some work for uh local poultry plant, and we're like a couple years ago we built over top of where they were bringing the chickens into the plant, um, kind of to work at night and just uh but figuring all that stuff out to keep them operational, keep them running. Um again, I think back to your original question of what separates us, I think we do that really well. Coming up with the creative solutions.

SPEAKER_03 11:16

Um, yeah, not all co construction companies are patient through that process with like I talk to a lot of construction companies that hate Pinterest. They're like, please don't come to me with your Pinterest idea. Because they it's easier to just do the standard thing. But when you're able to meet somebody where they're at and help them with their idea and maybe even bring a better idea, you know, I think that's where we would always be looking for your insight is because somebody might have an idea, but you might have a better way to do it that would function better in the long run.

SPEAKER_01 11:44

So and I don't like Pinterest either, but but just to be clear, right, right. Unrealistic and yeah, those fixer upper shows where they do everything in like two weeks, and people think that's possible. But yeah.

SPEAKER_03 11:57

Next to no money. Right, right. Um okay, so tell us what your your team is like. So if somebody comes to you through a project, you have a team, what's the flow through Weaver Commercial Contractors? Who do they work with?

SPEAKER_01 12:09

Yeah, so most initial conversations start with either myself or Dave Hershey. Uh Dave Hershey's our um religious sales um and business development uh director. And so if it's a uh church project, typically they would start with him, any other um would kind of start with me. Um I typically just like to meet with people and find out what they need, what they want, and then uh um yeah, just feel out, you know, do they have their own architect? Do we need to bring an architect to um that whole kind of process and then put a plan together for the pre-construction? And um again, we like to be involved from the beginning, um, even if we're not gonna design the project, um just to be able to be involved and kind of talk about budget, that sort of thing as we go through the project. Um a lot of times we can kind of help manage a budget um if we're involved from the early stage, um, even if we're not in charge of the design. Okay. Um and then uh yeah, we work through design, um, permitting, and then going into construction. Um so we have a team of pre-construction managers, we have uh then project managers um on the construction side, job superintendents, and we have a couple of our own crews. We have an excavating crew um and a uh framing carpenter crew that we self-perform some of our work and uh and then we sub out a lot of it.

SPEAKER_03 13:21

So do you does a customer stay with you or Dave the whole way through, or are they working then with the the project manager once they get to construction?

SPEAKER_01 13:28

Yeah, typically even once we get when we really get into design the design phase, we typically hand that hand that off to uh to John or Chris, our uh pre-construction managers. Um and then um as it goes into construction it works through the project manager then and then they became become kind of our point.

SPEAKER_03 13:42

Um, but they're with you for a long time, so by the end they feel like they're family to the whole WCC company. Everybody knows everybody by their name and their children's names and all of the things.

SPEAKER_01 13:54

All the good and all the bad.

SPEAKER_03 13:55

Yeah. Okay. So how big is Weaver Commercial? How many people do you have on your team?

SPEAKER_01 13:59

Uh I believe we have 30, 29 or 30 currently.

SPEAKER_03 14:03

Um it's always floating a little bit.

SPEAKER_01 14:05

Working on uh working on hiring again. Um we've had pretty substantial growth this year. So what kind of roles are you looking for? I need uh project managers and job superintendents. Do they need to have experience? Uh ideally, yes. Um, like some construction experience. Yeah, just construction experience, um leadership abilities and construction experience. Um I'd love to love to promote from within, and we've kind of worked towards that through that, but our growth has been enough that I've got to accelerate it a little bit. And bring some people in that kind of know what they're doing.

SPEAKER_03 14:33

So we can also great problems to have. Yeah, yes. Yeah. So if anybody is listening and things said they're gonna be able to do that. Yeah, give me a call. Yes, for sure. We didn't know this was a recruiting uh podcast interview, but we're gonna be able to do that.

SPEAKER_01 14:45

It's free, right? I'll take it. I'll take it.

SPEAKER_03 14:48

Well, they can find out more about you on the website too. So look at look them up on social. But um okay, so we talked about the types of projects that you do and your team and the history a little bit. Talk to us about your leadership experience and have you as you have stepped into the president role, like how do you lead the team and what's kind of your like leadership theory, I guess?

SPEAKER_01 15:09

Uh yeah, it's a great question. And I'm I'm a work in progress, obviously. Um yeah, this is pretty new to me. Um, but uh um one of my favorite leadership books is um Extreme Ownership by Jocko Wilnick. Um just super practical. Um, you know, as the leader, um you gotta own everything. Um, you know, my superintendent made a mistake that affected the job, you know. That's that's still my responsibility to own, and you know, maybe I didn't train him well enough, you know, whatever the case may be. And so I've always really tried to kind of live by that uh motto. Um and and including like owning the f successes too. Like um, I think a lot of times we get so focused on the negatives that we can't enjoy our successes. Um and so you know, owning the bad and owning the good as well. Um and so yeah, that's that's kind of been one of my kind of where I would draw a lot of uh leadership uh capital from or ideas from.

SPEAKER_03 16:08

Um I read a book last year called The Gap in the Gain. Okay. I Dan Sullivan, I think, is the author. It was really good, but it talks a lot about how at like as business leaders or entrepreneurs we look at the gap all the time. Like, what did I not do? But we're not actually looking back and really celebrating our successes, it would be similar. Um, and a lot of business owners that I talk to want to be humble too as well, and so they just have a hard time even celebrating because it doesn't, it feels like it's not being humble. But sometimes in order to get the energy to go through the next hard thing, you have to celebrate and recognize the good things that we're doing too.

SPEAKER_01 16:43

Yeah, yeah. It'll it'll beat you up after a while if you don't take time to kind of celebrate the first time. And I think that's yeah, it's our it's kind of this area, our culture, our heritage um kind of yeah, tells us we need to be humble and and absolutely but I think just humble is misunderstood sometimes.

SPEAKER_03 16:58

It doesn't mean like exactly and really celebrate that with the team because it's a team effort where you work, it's a team effort where we work. Like if you're not celebrating with your team, then they don't get to be a part of that too, and really see that you're recognizing what they're doing.

SPEAKER_01 17:13

Yeah, I sure couldn't do it by myself. I mean, there's a lot of moving pieces to a commercial construction project. So um, yeah, we can only we're only as good as our team for sure. Yeah. Um another leadership book um that I've just read, which is I see you have traction over there. Um so I recently read uh Rocket Fuel, um, and I think the first two chapters of that book probably were more um just helped me understand maybe why I'm so frustrated some days with certain things in my job. Um and just really understanding like you know it basically talks about every company typically has a visionary and an and an implementer. And when you're not doing the one that you're gifted in, it's frustrating. Um and are you the visionary or something? Yeah, oh, for sure. Yeah. I'll have 20 new ideas every day and and never get to do anything with them, right? Or just frustrate everyone because I implement things before I've really thought it through. Um and so yeah, just really kind of figuring that piece out and like and and I'll always have to do some of that implementing and and coaching and whatnot. But um when I'm happiest, I'm I'm like solving big problems, kind of thing. And uh so yeah, it's kind of showed a maybe a maybe a gap in our uh in our company and our structure. Um definitely feel like I need to do that. Yeah, just find that that person um probably mainly that can tell me no, like you know, and they can tell me no, that's a dumb idea. I'll have five more. Like it's fine.

SPEAKER_03 18:37

I read that book too, and it says in there you might have ten ideas and nine of them are bad. So you need somebody to tell you the nine ideas that are bad. Yes, or else you'll be trying to implement all of them and probably too fast, and everybody's just like called like whiplash.

SPEAKER_01 18:52

Yeah, a lot of people are right, you know.

SPEAKER_03 18:53

I feel that a little bit. So I definitely read that as well. I can be if you take like a test, like I actually score really closely for both, and I just thought that I was like more of an integrator implementer. And then I read the book, and really in the description, I was like, oh, I am a visionary. So that actually helped a lot with kind of identifying, um, getting some clarity around like what is my role and being able to embrace that. And it would be great if I had like one day a week where I could just sit and dream. Yeah, I'm not there right now, but that is the goal to get to the point where I know not every idea is going to get implemented, but to just even process what is happening now and how can we maybe fix something because sometimes it's just creating an invention around a current process or a current product or a current service, and we don't always have time to stop and assess that when you're just really busy.

SPEAKER_01 19:45

Yeah, yeah, yeah. Yeah, and I and I'll tinker with things that probably don't need tinkered with sometimes, like create a problem that maybe isn't there to try to solve it, kind of thing.

SPEAKER_03 19:55

Um but I feel I think most entrepreneurs truly who are like real entrepreneurs, like just naturally are more tend to be a lot like that, and we hear that all the time. Do you guys um utilize EOS at all from a structure standpoint? Or have you read traction?

SPEAKER_01 20:10

Oh, I have read, yeah. Um no, not not really at this point. Um definitely something that I'm gonna keep kind of digging into and um kind of start filling some roles around that, hopefully.

SPEAKER_03 20:19

And um we use traction, uh like probably half our clients implement that here. So I wanted to understand it because I want to understand how our clients operate. Um but I thought the book was very valuable for just even identifying our mission and our vision. Like it says in the book in that book to have it be seven words or less, so it's easy to memorize. So really, but how do you simplify what you do when what you do is really complicated? So um I think for finding mission vision values that that was really helpful uh for myself personally. So yeah, I know that's something you guys are working through right now as well.

SPEAKER_01 20:51

Yeah, yeah, yeah. And I should shout out Shorty from Clay Zach. He uh he told me to read that book. He said he said it would, you know, it was it was great.

SPEAKER_03 20:58

Yeah, I know, yeah, they're implementing that right now, and clay is kind of in the integrator role. So it's it works really well for some companies.

SPEAKER_01 21:05

Yeah, it sounds like it's working really well for them. I don't have a clay right now, so that's the problem. Yep. Everybody needs a clay.

SPEAKER_03 21:12

Yeah, I think so. You guys have grown a lot, you've grown a lot personally in your role. What's on the horizon of the future? What do you, since you're a dreamer, what are you kind of like envisioning um yourself or Weaver Commercial kind of growing into over the next like five to ten years?

SPEAKER_01 21:27

Um I mean I think we certainly want to grow, um, but probably not grow just for growth's sake. Um trying to do that healthy growth, um, not explosive growth, and then not be able to kind of manage the the growth. Um and so um this year this year it does look like feels a little explosive growth. Um but uh yeah, just continue to you know, that healthy growth over the next five years. Um really working hard on our team, getting the right people in the right seats on the bus. Um and and and hiring enough people that are people we have aren't burnt out or getting burnt out.

SPEAKER_03 22:03

Do you have enough space to grow at your office?

SPEAKER_01 22:05

No, you know, funny, I was uh I was playing around with uh some drawing stuff this week, earlier this week to try to figure out where I could put a couple more offices and maybe move a conference room around and take up some space that's maybe not utilized the best. Um so yeah just kind of started working on that uh this week but yeah we can we're gonna put a couple people in one office and build a wall and do some things to talk about creative solutions for your own I've been through your office so I know you're kind of full right now so if you keep growing yeah we uh yeah that was again not a not a problem I thought I would have it we would have at this point but uh is that not the advice you would give every single business owner build bigger than what yeah what is the rule double I mean if you can afford it yeah if you can afford it yeah we we probably didn't take our own advice although when we moved in we had like whole open section we hadn't even kind of built out and so we build offices in there and now build an office in the shop and kind of reclaim some of that space and now we're gonna have to kind of do the same. So yeah again these are like these are great problems to have we we need more space and we're too busy we need more people like I'm never gonna complain about that. But but there are problems nonetheless to to kind of solve.

SPEAKER_03 23:18

So um any projects you'd really love to be able to kind of tackle or new things you'd be able to offer over the next like five to ten years?

SPEAKER_01 23:27

Yeah I mean project wise I think we have a pretty diverse range already um so I don't really have a ton of that um I would like to continue to grow our our excavating division we've got a small small kind of crew I'd love to be able to build that up um we subcontract back and forth to Weaver custom homes for some of their excavating so just tons of opportunities there. It's just again getting the right people um on board and uh guys that want to work hard and get dirty and that's not everybody anymore. So kind of really stabilizing that and get growing that again. It's kind of one area I think we could certainly and then um the kind of the Pennsylvania market. So we're you know we'll cover we do projects anywhere in Ohio um we have a couple projects in Pittsburgh currently one coming up in northern West Virginia. So we've really branched out um and that kind of Pittsburgh market seems to be pretty hot for us and so you know there's always some thoughts about you know at what point do we really try to saturate that market and grow grow our presence over there. Does that look like a second office or can we operate everything from Yeah no I think it could eventually be a satellite office over in that market. I have a superintendent that lives over there. So it's been one of the unique things that we've kind of tried and it's worked pretty well is instead of having traveling guys all going from from here we've hired a um superintendent in Cincinnati in southern Ohio and in Pittsburgh and so as the projects in those areas they're they're kind of in their own backyards and so the travel they don't have to travel.

SPEAKER_03 24:57

It is a lot easier to and it's a lot easier to scale that when you know you have people that live in the area.

SPEAKER_01 25:01

Yeah yeah and then our project managers are still all based out of Ohio at this point and but you know they make a trip over once a week or once every two weeks to job site meetings um over or down or kind of wherever we're at um so that's worked well I think we'll continue that model. Okay the tough part of that is then you have to have work in those areas that you guys live in.

SPEAKER_03 25:18

And then what comes first the people the work the the marketing what do you do first? So I understand.

SPEAKER_01 25:25

Yep.

SPEAKER_03 25:26

Okay. Well just so you know Julia who works with you on your marketing stuff uh has some dreams for us. So we had a meeting a couple years it was like a year ago I don't know I said what it what would we want to see from an office standpoint and she wants to build a building and she wants to be two story with like kind of like Google so she wants to have like an outdoor rooftop deck and all kinds of crazy things with glass doors on the inside.

SPEAKER_01 25:49

So she has plans for utilizing we can we can take care of her.

SPEAKER_03 25:52

She needs your creative ideas. It sounds like it's gonna cost me a lot of money I think it will cost you a little money.

SPEAKER_01 25:58

So it sounds cool.

SPEAKER_03 25:59

I might need to yeah make sure that we're managing that well but okay well tell everybody who's listening where they could go find more information on Weaver commercial contractors.

SPEAKER_01 26:09

Yeah our website's the best place to start um weavercc.com and uh yeah we've got a lot of good content project pages kind of some of the in-progress photos and then also completed projects um testimonials from a lot of our past clients um which is you know really rewarding for me to hear people talk about how what their experience was like um and uh yeah so that's kind of where you can start um and give me a call I'd be happy to happy to chat about your project yours or anyone else's mine or anybody else's great we will send everybody your way sounds great thanks for tuning into Torch Talk if today's story sparked something for you share it with a colleague community leader or future change maker until next time stay inspired stay intentional and keep your fire burning