From a $15K Acquisition to an $8M Home Service Business (In Just 14 Months)

Today on JackQuisitions, Jack talks with Dustin Marx, founder of Mother (Modern Plumbing) — the Texas-based plumbing company that went from $15K a month to an $8M run rate in just 14 months.

Dustin isn’t your typical plumbing entrepreneur — he’s a former tech founder who turned a small, two-person shop into a fast-scaling, culture-first powerhouse. In this episode, he breaks down how he found his first acquisition through a podcast, why brand and mission matter more than ever, and how a 50% profit-sharing model built unshakable buy-in from his team.

If you’re thinking about buying your first business or scaling your home service company the right way, this episode is a must-watch.

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💡 WHAT YOU’LL LEARN

• How to find your first acquisition through real relationships
• Turning a small acquisition into a multimillion-dollar business
• Why employee incentives and ownership drive faster growth
• How to build a brand that stands out in a “sea of sameness”
• The structure behind open-book management and forecasting
• Long-term thinking: building a business that lasts generations

🔗 CONNECT

Jack Carr 

Dustin Marx 

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Transcript

JQ 27

Jack Carr: [00:00:00] Welcome back to Jack Acquisitions. I am super pumped. Today we have Dustin Marx from Mother here. Dustin, how's it going? It's going 

Dustin Marx: great. It's going great. I feel like I've listened to you for hours on end, Jack, and it's fun to be able to have the opportunity to be on this podcast as well. 

Jack Carr: Very cool, man.

Very cool. Yeah, it's always fun. The people who've actually listened and like you get to watch them through their journey. Um, and so now, and now your journey's brought you here. We were talking offline. On top of that, you've. Got to be on podcast with, um, uh, Roger Wakefield, which is, that's super cool. Like that, that's a defining moment, I feel like.

Ja, Jack, I, my, I'm putting my hand really low, and then Roger Wakefield really high. Um, so like, um, thanks for coming on and, uh, after Roger and, and taking your time with little old me. 

Dustin Marx: No, it's, it's, it's a real pleasure. And, and candidly, you know, a big part of the success that we've had as a company has been the wonderful [00:01:00] content that you and John have put out, both on owned and operated.

And then, you know, I've been listing in on the acquisitions and a variety of the episodes there, and so I'm, you know, if there's a way that I can give back to others. You know, I, I feel like I've gained so much and really a lot of gratitude for what you guys have put together thus far. 

Jack Carr: Awesome, man. Well, thank you so much again.

Um, so here rather than owned and operated, for everyone listening who doesn't know Owned and Operated is our sister podcast that focuses on after you make your first acquisition, how to run a the business. And so in this same kind of, uh, theme. Dustin, walk me through the first acquisition. How did you find it?

What made you pull the trigger? Maybe even go into a little bit about your history. Is this your first acquisition? Like what? What's your background? 

Dustin Marx: Yeah, so, so I've never done an acquisition before and, you know, um, as I kind of share some of the story, I'm sure it's not that, um, compelling and, and you'll see kind of, uh, [00:02:00] how simple, um, uh, simpleton I can, I am.

But, um, but uh, a little bit about myself. So I, uh, about a decade ago I founded a technology company. We connected tradespeople with, uh, companies that had anywhere from a hundred to a hundred thousand rental properties. And so we were kind of like a tech enabled general contractor, raised, uh, venture capital and some private equity, and then exited about a year and a half ago and, um, you know, had never really gotten into the residential space, the consumer space.

Um, and so I've been learning quite a bit, but, um, was really intrigued and so. One of the things that I did was, um, because I'm not a plumber, you know, even though, uh, we, you know, mother is, you know, modern plumbing or a plumbing company, um, is, um, I, uh, I wanted to go who, who, who knows and who's best in class.

And so that's actually what led me to Roger Wakefield. So I, I started. YouTubing and looking online and [00:03:00] watching different podcasts. And he had, um, this really phenomenal plumber, um, who had built out the plumbing division for a large home services company, uh, in the DFW Metroplex. And I was really taken with that.

And so I reached out to that plumber and I was just like, you know, I got this idea. I wanna hear your story, you know, and I'm just looking for some wisdom on where to go. And he was super kind, um, and his name's David. And so sat down with David and, you know, um, gave me, you know, a lot of insights and perspective and wisdom.

And one of the things I, I shared, I'm like, I'm not a plumber, but to be a plumbing company in Texas, guy, I need a, you know, an RMP. And so who do you know? And he goes, you know, there was this one person who had worked for me for a while. He ended up leaving, starting his own business. And um, you know, I think you should talk to him.

And that got me [00:04:00] connected, uh, to um, kind of the business that I ended up going and, and acquiring, um, as well. So it was, it was really through a podcast is how I got there, 

Jack Carr: that that's a long, long road through multiple people. So his was mother, the friend of David's, was he the original business owner of Mother and was it called Mother?

Dustin Marx: Um, so yeah, so the, the name of the company was SND Plumbing. Um, and so, um, you know, it was, um, and, and so this person, his name is Steven, uh, he works with me and he's now one of the owners of the company. Um, but, um, but, um, you know, he, what, what I found in this category is you have people who are just incredibly, uh, thoughtful and technically very wise, but maybe they don't have some of the entrepreneurial.

Background. And so they go out and, you know, you kinda have this like sea of sameness, right? Where it's like your last name and then the company name, right? You know, and that's quite common in, in this category. Um, and [00:05:00] so it was s and d plumbing. Um, which had meaning for him. Um, and, you know, a tremendous plumber, great reviews, like all of those wonderful things, but some of the aspects on operating the business just didn't have as much exposure.

And so kind of the litany of mistakes a lot of people make, right? Like, I'm gonna provide the best possible service at the lowest possible price. You know, and, and in theory that sounds really like, quite kind. Um, but in operating a business, it makes it very difficult to run a successful business. And so he and I sat down with that introduction and we, you know, what we thought was gonna be, you know, a, a half hour four, five minute lunch.

We ended up spending about four hours just talking about kind of his philosophies and what I was wanting 

Jack Carr: to do as well. That's, I mean, you, you, you're super humble about the way that that started, but really, like that's the, that that's our recommendation when somebody new gets into industry is, that's one of the best ways.

To become the owner, right? It's, it's [00:06:00] not like, Hey, I'm going into this new geo with no experience and I'm just gonna buy this company and hope I find a place, an operator and go. It's, it's, um, especially now with the new SBA laws, like that's the perfect method. It's, Hey, I went out, I researched what I wanted to do, I listened to the podcast, I reached out to the, the people on the podcast, not necessarily the podcaster, who ironically you end up, you know.

Being on his podcast later on, but I reached out to his hosts and his guests and get ahold of them locally, and then they refer you to someone else who's starting a business. And then you're able to partner slash buy that business with somebody who has the technical experience. Whereas you have the entrepreneurial, the business aspect experience, and so.

Talking about that acquisition a little bit. Like obviously I understand the sensitivity between, you know, the costs and everything, but in terms of size, how big was that business when you bought it? 

Dustin Marx: Tiny. So this is like the, [00:07:00] um, so just a little context, right? I, I think one of the things that I value that you talk about is like, where are your strengths and how, what are places that you can win?

So I've never acquired a company before. I don't know how, you know, and even this one, I, I, I, you know, I don't think it was like that, you know, um, amazing of it. I, I only know how to build a company. Um, and so, uh, this really was an acquisition to hire an acquihire. That's really what I was doing, is he was the right person that I felt we could do something really special with.

I just needed to come up with a way that would be compelling for him, um, to want to, to do this together. And so, um, with that, um, just to kind of give context, the month before the business when we kind of, I got involved and, and started going, did $15,000 for the month. So when I'm saying tiny, yeah. Teeny, teeny tiny.

It's like him and some one employee. It's him and the helper. 

Jack Carr: Yeah. 

Dustin Marx: Yeah. 

Jack Carr: We had [00:08:00] one 

Dustin Marx: plumber. 

Jack Carr: Okay. 

Dustin Marx: So, wow. But, but that, but that, that's the only way I know how to do a business. So, you know, whereas others have superpowers to start in a different moment in time, I just am inexperienced and unskilled in that manner.

Jack Carr: Yeah, but I mean, that's the right step for somebody who doesn't have the experience. 'cause you could, you could pull me instead. I, I'm much like, I, I like your way a lot better than learning the hard way like I did. It's go out and buy a business with a bunch of debt and then end up being the only person there.

Uh, so like, uh, if you could do it the other way, try to, try to focus that way. Um, but I mean, you hit the nail on the head. Do what you are good at, what you know how to do. Double down, leverage that. And it sounds like that's exactly what you did. And so you started off at that small one to two man shop. Um, and then now, uh, it's been a year and a half you said, or a little bit less than a year.

Dustin Marx: Yeah. Yeah. So, so, uh, that was August of, um, [00:09:00] 24, so, okay. You know, we're about 14, 15 months from that point in time. And where are you now? Um, so we've been fortunate, you know, we've been able to have some good people and, and there were certain things that I didn't realize at the time. Like he had, you know, 185 reviews, you know, and there was a five star rating, right?

So there's like some of these intangible assets that I was unclear about and, and just to give some color, you know, didn't asset purchase, you know, and, and went down that path. Um, but, um, but today, you know, we're, we're probably total employees. We're in the. Kind of low to mid twenties, I think like 23, 24.

Um, you know, just from a revenue perspective, I, I think we're gonna. Do right around six 50, 700,000 this month in revenue. So we're about an 8 million run rate now. Um, so

Jack Carr: see, humble, humble, no. 8 million in one year is the gurus [00:10:00] that you never hear about or that you always hear about, and you never believe that. That's absolutely wild. And what, God, I have so many questions. Um. Slow down Jack. Uh, so 15 KA month. To six to 700 KA month. When you're saying 20 employees, you don't mean 20 technicians, you mean like CSRs and, and back of house and accounting and things like that?

Correct. 

Dustin Marx: Yep. So we, correct. So we, at this point we've got, um, 10, um, full-time plumbers. I have two additional plumbers who are kind of operationally, you know, supporting the business. And then we have three apprentices. So, but, uh, but that's our 

Jack Carr: current state. All residential or is there new construction exposure?

What does that look like from a breakdown? 

Dustin Marx: Yeah, so, so again, thankful for your guys' podcast. And then also, um, I end up joining nexstar about four or five months ago as well. So it's been helpful. But, um, but we have done I think like zero [00:11:00] commercial, um, zero new construction. It's, um, so it's residential service.

Unbelievable. We did, we did, we did like maybe two or three year models, like early on. We're not doing those anymore. You know, so that's, that's been it. It's just really residential service. 

Jack Carr: So what I'm taking away from this, uh, podcast here is I'm gonna go to my plumbing division manager and say, Hey, I know we had a, you did 1.2 your first year, pretty good.

Next year. It's not 3 million goal, it's 8 million. That's what you're telling me. That's the, that's what I should be shooting for. Yeah. 

Dustin Marx: And to, and to clarify, that's our run rate, right? I mean, I think we'll only finish at about 5 million this year. So like it, we started, we started to hear much slower. 

Jack Carr: Well, congratulations.

I mean, that, that really is an ode to, to doing what you do best, which I mean, you said from the beginning is you know how to build businesses. And so a few questions based on like really early days pre-purchase, kinda surrounding that, that initial, um. Kind of [00:12:00] conversation is, uh, where did you come up with the name?

'cause the name is definitely unique. Um, I mean, you hear, you have call dad, which makes sense, right? Like that from a logical standpoint. Um, but mothers definitely stands out because not you, it's, I know your website's called Mother, but, um, like the, the branding is just, it's, it's an interesting, it's an interesting choice.

What, what drove that? 

Dustin Marx: Yeah. I think, um, you know, uh. There's a lot of things. So one is, um, attaching myself to really smart people. Um, and so I was real fortunate to have go through kind of a branding exercise. In my prior company. I had also gone through a branding exercise. Um, and so I really valued distribution from the outset of starting this business.

And so. For me, you know, you kinda have this sea of sameness, right? Yeah. Where it's just so common everywhere else. And so different is different and it, and it makes a big difference. And so, you know, wanted to have something, one that I could own that, you know, it's trademarked, you know, kind of go down that path, but also, [00:13:00] um, that doesn't have a position someone's mind already.

Um, so. Um, and then also something that quickly for us kind of emphasized some of our values, right? So kind of mother denotes care and empathy. Um, you know, and then the other aspect for us is kind of like the double entendre of like a mother of like the best of the elite. And so that was, those were kind of the, the, um.

Components and characteristics that went into it. Uh, and also domain that we could actually purchase. And so all of that, um, came together for Mother and our tagline, modern Plumbing, um, uh, as well. And so it, it's been, it's, it's been fun, you know, um, you, one of the things that I aspire to have is I wanna have more women.

Um, I think that would be one of the greatest back to being different of having like. A lot of female plumbers, you know, there's not as many of them. Uh, but I, my understanding is I think you have a couple of, on the HVC side, some women as well who mm-hmm. You know, [00:14:00] I think that's a game changer. And so that's something that we're aspiring to incorporate and have more, 

Jack Carr: you know, as well.

So, yeah. Really interesting. I mean, we, we came to the same conclusion early on from a branding perspective. 'cause my background was in, um. One of the businesses that failed miserably was consumer packaging goods in the wine industry, which is a sea of sameness. It was what we came up with as well. And we didn't fail because the product didn't sell.

It was another issue. Uh, branding was the key though, that ended up driving the bus. And so how late or early was that finished buyer? Just so, 'cause what I'm trying to draw the conclusion or trying to draw. The listeners to here is how important some of these things are early on versus, you know, like what should you be focusing on?

What should you not? Um, and so it was this like month three, month four, after the acquisition, or was this like, hey, month one, we know that s and d is not gonna be the name. Yeah. Even the conversation, right? 'cause you have to have the conversation with the owner who you're partnering [00:15:00] with that like, Hey, we're killing your 185.

Uh. Google Review brand, like that's a conversation that happens a lot in acquisitions is your legacy brand is going to the graveyard. Um, we need something that is different and unfortunately, your name doesn't fit that role. 

Dustin Marx: Yeah. And, and, and, and, um, the, the name was meaningful for him, right? But, but the name, the name did not hold a position.

And so, um, so, uh, to your, to your point, I had already kind of in advance of acquiring business. I had already thought about here's the business I want to build. Um, and so I had some clarity about that. It was more how am I going to get to be able to play the game? And you know, in this case I was very fortunate to come across someone who's amazing.

Um, but uh, but from the outset, everything we did from the first day was just to instrument the business, right? What's our technology stack gonna be? Let's instrument it that way. So literally. [00:16:00] We had signed up. Um, you know, maybe this is kind of an insight into kind of some of my nature, but I had already signed up with ServiceTitan prior to even acquiring the business because I just knew we were doing that, right?

But we wanted to instrument the business ServiceTitan already. We were going down the path on branding. Um, all of that was in motion, um, uh, from the first day. And so. Took us, you know, got started in August. We didn't have the brand done website done till like January. Um, so it took a little bit of time to get there, 

Jack Carr: but that's not a bad turnaround considering the, the speed at which you're building.

Um, it would be much harder to rebrand now than it would've been, you know, day one. So it's interesting that you say that you were working on this prior, um, because I think that it sounds like a lot of the items that you're working on that ended up coming to fruition in your business were already in motion even before.

You've actually closed on the deal itself. Does that, does that sound or ring true to you? Is this something that [00:17:00] you felt like you were entrenched in prior to even? Yeah. Taking step in the business. I 

Dustin Marx: had already had that, and then, and then it kind of just, um, uh, um, it got enhanced with the person, right?

So back to like mission, vision, values, all of that. Kind of putting in that literally within our first couple of weeks. Um, some of that is soliciting from, from him and, and other people as far as like, what are our values? What are we gonna stand for? What won't we stand for? Right. Operating with that intentionality.

But that really, I think, has been helpful for us because it clarified a lot of like, who are we gonna bring onto the team? And so we've been fortunate that we haven't had very much turnover and, and been able to add people who, you know, I, I, they're phenomenal. I mean, the big reason why we've grown so well is nothing with me 'cause I don't know, playing.

It's our team, you know, we have amazing people. 

Jack Carr: And, and with that being said, um, a lot of people fail. [00:18:00] With what you've done, they've tried to find the individual that fits and works well in the business. What, what was the, either, there's two parts to this question. It's what was the secret sauce that you knew that he was the right fit?

What shown through to you early on in those discussions that were, you were like, yes, this is the guy. What was that moment? And then second. Is how did then you nurture that relationship? And I, of course, I don't wanna talk about his salary or his equity or whatever you have going on, but just on a, a framework, like how do you encourage a individual that you've located as being that guy, and then how do you manage that relationship to make him so that he or she wants to work with you and grow this?

Dustin Marx: Yeah. Um, so a lot of trial and error. Um, so I guess, um, to answer some of the, the, the first part, um, we, his, uh, perspective on how we should treat [00:19:00] employees and how we should. Treat customers aligned with my values. And so, um, that was probably the, um, most compelling aspect is just he's a good human and a good person.

Um, and, you know, is, uh, a lot of similar values, right? Is always iteratively trying to get better and trying to grow, um, in advance. One of the, the other aspects, um, is if you go to whoever is best in class for whatever you view, they're kind of. Circle of influence, you're gonna end up having high caliber people.

So because of how I started this entire process, I was able to get connected with someone who was a domain expert, you know? Um, and then his, his skillset were my weaknesses. And so that was something that was really apparent and, and I've got a lot of weaknesses. And so having somebody who can offset those was really 

Jack Carr: helpful.

So I'm gonna push, I'm gonna push on you a little bit here. [00:20:00] So somebody who aligns with your values doesn't necess and, and it does good at things that you're not good at and vice versa. Doesn't necessarily make a good partnership though, right? Like there, there's a lot of intangibles that come into place.

Uh, for example, um, my personal example is I was working with a gentleman who, very good person. Friends to this day, you know, we run into a lot of people throughout our careers doing this, that kinda stuff. Technicians, people, et cetera, et cetera. There was an issue around pricing, right? This individual doesn't want to price things because they don't believe that the price point is fair on this.

And this is a super specific example to try to, to bring home a larger point here. Um, the. I know that it needs to be at this price because that's the, where the margin makes sense, and that's how we drive, uh, that's the market, et cetera, et cetera. So good. He's a good person. We like each other. He's good where I'm bad, I'm good.

Where he's bad, which is the business side saying, Hey, like we need to [00:21:00] price this at X, it's market. And that's what moves the needle. Um. So how do you deal with those intangibles? Like what was, and, and maybe the answer is you, you just have to pull the trigger and hope that they don't come, come to fruition.

I don't know. But was there anything when you're dealing with kind of those, those intricacies of the individual where you're like, okay, he's also good person, but also aligns on my willingness to grow and want to grow a big business? 'cause a lot of the small guys don't necessarily wanna grow, you know, $50 million corporations either.

Dustin Marx: Yeah, so, so I think there's a couple of things there. Um, so, uh, one is mutual respect, right? And, and, uh, understanding where somebody else, you know, have a lot of knowledge. So kind of to your illustrative example. Had that person had the same respect for your wisdom, they would've been more probably, um, deferred to you of saying, okay, here I look.

Makes sense on the pricing. Um, now just a couple of like, very specifics is I did [00:22:00] acquire the business in total and I was very clear from the outset that, hey, we're gonna do this for six months. Because you know, yes, there's this honeymoon, but I wanna see how we operate and work together. And if it works well then I want you as an owner with us.

But the first six months, I wanna see what, what you can do, what I can do, how we can do as well. So I put some of those pieces in place on the CH chance. Where maybe, you know, my, my time with him, um, you know, um, would pr, um, come out to be something different than what I anticipated. 

Jack Carr: So, and it sounds like then on the other end as well, you're, you're recommending like there was at least at some point a discussion early on, on the pathway to ownership.

So mutual ownership in some percentage. For sure, like 

Dustin Marx: I wanted him, you know, I want him thinking big about the business, but more importantly, I want him to think holistically about the business and I want incentives to be aligned, so. So there's like a couple of things. If I can just get a [00:23:00] couple of things right and just repeat those.

I know that the business is gonna have success and one of those is. How can I just make sure incentives are aligned and, and if I have that in place, we can do a lot of still things not perfect, but I know everyone will typically 

Jack Carr: operate in, in, in the same manner. Awesome. Yeah, so that, that's where I was pushing is like, Hey, I think that there's this, there's some part here, brand incentives, making sure that you know you guys are aligned in more ways than just you like each other, and that you're good, good.

Where they're not. That makes a lot more sense. I, I get that and. So now that you're, you guys are doing well, you're a year, 14 months in, obviously huge amounts of growth. Congrats. I mean, that's, that's an ode to you, you know, doing an amazing job. Um, and I, for people who don't own businesses yet, that, that's incredible growth.

Like he's doing it. Absolutely fantastic. But at some point, every owner and operator gets to a point where they have to decide on, Hey, I'm gonna double down on what we're doing. Going to a hundred million, going to 50 million, going to some [00:24:00] level of scale, or start growing through acquisitions in different locations.

Um, where are you in the cycle? What's your next step? 

Dustin Marx: Yeah, so one, I wanna stay in business. So I think that's probably the most important. Right? Key. There's a big key there. Um, uh, so back to my, I, I wanna play where I can win and, and I'm not skilled on the acquisition side, you know, like I hear on some of these conversations, you guys just rattle off a, a bunch of insights.

Um, and so I'm trying to get smarter and that may be a part of the path for growth. Um, but that's just not something that I'm as. Competent in at this juncture. So, you know, for me, um, I'm like, the dream of all dreams for me would be able to have a business that I can do with my kids and to have an excuse to spend time with my kids.

Um, and so, um, I'm wanting something that I'm gonna have for multi decades and I'm wanting something that's gonna endure [00:25:00] and that I can pass down to them, you know, and, and hopefully they'll wanna hang out with dad. Um, so, um. But I want, I want a lot of people to be successful on that journey for us, and made a lot of mistakes from in my past, you know, experiences.

And so, like, I wanna promote from within. And so if my people aren't ready, that means we just can't grow as fast and that's okay. Right? I, I don't have to hit a certain number by a certain period of time for me to feel successful. I wanna have it where people are, are there. And so one of the things for me.

I want a lot of people to build wealth. Like I'm, I'm a huge capitalist. I believe in entrepreneurship. I think so many good things in the world come from entrepreneurs and a lot of innovation, and it's incredibly difficult. And so I wanna cultivate in an environment where we, not only in our case, are doing plumbing, but we really teach people how to become great entrepreneurs.

And then I want our people to be rewarded. When we are successful [00:26:00] Right. And the business wins. And so, yeah. Um, for us, you know, back to that incentives, 50% of our profits go to our employees. Oh, wow. And that, that was a decision Yeah. That I made, you know, at the outset was like, I really want something that a lot of people can be successful and we, you know, I, I don't wanna just give money, I want our people.

To be really sound savvy entrepreneurs so they can, you know, really maximize the value of the business and also their opportunity for their 

Jack Carr: families and their households. And was that an initiative you started day one, or was that something that you had to roll out later on? How, what does that look like right now?

Dustin Marx: Yeah, that was something from the outset. So like back to like operating with intentionality, that was one of the things that I wanted to do is I like, you know, think the simpler you can make it, the better it can be. And so I just wanted happy employees and if my people are really happy. Customers are gonna be happy if we're [00:27:00] operating with some degree of, you know, efficiency.

Things are gonna work out well. And so, you know, it was really kind of like two main things. I wanna keep, I wanna be maniacal about my costs and keep my costs as low as possible. Yeah. You know, I wanna deliver an amazing experience. So I never wanna like, I wanna like over index on a customer experience and I wanna make sure my people.

Are really well taken care of and are operating as entrepreneurs. And so I wanted to kind of operate in those three areas and then just get best in class people 

Jack Carr: if you have an option, as a, as a best in class plumber, right? And I'm gonna go to a b, C plumbing, or I'm gonna go to Mother Modern Plumbing and one of them offers me $32 an hour, and one of 'em offers me 32 at dollars an hour.

I get to participate in a profit sharing plan based on x, y, or ZA hundred out of a hundred times, even if I'm getting paid hourly less, there's a chance I'm going to the profit sharing location. Um, a because I know one of the big gripes, I mean, I'm really close with technicians, my technicians in person, but just in this [00:28:00] industry, um, one of the big gripes is that there's a lot of people who feel like they're making money for someone else, but that gives them a little piece where they're feeling like they're making money.

For themself. And so it kind of, um, especially with the very, very, uh, talented individuals, gives them that, that sensation or that feeling of entrepreneurship, which I think a lot of them seek. Um, so that, that's a, that's amazing. And, and that it just out of curiosity, this is for me personally trying to figure my.

Recruiting situation out. Is there, is there like an application or some kind of, um, how does that function? Like what's the operational functionality of that? Like, is, is it a, is Gusto have some kind of button you click, which then allows you to pay out this? Like what does that look like for you? 

Dustin Marx: Yeah, so, um.

Uh, a lot of my ideas have been shamelessly stolen, and so there's this really neat company in the Pacific Northwest called Les Schwab, [00:29:00] and it is, I'm not sure if you're familiar with it. Yeah. But he built a, it's like a tire company. It. Um, and it just became a behemoth, it's a blue collar, you know, industry, um, with a similar philosophy.

And, and so for us, we're kind of taking an approach, uh, um, our, our thesis if is if you will, is like, you know, at Chick-fil-A they go, are you the right guy or the right gal? If so, we're gonna split props 50 50. You don't need to put up the two or 3 million like you do at McDonald's. You know, similarly, a lot of times, plumbers or other trades, they get to some licensing level and they're like, oh, I'm gonna be the, you know, proverb man or woman, and then I'm just gonna go run it.

But they don't know how to run a business and so they struggle, they work longer and make less, and then they make foolish decisions and, and you know, cashflow, all those things that. End up, you know, happening. And so for us, you know, we go, how can we just have it where they can, we can teach 'em how to be great and then they can go run their own and it'll be a, a [00:30:00] mother company, you know, it's not a franchise per se, but, but you know, it's their location, their territory, and they're gonna get a large portion of profits.

For their success. And so that's, that is how we've done it. The other thing that's been helpful is the, is concept called Great Game of Business. I'm not sure if you're familiar with it. Um, but uh, we do open book management every Friday. Yep. We do a forecasting exercise. Everyone sees the p and l.

Everybody. Everybody, everybody. Um, and so, and then our plumbers actually forecast for their truck. The profitability, the revenue that they're going to do for that month. And so right now we're kind of in, you know, budgeting season. So they're all forecasting for the next year, what is their truck gonna contribute.

And so, and then based on their contribution is how we kind of divvy out on the bonuses on the profit share. 

Jack Carr: I mean, that is amazing. Um. Great people to steal from as well. Uh, and with the model that you're doing, I mean, it's fantastic. I mean, I'm [00:31:00] blown away. This is, this is so cool, Dustin. I'm, I'm glad we gotta meet in, uh, Dallas last time I was there.

That, that's super neat. Um, and so next steps, I kind of heard you hint that next steps sound like. You're green fielding, but with current employees that you're going to plan to open up new locations and them run locations at a higher profit sharing percentage. Does that, does that sound about right? 

Dustin Marx: Yeah, it, so it, you know, it takes time to make sure the people are ready.

And we're still very nascent, you know, in, in our journey here in just the DFW metroplex and so, you know, um, but yes, eventually, um, you know, whenever we've got the right guy or gal who's, you know, ambitious and also. You know, we feel they're competent and ready, you know, we'll, we will open up another location.

Uh, but that I do not anticipate that. Yeah, no worries. Pressure any, any time pressure, the near future. 

Jack Carr: I know, you know, the headaches that are involved in that. And, and so just to close this out, do you have [00:32:00] any, uh, words of wisdom, anything for people that are in your spot? A year and a half ago, they are coming out of, uh, their NBA.

They are tired of their W2 and they're, they're looking for something. To do something similar to what you've done. Um, any wise words of wisdom to, to give them? Uh, I don't know how wise these 

Dustin Marx: are, but I just, um, don't stop. Like, it's hard. It's really hard. Um, but the rewards are worth it. And, and whether it's monetarily the impact you can make on people's lives who you become in the process, um, it's incredible, you know?

And as long as you keep moving forward, you know, half of the name of the game is survival. You know, and as long as you do that, eventually, you know, you'll see kind of the compounding nature of, of things. And so that would probably, my biggest encouragement would be don't stop. And then also, you know, get really clear about what are your strengths and, and where you can play.

You know, to kind of go [00:33:00] back a second, like, you know, I fully immersed myself in this business. You know, I, I got an apprenticeship. I'm out on calls with the guys. I'm learning every day. So this is not one of those where, you know, you just kind of randomly come in, sprinkle some fairy dust things just magically happen.

Um, it is all day every day. You know, for me, I only know how to do it one way and that's working a lot of hours, you know, and so those are sacrifices my family makes in the short term for the long term. But that would be it, you know. And, and, uh, the other thing that has, um, been great for me is. You know, listening to, whether it's yourself or or others, you know, people who've kind of been there, done that because that can help shorten the learning curve.

Jack Carr: I'm learning from the, been there, done that from you right now. So I, I love this. I, I agree with that statement wholeheartedly. Um, that this has just been awesome. I really appreciate the time. If somebody wants to reach out to you, figure out your circle of influence and find some locals, where, where do they reach out to you, Dustin?

[00:34:00] Yeah, so 

Dustin Marx: LinkedIn, you can reach me. I am on x. Uh, just gotten started on there because I heard a lot of people were on x. Um, and they can even email me, you know, if they want. It's just my name, Dustin, at call mother.com. 

Jack Carr: Awesome. And then Dustin Marks at LinkedIn and uh, call mother.com. Plug it for today. I appreciate Dustin, thank you so much for coming on.

This has been an awesome episode and has me, this is one of those episodes where I won't sleep tonight 'cause Im just. Thinking of all the ways that I can do things like you're doing right now and steal from the vest. So I, I do appreciate it. If you like what you heard today, we are really, really trying to, uh, push on all of our podcast network, subscribe and drop us a comment.

Thank you much guys, and we will see you next week.