AI + International Talent: The Hidden Lever Behind Fast-Growing Service Businesses

If you’re trying to scale a security, alarm, or fire business… the biggest unlock might not be more techs or more sales.

It might be how you structure your team.

In this episode of Entry & Exit, Stephen Olmon and Collin Trimble sit down with Jack Carr (Rapid Response, JackQuisitions, Quick Staffers) to break down how international talent and AI are changing the way home service businesses operate—and how these same strategies apply directly to security and life safety companies.

From rebuilding after acquisition to scaling past $5M, this conversation focuses on how to create leverage without blowing up overhead.

You’ll learn:

• Why international talent is a force multiplier for growing service businesses
• How to offload dispatching, AR/AP, customer service, and coordination
• The impact of removing low-value work from technicians and sales reps
• How lean teams can scale faster by redistributing work, not adding headcount

If you’re building a life safety company and want to grow without adding unnecessary overhead, this episode is a blueprint.

Stephen Olmon — https://x.com/stephenolmon

Collin Trimble — https://x.com/TXAlarmGuy

Jack Carr - https://www.youtube.com/@Jackquisitionsco

More Entry & Exit — https://www.entryandexit.co/

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Transcript

Engineering Owner Learns Sales

SPEAKER_02 0:00

I am not a salesperson. I wasn't when I started because I came from engineering.

SPEAKER_00 0:04

Colin had the feeling the exact opposite. Colin is probably the best salesperson I've ever met in my lifetime. I'm not gonna know what to do operationally.

SPEAKER_02 0:12

All of this, we couldn't have all of those head counts if they were US based, just because we couldn't afford it.

SPEAKER_01 0:18

I don't think that AI is gonna replace everything in our business, and I think about that in the same way about international talent. Like these are amazing employees, and so that has helped us take stuff off of our technicians' plates that they didn't really don't love doing.

SPEAKER_00 0:35

Welcome to Entry and Exit. My name is Steven Ullman. I also have my co-host here, Colin Trimble, who is my business partner at Alarm Masters, and today we have Jack Carr with us. Jack acquired rapid response plumbing, heating, and cooling. I get that right, Jack.

SPEAKER_02 0:50

That's correct, yeah.

Hiring a Comfort Advisor

SPEAKER_00 0:52

Nailed it. Uh Jack also is the host of Jack Quisitions, which is an awesome podcast. If you haven't listened to that before, I encourage you to go check it out and we will link to it. And he also is a partner at Quick Staffers, which we have had as a sponsor on entry and exit. Uh they provide uh international talent and help with the search process, uh placing talent in home service companies. Um so really just multi-talented, great jawline, great beard, better facial hair than I do. If you can't see them, I'm jealous. Um but uh this is gonna be fun. So we all three of us uh have acquired businesses in what I will call the kind of sweaty services space. We do more commercial, uh probably overall, but um we both thankfully have grown our businesses over the last handful of years. And we have some some common things, some common playbooks, things that we've done that have enabled us to experience you know significant growth over the last few years, and some things we've done differently. And so today we're just going to kind of rift back and forth on you know some of those commonalities and then also probably learn from each other a little bit. So off the top, Jack, what's as you look back, what was like the first thing that you did that you can reflect on and say, that was a game changer?

SPEAKER_02 2:14

Yeah, so my first company that I bought was Rapid Response. Uh it was HVAC only at the time, which was a smaller thing, which was which was decent for me considering I didn't know what I didn't know going in. Um, that being said, when I started everybody quit day one, it's like the the SMB nightmare that you always hear is like, well, what what happens? Like you're not you don't have an HVAC background. What happens if everybody quits? Well, the answer for me was you just had to go figure it out. And um, I think my history with that specifically, and everybody leaving and just being me forced me to make some really early um recruitment decisions and focus on recruitment and focus on sales uh because my background is engineering and operations, not sales. And so as you move from that into a business ownership perspective and going out into the field and trying to figure this all out, I realized really quickly in my my tenure that I am not a salesperson. Uh I'm I am now. I wasn't when I started because I came from engineering, and so probably the biggest lever that I pulled early on was to pretty much instantaneously hire a salesperson. Uh, luckily in HVAC, this is kind of normal. It's called a comfort advisor. We call ours a project manager, but essentially, this person goes out and sells HVAC units across any business. Like this is kind of one of the more important positions. And for me, it really drove the company because that position, you know, lives, breathes, and eats sales. That's all they do. If they don't sell, then they don't make any money. Uh, so they have to sell. Like, so the idea of actually putting in a salesperson is what generates the sales in the long term. So um that was our first biggest move. That they're my third hire. So it was me in the field, another guy in the field, and then salesperson.

SPEAKER_00 4:12

Got it. Yeah, well, it's so interesting. It's really important to be self-aware, and especially if you are buying a business and using leverage, like knowing who you are, what you're good at, and being honest about that, and as immediately as possible, starting to fill some of those gaps. It's funny because Colin, especially like leading the business, you know. For those of you that don't know, I'm in Dallas, our business is in Houston. Um, and so Colin was, you know, day-to-day front and center. And Colin had the it was like the exact opposite. Colin is probably the best salesperson I've ever met in my lifetime, like actually. Um high price. Yeah, well, really, you are, yeah, incredible. Um, and so but you had the exact opposite gap.

SPEAKER_01 5:01

Yeah. Yeah, that's that's kind of a funny story to hear because what you're describing, like the fact that you had an engineering kind of operations background, uh I'm sure lent to you being able to solve the problem for like you losing some of your plumbers or whoever your HVAC technicians, if they left on the first day, like you were able to probably like solution through that. You knew that you could you could like talk the talk operationally. I couldn't. And so I I I I I would that is my biggest nightmare, literally, was I'm gonna walk in day one and I'm not gonna know what to do operationally. Like all my techs are gonna be on. But that that was my biggest fear when we first bought alarm masters. And I knew how to drive the sales stuff, and I had a different problem because I was driving too much growth into the business a little too fast for us to be able to execute it operationally, and we didn't have the like operational stuff dialed in. And so it's sort of funny because we had a little bit of a reverse experience, but I'm curious, Jack, like when you think back to um the the key decision there, you hired somebody that was really good. Did you also do anything from a marketing outbound to prepare them with leads, or was it literally a blank slate? Like, hey, come in here, you're gonna start selling. What did that look like?

SPEAKER_02 6:12

Yeah, it was it was blank slate. So hired somebody who had experience already being a comfort advisor. That was kind of the key. But there was a lot more to that position because it was designing the sales department of an HVAC company and designing the sales process of how this is supposed to look and how you get leads, and then how you turn those leads into installations. So there was a lot more to that, that entire flow that they ended up doing. Um, that being said, yeah, I mean, we didn't have a leads or marketing issues day one just because uh I got extremely lucky and looking back, like huge, huge, huge amount of luck here. But the business I bought had one thing, and it wasn't apparently people, it wasn't a good sales process. It was the Google business profile was like in the perfect spot in this suburbia that didn't have any other HVAC vendors and was all very um wealthy clients, and it allowed the company that to continue having the phone ring while I learned the business. So I was able to uh take over, have leads day one, not worry about how to figure out how to get leads until you know, employee three, four, five, and then we had to start hitting capacity constraints. Um but early on, marketing was there, it was really just like how do we get from okay, I can fix everything, but should I fix everything? And then how do you actually have that discussion about selling stuff, whether that be options, whether that be you know, new ductwork? Like I can tape up anything, but should you tape up that ductwork? And so that that ended up being the question early on, and and that individual helped really drive that department. It was, I mean, we wouldn't be where we were without that person today.

SPEAKER_01 7:56

Did that person help you drive, like, did y'all kind of work together to craft a sales process, like and kind of create a new sales machine? Because it sounds like obviously starting as a blank slate and you didn't have a lot of sales experience, and they did. Did they kind of help you build the infrastructure that y'all now use today for selling?

SPEAKER_02 8:14

Yes and no. Uh yes, in the sense that they built a infrastructure. Is it the infrastructure we necessarily use today? Uh no. Uh, but I don't think that was a function of them. I think that's more of a function of the industry. The industry's changing. I like to do things in a slightly different way. Um, my belief is coming from an operational background, I'm still not sales heavy. Uh, we our company is not a high-pressure sales uh team. We are a very low pressure sales team, uh, whereas you know, some of the other original kind of private equity-backed plays and systems are extremely high pressure, close on site, day one. And so it's it was something which we need that step one for again me to get my feet under the business, hire some good technicians, work on the business, not in the business. And then once that happened and we had revenue coming in, I was able to say, okay, let's let's change this sales process around to meet what our company culture values.

SPEAKER_00 9:14

Yeah, that's um we we wish so. What was the timeline? Because for us, I think we wished we could have hired faster on the sales side to get Colin out of that seat. Like, what was the timeline from the time you closed the time you hired that person that was helping on the sales side?

SPEAKER_02 9:31

Oh, like three months, two months. I I knew instantaneously like I'm missing a key piece here because I don't know how to sell HAC units. Uh I know how to fix them, but I can't sell them. And I had super low close rate uh percentage. The whole nine, I was like, I know this is wrong. Let me go find somebody who can do this. Uh and then once I did that, yeah. It it it was a I knew my weakness right out the gate.

SPEAKER_00 9:57

Yeah, we we did grow, like Colin said, and almost a little too fast too soon, but then significant growth did not come for us, come like come for us until we started to hire dedicated salespeople and really even in the last 12 months build out a much more robust sales team and sales process. Um, but kudos to you. Like, I I wish that we would have you know bitten the bullet a little bit sooner. So we we tried actually reflecting back, like we did try to hire a little bit earlier than we did, but um, we we did not really make that hire for over 12 months. So it was it was a bit delayed on our end.

SPEAKER_02 10:39

How much of that do you think is industry specific, though? Because the it's interesting that you guys are framing it that way, just because um, like I I don't think I've ever met. I mean, so I do the Jack Quisitions podcast, we work with a lot of home service contractors. It's very rare that I meet a home service contractor that's like, hey, yeah, we sold too much, we couldn't fulfill. And that's just because like all the technicians, all the installers in HVAC and plumbing, almost exclusively all they want to do is fix. Like, that's why they got into the trades. Nobody went into the trades thinking, hey, I'm gonna sell. Uh, so like uh I'm curious how how industry specific is that, or was it just kind of your specific instance?

SPEAKER_01 11:23

Yeah, I think that we had an issue with selling projects and technology. So our industry is very technology driven. Um, it is software, it is low voltage. Um, and so one thing that we struggled with was our initial base of technicians and operations folks did not know how to install and service the newer, more modern technology, and they didn't know how to install projects at the scale that I was selling them at. So, where they would maybe do, just to give as an example, they would maybe do one hundred thousand dollar project every couple of years. I was trying to sell one hundred thousand dollar project every quarter. And so these technicians and operations folks were not used to that size and scale and the responsibility of doing a job of that size. And now it's even much, much bigger than that. And so what was happening was our operations was breaking down a little bit. We weren't delivering the experience operationally that we wanted to deliver. We didn't have the right people in the right seats, and I was just continuing to sell and sell. And that was good. If fueled some growth, it allowed us to kind of figure out the personnel problem. We all kind of, I think, all got there in our own way. But for us, in it was it was really like I I probably should have spent some time on the operational side kind of figuring out what the team was capable of. And instead, I was just like, I'm gonna go rip it. Like, I'm gonna go sell, I'm gonna put it in. Yeah, and uh it didn't quite uh go as smoothly in those first kind of year, really nine months to a year that I thought it would.

SPEAKER_02 12:52

Yeah, it makes sense.

Scaling With Overseas Talent

SPEAKER_00 12:55

I think too, like we somewhat specific for us, we both came from software sales backgrounds with like segmented sales and appointment setters, and um just like kind of came from a a way of thinking about executing sales and uh pipeline generation and all that sort of stuff that applies more directly to B2B, you know, which is what we're doing a lot of. So a little bit different uh from that angle. So that's uh so that's that's one, all right. So we we talked about um kind of one of the main initial things that you did. What's what's another one that was like a leverage point, or maybe something you changed about the business, or like a different approach to how it existed that gave you a lot of leverage in those first couple couple years?

SPEAKER_02 13:48

Yeah, uh the second big thing that we did uh that some people don't particularly like, um, but we it was the only way for us to stay scrappy. So again, we were a sub-1 million dollar revenue HVAC company. That that's nothing. They're that's so small. And sorry for anyone else out there, that's the net range, but you know, it is really like two guys.

SPEAKER_00 14:11

Keep going.

SPEAKER_02 14:12

Um yeah, keep keep trucking, you'll get there. Um, and so but one of the things that I noticed really early on was that growth is extremely costly, right? It takes a lot of money to be able to grow. And so even before we started focusing on like gross margins, which I wish we did earlier, and before we started doing all of these kind of uh initiatives like re-rebidding out contractors and getting lowest price of goods, like the first thing we did was cut overhead as much as possible. And the biggest way we did that was uh overseas labor. So we subcontract out to now nine, nine or ten different overseas contractors who help us in our business every single day. And they are some of the most awesome, wonderful employees that we have. Uh, some of them are have been with us literally since like this same time frame when we were hiring the comfort advisor. Like we were also onboarding our first CSR, and uh, some of it stemmed out of this idea of um, it's actually John Wilson said, Hey, you're gonna lose a CSR every 90 days. So continue be hiring, be hiring, be hiring. And so finally I said, I'm just gonna hire overseas and found somebody who's now been with us almost four years. So it's been wonderful. They've really appreciated and grown with the position. We've they've done tons for us, and then we've tried to get back. She's now our our lead. But those nine positions um as a have allowed us to grow our call center, have allowed us to outbound, have allowed us to do ARAP to the point where we are sub 25K on five million in revenue on AR at any point in time, which is just absolutely incredible uh for the amount of residential work that we do. Um, and so like all of these items, uh, we have a um the ARAP person also like does reconciliation of checks and finds missing checks and all these kind of fall through the cracks items that normally would fall onto me as the owner to do 10,000 different things. Instead of that, I get to do 9,991 different things. Um and that has been absolutely game-changing for our business. We have been able to provide our customers a better service, we've been able to do better work for our internal employees. So, like we have um like job coordinators. So now rather than me coordinating or the CA coordinating, it's someone whose dedicated position is to coordinate, and that helps jobs run more smoothly. Our warehouse person is overseas, so that allows inventory to run more smoothly. And all of this, we couldn't have all of those headcount if they were US based, just because we couldn't afford it. Like there's no physical way we could afford that plus high growth initiatives, and so we focused on doing these kind of um overhead cost-cutting measures while not losing um like a ability and actually probably increasing our ability to do things at a better rate. Um, and it's been a fantastic um initiative, which we've continued in so much so like we took all of our SOPs and we created another company, Quickstaffers, to help other small uh HVAC companies do the same thing. Sorry, I'll just ramble on about this for like hours. I love this.

SPEAKER_00 17:35

It's I mean, it's so familiar.

I Team Win Wins

SPEAKER_01 17:37

Yeah, we're in the same, we're in the same journey. And I think about it a lot like um, honestly, I think about it similarly to how people think about AI. Like, I don't think that um AI is gonna replace everything in our business, but I think it's gonna complement and allow us to deliver better experiences to our customers. And I think about that in the same way about international talent. Like these are amazing employees that we have personal relationships with, and they're they're making our in-house internal employees, or we call them our local employees, our local employees better. It's supporting our local employees, it's making them their experiences better. They have a real-time connection, they're on the phone talking constantly to our what our we call them our iTeam. Our iTeam is there and they know them and they don't change and they follow the process. And so that has helped us take stuff off of our technicians' plates that they didn't really don't love doing. Things like for us, that'd be like, oh, checking signals, making changes at the monitoring center, doing stuff like that. Now that's dedicated to the iTeam. So now their jobs, now they get to focus on what they do best, which is fixing the thing and delighting the customer. And those are the two things that we care the most about. And so for me, it's like it's a both and, right? It's not mutually exclusive. It's like, hey, we're gonna have local employees that are local to our masters, we're gonna pay them more. I was just gonna say we're gonna keep them as long as possible. Yeah, because then you can retain them. And then you're also paying a super fair wage to your international team. And a lot of times for us, we're giving our international team pay raises before they're even asking for them because they're so good. We want them to get to a cost of living in their own where they're where they are that is extremely competitive. So once they're locked in for us, the value is we just continue to raise.

SPEAKER_02 19:13

To mirror that. So we've been able to pay our in-field team better, give them higher pay rates, bring in A A and B stars because again, we have more funds to be able to do so while also paying our overseas team better. Our our the the woman I was talking about, who's our our lead, uh, who's been with us for four years, she started with us. Um, she now owns uh two Airbnbs, a laundromat, and she just got back from a 10-day vacation to Japan from the Philippines to go run the Japanese marathon or Tokyo Marathon. Wow.

SPEAKER_00 19:45

I'm like, I'm not awesome.

SPEAKER_02 19:47

I need to go be a CSR in the Philippines after I retire because you guys, you're killing it over there. So um, I mean, it's just it's it feels really good to be able to to complement both sides and then it ends up being a better service for the customer as well, which is kind of a crazy win-win-win that we rarely get to have in this business. So I I love it. It's one of my my favorite um initiatives that we've done in this company altogether.

SPEAKER_00 20:14

The ability to have more granular focused roles has been a big deal. And stripping away the things that people hate that they're not, it's not really their highest and best use, like definitely you know, boosts morale. It's just a more positive work environment when they're not having to do a bunch of stuff that's outside their core discipline, so that's a big win. Um, and then we've also, I don't know if you've done this on on your end, but we also from like an SDR appointment setter type motion. I mean, sales support is what I'll say, um, and estimation support, um, just being able to, you know, really uh pull things off of our sales team, that sort of thing, so that you know, they're walking into a full schedule and they're not having to spend as much time, you know, in a more kind of typical B2B services motion, trying to establish all that themselves, and so really trying to um just put them in a position to just do what they're best at um with like the majority of their work day. So so that's good. So I mean, very similar, honestly. And actually, I think we have 10 uh on the iTeam right now, maybe 11. I mean, it's it's really similar amount. Um and it's just been a a gift, really, and like copy paste everything you said around um the ability to scale and overhead and and all of it. And for the people that knock it, like my my response is hey, this allows us to have more stability long term to ensure that all the people we're employing locally continue to be employed. Like it is a function of securing jobs that already exist so that we don't backslide. Right.

Network Driven Levers

SPEAKER_01 22:00

Like there's a I mean, I would argue that's enabled us to hire faster, like local. I think we because we were able to cut overhead early, it enabled us to reinvest in growth, which enabled us to hire more local employees. I think if we didn't hire if we wouldn't have hired the iTeam as early as we did, it would have taken us longer to grow, which would have not enabled us to hire as many local people.

SPEAKER_02 22:21

Yeah, it shifts it shifts the positioning as all. And then like I said, we've reinvested a lot of that back actually into the pay for our local team. So they they get paid better too, which is crazy. Um, but yeah, overall, that that's been a huge win, um, which actually ties. I'm gonna skip ahead here, Stephen, but it ties into our third um reason, our third biggest lever was we built a network of like-minded and similar industry connections really, really early. So I didn't know I was new to the industry, I was new to owning businesses, and so I didn't have a ton of connections or people to bounce ideas off of. And so this last thing we talked about overhead or cutting overhead, uh, a lot of it stemmed early on. Yeah, from the fact that I just couldn't do stuff. Uh, we didn't have enough funds to do initiatives, but a lot of it stemmed from uh John Wilson, who runs an HVAC plumbing company in Akron, Ohio.

SPEAKER_00 23:20

Shout out John.

SPEAKER_02 23:20

Shout out John and John telling me, hey Jack, you need to hire a recruiter, and hey Jack, you need to hire an ARAP person, and hey, Jack, you need to get a bookkeeper, and hey, Jack, you need to do this. And I just sat there just so defeated, going, I don't have$10 million like you to do this. But the cool part was like I knew what I needed to do. I just needed to find the solution for the correct pathway. And those neat knowing what you need to do items all came from inter network connections. Me reaching out on Twitter and me reaching out on LinkedIn and and getting groups and masterminds and being put into places that I had no business being in, you know, with operators operating 10, 20, 30, 50 million dollar companies. But it allowed me to at least see the inner workings of like, A, okay, these problems continue, so figure them out now. And B, like, this is the correct way to build. This is how you do a sales process the right way. Um, yeah. These people also are are sad sometimes because their their trucks get hit. So it's not just you, you're not alone. Uh, and that from like a personal but also like a growth standpoint was a huge lever was like, hey, just immerse yourself in this industry day one. Day one.

Reference Calls And Wrap

SPEAKER_01 24:35

Yeah, I think you're I think the Steven's been great about getting connected with with us in the in the injury in the industry, and then also people that are not directly in our industry but are similar, like like you and other folks that are kind of in the service-based world. And we always say that like we are the sum of our network. And I think that's it's always interesting to talk to people. And one of my favorite questions to ask them, this is like the last thing I want to cover with you, is like, hey, if you had to pick one thing that you're doing that nobody else in your the classic industry, you take a just an average median person that's owning a plumbing, heating, and cooling company. What what is it the thing that you're doing that they're not doing? I love asking that to folks on our network because you get these nuggets of levers that they're doing that are really changing the game. And we've talked about a few of them, right? Like international talent is great, putting a focus on sales. And sometimes it's really small. Like one of the things that we do that's this is just tiny. This is like a really small thing, but it matters a lot is during our sales process, we have all of our customers talk to or our prospects talk to an existing customer. We ask them to always do a reference call because we think that social proof is the strongest way to sell. And it's a really tiny thing, but it has jacked our uh jacked our close rate. And a lot of my friends in the industry have started doing the same thing in their sales process, and it's helped them in their sales process and to close more deals. And so we really like asking that question. It's like, what's the one thing that you're doing? It could be big or small that is like your thing that is different than anybody else. And I and I think that comes from you probably learned some of these from your network.

SPEAKER_02 25:59

Yeah, yeah, that's crazy. And because like one of the ones you said last time we talked um was that you gave clients your personal phone number, which still drives me for a loop, which is crazy to me. Yeah. Um, because I gave a client a personal phone number and regretted it day one after about 30 phone calls in. Uh, but point being, yeah, is uh the fact that like that the focus for you guys is on um is on like the the customer experience, but you're driving a lot of that from actually running questions through your network on how to drive that customer experience. Like this one you just gave us right now. I'm I'm thinking about it going, that's actually genius. Could we set up a referral network internally um for our old clients who we know absolutely love and they're die hard, and just give them a list and say, hey, call these people, tell ask how their experience was. No one else in our industry is doing that. That would be huge.

SPEAKER_01 26:55

Yeah. And I think it's a five-minute call and it gives them sorry, cut you off, Stephen. It also gives their your client, it shows, hey, we we value you, we give them a gift card every time they do that for us, and just like give them a little a little benefit. So it's hopefully helpful for them too.

SPEAKER_00 27:10

You have like the classic uh GMB review, you know, so you got a review on Google that's written thanks. Then you have like the next level of like a like a video testimonial. You know, a lot of people will push for those and embed them on their website. But like an actual live call with someone is like the most intense like degree of referral uh I feel like that you can get. And so um it's interesting to think about that on the resident. I'm actually my wheels are spinning on the because we do Resi, we have that, but you know, a lot of those reference calls are more on like larger commercial projects, but to take it, you know, down into Resi is interesting. Um, have to think about that. But um, yeah, like the internal referral network for the people that are like your die hard champions, that's that's some appeal.

SPEAKER_02 27:57

Yeah. Well, it it makes sense because a lot of times what are your value proposition between us and some of the other big companies? There's very little difference, right? Somebody who's shopping five different companies for the same product, we all have relative, like we're all within a hundred dollars of each other, we're all licensed, we're all insured, the technicians all show up all dressed nice with their iPads, doing the exact same next star thing. So, how do you stand out? And it ends up being a personality. Who came off with the best personality? But if you can influence that by saying not only who's the best personality, but who can generate the best trust by doing a small little gesture like that and leaving somebody with the phone number, uh, either for a text or a call, would would be huge. That's a good idea. I like it.

SPEAKER_01 28:43

Scalable too, you know, and I think I think it's scalable, and I also think that it doesn't have to be as big or as awkward. Uh like I have a guy that does our pest control at our house, and he really does um like our mosquito. We have a mosquito missing system down here in Houston. We get plagued with mosquitoes. Gotta dinosaur system to get rid of yeah, pterodactyls flying around us. And uh, I've got a guy who's got a local business, and he was like, Hey, I hate to ask this. Can you talk to this person who was interested in using us, but they just want five minutes? I was like, Yeah, the call was three and a half minutes long. The guy called me. I missed the call. I called the guy back. He was lived in a neighborhood that was down, you know, a couple a couple minutes down from me and didn't know anything about him, and just was like, Yeah, they're great. They killed all of our mosquitoes. It works. Like, I don't really have much else to say other than good guys, really like them. And he was like, dude, honestly, I just wanted to talk to somebody that used them. Like, that's great. I'm sold. And that was it. And they sent me a gift card. I was like, cool, dude, too easy. Like, keep and honestly, I don't even care about your gift card. What I really want is for you to keep delivering me amazing service and being responsive to me. And dude, and and to what your point, like uh giving everybody a cell phone, I make everybody in our leadership team give their cell phone numbers out to the customer. And and and here's the story is like that everybody in the leadership team has to do. And here's here's what we found is if our sales process and our our support process is really tight, then customers don't come in down to me. I don't get very many calls from our customers. I truly don't. And when I do, when I've got a customer that's that's hammering me, what I start doing is I I handle their call and I have a three-strike rule. If they call me for something that I've and I first time I say, hey, I have it help you. Here's who I'm gonna connect you with, they're gonna solve this problem. Going forward for a request like this, go ahead and shoot it over to this person. They do it again. I solve the problem. On the third time, I say, Hey, listen, next time you call, I'm not gonna answer. I'm gonna forge your missed call over to my support manager and he's gonna handle it. I'm giving you my number. If you are not getting your answers from them, I want to be the first call you make. But for day-to-day requests, the only way I can give you my cell phone and keep answering your call, and I'm just frank. And they're like, Okay, yeah, totally get it.

SPEAKER_02 30:42

Yeah, yeah, I'm sure there's a process.

SPEAKER_01 30:44

Yeah, and that's limited to our call, and that's just like one thing that we do that's unique. And you know, people are like, dude, that's not gonna scale. It's like maybe not. I don't know. I mean, we'll see. We have 5,000 customers, so I guess we'll see what happens. Maybe in 10,000 won't it won't be scalable, but um it breaks by then you'll have an AI bot that just has your voice and you just don't have to worry about it.

SPEAKER_02 31:01

Yeah, it's like my whole consciousness is now in the cloned yourself seven times.

SPEAKER_00 31:06

Yeah, that's right. Right. Um, awesome. Well, this was this was good. I really enjoyed this conversation. Um, Jack, take a moment and hype yourself. Where can people find you? Um, what do you want the people to know?

SPEAKER_02 31:19

Yeah, I mean, head on over to Jack Quisitions YouTube channel. I mean, we talk about a bunch of stuff about acquisitions, business. I uh I'm over on Open Operated podcast quite a bit as well. So, either place you can find me uh or on LinkedIn. Oh gosh, what's my LinkedIn? I don't even know off the top of my head. Jackson Car, I think it's my full actual legal name. Uh yeah, which is good because like you had joked about Jack Carr is the the famous authorslash badass that I am not. Um so Jackson Carr and LinkedIn, send me a message and uh yeah, man. Uh people I'm always open to DMs.

SPEAKER_01 31:55

Yeah, we appreciate you coming on. Thanks, man.

SPEAKER_02 31:56

Thanks, guys. This is fun.

SPEAKER_01 31:57

All right, team. Have a great week.