Forget Pizza Culture Bring The One-To-One

Peakzi Podcast: Selling a business and “retiring” sounds like the finish line, until you realize you miss the mission. We sit down with Rick Cubas, General Manager at Emergency Air Heating, Cooling, and Plumbing in Chandler, Arizona, to talk about why he came back to the home services industry and what he’s building now: leaders, not just numbers.

Rick breaks down a people-first leadership style that treats KPIs as clues, not weapons. He shares how he earns trust by leading from the front, coaching under pressure, and staying close to the work even with layers of management. We also dig into what actually scales company culture in a growing HVAC and plumbing business: getting techs and customer care to own the standard, keeping the company “small” through consistent one-to-ones, and aligning performance goals with what employees want for their lives.

Then we get tactical on the field. Emergency Air is known for “Save The Unit First,” a repair-first philosophy built on full disclosure, customer education, and zero pressure. Rick explains why that approach protects the brand, drives five-star reviews, and still supports healthy revenue. He also shares how he recruits with role play interview scenarios, plus how he uses Peakzi as an acquisition and recruiting tool by analyzing customer reviews, community reputation, and market position.

If you’re growing a home services business and want better leaders, better hires, and more customer trust, listen through and take notes. Subscribe, share this with a home services owner, and leave a review with your biggest takeaway.

Powered by: www.peakzi.me

More info at: https://ai.emergencyair.com/ 

Peakzi Podcast: Home Services Success Stories

Transcript

Welcome And Rick’s Return

Julian Placino 0:00

Welcome to the Home Services Success Stories podcast powered by Peakzi, the number one AI platform for growing your home services business. I'm Julian Placino, your host, and we have another exciting episode in store for you today. Because today we have Rick Cubas, who is the general manager at emergency air heating, cooling, and plumbing. Rick, welcome to the show. How are you doing, man? I'm doing great, man. Thanks for having me. Absolutely. It's great to get to know you, learn about your success success story, and jump right in. So, Rick, you've been in the industry now for 27 years, a true veteran of the business of the industry. So after selling your business and actually retiring and relocating to Arizona, what led you to step into emergency air?

Rick Cubas 0:45

Well, his name is George Donaldson. He's the CEO of the Fix It Group. And uh I'll tell you, I um when I sold that last business in in California, moved out here and uh just rethinking the future and and whatnot, ended up at a uh at a local competitor, one of the biggest companies in the country, actually, in a single location. And um George just called me up again. We we had built a really good business in California called Right Time Home Services. It used to be a one-hour air, Mr. Sparky Electric and Benjamin Franklin Plumbing Company that we converted to a right time home services, uh very successful doing that. Uh well, he called me again, uh 20, uh I think it was 2021 at that point, uh, saying that he has a potential acquisition here in my own backyard now that I moved to Arizona. And uh I had uh I had declined the offer because as far as I was concerned, where I was working was just like being retired. I mean, everything I was doing over there, they thought it was doing pretty awesome at, but I wasn't really doing much, but it was helping the business, and that particular competitor didn't want you to move very fast. They weren't really into uh the concepts that I'm used to doing. And uh anyway, long story short, uh George uh tries again the following year, turn them down again, but he's he's a persuasive guy, and uh he has the ability to um pull somebody out like me that's uh uh that's living the easy life to get back into the grind. And so uh I'll tell you this. He took my wife and I out to dinner one night and go back home. And my wife says, You know, you're not gonna be happy unless you go work for this guy again. And I said, Well, I don't know if happiness has anything to do with working for George, but there are moments of happiness for sure, but I have purpose working for George Donaldson and the fix it group as a whole. Uh I wake up every day just knowing exactly what I should be doing in life, and that's doing what I'm doing right this moment. And so uh George has a really, really good way of harnessing your personality traits, your experience, uh, and and everything that that you're about and and and know that you have purpose. I don't wonder what I should be doing. I'm doing exactly what I should be doing in life today. That's why I took him up on the offer to get back into the grind.

Purpose And Developing Leaders

Julian Placino 3:11

Interesting. So, how would you articulate your purpose?

Rick Cubas 3:15

Uh developing other leaders. First and foremost, I mean, I coach a lot of technicians still on the front line. I I do have some distance with that now that I have seven managers under my belt here at emergency. Um, but uh developing other uh other leaders. Uh that that's that's the bottom line. So uh teaching them and teaching them how to uh properly care for the business, but care for the people and not just from a business standpoint. Uh a lot of what we do is just we do life together. This is the biggest difference, is it's not just about KPIs and it's not just about closing deals, it's just about improving ourselves as human beings uh on a daily basis. So just ongoing development in every aspect of life, spiritually, physically, emotionally, financially. Um, it's just a constant theme that we do on a daily basis.

Julian Placino 4:09

I love that. So, yes, it's home services, but it's more about developing leaders to you. I think that's great. So, also having to come out of retirement and to make those decisions, those are really big uh decisions that you have to make. So, but what stood out to you about the business itself? What stood out to you about emergency air?

Rick Cubas 4:25

Yeah, well, let me back up a second and talk about this this retirement thing. I think that's a joke of a of a thing to even say, you know, I I knew I was gonna get back to work and do something eventually, but you know, it took me about a year or so to to get back into even wanting to you know get back on the front line. But uh uh I I can tell you from the standpoint that I I perform at is I feel the purpose in in life is yeah, take on the blessings that that God gives you on a daily basis, but teach other people how to grasp hold of those blessings on a daily basis. And what that comes from is from them duplicating those same principles that I'm teaching them down to the frontline technicians so that they're always growing, they're always developing, they're they find their purpose in life. And you know what that translates to is people getting their first homes, they're getting their first vacation, they're building wealth. And, you know, especially as we come to the close of last year, and now we're into this new year. I can't tell you how many text messages and phone calls and pictures that I'm getting of, you know, brand new homes and brand new cars, and the first this and the first that, and and just all the success stories. And that all comes from a heart of just caring about people and their goals and what they're trying to get out of life and what they're trying to get out of their career.

Julian Placino 5:55

Interesting. Well, I mean, while we're on that topic, then what would you say is your method to growing leaders? Because you have incredible accolades, the numbers don't lie, the revenue is nearly doubled since you have been there. So, what is your secret sauce of developing leaders and growing the company ultimately?

Rick Cubas 6:11

Uh ultimately, um, really comes from the standpoint of our tagline. So, our tagline, emergency area, the differences we care. You know, it's a cute little tagline, it rhymes, but you know, if if I'm to dig into what that looks like on a daily basis, it's being real with people. So we have more reporting than most any company out there has. I I have optics on every KPI imaginable. Anything you want to know about our business, we have at our fingertips, right? But it's really looking at those KPIs and drilling down to the people and the human aspect of what they are dealing with on the front line. So if we're behind budget, I don't look at those numbers as shoot, we're behind budget. Leaders, go put more pressure on the guys, we got to kill it today. We got no, I'm looking at people that can't pay their bills. I'm looking at people who aren't getting the money that they deserve for working as hard as they do. I'm looking at people that have goals in life to get their first house. And so to answer your question, it's it's drilling down to what makes them tick. What's important to them? What's their why? What's their why? So when I think about how we develop people, it's it's where my leadership team knows that this is more than just a J-O-B for me. This is more than a J-O-B for me. If I won the lottery today, I would be doing the same thing today because it's my purpose. It's not it's it's it's not just a job, it's a lifestyle. You know, some people go golfing, some people go fishing, I go to work. It's it's it's different for me. So we we we have this love connection where they know I'm in it with them and for them. And when you do that, you know, uh you'll you'll have a strong team that's that's willing to you know go on the front line of battle to to win the day. And winning the day is having other people win and accomplish their goals. So it just steamrolls all the way down to to all levels of the business.

Care-Based KPI Management

Julian Placino 8:16

Interesting. So the whole idea of the of the differences we care is not just for customers, but for your team. And sort of what I heard there, one of the keys that you have is really understanding what your individual team members' why is, what are their motivations and connecting it to the work that they do at Emergency Air. So let me ask you this. Sometimes it's a very personal thing to ask. So, what is it that you do to build trust with your team to elicit that honest, what's your why?

Rick Cubas 8:40

Well, I could tell you they know that anything I tell them to do, uh, no matter how how hard it is, uh, they've seen me do it live. So, whatever the challenges are, whatever message they have to deliver to the team, uh, client concerns, sales, it doesn't matter. Uh they have seen me on the front line of battle. They have seen me be the one that has to walk in and handle the hard situations. And uh so they've been developed to a high level because I always take those opportunities and bring them in to those scenarios so they can physically see how I operate. So they've seen me in in, you know, I always I always tell people this you really learn about people when they're under stress. That's when character comes out. If you could put somebody under a high level of intense pressure, you'll find out what they're made of, find out what squeezes out of them. So they've I I've been able to put myself uh uh not on purpose necessarily, but uh been in really tough situations where they see me operate. They see what's squeezed out of me when situations take place, and um, and now they're duplicating it. That's that's the bottom line, is they they see the reality of not just a process and how I do business, but they've seen it in in action and they've seen the blessing of putting that stuff into action. So they're seeing the results of everything that I'm teaching them because I'm just I'm on the front line with them.

Culture Ownership Through One-To-Ones

Julian Placino 10:14

So really leading for the front, living out your message by example. I think that's a great way to do it. So, how many employees now at Emergency Air?

Rick Cubas 10:22

So we are 87 employees.

Julian Placino 10:25

87. Okay. So once you start getting to that size, you know, how do you think about culture? And also what do you think makes your team great and stand out as home services leaders?

Rick Cubas 10:36

That's a that's a great question. You know, it's it's it's fun when uh when I go up and teach. I I I I teach uh a couple times a month anyway, still with with a team. I'll go up there and and and give some give some golden nuggets, if you will. And and I I always find myself talking about that exact thing and and and looking at where we were in a little 4,000 square foot little building where we had equipment in our call center because there was no room to to to because we didn't really have a warehouse, and now we're in over 20,000 square feet uh of a property, and it's just a beautiful setup. I mean, uh love to take you for a tour sometime here. It's just an amazing training room, lots of motivation stuff on the walls. It just but they built it. So how we have done this is teach the team that they're the ones that build culture. We could lead it all we want, we could talk all the talk we want, but we've got to influence our team in such a way where they take ownership of the culture. When someone's shirt not tucked in, with for them to be like, yo, homie, get your get your shirt tucked in. Come on, hey, get your floor protectors on. Like managers, yes, we we enforce those things, but it's way more powerful when you get to a point where you've developed ownership within these technicians and and and customer care team and management where everybody's just on the same page and it doesn't require a manager to hold people accountable. So um, so we teach excellence, but the team themselves has taken on that ownership where they're enforcing excellence. Interesting. It's not perfect. We're developing it over and over every single day. It's it's something that you never graduate from, it's something that you got to continuously manage, but they have done a great job, and I give credit to them for putting us in this beautiful new building and and and growing it to where it is because they're the ones doing it.

Julian Placino 12:35

Yeah, that's really interesting, and I think really important because a lot of leaders talk about culture and it's more like trying to just sort of speak about it. But yours is about transferring the ownership to the team, right? Because it actually becomes self-governing and scalable that way, right? Um, which I think is an interesting point. What's one tactical thing that you've done to help create that kind of excellent self-governing culture?

Rick Cubas 13:01

Um, well, it's not ping pong and uh pizza. I could I could tell you that. Um while we do a lot of those things, I mean, tech, we we have bull riding, we we do mechanical bull riding for our our company meetings, we do manager dump tanks, we do we do all kinds of we we do dodgeball competition, we do a lot of crazy fun stuff. Games are important, it stirs the pot, and uh we we have a great time. But I'm gonna tell you if we cut through all the fun activities and the food, we feed our people better than most anybody out there, but it'll come down to this. It's back to this personal connection, it's back to how we do like I one of the reasons why I was a little delayed this morning. I was in a one-to-one with uh with one of our performers, and uh uh I uh it those things are important to us where we get eye to eye with each individual, and we sit down, we make sure we understand their goals, what they are after, what their family needs, what their family's desires are, and we make those goals our goals. So again, cutting through all the fun and and excitement, it's it's just back down to having good, clear communication one-to-one without them feeling like they're coming to the principal's office and inspiring and encouraging them to stay on track with the goals that they set for themselves. So they're mutually agreed upon goals, but they're really goals. I don't talk about my budget a whole lot with my team. I talk about their budget. So if they're missing, they're missing the goals that they have set, not something that I forced upon them. That's that's how we build excellence, that's how we build culture, that's how we make the company feel smaller too, because as you grow bigger and bigger, kind of like churches, you know, it's really intimate when it's small, when it gets big, you feel like you're just you're just a cattle, you know, not another one of the uh the cattle coming through. The way you shrink it, the you make it still feel family and close and tight-knit is you got to keep those one-to-ones going, you know, and and again, this is not perfect. We do it to a high level, but you know, we we still need to up our game with that. But that's the answer to your question is the better we get at doing those one-to-ones, and not just those one-to-ones, it's one-to-ones, it's staying connected throughout the day, it's talking about other stuff besides business and their KPIs. It's it's about intimate life together. And again, I said that earlier. It's about doing life together. I mean, we have developed a lot of friends. You know, some leaders say, well, you don't have to like me, but you got to respect me. No, we want you to like us too. We we feel we could do both. We feel we can lead and be likable at the same time. Not everybody's gonna like us, whatever, but we we work hard on balancing both of those very well, where we don't have to demand respect. We just have good, tight relationships and and good understandings with mutual goals that we both commit to. And uh and that's how we make that happen.

Save The Unit First Philosophy

Julian Placino 15:59

This is quite insightful because you know, a lot of home services leaders will talk about the technical excellence, the number of years of experience I've been in the business, and all those things are important, but your focus really is the development of the human person. I also like how you set goals where it becomes a collaborative process. They say what the goal is, and again, it becomes self-governing, right? Right. Um, these are really, really interesting insights. So um so shifting gears just a bit then, something that you are known for. Let's talk philosophically in terms of like the business. Um, emergency air is known for saving the unit first, right? So, why is that philosophy important for you to protect as a leader?

Rick Cubas 16:35

Well, I think um, I don't think, I know. You know, our industry is known for just having a bunch of salespeople out there. You know, technicians go out there unprepared, they're they're not technically sound, and they're just out there trying to sell somebody a new system. You know, let's face it, we don't build business by doing tune-ups all day. You're you're not gonna build business doing that. However, with that said, when you have a heart of truly caring about the customer, those things will come to fruition. The KPIs will come in alignment and that'll all work itself out. As far as the customer's concern, and and many people have seen me on TV talking about this, and uh different TV hosts and whatnot will ask those tough questions like, you know, how can you how can you do a $49 tuna and make money? I tell them, we don't make money. That's not making money, right? But what we found when we do the right thing in trying to protect the system and showing the customer different ways to give their system longevity, we build trust. People trust us. And we don't always sell units, we don't always get the accessory sell for indoor air quality or whatever, but we have a lifetime customer. And that's what we're about is it it's it's almost the same, it is the same philosophy as what we do with our leadership team and what we do with our culture here is caring for them and putting their needs first. So at Emergency Air, our number one customer is our people. And I know some customers might look at that and frown on that, but the fact is, if I want my customers to feel like they're number one, I have to make my team number one, right? I have to pour into them. So when they leave this building, they go out there and just love on the customer more than ever. So the concept, and to finalize that answer is we have to put the needs of the customer first, save them as much money as humanly possible, keep that system running for as long as possible, as long as it makes sense. There's sometimes, Julian, that the math doesn't make sense to keep that system going, right? But we leave that up to the customer, uh, we leave that up to the customer to make that decision. We believe full disclosure, here's all your options, here's repair, here's replacement, and and and you can make a good educated decision based on all the facts that are going on. And um, so that's that's how we lead actually in the uh uh on the front line. And that's why you're seeing our reviews go bonkers because you know when we started this back really 2023 is when we started, we were just nipping at November 2022, but we had 550 uh five-star reviews, and I think we're over, I don't know, 6,200 now uh in only a couple years. So it's um it's remarkable what's going on there.

Julian Placino 19:21

Yeah, and it's evident in the reviews. It I see it over and over. Trust and no pressure keep coming up in the reviews, and that's really interesting in your approach that you have your technicians um develop, which is um no, no, no, no pressure. So, like, how do you kind of find that balance then in between you know really serving the customer, but at the same time, you know, conscious about revenue and things like that?

Rick Cubas 19:44

Yeah, we just believe when your heart's in the right place and you do the right thing, you don't have to chase money. If you do the right thing, your heart's in the right place, you truly are out for the best interest of the customer, and the customer can feel that because this is all about how we make people feel, right? At the end of the day, it's not about a process. We do have an amazing 12 keys process, but when you look at this, you know, some companies can't show customers their training process. We never mind if a customer sits in our training, and we've had that happen, by the way. We don't we we can expose our entire training process to a customer because our 12 keys process is just being a good human being. It's full disclosure showing customer how to properly take care of their system and what they should do and properly communicating that to the customer. They're not sales tricks, is what I'm saying. They're they're just all about how to be a good human. Now, we start with hiring good character, good human people, and then we just piggyback off that and expand on it. But it it's it all comes from the heart of we believe you don't have to focus on your goals and stare at them all day long and go to that customer's house and say, I have to sell a system today or else I'm not gonna win. It's just really finding out and putting finding out what's important to them, putting yourself in their shoes. And when the customer understands that you have their best interests in mind, we see the money chasing us instead of us having to chase the money.

Julian Placino 21:11

Interesting. You're talking about talent right now, so let's touch a bit on that because especially since your focus is so people-centric and it's incredibly difficult to find great calendar-owned services, as you know. So, what does recruiting look like? What does interviewing look like? How do you know that you're finding the right person to fit the business?

Rick Cubas 21:29

That's tricky. We don't always know, right? It's uh sometimes it's a crapshoot, but I can tell you how how we end up with the good people that we have uh today uh is is developing, just back to the development and coaching with our frontline leaders, is really putting them through scenarios. So I'm known as a guy who likes to simulate everything, right? So when there's a problem in the business, I get my team together and I'll simulate, I'll do role play. People call it role play. So we role play every aspect of our business as it relates to how we communicate. So we just develop to a high level on that interview process. So when I'm sitting in front of somebody, I don't ask them if they're coachable. Do you feel like you're a coachable person? Or you feel like you're a good team member? Like everybody's gonna say yes, yes, yes. Yeah. Are you a great salesperson? Are you those are all just boring questions? What I like to do is just, hey, I'm gonna give you a scenario. All right. I'm I'm I'm a mean customer. I'm super upset with what you guys did. I want to see how you overcome it. And then I'll literally just put them right through a role play scenario. And then afterwards, I'll critique them and I'll say, hey, Julian, look, you did really good here, here, and here, but man, there's a lot of development. I don't know if you realize it, but right here and here, you need to do X, Y, and Z. Your body language, you were offended. And in that moment, I can see how coachable they are. And sometimes guys are like, Well, I've been doing this for 20 years and it's worked fine for me. Or they're like, Wow, I never thought of that. That's that's really good. And they take note of it, right? So you can learn if you do simulation to a high level, and I teach this specifically how to do this. Um you can drum out a lot of the junk that you're trying to figure out from those individuals. At the end of the day, it's not a foolproof thing. We've hired many bad people before, but as soon as we recognize it, we go right into coaching mode, and they either accept that coaching or they just they just don't make the cut.

Using Peakzi For Acquisitions

Julian Placino 23:34

I think the key that I heard there is as much as possible, try to make your interview process experiential. You focused on situational and behavioral-based questions and seeing how they react in the moment. Uh, and then you actually start applying the coaching and seeing what's happening in real time. I think that's really, really a really important key. Um so so you've actually been part of 11 buy-sell transactions. You've been in the industry for 27 years. You've seen this business in and out. So you're also a customer of Peakzi. So I'm curious, in your experience, how would you describe to another home services leader what Peakzi is?

Rick Cubas 24:08

So what's cool about that is the insight that we don't have. We guess where we stand in the market, right? We guess how awesome we are, right? And sometimes we think we better uh we're better than we really are in in many cases. Uh so Peakzi is what we use it for anyway, and and I'm still learning more and more about it. There's many things I'm not taking advantage of for a lot of different reasons, but um, one of the biggest things I love to do is acquisitions. I love developing relationships out there with other competitors that have uh that I've actually ended up buying over the years to help them move on into either their career or to help them retire. But Peakzi gives us an insight to these companies. Like, is this a good company to even go after, right? So when we're looking at a business and we're thinking about making the decision to purchase, Peakzi gives us this insight as to where they stand in the market from a value standpoint, from a customer satisfaction standpoint. It gives us an additional, it gives us additional leverage to figure out if this risk is worth it or not. So it's a it's fine that we've got the right revenue, but if this is not a long-term thing or they don't have a good name in the in the community, is is this something we really want to get into? Do they fit the the fix it group culture? Um so it's it's those type of uh of insights, all those different categories of of the business that we can even rank ourselves against. So what we do is we not only look at their business, but we look at how they stack amongst emergency air. We have fix it 24-7 in Denver, we have on-time experts in Dallas, we have fix it 24-7 in Charleston, and so uh, and then we have Cool Willies up in Tucson. Um, so we get to see where they actually rank amongst how we're currently doing. It gives us some flavor, it gives us some uh it gives us a better pulse on what's going on.

Julian Placino 26:10

What a very interesting perspective. It's always interesting to see the different use case that people use Peakzi for, right? Because a lot of people use it for, of course, the the AI search. The people use it for uh the recruiting aspect. But you, because of your background, you see it as an acquisition tool. Uh, and it gives you very useful insights. I am curious just to see in your mind what are, having done this 11 times, right? What are sort of those KPIs or insights that you find most useful that Peakzi gives you to say, hey, yes or no to buy this company?

Speaker 26:39

Mainly customer reviews, uh, customer uh what the community thinks about the company, right? The the the value statement of of the business. Um so yes, there's there's KPIs in terms of revenue and close rates and conversion rates and success rates and all that stuff, but uh studying um the impact that they have on the community and what others think about them is is is very crucial to to us in terms of moving forward. It doesn't mean that we won't buy it, it just gives us an idea of how much work we have to do. And do we in this season of our business have the resources uh to tackle those problems, right? So we can get more strategic instead of like, yeah, eventually we can turn it around. Well, eventually is pretty gray. Like, when can we get this thing turned? So it gives us more of an idea of time frames based on our ability and where we're at with our current distractions that we got going on to determine what we can do with that business.

Julian Placino 27:45

Customer reviews, fascinating insights. Anything else you want to share about your experience with Peakzi before we start to close things out here, Rick?

Rick Cubas 27:53

Uh the the recruiting aspect is really cool too, because it it tells us uh, even to finish up the answer on this this last question here was um what Peakzi can develop from the technicians that they have and it's specifically by name, and say, like, hey, this guy's got this rating and this guy's got this rating, and and how they stack against our other technicians with them amongst the fix it group. So now, you know, the recruiting aspect of of being able to know who the big players are uh in in the marketplace and and know where they stand again against our fix it group ones, but also, hey, do those guys belong on our team? So from a recruiting standpoint, we're just really scratching the surface on that. Um, even I I still need to learn how to better tap into uh to that resource, but that's something else we're we're discovering and learning how to uh activate within our business.

Legacy Of Creating Good Humans

Julian Placino 28:47

Love it. Really great insight. I appreciate sharing that, Rick. So um pleasure. So, Rick, when all is said and done, you are like bona fide leader in home services, right? And it doesn't seem like you have any signs of stopping, even retirement couldn't stop you, right? So so what would you say looking back at things? You strike me as someone who has a great vision. So what is the legacy? And I generally ask this about the business, but I want to ask you personally, what do you think you, your legacy is that you want to sort of leave behind for your community, customers, and and team members?

Rick Cubas 29:20

Uh really that um really that I I I I left an imprint on on their life from a standpoint of again, not just KPIs, not just revenue building and scaling and profitability, but like they were changed as human beings. Like Rick Cubas influenced me in such a way where not only business was good and and wealth was generated, but when I went home to my family, I was a better person. I was a better father, I was a better mother, I was a better son, I was a better cousin, aunt, uncle, whatever. Just the the legacy that I had impact on somebody's life for the better, and that person being considered a good human, because let's face it, it more in more time than any time in history, you know, trust is at a very very low bottom barrel situation, right? So mine would be where you know what uh Rick had enough influence on you know so many people that that uh created good humans. That I had enough impact to to create people that um uh to to the point where other people trusted them and and gave more hope in humanity because that there are still a few of us still left out there, you know. And so uh to help get rid of all the doom and gloom going on. That would be the legacy, really, just not not just development of leaders, but that that uh that more good humans are are being developed and and they are doing the same thing, and there's a ripple effect that just keeps going and going and doesn't stop. That's it.

Julian Placino 30:57

Well, I think that's a very inspiring vision and legacy, and I have no doubt that you already have and will continue to do that even from this. I'm like, oh man, I'm inspired by this. I've got some great takeaways I'm gonna I'm gonna implement uh in my in my own life. So thank you, Rick, for that. So uh this has been a lot of fun getting to know you, Rick. If you would share with our audience how to connect with you, how to follow the business on social. Tell us all that.

Rick Cubas 31:19

I mean, uh Rick Cubas, emergency air, um you know, 602-4 million is our uh our phone number. You can always anybody out there, and my my competitors know this. They they can call me anytime. They our competitors are welcome to come through the business anytime. You can call me direct at 480-714-2450. People, we could text me, call me. Uh, we help a lot of our competitors. Uh, a lot of people don't know this, but and it sounds weird, but we have no problems ever exposing our business to our competitors, our customers. We are an open book to what we do over here. So uh we encourage it.

Julian Placino 31:57

Awesome. And I think that's a great place to leave it. And we'll make sure to have all your contact information in the show notes as well. So, Rick, this has been uh a real pleasure to get to know you today.

Rick Cubas 32:05

Yeah, thank you for having me, and I really appreciate it.

Julian Placino 32:08

Absolutely. And everyone else, thanks for tuning in. That is it for today's episode, and we'll see you next time on the next episode of the Home Services Success Stories podcast powered by Peakzi, the number one AI platform for growing your home services business.