We Did $70,159 in Window Cleaning This April

In this April recap, Colby and Dave break down how they hit a combined $70,159 in window cleaning revenue—what worked, what didn’t, and what they’re doubling down on going into the busy season.

We get into:

•  The exact marketing channels driving real leads right now (Facebook ads, referrals, and more) 
•  Booking volume, average ticket, and how to think about your schedule at scale 
•  What’s changing as the business grows (and why your problems evolve fast) 
•  Lessons from the field you can actually apply to your own window cleaning business 

If you’re trying to grow a window cleaning business, scale past inconsistent months, or just want a real look behind the numbers—this episode lays it out.

Subscribe for more episodes on window cleaning marketing, systems, and scaling to $10k, $30k, and beyond.

Transcript

SPEAKER_00 0:00

Welcome back to Clea for Profit. Dave, it's good to see you, man.

SPEAKER_01 0:03

I'm so excited for this episode.

SPEAKER_00 0:05

Yeah, I, you know, obviously, like people don't have a direct peek into our lives, but uh for those that don't know, uh we both run window cleaning and exterior cleaning businesses. I'm based out of California. Dave, you're based out of uh Tennessee. Um so we are not exactly a hop, skip, and a jump away from each other. Uh and yet we've managed to meet up on a regular basis. But the last couple of months we've been picking up uh a lot, both of us. And so uh I think we've we've done, you know, I came out in February for a week and we went hard on that trip. But since then we've seen each other, I think, once a month for two months now.

SPEAKER_01 0:41

That's great. Hey, bro. I know.

SPEAKER_00 0:43

So it's always good when it happens. When we started, we were doing every week. Um, but uh that's back when back when we were uh just just we lads starting out, not as busy in the offseason. So yeah, man. What uh what did you guys do in April? What what kind of revenue did Glass Therapy Clarksville do?

SPEAKER_01 1:02

I hope you beat me. Let's I'm gonna start with that. I hope I really, really hope you beat me in this. I think you did. I did 36413.

SPEAKER_00 1:11

33746.

SPEAKER_01 1:12

And we were like right on top of each other, bro. That's awesome.

SPEAKER_00 1:16

Yeah. We had a lot of rain, and uh, I've used your you know, your rain text just in I don't have it automated for for those most I think ever no one will know actually, but you have a uh a zapier automation that detects the weather in your area. Sorry, I got baby um expressing his opinion. Um it detects the weather, and if there's upcoming rain, it automatically texts your clients, like, hey, just so you know there's weather in the forecast, don't worry about it. We have a rain guarantee, and rain doesn't actually make your windows all that dirty, anyways. Anyways, I've been doing that manually, um, and that's worked quite well. But nevertheless, we had about $3,300 in reschedules last month, um, just due to rain. So that was the main thing. We had like by mid-April, um, we had probably 36, 37k uh on like booked, but we closed out just shy of 34. So amazing. Congratulations. Thanks, man. That's by far uh a record year for a record uh month for us. I think the closest runner-up we've had was like uh 26, maybe.

SPEAKER_01 2:24

Maybe that's a big jump though for beating your own PR, you know?

SPEAKER_00 2:28

Yeah, it's a massive jump, and we've got an even crazier jump next month, man. Um yeah, I don't know if I'll I might have already given it away in one of our last podcasts, but yeah, it's uh we'll we'll we'll see how it pans out. But I'm I'm excited for it. So amazing. I think the biggest thing, and then I have I want to ask you, but like one of the craziest stats for last month, man, is like I've been doing this for for a while, and I've just kind of done it on and off, never really grown that intentionally beyond myself or maybe one guy helping me. Um, but this month we did like 40 high 40% of the revenue that we did all of last year. Yeah. Which is pretty pretty wild. Yeah. So yeah, it's amazing.

unknown 3:18

Yeah.

SPEAKER_00 3:19

Love it, dude. Well what uh what's what's up, man? What happened in April? What should we I know I have some things to go over, but you were kind of chomping up the bit.

SPEAKER_01 3:27

So we we hired okay. We hired the most people we've ever hired in a month. Uh a total of yeah, three. Hired three people, bought two vehicles, um, and fired one. Um and uh it's it was just a lot, like so much happened. One of the one of the coolest parts about it though is uh all of that happened, and I was pretty far removed from making that happen. Now that I have Alexander who's kind of functions as like my GM, if you will, and runs all of that. So he managed all of the hiring, he built the Indeed post, um, he monitored all of that. Um the only thing that I he even did all the firing. He just called me and was like, hey man, I gotta fire this guy. Do you agree? And like told me the reasons, and I was like, 100% I agree. Fired him. Uh, and uh the only thing I was really involved in was I bought we bought two more vehicles. So team grew exponentially. Now we have net we did have six, now we have five. Um, but I also have a full-time admin now. So I'm also not answering any phone calls at all. I'm not doing any customer texting aside from if I text a customer letting them know I'm going, I'm on their way to do their estimate. Um, so it was a really, really exciting month. And then today, my youngest tech crashed our F-150.

SPEAKER_00 4:51

Oh. No shot, dude.

SPEAKER_01 4:54

So that happened like two hours ago.

SPEAKER_00 4:56

Oh, bro.

SPEAKER_01 4:58

So um, and it's fine, it's whatever. It was it the story about it though was kind of fun. So I have um I think the app is called Ford Fleet. Yeah, Ford Fleet. So I have we have dash cams on all of our trucks. And uh I got the notification actually immediately that the vehicle was in a crash. And my instant reaction was, I gotta I gotta call Alex and figure out what just happened. And I didn't. I actually did nothing. And I would just wait it. And then I get a call from Alex and something inside of me said, Don't answer it. But like everything inside of me was like, answer it, answer it. But I was like, no, I'm not gonna, I'm not gonna answer it. And then he calls me a second time and I didn't I didn't answer. This is all on purpose. Calls me a third time, I didn't answer. And then I just waited. And then he didn't call for about 10 minutes. And he calls me, he's like, Dave, Dave, uh Josiah got an Josiah got in an accident. Very like he sounded pretty frantic. And I said, Okay, is he okay? Just like that. Like that was my tone. I didn't want to match, I didn't want to match his energy. My intent behind not answering was I kind of want to see them just figure this out without me. Like, let them figure this out. This is actually not hard. It's like you get your insurance documents, the police are gonna come, they're gonna do a report. I also could see the video, so I knew no one was injured. So I saw, I literally saw it happen. Anyways, so I said, Hey, yeah, what is Josiah all right? Yeah, yeah, he's completely fine. Awesome. What what do you think we should do? And immediately my calm questions brought his anxiousness down. Like I could feel it over the phone. And he was like, Um, well, the police are here. I was like, okay, did you give them our documents and all our insurance? Yeah. Everyone's all right, even the other people? Yeah, everyone's fine. Cool, man. Great job. Do you need me to come by? And he was like, Yeah, yeah, if you could come by. So I was like, okay, I'll head that way. And I got there and did, I had to do nothing. I obviously checked on them. Josiah's fine. Truck is, you know, kind of banged up on the front, pretty good. Uh, but at the end of the day, it was it immediately uh my exercise there actually worked, which was for me to learn how to also step back as a business owner and recognize that I don't have to be involved in everything. Even if I want to be, I don't have to be. Um and uh watching them function in the high stress really opened up the doors for me to see where are the areas that I need to coach them in and where are the areas that they're really strong, and they did perfectly fine. They literally handled all of it. Um so it was actually a really good learning lesson for me, and I think probably for them too.

SPEAKER_00 7:32

Man, that's incredible, dude. And that's a really good test of whether or not you need to have your hand on the wheel of the business, literally, I guess. No dad-like pun intended. Um, but that's like I don't know, man. I'm I'm in, I won't say the opposite situation, far from it. Uh but we're working in the same direction, and I'm a few steps behind you from certainly from like an operational standpoint, where like I yeah, that's just let me just sticking on your thing for a second, like huge shout out to how your employees handled that. That's incredible. 100%. Um yeah, I uh I'm still very much so like I have my hand on the wheel of this business. We hired um we've hired two people in the last in the last two months. Um and so it's my brother, myself, and then two other guys. Um one of the guys has been on with us for like two and a half weeks now, uh, and then the other guy's been just shy two months. So, you know, just and we both have an employee named Josiah, just uh so we can be clear. Um my Josiah is uh is doing well. Uh, you know, I can send him on on solo days at this point. Um, and he can do like as a solo operator anywhere from like 700 to 1100 a day solo. So not not bad, that's for sure. I mean, especially, you know, our standard um or our our like goal is to produce like 14 to 17 per truck per day with two technicians, so that's that's pretty great. And then my most recent guy, uh, he's been doing really well technically. Um we have like kind of some uh what soft skills, I guess, let's say, to work on. I guess that's like the HR way of of putting it. Um, so we're like working through that and uh kind of seeing where ultimately that adds up. But um I'm still like a good ways away from being that that was just cool hearing that story, man. Because like what a sweet testament to building a business that you can be even semi-detached from.

SPEAKER_01 9:42

Yeah, yeah, yeah. So yeah, and well, and I it's by the way, I can hear a weird echo of myself all of a sudden.

SPEAKER_00 9:50

Hold on. Okay, there we go. That should be better.

SPEAKER_01 9:52

I don't know why my headphones turned off. Uh that was at the 11th uh minute mark. So if you feel like you need to go in there and cut some of that out, you can't all good.

SPEAKER_00 10:00

This platform actually detects silences. So it should just cut it out. We might have some of this commentary in there, but yeah, it should should take care of it.

SPEAKER_01 10:09

Yeah, so the that exercise, to be honest, was really for me more than them. Um even though it did, I think it did benefit them. And I'll have a like a side-by-side meeting with them just to kind of go through uh that whole situation. Um, but it was, you know, a lot of people don't hire because they don't like relinquishing control of whether it's quality of work, other they don't want other people potentially ruining relationships that they have with their customers. Um, you know, like you have this thought of like no one's gonna clean windows the way I clean windows, no one's gonna pressure wash the way I pressure wash, no one's gonna talk to my customers the way I talk to them, which to be honest, is honestly true. You're you are the owner, but if you can find people that function at like 80% of what you do, that's that's a win for any employer.

SPEAKER_02 11:01

Yeah.

SPEAKER_01 11:02

Um, so for me, it was it was an exercise of I don't need to help. Like they I hire them and pay them to do this, they've got this. Um, and what I've noticed since I've hired people is it's been this constant lesson for me of learning to let them handle it. Like it's okay. There's a customer that's upset. Sometimes I see it on my phone and I'm like, I want to jump in and intervene and interrupt. And it's like, no, that's literally what I pay Alex and my admin to do. Um, they can handle it, and they always handle it. Do they handle it exactly the way I do? No. Is it as and it's not as good as I think I do it, but that's that's normal. Like that's all fine. So um, yeah, it was it was just a great exercise of just stepping back and saying, I'm good. Everything's gonna be this is all gonna work out. It's just a car accident, but he's nobody's hurt, everything else is just logistics, and that's what I pay them to do. Let them figure it out. And um, you know, it's it the the good training for Alexander was him sounding stressed about the situation, but me just giving him a tone of like this is all good, this is okay. Just fit like figure it out. What do we do? What's the next step? And um I think yeah, it was just it was a good exercise overall.

SPEAKER_00 12:20

I definitely need to work on that like calmness, that centered and that centeredness myself. Uh it's kind of a chicken and egg thing. I think like first off, that's just your temperament um and your like disciplined training in being level-headed like that. Um, and then in part it's like it helps to be detached from all of it. Like Alexander called you from the site of the accident. There's like totally different context there when you're in the field. Um, so your calmness like you know helped bring him back down to just like it being an operator. Um and yeah, that that's really really cool to have that detachment. That's definitely something that I'm looking forward, not looking forward, that I'm like actively working on trying to trying to figure out. I don't really worry too much, like I don't have much anxiousness about like what if. Um all of my freak out moments uh where I'm just panicking more than I should just comes from like what now, if that makes sense. Yeah, 100% similar to the other context, the context that Alex Alexander called you in, basically.

SPEAKER_01 13:25

Yes, yeah, yeah. I mean in the un the unknown is always it's always kind of terrifying, honestly. Yeah. Um yeah, I think at the end of the day, um it just shows two lights. Most things are not a big deal. And when we are faced with those types of circumstances, there's always two paths to go down. We can either choose the freak out path or the calm path. And I think our flesh and our just human nature naturally wants to go down the freak out path because it's it's so much easier. It's so much easier than saying, I'm not gonna answer this call, even though everything in me wants to answer this call right now.

SPEAKER_00 14:01

Yeah. Yeah, totally. Cool, man. Yeah, one thing that's been happening with me lately, like as a guy that's been like largely a solo operator for a long time, is like it's funny how full I thought my schedule was, like as a the company's schedule. For sure. Uh, and now that I have guys that are on the road, there's like multiple morning and afternoon slots pretty much like basically every day of the week. Yeah. Um, so that's that's been a really interesting one, is just like the the minimum like rate of revenue that we need to produce to not to like keep the lights on, but basically to like keep the lights of my employees on to make sure that they're working as much as they they can as they signed up for. Um so how many trucks are running like full time now on the road for you?

SPEAKER_01 14:50

So we have my truck, which is not a working truck other than I do my estimates in it. Then we have the Ford Maverick, that's on the road. That's a that's a work truck. The F-150, it's not it's still functional, which is great. Um, because removing that up the road was gonna be a big deal. And then Alex, um Alex actually owned a van, a pretty nice one. Um, it's older, but in great shape. And uh it was like almost paid off. He was pretty close to it. And he I he was like, dude, I hate having a car payment. And I was like, why don't I just buy this from you? And you can have it every single day. You can you can take it home and we'll get it wrapped in glass therapy stuff. And you have your own truck and you no longer have a car payment. I'll just pay it off. I'll just whatever you owe, I'll pay it off. So I bought it from him. So now he has a truck or a van that he can take to and from work wherever he wants. Glass therapy covers the gas. Um, and it's just a kind of an extra perk for him and in the role he has.

SPEAKER_00 15:47

Yeah, totally. So he's training uh new techs now. I mean, I know he was before, but like he's like front-to-back technicians are starting to running their own truck or whatever.

SPEAKER_01 15:58

Yep.

SPEAKER_00 15:58

Cool. What's the hierarchy gonna look like in your business long term? I assume it's like technician with a lead, so two-person crews. Yep. Um, and then like a step above that is like a T like are you gonna do something between your technicians and leads and Alexander sooner than later? Or do you think that like the GEM position will be persistent for a while?

SPEAKER_01 16:17

Yeah, I think right now that's probably what it's gonna be. Uh it's gonna be persistent for a while. But how I foresee it happening is as the teams get larger, there's going to be a lot more uh like I can see Alex just managing the whole umbrella of everybody, right? But then there's gonna be like this day-to-day stuff where Alexander is probably gonna need to start delegating the task of like client issues, and the client issues can go to the like the manager that oversees the team, right? Uh that person is gonna be the one to help like make sure the guys are keeping their trucks organized and the shop organized. And Alexander will be a little bit more behind the scenes where the g the manager will report to Alexander. Gotcha. And I don't know what that role will look like yet, but that's how I would, you know, that might be a year or two down the road. Um, but right now we'll have a team lead. So there's two crews, and each crew will have a team lead, and I don't know who that is going to be yet. Um I didn't leave out that one of our employees is a girl, and she's uh doing amazing. Nice. Yeah, it's actually been it's been really cool to have a female on the team because I mean just naturally they have better attention to detail, to be honest, than most men. Um, and she's great with customers and she catches things that the guys miss.

SPEAKER_00 17:34

Nice. Right on.

SPEAKER_01 17:36

Yeah.

SPEAKER_00 17:37

Good. Yeah, I that's awesome, man. Um, so are all of your are all of your new hires, do they have experience or are they all new, or is it a mix of both?

SPEAKER_01 17:46

The only one that had experience was Hannah. So the the girl that we hired, her parents actually owned a pressure washing company when she was growing up. So she had she had an idea of how that stuff, how that line of work functioned. Um, and uh she had some knowledge in that, which was uh which was really great. Um so but everyone else had to learn from scratch and still is learning, to be honest.

SPEAKER_00 18:11

Yeah, totally. Yeah, sweet.

SPEAKER_01 18:13

Oh they're all they're all W-2.

SPEAKER_00 18:16

Yeah, that's another thing.

SPEAKER_01 18:18

That's a new thing as of this month.

SPEAKER_00 18:20

Yeah, for sure. Yeah, so you've been running like 1099 basically uh up until this point. Yeah. How's that felt on the on the old pocketbook?

SPEAKER_01 18:28

Oh, it's definitely more expensive. Like for sure. It's it's actually it's ridiculous how much more expensive it is. Yeah, um, but it needed it needed to happen. No, it's yeah, it's more expensive. I mean, payroll taxes are crazy. Um and uh you're paying into social security, all that stuff. I mean, it's it's a total game changer. Um Workers Comp, uh, which I originally got when we had six because that's the threshold in the state of Tennessee. Umce you hit six, you gotta have workers comp. But then we fired that guy and I was like, well, screw that. I'm not I want that money back. So I actually canceled it and got it back.

SPEAKER_00 19:05

Okay. Right.

SPEAKER_01 19:06

Because I didn't I I didn't feel like paying for it until I really, really needed. It's so expensive.

SPEAKER_00 19:11

Totally. How do so how does that work? How does how does workers comp well I need to talk to a professional about this? Because my understanding is that like you need it, at least in California, like stat. Um, because like any injury that happens on your team as a result of doing the work that your company sent them out to do is the responsibility of the company um if brought to a court of law.

SPEAKER_01 19:36

Yeah, pro I mean, probably. Yeah, I mean, there is definitely there's definitely there's definitely risk there. Yeah. Um and uh that was kind of just one of those decisions where I was like, I'm gonna take that risk for now.

SPEAKER_00 19:47

Yeah, for sure.

SPEAKER_01 19:48

Um and it I mean it's the and it's honestly because of how much I mean if so every time I pay someone now, and for for the people that were already working for me, like Alexander, moving him from 1099 to W 2 means now he has taxes getting taken out of his pay. So I increased his pay to offset. I didn't want it to feel like, hey, I'm moving you to W two. Now it's gonna feel like you're getting 200 bucks a week shorter than normal. So I upped his pay, and then you your ta I uh this month alone I paid $3,000 in payroll tax almost.

SPEAKER_00 20:21

Fun.

SPEAKER_01 20:22

Yep.

SPEAKER_00 20:23

So I think uh this is an interesting one, is like as you grow, do you have like you know, you and I both have uh Nick as our as our coach, um and he mentioned that you know the three of us are both kind of starting to talk about the financial side of this. Do you have like a goal profit margin that you're aiming for on this business? Um in terms of like once everything is paid, no, I don't know what's left over.

SPEAKER_01 20:50

The big the topic that Nick and I have on our next conversation, because I actually texted him about a week ago and I was like, hey, bro, all of my like business budget and numbers are in my head, and it freaks me out that I can't don't have like a visual or a plan even. Like I have no plan. Um and I was like, I know what's going out and I know what's coming in, but it's all in my head, and I'm still in my mind. I'm like, I don't actually know exactly. Like I could be wrong. Um and I was like, on our next call, you I need help dialing this. I don't even know where to start, to be honest. This is not I can run a personal budget all day long. I worked for Dave Ramsey. That's that's easy. But from a business standpoint, I'm like, I don't even I've never looked at a PL in my life, which is so crazy to say. Yeah. Because you're like, wow, I have a pretty good sized business, I should know this.

SPEAKER_00 21:34

Yeah, it's not that crazy coming from this kind of business. I mean, I don't well, I mean, you ran an agency before this, so the fact that you never looked at a PL is kind of crazy.

SPEAKER_01 21:43

No, in my in this business. I've looked at a PL. I'm saying I've never looked at it in class therapy. Like I've literally just never ran it.

SPEAKER_00 21:50

So yeah, me either. I think that a lot of people in this business will f will run into that themselves because like so much of this business is cash, especially in the first couple of years or however long it takes. For you to scale out of just being a solo or a duo. And some people never get out of that. I mean, people run around for 35 years running running squeegies, and uh they 99.9% of the payments they take are cash, and uh the other point zero one percent is Bitcoin. Um yeah, though. Yeah, yeah.

SPEAKER_01 22:21

I mean, I I um yeah, it's just I I've never like dialed that in. I look at my bank account, I'm like, there's plenty of money, so we're fine.

SPEAKER_00 22:29

Yeah, okay, cool. That's yeah, I've been I've been I've been doing something for me. Yeah, I've been doing something similar, except I've been looking at my bank account going like, oh, that'll I think we'll I think we'll make it. Dude, it's been crazy. Like just the I've just been I've front loaded all of the investments. Um not all of them, but like we have I have a second waterfed pole tower behind me that I bought. That's the second second one I bought in two months. Um so that's going in the Tacoma, which I'm going down to get a topper for on Saturday, and then it's gonna go in for a wrap. Yeah, so you're bleeding Tacoma until last time.

SPEAKER_01 23:05

You're bleeding money. You're bleeding money.

SPEAKER_00 23:06

Yeah, April, April was like the first month that I uh made even a dollar uh at the end of the day, basically. So um, yeah, I'm obviously being diligent and watching out for you know paying my guys, obviously. Um that that uh that comes first, but like yeah, I'm ready. I need to and Nick told me this. He was like, dude, you need to figure out pro like profits and like start taking some um because you're going to go crazy if you keep working this hard without taking a paycheck, basically. Um so I think that's a good that's a good call. Um, you know, there's a few more things that I want to check off, like with the Tacoma and stuff, like I mentioned, but um yeah, I'm excited to chill out and you know bring in almost 50 grand next month. Uh that'll be that'll be a nice change of pace.

SPEAKER_01 23:57

So yeah, because you have well now you have what you need. At least tool-wise, you know.

SPEAKER_00 24:02

Right. Yeah. Yeah, we have enough we have enough tools, vehicles, and even wraps. Like it's we have enough dialed in to do, I don't know, probably close to half a million in terms of like production. Um, you know, whether we get there or not is is another that's not even our goal. But like I'm just saying from like a equipment standpoint, we have that much productivity capacity, production capacity. So that's an exciting place to be because it's like, okay, we can chill for a minute and like get operations really dialed in. Um I'm actually getting one more guy onboarded um on about halfway through May. Um third. And uh yeah. Yeah, cool. Well, that'll be a third if you don't count my brother. Yeah. Um, who I who is a huge asset, by the way. Like he's he's one of our one of our leads, but he's doing four days a week right now. He wants to go down to three. He's like been working with me for a while, and he's trying to figure out where his story takes him next, basically. Um and uh he's very, very helpful in the meantime. But uh, but yeah, that'll I'm gonna use this next guy to kind of phase Colin out, hopefully. Um but that just all depends on how quickly we can get somebody up to speed as a lead. But this guy seems really solid, Mike. I'm really excited to I I had him over for breakfast. Well, not breakfast, but he he came over, we hung out. It was like an interview, but not like we we get her along really, really well. Um, we have a lot of the same values. He's a dad as well, and he's uh really interested in like growing into something, which is awesome. So yeah, I'm really excited to kind of see where that goes.

SPEAKER_01 25:39

But I love it, dude. So for you, how do you feel uh how overall, obviously having some some new people on the team, how do you feel like this month on a scale one to ten, how do you feel like this whole month went from I guess from a production standpoint, revenue standpoint, and even like an efficiency standpoint? How do you feel like the whole month was?

SPEAKER_00 26:00

Um, I mean, revenue, it's it's awesome. I'm like always looking over the around the next corner, I think, when it comes to revenue. Um so like we you know, we hit we did 33, 34 this month, and you know, next month we have a lot more than that scheduled, and I'm already like, oh, I wonder what July's gonna be or June's gonna be like rather. Um so I that's just one of those things that I think I'll be perpetually chasing. Um, because you know, if you're not growing, you're dying. Yeah. Um efficiency is fine, I think. Not ideal. Like I need to I need to be a little bit more diligent with like how do I so much of what I'm learning right now is just like how to literally just how to train people. Yeah. Um and like how to reinforce standards. Um and yeah, the efficiency thing is is obviously important. I think the main thing that I need to just work on a little bit with training is just like the awareness of efficiency. Um like pacing in general and just like staying aware of that. Um because we have counts like we on our work orders for jobs, we have pain counts stated in the job description, like in the as a line item. Um so it's actually really easy. It's just like X amount of sides of glass play cleaned per tech per hour, and that's how long the job should take. Um, and so just like reinforcing that with my guys so that they're even aware of their pacing, I think, is something that's gonna be really helpful. I've worried so much about technique uh and just making sure that they're doing a good job before they're doing a fast job. Um so yeah, definitely room for improvement on efficiency. Um and then operationally, I'm just all over the place, dude. Um, frankly. Uh like you told this story about the accident, and I was like, damn, uh someday. Um I'm in the truck training people still. Colin's great, but he's not full-time, so I can't depend on him to train new guys reliably. Um, so that's like I think that's the the only double-edged sword part about having Colin on is that um it just uh yeah, is that like he's he's mostly a lead. You know, he's a lead on the days when I have him, and then on the days when I don't, I'm kind of figuring it out. So it's been interesting.

SPEAKER_01 28:27

I think I was gonna if he was all in, your brother would would he make a good leader in the company?

SPEAKER_00 28:35

Yeah, I mean I think honestly, I think one one place where I kind of realized that we needed to work on the efficiency thing was that like Colin and I had this talk at the beginning of the month about how like like can you do a good job quickly? And I don't mean him specifically, but I mean like with the comment that you like that you go to a job site with, and for me the answer is absolutely yes. Um I think that him and I never even really talked about that. So, anyways, I don't want to like go get super tangential. Um, what was your question?

SPEAKER_01 29:08

Would Colin be a good leader if he Yeah, if he was all in like if yeah, if he was full said yes, I want to be full time, would he make a good leader?

SPEAKER_00 29:15

Yeah, for sure. I I think so. Yeah, no, I know so.

SPEAKER_01 29:18

Um Have you ever just uh thought about offering him like a pretty good salary? Would he have a Dave?

SPEAKER_00 29:24

How much do you I'm I'm sending this to Colin, uh Dave, how much do you think uh Colin should should make to like go all in?

SPEAKER_01 29:31

I live in California, not or sorry, I live in Tennessee, not California. So, you know, numbers are numbers are different, but I don't know, could you I'm just wondering like what I would almost ask him, like what salary would make you all in here? Because I would love for you to be a leader in the business and handle kind of like a GM type role because that would that would alleviate for you. I'm I'm just curious.

SPEAKER_00 29:53

I don't know, you know, I don't know how he is, but no, I mean I think that position like that's like an operations manager position. Um for m at least in my head, man. That position, the the scope of that role at its full capacity is managing up to four trucks full time. So that's eight tech eight window cleaning technicians, not including himself, um, and like quality control, um callbacks, oversight at large jobs, etc. But I mean, you know, if you have four trucks running like that, you're talking about a seven-figure business. So I think that role is worth close to six figures. I mean seventy-five, eighty-five, something like that a year.

SPEAKER_01 30:39

It is. Yeah, it it it probably is. I mean, I'm not I'm not able to pay Alexander that yet because we're not at that we're not at that scale.

SPEAKER_00 30:48

Yeah, but that's just I mean, uh this isn't me telling you how to run your business, but I think you could tie that to revenue and turn exactly what Alexander is doing right now into that. It's just he's making that much, it's just not fully realized yet because you're not at that operational capacity yet. But he's doing all the movements that are required to do it at that scale. I don't know. That's like that's not me telling you that, but like that's how my head kind of holds that one. 100%, dude. Yeah, yeah. I've asked him, man. Um, and I don't I don't honestly don't know. I've I've spent a lot of time and effort trying to communicate the bigger picture to my brother. Um it always comes back to like I don't want to clean windows forever. And then I always go, I know, I don't want you to either. Um and we're like we're like nine or pessimistically 18 months away from you never cleaning a window again, or clean like realistically cleaning less than 500 windows a year, something like that, um, as like an operations manager kind of role. Yeah, I don't know. Fixed up, bro. It's certainly come up, that's for sure. Yeah, so yeah.

SPEAKER_01 31:58

Well, awesome. That was a great one.

SPEAKER_00 32:00

I I thought I thought I thought you were gonna throw a number out there, man, and just make pay them 175 grand. Like, oh no.

SPEAKER_01 32:07

Then then the business goes under.

SPEAKER_00 32:10

Yeah, that's it. That's it. So cool, man.

SPEAKER_01 32:14

Yeah.

SPEAKER_00 32:15

Yeah, let's see. Anything else? I'm trying to even think. I'm trying to think of what else, man. It's like we're gonna hang up and I'm gonna come up with six other things. Um, but yeah, man, it's been it's been wild. Um so I'm excited for for May. I'm a little nervous. Um, because of my operational constraints, like me being still kind of tied to the truck, especially with hiring somebody halfway through May, I am kind of limited in my ability to like go out and do estimates. Um, it's kind of throttled my personal capacity, which creates a downstream problem, obviously. Um, like, you know, June is looking really good so far. Um, but like honestly, that's mainly because we have a ton of organic coming in. I've throttled back a lot of meta ads because I just can't hand I don't have I don't have the capacity right now to go out and do estimates. Yeah. Um, so yeah, that'll be an interesting one to work through.

SPEAKER_01 33:13

But yeah, yeah, yeah.

SPEAKER_00 33:16

Yeah, bro. Right on, dude. Good stuff, great update, man. Um, we'll rip it again next month. Uh worst case. Uh who knows? Maybe we'll see each other before then.

SPEAKER_01 33:25

But I'll gotta get we'll get we'll get we'll get one in again before all right, all right.

SPEAKER_00 33:29

I have my doubts, but we'll see.

SPEAKER_01 33:31

Next month I think is gonna be a a real good record month for us because we'd start out we start out the month with a uh I think $17,000 week the first week of May.

SPEAKER_00 33:45

Damn, bro. That is crazy. Yeah. I don't even know. Like Jobber doesn't really give me a lot of oh wait, it does I do I can do week by week, can't I?

SPEAKER_01 33:53

It's because we um buy on a biannual basis, we do two really large hospitals.

SPEAKER_00 33:59

Oh, here we go. Uh the week of May 3rd, we have 137 booked. Oh, we're no review. 13.7? Yeah. Let's go, dude. Followed by 11.5, followed by 10.3.

SPEAKER_02 34:12

That's so.

SPEAKER_00 34:13

Yeah, I guess I should just say it. May right now, we currently have uh over $47,000 and we're gonna do that. Insane. And we're it's uh well, May's tomorrow, but not too bad. It's not too bad to enter the month with almost 50k booked. I'm sure every I'm sure I'll I'm sure I'll say no to like 30 jobs that people need done that same week or the next day or something.

SPEAKER_01 34:35

So amazing.

SPEAKER_00 34:38

All right, we'll do it again next month, man.

SPEAKER_01 34:39

Sounds good.

SPEAKER_00 34:40

Cool.