We made $88,188 in May (Here's How)

In this monthly recap episode, Dave and Colby break down a wild May in the window cleaning and pressure washing business.

Together, their companies did $88,188.48 in May revenue, but the conversation goes way beyond the number. They talk about what that kind of momentum exposes, the difference between high-ticket jobs and recurring residential work, why training and hiring systems matter before you feel ready, and what happens when ads stop working right when the business needs leads.

They also get into the reality of scaling: vehicles breaking, employees needing feedback, owners becoming the bottleneck, and why “prepare now” might be the biggest lesson from the month.

YouTube description

Dave and Colby recap May and break down how their window cleaning and pressure washing companies combined for $88,188.48 in revenue.

In this episode we talk about:

•  How much each company did in May 
•  Why momentum exposes weak systems 
•  High-ticket commercial work vs recurring residential routes 
•  Training new technicians without guessing 
•  Hiring, firing, and giving employees clear feedback 
•  What happens when Facebook ads stop working 
•  Vehicle problems, truck decisions, and scaling pains 
•  Why preparing before you feel ready matters 

This is a real look at what growth actually feels like in a home service business: exciting, stressful, messy, and full of lessons.

Clean for Profit is a podcast for window cleaners, pressure washers, and home service business owners trying to grow without losing their minds.

Transcript

SPEAKER_01 0:01

Welcome back to Clean for Profit. Dave, let's talk about May brother. How you doing, man?

SPEAKER_00 0:05

Dude, I am great, bro. Ready to dive in, and I miss this.

SPEAKER_01 0:09

Yeah, I know, dude. It's uh it's a shame that we're I think it's been three months now where we've only done this once a month, which feels like the absolute bare minimum. So I appreciate you as always jumping on. Um, I'm gonna try to get this put up tomorrow. It's the 5th of June, and this is a monthly recap of May. So uh we're gonna do two episodes this week. So don't um curse or say your social security number because I can't, I'm not editing this. I mean, you can curse if you want, you know, whatever, but you know, no addresses, all the above.

SPEAKER_00 0:44

Um yeah, no, I don't I don't curse at all, but I am tempted to just spew my social from now every now and again.

SPEAKER_01 0:52

You know, it's a temptation we all deal with for sure. Yeah, yeah. How much revenue did glass therapy do in May?

SPEAKER_00 0:59

$44,058.48.

SPEAKER_01 1:03

No way, dude. Okay, we did we did $44,130.

SPEAKER_00 1:10

Oh yeah, buddy!

SPEAKER_01 1:12

Bro, you beat it. Yeah, I beat you by literally, by literally a few dollars. That's insane.

SPEAKER_00 1:19

Oh, that's awesome. By what? Like what was that? Uh like 50 something bucks. You didn't.

SPEAKER_01 1:24

Did you say 44,050 something?

SPEAKER_00 1:27

44,058.

SPEAKER_01 1:29

Yeah, so I beat you by a hundred and a hundred and twenty, I think.

SPEAKER_00 1:36

Oh, bro, let's go. Congratulations.

SPEAKER_01 1:38

Thanks, dude. Yeah, it was um, it was wild, it was absolutely wild. Um there's a there's a lot to go over, man. I mean, I think I told you, I don't know how long I've even been aware of this, but like I think the big the it was just busy. It was really busy. And I think, you know, I'm I'm just I'm gonna go over this briefly because I've said it so many times in the last few episodes. It's kind of been the theme of this season so far. But like I started hiring and building processes for this business in any kind of formal capacity way later than I should have. Yeah. Um, and you know, no one like neither of us knew that this kind of momentum was gonna happen. But um, I mean, I'm looking at my invoiced value from January 1 to today, June 4th, and I'm up 1,04% from last year.

SPEAKER_00 2:33

Crazy.

SPEAKER_01 2:34

Um crazy.

SPEAKER_00 2:35

That's insane numbers, bro.

SPEAKER_01 2:37

Yeah, it's it's it's pretty wild, man. Um but you know, I I I don't even know if I did it too late. You know, like I said, I uh neither of us could have predicted like the amount of momentum that would have come out of this season. Um, you know, Nick says this all the time, our coach, that uh like momentum solves most problems, um, which I mean it solves most basic problems. Uh, and then what I've found is it exposes the major problems. 100% um because as soon as you have momentum, anything that was brittle is just gonna break on you. And right now, for me, that looks like it looks like everything that I need to deliver, basically. My people, I mean, my people are great, but like my training that I've put into them is not as good as it should and will be very shortly. Um, the the hiring process, like I started that too late. My equipment, like we have great window cleaning equipment, I spare no expense. Luckily, I'm a kind of a gear nerd, so I spent probably too much money. And now I have Stevo, the window cleaner's direct line, so I can literally just text him and be like, Hey, can you rack up a $1,500 bill for me real quick? Um, and he does. Uh, he's he's obliged to. So um, but uh yeah, that's just a lot of that's been exposed lately, man. So it's really exciting. I'm finally I have a little bit of space to breathe and work on it, and um, and I have been. So, I mean, this was the one thing I had my call with Nick a couple days ago, and we just went over like exactly what I need to get figured out in my business. So I'm developing like a technician roadmap um for like training like a high level that technicians can get, and then documentation for how leads are supposed to work through the training process that is properly reconciled with this, so they can compare notes and like have a extremely short feedback loop.

SPEAKER_00 4:35

Yes.

SPEAKER_01 4:36

Um, so anyways, I I'm gonna I'll jump into more of this uh as we go on, but like how was your month? Let's hear from you, man. What are you what are you taking out of this?

SPEAKER_00 4:44

Um, I mean, overall, the month was uh I mean, it's just a major success. Um from a revenue standpoint, I'm very, very pleased with you know where we landed. Um the team did amazing. Uh, we you know, we we did the the thing that I'm noticing that is going to help a business like ours really grow in scale, uh, is higher ticket jobs. Like I my goal right now is to raise my average ticket way up, way, way up. And I'm noticing that when we do that, that happens in two ways. One, you can obviously in most most times you have a little at least a little room to increase prices. Um uh not everyone does. Some to some people I think are just capped out at that. But um, so increasing prices, and I'm just being really intentional with trying to find large jobs.

SPEAKER_01 5:41

Hmm. Um on the commercial side or on the residential side or what commercial, honestly.

SPEAKER_00 5:47

I mean residential too, but where I live, it they're a non- they're not a they're anomalies, like they're far less common. Um, I don't live in like a super prestigious area. Um, so it's harder to find. But um, I mean, just to give an example, I had five uh I had nine, eight, sorry, eight five thousand dollar days. Wow. And then I had one ten thousand dollar day.

SPEAKER_01 6:18

This month?

SPEAKER_00 6:20

Yeah, in May. Damn. Wow. Um sorry, the ten thousand dollar day was actually the last day of uh April, not in May. But those were two, those are really it's a big hospital that we do.

SPEAKER_01 6:35

Yeah. Huh.

SPEAKER_00 6:37

Um I want that. Like that is that is where what the more of those I can have, the better.

SPEAKER_01 6:46

Yeah. That's really interesting, man. Um you know, I have a really I have a pretty limited exposure to to commercial stuff. I mean, it's not a matter of like lack of competence, but I mean it's just a matter of experience in general. Like, there's a lot more high-end residential where where we're at.

SPEAKER_00 7:06

Yeah.

SPEAKER_01 7:06

Um, and it's kind of all over the place. Um so yeah, I've been thinking a lot about you know, I think one of the most exciting things about where I'm at, like, there's so much that needs to be done and to get dialed in to actually get to this point, but at the same time, it feels like we're just a couple of steps away from being like well, from me being out of the truck and from us having like a training and quality assurance process, etc., that's um way more scalable than what we currently have, if that makes sense. Um like the goal of the training documentation is to have something that I can hand to a competent operator and basically say, go execute this and I'll feed you people. Like I'll I'll hire people, go fulfill this training protocol. Um and my brother Colin has been more enthusiastic about being on board with that as well. He's found a lot of uh a lot more meaning in personal. Yeah, uh well, he's getting married on Saturday, so he's selfishly taking three weeks off. I can't believe it. Unbelievable, unreal, unbelievable, dude. Um, yeah, I know it's ridiculous, dude. Dude likes girls. Um what a what a homo. Yeah, dude. It's horrible. Uh um I said, don't make me edit this, bro. Come on, you're cute. Oh, yeah, sorry.

SPEAKER_00 8:44

You're gonna have to edit that.

SPEAKER_01 8:47

Cut it out. Um, so yeah, that's like that's one that's one big thing with June. That's like, you know, I've got Josiah who he's good to go on on uh on most jobs solo, so that's good. Um and I've got another guy that I'm training, he's not there yet. Um, and in fact, I mean hiring this guy exposed some of the holes that I have in my training processes, like stuff that was too vague. And now we're, you know, we're three and a half weeks in, and um and it's like, okay, we have to go back to like week one and a half to correct some of these things that I didn't address up front. So it's like we're doing that before we do that seriously. I need to document it. Yeah, but anyways, that was a super roundabout way to say like having Colin more into it, especially once obviously once he gets back from his uh honeymoon or whatever, um, is really cool, man, because it just feels like we're a couple steps away from being able to scale this way beyond like especially what I was at last year. Um, but that's had me thinking a lot more about like how do we want to expand. And it's funny that you mentioned the high ticket thing because I've actually been thinking a lot more about lower ticket and higher volume. Um there's a market, you know, like not like crazy adjusting our prices, but like, you know, we talked one of our first episodes we ever did. We're 27 or 28 episodes in now, by the way, um, was about recurring like contract work for residential, um, doing three exterior and one interior clean a year for like jobs that would normally be like three to four hundred hundred and fifty bucks, something like that, for 99 a month. So on the front end, the homeowner is paying a low ticket every single month, but on your end, you know, at the end of the day, you're actually making more in revenue and doing less work overall because you're only doing one side of the glass um every time you visit. So I've been thinking a lot about that um because we we don't live too far from Rockland, Roseville, um, and like Lincoln, where there's tons of houses that are really small or like you know, under 2200 square feet, single-story, super easy, like rock em sock'em style houses that we could like do, you know, half a dozen to ten a day of, or you could send a solo technician out to do four or five a day. Um and there's like there's thousands of them, tens of thousands of houses like that in the like in that part of Placer County. Um so, anyways, um yeah, that's that's uh that's kind of the direction that I've been thinking about going. But in order to get there, like we need a really, really good training process so that we can get people onboarded and just say, here's your route, go do it.

SPEAKER_00 11:51

Yep.

SPEAKER_01 11:52

Um, so yeah, man.

SPEAKER_00 11:54

I love it. Yeah, I mean, there's there's so it reminds me of, I mean, no one likes hearing about this company, but fish. Yeah, they they are they are they don't chase high ticket, they are very low ticket in insanely high volume. That's why they're everywhere.

SPEAKER_01 12:12

Yeah.

SPEAKER_00 12:13

So it's very clear both both strategies work, it just depends on which one do you want to live in.

SPEAKER_01 12:19

Yeah, totally. Well, that is, I mean, that is the downside to like a lower ticket thing, is like, you know, um when you charge more, you tend to get better clients. For sure. Um, that's what I found, at least in in residential. Um but yeah, man. So I don't know, we'll see. Um, the the thing that I like about the recurring model, man, is like it's um I think it appears like a low ticket thing up front, but for every 30 clients you have at 99 a month, you're you know, you're making like three-ish K and you can serve 30 clients in you know a handful of days, um, as a solo tech. So yeah, yeah, man. Any big takeaways from from May for you? Like what well, first off, I did want to mention that the only thing that it that the me beating you by $120 is not quite as impressive when you consider the fact that you took half of May off.

SPEAKER_00 13:28

I have a bigger team.

SPEAKER_01 13:30

Yeah, I have a bigger team.

SPEAKER_00 13:31

That's really cool, man. Yeah, I mean, the I I have a bigger team, and um that I mean that's the only reason why.

SPEAKER_01 13:42

Well, I just like uh yeah, I I mean I just like being, you know, kind of talking about it.

SPEAKER_00 13:53

It felt really great to be able to take that amount of time off with my family. Yeah. Um and it speaks to um it honestly speaks to this idea that if you want to build something great, you can't run alone. Right. Uh you need great people behind you. And um thankfully I have an amazing team that I could trust and leave, literally leave the country. Um, and uh and I knew that they could I knew that they could handle it.

SPEAKER_01 14:28

Yeah, man. That is that's just so sweet. Congrats. That's so cool.

SPEAKER_00 14:32

Yeah.

SPEAKER_01 14:33

I um I'm still I'm still at a point where like, you know, I start to think a little bit about like you know, what's going on if I'm like not in the field for a day, basically. So yeah. Um I I it on one hand it feels like we're not I'm not too far uh from from not being there. And then on the other, um, you know, I just I feel that, you know, most days still. So for sure.

SPEAKER_00 15:00

Yeah for sure. Yeah. Um so no, it's it was it's been good, man. And also the other side of it is I don't it becomes easier to have the size of the team that I do uh because I don't have to pay myself from glass therapy. And my coaching business supports me and the family. And that's the other flip side of it, right? Is yeah, just income in general. I have a larger team only because I don't pay myself.

SPEAKER_01 15:32

Yeah, totally. Yeah, paying yourself, like it's uh we're expensive. Yeah, life is expensive, bro.

SPEAKER_00 15:43

Yeah, dude.

SPEAKER_01 15:44

I like you know, Nick was talking to me about like baseline profitability, and I was looking at some of my you know bank accounts, and I was like, oh no, I'm like I'm so unprofitable uh right now, it's ridiculous. I have like X set aside in my profit account, and like I've done this much revenue, and that's like so little compared to what's in there. And then I remember like, oh yeah, I pay myself five thousand dollars a month. Yeah, um, that's where the profit's going. Yeah, it's yeah, I'm taking it out of the business.

SPEAKER_00 16:18

Dude, if I so if I had to pay myself, I would not have five employees, I would have three, which means I would also be out in the field every day almost.

SPEAKER_01 16:32

Right. Okay, good. That's where I am. Perfect.

SPEAKER_00 16:35

So same, uh literally the same thing. So the the only the coaching is what solved that problem is I've I had to just quickly find a way to pay myself another with another source.

SPEAKER_01 16:49

Right. Yeah, totally. That's going pretty good, by the way, right?

SPEAKER_00 16:53

It's crazy.

SPEAKER_01 16:55

Yeah, sweet man. Yeah, yeah. It sounds like uh it sounds like you have a delivery problem more than a demand problem. Oh, yeah.

SPEAKER_00 17:05

Oh, yeah, yeah, 100%. Yeah, yeah, I d I am uh I mean the last three months I have coached the max amount of people that I have the capacity to coach.

SPEAKER_01 17:15

Okay, so you were like booked, booked.

SPEAKER_00 17:17

Yep.

SPEAKER_01 17:17

Yep, yeah.

SPEAKER_00 17:18

I basically maxes out at like I can make $30,000 in a month, and that's the most I can make doing it by my doing it by myself.

SPEAKER_01 17:27

You see, $360 a year at 85 or 90% margin. Just kidding. Just kidding. It's very expensive. There's tons of write-offs. Oh, yeah. Um, yeah, for the record. Yeah, coaching is extremely coaching and consulting, some of the two most like high overhead businesses you can get into. Yeah, you know so you know IRS.

SPEAKER_00 17:47

Apple computers are not cheap, and that's what I use.

SPEAKER_01 17:50

So true, very pricey. Good. I'm glad we I'm glad we had that little caveat there. Yeah, yeah, man. Um yeah, this is just an exciting time, man. It feels like I'm one step away from not being tied to business ops. Um, and then at the same time, like I that's why it's so important right now for me to be kind of divorcing myself from the business operation. So that's it's funny being in like peak season and working on training documentation. Like I started to on one, like I started too late, that's what it feels like. Um, but I wasn't aware of these problems either, because like so much of what training is is just in my head, and all of the little mini micro adjustments and notes that um that I need people to know just weren't documented. So yeah, having that documented is gonna be way more efficient, and um, yeah, so that's that's been the exciting thing. I think this month's lesson, like if I was talking to somebody who has been a solo operator or working with one or two people, is that like prepare now. Um and but you know, don't overprepare. Like you need momentum to actually figure out and expose what needs to be fixed in your business. Um, but develop a like a really rough training protocol. Like, what are we doing day one through five? What are we doing week one through four? Uh, what are the you know pass fail requirements for these different phases of training? Um, and what does it look like to be successfully onboarded after day, you know, 60, let's say, as a technician. That way you and the tech that you hire know that right from the start. And it's not just like trying to learn through osmosis, because that is gonna take you six months instead of 60 days. Um, yeah. So yeah, and then like my other note is like I waited to hire, to buy vehicles, to document training. All of these things would have felt like way higher stakes and like sort of scarier financially if I if I hadn't waited and done it earlier, like November to January. But in hindsight, like I think as soon as I started seeing any momentum with Facebook ads, for example, I like all the more reason to like just invest immediately.

SPEAKER_00 20:12

Yeah, 100%. Um here's the thing, be the we as human beings, I think need to really practice at uh like blocking out this reflex uh ability to ignore risk, or avoid risk, rather, I think is the best way to put it. Yeah. Um because at the end of the day, dude, even if you bought trucks early or hired people early and your plan didn't work, like what actually is the worst case scenario? Is it that bad?

SPEAKER_01 20:51

No, not at all.

SPEAKER_00 20:52

Like that's a that's a thing. For in most instances, our worst case scenario is really not that bad. Like if you really take a step back and you're like, what is the what is the absolute worst thing that could possibly happen from this decision? And it's like I spend 20 grand on a truck and it sits and it's an expensive paperweight in my driveway, and I'm like, sell the truck.

unknown 21:13

Right.

SPEAKER_00 21:14

It didn't, it didn't work. Like, who cares?

SPEAKER_01 21:17

Yeah.

SPEAKER_00 21:17

It's way better to be prepared and have it all in advance, and also just taking a step back and realizing that we catastrophize everything in our minds as humans, almost always.

SPEAKER_01 21:29

Yeah.

SPEAKER_00 21:30

And it's far beyond what the actual worst-case scenario usually would end up being. Which is also an incredibly rare thing to happen.

SPEAKER_01 21:39

Yeah, dude. Yeah, for sure. I I know that from having gone through this first like firing thing with this technician that I had before. It's like, man, I spent I spent like a solid two weeks thinking about just BS, basically, related to this guy. And like what What's gonna happen if I say this, and then he responds in this way. And it's just like, you know, ultimately, like when I let him go, I think he knew. Um, because it was just basically like, okay, and we shook hands and like split.

SPEAKER_00 22:15

Um and that which is stuff that's that stole so much mental capacity from you for like so long, way too long.

SPEAKER_01 22:21

Yeah, dude. I was I I mean, we were talking during that time, and it was like, uh, in a way, I wish you I wish you had said that. Nick said that. Um, I need to hear it from multiple people, I think. But like, yeah, I let it be.

SPEAKER_00 22:34

We were talking during that time, like like we were broken.

SPEAKER_01 22:37

Yeah, I was whining to you. That's what was happening. I was whining. Um, yeah. Um, it did. It stole so much mental capacity, and um, it's just funny because like now I know when stuff like that comes up again, it's like not even a thing. It's like, yeah, oh, this is a red flag. I need to address it and squash it immediately. Um, or we need to move on. And like I need to figure out, like, I need to find somebody else, essentially.

SPEAKER_00 23:05

Yeah. Um, we we had someone that we thought we were gonna fire. And two, two weeks ago, my um Alexander, my team lead, called me. My basically, he's he's basically my operations manager. Uh, and he was like, Hey man, like I just have some concerns about this employee, and it happens it's our only female employee. Um, and he's just like, She's not she's not keeping up. Like, I have to give her, she doesn't do anything unless I tell her what to do. Um, and even then, like it's very slow, not really keeping up the pace, she can't keep up with the guys, and uh, and he's like, I think we should fire her. And I was like, Well, hang on a second. We we hired her. Let's at least give this person the um respect of sitting down and sharing our concerns and giving them a roadmap to fix those concerns, and then we'll say, Here's our concerns, here's what we want you to do and what you can do to fix them and improve them, and you have two weeks. And we're gonna follow up in two weeks and see how you're doing. And tomorrow is her two-week mark and complete 180. We will not be firing her.

SPEAKER_01 24:19

Good.

SPEAKER_00 24:19

So it's it's also just giving people too the opportunity to say, obviously, if you have like severe red flags, get rid of people, right? Yeah, but also give people I think it it give people the at least time to show themselves as capable. Because if they don't know, you don't know what you don't know either.

SPEAKER_01 24:41

Yeah.

SPEAKER_00 24:42

So, and dude, it was it was totally worth having the conversation. But if you have red flags, fire them quickly. I think a lot of people put their their ego is caught up in their hiring, and it's like, how could I offer a job to the wrong person? There's no way. I know how I know who I need. It's like don't don't have your ego caught up in it either.

SPEAKER_01 25:02

Yeah, yeah, totally, man. Yeah, I think um, yeah, unless it's major, you know, red flags like crazy disrespect for customers or or you, there's obvious, there's there's obvious exceptions where it's like, yeah, that's okay, we're axing you. Uh, you ran into one of those a couple months ago. Sure did. Um, I was thinking about it. Yeah, there's a lot. Um I've had I've had those conversations with my employers in the past where it's like, hey, dude, you've been here uh two months or whatever, and you're not meeting these expectations. This, this, and this, you're like too slow at, or don't do it enough quality, or you're not attentive in your job in these specific ways, and it's like this doesn't meet the standard of your employment. Um, fix this now. Um, and we'll talk in a week or two. And uh I basically go, Oh crap. Uh okay, here we go.

SPEAKER_00 25:54

And uh that was the only thing that that was the only thing that ever moted me as an employee, is like I had to be scared for my job.

SPEAKER_01 26:01

Me too.

SPEAKER_00 26:02

Because I just hated working for somebody else. Yeah, dude. I made I made the worst employee ever, ever.

SPEAKER_01 26:11

Yeah, me too. Yeah, me too, man. Me too. Yeah, my first job was at the local grocery store, and I got super fired from that. Um, mainly just because I didn't care. Uh yeah, I've been fired, yeah.

SPEAKER_00 26:22

I've been fired so many times. So many times. That's great. Cool, man.

SPEAKER_01 26:27

I love that we're both losers in that way. It's great. Yeah, man. Um yeah, it it was a good month, man. I think the theme was like prepare, prepare now. Um, what's the worst case? And like for me, literally, on like even at a business level, the worst case like that could possibly happen is like I don't even know how this would happen. It it almost certainly won't, but it's like I lose all my employees, I'm down to one truck, yeah, and it's back to being windows myself making 20 grand a month. It's like oops.

SPEAKER_00 27:07

Yeah, because that's the thing in this industry. If I have to lay five people off, that's fine. I could I will still have a comp a window cleaning and pressure washing company that's still gonna at minimum, I'm gonna be able to do 20k a month by myself.

SPEAKER_01 27:22

Right. Yeah, it's like whatever darn. I'll make 250 as a solo, shoot, yeah, and and have 80% margins back.

SPEAKER_00 27:30

Yeah. And less headaches.

SPEAKER_01 27:32

Yeah, for sure. For sure. Way way less headaches. Yeah, no doubt. Cool, man. What uh what's what's June looking like for you uh narrow? What's what terrible again?

SPEAKER_00 27:44

Yeah, bro, like I cannot get so a couple things. I actually just got off a call um with another guy that I paid who just I paid for an hour of his time. He owns um a company, a pressure washing and window cleaning company in Rochester, New York, where I'm actually born and raised called All Clean. His name is Luke Abbott. Ironically enough, one of the jobs that I got fired from when I was 18, he worked at the same time I did. We worked at the same place. Oh um, he started a pressure washing company in Rochester uh in 2018, and um they're doing around 580k a month in the spring and summer and fall. Wow. Jeez, massive operation. Yeah, absolutely massive operation. So he's crushing it. Um that said, I wanted to talk with him because uh our mean our lead volume is next to nothing. Next to nothing. So the jobs that we're getting now are either already scheduled or um it's it's organic, but it's or even or organic is very slow still. Yeah. So um I in where I live, Facebook ads I cannot crack, which is the most frustrating thing because I coach like 20 something people a month and they're crushing, and I can't get them to work here anymore. They just stopped. And we've talked about this. Yeah, um, I cannot get them. I've spent three thousand dollars on my personal ads this month, and I we converted less than three thousand dollars worth of work from it. Wow, geez, isn't that nice? Negative, yeah, negative, which is complete opposite of all the other people that I teach.

SPEAKER_01 29:36

Yeah.

SPEAKER_00 29:37

Um, so and it's happening to you know, my largest competitor, one of my best friends, uh Chris, he owns Clarksville window and pressure washing. Same exact thing, same thing, damn. Same thing, spending crazy money on it, it's not converting. Um, so I got off the this call with Luke, and we talked right before we hopped on this podcast. And uh Luke was like, bro, so first of all, you and I knew this. Sometimes we the things that we know, we need to just hear it from other people.

SPEAKER_01 30:06

Yep.

SPEAKER_00 30:06

Uh, but he was like, you got to diversify your marketing. Like you're in your all your eggs are in one basket. And meta and with the in digital marketing, that world changes so rapidly. He's like, you have to diversify because when one stops working, which is inevitable, it will at some point, you have to have other things that bring you lead volume. So um, I am going to uh he has an amazing Google ads rep. And I'm gonna dump a crap load of uh money into Google ads. Okay, and see and see what happens. Um, I'm I might mix in some other things, but yeah, I just I have to diversify, and I'm not gonna turn off meta. Um I'm still gonna use it, but at a much smaller, probably a much less uh ad spend amount.

SPEAKER_01 30:55

Yeah, so by Google Ads, are you referring to like pay-per-click?

SPEAKER_00 30:58

Yeah, yeah.

SPEAKER_01 30:59

Okay, because you do LSAs.

SPEAKER_00 31:01

Yeah, oh yeah, yeah, but I don't get anything from that either.

SPEAKER_01 31:04

You don't? No.

SPEAKER_00 31:05

Okay, no, very I mean, very little. It doesn't move the needle, let's put it that way. Yeah. So um, yeah, I mean, I I know we'll be all right because we still like our phone rings, which is good. Um, but it's I don't like the feeling of looking at next week and being like this is we need like 15 more jobs for this for next week to be full.

SPEAKER_01 31:33

Yeah.

SPEAKER_00 31:34

I don't like that feeling.

SPEAKER_01 31:36

No. Yeah, that's uh that's a tough one, man. That's so weird that that methazards aren't working in your area.

SPEAKER_00 31:45

Yeah, and to be clear too, it was very similar for us for all almost all of May. But we still did 44,000.

SPEAKER_01 31:54

Yeah.

SPEAKER_00 31:56

So it's just it's we're book like we will book out one day at a time right now.

SPEAKER_01 32:02

Yeah.

SPEAKER_00 32:02

And and again, some people might hear that and be like, I wish I had that too. I'm I'm it's fine. I'm thankful that we do that that is happening. Um, but when you have several other people that you're responsible for paying, yeah, it makes me nervous as a business owner.

SPEAKER_01 32:20

Yeah, totally. Yeah, I'm seeing that just looking over the horizon, and it has more to do with my availability. Like, I'm the I'm still the bottleneck in my business. Um, where like we currently in June we have 37.7 scheduled right now. Um, and that's with like first for two and a half of those weeks, we're gonna have one less person than than we did. Colin's gonna be out of town. Um yeah, so for all intents and purposes, it's basically equivalent. Um, but then I mean, man, July falls off a cliff. Like we've got under 10k booked for that month so far. August we have zero, and September were totally empty. So I I don't need to look that far ahead, I don't think. But um, and and and I've had Facebook ads off for like five weeks now. Um just because I have literally I've had zero time to do any estimates. Um, and the between like organic and LSAs, um that fills my schedule still. Yeah, um, so when Colin gets back at in the last week of June, I'm probably gonna, I think I'm gonna do a blast again. We're go we're out of town from the 26th through the 29th. Um, that's my version of a two-week vacation right now. Yeah. Um, taking a Friday and a Monday off. Um and then I think while I'm gone, like on the 28th to the 29th, I'm gonna just like fire off a ton of ads simultaneously and put you know 150 to 250 a day into ads and just stack estimates so that I can book out July in like who knows? I mean, you know, meta ads might not work for me anymore, but in theory, I'll book out the rest of July and August in hopefully, you know, a week or two. So we'll see how that goes. Yeah, but yeah, sweet man.

SPEAKER_00 34:17

Yeah, bro. Um you know, this is uh this is part of owning a business.

SPEAKER_01 34:23

Oh yeah. Speaking of that, uh my my transit van that I bought three months ago needs a transmission.

SPEAKER_00 34:29

Yeah, is it completely dead or no?

SPEAKER_01 34:31

No, but it's there's flakes in the in the pan. Um yeah, yeah. Rebuilt transmission is gonna cost me 66. Um, and a new one, like the only one they have available is aftermarket, and it would be like 10k. So I ain't doing that. And uh I'm also buying new or damn close to new from now on. Um, that's another thing that I took away. Is like, man, I got this van. Yeah.

SPEAKER_00 35:02

Yep.

SPEAKER_01 35:03

No, so at the time it felt like a deal. And now, like, when you consider the wrap and like all the maintenance that I need to get on it, I'm like at the cost of I'm like 4K short of like buying a new Maverick, or I'm I'm even looking a little fancier at the Tacoma's and stuff like that. It's like they're another like six to eight K compared to the Mavericks, but they also get you know 200,000 more miles usually over the course of their lifetime. So for sure. Yeah.

SPEAKER_00 35:30

Yeah. To be honest, it's one of the reasons why I don't normally buy brand new cars, but I mean, it's really hard. If if you don't have extra vehicles, yeah, I would go brand new because the second one breaks down and goes in the shop, you're done. Like that yeah, that cuts into your revenue like crazy. Yeah, crazy. Um, and that happened with us when one of my guys got in a wreck last month. Um I told you that, I think, right? Yeah, I did. Yeah, um, yeah. I mean, that F-150 was gone, and then we had to have a rental for two and a half weeks renting a F-250 from Enterprise like over three grand. Oh, jeez, dude. So it's like, yeah, I kind of like I don't mind having uh a small truck payment for some of the trucks. Yeah. It's uh I think of it as like insurance uh having a vehicle that I know is there and it's fully warranted. Um and you know, it I didn't have to dump a bunch of cash either to have it. Yeah, that's true. I just I just put a well I sold another vehicle, so I put eight grand down, but in general, like you could go buy a brand new truck, put a thousand dollars down, and you know, yeah, you have a you have a monthly payment, but I'm like that's insurance for me.

SPEAKER_01 36:58

Yeah. Yeah, having something newer, having it covered by warranty. Um, yeah, I don't even know if I would go like new, new, but like, you know, CarMax is we've had great experience with CarMax when we bought our Siena, and it was like, I want to say it was like 2200 for an additional like three-year or I'm forgetting the warranty, the mileage and stuff like that. But I think it was, I want to say it was a three-year warranty that covers like you know, like mechanical failures, like not maintenance, but like if the tranny goes out or if there's issues with the engine, like it's covered. Um, that's a huge insurance policy. Yeah. So yeah, yeah, 100%. Right on, man. Yeah. Thanks for hopping on, man. Appreciate it. Thanks for hopping on and listening, everybody. This has been Cleve for Profit, and we will talk to you next week.