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Todd Price had no marketing budget and no idea how to build one. He was not running SEO, did not know how to post to YouTube, and never bought a lead for years.

Facebook was the only thing he understood, so he posted every single day, and then he pushed every salesperson in the company to do the same. At the peak that was 75 reps posting several times a day, all of it free.

Seven years after he started, he sold Perimeter Roofing to a private equity backed platform.

Todd came up through the gym industry starting at 16, moved into personal training at 17, and competed in bodybuilding for close to twenty years before retiring from the stage at 38. He started his roofing career while that fitness life was still going, running the two alongside each other rather than trading one for the other.

His first roofing employer gave him two leads and some magnets for his Jeep and taught him nothing else. He has since resigned from Perimeter, and he is back in the gym industry today while coaching operators across roofing, pest control, water mitigation, and construction.

In this episode you'll learn:

• How Todd replaced a marketing budget he did not have with free Facebook posting, and how it scaled to 75 reps posting daily

• The 25/75 content rule he still teaches, where only a quarter of what you post is about your business

• Why posting ten times a day does not burn out your audience, and who the only person is who sees every post

• The four-word engagement post that outperformed everything else he tried, and why it made his business posts reach more people

• How his partner built a steady referral pipeline off real estate agents after knocking exactly one door in his life

• The reverse math that turns a revenue target into a daily number: two claims approved traces back to three adjuster meetings, ten roof inspections, and about 60 doors

• How to read your own ratios to find the exact place you are losing deals, whether it is at the door, on the roof, or in the claim

• Why Todd deliberately kept majority share instead of splitting evenly with his partners

• What most contractors get wrong when they say they have systems and processes, and why claim steps are not systems

• Why some private equity owned companies get run into the ground, and what has to survive the transition

• The thing almost every coaching client struggles to do, and why you cannot sell a company until you do it

This one is for the home service owner who thinks they need a budget before they can grow, and for anyone who wants to build something that runs without them.

Where to find Todd: Group and one-on-one coaching at https://officialtoddprice.com

Mentioned in this episode:

Mauricio's Calendar

like stealing candy from a baby. It's super simple.

I got into roofing strictly to make money.

we might have just 4 or 5 extra numbers

This is AI in marketing for home service pros and the show for contractors who want to grow without wasting time or money. If you're in roofing, Hvac, plumbing, or any home service business, we break down how AI and modern marketing can help you book more jobs and close more leads, and build a business that runs without babysitting. Every task.

No marketing budget,

no tech skills.

Facebook is the only thing Todd Price knew how to do.

he did it every day

he got 75 reps doing it

Seven years in private equity bought the company.

built it

while competing in bodybuilding.

Today he walks through

the content rule,

the reverse math behind his numbers

and what buyers actually look for

when they open your books.

I'm Marissa Cardinale from Contract American Pros,

and this is the eye marketing show for home service pros.

Let's go.

hey, guys, welcome to the I am. Where can you share with, Mauricio? I have, Todd Price with me. Welcome to the show, Todd.

What's up brother? How are you? I'm doing good, man. How are you? Very good man. I'm excited to talk to you. I've known you for for quite a bit of time, and I.

I'm excited to, like, talk, to get really good insight into the. You're really successful. A lot of people don't really know how successful in terms of, your business and your acquisitions and sales. And I have new businesses too, so I'm excited to get into that. So take me back. I there's a lot of maybe, you know, this there's a lot of people in the fitness space that have gone into the roofing space that was successful.

Well, why do you think that that that's the case?

the reason that I made a transition was just because of the fact that I had somebody that was, I would have never jumped into roofing and I was in I was around roofing, I was around construction. My dad built custom homes for 47 years.

So I was familiar with, with, you know, working with my hands and building things. But I didn't know the money was there. Like, I didn't know what money could be made. I didn't know it was it was possible. And, I had a buddy of mine that was when I was running one of the chains of gyms that I was a regional manager for.

He kept telling me about roofing and, obviously, you know, back then it wasn't really retail was more, the insurance game. And he was talking to me about it, and he put your yard sign out and you make money, you do this and they pay for it. And, it just seemed too good to be true, you know?

And, I just kept putting it off. Put it off and, finally, when I met my wife, the hours in the gym industry had become so, like, strange. They were so stretched out. You had to be there early morning to lunchtime, and then you had to be there again till late in the evening. And, Now, granted, owning your own company is long hours as well, but trying to start a relationship, start a family, everything was too much for me.

And then at the same time, this guy started sending me pictures of his, of his checks. And they were tenuously, more and more and 3000, one week, 5001 week. And then one week it was like 28,000. And I, I told my wife I was like, I gotta figure this shit out. I like, I gotta, I just gotta make a jump.

So for me to, to make that transition, it was a combination of the money. The money in the gym industry wasn't, you know what? It always was. And the hours just weren't conducive to to all the start of a business, but really conducive to starting a family either. But the hours in the gym work weren't really conducive.

So that's why I made the jump, I think I think the reason a lot of people that are successful that make that same transition, whatever the reasoning is, to make that jump, is because of the fact that especially on the personal training side, the gym membership side, maybe not as much gym memberships are, you know, $50 a month to a couple hundred dollars a month for some gyms.

But with the personal training side, you're sitting down with somebody for 30 minutes to an hour, and I'm having to listen to what it is that you want, what your goals are, whether they're health related, whether they're physique related, whether it's both, whether it's just stress relief, whatever it may be, and then build so much value in me and what I can do for you or what my trainers can do for you and, and then get you to pay up for six months or 12 months or whatever and get you to pay thousands of dollars.

And then you leave with nothing, nothing tangible. You have a receipt, you know, and that's it. And other than that, it's just hopes and dreams that I'm going to make you look the way that we just talked about like a, you know, a muscle fitness magazine model or a maxim swimsuit model or whatever it is. So I think the, the, the ability that sales ability that you learn from the training side of think.

One, most trainers have discipline and have, you know, a lot of what it takes to to be good in sales and then also just to push themselves and push past failures in general, because that's part of training. But I think the other thing is that you really learn how to delve into somebody's mind. And what exactly is that?

They, they want, out of this, whether it be a roof replacement, whether it be training, whether it be a new car, whatever you're selling, you're really you really learn to listen and hone in on that person's goals. And and like I said, you have to build to build value. You can't just say, what do you want to do?

And then show them prices for training. You have to build the value of why they need you. And so then when you go over to roofing, especially when it's insurance related and all your pans, the deductible insurance is paying for everything else and we can put we're going to do this, bring everything up to code, but let you pick the shingle color, you know, etcetera, etcetera.

Like it's

like stealing candy from a baby. It's super simple.

So I think for the gym industry guys that made that transition and you have, you know, some, some, some of the top guys out there and some of it, especially on some of these platforms nowadays, came from some of the same gyms that I was at. And a lot of the, the gym guys that are still out there managing some of the companies that aren't a part of platforms yet are still, they, they came from the gym industry.

I mean, when I started my first company, it was all everybody used to, like, make fun of us and say that we were all broadening it out of our minds because it was nothing but gym guys. Like it was nothing but but we all were. We work whatever hours and work harder than anybody, and we were learning as we went and just we went nonstop 24 over seven.

And, you know, we've all kind of split up nowadays, but it's, it's it's good to see them succeeding. And, you know, I think that's one of the biggest things that kind of sets them apart from the gym industry or the gym industry guys versus the other guys.

Let's take a quick break. If we were talking about today. Sounds like your business, I want to tell you about something for a limited time. I'm opening up my calendar for free home service marketing diagnostic calls. This is me on the call. That's somebody on my team. We look at four things were you with are right now what your marketing is actually doing versus what you think it's doing, what your leads are coming from.

Plus where they're leaking out. And this is the one that nobody checks whether you show up when somebody asks you, Betty or Google's AI or another AI search for a contractor in your area, because that's where a lot of your customers are searching right now. And most home service companies are invisible there. Then I tell you what's broken and what to do about it.

Plain English leave with a diagnostic and a plan whether or not you ever work with us. Clients. I paid over $10,000 for this kind of assessment. Right now it's free. It's on my calendar, so slots are limited. Click the link in the show notes or go to Contractor Marketing Posenet slash Mauricio dash calendar. All right, back to it.

correct me for the gym industry is pretty tough, right?

It's a very tough industry. Right.

it's a lot of competition. And people don't really want to they don't want to pay for the stuff. So I guess when I mean the same thing, I guess you could say for roofing people don't really want to pay for, they, they rather just, you know, not, not pay for it because they'd rather buy a boat or something or a car like a nice car.

But but you have the, the insights into, like that, that skill set, I guess you're building. And how long did you work for the gym? The fitness industry.

Started in the gym when I was 16, still in high school. And then, when I was 17, I transferred over to the personal training side. I decided I started in memberships, and then I was like, this isn't really what I want to do.

I want to be over there with the trainers. I want to learn more. You know, I was always into bodybuilding, which I ended up doing for from the time I was 19. I retired when I was 38, so almost 20 years. I did a competitive bodybuilding and, you know, the, the discipline that I learned from that, you know, as well transferred over into business, you know, but, I think the, yes, the fitness industry is incredibly hard.

I think whether you're selling memberships or training, I think the training side of things a little bit harder. But even with with just memberships in general, you have people that they don't fully understand unless you unless you can really sit down with somebody and and talk to them about the perks of your gym versus this other gym. Like that's why Planet Fitness is so successful because they have a $10 membership, you know, option, and nobody misses $10 a month.

They look at it as well. I have all the equipment here. And what's the difference between here in LA fitness if I'm not using the pool or I'm not using. But they don't understand the mechanics of the the equipment and that the equipment at LA fitness might be better than the equipment at Planet Fitness. They don't understand.

And if the majority of them don't go, like if you look at a lot of like your big chain memberships, a lot of them don't even go. So it's, you know, 80, 90% of your gym goers aren't even going to the gym on a regular basis. But it's $10 a month. So they're like, I'll, I'll cancel it next month, and then next month comes around.

They forget. And it's just forget it, forget it, forget it, forget.

everybody wants the gym membership to say that they're I got a gym membership, I'm going to the gym. I'm active, I'm healthy, but they're not doing the correct things. And I have a trainer is not a necessity. You know, it's a commodity.

So it's not something that you have to have. So to be able to sell somebody that takes a little bit more, more skill set, versus, you know, a roof especially, like I said, if it's being paid for by insurance and then it's the first layer of protection on your what's probably your most valuable asset that you own.

If your house isn't your most valuable asset, something inside that house probably is. So, you know, you definitely want to make sure you got a nice roof on the house. So it's it's not a hard sell in my opinion, especially if you come from that industry.

So you learn how to sell, basically how to sell, how to how to persuade people.

I want to lead people from the fitness. And then you apply that. And at this point, two very important as well as a business owner and he learned that and the roofing side. So you got into first roofing sales, right. Then eventually started your business.

yes and no. I got I started with the company and I'm, I said the name of the company, but I started with the company and I did.

They gave me like two leads and they didn't teach me how to climb a roof. They. And teach me how to look at a roof. They didn't teach me. What damage? What they did teach me. They gave me some magnets for my gym. I had a little shitty Jeep Wrangler back in the day. Didn't have any money.

You know, I had quit the gym industry. I wasn't, like, balling or anything. And, me and my wife, we had to figure out she was working, making, like, $400, a week. So, you know, at some bullshit ass office job. And so we had to figure out what bills to pay, what not to pay, what we could be laid on this month.

You know, eating, not garbage food like ramen noodles for hot dogs or whatever. And, no furniture in the house. So she was she was making all the money. Well, I started with this company to, to get by. And then after I realized the company wasn't going to help me and wasn't going to teach me anything. Which is why I think another reason why a lot of companies fail or lose potentially good sales people.

I said, well, if they're not going to teach me anything, I'm just going to go start my own. Like, what's the point of being here if I got to learn it all on my own anyways? Why

know, making all the money and hiring people and training them the right way and pour it into other people?

So I left, I started my own company and, went strong from there on out. And, you know, we grow into the guru further than what I had originally, you know, planned on doing. I originally planned on just getting into something and making money to provide for my family, you know? And then the more I did it and I saw how many lives it changed of of those people that, we brought in, that a lot of them had rough past, similar to me and similar to, you know, I know you had Ray on your podcast as well, similar to Ray and, a lot of them had known forever.

So seeing those guys come from rough backgrounds to and then turning their lives around and driving six figure trucks and getting married and having families and like, that was cool to see, you know. So I like that was, you know, just as good if not better than the money, you know. So, it was awesome. And we, we were able to there from there, grow it into something that we, we never imagined.

And you know, I'm super proud of what we did. And me and Ray, you know, we resigned from the company and are doing other things down, spending more free time with our family. But, it was fun while we did it,

And you're the original founder. Correct.

Before. And you brought in Ray and other guy, I think. And you had another partner as well, right? Alex was three guys. Yeah. I don't know, maybe a year. A year or two after reopened. You know, I realized because I was doing everything, you know, originally, like I trained Ray, I was training all these guys and, like, rail.

Even tell you stories were almost ran off the road because we'd be going

two appointments, and I'd have Ray with me training him. But while I'm training him, I'm trying to fill out an order for him to send over to whoever I was using at that time, ABC or SAS or whoever. And, looking at scopes on my phone and filling out order forms and taking pictures and sending them and sending them to the crews, and then we'd be gone doing adjuster meetings and inspections all day long.

And then when I would get home, I would have to do the the payroll or the books or, send in the CSCs and you know, all that. So that was I was I was working more hours than I was in the gym initially. You know. So then I was like, all right, well, I got to bring in somebody.

You do books and cooks for me. So I brought in an office manager, and then, you know, the next person I brought in was production. And we got things rolling and then it it started getting too big. We were doing maybe 4 or 5 hours a day, and it got to the point where I was like, all right, I have to bring in some people that I can trust.

I can't be in the office and in the field and oversee the crews like, I can't do it all. So, that's when I brought in Ray and, Lance. Lance, he was already getting paid off the crews anyway, so I was like, I just make him partner, and he can handle that side, and I don't have to worry about the production side of things.

And then, Ray had picked up a lot of knowledge from me, but then picked up even more while he was out in the field. Obviously, things are changing and progressing over time, so he was out there with the guys and developing relationships with them. You know, it's and he had learned how to climb or climb anything in the world.

And, it wasn't always that way. I still give him a hard time because when he started out, he wouldn't get on anything. And, so, like, we were, I'd make fun of him. We'd ride past, like, some, some of the ranch houses that are, like, a four pitch, and I'd be like, there's a neighborhood for you, Ray.

You want to go in there? And, But now he realized, man, I gotta. I want to make money. I gotta, you know, balls up and and just climb. And so that's what he did. He, like, wasn't even look at the roof. He put the ladder up and just start walking. And, so after the point where if it was anything crazy, it was me and him doing it.

And I mean, there was times there's still pictures of me lifting him up with my hands to where he can chalk like a chimney cap. We were on like a 1212, like on a crazy roof, but, me and him climbed a lot of crazy stuff together and had a lot of a lot of stressful moments, a lot of fun moments.

You know, a lot of stories to look back on. And, you know, we still do business stuff together to this day. He still lives ten minutes down the road from me. We both have, you know, big farms. And, so he's always over at my house or I'm over his, one of the two. So we're still in touch and so do a lot of business together.

That's awesome. Oh, did you have, like, conversations with with your partners about, like, if the possible disagreement because you said you for years, the period of ongoing tension in the company, you had a previous disagreement with the previous partner were like, hey, is things go wrong? Because that's like a like a partnership. It's like a marriage, right? Things that go wrong.

Did you ever had those conversations before?

100%. Yeah. And and they had worked with me long enough to where they knew how I operated. I knew how they operated. Not to say we didn't have any disagreements by, you know, by any stretch of the imagination. You know, it's just like husband and wife.

You're going to have arguments, and it happens. But, you know, we got to the point where and, you know, obviously as time went by, we got better and better at our disagreements at figuring out and realizing like, hey, at the end of the day, we're all headed towards like, we all want the same end result. Well, if we're just disagreeing on what the right way to get there is or how we should do it or whatever, but we weren't divided up as equal equal partners.

I had majority share. So that way if it came down to like a split, like I was the deciding vote. So, that way we could make sure there was never any sort of, like, disagree. Like we could always come up with like, well, this is the way everything's leaning. Majority is saying this. So this is the way we got to do it.

But sometimes the majority made the right decision and sometimes they made the wrong decision. The biggest thing that, you know, I always told them is, you know, and they, they agreed 100% is like we can disagree all day long. But like, let's make a decision fast so we can move on it. And that's something I tell a lot of my, my coaching clients as well as like, we can sit here and decide all day long should I go left or should I go right?

But until we make a decision, we don't know if we're going the right way or a wrong way. We're just taking educated guesses. Now, granted, we want to take the most educated guess we can, but we need to hurry up and make a decision so we can move fast. Because that way if we made the wrong decision, then we can hurry up and correct it and get on to the right right path.

But if we made the right decision and we're on the right track and we're ahead of the way versus still sitting here weighing our options for the next three weeks

yeah, it's a common mistake with a lot of entrepreneurs is that they if they have partnerships, they have equal say, they should always be one kind of off, I guess.

Basically just saying deciding on the actual factor or if there's like kind of equal shares, that should be like an actual process about this, like decision making, or where, because I had, I had I'm sure, you know, I was, you know, Neil Kaiser from Blue Hammer, he, they had like a really structured process about they had five partners and each one had their own specialty.

So they had like a whole entire, like, like question and answer ballgame. If they decide on something, they had a structured way at the siding with the partnership. So there was like, no disagreements was actually black and white, because obviously those types of things go wrong. It's like partnerships can be very complicated sometimes are 100%. And I think, you know, like that's smart to to everybody's got their strong point.

And in areas that they're better at but at the same time, you know, I might be better at something than Ray or vice versa. Right. Might be better something than me, but like, there might be something that I thought of. He happened or he thought of that I hadn't. So that's why, no matter whose strong point it was, we always talked amongst us all and took our collective input on it.

And more times than not, we all agreed to do things the same with like we were on the same page. But, you know, I just we wanted to make sure that we were all on board, like, this is the way we're going to go. And like, there was a lot of times where people like Ray would come up with something and he would say, no, that's not gonna work because of this, because he'd been out in the field with such and such person, and he knew how they thought better than than I did being in office or better than Lance did being around the crews all day long, you know what I mean?

So, like having each person's input was, was good because there was a lot of things that we could throw out there that the other people might not have thought about from a different perspective.

walk me through the growth like you obviously experienced spectacular growth of Perimeter roofing. Very unusual. Right? Very unusual. What do you think made, perimeter growth, perimeter growth so fast?

A couple different things. One, and it used to I love Ray to death, but it used to bother him so much was we set trends for a lot of a lot of companies, a lot of companies don't want to admit that in the fine, but we set a lot of trends for these other companies, and they would start copying what we were doing.

And, you know, I always tell Ray like, hey, they're copying us. So we're ahead of them. Like, that's the good thing, you know? So but and, and part of the reason we were setting these trends was just because, none of us really, but especially me, Im not, tech savvy guy. Like, that's not my forte by any means.

So when we first started and we didn't have, you know, like, I didn't, especially when it was just me as an owner, I didn't have tons of money laying around. If any money laying around to do any sort of marketing or, lead generation or like, I, we didn't even we never bought leads. And so years down the road, me and Ray opened up our own call center.

But, like, so for me, the only thing that I knew was, okay, well, there's people on Facebook that see stuff. If I post it, I'll just post what we're doing on Facebook. That was the only way that I knew to market, like whether it was smart or stupid. You know, it ended up being really smart, but that was the I just I wasn't educated in, in SEO or in any other type of, of content.

I didn't know how to post to YouTube. Even I didn't know, you know, like all this kind of stuff. We didn't have TikTok, Instagram. I don't remember if it was around or not, but, it definitely wasn't as, I think your, your trades or any sort of, skill like skilled labor, is not as, as well on service oriented businesses aren't as well on Instagram as a product like I think a product does well on Instagram.

Yeah. Yeah. So I would just post on Facebook and then I started seeing other people post on Facebook and I was like, okay, I'll start posting before and after. So then I start posting before, after. And then drones became a thing, and then I started doing drone footage, and then I started making up means, and then I started doing testimonials.

And so like it was like I just kept trying to lead the way of like, what's the next thing I could do? Like, Facebook's still all I know, but what's the next thing I can do that people haven't done yet? So like I found like meme generators online, like I would take means and edit what they said and it would be, you know, perimeter roofing, like whatever it was, whether it was a taken meme or something, you know, some from some movie or some popular meme.

And I would make it funny and related to roofing or related to barometer. So I, I'd always try to think outside the box from that. So I think kind of leading the pack and just marketing so much and the fact that that's all we knew how to do it push like every single salesperson that we had as we as we grew to market the same way that I was marketing and same thing with Ray when Ray came on, you know, he he wasn't a big doorknocker like Ray.

He's not he not one door in his life. I could take you to the door right now. A little black lady named Mary. Super sweet lady. And, But he hated it. Absolutely hated it. So he got on his Facebook, and he just started. And it worked for him. Talking to real estate agents, messaging every single one of his friends like.

And it worked for him, and it created a network of people to where he just started having leads flowing. And I think that helped a lot, because then every single one of our guys was posting the same way. We were like 5 to 10 times a day. And I think nowadays you have guys that don't post as much.

Maybe they post once a day, maybe they post once a week, they might just post a picture of their business card, which is terrible. They, aren't posting about a picture of themselves. They aren't talking on camera. They aren't. And you know, like me and you have never met in person. But we feel like we know each other just because of.

I can see you. I'm looking at you. I've never shaken your hand. But there's more. I feel like I have more rapport with you. So it's the same thing from a marketing standpoint when you're doing, Facebook posts and you're getting on camera and talking, whether it's live or whether you record a video and post it like people feel like they know you, they feel like they connect with you, they will not.

I like that guy. He seems genuine. I want him to come out to my house like, he just did that other house down the street. Like I like to meet him, you know? So we were trying anything and everything to see what actually worked, and Facebook worked and killed it for us. And then we we got our foot in the door with, with realtors and that killed it for us.

So I think kind of leading the way on those two avenues. Are probably the biggest thing. I think the other biggest thing was the whether you want to call it loyalty or, atmosphere or culture or whatever, that we had, everybody there knew that we all had each other's back, no matter what, you know, kind of like, whether it was another roofing company belittling us, bashing us, whether somebody was on vacation and they needed, an adjuster meeting covered, whether it was, someone needed help holding a ladder.

Like, we all looked out for each other, and we were all helping each other every single day because we knew, like, I'm going to take a vacation. I'm gonna need somebody to help me out. Like, when I'm gone or vice versa. So, like, we did whatever we could to help each other and work together as a team. And, you know, when we started, we were huge on I would have 2 or 3 guys in the truck and I would, you know, half like.

And before we were getting leads coming in, before we had a real online presence or any sort of SEO website, like we were just getting Facebook going, like we would go door knocking. So like a lot of people do, a lot of people need to do that. I still say it's a core that you need to know in case you don't have appointments that day.

That's the only way you're going to go make money is if you know how to do or not. So we would go Dornoch and we would ask I'd ask when we get in the truck, like, I mean, we get in the day, we're all in one, we're all getting two or what are we doing? And we would make an agreement that we're not coming home.

We all got we all got two or whatever that number was, and we'd go out. And if I got the first one, great, I get up there, look at it. If there was damage, I'd come down and sign it and then would keep knocking. And then if I got the next one, you know, I would say, come on, Morris here, this was yours, right?

Let's go. And I'd get up there with you and look at it with you and then say, yeah, there's enough damage to go down, sign it up. I'm going to go catch up with Ray and help him. Like, you know, I might just have better luck. Not in that day. Two or more people are answering. Then I just happened to knock the doors that people answer.

But I'm not going to sign up three and leave you and Ray hang in. I'm going to make sure we're all eating. And that's how we started out. So we're everybody knew like the comradery we had and like it wasn't one person looking out for themselves. Like we were all in this together. Like it was. We all had nothing to lose and everything to gain.

And so we all were like, hey, let's take this to the next level, let's push it, let's do whatever we can to help one another. And I think that was the biggest, biggest driving factor.

So at the hey, how many reps did you have like at the height of perimeter. Like

I would call it 75 maybe. So 75 reps. And I say the majority, I don't know if all of the majority of them were posting on Facebook. You said 5 to 10 times a day, each one that's like, so how much content that is? And think about how many, how much, how many people see that, those those posts every single day.

And so like 70 people are posting every single day, three times a day or five times a day. I don't know, that's like, I don't know, 500 times a day that, that that's, that's people are just watching their videos or watching your content every single time you're basically promoting, you know, perimeter every single day. Like you're not even paying for that.

There's just organic posting that you're doing and it's creating network effects. Right? If I heard about Ray, you talk about that years ago in a podcast with with Dimitri. And yeah, that's that's it. That's the thing that's that's still works today. Right? That that strategy still work. So they. Yeah, I tell every post because a lot of people two that you're worried that like one of the posts ten times a day and people are tired of seeing me.

No they're not because they're not all going to see every post that you that you post. Like the only people that might see all ten posts if you post ten posts, the only people that might see all ten posts are your husband or your wife. Somebody that likes every single thing that you post that follows you. Because normally if you're on Facebook, on average, you see the same 20 people over and over again, and those are the people that you tend to click with.

You talk with on a regular basis. You like their shit on a regular basis, whatever it may be, but you're not going to see every single one of those those posts. Some of my posts are going to do better than others based off what it is, and might get pushed out more and some more, you know, and, you might see one like, that's my goal is I just want to make sure you see at least one of them.

If you see two, great. But you're not going to get you're not going to see all ten, and damn, you're not going to see all ten every single day and get burnout. And that's another reason why, you know, I tell people, switch it up. Don't strictly. And I preach this to to clients still no matter what industry that that they're in.

You know I got pest control clients. I've got, construction client, water mitigation client, all sorts of stuff. And like, don't strictly post your business like nobody like, even in roofing, like I did roofing for a long time. I don't want to see roof after roof. Have the roof, have the roof. Like it gets boring, it gets monotonous.

Somebody wants to see that they're going to unfriend you, unfollow you, whatever. People are going to connect with you because of who you are as a person and what you do outside of roofing like now, granted, you want them to know that that's what you do because eventually you want them to send you a referral or you want to do their roof, or they're going to have a buddy that's at dinner and says, man, I gotta get my roof done.

And you go, I know a guy like, he's up, hook you up with him. But if I just post roofing content, water mitigation content, garage door content, whatever it is, you're going to be like, fuck these garage doors and and, you know, quit following me. So yeah, like I only post, I'll give this little secret away. But, only about 25% of what I post is work related.

The other 75% I break up into three different categories. I do, entertainment, encouragement and engagement. So entertainment is just my daily life. Could be me working around the farm. It could be me doing something with the kids. Could be me. Go and eat lunch for the kids or some vacation, whatever it is. That's entertainment. People are nosy.

They want to see what you're doing. Like, they, they want to see what is this person doing? What's that person doing there? No, that's why there's reality shows. The encouragement is just anything positive. Whether you write something, whether you write a positive story or whether you write a positive meme, whether you Google like, positive or inspiring name and just post that picture, but just put in some sort of positivity out to the world.

And then the engagement is something that's going to get engagement on your post. It could be a question. It could be drop 100 if you agree. It could be, you know, this or that. Like one of the most popular ones that I ever got was, Starbucks or Dunkin Donuts. That's all I posted. Starbucks or Dunkin Donuts.

And people were coming on and saying, you know, Dunkin sucks. Starbucks is for liberals, jittery Joe's is the best room and make their coffee. And I'm like, I don't care. I just want you to comment and engage. Because the more people that engage on my stuff, Facebook then realizes, oh shit, we need to share Todd's stuff to more people.

So the next time when I post some business related, it goes up even more people. So. But too many people focus just on business, business, business business versus who they are as a person. I look at you can see roofs all day long. I can Google roofing companies. I want to see who I trust, who I like, who I like, their personality, I like their their, you know, morals, like everything that they're representing.

I might link with them for a completely different reason. I might link with them because we spoke together at an event. They might, Bonneville they might, you know, whatever it may be racist bikes. And they, he might link with somebody because they race bikes and sees that they do garage doors, and then he needs a garage door, like, you never know how you're going to make these connections.

So but I do know that people are going to connect with people who they like and who inspire them and who motivate them and like, so that's why I feel like you have to post those other things, not just billions of. Yeah, that's a actually mistake that I've been making. I started posting a lot, in the last year.

It's it's exactly what you're saying. I think I think you're right. I think I just have to post more personal stuff. More more like random stuff. Honestly, I think that's a mistake. I've been making small business. Yeah. Yeah, I want to see the people. Want to see that you're real. Like people want to see that the, you know, like, I'll put hard, you know, such a goofy sumbitch.

I'll post the craziest stuff for me and my kids or, like, you know, whatever it is was we were doing a push up challenge the other day. My kids challenged me to some push up little thing and to see if we could compete it or like, you know, whatever it it like, I'll just do the most random stuff, but it gets so much engagement and and people get to see how you are with your family or, you know, how you, what you're doing outside of roofing and they see who you really are as a person.

And I think that's super important. Yeah, yeah. Did you when you, when you, when you started perimeter, did you ever have an I guess you can add your to earlier, but did you ever have in mind that you wanted to sell your business one day?

No. When, when I started, like selling any sort of like, blue collar company wasn't even thought of or or talked about, you know what I mean? Like, it wasn't a big whether it was roofing or garage doors or Hvac or what. Like it wasn't a thing. So when we got approached, by a private equity company, I was like, I don't really know if this is, you know, a good offer or not.

Like, I need to do more. I don't know anything about this. I got to learn more. And or is is a scam, like, it's the first thing that comes to your mind, like this is some sort of bullshit scam. And, so we ended up getting a broker, to help us with everything. And they were like, no, it's 100% like this.

Is that that offer that you're getting is not a fair deal by any means, but it's 100%. There's people wanting to buy roofing companies left and right. And and then that's when I was like, all right. And going through the process was, long and, took a lot of work for, you know, me in the office.

And I was stressed out, Ray. Tremendously because he was out on the field and not up to date on everything going on. And I was in there having to deal. And they would have. They'd ask you for the same thing over and over again. Like when you're going through due diligence, so it can be a headache, but, and it's a lot of work, but I mean, it's in the end, it's it's worth it.

It's it's freedom. It's, you know, you built something and some people don't. Some people want to stay doing what they're doing and more power to them. And some people want, the freedom to, to get out and go do something else. And, you know, more power to them. Like, I think, you know, you got to to each his own.

You got to figure out what's what's best for you and what, you know, works right for you in the in the certain time and what you're going through and what you're dealing with in life and for us, it just made sense. And, you know, I don't roofing is not a passion of mine. Like, I'm very good at it.

I'm very good at sales. I'm very good at growing businesses. But I don't love roofing. I love fitness and I love gyms.

I got into roofing strictly to make money.

I care about people. So obviously I cared about making sure that we were doing the best quality work possible and that we're taking care of our clients and that they're happy.

But other than that, like, I'm not passionate about roofing. I'm passionate about helping people. And so that's why I'm back in the gym industry now. And now that I have the money and the time and I'm doing something that I thoroughly love and thoroughly enjoy, and I'm really, really good at, so, Yeah. Yeah. What what did you learn, from from, like, because you, you worked I think you worked right after for a while.

You worked in, in the private equity with the guys for a couple of years, right after. Like they gave you the the jet. There was no, actually, you had to have an exit plan, right? Look around. You work with these guys? I worked for them for about a year before we closed. And then another year after. And I think, what what do you, I think rated like two years after that.

What did you learn from from working with those guys? Man, it's so it's. A lot like I learned a lot of the process. I've just gone through the closing is it was. I remember the first one was like when we closed, the process itself, like getting all the paperwork in, in, in order and double, triple, quadruple checking all the numbers, all that kind of stuff, like all your M&A and earnings and everything.

Like it was super interesting. But then also it was super like, hey, we've already done this 19 times. Like when can we close? Like it was getting kind of old and then and then you feel like it's never going to happen. Like because it just drags on. But then like I remember when we closed, we got on the phone and they're like, all right, you know, closing attorney like, you have everything you need.

And they're like, yep. And like, all right. And, whoever was, you know, paying for their like, you have everything you need. And they're like, yep. And they're like, all right, transaction closed. It was literally like a two minute phone call. And I was like, that's it. Like really like you go buy a house or a car and it takes you all day long.

And then, you know, there are millions of dollars and it's just was, you know, two minutes on the phone. So it was funny to me, but, the, the compliance stuff that they have to go through, when you're backed by private equity is way different than, any sort of mom and pop company. You know, it's it's there's a lot more scrutiny and a lot more hoops to jump through.

Obviously, we want to make sure that, you know, one of the biggest things that they look for is, risks. So they're more mitigate risks as much as possible. Before going into the deal and before taking ownership, obviously, from any company, from any standpoint, you can never mitigate all risks. You're always part of owning a business.

You got some risks involved. But ideally you want to mitigate as many as possible. And so we learned a lot about, some of the things that we were doing incorrectly that were more simple fixes. And then, we actually taught them a lot of things that we were doing correctly. And then they went and checked with, with counsel, and they were like, I'm surprised they're doing it that way.

That's actually the best way that you can physically do it. You know, so it was a really good relationship. And then like all the different roles, you got all the C-suite executives that you got to bring in, and, bringing in controllers, and you got to bring in all these there and then, just from, like the, like from, like a payroll standpoint or like a, a billing standpoint, like, it used to be.

Hey, we got this bill for such and such, you know, and and, Liz, when we're office managers, you know, she would tell me and I'd be like, just just pay it. Whatever. It's not worth calling them ways and just go ahead and pay it, whatever. And she'd go in and pay it and like, with private equity, like whoever approves the or receives the invoice or bill has to be somebody different than actually pays the invoice.

Like there's so many different like crazy. So it was cool to learn and cool to say. Some of it was kind of, overkill. But I also get why they do it. I mean, it's it's lots and lots of money. So I feel like people could very easily do wrong if they wanted to, you know? So, I mean, I understand they got to protect themselves.

But I mean, the learning process itself and seeing how everything went, was, was, was really interesting to me. The one of the biggest things that I think private equity that I've seen with a lot of companies, but just generally speaking, I won't say all of them, but, generally speaking, is that private equity and mom and pop need to learn how to kind of meet in the middle, so to speak.

Just because, private equity, I've seen a lot of times, and you hear all these stories about, and I've seen a bunch of companies around us to the same thing. They get ran into the ground, because people leave left and right and, but it's because everything becomes transactional, which I understand. They're all about the money.

I get that and the yacht quotas. You got to do this. You gotta do that. But in order. And we were the same way. I mean, don't get me wrong, me and Ray were more transactional. We wanted to make money. We wanted everybody to make money. You know, been we wanted to make sure that every year we did more revenue, but a higher profit margin than we did the year before, you know?

So we were very competitive in that mindset as well. But we knew that for us to get there, it couldn't just be transactional. It couldn't just be. These are the goals. You have to hit it or you're gone. Like especially in Georgia, people don't give a shit. There's a thousand, there's more recent companies and there are Waffle Houses like it's there's one on every corner and there's one opening up every other day, you know.

So there's no licensing restrictions. My mom, if you open up one like I think they definitely should do something about that. But, because of that, you know, like you can't talk to people in a certain way. You can't just say you have to hit this quota. We have to do this. You got to like, they'll just go leave and go to a different roofing company.

Like, say you have to have that that culture, that environment, that camaraderie, that family environment. Now you can also put terms on people and say, hey, we really need to hit this. You can incentivize, you can bonus, you can do different stuff, you can motivate and inspire. But you got to know how to talk to everybody, to everybody's different.

Like and that's why, you know, one of the biggest things that, you know, Ray was always out in the field, guys, I would do, one on one with every single sales person every month. Once we got bigger, it would be every other month, just because I couldn't meet with everybody in one month. And, you know, I'd find out what's going on.

What? What can we do to help them? What? Where do they feel like they're struggling? What are their goals? Not only from a business standpoint, you know, but also from, personal standpoint to like, you know, you trying I'm trying to get engaged this year. I got to save up money for my, ring. You know, we want to buy our first house.

Then I know what's going on in each person's life and how to motivate them. And then I also know each person's personality and how to talk to them like, Ray, I, you know, me and Ray are one in the same. Like, he could get on my ass about something like, get on his ass about something and it's going to be like, you're you're right, bro.

I'm a, like, was slacking off. I was out of it. Whatever. We fix it, keep it moving. A lot of people, we can't do that. There's a lot of people that you talk to them like that. They'll like. They'll break down and, you know, shut down for the next week and. And be sensitive and emotional. So I think combining like the structure, the buying power, all that kind of stuff and focusing on those goals, but having the still the fun environment, the the the fun culture, the caring about like you have to still have that in the workplace.

Yeah, I think a lot of executives forget that. One of the most common bottlenecks you see at different stages from, let's say, under five and then to over 10 to 30, like 40, like what? What are the most common bottlenecks? It's typically by revenue wise, very like typically like if you have like a family going to have a different problem by 5 million versus 20 million, right.

I think. I mean, there's so many I think a lot of the bottlenecks is that people try to get one person to do too many things, whether it's in the office or whether it's somebody in the field, like, and that makes that that one person kind of scatterbrained and kind of all over the place. I was very big on systems and processes, which the majority of companies like.

When you look at your larger companies, your bigger company like Steinberger was talking about it the other day. If you know Josh Steinberg, he actually made a video about it the other day. But one of the things that we talked about all the time, even me and him on some of the calls, we have our systems and processes like this.

That's one of the biggest things that I, that I kind of like drive into people like you have to have that in every aspect of your business, like not. And I've, I've been speaking at events before, you know, and have hundreds or thousands of roofers there. And I ask, you know, who's got systems or processes? You know, they'll raise their hand.

And I'm like, what's your systems and processes? And they're like, well, we, you know, respect the roof. And then, if there's damage, we file a claim and then we'll do the adjust. And I'm like, those aren't systems and processes. That's steps of the claim. But that's not how your company runs. That's the steps that everybody follows. That's the insurance process.

But what are your systems and how you inspect the roof. You should have everything. And then on top of having them, they should all be written down to and every whether it's an employee or subcontractor, they should all have a copy of it so they know this is how we do it. So there's never a I didn't know that, you know, but you have to have everything laid out when you inspect a roof.

This is how you do it. We do a full walk around of the perimeter. We take pictures with chalk up gutters. We, you know, take pictures of not only damage from hail or wind or whatever may be, but we also take anything that back our findings. We also take pictures of anything that's already damaged that could just cover our ass, that can be blamed on us in the future.

Then we get on the roof and then we look at, you know, etc. like, do your step. Then we get in the attic, we look for the activity line, we look for, the decking is it, is it plywood. Is is it slat backing. Is it OSB because then we know what to order. Do we need to supplement for, a deck like you need to have all those processes not only like numbered out but also written down.

And that's just for the inspection process. And then how does family claim work? How does the adjuster maintain work? How to every single process and systems. And most people don't know that. So it's just winging it as they go, even all the way down to training people. Like they just winging, you know, and so I think that's one of the biggest differences that the really sets businesses apart.

And then also the like I, I try to make everything an assembly line, like especially in the office, in the back office, every single person had certain tasks, whether, you know, as we grew maybe, and we grew to the point where, you know, one person might have been answering the phone, calling on a or sending in crosses and whatever, doing something else to, you know.

But as we grew, each one of those tasks took longer to do so we eventually got to the point where we had one person that all they did all day long was sending cocks of what we did the day before, because we did so many routes, and then we had two people that all they did was call and are like 24 over seven at work.

That's all they did was call on air, sending emails, calling or send emails, put notes in the system. What happen? So as you scale, you have to have people that have specific roles too, so they know what they're doing. There's never a hey, Maurice here. Did you get that done? Oh, no. I thought you were doing and thought like, no, we know like, this is your role.

This is my role. And everything's like an assembly line. Like, if I go to the world of Coke here in Atlanta, I don't know if you're a brand, but then they got all the Coke bottles going through, like, every little station is for specific thing. Like one fills it up with coke. One puts the cap on and then puts the label on whatever it is.

If every time, if every bottle that popped up like the machine had to think like, am I putting a cap on in my filling it up? Or what am I doing here that slows you down and it's less efficient. So the more efficient that you are in all areas, the the, the faster you're moving, the more you can sell, the more you can build all the way down to like tracking your numbers.

This is another thing from reverting back to the gym industry. We had to and this was more of an LA fitness thing than some of the other gyms. But which I'm sure like Tony Tavares and Kurt Lennington and some of those guys, I'm sure they remember this. But when we were assistant managers or managers before we moved up to regionals, like we had to, we have to call our numbers.

And every night, if I was a manager of a club and I had three assistant managers working for me, I had to get their numbers of how many appointments they had set for that day, how many showed that day, and how many clothes you had for point and set. Two showed up and you closed one. And then how many new appointments did you set?

So we had to track all of our numbers. So I had to get the all those from the assistant managers and line, and I had to call them in every night before I left. And it's the same thing to this day, whether you're looking at roofing or any other trade that I tell people, I'm like, you have to track your numbers.

Like, because you don't know, you can literally double your. And I've had a lot of people on mine, so you can't double your numbers overnight 100%. You can't like if you know, because you also don't know where you need. If you're not tracking your numbers, you don't know where you need help at. But if I know that as I sold, you know, I let's just say that I filed two claims last week or got two approved.

We'll say I got two approved last week. Okay. Well how many? Let's work backwards. How many adjuster meetings did you have to get those to approve? Well, I had three, but two got approved. Okay. And how many Bruce, did you have to get on to file three? Well, I had to get on ten. I got on ten. Three of my damage.

I filed this three. Two of them got approved. Okay. So how many doors did you have to knock to get on? Ten roofs or. I had to get I had knocked, you know, 60 doors. So one out of every six doors I'm getting on. So, like, you can work all the way backwards to figure out if I want to sign to two roofs a week or get two or a week approved.

I just need to knock 60 doors. Like I don't need to worry about the big picture, or I can figure out what's my average deal and work reverse that way. Like if I only hit 2 million this year, or 3 million this year, or what's my average deal? How many deals do I need to do? Okay. And I need to do X amount of deals for the year, which breaks down the X amount of deals for the week, and then I can work backwards and figure it out that way.

And then you're taking out that big number, that big goal, and you figure out just what I get. I am knock $60 a week. If I make $60 a week, that'll get me on Tin Roof, which will lead me to file three claims, which will get two approved every single week. But fuck all that other shit. I just need to knock $60 a week.

Everything else should fall into place. And when you track your numbers like that, it's kind of like you're batting average, so to speak. It makes life so much easier. And and then I can see to like, all right, well, I'm getting I'm filing ten and I'm only getting one approved. Okay. Well, what's the issue there? I don't either don't know what damage looks like, or I'm just filing everything and throwing it up against the wall.

All in hopes that, you know, I can get it. So that shows me like. All right, well, I've got no problem getting on roofs. I've got no problem convincing people to file. I just don't know which ones I need to file and which ones I don't. I'm just throwing shit against the wall. But if I can work with that person on this is what damages and this isn't, then you know what?

Roof's the knock. And now you're getting three roofs approved out of ten versus one. And now I just tripled your numbers overnight. Like, just for tracking your numbers. Like, you can figure out exactly where you need to to or how many people did you talk to? I talked to, you know, 20 people last week, and I knocked 100 doors.

Okay, well, that's not a bad ratio. How many roofs did you got on? I got on one. So you're not 20 doors and got on one roof? Yeah. Okay. Well, then we need to work on your ability to get on the roof, because on that one roof that you got on, it had damage, you filed it, you signed it, and you got it approved.

So you know what damage looks like. You know how to climb a roof, you know how to file a claim, etc. you just have problem at the door. So if we can work with you on door and get you knocking, talking to 20 people and you get on five roofs,

we might have just 4 or 5 extra numbers just from simple changes.

But if we don't know where to work

or where you're selling out and where weak points are at, then we don't know what to focus on. But nobody. It's the same. It's a similar thing to like in marketing for us. Like it's like we're trying to turn a lead to a sale. Like if, for example, if from a lead, what's your booking?

Wait. Right. What's your appointments rate? What's your closing rate? Those are the things you should be tracking like. Has a turnover lead in national sales similar to what you're talking about. On that, if I all are in Facebook, I get three back. If I put a dollar in, fliers, I get $10 back. If I put a dollar here, where am I getting the biggest ROI?

Like, so it's the same kind of thing. Spot on. The perfect, perfect analogy. Yeah. And last question before went. Don't do that. Yeah, yeah. Let's last question before I let you go. You work with a lot of, private coaching clients. And in the trades and different home service as well, I'm sure mostly roofing companies. But what is what is the one thing that that they, you wish that they, they would do more of or.

Yeah. What is the what is the biggest change, the biggest change you've seen in the last couple of years with working with these private clients?

It's different from 1 to 1 from from from client. The client, I would say. Being able to to let things go when I say let things go, I mean, release ownership of those things and allow somebody else to do it, like. And I understand, like, you do everything the way you want done. Like, I get that.

But in order to scale, like you have to, you have to bring in other people, which is another big part of private equity. Like that's the only way you're ever going to sell because they want to know, like, hey, if something happens to you, if you fall off a roof, if you up and leave, if you whatever, like if you hit the lottery and tell us to go screw ourselves like, who's going to take your spot?

You know what I mean? So like, you have to have those people that can make those decisions. They can do certain things that have certain, you know, abilities to decide on certain factors or can think outside the box or can climb those steep roofs or whatever it may be. But you have to give up some of your thought.

You can't be everywhere. Like, that's the only way you're going to. You're going to grow. So like, that's that's one of the problems. Once people get that through their head, it's, it's systems and processes and a lot of them kind of have them up here, like they have them in their mind. They just have to write them down.

And, you know, the other big thing is they have to understand that problems are a good thing. Like, like you said before. Like what? What are some of the hurdles that you see or some of the differences from a company that's doing 5 million? Ten, 20, 50, whatever it may be like when you hit those problems, when you hit those roadblocks, or bottlenecks or whatever you want to call them that shows me that you've grown like we've grown to where we're now, hitting this bottleneck.

And it's not going to be. It's normally not going to be the entire company's hitting a bottleneck. It's going to be one area. We're hitting a bottleneck here in production. Now, why are we hitting a bottleneck in production? Because we're selling so many fucking roofs. We've gotten so good at getting them approved. Our office is on point, but we're low on crews.

We need more crews. You know what I mean? So, like, it's not going to be across the board. You're going to hit these bottlenecks and you have to figure out, I feel like too many people get in their feelings of like, I just don't know what to do, like blah, blah, blah, like. And it's like, all right, what's the solution?

Let's figure out the solution.

We figure out the solution to the bottleneck, and then we go from 5 million to 10 million,

10 million to 20 million, whatever it may be. But you have to constantly think outside the box to fix that. Fix that bottleneck or that roadblock or that hurdle or whatever you want to call it. And once you solve it, then you're back on track, cruising again for a little bit, and then same thing.

You're going to hit another bottling. The biggest analogy that I don't know where what state you're in or what your main highway is, but like mean where you at? Florida, identify for us. Yeah. All right. So same thing I 85. So if we got I-5 that goes, you know, north to south, and my dad tells me stories of when it was dirt road in some places.

And, used to be like a two lane, you know, so, like, I think of, of Atlanta or say, Atlanta, for example, Atlanta as a business for the bigger Atlanta or Georgia got as a business. There were places on 85. There were bottleneck could have been in the center of Atlanta Spaghetti Junction area, could have been a Jimmy Carter, could wherever.

So they said, all right, we got to widen the road here. How we widen the out and what do we how do like what's this going to fix. So they would widen the road there and then traffic would start flowing smoothly again. Then you have a bottleneck somewhere else. And the bigger the business grew they had to continue to widen that 85 to whatever it is now, 20 lanes wide or whatever it is.

Yeah. You know, to keep traffic flowing smoothly. But if you don't widen the road, like, I feel like so many people get to these bottlenecks or roadblocks, it's like, if I'm on my way home from wherever, from the gym, let's say, and I come up on a, road work or something. I can't just sit there until they're done with road work.

I got to figure out another another way around it to get, I still gotta come home. I can't just say, well, there's road work, babe. I'm gonna be here till I. I don't know when they're going to finish. Like, I'm just going to sit here, like. And that way too many businesses do. They have to figure out how to, to overcome those and think outside the box, but still fall within compliance of whatever it is, where they're not having any sort of issues with whether it's workers comp or whether it's Department of Labor or whatever.

My day. So I think that's a big and that's another big thing that a lot of people are aligned with is issues with Department of Labor and issues. The workers comp, like how more companies aren't going to shut down and and take it to the cleaners, whether from the Department of Labor or from from worker's comp or EEOC even is especially for misclassification, because you have a lot of contractors out there that will go from company to company strictly looking for misclassification to file a claim for EFC just to get you to pay the money and then go to another, another company and do the same thing.

Like that's their hustle. And so you have to learn those things. So a lot of times when I'm, when I'm working with these clients in any, you know, whether it's pest control, whether it's, you know, whatever it is, like when they come up with these, a lot of times they might come up with a what they think is a solution for, for this problem.

And as a business owner, you know, a lot of people, if they have an issue, once they think of a solution, they're like, that's it. Like this is what we have to do. And that might be the right solution. But I always like to go over with them. I'm like, hang on, you know, let's let me hop on the phone with you real quick and go over a couple things because there's 4 or 5 other solutions that will fix the same problem.

But each one of those solutions that it's a pro that we're fixing, right. But there's also a con that's going to be associated with each one too. So we have to weigh out all the options of the pros and the cons associated with each one, and figure out which one is mitigating the most out, a risk in which one is the con that we're willing to deal with the most like, and then go that route.

And a lot of times people will just move too fast, like, and like I said, we got to move fast, but we want to do an educated we want to know all our options first before we just move on stuff. So yeah, awesome video. There's a lot of those are kind of the the biggest things, the ones that don't last with me are the ones that don't listen.

And then I think you fire them too, right? Yeah. 100% of them. Yeah, yeah. And sometimes they're like, why? And I'm like, well, you can keep paying me. And then, you know, we just don't have calls because I'm wasting my breath and you're wasting your time, but I'm trying to help you out and you're not listening. So it's better, which is part ways.

So. Yeah, I don't think you're you're not not helping you. I want to see I want you to see success. And. Yeah, you can ask me for clients. They've all doubled or tripled their revenue. Like, which is awesome to see. I love it, you know, I've got some going through a lot. Like, it's awesome to see. Awesome, awesome.

So where do people find these are on Facebook. Is Zachary Zachary top Price or Zachary Price on, Instagram? It's official top price. Or they can, log onto my website or official top price.com. That'll take you in my coaching options for my group coaching. If you're interested in one on one, just reach out to me and we can talk on the side and I'll get people set up.

So yeah. And you have the links in the description. So you'd be on there. Todd thank you. Man, I really appreciate your time. It was awesome.

Thank you for having me. Sorry about the, like I said, I'm not a tech guy, so sorry. No, no, no worry about was,

appreciate it, bro. So. Yeah.

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