David Royce

And so then the third, I sold that one.

They came knocking again and said, yeah, we'd love to buy you again.

And then the third one, it was like, okay, well, what can we do that's exciting?

Because sometimes people get scared.

If you sell a business, they're like, wait, what's going to happen?

And what I would do is I would pay all my managers and all my people to stick around for the next six months as we prepare to open up the next venture.

And on the third one, I started studying companies out in Silicon Valley, like pest control is blue collar.

It's like pretty boring, you know, not very sexy.

And I wanted to take more of a white collar approach to the pest control industry.

And we've done really well on the sales side.

Like our company would grow

anywhere from seven to 10 times as fast as the traditional business model.

Most companies are growing at 5%, we're growing at 35, 50%, sometimes 100% like in the beginning when we could scale really, really fast.

And so studying Silicon Valley, I went toward Facebook and Instagram, toward Tesla's facilities, toward Nike, toward Google.

And I got a lot of ideas about how to build a really great facility in order to recruit the right talent.

Because talent was my biggest fear going, okay, the key aspect of this growth model is the sales force.

How do we attract the right talent so that we can create this machine and continue to grow nationally into 5,000 cities or whatever?

So we built a killer headquarters.

We had an NCAA basketball court.

We had a golf simulator, a movie room, ping pong, foosball, you know, air hockey, all that kind of thing, pool table.