David Royce

It was like, oh, that's what I'm doing wrong.

And then, you know, I'd have them go practice in the mirror, you know, until they really like nailed it.

Yeah, it felt really, really good to help like thousands of salespeople.

We had a sales force of about 3,000 college students, you know, at our peak.

That's a great question.

So there's something very unique that I did that isn't always possible in every industry.

In some blue collar industries where you're just trying to create or you're trying to buy a stream of revenue, you can do these asset deals.

So I've seen it done in pest control and alarm systems, some other industries like home services industries before.

So if you think about the big public pest control companies like a Terminex, who I sold to three times before ultimately deciding to sell somebody else in the last one.

they grow about half of their growth is M&A.

And so each quarter they have to hit certain growth targets and they buy up companies.

And what they really want is not the brand.

They just want the customer base with the corresponding technician.

And so what I was able to do was I didn't have a lot of capital.

In fact, I almost bankrupt my first company.

And I realized, hey, if I have more capital, I can expand a lot faster and I'm not going to be limited in my growth.

And so that was the primary reason why I did it.

And I sold, so I sold the first one, just sold off the customer base and the score swine technicians, but I kept the golden goose, which was the Salesforce, the executive team and a key operator in each location.

Then I started my second one, eco first.

And that was more of an experiment of, okay, can we scale?