J.J. Levenske

And then we had some other names and we voted on it. And at that time, I think there were five of us. And so we said, let's stick with Blue Wave. Well, then we went to get the domains and the URLs and all that stuff. And the B-L-U-E spelling was taken by, I think it was like a kitchen remodeler and a sailboat. One was in California and one was up in Spokane, Washington.

And then we had some other names and we voted on it. And at that time, I think there were five of us. And so we said, let's stick with Blue Wave. Well, then we went to get the domains and the URLs and all that stuff. And the B-L-U-E spelling was taken by, I think it was like a kitchen remodeler and a sailboat. One was in California and one was up in Spokane, Washington.

And so we looked at each other and we're like, do we dare take the French spelling of blue? And we're like, let's do it. Let's try it. Okay. No lie, first eight weeks of existence, worst effing decision we've ever made in our lives. No one knew how to find us. Like Google, we don't come up anything because who's got the French spelling?

And so we looked at each other and we're like, do we dare take the French spelling of blue? And we're like, let's do it. Let's try it. Okay. No lie, first eight weeks of existence, worst effing decision we've ever made in our lives. No one knew how to find us. Like Google, we don't come up anything because who's got the French spelling?

Nowadays, it's the best marketing play I could have asked for, right? Because people go, what's the significance of your name? Well, Tommy, if someone asks you about you and you get to tell your story, guess what? It makes it personal, right? Then the business transaction part becomes almost inconsequential. It's like if they can get to know you and what you're all about, then...

Nowadays, it's the best marketing play I could have asked for, right? Because people go, what's the significance of your name? Well, Tommy, if someone asks you about you and you get to tell your story, guess what? It makes it personal, right? Then the business transaction part becomes almost inconsequential. It's like if they can get to know you and what you're all about, then...

You're being humanized. You're not commoditized anymore. And I could have never planned that. So I tell people the story all the time is that was the best dumb mistake we ever made. Yeah.

You're being humanized. You're not commoditized anymore. And I could have never planned that. So I tell people the story all the time is that was the best dumb mistake we ever made. Yeah.

Yeah, all of it. So let me go to where, you know, what's, what's the ethos of this podcast? And that is, well, JJ, you're a commercial general contractor. What are you doing on home services podcast? So about three years ago, I had to look at myself in the mirror, much like, you know, a lot of the things that you talk about when you do your freedom events and a lot of your podcasting.

Yeah, all of it. So let me go to where, you know, what's, what's the ethos of this podcast? And that is, well, JJ, you're a commercial general contractor. What are you doing on home services podcast? So about three years ago, I had to look at myself in the mirror, much like, you know, a lot of the things that you talk about when you do your freedom events and a lot of your podcasting.

is what defines you as a leader, an entrepreneur, and all those kind of things. And guess what? We're usually the best visionaries, but we're also the worst bottlenecks in our companies, right? So I had to make that decision. I looked at myself three years ago and said, I need freaking help. So I went to an executive retreat. up in Utah with a Navy SEAL guy that I knew and three other CEOs.

is what defines you as a leader, an entrepreneur, and all those kind of things. And guess what? We're usually the best visionaries, but we're also the worst bottlenecks in our companies, right? So I had to make that decision. I looked at myself three years ago and said, I need freaking help. So I went to an executive retreat. up in Utah with a Navy SEAL guy that I knew and three other CEOs.

It was the most profound week of my life. It turned me upside down. And it basically made me realize that, A, I've probably been on the spectrum my entire life, probably a high-performing form of Asperger's, that I can see things, but I do a terrible job of communicating. In other words, I can see the vision of a company. It's just hard for me to...

It was the most profound week of my life. It turned me upside down. And it basically made me realize that, A, I've probably been on the spectrum my entire life, probably a high-performing form of Asperger's, that I can see things, but I do a terrible job of communicating. In other words, I can see the vision of a company. It's just hard for me to...

disseminate and authenticate it back down to troops and stuff like that. So I used to get frustrated. So I came out of that going, okay, I got to go hire some really good people. And the first thing I did was, and you've talked about this before, I went and found the best CFO that I couldn't afford. Notice I said couldn't afford. Yeah. And made that decision.

disseminate and authenticate it back down to troops and stuff like that. So I used to get frustrated. So I came out of that going, okay, I got to go hire some really good people. And the first thing I did was, and you've talked about this before, I went and found the best CFO that I couldn't afford. Notice I said couldn't afford. Yeah. And made that decision.

And in that negotiation and in that thing, he and I decided that it was collective. We wanted to diversify our business to grow the enterprise value of Blue Wave because A, the margins in commercial general contracting are not attractive. They're not. They're low. They suck. Give me an example. 2% to 3%. Yeah. Right. And if you put anyone else on the show, that's where you'll be.

And in that negotiation and in that thing, he and I decided that it was collective. We wanted to diversify our business to grow the enterprise value of Blue Wave because A, the margins in commercial general contracting are not attractive. They're not. They're low. They suck. Give me an example. 2% to 3%. Yeah. Right. And if you put anyone else on the show, that's where you'll be.

So think about it. You got to do $100 million to make two to $3 million to just reinvest in your business, not including the risk of what happens if you have to have to call out on one of your bonds or something. And no one will admit it, but the going rate for bidding is you're somewhere 4% to 7%. But by the time you take out your SG&A, you're down to 2% to 3%. And that's pretty typical.

So think about it. You got to do $100 million to make two to $3 million to just reinvest in your business, not including the risk of what happens if you have to have to call out on one of your bonds or something. And no one will admit it, but the going rate for bidding is you're somewhere 4% to 7%. But by the time you take out your SG&A, you're down to 2% to 3%. And that's pretty typical.