J.J. Levenske

Pretty typical. So now you understand why the big, large general contractors, if you look at them, the only reason they're successful is they've been in business 20, 30 years. And they just keep, you know, once you get big enough, then they self-insure, they self-bond, and you do other things. They find a point here. Yeah, and you reinvest.

Pretty typical. So now you understand why the big, large general contractors, if you look at them, the only reason they're successful is they've been in business 20, 30 years. And they just keep, you know, once you get big enough, then they self-insure, they self-bond, and you do other things. They find a point here. Yeah, and you reinvest.

investing in assets at that time, you know, as far on the balance sheet and the P&L. Okay. So where I was going, well, is that Mark and I said, he had a passion for it. And I said, and I agreed, let's bring MP&E, mechanical, plumbing, electrical in-house, and let's do it not only to increase enterprise value, but let's also do it as a value add to our customers.

investing in assets at that time, you know, as far on the balance sheet and the P&L. Okay. So where I was going, well, is that Mark and I said, he had a passion for it. And I said, and I agreed, let's bring MP&E, mechanical, plumbing, electrical in-house, and let's do it not only to increase enterprise value, but let's also do it as a value add to our customers.

Because in general contracting, those are typically some of your three biggest contracts. And they can also be your three biggest pinch points. Well, if we're controlling our own nest, Then we have no excuse. If we perform well, we're a hero. If we screw it up, then we're a zero. But at least we can control it. We don't have to rely on partnerships anymore. And so that's what launched it.

Because in general contracting, those are typically some of your three biggest contracts. And they can also be your three biggest pinch points. Well, if we're controlling our own nest, Then we have no excuse. If we perform well, we're a hero. If we screw it up, then we're a zero. But at least we can control it. We don't have to rely on partnerships anymore. And so that's what launched it.

And we're now a little over two years into that wallet share type business attitude. And it's just within the last six months that it's finally skyrocketed. And just before we came on there, I told you we made our first acquisition of a plumbing company in San Antonio. And we're excited just to grow it. A commercial. Yep. Well, no. Great question, Tommy.

And we're now a little over two years into that wallet share type business attitude. And it's just within the last six months that it's finally skyrocketed. And just before we came on there, I told you we made our first acquisition of a plumbing company in San Antonio. And we're excited just to grow it. A commercial. Yep. Well, no. Great question, Tommy.

In our general contracting, we're only in commercial. On our mechanical, plumbing, and electrical, both new construction and service, and it varies, you know, we try to diversify. But no, that is residential and commercial. Huh. Yep. That's awesome. You know, it's much like Al Levy. He's got, you know... He's my main mentor. Yeah, you know, it's his story, but different. Yeah.

In our general contracting, we're only in commercial. On our mechanical, plumbing, and electrical, both new construction and service, and it varies, you know, we try to diversify. But no, that is residential and commercial. Huh. Yep. That's awesome. You know, it's much like Al Levy. He's got, you know... He's my main mentor. Yeah, you know, it's his story, but different. Yeah.

Well, just like you, you might as well tell it all. And that is when we sit around our private table where our target is 500 million a year with a blended EBIT of, you know, you're looking at somewhere 20 some percent. It was just achievable if you look at all of that through service and new construction.

Well, just like you, you might as well tell it all. And that is when we sit around our private table where our target is 500 million a year with a blended EBIT of, you know, you're looking at somewhere 20 some percent. It was just achievable if you look at all of that through service and new construction.

And our goal, right, wrong, or indifferent, is we look at instead of doing big penetration in single markets, having kind of a cross-branded thing in multiple markets to take out the sine wave so that if Phoenix collapses, will Houston still be sustainable? If Jacksonville collapses, is Atlanta, will the sine wave kind of just even itself out? Right.

And our goal, right, wrong, or indifferent, is we look at instead of doing big penetration in single markets, having kind of a cross-branded thing in multiple markets to take out the sine wave so that if Phoenix collapses, will Houston still be sustainable? If Jacksonville collapses, is Atlanta, will the sine wave kind of just even itself out? Right.

and much like what you did we'll definitely entertain probably a strategic private equity sponsor yep and um only so that against making up numbers let's say if there was a 50 to 75 million dollar infusion or somewhere in that range does that now allow us to go from two to three hundred million up to seven or eight hundred million you and i both know those companies love that kind of growth attitude and if you can lay it out on paper in the pro forma

and much like what you did we'll definitely entertain probably a strategic private equity sponsor yep and um only so that against making up numbers let's say if there was a 50 to 75 million dollar infusion or somewhere in that range does that now allow us to go from two to three hundred million up to seven or eight hundred million you and i both know those companies love that kind of growth attitude and if you can lay it out on paper in the pro forma

which we've built the business plan already. They're like, yep, those numbers. But just like you, I'm not in any big hurry to sell. I'm in more of a hurry to take that investment and grow it to something even better.

which we've built the business plan already. They're like, yep, those numbers. But just like you, I'm not in any big hurry to sell. I'm in more of a hurry to take that investment and grow it to something even better.

Well, and you hit the nail on the head as... I have the empathy of the blue collar type thing because that's the way I was raised, right? And when I look at what you're doing, what we're doing is we're creating jobs and lifestyles for people. And like your book in Elevate, when you talk about how You've created a plan where if they want to be a millionaire, here's how you get there. Go.

Well, and you hit the nail on the head as... I have the empathy of the blue collar type thing because that's the way I was raised, right? And when I look at what you're doing, what we're doing is we're creating jobs and lifestyles for people. And like your book in Elevate, when you talk about how You've created a plan where if they want to be a millionaire, here's how you get there. Go.