Josh Young

I get a lot of enjoyment out of pushing people that said, I can't do this. There's no way. And then all of a sudden, a year later, they're doing double what they thought they could. You know, I have an estimator that came in. He sold like $2 million, right? And now he's selling $15 million a year.

I get a lot of enjoyment out of pushing people that said, I can't do this. There's no way. And then all of a sudden, a year later, they're doing double what they thought they could. You know, I have an estimator that came in. He sold like $2 million, right? And now he's selling $15 million a year.

So we've kind of gone up and down a little bit. But, yeah, when I took over, we actually spiked to about 16. Then we came back to about 10, and now we're up to 37. Really? Yeah, just in two years.

So we've kind of gone up and down a little bit. But, yeah, when I took over, we actually spiked to about 16. Then we came back to about 10, and now we're up to 37. Really? Yeah, just in two years.

Yeah, so we started—obviously, I became president— Two years ago, I was vice president for a little while. So my dad kind of retired. I took over the business and then I had to learn the business. Right. So he just kind of like dropped it and walked out and was like, hey, here's a you know, here's a 10 million dollar business. Good luck. Have fun.

Yeah, so we started—obviously, I became president— Two years ago, I was vice president for a little while. So my dad kind of retired. I took over the business and then I had to learn the business. Right. So he just kind of like dropped it and walked out and was like, hey, here's a you know, here's a 10 million dollar business. Good luck. Have fun.

So I had to kind of learn, you know, what to do, what not to do. And of course, like anybody. Right. I wanted to run for the fences. So what I did was, yeah, I wanted to scale it, right? So the things that were going on at the time was a bunch of high rises. I'm like, hey, I'm going after the high rises. We weren't equipped. We weren't ready. We didn't have the manpower. I didn't care.

So I had to kind of learn, you know, what to do, what not to do. And of course, like anybody. Right. I wanted to run for the fences. So what I did was, yeah, I wanted to scale it, right? So the things that were going on at the time was a bunch of high rises. I'm like, hey, I'm going after the high rises. We weren't equipped. We weren't ready. We didn't have the manpower. I didn't care.

I just went running right into it. So we did our first high rise. We didn't, you know, it wasn't great. We didn't make a bunch of money, but we're like, hey, that was the whole point. Set us up on the first one. We learned, right? So we went into a couple more and just about crippled us.

I just went running right into it. So we did our first high rise. We didn't, you know, it wasn't great. We didn't make a bunch of money, but we're like, hey, that was the whole point. Set us up on the first one. We learned, right? So we went into a couple more and just about crippled us.

The manpower, the resources, the cash flow that you need and the logistics behind it were just absolutely way more than I expected. Yep. So we took a step back and kind of reevaluated everything. And then after that, learned that high rises are not for us. So we said, what is for us, right? What works for our business and the people in it?

The manpower, the resources, the cash flow that you need and the logistics behind it were just absolutely way more than I expected. Yep. So we took a step back and kind of reevaluated everything. And then after that, learned that high rises are not for us. So we said, what is for us, right? What works for our business and the people in it?

So we kind of put our plan together for marketing and the front end and just started, you know, doing what we know we're good at, right? What are you good at? So we like small, complicated projects. And I say small, you know, not $20-plus million projects. We like between a million and $10 million jobs.

So we kind of put our plan together for marketing and the front end and just started, you know, doing what we know we're good at, right? What are you good at? So we like small, complicated projects. And I say small, you know, not $20-plus million projects. We like between a million and $10 million jobs.

Yeah, HVAC and plumbing.

Yeah, HVAC and plumbing.

Yeah.

Yeah.

All commercial. And is commercial fond of, like, apartments? We don't do multifamily. Another thing we're not good at. And we try to stay, you know, under five levels, right? So, like I said, high rises is not our thing. Once you get above five levels, it just gets way more complicated, right? Your logistics goes through the roof. It gets super complex. Okay.

All commercial. And is commercial fond of, like, apartments? We don't do multifamily. Another thing we're not good at. And we try to stay, you know, under five levels, right? So, like I said, high rises is not our thing. Once you get above five levels, it just gets way more complicated, right? Your logistics goes through the roof. It gets super complex. Okay.