Josh Young

Yeah, it's the same for me. I grew up in the east side. I grew up in Tempe and then moved out to Chandler, so not far away. But yeah, I love the east side. I don't know that I would ever move to the other side of town. Like you said, Glendale, not my place. Or downtown Phoenix, not my place.

Yeah, it's the same for me. I grew up in the east side. I grew up in Tempe and then moved out to Chandler, so not far away. But yeah, I love the east side. I don't know that I would ever move to the other side of town. Like you said, Glendale, not my place. Or downtown Phoenix, not my place.

Where do you live? Last time we talked, you were moving or you were building a house or something?

Where do you live? Last time we talked, you were moving or you were building a house or something?

Yeah. Yeah. So exactly. Chasing revenue instead of profits is big. Taking on stuff that, again, we're not good at. Right. Thinking that we were, you know, capable no matter what building we went into and finding out that wasn't the case. Right. And being more prepared, I guess, is something I've learned through this. Um, and also letting other people kind of help in the decision-making process.

Yeah. Yeah. So exactly. Chasing revenue instead of profits is big. Taking on stuff that, again, we're not good at. Right. Thinking that we were, you know, capable no matter what building we went into and finding out that wasn't the case. Right. And being more prepared, I guess, is something I've learned through this. Um, and also letting other people kind of help in the decision-making process.

So I think sometimes we get, you know, as managers or leaders, we think we have to make all the decisions, right? And all our decisions are going to be the best decisions. Well, I learned that letting some of my other leadership and even some of the people down even further down, uh, make some decisions and have some input, um, changed my views and, and actually what kind of projects we went after.

So I think sometimes we get, you know, as managers or leaders, we think we have to make all the decisions, right? And all our decisions are going to be the best decisions. Well, I learned that letting some of my other leadership and even some of the people down even further down, uh, make some decisions and have some input, um, changed my views and, and actually what kind of projects we went after.

Um, you know, how fast we could get projects done, you know, bringing in that feedback. So I think, you know, a lot of that I learned going through challenges like taking on the high-rise building, right, taking on some of these projects that we weren't prepared for.

Um, you know, how fast we could get projects done, you know, bringing in that feedback. So I think, you know, a lot of that I learned going through challenges like taking on the high-rise building, right, taking on some of these projects that we weren't prepared for.

100%.

100%.

Yeah, yeah, 100%. So it was funny you say that because I was at a CEO group meeting just yesterday, and there's a doctor that created a business and has been running it for, I don't know, 15, 20 years. this young kid with an MBA comes in, super smart kid, right? Gets to her to believe that he should be the CEO of the company because he's smarter than her.

Yeah, yeah, 100%. So it was funny you say that because I was at a CEO group meeting just yesterday, and there's a doctor that created a business and has been running it for, I don't know, 15, 20 years. this young kid with an MBA comes in, super smart kid, right? Gets to her to believe that he should be the CEO of the company because he's smarter than her.

We basically showed her that like, hey, you have the knowledge, you're just doubting yourself right now. And by the end of it, she was like, yeah, what am I doing? What am I thinking? Like, just because this kid's, you know, showing me a bunch of cool stuff, you know, and has a bunch of new shiny objects, I should put myself to the side. What's the CEO group called? Vistage. Oh, okay.

We basically showed her that like, hey, you have the knowledge, you're just doubting yourself right now. And by the end of it, she was like, yeah, what am I doing? What am I thinking? Like, just because this kid's, you know, showing me a bunch of cool stuff, you know, and has a bunch of new shiny objects, I should put myself to the side. What's the CEO group called? Vistage. Oh, okay.

I've heard of Vistage.

I've heard of Vistage.

So my big audacious goal right now, my BHAG is $100 million I want to do. And in one year, you know, that's kind of my 10 year plan. Hoping to be able to get it done quicker than that. We'll see. But I don't really have any plans to sell right this minute. I've got three other partners in it. Right. My brother's a partner and so is my uncle.

So my big audacious goal right now, my BHAG is $100 million I want to do. And in one year, you know, that's kind of my 10 year plan. Hoping to be able to get it done quicker than that. We'll see. But I don't really have any plans to sell right this minute. I've got three other partners in it. Right. My brother's a partner and so is my uncle.