Josh Young
speaker
97 appearances
1 recordings
1 series
first heard Apr 2025
last heard Apr 2025
Josh Young’s voice in public audio — every appearance, attributed to the second.
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Appearances
No, that's good advice. I appreciate that. That makes a lot of sense.
Yeah, I heard you were talking about on one of your podcasts you're looking to get into home improvement stuff. Oh, yeah, yeah, yeah, yeah, yeah, because my multiple is still two and a half times theirs. Well, you know, commercial, I mean, you can skyrocket in commercial.
The amount of dollars that are in that category.
That's what commercial does for us.
Yeah. So we have a service department as well. And same thing, right? Their service tickets are small, right? So it takes a lot more effort, a lot more jobs to get to that point where we can, you know, it's like, Hey, we just secured a $10 million job yesterday. You know, one job.
No, so we try not to do hard bid stuff, right? So we've been around long enough now, 38 years, right? Everybody knows who we are. Business development, Julia, she kind of goes out and meets with all of our clients and brings in leads. So it's all warm leads. We rarely bid anything that somebody else is bidding on. Oh, that's nice. So it's all negotiated work.
Not necessarily that, but you get to work with them on the front end, right? So you kind of create the budgets from the beginning. So it's not a surprise, right? So we come in, we say, hey, this is a design we should do. This is what it's going to cost us, right? And then we bring in some engineers, architects, they design it.
As long as the price adds up, it's like, hey, yeah, everybody's happy because you told us this was what it was going to cost. We designed it. That's what it is. That's what we like to do. And then they just sign us up and we move forward and... Everybody's planning for it. So what do you think an average ticket is?
Yeah, and we're getting even at $50 million, I think. Like right now, there's already some guys coming in and posturing and like, hey, how can we sign a contract or make a deal with you guys so you're buying straight from us and not shopping it around? But yeah, agreed, you can leverage that, right? When you're buying a bunch of stuff, you can leverage that 100%.
I showed you and you're here trying to tell people how to do it, right?
I'm trying to show you how to do it.
Well, yeah. And that's the whole thing, too. Right. Your employees are going to lose. Right. If you're not profitable and you're unable to grow and you're unable to raise their wages. Right. Yeah. You just stay in one place. Right. And nobody wants to do that for very long. So, yeah, all your employees are going to leave. Right. I mean, you can't help them grow.
Yeah. So all the above, um, there's events that we go to, right. Where, where, you know, people from our industry all get together and you just kind of meet and greet, talk about it. Uh, we also are in a couple associations, um, ABA, Arizona business alliance is one of them. Um, they're, is that good? Yeah. They've, they've helped us tremendously.
So they do teaching and training, you know, like leadership training, project management training, stuff like that. But getting involved with them helps us because it gets us in front of our clients on a regular basis outside of the norm, right?
Yeah.
Yeah. And they're a good group of people. And the whole point of it is so you have the unions, right? And the unions have their own training and their own things and their own groups. And non-union guys don't really have a group, right? So the ABA was created. It's AGC ABA. But they were created basically to help the non-union guys. Like, hey, let's get together. Let's talk about best practices.
Let's help with the teaching and training, right? Let's help each other.
Yeah, I have a funny story about that. So when I was growing up in the business, obviously I worked for my dad, but he had hired these project managers. And it was funny to watch them because – You know, it was like who could outlast who the longest, right? And I remember leaving one night.
You know, I usually stayed there until, you know, 4 o'clock and then left because I always thought it was stupid. Like why am I going to stay here even longer if I don't have any work to do? I just thought I was more efficient, right? I get my work done and get the hell out of there. Anyways, I'm on my way out one evening and there was a project manager passed out in his chair, right? Sleeping.
And I wake him up and I'm like, what are you doing, man? I'm like, go home. You're not kidding anybody. You're not just because you think you're working harder. I stayed here till eight o'clock last night. It's like. If you got that work done half the time.
Showing 61–80 of 97 · page 4 of 5
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