Mike Barnhart

yeah i mean most off i just feel a deep sense of appreciation um yeah i've loved the partnership that i've had with aaron i've loved you know the partnership that i've had a lot you know as you become bigger it's really hard to build those relationships but you know whether it's jack or elliott or barbara or different people that have come and gone on the team you know just building those relationships with them

yeah i mean most off i just feel a deep sense of appreciation um yeah i've loved the partnership that i've had with aaron i've loved you know the partnership that i've had a lot you know as you become bigger it's really hard to build those relationships but you know whether it's jack or elliott or barbara or different people that have come and gone on the team you know just building those relationships with them

has been a great experience. And I feel really proud of what we've accomplished. So there's a real sense of pride. And I don't really think necessarily about like, I have this abundance mindset. I always have, like I'm the eternal optimist. I don't really get, like, all right, we need to protect it. I just think, like, we're going to lose it. I just think, like, what's next?

has been a great experience. And I feel really proud of what we've accomplished. So there's a real sense of pride. And I don't really think necessarily about like, I have this abundance mindset. I always have, like I'm the eternal optimist. I don't really get, like, all right, we need to protect it. I just think, like, we're going to lose it. I just think, like, what's next?

You know, what are we going to do next? And how are we going to keep innovating? How are we going to keep, like, modernizing the home experience for the customers? How are we, you know, just going to stay on top of our game? Because, you know, whether you're acquisition, whether you're greenfield, you know, the world is ours to go take, you know, like, There's no reason for 100 million today.

You know, what are we going to do next? And how are we going to keep innovating? How are we going to keep, like, modernizing the home experience for the customers? How are we, you know, just going to stay on top of our game? Because, you know, whether you're acquisition, whether you're greenfield, you know, the world is ours to go take, you know, like, There's no reason for 100 million today.

It can't be 500 million in five years or whatever. You know, whatever you want to do is is possible if you're willing to put the effort in and do it.

It can't be 500 million in five years or whatever. You know, whatever you want to do is is possible if you're willing to put the effort in and do it.

Well, I mean I certainly agree with you that you should build your company and sell it. Even if you are planning a transaction, you should never say, I'm going to operate my company differently because I plan on transacting in 12 months, and I'm going to cut all this stuff.

Well, I mean I certainly agree with you that you should build your company and sell it. Even if you are planning a transaction, you should never say, I'm going to operate my company differently because I plan on transacting in 12 months, and I'm going to cut all this stuff.

You should operate your company like you're going to continue to run it forever, but it's going to be a profitable company at any given point in the next – if we want to sell sometime in the next 10 years. At any given point in that time, I should always be happy with where I'm at and to sell it.

You should operate your company like you're going to continue to run it forever, but it's going to be a profitable company at any given point in the next – if we want to sell sometime in the next 10 years. At any given point in that time, I should always be happy with where I'm at and to sell it.

Yeah.

Yeah.

But even when you look at the reports that are out there still, I mean, both our industries are so heavily fragmented. It's like even with PE coming in, they still only own a very small percentage of the total. What do you see the percentage being? I'm just curious. I haven't looked at that recently. Yeah, I mean, there's some reports that come out each year.

But even when you look at the reports that are out there still, I mean, both our industries are so heavily fragmented. It's like even with PE coming in, they still only own a very small percentage of the total. What do you see the percentage being? I'm just curious. I haven't looked at that recently. Yeah, I mean, there's some reports that come out each year.

You have to usually pay for them to get them, but they're usually pretty solid reports. And, you know, it's about 12% in the HVAC plumbing electric industry. You know, for us, we have we do have a little bit different strategy. Like we know we're we're really good plumbers and we're learning HVAC and electric.

You have to usually pay for them to get them, but they're usually pretty solid reports. And, you know, it's about 12% in the HVAC plumbing electric industry. You know, for us, we have we do have a little bit different strategy. Like we know we're we're really good plumbers and we're learning HVAC and electric.

So we have a little bit different strategy of how to grow there than maybe some other PE groups do. But Overall, I just think that it's still a very open market to do whatever you want to do.

So we have a little bit different strategy of how to grow there than maybe some other PE groups do. But Overall, I just think that it's still a very open market to do whatever you want to do.