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Chapter 1: What is the real cost of scaling from $6M to $100M?
I've been in business for 14 years. I recently did $106 million book launch in a weekend. And our portfolio of companies at acquisition.com is over $250 million in aggregate revenue. And a portion of that is brick and mortar chains that we own. And so in this video, I'm answering your questions about how to scale specifically a brick and mortar HVAC business.
And for all those questions, I try to do my very best to make the solutions as tactical as humanly possible so that you watching from home can actually use this stuff. Enjoy.
Chapter 2: How can raising prices help fund staffing needs?
My name is Thomas. I sell roofing and exterior remodeling. We do close to 6 million this year.
Chapter 3: What strategies can be used to secure 'whale' HVAC partners?
I would like to be at 100 million. What's stopping me?
Chapter 4: How do you build a dream team for high-end clients?
And I'll be a little bit vulnerable. I would say it's comfort, distractions, and fear.
And food? Fear. Oh, sorry. I was like, all right, good to know.
Chapter 5: What lead generation strategies are effective for a roofing company?
Sometimes I feel that way too.
So the comfort is I have built the business. I've replaced myself in every aspect. I can work two to three hours a week and run fine.
Okay.
Fear, I would say the fear of losing family time, the work-life balance. Sure. And the distractions are my other, I've got another business, drunk removal business.
Chapter 6: How can networking double your lead generation efforts?
I've got real estate.
Chapter 7: What is the opportunity cost of exiting a business?
I've got just all kinds of little things.
What do you think you should do that you're not doing that you want me to tell you to do?
So I know I need to go all in again. And I did that the first five years that I did my business. And it worked out great. Went through COVID. I kept the business going really well. And I worked myself out of a job. Got comfortable. So I don't know what I'm looking for you to tell me to do.
Well, I'll say this differently. I think regrets come when we imagine things
the upside that we don't have without taking into account the cost that we didn't suffer and so i think we regret when we imagine the upside that we didn't get without also considering the downside that we didn't suffer to get it and so i think that's where a lot of regret comes from because it's not it's not real so it's like maybe there's some girl that got away or some business opportunity that got away and we just imagine
this amazing thing, but not the trade off that we would have to do in order to get it. We just imagine the upside without downside. And so I would say a couple of things. So one is, I think that there are, there are trade offs that we always have to make. And I don't, I don't think they're right or wrong. I think they're just their preference.
There's no right answer to how much work-life balance you want to have. It's right for you. And so said differently, if I like cookies and I'm good with that, and I also want a six pack, I just prefer cookies to a six pack. It's just that's the trade.
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Chapter 8: What are the trade-offs of scaling a business effectively?
And I think the dissatisfaction comes from wanting both. Right. Right. And so either want less or trade more. And I think that's really what it comes down to in terms of like, is there a path where I can work no more than I currently am to go from six to 100? There probably is. It depends on how much you're willing to pay other people.
And so you might have to take a short term hit in terms of profitability to bring in the level of talent that you want to expand the business on your behalf to where you want it to go.
And so as long as you were the type of person character-wise that they would want to follow and believe in your vision, and you can make your vision big enough that they think that their aspirations can fit within it, you can get that type of person. But like, it's, it's a hundred percent like you're, you're graduating right now into the who game.
Um, but there's levels of who's, you know, like I remember, The first time I hired a $50,000 your employee and I was like, this is the shit.
This is what I'm talking about You know me like I went from minimum wage, you know labor to 50 that I was like this there they can read they can write like let's let's go, you know, I mean And then I hired my first six-figure employee and I was like, oh what was I talking about?
Like this is what's going on and then I have my first 250 first 500 first million first multi-million dollar per year employee and it's just levels and And so Sharon, who's our president, said this to me years ago, but I always remembered. He said, the best talent's always in the future. So whatever we have today, the best people are always ahead of you, not behind you.
And so I think for you, if you really do want to accomplish it without making the trade, you will make a trade. Because if you change nothing, nothing will change, right? So we have to change some component of your life. And so the question is, which thing do you value the least? Do you value having more profit or more time with your family in the short term? In the long term, you can make it up.
You won't make up family time in the long term. You can't make the profit up in the long term.
so if you're willing to give up short-term profit you can bring in high-level talent and then they can lead the growth in terms of the uh the fear stuff i mean i would just say like just hold the line if you're like i'm afraid of losing time with the family it's like just don't like i you know and then in terms of the real estate thing i see real estate because i know a bunch of entrepreneurs i have a ton of real estate as long as you're not like actively running it like that's why i'm a fan of like reits and funds uh because you have if you have you know good partners and that stuff
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