Understanding the Complexities of the Commercial Landscape with Josh Young
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Who is Josh Young and what is his role in commercial construction?
All right, guys, welcome back to the Home Service Expert. Today, Josh Young is in the house. He's out of Chandler, Arizona, so he's my neighbor. He's an expert in contract management, value engineering, construction. He's the president of New Construction at Tempe Mechanical, where he's worked for more than 16 years. Over the years, he has worked to develop customer relationships on large commercial HVAC and plumbing projects. Josh also specializes in several industries, industrial projects, hospitals, municipalities, schools, and hotels. What's up, dude? What's happening? Thanks, Tommy, for having me. That's exciting. I love home service, man. I love business in general.
How did Josh Young grow his business from $8 million to $37 million?
And I love hearing businesses that are growing. You guys went from, what is it, $8 to $16 million in a year? Yeah, yeah.
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 that's a lot of fluctuations. Yeah. What happened? What's the good, bad, and the skinny on it?
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.
What challenges did Josh face when scaling his commercial construction company?
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. 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.
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Chapters
8 chapters
1
Who is Josh Young and what is his role in commercial construction?
1:20–2:01
2
How did Josh Young grow his business from $8 million to $37 million?
2:01–2:51
3
What challenges did Josh face when scaling his commercial construction company?
2:51–7:04
4
How does Josh approach leadership and learning from mistakes?
7:04–9:41
5
What is the impact of private equity on business growth and leadership?
9:41–15:42
6
How does Josh use performance pay systems to motivate his team?
15:42–21:27
7
What strategies improve customer experience and upselling in home services?
21:27–23:03
8
Why is networking and choosing the right circle crucial for business growth?
23:03–55:13
Speakers
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