Turning $25k into a $3.2m Exit in Under 4 Years

What does it look like? How, how do you grow it, you know, in terms of trucks, employees, revenue? What, what can you tell us? Give the highlight, Give us the highlights.

Yeah. One of the most crucial pieces was partnering with a good online marketing company that specialized in the trades. That was a crucial part helping us grow. I mean, if you can't get the phone ringing, everything starts with a sale.

That you lose control, you lose, you know, you lose profitability. I want a profitability through growth. So I think at the point When I acquired McConnell Air, I had a tech and an apprentice.

So I brought on, you know, then I had two techs in Apprentice. After I acquired McConnell Air, we ran like that for probably two years, but we did lean on a lot of subcontractor. I had a lot of subcontractor relationships for installs and duct replacement, stuff like that.

So it allowed us to keep our employee count lower for our revenue, not to buy as many trucks, you know, keep insurance lower. Um, so we pretty much ran like that for two years. And then, you know, I hit a wall where I got to a point where, like, I need help.

You know, I think everyone gets that point in their business, right? I need help. And luckily, you know, we had the revenue to support it. I was able to bring on a field manager to help free me up, because at this point, I'm running the field.

I'm doing a lot of the sales. I'm doing the back office stuff. And I think that was a pivotal point.

When I brought on the. The field manager, that freed me up to kind of work a little bit more on the business. And then probably six months later, I brought in an office manager, and that was another pivotal point.

And then I'm starting to see a little light at the end of the tunnel where, you know, I don't have to work 80 hours a week anymore, and this business can run more without me. And I think that was probably one of the biggest mistakes I think I made, was waiting too long to hire those people. I think we probably could have got twice as far as we did if I hired sooner.

Oh, let's hear about that, Corey. Because it is counterintuitive that you were working 80 hours a week, even though you had this. This philosophy about the way you were approaching building this business, that you needed to build it to sell.

And yet it sounds like you were, you know, kind of a typical owner where it was all on your shoulders. You were holding thing. The thing together through sheer force of force of will.