So my bar was very low. And so for to answer your question about sales, I never focused on sales. I focused on just delivering a really good service, right?
Acquiring Minds
The Dream Outcome: From $300k to $5m EBITDA
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And at Our price, right. So when I took over the company, we were charging $60 an hour. Now we're charging, you know, call it 150 an hour.
And everyone's saying, oh, my gosh, we can't afford to charge three times as much as everyone else. Well, why not? And that's another good thing, Right. Will is like, I'm not from this industry, so I never thought to say, oh, that's too much.
I just thought to say, my customers are losing $150,000 per pallet of meat that go. That thaws out if we don't fix it. And so if I go in there and I charge them 10,000 to fix it versus versus 5,000 to fix it, they're not going to care because they're going to lose 150 if.
If I don't fix it. Yeah. And so for me, value, kind of value based pricing. The value based pricing, exactly. And, you know, we had a meeting with one of our large grocery store chains and, you know, they couldn't believe it.
We had saved them, you know, 30 or 40% in refrigerant usage. And they're like, how did you do that? Like, you guys are so expensive.
And it's like, you know, you know, it's value, right. It's like, I'm hiring the best people. We're not on contract.
You call me when you need me and you fire me when you don't think I'm doing a good job. That incentivizes me to do a good job for you. Right. Whereas if I'm on a contract, and of course, you know, they're like, well, we'd like you to be on a contract.
So we did one, but we're like, this contract, you can leave me, I can leave you within 30 days. It's not like, you know, it's not binding. Because I think a binding contract doesn't really do what we need to do.
And honestly, because of that, Will, like our sales, you know, we've got a line out the door. We cannot service everybody who wants to. Who wants to work with us.
And we don't want to. Right. Like, we want to keep our margins high and we want to keep our quality high. And in my industry, you know, we just don't have the technical workforce to, you know, to.
To really kind of grow that any faster, you know, and if you want a cautionary tale with AI as a sidebar, here, we were like, hey, let's use AI and let's do, you know, AI to help our technicians grow and do all this stuff. Well, we tried it out and we do about, I'd say 10 to 20,000 jobs a year depending on how you structure our businesses. Like, but in the refrigeration side, we probably do…
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