I bring my kids everywhere. Work. Meetings. Supplier visits. If you come visit me at TotalShield, by all means bring your kids. Don’t plan an event with a no-kids policy. This is how we get young people to want kids.

7/ The business will show you exactly who you are. Every hard decision, every tight month, every difficult employee — it’s all a mirror. I’m a better operator, leader, and person because of 13 years of pressure. Wouldn’t trade it.

Life and business are about relationships. I eat at the same steakhouse every month. Everyone knows me there. I only hire friends and clients for services I need realtor, plumber, roofer, doesn't matter. I don't care if I'm overpaying. I want to support the people who support me. I don't give a shit about getting a better "deal." The minute everything becomes transactional, you start losing friends and eventually, money.

If I were to do the whole search thing again, in this market, I’d seriously consider starting something up from scratch. Sam and I debated the pros & cons of that approach in today’s episode.

If you’re running a company, you should be parentmaxxing your team: - No vague instructions. Be clear on what you want. - Help them figure things out, but don’t be a rescuer they rely on. - Do the work. Change the diapers. You don’t get to be a visionary CEO any more than I got to be a “visionary dad” when my kids were little.. - Be consistent. Build good traditions. - Don’t pamper. Praise… but don’t overpraise. - Learn to enjoy the hard moments.

Throwing more bodies at your broken service delivery is like pouring gas on a burning building. Every agency owner under $100k/mo should be doing these 3 things instead: 1. Keep teams small even when the company isn't. Jeff Bezos said “if you need more than three pizzas to feed a team, it’s too big.” The bigger the team gets, the more things fall through the cracks and the more quality control takes a hit. The only way to keep quality strong at scale is small teams operating together. 2. Build pods that handle a fixed account load. Even though I have the sickest ClickUp dashboards and everything's being tracked, I wouldn’t be able to manage half the people in a team of 20. That’s why you have to figure out how to create a pod structure that handles a set amount of accounts you can forecast profitability on. It'll be easier to manage as a whole. And when something breaks, you'll actually be able to fix it. 3. Relentlessly QA. If I had a team of 20, I wouldn’t know what the f*ck’s going on when something goes wrong. This guy will say it’s that guy’s fault. That guy says it’s this guy’s fault. But with a pod structure and a team of 5, it's very easy for me to figure out who's dropping the ball and what's going on. Now you no longer have any excuses but to fix your problems. Small teams don't just do better work. They make it impossible to cover up sh*tty work. If you want a system for actually structuring your team so quality never slips as you scale, I built Agency Operators for exactly that. It's the first program I've ever created for agency owners stuck between $10K-$70K/mo trying to break $100K /mo. More details below:

One of the biggest difficulties in roofing is getting customers to pay 💰 We are currently liening two houses. One guy just won’t answer calls at all. Jobs are done well. Signed off by the city and the manufacturers. Homeowners are just refusing to pay.

doing meth

Can I just teach you getting things done :) Easier and more effective Live flex:

1) Identify the constraint 2) Only deploy innovation if it reduces the constraint (or on time task completion 3) Identify the formal and informal rule set that the company is using because of the old constraint 4) Update the formal and informal rule set that the company now has innovation against the constraint If you don't do this, the below happens.

What's interesting about this is when we went to the Hormozi workshop, I met three lawyers doing over $30 million in revenue there. Two out of three of these guys were extremely happy with the Workshop and had a lot to take away from it. These guys were such big ballers that one of them spends $30,000 a month on SEO......

This is exactly how my boy @Fish_wid_a_V got his first roofing job ever. He picked up a gutter lead from a referral. Showed up to fix a leak. Climbed on the roof to look around. The whole thing needed to be replaced. One gutter job turned into his first real roof sale

There are 800,000 franchisees in the United States and the consulting market has built nothing for them. Because every consultant spent the last decade building their conceptual frame around their distribution channel through LinkedIn, Twitter, and YouTube But franchisees aren’t there They’re on the floor at 5am running a unit that cost them $400,000 to open and carries a royalty obligation consuming 4 to 8% of gross revenue before a single operational cost is paid A multi-unit franchisee doing $3 to $5 million in annual revenue across three locations is not a small business owner at all They are a capital allocator managing debt facilities, workforce exposure across 40 to 80 employees with 70 to 100% annual turnover, multi-site operational risk And most importantly a franchisor constraint layer that determines what they can and cannot change about their own business The problems they face are mechanical, recurring and expensive How do you structure the SBA 7(a) financing for unit four without overexposing the cash position in units one and two? How do you standardise management before you remove yourself from the floor? How do you recover unit-level margins inside franchisor pricing and supply constraints? These are not questions a founder-market consulting framework answers So someone trying to sell in this market would get rejected purely on signal failure A franchisee trained by the franchisor system to evaluate every cost against its operational return reads a non-specific offer as evidence that the consultant does not understand their world Because credibility here is established through demonstrated familiarity with the specific cognitive environment of the multi-unit operator So an operator who cannot signal proximity won’t even land a meeting A $2,000 offer lands as low status to a franchisee doing $4 million in revenue But a $20,000 to $25,000 engagement enters a different mental category entirely The engagement has two layers: Acquisition is the first layer The market-facing function that identifies the right buyer, earns access, positions the offer around the financial consequence of inaction, and converts the conversation into a signed engagement This requires the ability to enter a room with a franchisee doing $4 million in annual revenue and reframe the conversation from consulting services to what it costs them operationally to leave the problem unsolved for another 90 days You just need to be able to articulate the franchisees capital structure and translate it into urgency Beneath that sits a delivery partner that you bring inwho can convey the operational knowledge that makes the engagement worth the price after the deal closes Unit economics forensics, management system architecture, financing structure for the next unit, the specific staffing mechanics of a workforce turning over at 70 to 100% annually This layer requires someone who has operated inside the model and navigated the 1-to-3 unit transition with real money on the line and built the specific systems the client is trying to build That operator exists in every major franchise system in the United States, and they have never packaged their knowledge into a consulting offer Running locations, accumulating cash, sitting on a decade of operational experience that has never been correctly monetised because no one has ever built the market-facing architecture to sell it through What they want is a recurring income stream that does not require them to be on the floor The front end is what they don’t know how to build The positioning, the sales process, the process that converts the right buyer at the right price point - which is exactly where your leverage sits The delivery partner runs the diagnostic and reads the unit economics with the fluency of someone who has seen the same numbers in their own portfolio They contribute throughout the engagement as an operator who has already made the specific financing, staffing, and management decisions the client is now facing Now your $20K engagement fee holds weight because it gets evaluated against the cost of one failed unit opening, one quarter of deteriorating margins across three sites, one bad hire in a management role that cascades across the entire operation And your offer is anchored against the problem the fee eliminates Especially in a market where no structured, specialized alternative exists

Talked to a guy that bought a plumbing biz 6 months ago. Frustrated that he's struggling to get his team to follow him, trust his ideas, comply with change. "I haven't gotten in a truck yet." 😐

I didn’t see it the form might be busted yes you should come

If you want to improve the profitability of your business, stop obsessing over costs and start obsessing over clockspeed. Clockspeed is the rate at which your critical resource generates contribution margin. Why clockspeed. Well, because clockspeed is proportional to profitability. Any decision that improves clockspeed automatically makes your business more profitable. Here’s an example. You run a kitchen countertop business. Your critical resource is a large CNC stone-cutting machine that runs one eight-hour shift each day. Your profitability is primarily determined by how much contribution margin you generate during those eight hours of machine time. You can increase your clockspeed by running more jobs, by increasing the price of jobs, by decreasing raw-material cost, by figuring out how to get jobs to consume less machine time, or by running jobs that bypass the stone-cutting machine altogether. There are 5 actions you can take to increase clockspeed. It’s true that reducing operating costs will improve profitability, but only to the extent that you have excess capacity. A much more durable approach to profitability is to identify your critical value-generating resource and then obsess over increasing your organization’s clockspeed.

My friend Kevin owns a home service franchise. He grew it from $0 to $2M in revenue in 2.5 years. And ge called me last week to share a huge win: $500,000 in profit last year. His net margins of 25% were almost DOUBLE other owners in the same franchise who run 12-15%. Here's what he did differently: 1. Prices everything at 55% gross margin, about 8% higher than others. He knows he closes fewer jobs because of it but the math proves it works. 2. He built systems then handed them off to a remote employee. Scheduling, estimates, customer coordination, and job costing all done remotely at a fraction of the cost. 3. For anyone who wants to pay with a credit card, he adds a 3% surcharge. 4. He aggressively negotiates everything. Vendor pricing, terms, commission structure, even franchise fees. Kevin knows his P&L like the back of his hand. He can estimate every week how much profit he made before even looking at it. Can you? Too many owners treat their P&L like a rearview mirror. Glance at it, wince or celebrate, then move on. "It'll be better next month after I increase sales and do XYZ..." Then next month comes and they breeze through it again. Same routine. Same leaks. All while cash is slipping through the cracks. Kevin figured something out that most owners haven't: The numbers aren't just a report card, they're a map. AndI just created a program called "Where Is All My Profit?" with the same framework I used to grow my business. Grab it here: shop.brianbeers.com/offers/9…

Every founder wants to exit their business. But the founders who actually get there make 5 smaller exits first, in this order. I broke down the full sequence for you (bookmark this).