Episode 161: Your Ultimate Hiring Strategy with Industry Pro and Biz Owner, JR

Episode 161: Your Ultimate Hiring Strategy with Industry Pro and Biz Owner, JR

JR:
Something I've learned and I think that every business owner has to kind of understand, like the problem that you're solving, you know, within the market and with your business and, and understanding, you know, the skills that you need to get good at. And for me, I think, I think it's twofold. For us in the cleaning industry, it's the skill of marketing and advertising to, to acquire right. And, or I should say sales and marketing. But I think the more important skill to eventually scale and go beyond a one or two or three man cleaning crew is recruiting.

Announcer:
Grow your cleaning business, make more money, have more time. This is the Profit Cleaners Podcast with your hosts, Brandon Condrey and Brandon Schoen.

All right, everybody, welcome to today's podcast. Special guest we've got for you today with J.R. in the house. He's actually a student with the Profit Cleaners.

We've been working with us last few months, but also just having tremendous success with his cleaning business, betterclean.com but you can just check out what, what JR's doing. Your family business in Phoenix, they're growing by leaps and bounds. I think they just crossed 30k a month. So amazing, amazing progress, junior. And we're going to talk today about hiring. It's one of the most critical pieces of your cleaning business is getting your team built, the teamwork to make the dream work.

So we're going to talk about building your team today. We had Junior on a recent coaching call with our students in the program. If you guys are ever looking to join the mastermind or the coaching, these are the kind of guests that we bring in and the kind of nuggets and insight that we bring. J.R. did an incredible session with our students. I learned a lot, even. We had our whole team on there, even our operations manager, our hiring manager, they were learning things.

And so we're now taking those additional insights for hiring and helping to just refine those processes even more. So wanted to have JR on today. And welcome Junior to Profit Cleaners community. So welcome jr. Welcome. Hello, hello, hello, everyone. Yeah, absolutely, man. We're super excited to have you. This is one of the most frequently asked questions we get. There's quite a few, but this is definitely a big one, is how do I hire, how do I keep my team around, how do I find great people?

And that's where you start, you know, with this business, is getting your team in place and then all the rest follows. So, man, maybe just tell us a little bit about your story, how you guys got started, the incredible success you're Having and you know, just anything you want to share and just lay it on us, man. Give us some knowledge and some amazing feedback on hiring. Yeah, I mean me and my, my now fiance, as of Saturday last weekend, shout out that Jessica.

So me and my fiance Jessica started the business about a year ago. I actually met Jessica last December. She had started the business and then we met, started learning a little bit more about the cleaning industry and I'm like, man, this business has a reoccurring model to it. Low kind of barrier to entry, low startup costs. And I'm just kind of seeing now the buzz on social media how many people are ask cleaning services, so many variants and in quality and I'm like, I feel like we could do this.

And so I started helping Jessica over a couple months and then it actually turns into to me quitting my corporate job and kind of jumping in full time to this cleaning business. At the time where we met, she was at roughly 3,000amonth in revenue and as of last week we just crossed 30,000 in revenue for better cleans. So, so what timeframe was that? 3,000 to 30,000. How long did that take to do?

So I was in full time March, March of 2024 of this year. So March to November we went from 3,000 to 30,000. 30,000. So you 10x in whatever that is, nine months, eight months. Yeah. But listen, it's been wild, it's been a crazy ride. So many challenges you encounter in such a rapid speed there. But having the skill set of recruiting in our tool belt has been immensely powerful in our growth.

Yeah, that's kind of like your background, right? Is you did that in a corporate setting, you worked with big brands. Yeah, so. So the job I actually quit was a leader in talent acquisition, which is, you know, what we call recruiting in the corporate. And there I was managing teams, developing recruiting strategies, sourcing strategies on how to find, you know, passive talent and building KPIs and metrics within the, you know, the corporate business function.

Hiring for hundreds and thousands at a time and super fun stuff that I enjoyed but quickly just found out because of the year prior I got laid off from my head of talent acquisition job and just realized kind of that corporate thing, I mean you guys kind of know this right behind the reason behind starting Sandia was ultimately to be able to build a, build life for yourselves.

Right. And not rely on that corporate America America role. So I found that at about 30 and then knew that I wanted to be get more in entrepreneurship and then met Jessica and I Was like, let's go. You know. And she's truly the perfect partner too. Just balances me in so many ways. I love that. So do you feel like having that knowledge of the recruiting has made a big difference in you guys growth trajectory which is 10x huge?

Huge. I mean it's, it's like, you know, it's my superpower but something I've learned and I think that every business owner has to kind of understand like the problem that you're solving, you know, within the market and with your business and, and understanding, you know, the skills that you need to get good at. And for me I think, I think it's twofold for us in the cleaning industry.

The skill of marketing and advertising to, to acquire. Right. And, or I should say sales and marketing. But I think the more important skill to, to eventually scale and go beyond a one or two or three man cleaning crew is recruiting. Right. Understanding how to find people, the right people to come into your role and then of course the training aspect of that. Right. Like how do we set them up for success and on.

Because as good as you are at recruiting, at the end of the day we're still in a high turnover industry. You can't change the data no matter how much you want to. The best companies in the world that have the best processes and hiring strategies are still at a 200% turnover rate on average. In the cleaning industry that can get as high as 400% if you're not very good at it.

And the hidden cost that take in your business, how it affects your bottom line and I mean just consider it, right? If you're just constantly training people, every two weeks you have a revolving door of cleaners. Yeah, there's the cost associated with it, but also it doesn't look great for your business and your customers. That part I think is something that a lot of businesses don't consider is what is the cost of bringing on and getting a new employee up to speed.

Everyone assumes that it's super easy. I think economically speaking cleaning is probably under unskilled labor. But I disagree. I think it's very skilled, especially if they've done it before. And so this was maybe a bigger issue like before COVID when you know, life was different, but people were firing cleaners for like stuff that was completely out of their control. Like my kid hurt themselves at school, I have to leave to go pick them up.

You have zero control over that and you are maybe the only adult is available to go pick that kid up and they would fire you. For that. And I'm like, that is so idiotic to get rid of a trained employee that knew your systems and wanted to work there and you fired them because of something that was totally out of their control. And that was something that Brandon and I ran into a lot in the beginning when we were just talking to other cleaners and how it was what it was like to work at other cleaning companies and they would just get these very micromanagey little lords of this business that were just so egotistical about it.

And that's the part that I think you said where the cost to do that, the cost to have the revolving door that's just eating in the owner's bottom line, it's eating into people's salary by treating people like that. And it's just a very silly way to behave. And not to mention, again, you gu love this. And this is part of the reason why we chose your course is because you can't build a culture with the revolving door of employees.

Right. It's near impossible. Right? How do you get people to adopt your values? And how do you get people to, to care about the work they're doing if they're just here for a short period of time? You know, relationships don't get built. And it truly is challenging. I mean, coming from a working for $100 million company who has a full DE and I, you know, team and HR team and, and all these people who are building culture to like trying to figure out how do I build my culture in my small business where I have, I think now we have 11 employees and a manager because of that acquisition slash merger we went through, which I gotta share with you guys.

But you know, like, we're trying to develop that culture here, right? Like centrally. And it's like, okay, how often do we have check ins? How often do we have one on ones? Like, how often do we check in with our employees and ask them about like, hey, like, what are you noticing on the job? Like, are the time allocations fair? Like, do you feel like things are going well?

What kind of complaints are you getting? And it truly just being on it. Right. And that communication, I think, is huge to building that culture and kind of inviting people in. Yeah. So like in a, in the coaching column we had you on before and you were talking to other profit career students, you had mentioned finding your audience for hiring and things like that. And I recall that you had said that you target like stay at home parents.

Right. Stay at home mothers and things like that for cleaners. So can you tell us how you drill down to that as your ideal employee and then how you've sort of worked how recruiting them has been working out so far? Yeah, absolutely. Yeah. I love this geeky with recruiting. It's kind of one of our like candidate Personas that we target in hiring. Right. And it's similar to a marketing Persona where you have that ideal customer that you're going after.

Every cleaning business should, should have that or at least start thinking and considering that. But even on the flip side, right, like who's the ideal cleaner that you want? What is your model? Are you a contractor model or a base pay model? What are the hours that you're clean? Are you commercial, are you residential? You know, all these things and all these requirements that you have for your job, they actually translate into, you know, what other people are looking for.

And that's how we kind of come up with that candidate Persona in the sense of, for us, we look at stay at home moms because we know that they're taking their kids to school 8, 8:30 in the morning, they're picking them up 2, 3 o'clock, the end of the day in our cleanings are between 8 and 4, 8 and 4, Monday through Friday. So it's almost an ideal pocket of time frame that we can get single moms to make, supplement their income and have a part time job or, or so in addition to the fact that this is such a ready like employment market to employment pool to pick from.

Right. If you think about how competitive we're already the job is in cleaning, hiring cleaners, competing with other local cleaning companies, offering a fair wage to kind of a low skilled labor job. Like you mentioned, it's hard to find quality cleaners and it's even harder to keep them for a long time. But if you can kind of develop a culture of single mom, your ideal candidate Persona and now you start having, you know, schedules that cater to them, you have benefits that cater to them.

Now you're accessing a, an employment pool that is just ready to work and there's not a lot of jobs for single moms to do. Right. But, but that's actually a study that was done because I geek out on LinkedIn. I'm always on there for recruiting. That truly is how the employment landscape needs to change. It's like, you know, building, you know, a brand in an authentic culture but also getting creative with who you're hiring and kind of targeting those people in your job descriptions, your job ads and other things.

So, so that was kind of My idea in our business, I would say that of our 11 cleaners, maybe 70% of them are stay at home moms. They came to us as stay at home moms. They're working for us because they enjoy it, enjoy the flexibility. They enjoy being able to work between those hours and to be able to make a decent pay. It's, it's worth it to them.

And we do pull quite a bit of new hires from that. That's awesome, man. I was just gonna say like riffing off that a little bit. Correct me if I'm wrong, Brandon, but I feel like a lot of our more consistent cleaners are kind of in that avatar as well, where they're maybe not stay at home mom, but maybe they are, but they're more, they have kids, they got a family.

Those cleaners just seem to be more reliable long term, you know, like, because they, they have a bigger buy to show up. Yes. So like, I think we haven't focused on stay at home parents or anything like that, but the cleaners that we do have, I think almost all of them probably have kids, if memory serves right. And a lot of their spouses, if they have a spouse, are working in some kind of construction is pretty typical for Albuquerque.

And so they just, you know, everyone's out there trying to make the best sort of life for their family. And yeah, like, you know, life pre kids and post kids, like it's totally different. There's a whole other dimension of things about. And so they're, yeah, like they do have a drive that you have to put food on the table. Like that's no joke. And yeah, like, I mean part of our, part of our pitch, part of our culture at San Diego Green Clean was because of those things that we mentioned earlier about them being treated so poorly to other companies was just to focus in on treating them like adults that have a life outside of this job.

Which, you know, realistically speaking, we pay well for cleaners, but it is still a low paying job. You know, like it's entry level, there's no education requirement. And so that just, I don't understand why other companies do the revolving door thing and just fire people left and right. And so what I think if we've found that works pretty well, especially for keeping cleaners long term. You work with them, you work with their schedule, hiccups that happen, there's family emergencies that happen, you gotta take time off to take kids at the doctor's appointment, whatever it may be.

And by us treating you with respect, you were doing a Very hard job. You deserve respect to do that job. That alone I think drives a lot of retention is just by treating them like human beings because they are, they are human beings and things happen. And we've done stuff over the years like you know, people have had, I remember one cleaner had her son in law like die in a car accident and we helped with a fundraiser, we donated some money to cover funeral costs and things like that.

And those are all very small things. But in other businesses she may have lost a job because she had to leave to go deal with this family emergency. And it wasn't her kid that was in the accident, it was her, her son in law. But we didn't, we don't punish people for those things. And so I do think that there's a lot to be said for, you know, treating people with respect and making sure that they can fit into the system as long as you are building that system.

What you're mentioning, doctor, with the culture. Sorry to interrupt man, just, I just wanted to reemphasize what you said about the culture which is like when you're giving your teams the right environment, they're empowered, they have the right training, they have the incentive to make more money but they're also getting recognized. There's this, it's like they want to be part of that most. Like yeah, that's treating them like humans.

But it's also not just a job. It's not just we're cleaning. You're becoming the best professional cleaner you could possibly be. There's also a path forward, right? And a lot of our best cleaners, and maybe you're seeing this too, junior, but a lot of our best cleaners, we hire from within and they, they refer great people but also they, they usually move up and because they see a path forward, they're like, hey, I see my dreams fitting inside the vision.

Where you guys are going, this is going to be big. And they go from a cleaner to a team lead to hiring manager or trainer or whatever it might be. And so I think that that's a good point that you made too. Brandon is like, you know, even the, there's the culture, then there's the vision, right? And, and the vision truly is, is where you're going. And I think a lot of companies miss this and it's something that we do in our interview processes.

Like yeah, we talk about our culture and the values we want to live by and we would like our cleaners to embody. But, but we also talk about like the vision and where we want to go and how we truly want to reward employees. And we want them to grow with us right into team leads and into trainers and then, and eventually hopefully an operations manager and beyond.

Because our vision is big. And you do truly, you know, when think about people and employees, you know, people, they want to work for, other good people, right? We're motivated by, by that. So you truly got to consider, you know what, who's going to fit underneath that vision of yours. And we get a lot of employees that are excited. They're like, yes, I see the growth and I want to grow with the company.

We have a couple girls that have been with us actually since the beginning and they're now they're training and taking on new responsibilities. And it's fun because everyone's growing. Sometimes it's just about communicating those opportunities, right, and letting them know about your vision and how you want to get there. And then you'd be surprised how much people want to be a part of that and even give their input and have good ideas.

That's huge, man. I mean just, just the fact that you, you know, give like you're making them part of it, right? When people, when it feels like their own idea, they're almost like more entitled to be like, this is, you know, my business too, and we're helping you grow it. And but it's also, yeah, very, very much long term, you know, like long term thinking instead of just like, hey, just need someone to fill this seat.

That's how a lot of people are hiring is just like, we just need a pulse. We just need someone versus like being more patient to find the right people that align with what you're truly doing here that can grow with you. And really. And recruiting sustainable a hundred percent. And recruiting is a skill like anything else. You know, it takes reps, right? Like it takes reps to become a better cleaner and understand the process.

That's why there's a timeframe in place for, you know, zero to up to speed. But like any skill or sport, it truly takes reps. And I always tell people, especially when they're, they're new at hiring, recruiting, like interview people, just take your time. You know, the first three people you interview, you don't need to make a decision on those first three people. Why not interview 10, 12, 15, and then you start to get a good idea of what good looks like, right?

And then do people show up on time to the interview, right? Like how ask them the same few questions, ask these candidates the same few questions and then you start to see good answers versus bad answers. You start to see body language, who's maintaining eye contact, who's attentive, you know, and then. And it's important to consider that when people are interviewing with you, they're on their best behavior.

Right. So chances are the behavior you get in that interview is. Is going to be what correlates. Right. It's not. Not going to just magically get better, usually gets worse, because again, people are on their best behavior when they're interviewing. So I just kind of wanted to add that point that you went on to it. Yeah, I just want to throw in too, like, something I was thinking about.

When you're talking about growing, if you're just stagnant, if your business isn't growing, if you're not hiring, if you're not adding more teams, if you're not growing, you're dying. Right? There's that phrase, whatever quote that is. But if you're not growing, you're dying. So if your teams are in the environment and it doesn't feel like you're growing, it feels like you're just staying the same. I think that also opens up that revolving door because people are like, I don't want to be part of a dying business.

I want to be where I'm growing. Right. And it doesn't just mean the company is growing. It means the team's growing too. Like you said, there's ways for them to grow. They're like one of our core values is growth mindset. So there's ways that they can grow, get better, become a human. Better human being, you know, offering, you know, English classes if you have Spanish speakers, whatever it might be to help them get better as a person.

Right. So that's really important as well. When did you guys start or at what point did you delegate recruiting? Because, I mean, I'm. I'm assuming now you have a director of operations who kind of oversees it, who handles, I guess, hiring and recruiting in your business. Does it change if the. If the level of the role changes? Just curious. Let's see. At what point? Let's see, Claudia was.

And when did we hire Claudia? 2019, maybe late 2018. But she still wasn't doing the recruiting. And then I think we just got really good at writing job ads and getting a sort of set, you know, number of interview questions that we would ask the same questions every time. And then we did have an HR consultant come in once upon a time and look over our interview practices and kind of tweak those a Little bit.

So it's all in house now. But I'm trying to think, like, when we stopped hiring cleaners, like, it was definitely after Claudia came in. So probably two and a half years after we started, I think something around there. And at that point, were you both doing all the interviews? In the beginning, it was definitely. I mean, it was more Brandon because he speaks Spanish and we have a lot of Spanish speakers, so it was just Brandon and I.

I remember doing the first ones at Starbucks before we had the building, before we were off the ground. You know, like, mistakes were made, but it was just me and Brandon. Yeah, of course. Yeah, it was. Brandon was doing more the sales. I was a lot of times. Yeah, whenever we need a new team, in the beginning, posting the ads, you know, calling people, texting people, didn't really have a system in place, but, yeah, we would just.

It was actually pretty amazing. In the earlier days, we would post a job and like, 150 people would apply and. Or a hundred people. It was crazy. And I think it's still a decent amount, but it definitely. After the pandemic went down, quality. Quality went down. But, yeah, I would say after we hired Claudia, maybe a year in, she started gradually starting to sit in those interviews and taking over that process, and.

Which was a big relief for me because I didn't 100% love doing that as much. It was. It's definitely hard, you know, it's very time consuming, and you have to really be a good, good judge of people. You do. I had to learn a lot more Spanish words because I had never interviewed in Spanish before. So that was a big challenge as well. Same with training, same with learning all the equipment in Spanish, so.

So, yeah, it was really nice when we got Claudia, she was the first additional Spanish speaker. She started helping us do interviews, helping us run the team meetings every week, and just really, like, became this glue between us and this liaison and the teams, and we've never looked back. Claudia's still with us today. She's a linchpin. She's irreplaceable. And, yeah, I think that's kind of when we started doing that, though, about a year in the way we do it now, we're still trying to improve that process.

That's where you come in, junior. But we still post the ads. We have our virtual assistant post the ads. And then our hiring manager, Raina, who again, used to be one of our best cleaners, she knows the systems, knows the standards, and she does those interviews more so now. And. But I did know Notice, like, recently we were posting some ads and she was like, hey, she had some questions about it.

Right. So it just made me realize, like, we need to, you know, dive into that more and make sure she's really, really confident. Not just on, you know, Facebook or Craigslist or what was it, ZipRecruiter. We're using more with ADP now. But also, indeed, you shared so many amazing strategies with indeed that we just kind of like weren't using that channel. And I think, yeah, we are posting ads on that channel again for hiring and looking forward to just having you come in and help us optimize that and provide some additional with that as well, because I think that's a huge opportunity.

JR I know we're kind of short on time because you have to leave soon, but I do want to hear more about the acquisition. So can you tell us a little bit about how that went and how it's been going since then? Yeah, you know, we weren't necessarily looking to grow by acquisition or anything. We actually, another funny point to, to mention is just after the acquisition we had secured an outside investor or just before the acquisition, we secured an investor in our business, which you guys know about.

And then we just, you know, started getting rolling with that. And then we met a gentleman who actually approached us. He's been in the cleaning industry, residential cleaning space for the last five years. Owns his own eco friendly cleaning business. All of his customers are square Mac dab in our target market, which is Chandler, Chandler and Gilbert. Right. We're in Gilbert. Chandler's a neighboring town and he approached us, just wanted to have a conversation.

We met for coffee one day, just kind of bouncing ideas off of each other, understanding what he's doing. He, he's like, holy smokes, you guys have done this in the past seven months. Like, I haven't figured out how to grow in the last five years. I'm good at these few things, but I'm kind of impressed by you guys, you know. And then we left the conversation at that and we met again a couple weeks later and just kind of talked some more.

And then we started getting into the idea of some sort of partnership. And then it was like, well, what does that look like? And I was like, you know, we were not looking to acquire anyone, but like, all your customers are so close. And I'm thinking what that would look like is we kind of merge you into our business. And you've kind of talked about. Because essentially what he had done is created a job for himself.

Right. Just Cleaning every day, every week with the same current customers. And you feel like he had no time to focus on growth. He didn't know how to grow. He's like mid-40s and real smart guy, but obviously didn't have the recruiting, the marketing and all these other, you know, pieces to go from. So he's like, I, I would love to, to partner with you guys. He's like, I don't, I don't want any money.

I just want a role in your business and that I want to grow with you guys. Right. Meaning he didn't want any money for his customer base, like for the actual acquisition. So quickly created a kind of an email campaign to send to all his customers and let them know about this merger that was going to take effect on this day and that if you wanted to continue services with us, that he would still be staying on as an operations manager and kind of overseeing their cleansing for the customers that he was transferring to us.

And then some of his customers weren't within our target kind of like pricing threshold. Right. So, so we actually had to give them November at the same rate and then December, if they were happy with services, we would bump to our rate, which almost everyone. I think it was like 72% of all of his customers converted. We all expected to lose some, but we got a majority of them.

This is his fourth week this week with us. It's going good. He's starting to take over scheduling. One of his big rocks for the quarter is to come up with a full training guide. He's also out there cleaning and training cleaners. So a lot of things to overcome still, but it's going really, really well. I don't plan for us to do any more acquisitions or mergers, but he was a huge wealth of knowledge because he knew how to use all these eco friendly products and he knew how to clean things really, really efficiently and well.

Kind of like what's in your guys course. But he had some other ideas. So now we're kind of just combining it with our processes and making a training process and, and trying to piggyback off from there. The goal is that he will eventually be completely out of cleaning, just managing teams and doing inspections and training. Those types of acquisitions always make me very nervous because we were approached once upon a time in the same way.

The guy wanted loads of money for what essentially was a customer list because he was retiring. And like they'd been in business since like the mid-70s and so they were very set in stone. They were not doing stuff on computers. They were doing carbon copy, like, paperwork orders. I was like, man, we can't pay for this because then, like, we're just gonna send a letter to your customers and then they all bail and like, we.

They're not on contracts. Like, it just didn't make sense to me. But I'm flabbergasted, I guess is the word I'll use, that he didn't want any money in the exchange. He just wanted a job. Like, did he get a raise when he worked for you versus what he was earning himself? He was paying himself, like I think he said, roughly, like 1200 bucks a week. I mean, he was doing roughly about 7,7000 or 7,500amonth in revenue.

Like in gross revenue is what he was billing to his clients. And he was paying himself roughly 1,200. So I don't know the math on that, but we agreed to pay him fifteen hundred dollars a week. And then the expectation is that we would, you know, we would make him a W2 employee by Q. I think it was Q2 of next year. And then the. Everything else from there was just kind of like, let's work out the rest, right?

We were very. I think. I think when you do things like this, you got expectations and communication. Have to be huge and top of mind, right? So he's coming to us. And I was like, look, we're only at this point, we're at like 25amonth in revenue. I'm like, we're not a huge company, right? We don't have a whole lot to offer you. Like, you have to be willing to grow with us and understand that your role is going to be cleaning initially and then training and managing.

And then as we grow, we grow together and we can. And I was not looking to pay him for any of his customers just because we don't. We don't have the budget for that. And it's not something that is within our radar. So, I mean, the reason why we did it is because obviously we saw that it was mutually beneficial for everyone and that I guess the expectations that we needed to.

To understand was like, what are you looking for? And he was like, I just. I don't want to be cleaning day to day forever anymore. I don't want to build myself a job. I want to get into managing again in training. You know, I'm 45. Like, my body doesn't work the same anymore. Shoot. I go out there and I helped Jessica clean a couple months ago, and my arm hurt for like three days after that.

I get it. And imagine a Fox 45 doing that stuff. So it was really a unique situation, you know, and. And I was. I was a little nervous about it, too, but really, he's a good dude. Brandon, I love what you said about just kind of keeping your ear to the ground and being open because, like, spot on. I think since we started this business, we've met with six to seven other just local cleaning businesses simply just to, like, connect, pick their brain and, like, look, the.

The Valley of Arizona and. And probably just about any, you know, major city that people live in is big enough for. For other cleaning businesses to, you know, to build a successful cleaning business. And so, like, I just, I understand that, like, our competition, yes, there are competitors, but there's so much value in just kind of like, understanding what they're doing that works well and, and sharing these ideas.

And we've, like I said, we've met with so many other cleaning companies that have kind of given us wisdom to, like our local presence. Right. Because the coaching course is great, and even our Facebook groups are amazing. Wealth of knowledge, but being able to. To meet with your competitor down the street, right. Even if they're at 10 grand or 20 or 30 grand, if they're willing to, and you guys are just wanting to have a conversation.

There's so many great nuggets in there, and you never know what it could turn into. It could turn into them saying, oh, I have. Actually have 10 customers that are outside of my service area, but you service this area. Here you go. Or I have three cleaners who actually need more work. Here you go. All of a sudden, now you have staff, you have leads and. And so many other things.

So. Yeah, I love that. Yeah. It's not. It's not. It's not a warfield or a battlefield. You know, we can all. We can all win, you know, and. And quite frankly, I think we win together if we're sharing this knowledge and these wins and even these losses. Right. Which is the whole idea. But behind your. Your guys's course, right? I mean, the. The time it saves you to scale and grow in between figuring out those lessons by yourselves or.

It's invaluable. Yeah, Hugely invaluable. And I think, J.R. we're going to have to have you come on another podcast and dive more into the hiring, because I know we didn't even touch on all the stuff. Yeah, no, we scraped the source. Maybe next time we can title it like, kind of like techniques, or maybe we say five proven strategies. I don't know something more. Yeah, but this is more an intro call.

We wanted you guys to get to know JR and just introduce the concept of hiring, better creating culture. And we'll have Junior come on another session here. Just get you guys more knowledge on the, you know, better ways to hire strategies because, yeah, I know we ran a little short today, but so much good knowledge we talked about. It was amazing. Yeah, it's so. So I go by Junior because I'm a junior to my dad, but.

But my real name is Ibrahim and it's I B R A H I n in Spanish is Ibrahim, But Ibrahim Robles Jr. On Facebook, on LinkedIn, feel free to reach out if you guys have any questions and kind of just like what we said earlier, I love to collaborate. I love the network. I love to jump on calls and just again, chat sherwins and kind of hear about what you guys are doing.

So I'm pumped to continue jumping on these podcasts and me and the group and I appreciate you guys for the opportunity. Absolutely, man. Thank you for being here and thank you for sharing your knowledge and the trainings that you're putting in. The course will continue to add more to that and you'll be in the community. So again, just another benefit of you guys, like, again, surrounding yourself with winners, people doing this.

That's why we created the mastermind. Like Junior said, we're all winning together. And the more we share, wins, mistakes, whatever it might be, the more we all benefit and learn from each other. And a rising tide raises all ship. And so, yeah, jr, please come back on the podcast. Please share more knowledge on hiring. We want to know more and we'll put your info on the show notes page.

If you guys go to profitcleaners.com find this episode with JR you'll get his info to contact him and we'll have him on again in the future. And whenever you guys jump into the program and the coaching, he's in there with us every week on the coaching calls and the community. Just another contact for you guys to network with and build your business. So, yeah, thank you so much, jr.

I already learned a lot and continue to learn from you. So thank you so much, man, for what you contribute. Let's go. All right, keep it clean, everyone. We'll see you guys on the next show. Thanks for joining us today. To get more info, including show notes, updates, trainings, and super cool free stuff, head over to profitcleaners. Com and remember, keep it clean.