Episode 86: How to Pay Your Cleaners (And What Not to Do)

Episode 86: How to Pay Your Cleaners (And What Not to Do)

Brandon Schoen:
Pay your people for what they're worth and pay him for everything that they show up for and treat them right. Treat them well, make them happy. It's not that simple for some people, I guess.

Brandon Condrey:
Yeah. Pay people when they clock in and then pay them when they clock out. So that means that we are paying for them milling around the building in the morning, potentially, maybe one of their teammates is having an HR discussion with Claudia in her office. And they're being held back. That doesn't mean that we're not paying those other two for sitting around. We're paying them, we're paying them because we asked them to be here at this time. They were showed up on time. They're getting paid for that because they're working for us and we're asking them to do that thing. And that to me is the gold standard. This may give you some leverage because these aren't unique to the Albuquerque market. These are franchises that exist everywhere. And I guarantee that these payments kings are all over the country. And so you can say that like, look, we pay you from clock into clock-out. That gives you lots of applicants when you put out a job.

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.

Brandon Schoen:
Hey, everybody. Welcome back to another episode of the Profit Cleaners. The only place where you can learn from the top 1% of cleaning business owners from around the world. We want to welcome you guys back to another episode. We're excited. You're here. I'm Brandon Schoen, and I'm joined by my co-host over here, Brandon Condrey And together we are the Profit Cleaners, and we are taking the cleaning business industry by storm and helping you guys all do it, and we're going to all do it together. It's a very exciting time. So today guys, we are covering another great topic,

which is something that we've been coming across a lot with new students and people we've been coaching. And it's, we're going to cover kind of a smaller part of the topic, but it's cleaning business basics, the do's and don'ts of paying cleaners. And we're also going to tell you guys some exciting stuff we've been working on, but let's jump into it.

Brandon, what should we tell everybody about this interesting topic here of do's and don'ts of pain cleaners? Yeah, so, I mean, we've had a lot of questions recently that are not strictly cleaning related is how I'll phrase that. So we have the two courses that are for marketing and for the nuts and bolts of cleaning checklists and things like that. These are more basic business questions.

So maybe you've never run a business before, or you didn't get a degree in business and you have no idea where to start. So we are putting together a course that kind of covers everything that you need to know, like a launch course. That's not, it'll be framed from the cleaning company, you know, mindset obviously, but it'll be things like researching the market and what cars to buy and setting up your business and should you get an office or not?

And if you're cleaning yourself, how do you actually stop cleaning and transition? So we're going to cover all those things in that course. But we thought for today's episode, we just touched on one little topic that I think we've talked about, like the last sort of three coaching calls, which is pain cleaners. And that sounds super easy, but it's not as a black and white as you.

Yeah. There's a lot of ways to do it. And there's a lot of ways we've actually, you know, from our own employees in the past hard competition does it. And we want to kind of just give you guys an overview of all of that, and also tell you what we do tell you what we think you should do, because we like to give you guys wisdom and advice from what we've learned,

of course, over the years of owning a cleaning business. And if you guys have better ideas and you have a better way to do it, we'd love to hear that feedback as well. So always feel free to reach out hello at Profit Cleaners dot com. And by the way, since we are a housecleaning podcast, we need a little bit of housekeeping here.

If you guys are loving the show, if you're getting value, maybe this is the first time you've heard it. Please like subscribe, leave a review for the show that, you know, pay the fee and help us continue to grow this movement and get a lot more people seeing the show so they can grow their cleaning businesses as well. That'd be awesome.

Yeah. So let's just launch right in. We've heard so many different stories of how other cleaning companies pay their people, which sounds to me like it'd be really easy, but they do it in a bunch of different ways. So I think we've expressed in the past that we pay our people when they clock into the building and stop paying them when they clock out.

And so they're paid all day and then there's a bonus on top of it, which I know we've talked about many times, but not every cleaning companies like that. So just want to run a couple different variations of cleaner pay by you. And then we'll talk about why we don't think you should do any of those. So the first one is the cleaners get a flat fee based on the size of the house.

So a 2000 square foot house, you guys get paid 50 bucks, I'm making up these numbers. I have no idea what the numbers are, but the concept is the same. So you're going to get paid based on the size of the house. That sounds easy, I guess, from a tracking standpoint, I guess, for the cleaner, I mean for the business owner,

but from the cleaner standpoint, if you cleaned a really dirty 2000 square foot house and it took you five hours, you get 50 bucks. And if you clean a really clean house, it 2000 square feet, you get 50 bucks. So you may run into situations where the cleaners are getting very little per hour, if they were stuck in there for a long time.

Yeah. And this also could present some issues with like quality, you know, because if they're only getting this amount and they're going to have to rush through it because they feel like, oh man, this is, I feel like it opens up a lot of variables that, Yeah, totally. It incentivizes the cleaners to rush, rush, rush, rush,

rush. Because if I get paid per the house bull shoot, I want to try and clean seven today in an eight hour day. And so you're going to run through there with brooms and whatever. And then that's how you get a bunch of one-star reviews. So look, I like economics. I listened to a lot of economics podcasts and I particularly like Freakonomics.

So they've got a bunch of really good podcasts out there. And their book Freakonomics, they talked about all it is, is chasing the incentives. So where are the incentives that you can find out what people are incentivized to do? You can find out what drives them and manipulate it that way. So that's a great point. They are incentivized in a flat fee basis to go fast.

And that's not in a good way, it's in a bad way. It's going fast to the detriment of quality and it will cause problems down the road. Yeah. So the next one here, Brandon is percentage of costs. Let's dive into that one. I like the flat fee as well, but it's like, we're going to pay the cleaning team,

30% of what we charged the customer or whatever it is we're going to charge them 30%. And then we're going to split that up amongst the cleaners. Again, I'm making these numbers up. Like if I'm looking at our own numbers, we'd have to be charging it. The cleaner is make something like 55% of every dollar brought in something like that. So again,

it's the same setup. So if they're paid by, it's a version of the flat fee. So we're going to have to move really fast because this house was 500 bucks. And I want my cut. Now, this kind of incentivizes the business owner to potentially charge less. So you pay the cleaners less or tweak the percentage that you do pay them to a degree that it's not.

Okay. And so if you have an independent contractor cleaner, I suppose that would be fine because they accepted the contract. But from a minimum wage standpoint, I think if they were really working a lot, then we have a potential to slip under the minimum wage. If these are taking a long time and I have no idea how they're going to calculate overtime in these systems,

if they're paying flat fees. So if you work 10 hours that day and you got 85 hours that week, you're not being paid a flat hourly rate. So maybe you're not getting your time and a half overtime. So that's going to make your cleaners upset and overworked and underpaid. Yeah. I'm just curious because we've never done the launch 27 model where using independent contractors,

I know a lot of people do it successfully. Is that how they're paying their employees? Is that a percentage of the job or I'm just curious because I've actually never seen that on the back. End of That is a great call. I have a friend of mine who is running a launch 27 business. We can get him on a podcast to get the specifics,

but they're all 10 90 nines and they're just negotiating the contracts. So I think you could set that up a couple different ways. I'll pay you 50% of the job or 70% or whatever it is, or it could be the flat fee option two, which is we'll pay you X amount for this big of a house, or maybe it's done by how many bathrooms and bedrooms they have.

So I don't think launch 27 keeps tight controls on that level of pricing because in that Facebook group, you see people asking about that stuff sometimes. And so I think that's really up to you. Launch 27, I think is a, it's got some legal documents in it. It's a customer facing software that lets people book and schedule independently, which is easy for the business owner.

But in terms of how you pay those contractors, I think that's totally up to them. Yeah. You know, maybe just another benefit to having your own team and W2 employees on payroll. Because again, this is like a variable. You might not be able to control that. Like let's say you are doing independent contractors, you agree on a price or a percentage.

And now it's not fair because the house was a much dirtier or something happened. And so maybe they are hurrying to get through the house, or I don't know, but it just seems like time and time again, when we talk about having that control over the teams and the products and everything, like it's just lessens the variables, which means you can scale a lot faster.

You can scale your business when you have less variables like that. So, So percentage of cost, flat fee chicken and the egg, I don't know. It was essentially the same model, just calling it different things. I think this may be the worst one out of all of them that only the driver gets paid their full rate all day long. So like you nominate a driver,

you are the driver, you get paid from clock into clock out. But the other people that aren't driving, they get paid nothing in between houses. So while you're driving from one house to another, you get nothing and I've heard this justified, well, that's their personal time to do whatever they want in between houses. Yes. They're going to look at their phone and do stuff while they're riding around in the car.

But then being their personal time means like I can go to the store and run an errand right now in my mind, like that's personal freedom to go, do whatever you need is your personal time. Not to be like a captive audience in a car being driven around. So the drivers getting paid, there are 12 or 15 or 18 bucks an hour.

And the other people are getting minimum wage or nothing, which like, that seems terrible. It just seems like it's going to open up a bunch of cans of worms. And I mean, just imagining myself, cause I've been in service jobs and stuff like that, where I've been that person sitting in the chair next to the person who's actually driving. I can't imagine not being paid because that's still my time.

Even if I'm not doing anything sitting there, we're driving to another location. It's my time. I can't do anything else. Like you're saying, I can't go to the store or whatever, you know? So yeah, that just seems like it would really make people upset, which is the exact opposite you want to do with your employees. Right? Totally.

Or it'll make them resent the person who's driving. And then they'll all be like, well, why can't I take a turn driving? And no, I need to drive because I need this money on my paycheck. So now you're incentivizing the teams to just fight amongst each other about she's getting paid more than I am for doing the exact same work. That's not ideal.

Not at all. We touched on it a little bit too. So the next version of that is that you get different rates when you're not cleaning. So same sort of setup you get paid. This can be kind of sneaky from the business owner side of things. Cause you can put out a job ad saying, you get paid 20 bucks an hour while cleaning that's the asterisk.

So while they're cleaning, you get 20 bucks an hour. And then when you're not cleaning, we're going to drop you down a minimum wage. And so that averages out to something like $15 an hour. So that is a bit of a deceptive marketing tactic, I think for recruiting. And that sucks for the people that get in there. They think you're going to make this,

but actually I make way less than that because I'm driving a lot. Like what if you're driving across town and you spent a lot of time in the car that day. Well that means you just less take home pay. So that incentivizes the business owner to kind of be shady and job ads. And then it incentivizes the teams, I think, to like drive poorly like speed in between houses to get tickets and cause accidents and things like that.

Maybe the business owner wants that to happen. Like we want to spend the least amount of time while driving as possible. So just go really fast. Well, that's fine. Unless they're going like 105 miles an hour to avoid being paid minimum wage. And then people see your name on the car and start calling you and leaving Google reviews about what bad drivers or people are like that.

I think this also just opens up a lot of potential like mistrust or whatever, like with the employee is constantly looking at well, this is when I was cleaning. This is when we were driving. And then when they do get paid, I mean, that's just so much more work to like calculate all these hours when they were working or potentially not working.

And So like service fusion does that automatically, like it'll track the labor and drive time, but I could definitely see a situation where on the mistrust side of things, the employers are like keeping their own notes in a notebook and making sure that the service fusion times match up because sometimes if service fusion doesn't have signal, it won't do that. It won't log whatever the time was.

So it'll catch up later, but it catches up when it gets back to signals. So sometimes it's off, we have to adjust those minutes pretty constantly. So that's just like, that's a headache for the employees to track. It's a headache for you to track. And again, you're just pissing your employee. Yeah. I mean, you want to make their life simple and easy and you want them to love their job.

Want to hear all the latest news from Profit Cleaners first, want to make sure you don't miss out on our next courses and some amazing discounts. We'll be sure to follow at Profit Cleaners on Instagram and sign up for our emails on Profit Cleaners dot com. I know we've had employees that I've seen on like tracking their hours and written like, and they've come from other places where this has happened to them.

And they've gotten totally shafted on their paycheck over and over and over again to the point where they have like PTSD about it. And they're like, well, you guys, aren't going to do this to me. And they're like, I worked this many hours on this day. And then they're like, double-checking our hours. And making sure that we're not screwing it up.

And so you want to be a company that your employees can trust. And there's a good likelihood that they've had really bad experiences like for this happening. So don't be that company that does that tear places I think is a good way to put it. You know? So we were talking about this with a coaching student recently, and I had mentioned that flight attendants,

this is something I learned recently on an aviation podcast. I like planes. I listen to aviation podcast. Flight attendants do not get paid when the plane is not flying. So all that time that's spent on the ground when flight attendants are helping you put luggage into overhead bands and telling you to sit down and buckle up and that little safety dance they do at the beginning,

where they have to tell you where the exits are on they're over here, they don't get paid for any of that. They only get paid when they're flying. And the reason it came up on a podcast was that one of the major airlines, I think it was American airlines as part as a recruitment tool because flight attendants are also, short-staffed just like everything.

These days as a recruitment tool, they changed their compensation package to pay flight attendance when they're on the ground, which sounds like they should've been doing that anyway, but that's how it's been forever. So like, you don't want to be that company that's juggling those hours like that. And then, you know, depending on where you are in the country and what local labor laws are,

some of this stuff, some of these schemes I think could constitute wage theft and it will get you in trouble. If a group of employees started talking to each other and then they talked to an attorney, like you're just asking for trouble by doing this. So it just doesn't make sense. We actually, I don't know if you remember this Brandon had,

it was like in the news or something like a big company. I think it was a franchise had, they were in the news for wage theft. Right. And I don't know if there was another happening of this, like years prior and then they sold the franchise because they were in so much trouble for it. But this happens all the time. Even the big companies do it.

It's crazy. Yeah. I can't remember the circumstance of that particular one, but what I can tell you is I was super happy as a competitor, that one of my competitors was on the news for wage theft. I mean, this was, the press was all over this. The lawyer was having a press conference. Every news thing showed up. And so here's what it is.

I actually pulled up a little article. So eight former and current employees of a company that I won't name, but it is a franchise. So they're victims of wage theft and they're not being paid for time working overtime. And so they were doing 35 to 40 hours a week and only being paid 30. And so they filed a lawsuit and it gets examined.

And so like in the end they put out a statement saying whatever we take all complaints seriously. But if they were taking complaints seriously, it would not have gotten to the point where you had to get sued and have a labor department inquiry. So again, you want to avoid the things that can be constituted as wage theft because that's illegal and you will get any grip.

Yeah. That's like much more of a reactive way of dealing with it versus proactive and just pay your people for what they're worth and pay Pam for everything that they show up for and treat them right. Treat them well, make them happy. So I think that's what this all comes back to. As simple as that sounds, it's not that simple for some people,

I guess. So. Yeah. So to that end, we've told you a bunch of ways that you shouldn't pay people. So how should you, we talked about it at the beginning. Here's what we do pay people when they clock in and then pay them when they clock out. So that means that we are paying for them milling around the building in the morning,

potentially, maybe one of their teammates is having a, an HR discussion with Claudia in her office. And they're being held back. That doesn't mean that we're not paying those other two for sitting around. We're paying them, we're paying them because we asked them to be here at this time, they were showed up on time. They get paid. And then at the end of the day,

we're paying them when they are unloading their car and sorting rags to do laundry, starting laundry, restocking, all the cleaning supplies in their car. They're getting paid for that because they're working for us and we're asking them to do that thing. And that to me is the gold standard. And so like when we started even just doing that, we put that in job ads in the beginning,

get paid for all of your time all day, because there were so many people that were working. We were trying to target people that were at other companies that were getting paid on one of these weird systems. And so you, as a cleaning business owner, who's just starting, this may give you some leverage because these aren't unique to the Albuquerque market.

These are franchises that exist everywhere. And I guarantee that these payment schemes are all over the country. And so you can say that like, look, we pay you from clock in to clock out the same rate all day long, plus a bonus that gives you lots of applicants when you put out a job. Yeah. And we've actually developed a reputation for this.

Like when people come to work for us, they've heard like the other people have told them, you know, and people know when they're going to come work for Sandia Green Clean, they're going to get paid on time. They're going to get paid what they worked and we're not going to be like playing any games with them. Like that's something that I think is super valuable.

You know, that's part of the culture we're building too. And people can trust us. They know they're coming to a place where that's professional. They're going to show up as professionals. They're going to work harder because they know their value and we're giving them that value. It's all reciprocal. So, So that's how you should do it. And then the little bonus feature here at the end,

cause you stayed to the end is how do you do it? From an execution standpoint, we have a very large payroll company called Paylocity that we use. But I have heard so many good things about this company. I've never used them, but I know lots of people that do it is called Gusto. And so Gusto is an app. It is kind of geared towards easy execution of payroll.

As a business owner, you run payroll from your phone. It takes a couple minutes. The employees all install the Gusto app as an employee and they clock in and out from that there's protections built in there for you as the business owner, it will do things like all the deductions. And more importantly, I think for you is that they will pay all of the taxes that are associated with payroll.

They do all that automatically. So they're going to file these forms with the federal government to make sure that social security was paid and Medicaid was paid. And they're going to do that with your state and make sure all of that's paid. Like if you were trying to, I don't know anyone who does this, I can't believe anybody would still do this.

But if you were going to try and do payroll by hand, for some reason, like you were going to write, people's checks out, you have to submit, you have to remit those tax payments to like three different agencies. Workers' comp and all these things like don't do that. Like that is just a huge waste of time. And it's so much numbers and math that you don't need to do unless you were like,

if you're a bookkeeper, who's starting a cleaning business and you want to have your pulse on it like that, go for it. But if you were just starting a cleaning company, cause this is the next career that you're going for, or you're starting your entrepreneur's journey, don't mess around with that stuff. Just find someone to do it. And so Gusto is the one that we record.

Yeah. I mean, this goes back to what we always say. Guys is build systems, build systems, and those systems will give you freedom and help you to scale and grow so much faster. And so this is a simple system we actually used to have what was our clock-in system and the B. And again, it was like a biometric clock in that we had Brandon,

I'll give you the brief history on how we've done this. We always paid people like this, but how do we actually track it? In the beginning, we had a biometric clock. It was a fingerprint based system. And to run payroll, we actually had to log in to the clock cause it was web based export the hours and then manually enter those into our payroll processor.

So in the beginning, that was a company called Paychex, which is huge. I got sick of paychecks, they were expensive. And I didn't think we were getting much for the money. So we went to a local company and they were great. They had a spreadsheet nerd in there who was our account rep. And so what we would do is I could send him the export from the time clock and then he would run it as an import without me having to type anything.

And it was automatical in there that I loved them. They were awesome. And then they got acquired by paychecks. So we went back to paychecks and then right away, as soon as he went there, I was like, Nope, I'm not doing this again. So we started hunting around and then we found Paylocity and Paylocity just hit all of our marks.

The thing that I do hear about Gusto is that you will outgrow it. Eventually. It's going to be a problem when there's too many people, it's got a sweet spot for smaller companies. And so when you get bigger and you need something better, go looking for it. So when we did that, we did demos with ADP and an HR company that a friend of mine owns in Colorado.

That's a co employer, which we can get into later. And then we ended up at Paylocity. I liked Paylocity because it's a flat fee per month based on headcount paychecks. We'll charge you every time you run a payroll. So if you screw up a payroll, you entered someone's data in wrong and you have to do a correction. You get hit for another payroll charge.

Whereas Paylocity is just, you have 35 people, cool. It's 600 bucks this month. And it was just really easy. And they have employee apps and they had apps in Spanish, which was important. All the employees can view their pay stubs on their phones and email a PDF to themselves. So whenever you get to that point, which we all know you will,

because you're listening to this podcast, you're putting some effort into it, then really dig in and find the one that's going to work best for you. But I think to start off Gustos Yeah. And like now just go back to that. How they're logging out, like not with the fingerprints anymore, but they can log out remotely still. Or how does that work?

Yeah. So with Paylocity, there's actually a tablet that's on the wall downstairs. And so they have to punch in a pin. So everyone has a unique pen. So for you to clock in, you have to put in your pin and then to avoid like having a friend punch you in, it takes a photo of you whenever you clock in. So we know who you in right now.

We're not at the size where it's called buddy punching is what it is. Like Amazon would be worried about buddy punching because they don't know who's in there. Like they're huge. Like we know who's in there. We know who take sick days off. So like we're at the size where that's still manageable. And ideally you never get to the point where you have no idea who's in the building.

Like you want to be able to keep track of that stuff. So, but yeah, that was the biometric substitute was that it just takes a picture of you and eventually they may get back to it. But biometric stuff is getting more, not as free flowing these days because of privacy concerns. Like people don't necessarily want to like give up their fingerprint to the tablet on the wall.

Cause I don't know. Where are you storing that fingerprint? Like what if you guys get hacked into my fingerprints out there? Like, so I don't know if companies are as big into biometrics these days as they used to be. But yeah, I mean, it sounds like if you're just getting started, Gusto is awesome. And like Brandon said, you're going to probably outgrow it,

but like we've outgrown many softwares as we've grown and we've had to restructure lots of things. And actually we're in the middle of doing that right now with some of our customer service stuff and other things. So it's an ongoing process guys, as a business owner, you know, this is what you signed up for. It's not going to be easy. It's going to be every evolving,

Never done. When I was super stressed out in the beginning, I remember seeking resources. Like how do I calm this anxiety? And one of the things that I remember reading was it was a time management book, but you need to come to terms with the fact that the work's not going to be done. So like a lot of people will try and stay to finish.

I'm going to finish the work. It's not, you're not going to finish block your time, do what you can and then leave it at work and then come back the next day. So same thing with growing a business. Yeah. You're going to put in a system and that's going to work great for you until it doesn't. And then you don't just sit on it for the next 10 years.

That's how you see people like running dos computer systems. When you run into like some old business, you need to update, it's a pain in the ass man. Like the one that we're going through, like we'll put out a whole episode about this when we're done, but we are switching up the customer we've we did a customer experience podcast. I think that was actually the last episode where we're telling you about how to create these interactions with your customers.

Part of that change at San Diego, green clean is switching to a completely different software, which is going to drastically alter how we handle customer communication. And that is a headache and we're doing it. But the point is we're doing it because our competitors aren't doing it. Yeah. And whatever your competitors aren't doing, that is hard. And it's going above and beyond.

You want to focus on doing those things cause that's, what's gonna make you guys unique and different and again, create that better experience. And so we're always looking for ways to create that better experience. And in this case, you know, a lot of this is better experience for your employees, how they're getting paid, how everything's getting tracked. You know,

I think you mentioned Gusto. Even let them check their pay stubs on the fly and things like that. So what a nice additional reason to get something like that going so your employees are happier. They're not always bugging you for their pay stub and having to like back and forth all the time, put these systems in place, guys. That's what it's all about and make everyone's lives easier.

Everyone's happier. And that's the point. I remember complaining to John, our CFO about one of these things like this. And he said something along the lines of, it sounds like you don't want to do the hard work. And that's just kind of like a little backhand little slap, like, come on, man. Obviously no one wants to do this,

but you have to do it. So just do it. Yeah. Do the hard work guys. Yeah. You're not gonna get it all done. But the point is, especially when you're feeling anxious or you're feeling upset or worried, take action, do your 1, 2, 3, 4, 5 things, whatever you can get done in that day that are the most important things that move your business forward.

And yeah. Continue setting these systems up because a lot of it is hard work upfront, but once the systems in place, once Gustos in place, whatever the system is, it's in place. It's done. You've done the hard work. Now it's going to save you so much time. It's going to help you grow so much faster. So that's The point and attract better employees And attract better people because they're happier.

Yeah. Those are the nuts and bolts of do's and don'ts of paying people. So we're prepping a separate course here, like a launcher business course, which we'll have checklists of basic things that you need to do. File an LLC. You get a website, sign up for an email service, things like that. If you are really going into it blind,

these are how you do those things. So that's in the works right now behind the scenes. So if you have any input on what you want in there, if it doesn't have to do with marketing and ads, we have a course for that. And if it doesn't have to do with how to do the cleaning, we have a course for that.

Anything outside of those two rounds, let us know we've got time. So you can hit us up at hello at Profit Cleaners dot com. And then we have the Facebook group, which has Profit Cleaners TRIBE. And if you bought a course, there's a different Facebook group, which is Profit Cleaners clubs. So you can leave us comments on those and we will make sure that we do our best to get whatever you want in that course.

Absolutely. I'm really excited about it. I mean, we've been talking about it for awhile. The cool thing about it too guys, is that as we expand and do the new market, we've been talking about wherever that secret market is. You never know. We are also going to be adding a lot of that content as we do it, you know,

and just like side-by-side with you. So here's the research we did guys. And here's how we did the research. And we're just going to pull it out and show you what we did. Here's the next phase of growing or expanding into this market. We did. And just show you guys the checklist of everything we're doing, but see, in our head,

we've done it already in Albuquerque. So we're going to start with giving you everything. We know all the business basics and everything. I mean, Brandon and I have done different crash courses. Over the years, I studied business. Brandon's done lots of business classes. We've gone through a lot of hours of doing this. That's why we can't just put this content in one of the existing courses.

It is a lot to go over. So it's really a course of on its own, but I think it is going to cover a lot of the questions we've been getting. Like a lot of you are starting out. You want to stop cleaning and actually grow the business and get into building these systems. And so it's going to cover all those questions,

all the business basics, all the foundational stuff that like you said, maybe you just don't know what you don't know. And it's good to have this stuff in place could save you a lot of time and money in the future or big mistakes you might make. So that's what it's all about. So yeah. Guys look out for the course. We'll let you guys know when that one's ready.

I'm hoping we can get something now in the next month or so, but it could take a little longer, but I think we can put it out there. And then, like I said, guys, just like all the other courses you'll have lifetime access. So as we expand into new markets and add, here's how we're doing it, here's how we're launching a brand new business.

We'll add that there as well. So it's continually evolving and we're always adding good content. And also like Brandon said, let us know what you want to put in there. We'll put it in there for you guys. Hello? At Profit Cleaners dot com like, and subscribe to the podcast, guys, help spread the message. And I think that's pretty much it,

right, Brandon. Yeah. Keep it clean. Thanks for joining us today to get more info, including show notes, updates, trainings, and super cool free stuff. Head over to Profit Cleaners dot com and remember keep it clean.

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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.