Some of us already have that entrepreneurial spirit at a young age. Sharing his own entrepreneurial journey from the age of fourteen is Jim Johnson, business expert and founder of Contractor Coach PRO. Jim talks about how he found his true north as a coach for contractors while giving his own advice to people in the industry. He discusses some of the systems he has built at creating a successful business, inspiring you to work on the fundamentals to support our businesses better. He also gives his observation on the usual mistakes and problems some coaches in contracting organizations tend to commit and how he was able to help them. Discover some great tools on contractor management as Jim shares some of the software that are out there today.


Systems, Softwares, And Coaching Contractors with Jim Johnson


My guest is a business expert who has been an entrepreneur since the age of fourteen. He started his professional life swinging a hammer. He realized his natural ability and his affinity for the industry and he became a growing enterprise as a contractor into the $40 million a year range. Realizing that his true North was calling, he started Contractor Coach PRO, which is where his passion for coaching contractors became his life’s work. He’s also a Board Member of The Catalyst Group, a vendor organization formed for the sole purpose of helping contractors do it right. Welcome, Jim Johnson, to the show.


Mitch, thanks a lot. I’m super honored to be here. I listen to your show. There is a lot of great valuable information. 


We’re talking to Jim and he is the probably the most well-known person when it comes to coaching contractors. If you’re not a contractor and you’re thinking of clicking off, don’t because you’re about to hear some very powerful business strategy and wisdom. Jim, let’s start with your life. Where did you start your entrepreneurial journey?


That’s actually a funny story. I grew up in the little neighborhood that I had been in my entire life. The same neighbor across the street the entire time and he recognized that I had some entrepreneurial spirit. He had this motorcycle that I want really bad and he knew it and he said, “If you want to earn that motorcycle, how about you mow my yard for the summer and at the end of the summer, I’ll give it to you?” He is a very particular man. He had me mow his yard and I had to do it over and over a few times. Edge things right and pick weeds and do a bunch of things that a kid at fourteen years old is like, “This guy really wants a lot out of me.” As time went on, we went through about half the summer to get it right. He goes, “You should ask a couple of neighbors if they want you to mow their yard.” “That’s a good idea. How much should I charge?” He goes, “I don’t know. What do you think it’s worth?” He guided me along and to make a long story short there, over the next few years he not only helped me build that landscaping business and asked me questions that nobody had ever asked me before. He took me to his own businesses and showed me how he ran his business as a fourteen, fifteen-year-old kid. I’m extremely thankful to that neighbor.


I can remember my next year doing the landscaping where I’m now fifteen. He goes, “I’ve got some commercial properties, you’ve been to my businesses, would you like to mow it up?” I said I’d love to but I’ve got a problem. I’m only fifteen and the last time I checked you need to be sixteen to drive a vehicle. He goes, “It sounds like you need to solve that problem. How would you do that?” I said, “I guess maybe hire a guy that’s sixteen that got a vehicle.” He goes, “Good choice.” I hired my first employee. They were set up W-2. I had to learn all about employees and stuff and really how to run a business as a pretty young kid. By the time I graduated high school, we were doing a little over a $175,000 in revenue. We ended up doing much more than that that summer after graduating and I ended up selling that and moving on into the college. I had built a business and sold it as a teenager, which I thought is pretty cool.


Not many teenagers are able to build business north of a $250,000 and sell it no less. That’s an incredible accomplishment for a young man. I bet your parents were very proud.


My mom, yes. I would agree. I grew up in a pretty tough situation with a stepdad, which is probably a little bit of why I am who I am. I’m very driven. I don’t like being told I can’t do something. It forces me. It’s the word. That’s the keyword. If you told me I can’t do something, I will run through fire to do it. I grew up that way which was a struggle, I won’t lie, but there are parts of me that are pretty thankful about that at this point.


When I was a little bit older than you, I applied for a sales position after being in a marketing/engineering division. What ended up happening was that I ended up being turned down for a sales job and the guy who turned me down said to me, “Mitch, you’re just not cut out for selling.” Three words went through in my mind when he said that. Those three words were, “I’ll show you.” It sounds like you had the same three words more or less in your mind when you’re dealing with your stepdad.


As a matter of fact, I left home under very stressful circumstances. I did not make it through my senior year at home. I was into a situation where I felt I had to leave or things are going to get pretty poor, let’s just put it that way. When I left, I can remember my final words to him were, “By the time I’m 40 years old, I’ll be retired and I’ll be a multimillionaire.” That has driven me ever since that time. I was, fortunately, able to accomplish that. You look back on it and it was really bad stuff but in the end, there are parts of it that you’re thankful for because it did force me to do some things that other people may not have done under the same circumstances.


As you progressed in your business life, when was it that you decided that being a contractor was something that you wanted to do?


It was after another business venture. I had gotten into the health club business. I found out that I could sell a lot of health club memberships. I became a manager for them within three months. I started managing their ten clubs within six months. I became their vice president of sales and also franchise sales and ended up taking that business to 40 locations here in the State of Texas. Unfortunately, I went through a divorce. I sold the two clubs that I owned and left that industry but something really good came out of it. My friends were not big fans of my ex-wife and they threw me a divorce party. That gives you an idea of how that was. I met my wife, I’ve been married to her now for 26 years. We have three lovely children and I met her at my divorce party. That’s a unique way to meet your wife I think. It was love at first sight and we’ve been together ever since. We’re still best friends to this day.


I love that story. Thanks for sharing. It is unique that somebody would be divorced and then the very next person they meet becomes their lifelong partner. That’s how you know as the old saying goes, “It was meant to be.”


It was and I always tell her all the time, if it wasn’t for her, I’d probably be dead in a ditch somewhere. She has done a great job of keeping my visionary wildness reined in a little bit and she helped me achieve a lot of these goals that I’ve been able to do.


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My wife says to me, “You’re an optimist, and an optimist always sees the good in people and always sees everything working out.” I said “Yes, exactly. That’s right,” and she goes, “I’m a realist.”


You’ve got the same dynamic going on. You know the old saying, “The cup is either half empty or half full.” I just say throw out the water and fill it with beer. It’s overly optimistic for me.


You ended up in the contractor business after your divorce party. How did that business go? How big did that get? Give us a range of the stuff that you did as a contractor to grow to over a thousand clients?


I actually got started with a home builder by doing some contracting work, being a carpenter’s helper and then a carpenter and learning something new because I had moved. I moved from Houston, Texas where I had a divorce to Wisconsin with my wife is from. I told her I could do it because I didn’t have money anywhere. I got this job and that went pretty well and I learned a lot. Then this opportunity came along to get involved with this construction company and they explained the whole deal to me. I went, “That looks like it’s pretty cool. I can sell some of this stuff.” We were selling roofing, siding and gutters and windows as well.


I had never done that before but I knew the construction side behind it. I got into it and I did very well. Immediately, I was able to sell a tremendous amount more than what people were used to and be very organized about it. They start coming in and saying, “Could you teach other guys how to do this?” I said, “If I’m going to do that, how about I teach them on how to grow this business and make me your sales manager?” They did. It took about three months to get their business organized with processes and systems and forms and all the stuff that you needed. Everything was old school back then. I got it all organized and we took that business from $3.7 million to $36 million in one year. In one year, we took it to that level as it came down to some pretty simple things. Having a system in place, having the right documentation in place and then having the right hiring process and knowing the type of person that you were looking for that specific position. As long as you could repeat that over and over again, you can get the things as big as you want it to be.


Let’s talk a little bit about the systems because I’m a systems person and I’d love to compare notes and hear how other people build their systems to support their business. Tell us about the system that you created for that company.


For that company, that system is what I would call pretty basic. I had to take it and say, “From the time that we start with a customer to the time that we end with a customer, what are the milestones that this customer goes through, the big pieces that they go through?” They went through a lead, a prospect, an opportunity, a close and they obtained business or win, you might call it on a lot of cases. Then it had to be reproduced. It went through a production set of milestones and then finally, in the end, it had to be collected. We call those, “Sell it, build it, collect it.” It was the overall concept behind it.


When you had those forms for contracts and change orders and those type of things, you have to make them all the same. If you can make them all exactly the same, you could repeat that thing over and over. Where before, each salesperson can have their own way of doing it and when I changed that, we lost about half of the sales force. Change is scary for people. I didn’t have a whole bunch of happy owners at that time but I said, “Don’t worry. We’ll get this under control.” Sure enough, on the short order, we have done quite well.


It reminds me of the time that in the early years of the CRM industry, my company was purchased by another company called Sage. Sage had a CRM software and I was tasked with running that division. I got deep into what it was like for our clients to implement CRM software. You said that people, once you imposed systems, some of them actually left. It reminds me of the old days of CRM where everyone hated CRM because they just wanted a sell. They didn’t want to have to deal with some computer program that isn’t going to make them any money. Clearly, the world has changed quite a bit when it comes to CRM.

FTC 127 | Coaching Contractors
Coaching Contractors: There will always be something you’re thankful for with the bad stuff because it forces you to do things that people may not have done under the same circumstances.

It’s super interesting you say that because I’m really familiar with Sage. It was a tool that we actually use. A lot of our contractors did use that tool. It was very well-made. Also, the technology for our contractors is like giving a caveman a key to a car. They have no idea what it is. It’s a big leap to get there. This whole deal with contractor side of things was 1998 to 2000 with that first contractor. What ended up happening is they dipped me out of a bonus. I said, “I can’t work here anymore so I’m going to go be your competitor.” That’s how I started my company.


I hear this so many times from really smart and good people who go to work for somebody else. They do an exceptional job and then the owners get greedy and say, “We’re going to cut your commission next month because you made more than we thought you would.” The next thing that happens is just like what happened to you, they end up with a new competitor and they deserve it.


It was actually a mistake they made. I knew all the numbers. I knew how much they had made through my hard efforts and I thought it was pretty cool because I told myself, “I’ll run this thing for you. Go golf and while you’re playing, go have fun or do your thing. I’ll run this thing for you and take on that responsibility.” Along with a couple of really important friends that helped me one on the production side and one on the general management operations side of things, the three of us ran this company for them.


You ended up leaving and you became a competitor. Tell us a little bit about that journey as a contractor on your own out there in the world looking for work.


One of the first things was when it all went down, I made a really strong decision that I would not go after either people, any of the sales people I hired or anything like that. I was going to search fresh, start new. I made some changes that needed to be made because when you grow a company that fast, no matter how great your processes are you’re going to break it. I learned that. I say, “I may not grow quite that fast. I will put a better process into place.” I created what I would consider the first VPN CRM for our business that ran the entire thing frontend and backend, sales production and collections. It was on an Access database with Microsoft. That’s how we ran our business and it allowed us to scale quickly, be in multiple cities at the same time, and start to open new locations, which were something that was pretty difficult to do before that type of tool, at least quickly.


When you grow a company fast, then no matter how great your processes are, you're going to break it. Click To Tweet


Many of us have been on that journey and through that pathway. Same as you had, I started a software company. I was shipping retail software in 1985 and there was no such software program that would handle the scalability that I needed. I actually got a software product designed for the catalog industry. The guys who wrote the Sharper Image catalog software ended up writing my software based on what they had done for a Sharper Image. We adopted it to the software industry and as a result, we were able to grow from a few hundred dollars a week of sales to nearly a million a month without changing the software one bit. That’s the power of a well-designed system when you understand the true end goal, which is to scale.


It’s funny that you bring that up because I would say that’s my talent. Wherever I’ve been, whoever I work for, I can look at the way they’re doing it and say, “We can systematize this.” We can turn this into a system and a process and repeat that thing over and over. I’m a huge reader, a studier of business and entrepreneurship whether it’s Ray Kroc or Jim Collins. Those guys all talk about getting things systematic and when you do, you can really do some pretty amazing things. When you throw in the power of what technology can do, 2004 to 2006 is where it really started to take off. I had my first taste of that Access database with being able to create something, not with my own skill. I would direct somebody and say, “I want it to do this,” and they would make it do it. I said, “There’s more to this.” I created a piece of software for my team. We did a lot of roofing, siding, gutters and those type of things. We had to do a lot of measuring. We made it where you could measure on a laptop device. Literally, draw the roofs, get one measurement, pop it and scale it for you. Then you could drag and drop all the different accessories onto it and it would spit out your estimate, your order for your materials and your order for your crew. It sped things up tremendously. It cut the time by about 90% that will take you normally to do that.


That’s the way to do it. The way to do it is to find the common need and build the piece of software to address it and in effect, that becomes a huge competitive advantage which is obviously why you did it. Let’s get more specific. You’re in the business of helping contractors as a coaching organization. Let’s start with what you think are some of the problems that contracting organizations or contractors have and how you’re able to help them?


I would think that probably the biggest mistake most contractors make is their first thought is, “I’ve got this down a little bit now and I want to grow my business. The way to grow my business is to hire a bunch of people, whether they be salespeople, administrative staff or whoever they are. I need to hire some people to help me out so I can grow my business.” Usually, they default to salespeople because that’s a revenue-generating position. They come to us and that’s usually their main reason they come to us. It doesn’t really matter if you’re a contractor or you sell bicycles or whatever it is that you do in your entrepreneurial life. If that’s your first thought process, you really are thinking about the end result and not really what’s necessary to be in place first.


We teach this concept called the Contractors Game Plan. They come to us and say, “We want to grow our business. We need to hire much more people. Can you teach us how to hire a bunch of people?” I say, “Absolutely, but I have a question first. Do you have a training program? When you hire this new person, you can put them through that program so that they can be successful quickly with your business.” “No, not really.” They are like, “We have one.” I go, “How do you do it?” “We have them ride along with us and show them how to do it.” It’s a lot of verbal training. The thing about verbal training, you understand that when you verbally teach somebody something, instead of combining that with doing the actual thing and then writing and all the other different learning styles, that person retains about 10% of what’s told to them.


You go out one time with them, they retain 10%, you go the second time with them, they don’t get a new 10%. They reinforce about five and get about a new five. It’s a very long process to train somebody that way. If you can develop a training program that you can reinforce often, you can ramp somebody up much quicker in whatever type of organization you’re running. That’s just one step back. Then how do you produce it? Do you have a process for that? How do you sell it? How do you market it? Overall, what’s your process? From beginning to end, how does it work? It’s all the way down to every last little detail. In our world, things like where would you put your ladder, you can’t put that into CRM so you need to have this as a written process for your entire organization.


Then we step back a little bit further with the accountability. How are you going to hold people accountable? How are you going to keep them organized? What’s your organization going to look like? Are you going to be in one location with a very deep hierarchy? Are you going to be multiple locations with a very wide hierarchy? Who’s going to answer who so everybody understands the chain of command? Then we’ll take a step back and say, “What’s your culture going to be like?” Then last but not least, which is the very first thing you need to assess as a person thinking about opening a business or if you currently run one that you’re looking at scaling is you really need to assess your leadership ability. If your leadership ability isn’t there, all the rest of that stuff isn’t going to happen the way that you’re probably picturing it in your head. Unfortunately, leadership is a skill. It’s something that you can learn. Anybody can learn if they want something of value.

FTC 127 | Coaching Contractors
Coaching Contractors: If you can develop a training program that you can reinforce often, then you can ramp somebody up much quicker in whatever type of organization you’re running.

These are the core lessons for any business. The systems that we teach when we build certified consultant programs, it begins the same way. It begins with the learning management system. It begins with trying to find a way to create a system that encapsulates everything the founders or the owners of the company believe in and know in order for the people that they’re training to do their job. Whether it’s placing a ladder or whether it’s placing a needle inside of a molecule, it still requires some training. Usually, the process of learning is the same in either case. I love the way you describe it. You’re right, it’s five plus five when it comes to 5% plus 5%. I think that’s very accurate even though I don’t know if it’s been cited anywhere. It feels right to me and based on my observation, it really is that way. I think like you said the first step is to make sure you have a way of duplicating the teacher so that as they graduate your learning system, they have 100% competency.


We actually follow a process of what we call a rookie quick start. When somebody new comes into you, what can you teach them in the first five days that allows them to do 80% of their job so that they can get up and running as quickly as possible in your organization without having a lot of expenditure into their training? At that point, you’re going to go to about a 90-day reinforcement training and then finally you’re going to have ongoing training consistently. The contractors, in particular, have a deficiency in training. I would say severely other than this hands-on or ride-along type training. It’s a struggle that we have to get past with a lot of our guys is understanding the training is so valuable. If you can do that on the upfront, you actually save a tremendous amount of time. It’s more amount of time that you save in just answering questions. The guy that’s new, he’s got questions and he burns up your phone, he burns your text, and you’re answering a text at 1:00 AM. Instead, that guy could have gone through some reference materials. He could have gone to some online videos that you have available for him. He could have gone to a lot of other ways to find that information without you being the sole source of everything that is anything in your business.


These are what I would call universal wisdom when it comes to the way people learn and how we’re supposed to train them. Let’s go to the next step because you mentioned hiring and then you mentioned systems. We’re not building custom systems anymore these days. There are so many great products out there for just about any profession. Give us an overview of what you think of some of the contractor management software that’s out there and maybe a few words about the ones you like the best.


I mentioned to you I was familiar with Sage and there’s also a thing called Act! Database. Those are old school back in the late ‘90s. Then it graduated to tools that became a little bit easier to use with Access and stuff like that. I created that piece of software for my team. Whenever I moved out of a residential contracting into commercial contracting, I took that piece of software with me and started to sell it. I put it out there to other companies. Their salespeople are saying, “This could make your life faster.” It went really well. We had 1,500 users in less than a year so here are your first thousand clients. We have 1,500 users and at that point was when the SaaS model started to exist and we recognized it right away.


I was like, “I’m going to build this tool that’s going to be SaaS-oriented instead of computer-oriented.” I started working on that. There was another company doing the same thing except they were doing that backend stuff. I was all sales and finance stuff, they were backend stuff. Tracking jobs and tracking the customers, tracking collections and things like that. We got introduced by a mutual friend and the funny thing was we were both contractors and we were extreme competitors. He was very good, we were very good and I had never met him before, so I despised him. I’m like, “I do not like this guy because he’s good and so are we. I don’t like whenever he gets a job and we don’t.” He walked in to meet me. It was at an IHOP. That was our first meeting. The person to introduce us was not there and he walks and he goes, “I’m here to buy your business.” I went, “Maybe I’m here to buy your business,” and that was pretty much the end of the conversation.


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He left and we parted ways. Months later, he gave me a callback he said, “I want you to be involved with us. I would like to buy your software and have you actually come and run this organization for us.” I did. I ended up selling my software called Silver Lining to They are the preeminent software for home services contractors out there right now. They were not at the time. The whole putting your stuff on the cloud was scary for everybody like, “I don’t want that one in my office or right on my server.” It’s a big hurdle to get past that obstacle, but over time we were showing people the value of it. We were able to do quite well. We ended up with 3,000 customers after about three years. Now, there are well-over 10,000. They’ve got customers all over the place and they’re doing quite well.


You went and created a new industry. It’s important to note that the support came from a potential competitor. Two Alpha dogs standing in the parking lot growling at each other end up later going for a beer becoming friends and actually become engaged together to build a bigger business.


Even when I resigned, I did it the right way and we’re still friends to this day. We keep in contact quite often.


We’ve covered a few things about the process and to repeat what I think you’ve said, people need first to pay attention to the training aspect of how they bring a new person on board. Then they need to find a way to hire people so that you can automate that process to some degree. Without even asking you, I’m sure you developed a series of forms and a series of processes that you could vet a new person quickly.


It really starts for us with that leadership and culture side of things. That’s the first thing that we’re really going to work on with a contractor and evaluate. For example, if a contractor doesn’t have some of those leadership skills and really doesn’t want to put in the work and effort to gain them, we’re probably not going to work with them. This whole idea of get-rich-quick or get the end result type thing right away and just have somebody do it for you doesn’t work. I don’t care what anybody says. I don’t think it works that way. I think you have to invest in time and effort into something so that you experience the journey. Not only do you understand the result that you get, but you feel the reward for that effort that you’ve gone through and you’ve actually learned a skill that you can take for the rest of your life. If we don’t teach that skill as coaches, we do them a disservice the way I look at it.


Let’s go one step further. Let’s say you sign someone up to your system and you take them through that first three to six months and they start to see some results and I’m sure that you put in place the next step. What happens after someone goes through six months of coaching? They’re getting results, they’re doing well, they’re loving their experience and loving you, where’s the next upsell and how do you introduce that?


It can be a variety of different things depending on the type of contractor that’s come to us. For example, if there is a contractor that’s focused on residential, that next thing might be a commercial system and process for them. If they’re commercial vice versa, maybe they’re what we would call a retail contractor. Retail contractors are the ones that most people are very aware of. Depending on where you live, you may understand what a storm restoration contractor is, guys who do hurricanes, fires, floods, hail storms and stuff like that. There are a lot of guys that want to learn about that. We have a whole module for that.


It depends on how they start with this and what else they want to grow into. We get into some deeper concepts too. Think of that first three to six months as getting the basics all in place. We’re going to get these systems, these process in place for your particular use case and once we do, then we want to start measuring everything to make sure that it’s running as smoothly as it possibly can. We have this concept that we call velocity where we track from that time that a customer is obtained until the time that customer is final, build-out, collected and the last piece of paperwork is sent.


We track that time and evaluate the milestones along the way and anywhere where there’s a hiccup up we look at the process, refine it and change it. It may change our entire way of doing things which we’ve done with a few different contractors because of certain circumstances they may be dealing with in their market to increase their velocity. The faster you can go from A to Z, the more money you make on that project. We can literally look at it like this. If you’ve got a $10,000 project, for every day you spend on that project, just divide that project by those number of days and that’s how much money you’re making that day. If you can do it in fewer days, you make more money per day. We make it as simple as possible.

FTC 127 | Coaching Contractors
Coaching Contractors: When two alpha dogs stand in the parking lot growling at each other and ends up later going for a beer becoming friends, then a bigger business is bound to come together.

What’s interesting is I still hardly heard anything that’s specific to contractors. Again, all of the stuff we’re talking about seemed to be universal business lessons and strategy for just about anybody who’s trying to grow a company, particularly a service-based company. I’m really enjoying this because we share a lot of the same philosophies and even some of the same processes. Where I go to the next step with my clients is that we then teach people how to build organizations to certify their best clients so that they actually end up working for them. You and I can actually have a conversation about that privately.


We do something similar where we find the best talents within our organization. We then license them to open their own location so that’s something else that we may work out with the contractor once they grow large enough. We do it in a couple of different ways. One is helping them turn it into a franchise operation, one is turning it into a licensee operation and the third one, a managing partner type operation. It depends on which way they want to go and type of end result they’re looking for. That’s the first thing we look at with any contractor we work with. We design their culture and their culture is based on five key components for us. It’s the way we look at things. This may not be the way everybody else looks at culture, but for us we do.


The first thing we ask any new owner is, “What’s your dream?” With all of those who are starting this new business, what’s the endgame with it? Most people don’t think about that. Most people think about, “I’ve got to make a dollar tomorrow.” Then the next day is $2 and then it keeps going like that. They’re putting together pieces of it over time but never really thinking about what the end is going to be. We challenge all of our new contractors that we’re working with to tell us the endgame. If we know what the end is, we can build it backwards from there to get you down to what you need to do each day, each hour and each minute to achieve that thing that you’re after. Knowing that from day one helps us to coach them correctly during their first three to six months with us. They understand that if it goes beyond that, we know where that’s headed.


I think it’s a great strategy. I also like the way that you have a plan for just about anybody who comes to you, who would like to build a bigger business, become more skilled, become a better leader, and even franchise your operation. We’ve covered a lot of ground. We’ve talked a lot about business and about strategy and to some degree a little bit about contracting too. I know that there are going to be contractors here that would like to maybe work with you or at least understand what you do. I understand that you’ve set something up for our listeners that’s very generous. You’ve actually offered me free coaching session for contractors. We’d like to talk a little bit about what happens on that free session.


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We have a link for folks that come and look at our show page. They can click on that link and it will take them to two different things. They will have a copy of our calendar so they can set a time to meet with us and we’ll do that for free. We ask that you do one thing for us to make the most of our time whenever we do meet for free. It’s to take a contractor assessment. It’s going to take you ten to twenty minutes depending on who you are. It’s super easy to do. It’s an online form. You just fill it out to the best of your ability. When you do, it allows us to focus on those pain points that you might be experiencing in your business and show you exactly what we do with contractors to make that pain go away. That’s how we do it.


Jim, I have a question for you and this is a question that I ask all of my guests. The reason we ask this question is that in many cases, the answers help us better understand exactly who you are. Who, in all of space and time, would you like to have one hour to enjoy a walk in the park, a quick lunch or an intense conversation with?


I’m sure you’ve probably gotten a ton of answers to this and truthfully, if I had my choice, I would say Jesus Christ. That’s who I would love to. I’ve got lots of questions and I need lots of answers. I’m sure you’ve probably had that answer before. They’ve probably given you the same type of response that I would probably give you. I’ll give you somebody that’s maybe a little bit closer to home or maybe somewhat unique. It would be Mark Cuban. I would love the opportunity to talk with Mark Cuban and see how he sees things. I have never seen anybody that can grow something as fast as he has the ability to do and do it in a wide variety of different things. He and I have a lot of similar ways of looking at things, passion for sports at the same time. He also has a passion for politics and leadership. I would love to have that opportunity to take an hour of a walk with that guy.


Both are great choices and you’re right, Jesus has been very popular on our show but interestingly almost everyone who picks Jesus Christ doesn’t describe the reason why they want to have that meeting the same way. That’s what’s unique about it. As far as Mark Cuban goes, he’s a brilliant strategist as well and a fantastic business person. We had another shark on the show a little while ago named Kevin Harrington. All of us entrepreneurs and businesspeople love that show. Although I will say the questions are almost always the same unless the guest is a very pretty female, for the most part, people get grilled just about the same exact way. I do enjoy and I love the lessons that I learned early on from watching the show as to how to vet a potential investment as well. That was good.


We do something similar to our contractor. We vet them. I would say out of ten contractors that come to us, we probably only work with about 20% of them.


Here is the grand finale. The final question, the change the world question. What is it that you are doing or would like to do that truly has the potential to literally change the world?


It’s something that actually I have thought quite a bit about. I feel we all have a purpose. I think God has blessed us all with our own talents. If we don’t use those talents, in my opinion, we’re sinning. We’re really not doing what we’re being asked to do. I have a talent for being able to teach people. It’s something that I have been decent at over my time. I’m also fortunately married to a very good teacher and she teaches in the school system. She is retired now, but what we would like to do is either to get involved with the current organization or develop our own organization where we get them early. That’s where the difference is made is when children are early and really focus on serving the underserved. All the people there feel like, “I don’t have an opportunity. I don’t have a chance. I’m too poor.” Whatever it is, as long as they have the drive, I want to present that opportunity to them to learn. To get the education they need to reach the level of success or identify with that level of success that fits their idea of what success is which is different for everybody.


That’s a great mission. You’re exactly the right guy to fulfill that mission. I just can’t wait to see what you produce in this world.

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