Welcome to Close it now, the podcast that's revolutionizing the H Vac and home improvement trades industries.

Get ready to dive deep into the world of heating, ventilation and air conditioning.

We're turning up the heat on industry standards and cooling down misconceptions.

And we're not just talking about fixing vents and adjusting thermostats.

It's about the transformative movement that's reshaping the very foundation of H Vac and home improvement.

We're the driving force, inspiring top performers who crave excellence not only in their professional endeavors, but also in fitness, nutrition, relationships and personal growth, proving that we can indeed have it all.

This is Close it now, where excellence meets excitement.

Let's get to work now, your host, Sam Wakefield.

Well, all right.

Welcome back to Close It Now.

Sam Wakefield here.

I am super jazzed about this guest today.

He is somebody that I've known for a little bit now and it's really fun when you come across a place in life and you really make some connections with people.

And when your mindset is there's plenty of room at the top, right?

When you change your mindset from it's lonely at the top to there's plenty of room at the top now all of a sudden we can have function with this abundance mindset and a gratitude of exactly what we're doing and all of these things that so many people get twisted out of shape and be like, oh, their competition and all these things.

And that's just such wrong mindset.

There's so many people that we can help and that's why I love to have so many people even from within H Vac that are other trainers on the podcast.

I don't see any of that as competition.

It's.

There's so many people that need help.

You can multiply the number of coaches and trainers by 10 or 15 or 20x or more and still there wouldn't be enough of us to help enough people.

And all of you listening, you might not relate to resonate with every single thing that I say.

Maybe you'll resonate with somebody differently.

My goal is to help you win.

So that's why I exactly why I have have the guest that I have on today.

He comes from outside the H Vac, you know, the, the big three trades, right?

H Vac, plumbing and electrical.

He comes from outside that.

But I know that he is going to bring a lot of value today.

He is a sales trainer, he's a business trainer.

And of course he'll go give us this history in something totally different still in home cells, still home improvement, but something different.

And one of the coolest things that I think I have gotten to know about my friend TJ Moon here.

So this is TJ Moon.

One of the coolest things I've gotten to know is how absolutely coachable he is as a coach.

That's something that is for every single person listening.

To be successful in life, you have to choose to be a lifelong learner.

And abc.

Not traditional Glengarry Glen Ross.

Always be closing, but always be coachable.

If you choose to always be coachable, then you become a conduit for content information to help more people and then you learn more.

You can help more.

So I love that.

So super awesome to have you on the show today.

Thanks, Sam.

Appreciate it.

I'm happy to be here.

Yes, sir.

Thanks for taking time out of your day.

So give us a highlight, real man.

How in the world did you end up where you are?

And why in the world should anybody listen to you?

Wow.

Yeah, it's kind of been a long journey.

I started in home sales straight out of college.

It's funny, I went to school at James Madison University, which is a small school outside of Washington, D.C. it's like about two hours from D.C. and when I graduated, you either go to Richmond south or you go to D.C. north.

And so a lot of my friends went to D.C. and I went to go visit one of my good friends from college one day and I walk into his house and we're like 22 years old, right?

Nobody has anything.

We're eating ramen and living on couches, that kind of thing.

Sure.

And I walk into his house and he's got a new surfboard, a new snowboard Max sitting on his desk, every tour toy possible.

And I was like, I mean, this is like a good friend slash mentor of mine throughout my entire career.

His name's Mike Garrison.

And I was like, garrison, what are you doing, dude?

And he goes, windows and doors.

And I was like, windows and doors?

What are you talking about?

And so that was kind of my lead in as far as how I got into in home sales.

And he actually let me come do, do some ride alongs with him before I even worked for the company.

I was just like, hey, can I just see what you're doing?

And he was like, yeah, come on.

So we went on.

Come hang out.

Yeah, yeah, exactly.

I saw a couple of deals close and that was like the inception of my in home sales career.

And I spent, let's see, 13 years working for, I worked for Renewal by Anderson.

I worked for Marvin.

I worked for Pella, worked for a builder, kind of went.

Bounced back and forth as far as residential sales.

And I did some architectural design and that sort of stuff.

And then I moved from D.C. to Colorado because Colorado is like where my heart is.

That's the mountains where my home is, and I love it out there and.

That sort of stuff.

And so then I jumped into management and I got into sales leadership and I worked for a couple of different companies doing exterior renovation, whether it was like storm restoration or it was rental replacement, but it was all in the management.

And I progressed from sales manager on through sales director, and then finally rvp.

And then I met the love of my life, and she unfortunately was not ever going to leave Wisconsin.

So I ended up moving from Denver to Wisconsin and took another position here.

And that was as the regional director of sales for a company here in.

In Wisconsin that is all exterior.

So it's windows, doors, roofing, siding, everything that y' all don't do.

Everything that we do, yeah.

And that was.

That was a super amazing experience.

When I got there, we had four sales reps.

I had to fire two of them within like two weeks.

And then when I left, we had 15 sales reps. And we went from three point million when I got there, and in two years later, we were projecting 20 million when I left.

Three to 20 is incredible ride, man.

And I'm so proud of that sales team and all those guys.

And I got.

I have a lot of love for all of my sales reps that I've ever trained.

I've always had really good relationships.

And then when I left, I accidentally got pulled into sales training because I was talking to when I left my last company, that Milwaukee is a small town, right?

Nobody talks.

And so one of the vendors heard that I had left and I got a phone call from one of the vendors, is like, hey man, I've got a small company that they're coming in here to buy some windows.

And they were asking if they know anybody that knows about sales.

And I realized that you are, you know, a freelancer right now.

Would you be open to talking to them?

And at the time I was like, sure, why not?

You know, I don't know what I'm doing.

And they came from the marketing side, right?

So you got one guy that was swinging a hammer, he's really good at installing.

Installing a roof.

And you got one guy that knows how to go out and knock doors, but nobody knows all the stuff that goes on the inside as Far as like an in home sales presentation.

So I've got the bookends going on the start and the finish, but what's in the middle?

Exactly.

And that's where we live.

Right.

And so that was my first foyer into like a true consulting role where I got to help them grow the business from the ground up and train their sales team and that sort of stuff.

And then that kind of caught fire.

I got a couple referrals from them and then some other folks said, hey, will you come help us do the same thing?

And then I started with, you know, working with you and talking back and forth and launch the podcast and all that kind of stuff.

And then folks started calling individual sales reps started calling in and, you know, sending me emails and just asking basic questions like, hey, can you just tell me what's going on with this?

Or how do you do this?

And so then that allowed me to start speaking and training more.

And now I've got a couple of clients I carry on a regular basis that we're actually doing one on one sales training.

And they're, they're super excited.

I'm excited to do that as well.

It's where my passion is.

So that's, that's how we arrived from at this point here.

I love it, man.

Thanks for giving us that rundown.

That's super powerful.

And let's actually circle back a little bit because there was something you said along the way there that I would love to camp out on a bit, which is, let's talk about, because you went by this super nonchalant, as if, hey, these numbers are cool, but it's not a big deal.

When you took that company in two years from would you say 3 to 25 million?

3.3 to 3.3 to 23.3 to 20 million.

Yeah.

So let's unpack that a little bit.

Okay.

One, how in the world was the company able to scale up like that and give us some of the nuts and bolts of that, like what were some of the.

So let's do a couple different categories.

What was some of the mindset that you had?

You get in, you see the situation, evaluate the situation.

So let's take this from a very kind of a step by step management trainer approach.

First, like, what did you recognize that needed that was missing?

And two, how did you start the process there to develop the team that would grow into that?

So let's do that first.

And then the other side of it is just some of the boots on the ground type of like what were the steps to do it.

Yep.

Well, this was when I got here, that this would have been round four of getting the opportunity to come in and really be.

Be given the keys to the castle.

Right.

And I've always had a. I guess over the time that I've been able to do this, I've had the benefit of having ownership who said, we are willing to acknowledge that what we have been doing hasn't gotten us where we want to go.

So we.

We're going to let you do the thing that you do, because obviously what we're doing hasn't worked.

So I had the benefit of that, and I really had a blank slate to work with.

So I walked in and the last company I worked with, they had done a very good job of brand recognition.

The community knew who they were.

Right.

So that helped out a whole lot.

I didn't have to go out and make brand recognition.

But the problem was the sales reps didn't have any belief in their pricing.

Sure.

And the reason they didn't have any belief in their pricing was because they were playing let's make a deal in the house.

Right.

So they're going in.

They don't know how to build value terribly well.

They are not good at finding needs.

They're very good at presenting products.

But that doesn't sell a deal.

You can go find product on the Internet.

Right.

So they're going in and they're in a commodity situation.

Situation.

And so then when they're up against four other people, now they're playing let's make a deal, and it's a race to the bottom as far as who wants to sell the job for the least money.

Right.

Right.

So that that problem had to get fixed right off the bat.

And so the way that I always have formed allegiance with a sales team is I'm just going to go, I do the same thing you do.

Right.

Let's get in the car and let's just go.

And so.

And if you tell them what to do and then you send them forward, they're never going to see that it actually works.

They're never going to really buy into it.

Right.

So that's what I spent the first to demonstrate it.

Right.

Yeah.

They got to know that you can kill also, right?

Yeah.

Yeah.

You're going to tell me what to do.

You got to show me you can kill something.

I was like, all right, cool.

So we went out there and I actually took the most difficult sales rep, the one that I knew was going to push back on me the Most because if I can win him, it's over, right?

So I took him on the.

On the.

For the first week and I went on like three different ride alongs.

And the first time I went, I watched him do what he did and I gave him some pointers.

Next two times I was like, all right, my turn.

You just stay with me.

And it took two weeks.

One we didn't close because she was an angry old lady, wasn't gonna buy anything from anybody.

But then the next one we closed and it was like a $40,000 window deal.

And he came back and was like, we left the house and he was like, I'm ready, I'm ready.

How did that even happen?

Yeah, whatever you say, I don't care.

Right?

And his attitude, it changed.

Like light bulb moment.

He went from angry all the time.

This is never gonna work.

I don't even know what I'm doing this for.

To.

This is amazing.

Teach me what to do, right?

So then, now that I have his.

His buy in from stuff, then we go back and I don't have to say anything.

He talks to the sales team is like, okay, guys, listen.

The people we had, they had PTSD from some bad management before, which happens a lot, Right.

I see that all the time when I follow other trainers from our industry.

And all I hear is nothing but like these horror stories.

I tried this in the house and people kick me out and all these things.

Yeah.

So he really sold that.

That part of it for me just by going back and saying, okay, we actually have a viable sales trainer and sales leader here.

I think we should give him a shot.

So that gave me my in.

And then everybody was really open minded, all the, all four of the sales team.

Now I had two sales reps, though, that were too far gone.

Not.

Not because they wouldn't listen, but because they had been.

They had been mentally committed to doing some behaviors that I simply wasn't going to change.

One of them refused to.

To one call close.

She was, she's.

She was a.

Wasn't a high D high.

I.

She was A S and C. Right.

So she wanted to call, close everything and make it warm and fuzzy and never do anything as far as asking for the business, that kind of stuff.

And the, the system that.

That we run, you got to ask for.

I kept her around, but until when she realized it wasn't going to be that way anymore, she kind of left on her own.

And then the other one would not stop playing let's make a Deal.

And so finally I said look, man, I'm sorry.

This isn't how we're going to do things.

We're going to sell profitable jobs and it's going to go.

So that was.

So I kind of did some house cleaning to begin with.

Then we started installing systems, sales systems.

Right.

So.

And they had been on some basic.

Are you ever heard of Rick Grasso before?

Know the name?

Okay.

Grosso runs a real content.

But yeah, I mean, you know, it's.

Funny, I was talking about this on my TikTok channel the other day.

There is no such thing as somebody's process.

There's just the process and then everybody's version of it.

Right, Right.

I'm not going to sit here and try to say that my process is some amazingly innovative process that nobody's come up before.

It's just that I've taken it and made it be mine and as well taught people how to do it better in our industry.

I know that you've done the same thing in your industry.

Absolutely.

Yeah.

But we all, we go, we find the need, we get the commitments to the, the project and the company and the job and we associate the needs and the benefits and the product and then you, you ask for the business and you, you close on price.

Right.

That's the way that it goes.

I mean, human psychology is human psychology.

You're totally right.

It's like, you know, once we understand the, the dynamics and the tracks to run on, you know, no doubt that we could plop you into a track or plot me into windows and doors and, and you know, we're going to see it may be a little bit of a learning curve, but, you know, the process is the process.

Right.

And the, the ninja, there's no magic bullet with.

It's becoming that person that's worth buying from.

But I confidence, if I had to say that there was one magic bullet, you know, it's not a word track.

It's not a special close.

It's not the one thing that's over.

It's just being extremely confident in what you're doing, the solutions you're providing, the product that you're offering in the company you work for.

Yep.

And having the certainty that you're able to solve problems to a higher degree than the next guy.

Yep.

And being able to transfer that certainty to them.

So they don't need to know how it works.

They just want to know that you know how it works.

Sure.

Yeah.

So that's, that's what I really helped install with those sales reps. And you find, I Also find that sales reps, they are, they're the face of the company.

They're, they're the front lines.

Right.

When you change a sales culture within an organization, everything else will follow suit.

Yep.

Because structurally when you have confident sales reps, they write clean deals.

When please do clean deals come in, they have solid paperwork.

When solid paperwork is there, it's outlined well in production gets something they can deliver in the right manner, they're happy.

There's a first time completion which equates to a homeowner who's happy and, and then you get a referral and we go back around to the sales rep.

Right.

It's just rinse and repeat like that.

So it all starts with confidence.

But that's really what helped change that was the culture with the sales team became pervasive throughout the building.

And then everybody went from this downward spiral of this is ugly and we're all, you know, we're upset about our jobs and the homeowners are dissatisfied.

And we went from a 3.8 Google rating to a 4.7 inside that two years.

Which, that's a big change.

Right?

That's huge.

Yeah.

People go a decade and can't make that kind of progress on their Google rating.

Yeah.

So that really, that was on the front side of things.

That was probably the first six months.

And that's where I really dug my heels.

And I said we're going to fix this portion of it.

And then the problem very quickly became all right, now that the marketing is converting to sales and we were closing upwards of 40.

Right.

They were closing like 22 when I got there.

We, we were closing upwards of 40 and margins went up as well.

We were, they were closing at 35 and we were upwards of 50 when, when we got done with stuff because that's where you've got to be in order to net out.

Right.

Anyways, healthy company, healthy projects, 100%.

So then the problem became production can't keep up.

Right.

Because we turned the font, the faucet on and they were used to dealing with all this sort of stuff.

And I don't think that the owner and the production staff, they kind of thought that I was full of crap.

Yeah, for sure.

Which totally.

I have no problem with that.

Right.

They did have PTSD from some bad managers who had gave them some pie in the sky dreams.

And I didn't do any of that.

I just and said, listen, I just want you to let me do my thing and I will the proof be in the pudding.

I'll Prove it to you.

But they didn't expect it to happen that fast.

And so then I had transition over to kind of.

I let the sales team because they were fragile when I first got there, and then they were a lot more solid once I was six months in.

So then I transitioned back to the back.

Oh, no, I think we lost you.

Lightning must have struck.

Okay, we're back.

Everybody listening.

So this is fun because TJ is.

Where he's at is lightning storms like crazy.

So literally lightning hit.

I saw it get dark, and then he was gone.

So now he's back, continuing what you were saying.

Starting off with those, you know, the first handful of people cleaning house a little bit.

But it all sounds like, if I'm hearing you right, it all came back to creating a culture.

Right.

Really helping to affect culture.

So talk a little more about that and then, you know, kind of take it.

Pick up from there.

Sure.

There's a very distinct difference between a company that's healthy and has a good culture, because you can feel it.

You walk in a building, and I. I've been part of both good and bad.

Right.

You walk in a building and everything's kind of dreary, and people aren't terribly excited and people aren't talking a whole lot, and there's just no energy in the building.

And that was kind of what I felt when I walked in the door.

And so.

But I'd felt that before.

They didn't scare me in any way because I felt it before.

But I also knew what the opportun was to change it around.

And then after the sales team changed their mindset and started really getting into a better mind space from, like, what you're talking about as far as a gratitude and certainly embracing the fact that there is more opportunity out there.

We're not in starvation mode anymore.

That became pervasive throughout the office.

And it's funny, it started with the front desk, because the.

Our front desk was.

When I got there, I was kind of angry at the sales reps, like, all the time, you know?

And so when she changed, she had a voice in the back of the house.

And so.

Because everybody would come up and talk to her.

Right.

And so when she changed her mind, then everybody else started to be happier.

And it was noticeable that the office then came to life.

Yeah.

And people became excited about what was going on.

And then the PMs, the outside PMs, they.

They started coming back be like, hey, your paperwork's a lot better.

That's really nice.

Like, thank you I appreciate it.

Now all of a sudden I've got the PMs talking to the sales reps and they're coordinating as far as how things should be going, right?

And they're talking about ways to do things now.

Then, then I've got PMs out at jobs with the sales reps all of a sudden, helping them close deals and stuff.

Like, it was such a, an amazing transformation that helped.

And that's, it's a vital part though, because if you think that you're going to get, make a transition like that from like 3, 4, 5 million up to 20 in a short period of time, and it's going to happen academically, it's not right.

It's not about that.

It's about belief, it's about enthusiasm.

It's about we all have a common goal or we're all rowing the boat in the same direction and we all know where we're going together.

And that's, that's, that was probably the most important transition, I think, because even when you have the monotony of a day to day, if you go in and you have a good, good attitude and you're happy about it, it's not as bad.

It's like having a bigger mission, right?

It's the old story.

They would ask the guys years and years and years ago.

I don't know how factual this is or if it's just fiction, but the guys that were building the cathedrals years ago, right?

So we've got big, you name the Cathedral, St. Peter's Basilica or wherever in Europe, and you ask these guys and they're building, literally we're talking about buildings that took hundreds of years to build, right?

And so we asked these that they would go and ask the guys building the wall with their stonemasons and they're like, okay, what are you doing?

And one guy says, I'm building this wall.

I'm putting, you know, bricks in the wall.

And the other guy says, I'm part of a mission to create a place where thousands of people can come and worship and I'm just one little piece of the bigger picture.

Are they doing the same thing?

Absolutely.

But the mindset's different, right?

The culture is different.

What are we working towards?

Right?

So to like really help, step in and help out with that culture and how to like navigate change with the culture.

Give us some, like, some of those conversations though.

What does that sound like?

What is, what did that look like?

How was that even possible?

You know, from just doing what they were always doing?

How did that change start to happen?

It.

The only way the change really happens is when you lead the way.

There's one.

There's one pivotal conversation I remember that I had.

It was had after hours, and it was had with our.

The girl who was running a county, and she was kind of a quiet, neat girl, and she.

She kind of got pushed around the office a little bit, right?

And I remember we were sitting there talking one night, and because I was always in the office late doing whatever, and she was in there, started being there more.

I noticed that she was there more often after hours.

And so one day we were in the office together and we just started talking, and she just kind of stopped and paused, and she goes, hey, I just wanted to tell you that I started working harder because you work harder, and nobody's ever really led the way like that.

And by you working so hard to fix this thing, I know that all of us want to help and do our part to make this thing be great because you showed us what it can be.

And I know that even though I only get paid X amount of dollars to do this stuff, I want to do what I do better.

And I want to thank you for that because you showed us what it looks like when you put the effort in and what this thing can be.

And I mean, all I can say was thank you.

Right?

I'm not going to try to take her thunder in any way of that, but I just said, thank you so much.

I really appreciate that.

But she shared with me that.

That people had seen me behave that way and then had seen the sales staff start to follow suit as far as their attention to detail and their communication ability and their desire to do the job properly.

And so everybody else kind of followed suit because we led the way.

You can't.

The problem was previously that people were telling them what to do but not leading them what to do.

Whereas when you just shut up, I don't hardly ever tell anybody what to do.

I normally just go do the thing and say, hey, come on, come with me, and they'll follow you.

And then they see what you do or how you do it, and that.

That just becomes what the accepted behavior was.

And so then it got to be the point where they.

The.

The staff collectively started weeding out the couple of bad apples because they were like, hey, we got a thing going here.

We're all really excited to be a part of this.

And if you don't want to be on board with this, you got to go, because you're killing our Flow.

Yeah.

And so they ended up kind of weeding out some of the remaining bad seeds around there just because they didn't want to be around.

I didn't have to have a part in it at all.

Sure.

Oh, that's cool.

And that was really cool.

I thought that was amazing.

Yeah, absolutely.

So we're making this change in culture.

We're growing the company.

Right.

But you and I both know, we all know you can't do the same things you've been doing and go from 3 million to 20 million or wherever.

So what were the changes implemented to other than mindset and culture?

Sure.

The changes implemented to get there.

Installing a sales process was vital.

They didn't have.

They.

They had a basic sales process.

They weren't working it terribly well.

They didn't understand that they weren't selling products.

They're solving, solving problems.

That was the biggest.

So when once I got.

So we were in a pricing structure.

Okay.

For any company that I've ever ran or been a part of, if you say that you've got the Chuck in the truck guy that's down here and he's a one as far as the cost goes, and then you've got the most expensive, exorbitant cost year, that's a 10.

Right.

I've always wanted to be a seven or eight.

I don't want to be.

I don't play in the.

In the Walmart area.

Right.

I'm not going to be the cheapest guy.

So to have a premium product like that and to have a premium service means that you have to offer a premium experience.

And that doesn't happen by you going in and simply pitching a product.

You have to find a need.

You got to figure out what the true.

So I always articulate this to my sales REPs.

There's level one problems, level two problems, and level three problems.

And as it pertains to my industries, let's say level one problem.

I need to replace a window.

Okay.

That's a fact.

We need to replace the window.

But why do you need to replace the window?

Well, I want to replace the window because it's old and it's kind of drafty.

Okay.

That's a level two problem.

All right, great.

But that's still not the issue.

Level three is.

It's old, it's drafty, it's uncomfortable.

I can't sit next to that thing.

I want to sit in here and watch the Packer game in the wintertime.

And I have to have four blankets on.

Right.

There's my Level three problem.

That's what I'm trying to solve.

So when I started getting them to.

To understand how to get those answers out of people, then they realized, oh, wow, we're not actually selling a product because they were thinking, I'm selling windows, roofing, doors, or siding that everybody else is selling.

Right.

And I had to get them to understand that the product that you sell is not relevant.

The solution you provide and the problem you solve is all that's relevant.

It's a result that you sell a product.

The thing is that you're selling, though, is the.

The.

The dream that you're building or the problem that you're solving or the pain that you're fixing or what.

So when we really started focusing on that, and I transitioned their sales presentations over from product presentation being 60% of the presentation to being 10% of the presentation.

Yeah.

The majority of it is go in, build amazing rapport, do a phenomenal exterior inspection or interior inspection, or, you know, find all the issues, get the homeowners connected from their.

Their level three problem to what we see in front of us, then get your commitments along the way.

That was another big one they had problems with, was getting firm commitments.

So, like, when you, you know, when you.

You go tell your company story and you're talking about the company story, and then you're like, so.

So what do you think?

Do you think that TJ's windows sound like a company that you'd like to do business with?

Yeah.

You guys sound good.

Nope.

That's a very ambiguous commitment.

I want to know if we can make.

If you like my product and we can make the numbers be affordable for you.

Would you trust me to do work on your home?

Exactly.

Yes, I would.

Okay, fantastic.

Now we can move on.

And I had to teach them to park on commitments, but when I got them to park on commitments and they really started looking for firm commitments, the first thing that happened, they weeded out the tire kickers.

And the next thing that happened was they obtained permission to continue on.

And then the pricing, all of a sudden, they're not getting price objections anymore.

Imagine that.

Yeah.

Oh, my gosh.

I love this.

This is really interesting, especially for everybody listening, because, you know, TJ and I have not compare notes in the, you know, on the back end.

We didn't set up this.

This interview as in, hey, here's how I do my process.

How do you do your process?

Let's make it match.

So what I want you to hear and really pay attention to is success leaves clues, right?

Success leaves clues in that what are the, the most successful people doing and what habits do they have and what steps do they have that I can incorporate into my own life to become my own habits.

It so I start seeing the same results and same success that those successful people are doing.

So with that being said, you literally just without even knowing it gave my entire like a huge portion of one of the things I really go over when I'm doing trainings, which is the permission, permission based selling, delivering that exceptional service.

I mean every single thing that you went through between the permission and the mindset and solutions focused, not product focused, that's game over.

Right?

This is just sales in general and it's so powerful because I mean, you know, in the trades in home improvement cells.

So no, nobody does that.

The standard is so low.

So when we come in and actually help a homeowner because I mean, sad, sad truth, at the end of the day, nobody woke up this morning and said, tj, I need to buy, I really want to buy windows today.

Nobody woke up and said, man, I really want to buy siding today.

They wouldn't give you a single dollar if they didn't have to.

However, the disconnect has always been.

We will come in and try to give them all these incredible technical details.

These are triple pane krypton filled and all these things.

Superman can't fly through this window because it's filled with kryptonite.

Right.

However, so what?

However, but at the end of the day, if it's like, hey, listen, so like when you're sitting by this window and it's uncomfortable and it's the wintertime and you can't watch the game, how incredible is it going to feel to know that you're going to be nice and comfortable and you have your family and friends over and high fiving each other when they score and you're not even thinking about how cold it is by the window now.

Right?

Right.

So it's like if people understood how life would be different once they already have our product, like that's what they're buying.

When you.

It's funny, I, when I was a sales rep, the way that I realized what was wrong with my presentation was by listening to what people called to tell me after the stuff was installed.

Yes.

They don't call and tell you, hey, we love our new windows.

They slide up and down really easy.

No, they don't call and tell you, hey, they, they.

The, the screen is super transparent or the, the siding has a cool sheen to it.

They don't tell you that.

You were right.

I'm sitting here and the sun's blasting through just like you showed me with the light.

I don't feel it.

They don't say that exactly.

They tell you about how things feel to them, sell to their feelings.

Stop selling them a thing, start selling them a feeling.

And when you do, they'll buy whatever you want them to buy.

It's fascinating.

Oh, my gosh.

I love this so much because it's, it's the same thing.

And so everybody listen.

This is universal truths, right?

I love that you're from, you know, the exterior type of, you know, windows and doors and siding and all these things because.

Because it reinforces everything else that we've been talking about specifically for H vac and plumbing and electrical.

But it reinforces it.

And so many people are listening at this point across the world that do all kind of stuff.

Somebody messaged me not long ago that does California closets.

Okay.

Okay, cool.

Awesome.

Irrigation.

It doesn't matter.

The process is the same.

And the benefits, I call it the benefit lens.

We have to view everything through the benefit lens and communicate in a way that they care and understand to know what life is going to be like.

Okay, so back to the track.

Thank you for that departure because that sidetrack is super important.

So now you've got those things in place.

You fixed the cell system again.

I'm going to dig on this until we get the real answer.

How'd you increase the volume to go from where you were to, you know, to 10x the company in such a short amount of time in two years?

Basically 10x.

Right.

So what, what do you do to get there?

So structurally, we had to expand the back end.

We definitely had to hire some additional support staff to back there because there was a number of jack of all trades people back there that were doing.

Wearing 17 hats.

Right?

Yeah.

And that's not.

You can't do that for so long.

So the additional sales.

Sales.

Sales revenue drives everything.

It drives your ability to expand in the company.

And so it helps you market.

You spend more money on market.

You get better R1 marketing because your sales staff's closing better, you can hire better, more qualified people for the backside, for PMs, for coordinators, for directors, that kind of stuff.

And so the general rule of thumb is that scaling your company will only.

You can only scale as fast as you can hire, right?

Because you the owner or you the salesperson or you the individual only have so much time.

So you have to have people that you can delegate things to, to then take over more roles and expand.

But that's all predicated by sales revenue, Right?

Sure.

Yeah.

I mean you and more sales.

We've seen companies just like I have that have outsold their company and gone out of business strictly because they couldn't keep up either.

Right?

Oh, yeah, yeah.

So there's always a delicate dance between front and back and make sure.

Making sure that you're not scaling too fast, you're still on pace, but you're not leaving money on the table.

Right.

And then sales always pushes.

Right.

So it.

For every.

Every time we hired one new pm, I would hire two new sales reps.

So usually that's kind of the duality between the two different departments.

Right.

And for clarity, pm, that's your production manager on your installation crew, correct?

Correct.

Yeah.

The guys out in the field that are.

Man, sorry.

Yep.

No, that's good.

Just so to make common vernacular, that's your foreman on the crew.

That's the production, the main driver for your production part.

Production team.

So for everybody listening.

So you know what, you're mentally on the same page.

Yeah.

Then so.

And it did get to a point to where there was only so much we could do with the leads that we had.

But the extra revenue and more importantly the added margins, that was where things were so important because we went from a 35 to a 50 gross margin and we stopped letting them play let's make a deal deals.

The deals that they did close were actually closing, coming out the other side and still being at margin.

Right.

So we had a lot more money and we were able to pump the mark, the marketing budget up from 7% and I got her to let me go all the way to 13%.

Nice.

That was huge.

So we, we put some additional.

We were.

Ben.

We had the benefit of getting some really, really good marketing assistance in regards to the local service ads, the Google guarantee, the SEO, the face.

We got a really phenomenal.

One of my good friends, his name's Max Furzon.

If you need a guy that wants to run Facebook ads, names Max, he's freaking awesome.

But he took over all of our Facebook ads doing roofing for us.

We really expanded the marketing and then I started running and gunning as far as training sales reps. And we went through nine sales, I want to say nine training courses of anywhere between four and eight.

Eight's the most sales reps I'll train at one time because I want to be able to go on ride alongs.

And at that point I Also hired a rookie mentor who would be able to do additional ride alongs with them and that sort of stuff.

And it, I'm proud to say that if, if they made it through and I'm really hard on trainings, through training course, I'm gonna drill you, we're gonna role play, we're gonna go in the field where I mean, it's a four week training course and it is a boot camp.

I'm putting you through it.

Yeah, we did lose some.

Some guys, right?

Some guys, yeah.

People realized not everybody can take it.

Right.

But if they came out the other side, I'm proud to say that I did not have a single rep that didn't make it to a million dollars.

Love it.

That's it.

Total, total sales.

In total sales, not a single one.

I mean a number of them made it till $3 million, but like that was $1 million.

Is that like, okay, you're gonna be able to make it.

You're okay.

And every single one of them made it to a million dollars.

Although I did have one guy break down in my office and cry because I had him test out and we were role playing and he just kind of started stumbling and basically fumbled all over the thing and he started crying.

He was like, I don't know, I want to do this so bad, but I don't know if I can do it.

And I was.

We had to intervene on that one.

But yeah, yeah, regardless, that was that.

That whole process, as far as continual training and development, the additional rookie mentors to come in and take off, what I couldn't do.

I had a great sales manager, my sales manager's rockstar.

He really jumped in and helped us out as well.

And we operated very much as a team.

And then I think probably the other big one that really helped us grow and scale to that is you have to have cohesiveness between your department heads.

And I've seen companies in which you've got this internal battle between the front side sales and the backside production and they're just at war, they hate each other and that will absolutely limit your ability to scale a company.

Whereas we fostered this culture of unity and solidarity between everybody and we're all on the boat, we're all in the same direction.

And yeah, you're still going to have your beefs here.

And every once in a while, but everybody bought into the same mission.

And so them, they were able, they produced, they helped us really grow the thing more by jumping in and saying, all right, rather than throwing a problem back at us, they would say, all right, don't do that again.

But I figured out a solution for it.

Yeah.

You know, and so that's what.

To get us from 10 to 20.

That was.

Those were the biggest things.

We're finding solutions together that work for both of us as opposed to us doing our thing and they're them doing their thing.

The big jump, though, was from 5 to 10.

5 to 10 is all systems creation.

You're not going to get from $5 million to $10 million without SOPs, without internal systems, without, you know, properly.

You can't.

You got to bring in a new person, be able to train them and onboard them and all those sort of things.

That's how you get from 5 to 10.

And then 10 to 20 is a lot more culture scaling, Repetitive.

Right.

Additional staff members.

Rinse and repeat.

Yeah.

Love this so much because it, you know, in your very, very.

Exactly.

Right.

You know, every, like all of Those places at 1 million, at 5 million, at 10 million, at 15 and 20 million, there's the business wall.

Right.

So we've got the, you know, this conversation that people can plateau here if they don't reinvest into the next thing.

What got you here is not going to get you to the next.

Next phase.

So thanks for breaking that out for us at each step of the way because that, that's.

It's awesome and it's really cool to hear those kind of stories.

But most people tell the story without, like, what are the struggles along the way?

How did we actually get there?

Instead of saying, well, just build it and they will come.

Well, okay.

And.

Right.

Okay, well, let's keep that.

Let's actually share.

Let's lift the industry up.

Right?

Yeah.

So I love this so much.

And you're right, it has to do with all of that.

But so let's turn the corner a little bit.

And you've had a couple other.

Some cool stories of individuals that have come with you or come along and gotten some coaching as well.

So break apart one of those for us because I know that a lot of people are like, oh, my gosh, well, I'm in H Vac and this and that, and I don't know that it relates.

Well, it does relate one because they're great lessons.

But also, you know, when, when somebody comes to you for some.

For some help.

Right.

For sales coaching and sales training.

Talk us through both the how you help them with mindset and the imposter syndrome type of thing, as well as just the actual specifics, because it's so, I mean, we know there's so much more to it than just, hey, if they say this, say you say this.

Yeah.

So I, I, there's probably a couple examples of this.

The first one there is, there's a lady that I started working with.

She's an individual sales rep. She sells mostly just windows and doors.

Right.

She started out, she came from banking, like a completely different world.

And then pre Covid, she went into a sales position selling windows, doors, and I think glass block or something like that.

And we all know Covid was a weird world.

It was kind of an odd world as far as, like, you had a captive audience.

They were willing to spend some more money, which was strange.

Like, a lot of sales reps that started out during COVID have fallen off pretty badly because not fish shooting fish in the barrel anymore.

Oh, yeah.

You actually have to sell and not just take orders.

Exactly.

Even companies that exploded during then everybody's like, where are they now?

Well, they never learned to sell anything.

Yeah.

They just took me out.

So she, she went from doing $300,000 a month.

I mean, she was swinging the big bat and just killing it.

And then within one year, regressed all the way back to barely any.

Being able to put up $50,000 a month.

Sure.

And did not know what was going on.

And so she, she came to me through.

She was just listening to my TikTok that she just.

So I put out all kinds of like, just random sales tips and stuff like that.

So she, she reached out to me through TikTok and was like, hey, I really love your content.

Would you be open to talking to me about my process?

I was like, yeah, sure, let's talk.

So it turned out that her process, she had.

So sales reps need continual training and development.

There's, there's no such thing as any sales rep.

I don't care how good you are.

That doesn't need continual training and development, whether it be on the fundamentals or new, new techniques or there's just constant learning.

Right.

And she had fallen into this rut of, I'm not doing, I'm not listening to anything positive.

I'm not doing any training and developing.

I'm not reading, I'm not getting any coaching.

And I'm also not going to my management staff because I'm just willing to sit here in my own little hole.

And you know, I tell sales reps all the time, if you're in a, in a rut, don't sit in a hole by yourself.

Come find me Right.

Yeah.

She hadn't done that.

And so I said, okay, let's just.

Let's stop for a second.

What was going on when you were doing really well?

And she said, well, I was really confident.

I remember that I was a lot more focused on just people and finding out what was wrong with their homes.

And I said, and what are you doing now?

And she said, well, the company wants us to tell them all about the product.

Okay, so is that the manager that's telling you that, or is that just the company?

She goes, well, no, my manager transitions out.

There's just the.

The regional guys, and we don't see them a whole lot.

So they're living in a spreadsheet world, and they're telling the sales reps on the ground, just go sell the product, because these guys have never sold anything themselves.

Right.

So I said, okay, let's try to get you back to what you were doing.

Well, I want you to go to the next house, and I want you to.

You're not allowed to say anything about product for the first hour.

Yeah.

And she was like, what do I talk about?

And I.

So then we went through the process of.

I want you to go in, I want you to make a friend.

I want you to find something interesting to talk about and build commonality.

And then I want you to do the most amazing inspection you've ever done on a home.

I want you to find tooth comb that.

I want you to take your iPad, and I want you to take photos of everything you find.

And then when you're done, I want you to go back in, sit down with the homeowner, review the photos.

And she did that.

And she called me after.

She.

Not, like, in the middle of her sales appointment, she called me, and she's like, this is amazing.

They're so excited.

All they want to do is hear about.

They told me they're ready to buy that nobody'd even done this.

Yeah.

I was like, how do we fix this?

How do we fix this?

Yeah.

So that.

So it was.

It's kind of been a ride with her because she.

She's one of those ones that needs to, like, she'll.

She'll listen to me, but then she needs to see it work.

So I have to kind of breadcrumb her.

I give her one small thing, and I'm like, okay, because I'm not in Florida.

She's in Florida.

Yeah, go implement this.

Yeah, yeah, go do this.

And then come back and tell me how it works.

And every time she comes, she's like, all right, it worked, and she comes running back, and then what's the next thing?

So we're about three quarters of the way through the process right now, but she went from 50,000 to 85,000 to.

She just got back over $150,000 last month.

And our goal is to get her back up over a quarter million dollars a month.

Want.

Sure.

And I know that we're on the right tracks.

That.

That story alone is.

It's indicative of a couple things.

Yeah.

First of all, if you're in a hole, don't keep digging.

Right.

Make sure that you go out and get some training and some development, because if you're not getting it from your company, you have to go get it on your own.

We are.

We are athletes, essentially.

Right.

We have to get continual training developing.

But second of all, a lot of times it's in the fundamentals.

You have just forgotten about what you were trained or what was working in the first place.

And it happens to all of us.

Exactly.

I mean, why in the world do we think that.

I mean, Vince Lombardi, one of the most winning football coaches of all time, every single year, bar none, would start out the first practice of every year.

This is a football.

Yeah.

Right.

It's same thing with.

I forget the name of the basketball coach, but you see the same thing.

Super famous.

One of the most winningest basketball coaches.

Day one, I'm going to.

They would teach them how to tie their shoes correctly.

Right.

This fundamentals, it's like we.

If we master the fundamentals, the rest will come to marry the process, divorce the results.

Right.

A hundred percent.

That's absolutely true.

Yeah.

And that's normally where I usually start with any sales team that I go in, I just look to see if the basic pillars are there.

Yeah.

Do you guys know how to do an inspection or do you know how to build?

Like.

Like, for example, you can lose a sale in the first 30 seconds because you don't understand how to Uptone or down.

Tone your conversation.

Right.

So, you know, you and I both know that if I walk up and the homeowner speaks very slowly and super, super timeout.

Let's do this in a role play scenario.

Oh, cool.

Okay.

So, yeah.

Yeah.

Let's make this very practical.

So everybody listen.

As you know, this podcast is known for immediately actionable items every single show.

Right.

So things you can use right away.

So I have a real strong feeling where this is going.

So I'm going to be the homeowner.

TJ Is going to take us through Maybe a incorrect way to do this.

And let's go through a time or two of some much better approaches.

Right?

So I'll be a homeowner.

I'll be just.

I'll pick some random specific homeowners that we've had in the past.

Okay.

And let's do it.

So I have.

Excellent.

So everybody, listen, I have no idea really where this is going, but let's have some fun here.

Here.

We'll find out.

Hey, Mr. Wakefield.

I'm TJ with TJ's Windows.

How are you, man?

I'm doing great, man, today.

How's it going, brother?

So far, so good.

I mean, I actually got stopped by a train on my way here, and I wasn't sure I was going to be on time, so.

I appreciate your patience, but.

Yeah, no worries.

Did my office explain to you what we're going to do today?

Yeah, they gave me a pretty good rundown.

Okay.

So, hey, Listen, it is 202 right now.

I've got a meeting coming up here in just a little bit.

I don't know that I'm going to have a ton of time, so.

Yeah, I mean, if we can make this a nice and short.

Okay, no problem.

So there.

I completely understand if you don't have a whole lot of time.

There's a number of things I've got to do while I'm here because I want to make sure that I can give you.

I mean, obviously you want a price and you want it in writing, and I need to make sure that I'm giving you an accurate pricing.

But more importantly, I want to make sure I'm providing you the right solution for your home.

So normally it takes about 60 to 90 minutes for me to get a good idea of what we're trying to accomplish together.

I do want to do an exterior inspection on your home and find out what the problems are.

There's lots of products, so I want to show you at least some.

Some basic things through products and then tailor a solution for you.

So if you don't have that kind of time, that's no problem.

We can certainly reschedule it.

But I don't want to shortcut you either.

So is it unreasonable to think that you could spend an hour, an hour and a half, or should we reschedule for a different day?

You know what?

I probably have that amount of time is there, you know, as long as I can, you know, do my own thing for probably 15.

Roughly 15, 20 minutes during the middle of this one.

Maybe while you're doing those Measurements, then I should be good for that.

That, you know, for the conversation part, if that'll work.

Shouldn't be a problem at all.

I'm definitely going to need to go outside and take some measurements at some point.

Assuming that there is a project to be done here.

Let's start with that.

Can you tell me why you called me out here today?

You know, we.

Honestly, I didn't really think that I had like problem problems other than, you know, I keep getting these dudes that keep knocking on my doors and they're like pointing out all of my, my windows upstairs.

They're like, you know, like foggy and stuff.

And honestly I didn't really thought about it, but the more people start pointing out.

I did a little bit of research online and realized that, you know, maybe I've got some.

Got some issues there.

So.

Okay.

You know, we just started calling around and see what, just see what, you know, what might be causing that and what kind of solutions we can come up with.

Gotcha.

Had that been bothering you before or you just the guys that came by and told you that you had some.

Problems, you know, it wasn't necessarily bothering me, at least I didn't think it was until I started.

Like, it was a lot more top of mind and you know, some really, the more research I did, it just made me dawn.

Dawn on me that, you know, some of the temperature issues and some of the things we've got going on in those rooms, I honestly, I didn't even know this, but I guess it's somehow related.

Temperature issues.

Yeah.

Good.

Yeah.

So like in the winter, especially in the winter, man, it just seems to get drafty in these rooms.

We have to crank the heat up and it's super cold.

And then summertime, it's humid in the house.

It's humid in your house?

Yeah, it's kind of gross.

Yeah.

I mean, our part of the world here.

I'm in Austin, Texas.

Right.

It's super humid outside and running the air conditioner, I know it's probably not supposed to get like condensation, but like all the water seems to build up on the windows.

I'm guessing from my research that means that I'm not sealed very well.

Right.

See, you have actual condensation on the inside of the windows.

You're like when it's warmer outside and you got the AC at like 70.

Oh, dude.

Yeah, it's crazy.

It's like dripping everywhere.

Same thing in the winter, right?

We run in the heat and then all of a sudden there's all this.

It's all dripping down on the windowsills and stuff.

It's gross.

What's your AC bill?

Oh, the AC bill.

You know, when we first moved in.

So real life scenario, when we first moved into our house, I mean, it was like the most we ever paid was like 125, 150 in the summer.

But the last couple years, man, it's been like 350, 375.

Oh, my goodness.

Yeah, that's like a 3X from when you started.

Oh, absolutely.

Yeah.

You know, I have the air conditioner maintained, and they say, yeah, it's working great.

No problem.

And they clean it and.

And, you know, we'll see a little bit of improvement there because, you know, obviously that affects it, too, but.

Yeah, you know, there's really no real explanation for it other than that.

Are those bedrooms up there?

Yeah, yeah, yeah, those are.

Those are all bedrooms upstairs.

Is that.

Is every other people in those?

Like, that's the master bedroom and the.

Like your children's bedroom and that sort of stuff?

Yeah, yeah, exactly.

Exactly that.

Is it pretty uncomfortable?

Yeah, it gets, you know, right in the rest.

Most of the year it's not too bad, but, man, you get in the peak of the summer.

Peak in the winter, it's pretty rough.

Yeah, I have a real hard time sleeping in the heat.

Is that kind of the same thing?

Yeah, oh, yeah, yeah.

It's.

You know, we either have to.

Well, and it's the constant battle.

You know, the.

The heat runs and, you know, it's either cold or hot.

And same thing in the.

You know, in the summer, it's just like.

It just never seems, in order to get it to feel cool enough.

Then we get it.

It ends up being too cold.

It's either too hot or too cold.

You can't get anywhere comfortable.

Comfortable.

You got it.

Yeah.

That sounds awful, man.

Why.

Why are you just calling me now?

What.

What caused you to decide finally it was time to fix it?

Well, you know, that was the main thing is, you know, at first I didn't.

You know, we were looking at potentials for other kind of stuff.

You know, we called the insulation company, they came out, said, we've got enough insulation.

You know, just really kind of drove down several avenues before we, you know, started connecting the dots and realizing that maybe this had to do with some of our exterior, so the.

The windows and the, you know, potentially insulation or lack of insulation and siding and stuff.

Yeah, I mean, it could be.

You know, Sam, I don't know the answer to that.

Question.

And I, I want to do a full exterior inspection and confirm that for you, because a lot of times folks will call me out and they'll think they need windows, and all of a sudden they don't need windows at all.

So now I will give you if you got some fogged up windows, that's normally an indication of a thing called seal failure.

And it basically means the frames of the windows have expanded and contracted because of heat and cold, and they pulled away from the glass gas.

And at that point there's air that goes in and out.

That would be why you're getting that heat, like hot and cold temperature variation.

But that's one of a couple of problems it could be.

I want to really confirm that that's what the problem is, but then assuming that that's what the problem is, there's lots of ways to solve that as well.

Sure.

Okay, so has anybody like.

I don't want to reiterate a bunch of information you've already heard, but I also don't want to shortchange you.

So have you had other people come out and look at this from the windows, or am I the first person to come out and take a look?

You know, there was a couple the, the guys I was telling you about that were knocking on the doors.

You know, they did kind of just a quick cursory type of, you know, looking at it from right here type of thing.

But, you know, they, they, they didn't really have a lot bring a lot of value.

So I didn't, it's like they didn't really even know what they're talking about.

So we decided that we would call some, you know, companies that a little more established.

Okay, right on.

And how many adults and children in the home?

We have two adults and two kids.

Yeah, well, the kids are, you know, 11 and 13.

Okay, right on.

Is there, is there anybody else that should be involved in the presentation while we're here?

Involved in the presentation?

No.

When it comes to decision time, though, you know, my wife's gonna need to be involved with that.

Yeah, I imagine if she's like my wife, she's gonna want to be involved in every part of the presentation.

Okay, that sounds good.

So, so aside from like, let's say that we take the heating and cooling part out of it, which I get, that's definitely a big deal.

Is there, are there any other reasons you'd want to replace the windows?

Have you thought about maybe changing the styles of the windows or the configurations or like, if we just had a Newer, better version of what's there.

Is that what you're looking for?

You know, I don't know.

I don't really know what.

As far as aesthetics, you know, what that would look like.

You know, there's a couple of them, you know, like I mentioned, that have the problems that are, you know, kind of hard to open and stuff, but obviously any thing there is going to fix that.

But as far as the other changes, you know, I don't even know what I don't know.

So, you know.

Okay.

That's part of why we called you, to see what really is available.

I'll be honest, you're my favorite kind of customer.

I absolutely love being able to help people understand that it's not just a window.

Like, you can do so many neat things.

We can make different spaces, we can have it operate differently.

You can get air in different ways.

You can have it look differently.

Like, we can really change the appearance of your home while we're making it more energy efficient.

And a lot of folks don't understand that, you know, they just assume that whatever they've got, and they've got to have a newer, better version, which you certainly can, but if we're looking at changing it anyways, might as well not make it better at the same time.

Yeah, absolutely.

Okay.

Excellent.

I like it, man.

You're getting me all excited about this, and I just, like, didn't even know.

Well, I want you to be excited.

This is your home and it's a major purchase.

Right.

I'm not going to run around and try to act like it's not a big deal.

Traditionally, windows and doors are going to make up somewhere around 20% of the wall space in your home.

Home.

Well, if I'm going to replace 20% of the exterior of your home, it's a pretty big deal, wouldn't you think?

Oh, yeah, absolutely.

Yeah.

So it's important that we do this the right way.

We use the right kind of products, and we're doing it for the right green systems as well.

So why don't you let me do this?

Let me.

You said you needed, like 15 minutes.

I would like about 20.

Let me go outside.

I'm going to do a full exterior inspection on the home.

I'm going to create a photo report and I'm also going to take a video.

Then when I come back in, I want to sit down and I want to talk about the things that I found, because either they're going to confirm what we were talking about, they might deny what we're talking about.

Or it's also possible they present some different things that we didn't know, but at least we can look at them together and figure out what the right path together will be.

Love it.

Sound good?

Sounds great.

All right, let's do it.

Perfect.

Timeout.

Awesome.

That is incredible.

And, bro, I feel like we wrote our curriculum at the same time in different spaces.

Right.

Different dimensions of the same thing.

So let's unpack really quickly for everybody listening.

There was so much that just happened in that exchange.

So let's go through and unpack a handful of the really key principles of all of the ninja tricks that just happened.

Sound good?

Yep.

All right, Perfect.

So rewind.

Starting back from the beginning, what was one of the first things that.

That she did in the process there?

Well, you tried to push back on me about your time.

I want to present an agenda, and I want to follow my time and agenda, and you pushed back and told me you didn't have a whole lot of time.

So I'm going to test the validity of that objection by asking you what's important to you.

I. I need to figure out what's going on.

I need to make sure I can confirm that for you, and I don't want to shortchange you, and I need X amount of time in order to do that for you properly.

So I'm going to give you an out if you don't have that time and your.

Your objection is legitimately valid.

You have a meeting.

You can' missed the meeting.

You got 20 minutes.

No problem.

That's fine.

I want to do this the right way, so I'll come back at a different time.

But if it's not real and you're just BSing me, you're going to come off of that because I've now justified my request for time, and you understand that there's an actual reason for it.

So that's why I always go back and I'm like, okay, no problem if you only have 20 minutes, but I can't do it in 20 minutes.

And I'm not going to expect you to make a decision in 20 minutes.

So do you want to do it the right way now because you do have the time, or let's do it the right way later when you do.

And that was the first one.

But when you.

What it also does is it establishes control.

I'm the expert.

I don't need your business, and I don't care whether you buy something or not.

I'm here to fix a problem, but I can't fix the problem if I don't know what it is.

Exactly.

Love it, Love it, love it.

So then we get into the actual process here.

And where did you start with questions?

And this is one of the.

This is for everybody listening.

Pay attention, because this is.

Is.

This is where sales happens.

This is not order taking.

This is where sales happens.

So the first question was, what made you want to have me out here today?

And you saw.

You started talking about how there was guys that knocked on the door, and they presented a basic problem that they saw from the street.

But the first thing I want to know is, have you experienced anything related to that problem?

Right.

Just because some guy knocks on the door and tells you you have a problem, you may or may not believe him.

You may not even go outside and take a look at it.

You probably don't know what you're looking at out in the first place.

And you can just let it wash out.

I want to.

May not even care.

Right.

That's weird.

But there's a lot of people that don't actually care.

Absolutely.

But if you have a feeling that comes from that problem, then I can then associate.

All right, here is your actual problem.

Here's what may.

Cause that those guys are on the street, might actually have something to know what they're talking about.

But I'm gonna confirm it for you.

Right.

Let's agree.

But I need to know what made you.

You didn't.

First of all, all, I'm not selling Ferraris here.

Right.

This isn't a sexy purchase.

Nobody's like, let's call the window guy today.

This is gonna be awesome.

Right.

It doesn't happen that way.

So something had to be at least painful enough and validated enough for you to say, all right, call the window guy.

Let's have him come out here.

I want to know what that is.

Yep.

And so that's why I kept on pushing as far as additional things.

And so when you first brought up the humidity and I said, it's humid in your house, like, I can go real deep into that and say, okay, tell me about the humidity, how that works.

All you have to say is humidity.

Yeah, it's a mirror.

Right?

Right.

I'm just mirroring right back to you.

What's going on?

And then you opened right up.

Yep.

And you told me all about Austin and how it's humid here and the cold and the hot and the condensation.

And I kind of had to pick a direction to go to normally when I.

When I. I want to stick With a feeling.

Yeah.

So when you give you a handful.

Of things on purpose to see where it would go.

Yeah.

And I can go off into condensation, but condensation tends to be a much more academic conversation, because then you get into glass technology and associations between heat and cold and transferring kind of stuff.

It's a boring conversation unless you're an engineer.

I want to keep focusing on why that bothers you.

So that's why I transitioned it back to, what are those bedrooms?

And do you sleep in those bedrooms?

Are you comfortable?

Are you hot?

And, like, I want to also empathize with you.

I can't sleep when it's hot either.

Right.

We're on the same page.

I understand your problem.

I've lived your problem.

Let's fix it together.

That's why I went that direction, because I want you to be committed to your own problem.

Right.

Absolutely.

And own it.

Right.

Take that responsibility.

Those questions, like, how bad is it?

Is it your round?

What's it like?

And you got to keep pushing buttons.

That's another one that I really like to do a lot, because a lot of sales reps will think that they found the root problem because they hear what sounds like a feeling.

But in the grand scheme of things, that was the first level of the real problem.

I want to keep pushing buttons, which is why I started asking you about energy efficiency.

I wanted to ask you about heating and cooling bills.

I wanted to ask you about time of year.

I just want to keep pushing buttons until I get a real, like, what I feel like is the real reaction.

All the other ones are good, and I'm going to use those, but I want the real core.

What's the real problem that you're angry about?

And then we'll latch onto that one and solve that problem.

And the rest of it that comes along is icing on the cat cake.

They're bonuses.

Yep.

Absolutely.

I love it.

I love it.

I love it.

And then we.

I mean, it was so smoothly to transition through this process into, you know, okay, great.

We'll get it inspected and show you, you know, show you what's going on.

Right.

Y.

And then there's a really magic that.

This.

This magic piece that you did that everybody listening, I want you to pay attention to.

It's a version of the way that I train the agenda, which is at the.

The question at the end of the agenda is.

So at the end, T.J. we'll just, you know, we'll work together to come up with a project and a proposal that you Would accept.

Sound good?

Sounds great.

Which was a version of that and I love that.

So tell us how you delivered that line again.

Put you on the spot here.

Be honest with you, I don't know how I did.

There's so many things that we just do.

You know what I mean?

Sorry, tell me what you want me to.

Yeah, yeah.

So, yeah.

So you're going through the process and you're like, hey, we're good, you know, so we're just going to basically work together to come up with something that makes the most sense for you.

Right.

So.

But the whole point is it's working together to come up with.

Oh, right, yeah, absolutely.

So when I was talking about the inspection, I'm going to come back and I want to find the right solution for you.

There's lots of products that are out there, there's lots of things that you can see, but none of that's really relevant unless we agree on the solution together.

It's your house, it's your project.

I'm just your guide in this one.

So we're going to agree together on what's the best solution way to fix this.

And if we can't, then no harm, no foul.

But assuming that we can, then we'll proceed together with the right product, the right solution.

Yeah, absolutely.

And those, like those, those little verbal agreements early on in the process.

God.

And I'm sure you can speak to this.

I had one not too long ago.

I was trained somebody, they skipped that question.

We would have absolutely been leaving there with a, a signature had they not skipped it.

But because they skipped it now, it turned into a multi sit approach, you know, visit all those kind of things.

So talk to us about when you use a phrase like that and use a question like that, that they agree to give us a couple war stories.

What happens at the back end when they give us pushback or price objection or whatever?

How can we use that credibility flag and that, that agreement that we had already set up at the beginning, how can you use that to, you know, manage the, the objection and still close it?

So I'll give you a real world example and then I'll give you a rebuttal example.

So we were in, I was out with a sales rep and whenever I'm out with sales reps, they, even if they're leading, they usually, sometimes they want to flip it to me to like hear you do the thing.

They just like to see what happens.

Anyways, we had gotten all of our commitments along the way and now when I'm In a home, I'm always, again, I don't have an agenda.

I'm not there to sell you something.

I'm just there to fix a problem.

So the homeowner had asked me about a specific window type that the next door neighbor had.

And he was asking if he could get those.

And we went outside and looked at them.

And I go, yeah, I can certainly give you those, but why do you want them?

And he looked at me and he was like, well, I don't know, that's just what they have.

And I said, well, they have a different house than yours.

I mean, if you want them, I'll sell them to you, but I don't know that's the right solution for you.

And so, so that's a pattern interrupt, right?

He was expecting me just to agree with what he wants and to sell him something.

When I question it, I'm like, I don't even know if you need that.

So then we started talking about some different solutions and I got him on board with the solution.

He's recognized that I'm not there to sell something, that we're actually solving something together, right?

So that, that was my first little mini commitment.

He's committed to me being a guy to him.

Okay, excellent.

Then he, he told me we were quote number four.

He'd got a number of different bids.

So I'm fishing around, trying to figure out what's going on.

And I don't know much about H Vac, but I have to imagine there's somewhere of a, of a higher level installation conversation that happens.

Okay.

So I asked him, hey, did anybody articulate to you how these windows are going to be installed or can be installed?

And I don't need to go into my full install demo.

There's a whole demo to it.

But I took him to the install demo and his eyes were just bigger and bigger and he was like, I didn't even know you could do that.

That.

And I was like, you had three other quotes and nobody explained to you how these windows are gonna be installed in your house?

He was like, no, that was pretty much it for anybody else, right?

But then.

So as that pertains to agreements later on down the road, he had agreed that we had the best solution.

He agreed.

He was excited about everything.

And then we're all the way down to the end.

There's a couple things that happened with the sales rep.

I had to kind of calm him down and get him to stop talking.

But anyways, we get all the way to the end.

We have the whole thing ready to go.

And I was like, I went to my standards closing question, okay, would you like to buy some windows today?

And he went into kind of crisis lockdown mode because I don't think he knew what to do.

And he goes, well, yeah, I think we just need to get like one more bid.

Now.

A lot of sales reps will freak out at this one, but I knew I had done the work and I just looked at him and I go, bob, do you.

And he goes, no, no.

And just rolled right back into it.

Right?

Because I'd earned the right to say that because we had agreed all the way along the way, you like my company, you like my solution.

Nobody else provided it for you.

They gave you information you didn't have.

We're solving all your problems.

We built the budget like everything was already in there.

That was just a freak out moment for him.

And I had to kind of handhold him a little bit, but just like, really, do you need to really do that?

And he snapped right back and nope, and we're signing a contract.

So that can be the power of getting those little commitments is because it's just rational at that point for them to be like, yeah, no, this totally makes sense, let's go with it.

But if you don't get those commitments along the way, if there are still questions or if they're not confirmed, right.

If they haven't committed in their own brain to what's going on, there will be questioning there that they can't overcome themselves.

And you can rebut all they want, but they'll dig their heels in.

Right.

That's why those commitments are so important.

Oh, absolutely.

And we've got to remember it doesn't matter what we say.

It matters what they say.

Say.

Right.

It's not our perspective, it's their perspective.

So when we can lead them there and they come up with those, you know, those answers on their own, that then it's ready to rock.

But if we're like just telling the whole time and they're may or may not have the certainty that, that you do, man, that's when we get, think about it.

So then we get, I've got to get more bids and all these things.

Yeah.

Now as it from a like a more procedural standpoint, the reason that commitments, getting firm commitments are so important is because if you don't get the commitment to one thing, nothing else is relevant.

It's, it's really that black and white.

So like let's say for example, that I'm Going through.

And I come back and I have all my photos and videos for my inspection and I have, I've shown you there is damage all over the outside of this house.

You're going to have water problems with the inside of your house.

We don't fix these windows.

But you're not bought into it.

It.

And this has actually happened to me where the homeowners are like, yeah, I don't really care about.

It's not a big deal.

What I present you or how much it costs is not relevant at that point.

Because they don't want to buy a solution.

No, they don't care.

So if I can't get you to commit to your own problem, I'm wasting my time doing anything else.

Same thing goes with the product.

If I ask you, would you like to own this siding for your home?

Yeah, it looks good.

Nope, that's not owning for you.

I mean, if we can make the numbers work, work, would you like to own this siding right here from my company and on your home?

If the answer is yes, fantastic.

Then what it costs is relevant.

But if the answer is, I don't know, I still want to see some other things.

You're not sold on my product, that I'm certainly not going to sell you on my price.

Right.

So that's why getting those mini commitments along the way.

But let's say for argument's sake, you get every commitment.

You are completely ready to rock.

Everything is written down.

They've committed.

Now, I can go to some version of the same thing we talked about, which is the three buckets closed.

I call it three buckets.

But essentially it's okay.

Normally when folks want to think about it, pray about it, talk to their friend, get four more bids, whatever other nonsense smoke screen they're putting up, it's because of one of three reasons.

Either you're not terribly comfortable with the company, you're not 100 that we're going to do the right thing for your home.

But you did tell me, we talked about this and we talked about all the other experiences you had.

You told me you thought we were professional and you'd be excited to have us do work in your home, assuming we can agree on numbers.

Do you still feel that way?

Absolutely.

We love your company, of course.

Okay, fantastic.

Now, we talked pretty extensively about products.

Now, I will openly admit sometimes I have suggested or recommended the wrong product.

But we went all the way through this and it seemed to me like everything that we talked about solved your problems.

You liked the product and you did Tell me that if we could agree on the numbers, you'd like to own the product.

Yes.

So is that still the case or might that have changed?

Nope.

We love the product.

Fantastic.

Okay, so the product's good and the company is good.

Then really, all that we're talking about is making it affordable for you.

You.

Is it just the overall price?

Is it more about the payment or the price that you're concerned with now?

I've isolated it down a number.

Yeah, exactly.

And so per.

And this is gorgeous too, so I hope everybody listening is paying attention.

Write this down.

Go back and replay it.

But yeah, so, you know, so let's just drop into roleplay.

So, tj, you know what?

You know, I.

The payment's fine, but.

But it's just that overall price, man.

It just seems.

It seems more than what we were expecting.

You know, we got those, like you said, those couple other quotes, and you're a good amount higher than the last couple companies.

Yep.

Well, I mean, as I.

You had those initial quotes in the first place.

Now I know that they were a little bit different.

We never really got into that.

But do you.

Do we know that we're comparing the same thing?

Were they giving you the same installation that we talked about?

Yeah, I mean, there were.

We didn't.

We don't call just.

We didn't call trash companies.

You know, we looked online and, you know, called the top, like four companies that had the best reviews.

Right, sure.

And so on paper, I mean, you guys look to be about the.

About the same.

I mean, it's.

We're having a hard time deciding here.

Other.

The only thing we can tell different.

Everything on the quote, it outlines the exact same thing.

You guys are.

Only thing we can tell different is literally just the price.

I mean, can you help me out with this?

We like you, but I don't know if I can justify, you know, a few thousand dollar difference when on paper it looks identical.

Okay, so there's lots of different things that are out there.

I completely understand.

However, I can also say that a lot of times we're not directly comparing apples to apples, but let's assume that we are comparing apples to apples.

We also put a lot of things in this quote that are nice to haves, but they're not a hundred percent necessary to have.

So.

So we're at.

Let's say we're at $35,000.

Yeah.

So based on what you heard in the first place, it sounds like you were thinking more like 27, $28,000, something like that.

Is that.

Yeah, that's about the.

Yeah.

The couple other bids that we got, you know, following that range there.

Gotcha.

As we went along and we talked about the company and the product and all that sort of stuff, I have to imagine, you realize we're probably not going to be quite as low cost as those other guys.

Yeah.

Is that fair for me to say?

Yeah, 100%.

I mean, I expected you guys to be a bit.

You're more thorough, definitely ask more questions.

Expected to be a bit higher, but this is a lot higher.

No problem.

I completely understand.

Okay.

So we had talked about doing the full frame replacement on all of the windows.

We also talked about how it's not, probably not the most important to do in the bedrooms.

What if we took out those top bedrooms as full frames and we just did those as the basic installation?

That would save you about $600 per opening.

And there's four windows up there.

So now you're talking 6, 12, 18, $2,400.

That if we just do them, the basic installation, it leaves your trim all in the same place, but you don't have to disturb your window treatments and that sort of stuff, and it saves you 2400 bucks.

Now we're down to 13, 32, 4.

And, you know, you're around 30.

Where we're closing the gap there.

Does that feel more comfortable?

Well, you know, the.

As far as just if I was looking at strictly the number, that does.

But, you know, I don't mean to beat you up on this, tj, but you know, the other guys, they're doing frame replacements too, at this, at the lower number.

So, I mean, I don't want less work strictly just to get to the price when I can basically get the same thing from somebody else.

Okay, dude.

So I'm going hard on you on this because this.

This is real owners, right?

They're going to say that.

No, absolutely.

On paper, you look the same.

What is the difference?

Right.

So how do we overcome that in windows and siding and roofing?

Right.

Well, in windows and siding and roofing, the first thing, like I said, I'm always going to try to deconstruct things, and I usually will try to take options out of stuff to close that gap.

Then I also, I always have a discount structure, and when I present price, I don't include any discounts.

So normally I'm going to deconstruct a project first, close the gap a little bit, and then use my additional discounts that I've got.

Got to close the gap further.

But I've got to get you to commit to a price.

So that's what I was trying to do there, is to try to get you to lock in with me on what is the actual number that we're trying to get to.

So then I can say, okay, so assuming I can get you to 30,000, which I was.

That's what I was trying to push you to, was a 30,000 number.

Assuming I can get you to 30,000 and we can agree on the project scope, are you.

You're willing to do business with me today, right?

Yeah, absolutely.

And interestingly enough, and knowing the way I buy and which, of course, we're unicorns when it comes to the purchase process, when you're on the other side of it.

But at the end of the day, and this is something that's so powerful for everybody to remember is.

And I mean, I'm speaking from experience of, you know, thousands and tens of thousands of homeowners I've sat with, and same with you is it's so very little times about the price.

So very little about the price.

So when we come in and we're in this moment, and on paper, it looks the same, we still have to find out, well, is it the price or is it something else?

Right.

So pick up right there.

And I have a very specific thing in my head that we'll see if you can dig out.

Okay, no problem.

So, Sam, as we talked about it, we had talked about the whole scope of the project, the reason we're doing, and that sort of stuff, and we talked about the company, and it did sound.

So normally when, when people are concerned about the.

The price, a lot of times it's less about the price and more about what you're getting for the price.

Right.

So we had talked about the company.

Are you comfortable with the company doing the work on your home?

Yeah, I mean, you know, when we looked at the reviews and stuff, you guys were definitely number one in the review category.

So that's why we called you to start with.

Well, thank you.

I appreciate that.

It's an honor to be one of the companies that you.

You call this to come out, because I know that there's hundreds of companies, companies that you can choose.

So I really appreciate that.

And the time that you spend with me today, that's fantastic.

Now, as far as the product goes, we, you know, there's certainly lots of different grades of product, and I don't know what other the, the, the other products you sold were, but as far as the product that we're Looking at today, you told me before that you'd be confident having this product in your home and that assuming that, that everything works out from a monetary perspective, you'd be happy owning these windows.

Is that still the case?

Yeah, of course.

Yep.

Looks great to me.

So all we're talking about is making this affordable for you.

You, you know, any, any.

All of this is affordable for me.

Okay.

What I really is, it's less that as much as just making sure I'm getting the right value for the dollar and just not overpaying for the exact same project that somebody else can do if their reputation looks, you know, pretty similar.

No, and absolutely, I, I completely understand that it's important for you to get the, the best value for your dollar.

I mean, we're all consumers and we all want to make sure that we're making the right purchase and that sort of thing.

Now could we go back to the project and make sure that everything that's included in there is what you want?

Sometimes maybe I've just put too much in a proposal and there might be some issues in here in regards to me overpricing or over adding something that you don't actually need.

Yeah, yeah.

I mean, we could totally do that and I'm happy to do that.

I mean, there's the other quotes too, so.

Yeah.

Just really, really choosing the right company that's going to.

And it really has the confidence in them that they're gonna do the best thing around.

Best thing for me and my family.

Okay.

And do you feel like we're that company?

Well, so far, I mean, definitely been impressed with the process here.

Okay, excellent.

So from, again, we're bringing it back to the affordability of the project.

You said it's all affordable.

If it is all affordable, then what other parameters will be using to make your decision?

Decision?

Well, I mean, so like any good company, you know, I mean, one peace of mind, you know, we want to know who's here doing the work.

We want to know that the work was done right and you know, in a timely manner, came in on budget, you know, all those things.

No.

No surprises.

Right.

And you know, actually showing up when you said you're going to those kind of things.

I mean, you know, we don't want some crackhead running through the house, like, you know, sealing stuff at the same time.

Right, right.

Have you heard a story about a crackhead running to a house?

Well, you know, like that's just your common contractor pro stories.

Right?

All of these issues.

Right.

We, that's why we you know, we're very slow to make decisions like this.

Just want to make sure that, you know, my family and our stuff is safe at the same time as actually getting the project done.

Have you had a bad experience with a contractor before?

You know, years ago we did, yeah.

We hired a company.

We did.

Went through this bid process back then.

We hired somebody and you know, turns out one of their people stole our PlayStation.

Oh, that's terrible.

Yeah, they wouldn't own up to it, but it was there in the morning and it wasn't there later.

I understand why you're so concerned.

Well, I can tell you that.

Well, actually, first let me show you this on my iPad.

We carry $2 million in liability insurance per job, per crew.

So all of our crews, including myself right now, now from the time that we step on your property, the time that we leave, you're under the umbrella of our insurance.

And it would cover yourself, your property and all of your belongings.

So if something was on the off chance to happen, then all of that would be covered.

But we're also very different in our industry in that all of Our installers are W2 installers.

They get background checked and drug screened before they come in.

So we know everybody we're going to put on your property.

That's very important to us is to make sure that we're using quality laborers that are going to come in and treat your home just like it was theirs.

And I know that the contracting has a very bad name in this kind of realm, which is why you found the good reviews of us, which is why hopefully that's why we're sitting here today.

But that's how we can 100 guarantee to you that that's not going to happen to you again.

So knowing that and that's how we're going to cover your home, does that make you feel a little more confident as far as what we're.

That we're going to do the right thing for your home?

You know, that definitely does.

Yeah, that's something that we've really even, you know, it's always in the back of our mind after that last experience.

So, you know, just.

Just want to keep things safe and keep things above board.

Excellent.

What can I earn your business today?

You know, with that?

I. Yeah, I don't see why not.

Excellent.

Welcome to TJ's Windows.

Woohoo.

Excellent, man.

Thank you.

I think that is probably the longest role play I've had on the show, but it was super powerful.

So for everybody listening, I kept digging and kept digging TJ honestly had no idea I was going to pull him across the coals like that.

That.

But listen to what happened, though.

I came up with an unusual objection than we normally get, but it's a crucial one.

Right.

We ne.

The whole point is we never know exactly what the objection might.

The real objection might be until we ask more clarifying questions.

Right.

Because you could have just left it on Price and beat up Price.

Beat up Price.

But at the end of the day, that was not my objection.

It had nothing to do with that.

Yeah, but that's where so many times we stop and just think, oh, it's Price, it's Price, it's Price.

When it's really not.

Yeah, that.

That one is one reluctance and fear.

People are very afraid.

And, you know, let's call it what it is.

Home improvement does not have a great name.

And that's because 80% of our.

Of the home improvement contractors have done something shady at some point.

And so many homeowners have been taken advantage of and left with bad situations or unfinished products or PlayStation's getting stolen or that sort of thing.

And so when you.

That.

That's why empath empathy with a homeowner, you have to.

That a lot of times that'll be my question.

I'm looking for something else.

And so that was why, you know, have you had a bad experience with a contractor before?

You got to lower your voice a little bit, come down, join them on their level, find the pain.

But then once you get them talking, then you realize that it's less about money and it's more about security.

Exactly.

And that's.

That's so crucial too.

It.

When somebody has that, like, hesitation moment or the.

You can really tell in their voice that they're really coming from a previous experience.

It's perfectly okay everybody to stop and just ask them.

Wow.

Sound just like TJ did an excellent job of that.

Sounds like you had a bad experience in the past.

I mean, what happened?

You know, tell me more about that.

What caused you to think this way now.

Right.

And it's perfectly okay because then we can.

Oh, well, that's exactly why we have this and we do things this way so you don't have to deal with that.

The anguish and that mental struggle anymore.

Yeah.

Love it, love it, love it.

Man.

Man, you beat me up, Sam.

That's all right, though.

We got to see what you're got to see.

No.

100%.

That was awesome, man.

I love being in the trenches.

That's my favorite place to be.

So thank You.

Yeah, absolutely.

So I love it.

So it is definitely time to land this plane.

But before we do, some couple things that I was thinking about just now.

One, everybody listening, you know, reach out to TJ if this, if he res, if you resonate with the way that he is ways communicating.

TJ definitely runs a really successful coaching company as well.

This is one thing that I love about what I do is I get the ability to, you know, we get the ability to encourage each other no matter what.

And so his company is Superior Sales Solutions which if that name doesn't, you know, doesn't tell you.

He does sales training as well.

And that's exactly why I have him on here to bring a different perspective.

So tj, how in the world can people get a hold of you?

One, who's your key demographic and two, you know, who can you help help and how can they find you and get a hold of you to be able to do that?

So the folks I like to work with the most are either individual sales reps in the exteriors area.

So windows, doors, roofing or siding.

The, the anything on the outside of the home.

That's probably my, my primary area of expertise and where I'm able to offer the most value.

So if you're a sales rep and you work for a company that's offering those products roofing as well.

100.

I love doing sales process training.

I love doing, you know, appointment reviews with, with we do group training as well.

So if you want small fixes, you want big fixes, you want one on one, we can do all that with you.

And then if you're an owner and you are in that 1 to 5 million dollar range and you want to find how do I get to the next phase?

How do I build or train my sales teams?

What are the systems that are necessary to get me to the next step?

Let's work together.

That's, that's where my passion is.

I absolutely love growing helping those contractors.

They're struggling to get past that next level.

I love helping those guys.

My website is superior solutions.

The superiorsalesolutions.com you can come visit me there.

You can put in a request to have a one on one conversation.

You can certainly find me on Instagram or TikTok.

Both of those are also superior sales solutions.

Or you can reach me, you certainly send me an email at tj.moonakecountrycontractorconsulting.com lakecountrycontractorconsulting.Com.

Is that your website also?

No, the website is Superior Sales Solutions.

Everything else is Superior Sales Solutions.

It's just.

That's my dba.

The parent company is Lake Country Contractor Consulting.

Okay.

So we won't say that too many times to confuse people.

So superiorcellsolutions.com go there and that's your.

That's your clearinghouse.

Find TJ on Facebook.

That's how him and I initially connected a good while back.

And yeah, he's on Facebook.

He's actually in the Close it Now Facebook group as well.

So when this episode drops, I will make the announcement and I'll make sure to tag him, but that way you can find him and get contact as well.

So, man, thanks for being on today.

This has been an incredible episode.

This has been fantastic.

I love everything you do, man.

I followed you for a long time.

I will keep following you.

Well, thank you.

I appreciate that.

Right back at you, man.

It's so cool to get to help people win.

You know, in small wins and big wins, we know small wins build up into the bigger wins, right?

Our life is just a combination of the habits that we do daily.

And when we start incorporating small wins in our daily habits, lo and behold, our belief system changes around who we are and what we can accomplish.

And that's powerful in its own.

So.

But yes, thanks for being here.

I know this won't be the last time we talk.

Talk.

No.

Or even do stuff together.

And so, yeah, definitely.

Thanks for being here.

A couple quick announcements, everybody.

One, you can grab the online course which has the full close it now sell system and an entire module on Objection.

Handling.

And an entire module that Sam Taggart and I recorded together for scripting for door knocking for H vac.

That is@H vacdoors.net you can also go to H vac.

I'm sorry, my mind's all on that one.

So.

H vacdoors.net for the course.

Also go to closeitnow.net for the.

You can learn.

That's the website you can.

It's got the podcast player there.

You can learn more about the coaching programs.

You fill out the form for me as well.

If you want to hang out and chat with me and see how we could work together.

And that's where you can go to hire me to speak at your next event.

So the.

That's closeit now.net and otherwise, just email me, Sam, close it now.net pop me a text 512-364-8559 and join the Facebook group.

That's close it now on Facebook.

Just search that it's universally identical branding everywhere.

And we will get you in touch with TJ because he is clearly a rock star.

He's on the right path.

I love how if you've been listening clearly you recognize that he has also embraced the new way that people buy which is very emotion driven, very feelings driven and very permission based selling.

If you're familiar with like Jeremy Miner and the ENEPQ system and you're familiar at all with Close it now and what we do, it's very much in alignment with that.

And I love that.

And that's part of why I grilled TJ so hard to prove to basically verify for all of you listeners that that his process is effective and he's somebody worth listening to.

So if you're listening, he definitely has my stamp of approval in the process and the philosophy.

So again, thanks for joining us on the show today, tj.

Thanks so much, Sam.

I appreciate it.

You are welcome.

For everybody else listening out there, you know how we end this.

Go save the world one heat stroke at a time.

You've been listening to the Close it now podcast.

Our passion is to dive, dive headfirst into the transformative movement that's reshaping the very foundation of H Vac and home improvement and at the same time covering fitness, nutrition, relationships and personal growth, proving that we can indeed have it all.

We hope you've enjoyed the show.

If you did, make sure to like rate and review.

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