I'm Todd Miller of Isaiah Industries, manufacturer of specialty

metal roofing, other building materials.

Today I am joined by our creative director here at Isaiah and our

show co-host today, Ryan Bell.

Ryan, how's life going today?

I'm doing well.

How are you?

Good.

Well, I gotta tell you, I'm kind of excited.

I saw something, a major news piece just came across.

This is a major news.

Breakthrough scientists announced that they have successfully grown human

vocal cords in a laboratory setting.

The results speak for themselves else.

Nice.

Okay, sorry.

That's a pretty good one.

Bad anyway.

Shall we just jump into things?

Yeah, let's dive in.

I'm looking forward to this episode.

I am too.

You know, I've been enjoying these episodes lately where we've been

doing a little more focus on, uh, home improvement and home services

companies and things of interest to them.

And, uh, today's gonna continue in that vein.

Uh, so for today's show, we have Lawrence, Larry Closs, hailing from

the New Orleans, Louisiana area.

Uh, Larry is a very familiar name in the home improvement industry.

He's provided marketing and leadership advice and guidance for many top home

improvement and home services companies.

Uh, Larry was also the founder of New Bath.

Um, he owned a renewal by Anderson RBA franchise for many years.

Uh, he also founded Max Home, which operated both in Louisiana and Houston

as well as love Your Bath in Florida.

Having proven very well that he can lead organizations to

absolute pinnacles of success.

Larry now focuses on business and executive coaching through

his organization Cross coaching.

Um, Larry, welcome to Construction Disruption.

Truly honored to have you today and to dig into some great topics that

I know will benefit our listeners.

Yeah.

Good to be here, Todd.

I mean, we've known each other, think for, uh, 30 years, almost

It's, it's gotta be close to that.

just been about 30 years.

Right.

And I were just, I was trying to tell Ryan and yeah, I think, uh, if I remember you

spoke at that dealer meeting we had down outside of San Antonio at that resort.

Yep.

Yes, I did speak at one of your dealer meetings a long time ago.

Goes back.

Well, you know, over those years, Larry, um, really, I've always had

a huge amount of respect for you as an absolute creative genius.

And, and I have to tell you one of the things again, since we're talking

about 30 years ago, um, you were.

Probably the first one that really opened my eyes to the importance of lead

generation and how that can be done more effectively with creativity, knowing your

numbers, all those types of good things.

And, um, over the years you have been a marketing coach, uh, like we talked about

an entrepreneur and your own, uh, you've, uh, also been a life coach and all during

that time you've had this great journey through the world of home improvement.

I'm kind of curious, um.

Why do you feel that this off?

Uh, industry offers great opportunity for those who want to work hard and

build future and businesses, um, for themselves and their families.

That's a great question, Todd.

You know, I'm passionate about the answer to that, and the answer is.

That like there's low barriers to entry, right?

It's not hard to get into this business, but it's hard to succeed at it, right?

I've seen so many different people get in, apply themselves, work hard.

And have an incredible life.

Right.

And I remember actually when I met you before I was in home improvement,

I was in, I had an ad agency and I specialized in home improvement

companies and car dealerships, and I decided I wanted to go in business.

mean, the only way you get a car dealership is if your

dad or mom give you one.

There's a lot of industries like that.

You just don't get to go in them.

You can't just raise the money for a factory to create something.

But home improvement is something that a lot of people can get in and if, and if

they work hard and work smart, they can win at it and create an incredible life.

And there's not many places like that.

And you wanna, one of the.

Things that, uh, blows my mind is having started and home, having started it

with automotive and home improvement people, I would've never guessed 25

years later that the multiples paid to home improvement companies for sale

are way higher than car dealerships.

And I know we're gonna talk a little bit about that

later on, but that is phenomenal.

Uh, what's happening right now?

You, uh, as you talk about that and that entrepreneurial journey,

I think a little bit about Charlie Ell, uh, who you might have known.

He used to be an RRBA guy.

Um, but you know what amazing story he has too, of a guy that was just

a, a, not just, but you know, he is a factory guy, manufacturers, uh, guy

for Alcoa and suddenly decide to do his own thing and build a tremendous

legacy, uh, for him and his family.

Well.

Well, you know, as you went through that entrepreneurial journey yourself, um,

you know, in home improvement, what are some of the key things that you learned,

you know, down there in the trenches of your own businesses that you carry

with you today as you coach and guide others to success in their businesses?

I think the main one is that it's all people.

There was one point where I would say early in my career that,

hey, I'm in the leads business and I happen to install stuff.

Mm.

Um, that change as I got wiser, I'm in the people

business, that it happens to get leads that happen to install stuff.

mean, it's all about people.

It's all about finding the right people, keeping the right people,

finding more of the right people.

I mean, it's all about that.

It's, and it's all about keeping 'em happy.

That, that is really interesting because I think a

lot of people in home improvement still will say it's all about the

leads, it's all about marketing.

Um, but I love what you're saying there.

Yeah, no, it, it, look, it is about it, but, but, um, the right

people get you the right leads, right?

The right people close the right leads, the right people, install them correctly.

I mean, it's, we're in a people business to scale it.

It's about people and there's a lot of aspects to that.

As I said, keeping them, finding them, what.

I find a lot of people stumble at is as they grow, not

bringing the people on, right?

Someone has a business of a certain size and it's time to bring on a sales manager

and for any number of reasons, you don't want to give up the cash outta your pocket

or whatever it takes, and all of a sudden you're not bringing on a sales manager.

You're stuck in that role yourself.

You know, you have to be able to know when it's, when it is time to bring people on.

And by the way, it's usually time to bring people on.

Right when you're uncomfortable, right before it's time to actually

bring them on and, and then, you know, the, the work it takes, keeping

'em happy and keeping 'em motivated.

So, so one of the terms I often have used for you over

the years, Larry, maybe you didn't even know it, is that you are.

Absolutely though a creative genius when it comes to marketing and

lead generation, and I, I love that focus on people, but the fact is,

you are a genius at creativity.

And I'm kind of curious, what changes have you seen in business

and culture over the years, um, in, in those changes that you've seen?

Uh, do, do you still see that creativity plays a big role in the

success of home improvement companies?

Um, and if so.

What are some of the ways you suggest that companies tap into those creative

marketing ideas and practices?

Yes.

I think creativity plays an important, very important part in success.

I will add though that I think creativity, uh, not just in marketing.

Yeah, creativity in marketing is incredibly important.

to tap into that, generally outsource it, right?

I would generally say to outsource it and find the right people.

And I would also, I would say outsource it, not necessarily to the person who

has 10 other home improvement companies, outsource it to someone who might be

able to think outside the box for you.

Creativity, I think is very important in a lot of the other aspects.

Um, hiring, pay plans, um, growth strategies.

And then another way to tap into creativity I think, is make sure you

have some diversity on your team, right?

sure that your team looks, acts differently than you

and each other, right?

That diversity really plays a big part in it.

Because your customer base is gonna be very diverse, so you've gotta be

able to reflect that internally as well.

That makes sense.

Yes, and and I've seen that.

I've seen that really spark creativities in ways would not happen otherwise.

Mm-hmm.

Right?

Just would not happen otherwise.

When you have a group of diverse people in the room things off, or some things come

up that just surprise the heck out of you.

You know, a couple weeks ago we had the, uh, CEO and Founder of Florida

Window and Door, uh, on the show and.

You know, he talked about how their company had come up with this mascot

recently, or a couple years ago, and how that had really opened the doors

for them in terms of being able to generate more leads and have that

memorable fixture that people think of.

Um, they think of Shelly, the turtle now when they think of new windows and doors.

Well, let's talk, uh, switch a little bit and talk about.

Culture in a company.

And, you know, we talk about diversity and the importance of that, but um, I have to

think that as an executive and business coach, this idea of company culture

has to come up a lot for discussion.

So what tips do you have for business owners and leaders to shape and

maintain this strong positive culture?

Um, while at the same time doing all the com complex stuff they gotta keep

doing to keep the business going.

So a couple things.

One, I think culture is the most important thing in a business, and I

think culture is the most important thing that senior executives need to do.

Peter Drucker was the one who said, culture eats

strategy for breakfast, right?

The, the culture is more important than the strategy.

It is.

Probably the number one rule, the leader, the visionary, the head of

it needs to believe what I just said needs to live it and spend time on it.

A large percentage of his time on it.

have to make the time to spend on it.

can tell you when I was acquired, uh, like in the first

meetings, culture was brought up.

I feel strongly that I got a great price and a great partner

because of the culture I built.

And what's funny is when I still talk to them, they still discuss the culture

that we have there and how they try to instill it in other companies.

It takes the leader buying in.

That culture's important and it takes that leader spending time on it.

Right.

just, it, it, it's, it's that easy, right?

It's the same as customer satisfaction, right?

Like people say, you know, I just customer satisfaction so high.

I was always high at renewal by Anderson, which is just maniacal about it.

they'd ask how you do it?

Like, what are the secrets?

And the secrets are the person at the top has to give a crap.

Really, really care about it.

For instance, I would never send an email out about sales being up or down, I would

send emails to people in the company about customer service things, right?

Just when you focus and you really care about those things, it makes a difference.

Well, and that just filters down when it does.

Start with that focus in your leadership, uh, on culture.

Makes a lot of sense.

Let me add something too, Todd, is that the leader has

to be the one, the leader, not have to be the one the leader has

to buy in and spend time on it.

However, I'm a firm believer that as companies mature and as

they grow in size, the culture.

Needs to be developed by the people within the company.

For instance, I always had culture committees where people

would come together and work on mission, vision, values and things.

It, it was, so, it was, I don't wanna say that I'm saying that it's top down.

I actually think it's the opposite, that the leader has to buy into it and

it, when the leader buys in and makes it a focus, it grow from the bottom up.

That's good stuff.

I'm gonna be thinking about that tonight.

That's, uh, that's good advice there, Larry.

So, um, I'm curious for folks out there who are not working with you as

their coach, and I shall say not yet.

Um.

What practical advice do you have for them, um, to ensure that they are

leading their businesses with that kind of purpose and intentionality?

Um, seems like one of the things that our industry is notorious for is people

leading a business simply because they have a few years of experience and

doing it by the seat of their pants.

Um, so how does that executive make sure that they are always leading

with purpose and intentionality?

Honestly, Todd, I think you jumped ahead of yourself and I think

you somewhat answered your question.

I mean, really the key is to lead with purpose and intentionality, right?

And how do they make sure, like if they do that, and I would

suggest that it's written.

And I would suggest that purpose and intentionality in anyone's life who's

leading a home improvement company or any company, is written and tied to

personal values and personal goals.

Right.

But I, I, I, I think you have to, you hit it.

You have to lead with intentionality and purpose, and you have to know what

that is, and you have to like own it.

And by the way, this goes both ways.

As a coach and a consultant for years and still involved in the industry,

I've seen so many companies get to a certain point and stop, right?

4 million in sales, 6 million in sales, 10 million in sales, 30

million sales, whatever it is.

Hey, you know what?

There's no problem to that with that, as long as it's done with

purpose and intentionality, right?

I've seen so many people.

Who probably, if they would work with me as a coach say within five sessions, wow.

I'm completely happy with where I am.

I love my business with where I am, but I go to these conventions and I

go to these things and it's growth.

I gotta do this, I gotta do that.

I gotta be bigger, I gotta do this.

And so they get confused and they're not really following

their purpose or intentionality.

Right.

And, and like, it is fine to be that size as long as, and like

you're purposeful about it.

And it's fine to scale to a billion dollars if you're purposeful about

it and you know that's what you want.

You kind of alluded to it, you know, when you, someone

comes on a, a board as a client of yours and you're their coach, um.

What does that look like?

Is a lot of that going back to, Hey, what is your purpose here and what

is it you're trying to accomplish?

But what does that look like when you onboard a new client?

One of the first things that I'll do is do a personal values exercise.

Um, and have them develop the personal values.

I've had people where I talk about this, just say, no, no, no, no, no.

Boom, boom, boom, boom.

Or my personal values, and I have other people look at me, why?

Hey man, I, I, I, I called you 'cause, I, I need to get outta this whole

I, why are you going there?

Um, so a lot of times it will start with personal values.

You know, my coaching centers around, you know, helping people be happy and joyful.

And, and, and, and I want them to focus on that.

And I love businesses as a tool for that.

Many times it becomes the opposite.

I mean, it becomes the, the business is taking happiness and joy away.

And by no means does it have to.

Um, but coaching engagements will usually seriously revolve

initially around personal values.

And then we'll quickly get to what is it you really want?

Right?

And a lot of times I'll call this winning, like what does winning look like?

you in three to five years.

And I would say half my clients are blown away when they sit back and

they really go, well, wait a minute.

Like if I open five more offices, my kids are two and four, and if I open

five more offices in three or four years, how am I gonna be home more?

And what I really value is being home with my kids

trade off.

And you can't scale your business, but it might be a trade off in that, well,

maybe you should scale in a different way.

Maybe add products so you don't have to travel in your hometown, right?

Who knows what it is.

But it's those kind of things like set up what values are and what

does winning look like for you.

And then, and by, but I will never talk about winning in terms of business.

I'll always talk about winning in terms of someone's happiness.

Life, spirituality, family, whatever it is, and, and, and try to put that

first in that business serve that.

Love it.

Good stuff.

Well, I promise we were gonna come back to this and you had talked about earlier

with, you know, the multiples that a lot of home improvement businesses, home

services businesses are selling for.

Or, um, with a lot of private equity money coming in.

Um, I'm, I'm curious, I mean, if there's somebody out there and they're

running their business and they want that to be their end game to sell to

private equity, um, any specific things they should be doing to be able to

position their company best for that?

Or do you think you just drive forward and do the best you can with

your business in terms of culture?

Um, and, you know, then it ends up where it ends up.

No, you know what you do need to prepare and preparing is,

some of it's easy, some of it's hard.

One of the first steps, concrete steps is start getting your financial

statements either compiled or reviewed.

Compile is the lowest level that CPAs do reviews.

An ex audit is a, is the third.

Almost no one's gonna have their no one.

This under a billion dollars.

We'll have audited financial statements, but you know, even at

$5 million, start a compilation.

that done right.

It's not expensive.

It's not hard.

Not only does it, does it help with, uh, exit, it also gives you confidence

that you're doing your accounting right.

Um, next thing is, is man, you gotta replace yourself.

Private equity especially does not want to come in and see a business based

on one person owning, doing the work.

'cause they're about to give that person a bunch of money and they don't know

if that person's gonna stick around.

They might not want that person to stick around.

Right.

And if you don't have a good team, and if you're not

working on replacing yourself, you're, you're lowering your value.

And other than that, you know, I've heard so many things about product diversity.

I don't like run business that is not based on the, based on the

leader that has decent culture.

And, and, and oh, and by the way, uh, one other thing to add to

that is not just your accounting.

Make sure all your other numbers make sense.

Make sure the numbers that you're putting in for sales, marketing, all

the other things, leads make sense.

don't have, don't feel that they have to con conform to some standard that

private equity, but be able to sit in a room and say, these are the leads I got.

This is what I sold.

This is what I installed.

And know those numbers are correct.

They don't have to be correct in any certain way, but make sure they're correct

because I could tell you that alone.

Even more than accounting, private equity firms are used to going

in and seeing poor accounting.

Private equity firms will come in and say whatever.

We're putting our new accounting systems in they come in and they

don't feel that the owner or whoever knows what the numbers are, there's

no real feel for the numbers.

That's a huge red flag.

Very interesting.

And you know, one of the numbers I keep hearing more and more about today

is, uh, now I forget what what it is, but it's basically how much can an

installation crew produce in a day?

Um, what is that number?

And, uh,

Incredibly important.

yeah.

That was not, that was not as focused on, right.

Incredibly

right.

It, it wasn't years ago, you didn't think a whole lot about.

Oh, one other thing I'd like to add is, and this one is hard.

Be as legally compliant as you can.

It is impossible.

It is impossible to be a hundred percent legally compliant, right?

You're not gonna get every permit you need, you're gonna miss some.

Even if you're trying permit, people will tell you all the

time, worry about permits, right?

Like, you'll go to the permit office, don't worry about permits,

but they won't put it in writing.

Um, your EPA stuff, try to get it as right as you possibly can,

And as you grow, it more right.

And that sets you apart from your competition for one thing.

But it is also, you know, I have to imagine anyone in private equity

doesn't wanna step into a business that's going to have surprises.

No surprises.

No.

Yeah, no surprises.

And look if like, but no one, but also they don't expect small businesses

to be a hundred percent perfect a

Right.

Right, you're gonna have your credit card data might not be perfect.

I mean, all these things like, I mean, you're not, but if you're, and by the way,

even regulatory agencies are the same way.

Like when they come look at you, not trying is terrible.

and doing it right, 95% of the time is very much appreciated, You're gonna

make some mistakes, you might miss this.

Your doors might not be locked correctly or something.

However, generally fine with that.

I, I'm kind of curious for your thoughts on.

Consumer buying habits.

When you and I first knew each other years ago, I don't

know that Amazon even existed.

Um, but yet this whole Amazon culture has kind of, to me impacted how consumers

want to go about buying, uh, things.

And I, and I'm starting to see that spill over into home improvements as well.

Um, any thoughts on how company leaders a adjust to that?

So I sat on the advisory board of a very large home

improvement company for years, and this discussion had come up years ago.

Sadly my answer, Todd, is at my age I will even exit at any current companies

by the time that becomes a true issue.

Right.

I, I,

Fair enough.

I think, right?

I, so I think that it is definitely coming to a greater extent.

And I don't have an answer to it.

it's important, but I also know at my age and the tenure of my companies will

probably be, I will, I will have still, I mean, we have another good 10, 15 years

of baby boomers driving the economy,

Sure.

Yep.

the baby boomers are still gonna have someone to their house.

Yeah.

Beyond that, I can't tell you.

It's a concern, and I don't know how it's gonna, I don't

know how it's gonna shake out.

Well, any thoughts on AI and maybe your thoughts on that are kind of

similar, but any thoughts on how AI's, uh, impacting or going to impact us?

I don't have thoughts on how AI is gonna impact us, but

here's the analogy I like to use.

Um, when people are talking about AI now, and I was just recently in a talk in a

peer group about it, they were talking about, uh, how these chat, how like chat

GBT, how you prompt them and how you ask questions and how this all works

and the new ones that are coming out.

When I told them, I said, guys, it sounds like we're talking about

the beginning of internet and asking how we ask a OL something.

Okay.

But what we really need to get to is Uber.

What are the further applications of this that are going to do things

that we haven't even thought about?

'cause Uber is a complete consequence of the internet and

how connectivity and phones work.

Right?

But nobody is talking about that then.

And I think that's the kind of thing that you have to be constantly aware of.

Like what are the, like of course you can use AI to judge

your, your judge, your leads.

You can use AI to, to.

For instance, I'm a big fan and, and I'll give 'em a pitch of Rilla where you

record the conversations in the house.

Yep.

I'm a big fan of that for so many reasons.

It provides customer safety, like like, right?

We have to make sure our salespeople are saying the right things and nothing wrong.

I love it.

But then again, you put that through an AI filter and it

gives you all sorts of feedback.

There's all sorts of applications now that I think you have to stay on, but I

think that the applications that it really brings, we don't really understand yet.

Yeah, that's, I, I like that.

That's good.

And you kind of reminded me of something years ago when, yeah,

the internet first started.

Boy am I dating myself, but, um, one of the guy.

Here in the office saw me, um, searching for something probably on Yahoo, and I

searched in the form of a question and you know, he just thought that was hilarious

that I was searching by asking a question, but yet that's what we're doing today.

So I was ahead of my time.

That's all I can,

Yeah.

so.

What, any thoughts on who people should be paying attention to, obviously,

than yourself, other than yourself.

Um, any advice in terms of folks, people should be listening to

reading those types of things.

Um, God, I just, what's the right people on the bus book?

Oh, Jim Collins.

Yeah.

Jim Collins, uh, just seminal book e Myth Revisited.

and these aren't, I mean, the books that I read now are, are more things you talked

about intentionality, manifesting futures and things like that, that I'm concerned

with, but those are two books that Jim Collins and like E Myth Revisited, Michael

Gerber, that are completely needed.

never forget when I was a young person in business, I walked into a peer group.

I was, was in Vistage years ago.

I walked into a peer group.

And I said, guys, I, I need some time today.

I have to figure out if I have the right people on the bus.

And if you read the book, you know what I'm talking about in the right seats.

this older gentleman started laughing.

He's like, Larry, like, that's not something you solve.

That's not, you don't get the right people in the right seats and sit back like

you're gonna ask this question month.

He's like, you don't solve for this.

He's like, because what's gonna happen is they're gonna leave.

You're gonna grow the business.

Things are gonna happen.

Like you don't, just like, you can't come in, we can't just talk about

it once, you're always gonna worry.

Do I have the right people in the right seats?

Colin, that's a seminal book that I, as far as other people paying

attention to, not sure, right?

I, you know, there's economists and theorists that I pay attention to, but

I wouldn't necessarily suggest those.

Good stuff.

I do think just on a greater macroeconomic thing,

I am very bullish on American.

I think America has a couple years of tough times and is gonna really,

really be a boom town for for years.

We're glad to hear that, and I'm right there with you.

I agree.

I agree.

Well, Larry, this has been a privilege to have you with us

today and some great soundbites are gonna be pulled out of this.

Some great advice for our listeners.

Um.

Any final words of encouragement or advice that you have for, uh,

contractors out there to reach higher levels of success today?

Look, I would just say do it with intention, intentionality.

by the way, uh.

I learned long ago that not just people, but it's the systems too.

You get the right people in the right systems and you operate, right.

Operations is where it's at.

It goes back to Michael Gerber and what he started telling us 30

years ago, and it's, uh, holds true today.

Well, thank you.

Well, I gotta ask you before we close out, um, we're kind of too close to

the end of our business, end of things.

Are you willing to participate in our rapid fire questions?

These are just five questions just for you to give an off the cuff response.

Awesome.

Ryan, you wanna alternate questions?

Yes, let's do it.

You want me to go first?

Go for it.

Okay.

What's the best leadership book you've ever read?

dysfunctions of a team because it's actionable,

immediately actionable.

Good stuff.

I agree.

And you know, it's funny, I always have to laugh at, at Lencioni, 'cause when I first

started reading him, I hadn't heard him.

And I thought, you know, this guy is really serious and erudite.

And then I started seeing him speak places and I found out he

was just a complete goofball.

He's still extremely smart and brilliant, but what a, what a funny guy.

That's just, that's just great in that like all these

other books you can read and you might not be able to do it.

Five dysfunction as a team comes with workbooks.

All of a sudden you're doing it with your team, following a workbook and

you're, and leadership gets better.

Next question.

Uh, what is a product or service that you've acquired, um, in recent memory

that was a game changer for you?

Sort of a, oh, where's this been all my life type thing.

Infrared sauna.

Infrared sauna.

Tell me about that.

One.

I love it.

But what's crazy is I am, uh, M-D-V-I-P, which is the largest concierge medicine

group in the country, had just come out in like their five recommendations of

longevity and health as infrared saunas.

all the studies and, and how it, like, how me with inflammation rest, everything,

like a massive fan of infrareds.

Wow, so right, right here in Ohio right now, it feels like

you're as sauna when you go outside.

But is infrared sauna a daily thing or what is this?

A couple times a week.

Okay.

Maybe you've answered

the third question here already, but how do you recharge after a long week?

I don't have long weeks.

I'm retired.

Good for you.

Well, I'll go onto the next question.

Um, what is one habit that you've acquired or you've developed that you

think enhances your effectiveness?

Something that, you know, you've discovered, Hey, I just gotta make

this a regular part of my life.

I, I'm gonna tell you, I really wanna think of the

man's name, who, who taught it.

He's one of the premier speakers at Vistage, handwritten thank you notes.

And, and the secret to handwritten thank you notes is you keep them

sitting on your desk in front of you.

You put them there.

And I write, I buy my stationary from a very fancy hoity-toity

stationary store in New Orleans.

And they flat out tell me they, you write more hand, hand notes than any

like rich old lady in New Orleans.

Except for you.

and it is.

Look, it's a couple minutes a week.

It changes people's, changes, people's attitude and like do it, start it.

Start somewhere.

But the key to it he teaches is have them as the sole thing on your desk.

I have my computer, like a light.

And then I have thank you cards that I stare at

Wow.

I love that.

I love it.

Good, good stuff.

I may have a thank you note or two from you from years ago now.

might have a thank you note from me from, I have probably

written you, thank you notes.

Okay.

Last question here.

Or what is your favorite meal?

Love that.

One side of my family's from Maine.

That's an easy one.

Good answer.

Well, Larry, thank you again.

You are making a difference out there.

You always have and you continue to be.

And, um, thank you for being a great part of this great industry.

We've worked together.

And so for those who want to learn more, um, or to connect with you about your

consulting and coaching, uh, what's the best way for them to do that?

closscoaching.com.

Just Closs coaching or LinkedIn.

Look me up Lawrence Closs on LinkedIn.

Either way you can get me.

Come to you that way.

Good stuff.

Well, we're gonna put that in the show notes and we very much

encourage folks to reach out.

Thank you again for being on the show, Larry.

This has been great.

Well, thank you so much for tuning into this episode of Construction Disruption

with Executive Coach Marketing genius and home improvement expert Larry Kloss.

Please watch for future episodes of our podcast.

We always have great guests.

Don't forget to leave a review on Apple Podcast or give us a thumbs up on YouTube.

Um.

In the meanwhile though, keep on disrupting, keep on challenging, keep

on looking for better ways of doing things, and don't forget to have a

positive impact on everyone you encounter.

Um, bless them, make them smile, encourage them.

Um, so in the meanwhile, God bless and take care.

This is Isaiah Industries signing off until the next episode

of Construction Disruption.