Ask A Painter #284: Business Annual Planning

so all right guys special early morning edition of the ask a painter live show you guys can ask any questions you want any comments any topics you want you're catching me uh during kind of a flow state in the morning so i'm an early morning guy i get up at 4 00 a.m so that i can have evenings with my family i've always been a morning guy so you're catching me at kind of peak efficiency here uh between about 4 30 and 6 30 is when i've got just enough coffee just enough energy i've i've started accomplishing and checking things off in the day and this is kind of a sweet spot for me and we're in the war room it's quiet it's dark my family's still sleeping in there they'll probably be getting for school early but this is this is a beautiful quiet place where i get a lot of work done in the summer we open up all these windows here and i can hear the crickets i can hear the frogs and we see the lightning bugs outside and it's a wonderful thing so today i'm going to talk to you about basically an update of where my company stands right now this is the time of year where i do lots of introspection lots of planning and i'm going to share with you some of my thoughts about planning and how i schedule things and how i think about this time of the year and then next time of the year we're live on instagram as well you guys are not going to be treated to the same um sort of thing that facebook is i'm going to be doing some screen shares i'm going to be sharing my planning stuff my org chart things like that if you guys want to go see that stuff go back to facebook and see that uh that'll be fun so pca the painting contractors association they've been big fans from the start for five years they have partnered with me on this show they believed in me when nobody else watched this stuff gordon paul rafferty good to see you early morning so what are we thinking about with the pca right now um i got deputies to do a bunch of masters classes around the country we've done over a dozen now in a dozen different cities and it's been awesome i'll be in tennessee this weekend if anybody wants to come see me there that is a free class that doesn't happen very often but we are offering free class so if you want to show up in tennessee i'll be debuting a brand new master's class on how i've built a world-class leadership team i'll give you all the data all the stats all the comp plans all how we recruit how we retain everything else now what are we thinking about with the pca right now um expo the expo the exposition is the big yearly activity we did not have one last year so it's gonna be 24 months two calendar years since we really got together in a big form if you guys have not been to an expo before i will tell you it's one of the most inspirational events you could possibly go to it's uh the first week of march and the main bulk of it happens wednesday through friday people start showing up uh tuesday night there's usually a big reception party and oh mr zach kenny how's it going man uh i thought zach kenny slept in later than this that's awesome good to see you up early today zach um so the expo is going to be great there will be guys like zach kenny here uh to present uh he'll be on board she'll be on things like that it's basically crazy crazy three days of member driven content some of the best educational seminars you're ever gonna get there's a monster trade show graco titan sherwin benjamin moore all our all our friends huge trade show booths lots of free stuff to give away industry awards i'll actually be bringing my entire leadership team so if you want to meet any of these people you're going to get to spend multiple days with them uh in orlando this march so we're just going through the logistics right now of getting everybody hotels flights and registration and stuff i would love to see you guys so that's awesome so all right folks um uh you're in vanderburgh want to see a dutch painter at work i would except with bee live i don't have the ability to pull you up right now yarn we will definitely do that another time i would love that so um so if you guys are interested the pca go to their website register for the expo it is a monster monster just like zach kenny said you're gonna be around possibly three to five hundred of the highest level thinkers in our industry so um okay here we go uh status of my company um i have been on a wild ride over the last couple months here the asco painter live show has come from brazil it's come from all sorts of random places because i've had a crazy crazy travel schedule um i am going to have a little more of a crazy travel schedule so you're that's why you're getting a 6 a.m central ask a painter live show on a what the heck is it wednesday and there will be another ask a painter live show most likely tomorrow with a special paint demo which i haven't done in a while because i'll be traveling to tennessee and then it will be deer season again this is deer week first rifle season in minnesota so uh we've been out there in the field trying to hunt some deer um thank you guys for allowing this odd abnormal schedule but again family business and then all the other pca stuff and the master's classes that we have it's uh it's quite a wild ride here so um status of the company haven't done one of these in a while it's been a wild couple years folks november and december is usually introspection time for me where we've we craft a plan for the next year we start implementing what that actually looks like to hit it and then usually in november and december every year i actually start working on that plan so that on january 1st we're actually enacting that plan if you have a plan to grow or to change or to improve something and you started on january 1 i believe you're already behind and that's i've been at fault with that for a lot of years it's like hey listen let's just get through this year and we'll start that plan next time we're already behind so i'm going to show you exactly how i plan what i planned and then how we go about uh meeting that goal now status of the company right now over the past basically for those of you who don't know if you've been to a master's class you've heard my whole backstory my whole thing there for the last five or six years we've been on a tear to professionalize and grow and improve this company um in about 2016 i had three employees working for me and they all left on one friday night for great reasons they all went on to do great things and i'm happy for him but also very sad as a business owner that i lost all my production one friday night five or six years people think i've been in this industry 29 years i've owned a business for 14 years they think that this is a 29 year journey this is basically about a five-year journey give or take and if i'm honest i've really only been intentional maybe three years so what now the shop the people the vans the the social media stuff that's all happened in the last couple years we have been very very intentional about throwing a hand in as a team and growing this business so now what is it what does the company look like so sort of easy to quantify give or take uh we are basically employing the equivalent of about 35 people now my company has obviously our main flagship is our w-2 employee painters which are the most amazing thing you've ever seen out in action we have a leadership team of two production people one estimator soon to be another one a coordinator and a shop manager and then we have subcontracting we have an internal drywall and carpentry division which uh i say division because they technically are division but really they're just a couple people and a couple people and they only support our painters we're not out there doing signing in windows and roves and all that stuff and we're not doing drywall new houses we've brought those things in-house so that we can facilitate our painters so they can uh with other contractors relying on them to get in there to do the work before us doesn't work very well so what we do is uh get our own people in there schedule it really tight and get it moving and then we started subcontracting about a year and a half ago so we do have a bunch of trusted subcontractors to help us with the work to allow us more time to train our w-2s and it's been a great partnership because w-2's employee painters my apprentices and crafts people do things that that subs cannot and subs do things that my crafts people and apprentices do not so it's almost like this great little like you know conjoining there uh it's a wonderful thing so when you look at our a lot of times subcontracting companies have a hard time you know they'll go to uh somebody with a very large subcontracting company say how many people you got say well it's kind of hard to kind of hard to explain i can give you a round number so but if you look at my company right now uh basically we employ about 35 people give or take if you include subs uh if you include a leadership team uh we have about eight eight to nine seasonal people that we kind of half count because they only spend a couple year a couple months of the year with us and uh i'm gonna basically show you now uh what we have going on and a lot of the times data plus feelings right uh you guys know that that's what i'm all about i like to make data-driven decisions but a lot of them they're based on feelings um sometimes market rate is a feeling sometimes the feeling of if you should grow or not is only a feeling and you got to put some data to it to see if it's a good idea so i'm gonna share with you i'm gonna see if i can't get myself small there we go okay now i'm gonna see if i can get rid of the on-screen stuff here too there we go so you guys can see it so a lot of times what i like to do is apply data to my feelings and we'll say uh uh probably eight times a year i redo my org chart as we add people remove people things like this just to see where we're at i like a visual representation of my goals and one of my goals is to have enough people to support the demand now people think sometimes people grow businesses because of ego or for stunt because it's just fun to say you have a lot of people i'm not interested in that i'm interested in a freedom machine which creates a certain amount of freedom both financially spiritually you know time wise for myself and my family and i'm growing a business because certain size businesses can offer things to its employees to its clients that other businesses can't and number one is uh service and pay we can pay our people a lot more than most painting companies can because we know our numbers and we do profitable work we can also give them full benefits like a real company like a target or a best buy or a walmart we have health insurance we have retirement we have paid time off arguably we have a better suite of benefits than a lot of big fortune 500 companies because we can because we're profitable and that's the benefit of having a larger business what you guys need to know is that i am probably somewhere between six months and 12 months away from what i would consider a fully professionalized business that is sellable now i want you to be careful when i say sellable i'm not selling this business i will be involved with this business so the day i die but a business that's sellable is a sign of professionalized as a sign of a professional business a sign of a professionalized business is that it's an asset that you can sell it the main litmus test for that is does your business rely on you the owner and i've had a bunch of tests over the last little bit right now we have a minimally viable uh product where i went to brazil for two weeks and my company needed nothing for me absolutely nothing for me the last key to uh basically getting myself out of the business but then circling around and choosing to be in the business and the way i want was first hiring people to paint uh to do the work for me and with me then hiring production staff to schedule the jobs hire paint uh buy paint do logistics for the company and then do quality checks and then correspond with clients then i hired away the estimating duties to estimator andy everybody knows and loves estimator andy um and then the last thing that i was doing in the company that the last i shouldn't say the last thing i was doing i'm involved in the vision side and the planning side and the accountability and the culture side but the last nuts and bolts like day-to-day operation that i was doing uh was the admin and the coordinator position i call it a coordinator it's more of that most people call it an admin or an office staff but basically i was the admin of of my own company and uh that was the last thing where if i disappeared you know there's a big disconnect between when somebody wants a painting job and goes through my website for a lead and then when our it's scheduled for our estimate breakdown number one was i was that person scheduling those leads for my own estimator and that needed to stop if we wanted to have a business that runs without me and a more stable business for my employees and my clients and we hired a coordinator an awesome coordinator carly and she is absolutely doing world-class work amazing person and she's basically assumed the last bit of day-to-day operations that i have so now my plan in the next six to 12 months is to not not work that is not interesting to me it's now do what i'm good at which is the visioning side of this business and the culture appropriation side of this so i plan on doing a complete end around and then going back to my w-2s and subs and then doing world-class training culture appreciation culture improvement and making sure that the connection that we lost during covid is reinvigorated with the business this is what i'm here to do this is how i can bring the most benefit to my company and that's what i plan to do and basically these charts are an example of that so quick little short history i'm gonna take a drink of coffee this is going to be a very special ask a painter because this is this is the time of day that my brain fires the most efficiently and the clearest and uh so this is basically where we're at right now two years ago we did about just under a million uh dollars and then 2020 hit 2019 we did about a million give or take uh 2020 uh was the year that we were gonna push the pedal down and we're gonna go from one million to two million and then uh after quarter one if you guys can all remember we have a little uh battle of covid we had a little global pandemic now that wasn't enough we had political and social unrest in minneapolis then we had uh material shortages and then we're entering into something that some people believe was a labor shortage and it just kept piling on one another now that being said my plan because we do data plus feelings the feelings were the zombie apocalypse is here right and why even do business just fold it up be done just moving on but i knew based on the data and based on my feelings that doing all of the unsexy things all of the mundane things the basic nuts and bolts of business would be the way through a year of unknowns covent and we did we buckled down we refined our job costing process we set goals we aligned goals we adjusted comp plans and we made sure that every single person performance and money was tied to basically two other divisions of the company that meaning we all put a hand in and we're all improved like that now that got us through in a great way we actually grew 40 47 percent uh in 2020 so we were again we were aiming to double the size of the company 1 million to 2 million we did fall short of that but we did grow 47 percent and we bought a commercial facility to move our finishing operation and training operation into now the feelings is why would you ever leverage yourself in debt if there's a global pandemic going on i had this sneaky competitive advantage which is the data the data proved that it was actually a good time to buy commercial real estate and we did and and that's the slavic shop you can actually follow along and see that now coming off that year we thought you know what we're going to finish rounding out the leadership team so then i hired uh estimator uh we got another project manager and then i hired a coordinator and we basically set ourselves up to do uh my goal is between 2 and 2.1 million for this year and when i talk about these numbers these are not cold-hearted calculations of money and things like that this is me growing this company to a size so that i can actually help the clients that want us to do something we turn away even at this size we turn away lots of clients because we can't get an estimate in time or we can't get their paint job done in time and that's heartbreaking to me because we are a good company we will definitely break ourselves to make sure that our clients are taken care of and there are not a lot of other companies out there like i shouldn't say that there are other companies out there like that but there's a very good chance that if a client does not use us and they just randomly pick another painting company it's a good chance that you're going to get an unprofessionalized company that may be unscrupulous i want to help more people i want my employees to have the ability of upward mobility and growth and all that that only happens if we grow a larger company so my goal was 2 to 2.1 million this year and as of right now we have already uh put on the books 1.95 million we have about 66k in accounts receivable uh and we still have seven weeks left uh and if we go by our average we'll probably put down another 250 to 320k which means that our upward adjusted goal is probably 2.316 million for this year which would

mean we almost added a million dollars of revenue uh this year so it's a great great great thing um hats off to all of my apprentices and craftspeople this is this is where it gets done uh my leadership team is throwing uh a hand in there and uh it's a wonderful thing to watch i'm just here to guide accountability and make sure that the culture of this company is strong and uh yeah i'm very proud of my people now planning for next year let's see [Music] yeah so now what do we do for next year so i got a bunch of weird data points that i'm putting together so there are benchmarks in this industry which is you know a painter produces a hundred thousand dollars of revenue an estimator should be able to sell a million a production manager should be able to manage about a million that's a nice clean math equation right you got 10 painters one estimator one production manager that's a beautiful little silo or unit or pod now here's the problem we're successful and we coach up our people in a world-class way so now our painters produce a little more than that between 100 and 120k sometimes 130k per year our estimator sells 2 million and our production managers currently can produce about 1.5 million a year upwardly coaching to about 2 million a year so now we have this displaced sort of math problem where it's not a clean ten painters one estimator one production manager so our theory is right now that i've assembled a team over the last couple months here that is capable of probably three million dollars without any more budging like we already have that stuff um the only missing piece we have are a few painters which i'm in a heavy hiring uh uh process right now and one more estimator and uh my goal is to fill out this org chart that you guys are seeing on facebook right now um by the end of the year so basically uh my goal is to bring on another five to seven to eight painters give or take and an estimator uh i was supposed to have a coordinator and admin on there but that's we just filled that earlier than i thought so basically i got a lot of recruiting to do by the end of the year um for those of you who have seen my master's classes i can actually tell you how much time and how much money it takes to recruit and uh basically it takes 50 hours of my time uh over the course of you know somewhere between one to two weeks uh to get somebody or something into this company to do that so basically i'm staring on the barrel of lots of work by the end of the year but that's my job and i'm happy to do it so uh basically what you guys are seeing here is the org chart on facebook which is something where i lay out my goals and then i actually look to fill in the places and it shows me on a visual representation of what i need to do to meet my goals and i i kind of do a um i follow traction a little bit i i again business books are kind of gross to me but there is value in in some books and i take away little bits and pieces from it so i'm going to hide my org chart but basically we have a company that i believe is capable of about 3 million so i set our goal at 3 million this next year i'm going to show you how i come up with this stuff so this is i'm going to move this up and down a little bit here so if you follow traction there's something called the vto the vision attraction organizer this is basically if we had to sum up the whole traction or eos process it's basically a systematic way for you to be forced to come to grips with what needs to be done to hit your goals a lot of people uh what i see as in most businesses this isn't just the painting industry a lot of people will have a goal and then they'll just say boy it'd be nice to to reach that i'm just going to work hard that is not a way you hit a goal that is not a way you hit a goal you have to be intentional about hitting it so one of the most beautiful things that traction does is you can see this you start laying out some let's make sure that this is translating yep there we go traction forces you to start with a 10-year goal and then move it back to a three-year goal and then back to a one-year goal and then it makes you actually go down to the quarter to the week and then to the day so the most beautiful thing that traction does is 10 years where do you want to be it'll basically force you to back it up all the way to tomorrow what needs to be done tomorrow in order to hit that goal now this doesn't just apply to growing a business if you're a single person painter a solopreneur and never plan on growing this is something you should still do being intentional about your goals forcing to come to grips with that stuff is a great thing so basically traction starts with core values and you can see my core values uh my core values up here and then it forces you to come to terms with core focus you write down a purpose you write down a niche a 10-year target kind of the overarching big hairy goal give or take there's a marketing strategy who are your clients what's unique about your company you got to have a unique value proposition what's your proven process i mean it forces you to write down some things that you assume are there but when you have to write them down they become real and i would always argue that you know when we talk about standard operating procedures and things people say yeah we got to sell ps in our company it's like good send me a copy they're like well everybody just knows what they're doing i will argue i will argue that if it's not written down it doesn't exist and so that's why i write this stuff down it now exists and you have to come to terms with it the other fault that business leaders do and business owners do is you don't share this you need to share this with people and i've been at fault with that for longer than i have not been at fault with that so i would say i share this readily with my team i actually asked for input on this stuff so then it breaks it down to a three-year picture which you see here which i bump out to january 2024 and then it makes it go even farther which is you're gonna break it down to one year you're gonna do quarterly rocks and then you're gonna have an issue list an issue list is basically do this now in order to complete your rocks complete your rocks in order to complete your one year plan when i started aligning all of our comp plans all of our planning all the goals for the company and giving people individual goals to accomplish micro goals in order to get the macro goal or the super ordinate goal that's when we really started clicking and this year is the perfect example of that so this is a um this is a uh exercise to help you come to terms with this and help you actually say i hear that one of the biggest come to jesus moments that i see people have is when they say hey listen in five years i want to be a 10 million dollar company that's like okay well here's some of the numbers you're going to have to come to terms with uh if you're going to be a 10 million dollar company you're probably going to need at least 100 field employees technicians out in the field in 10 years that means you're going to basically have to hire train and retain 10 a year if attrition rate is 30 you're basically going to have to hire train and retain 30 painters a year in order to meet your 10 trainer goal there so what does that mean when it says you have to basically hire and train 30 painters a year for 10 years if you break that down by quarter what is that eight nine painters seven eight painters a quarter you're gonna basically have to hire basically somebody every nine days and train them every nine days for the next 10 years in order for you to meet their goal those are numbers that you're gonna have to come to terms with people always think yeah we'll just hire and it'll be there and we'll get there eventually but when you actually have to come face to face with that number it makes you rethink the goals sometimes sometimes you're too low sometimes they're too high sometimes it lets you know what lies ahead of you so that you cannot be surprised by it when it happens so that's basically the main document i then put that because this is kind of like just words black and white words i need visual representations so then what i do is i put that back into this document which is the org chart which i do some of the numbers right here but then i actually fill this out and when i see a blank bubble that's a sign like hey nick that's a goal that you need to get and then we just start making out rocks from that so now on a micro level how does this all work right so you got this 10-year goal you got a three-year goal you got a one-year goal you got rocks quarterly rocks you got issues now if you all write this down and then don't do anything about it it's not useful so now you actually got to get traction to the ground which is the theme of the book this is an excerpt when i'm showing on facebook right now of my leadership team meeting every monday morning non-negotiable my leadership team will meet and they have to actually stand up in front of the rest of the leadership team and basically update if they're on track or off track with their goals from the last week we rate the business and we track data based on a weekly basis that's the smallest reliable unit that we can use to make data-based decisions you can do daily but it's hard to sometimes equate and a quantify daily production so week seems a lot better now what you're seeing is two of my production people what i found very useful in my company is a low goal and a high goal low goal is you must produce this you must do this number and everybody should have a number by the way you must do this but then that's not good enough for me i don't want to coach to a low goal to the median to the to the average we coach to a high goal which is much higher so our people they must produce at a minimum twenty thousand dollars of painting work a week we also want ninety percent of the jobs to be at a certain gross profit level now that's fine that's good you've now crossed over the low bar now but we coached to 35k uh 35k a week and uh it's a wonderful thing to see the production people do that now the other thing is we don't want to beat people up we take a mentorship approach to this thing so when one of my production people or even estimator andy he has to do this too carly coordinator card coordinator carly needs to do this shop manager brandon needs to do this i need to do this i have this same thing and i need to report to my entire company if i was on track or off track this last week everybody needs a number it needs to be a yes or no you either did it or you didn't a goal every week of saying you need to work really hard it's not something quantifiable it's a feelings based decision so what you need to do is you have to have numbers where they either accomplished it or they didn't the soft mentorship approach is if somebody doesn't hit one of those numbers what we don't do is fire them what we do is we like listen we got the world-class leadership team here we got world-class painters out there let's all figure this out together why wasn't that number hit what prevented you if you you could change one thing last week in order to hit that number what would it have been and then we come to a conclusion then we come with a plan well listen if that was the case can we do anything about it this week in order to move that number and we work together as a team to do that it's inclusive not exclusive it's a family environment it's a coaching and mentoring environment so we want people to hit these goals so that's basically how we do it and that's a weekly thing so what you're doing you've just seen the progression of 10-year three-year one-year quarterly weekly and then issues of the day and this what you're seeing on facebook right now is how we get micro goals met so that it trickles up into our subordinate and macro goals in the company now this is a lot of work right what you're seeing is a lot of effort it's it's a little bit complex i'm a huge fan of simplicity i've built this up over about five years so we started very simple and then we started adding complexity as we had the bandwidth to do it and that's basically how we progress through this stuff um so theoretically the owner of the company should usually be the visionary of the company the visionary is a gross word i don't like to say that because it implies some grandiosity to it basically a visionary is basically just a long-term planner on my painter's job description apprentices and craftspeople it does not say the long-term planning of the company is your responsibility on my coordinator production people or estimating staff it does not say the long-term planning of the company this falls to the owner whether you want to or not just so happens that it's the thing that i love the most and i'm probably the best at and probably contribute the most to the company so this is things that i get tons of energy from i physically block off a lot of november and then almost all of december for things that i call ideation which is i need to physically just contemplate i need to check all my numbers i need to actually sit and think and close my eyes and try to imagine what it feels like to go from 2 million to 3 million what it's going to be we're going to add 10 more field employees in there are we going to have enough time to interact with them what does that look like how many vans how much tools logistically how many calls and emails a week what does this look like what does this feel like and then you can start assuming and internalizing that goal so you're not just like numbers on a paper we're just going to hit them this and that i need to feel it data plus feelings so that's basically what i do now i start laying out goals quarterly goals for everybody as well everybody on the leadership team and every one of my apprentices and craftspeople has a quarterly goal that all feeds up into the super ordinate goal and i start laying those out planning those in the future now i get it's a lot of fun to do this stuff for me i understand that it drains some people that is not your forte um my advice to you would be just like anything else like diet and exercise like homework like scraping a barn some things aren't as fun as other things but if you don't do it whose responsibility is it going to be so i would say i would challenge the self-selecting big thinkers that watch ask a painter actually do some planning even if you only do one year what's your goal for last for for next year you that's all reliant on you having numbers from this year then what has to happen in the four quarters next year to hit that goal then based on that what has to happen in the 52 weeks of that year and then based on that you can break it down to the micro things what needs to be solved in order to hit these things sometimes people get freaked out when they come face to face with the numbers i find great comfort in it because it's like it breaks out this 10-year goal which is this monstrous thing that sometimes you don't even know how it feels into a simple thing you can do tomorrow in order to accomplish it a bite-sized goal that to me is very comforting i absolutely love that feeling that feeling of that because it's like oh yeah if i just do this tomorrow we're already succeeding we're already on our way to the goal now you got to be consistent you got to have that little bit of grit and you got to have info that's what i'm here for i'm happy to share any of this stuff that you guys want um but yeah this is a very fun time for me because december is a large large ideation i love to sit back and close my eyes and think through the deep things that need to be thought about for this company especially personnel stuff and culture and how we can create a world-class culture so all right folks um that's about it for ask a painter today i'll be traveling to tennessee later this week to see some of my favorite people in the industry matt and maggie kuiper uh they run harpist painting and they are inspirational humans and they have an inspirational business and i'm going down there yes to give some master's classes but i'm going down there to learn as well so if you guys need anything else for me please let me know otherwise please folks look into the pca expo two data points i can give you i believe the biggest value proposition that the pca the painting contractors association has is the in-person events because the second data point is i've been to many many many many over the last five or six years never once have i seen somebody walk away anything less than inspired i've never once seen a human walk away from a pca event saying yeah it's good every single time people walk away saying deep breath i took 1100 pages of notes i am drinking from the fire hose i'm going back i'm inspired i even have one of my greatest friends in the industry nick lagrasso who's a painter from missouri i talk to him and i always ask him i like his input because he's a big outgoing gregarious guy i love him and every time without fail i say nick how was it man at the end of these things what would you what's your take away he's like this gives me enough fuel to want to be a painter and a business owner for another year i will get by on these fumes on this energy on this inspiration for another year because of the people i interacted with because the information i got so if nothing else you're going to meet some of the most world-class inspirational people in the industry it's not a coincidence that i told you guys five or six years ago is when i reset my business all this came of it guess when i got involved with the pca five or six years ago and i met inspirational people some which are watching this show right now some which i saw in chicago last week i was i was in a room with probably four people that were the first four people to put their arms around me in the industry saying hey face guy what are what are you about where are you from let's talk i was also in a room with i don't think this has ever happened before or at least in a whole bunch of years there were three recipients of the craftsman of the year award all in one room together uh there was uh two other guys and myself which was pretty cool we didn't we didn't happen to take a picture we realized it too late but that's a special thing so even at small events you can be around some of the most inspirational people you can possibly be around it's a wonderful thing so thank you everybody i'm hitting flow state here this morning i got plenty of coffee we got the monitor set up i'm about ready to uh do a little bit of spreadsheet work i'm heavily into recruiting i did a whole bunch of phone interviews yesterday gonna do them again today organizing all that it's 6 30 and a half an hour my main company will be up and running and in the field and doing stuff so we're awaiting the messages from slack and looking to support our people so thank you everybody for the nice early morning session i love these things the cool the dark the quiet things like this i'm glad you guys could watch along and we will see you probably in a couple days here for another ask a painter live

2021-11-16 02:48

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