Welcome to the H VAC Financial Freedom podcast, a show to help you create more revenue, profit and freedom in your life. Now, your host, John Victoria, hello and welcome everyone to the H VAC Financial Freedom podcast, a podcast where we focus on helping you to make more in your revenue, grow your profits and achieve more freedom. And for today's guests, we will have two. I'm very excited for them because they will help you to be able to accomplish all three of those objectives. And so, uh let me give you a quick introduction before I welcome them into the room for the day.
And so our guests, they not only have one but they actually have six highly profitable businesses. And so they have the auto shop which they owned and ran um to a multimillion dollar operation. They have express exterior car wash and they also have the seven figure chiropractic business, T or NTC health and fitness. And they also have uh Texas wine posse, which Gary describes as a hobby out of control. And so I'm excited because not only have they proven their success in one business, but they seem to develop a formula where no matter what industry they're able to accomplish a wild, wild success.
And so their most recent passion, which we'll be talking about at the end of the podcast is a, a mentorship and mastermind group, which is called the Business Builders Mentor and mastermind, which is a coaching and mentoring group, uh teaching business owners how to own a business that gives true freedom. And uh one thing I was really excited about too is that they actually take off, I believe it's 4 to 5 months out of the year. Um just to explore travel and, and enjoy their lives. And so um I think that's something that we all want to accomplish something that I have not accomplished myself just yet.
And so really excited to talk to them about their formulas and really how they achieve such great freedom in their life. And the two people we are introducing today um to be beyond is going to be Jerry Kez Haya and Doctor Laura. Uh look and so bring you guys on, welcome to the podcast, Jerry and Doctor Laura. Thanks John. Glad to be here. It's a great day to learn how to grow your business. Boo Yah. Yes, it is that it itself. So we currently just so, you know, um we are currently working an average of 2.5 days a week.
Uh The rest of the time we are either traveling or we are hanging out at our ranch. So that's uh and, and currently we are operating 65 different companies. We've had four successful exits. And uh life is good. Life is really good. It's amazing. And um, I guess to kick things off, I mean, you guys have so many different ventures but what got you into entrepreneurship to start off with? Like I, is this something you've always dreamed of as a kid or how did you? Yeah. How did you enter the entrepreneurship field?
Ladies first? Ok. Very good. Thank you. When I was 10 years old, I, uh one of my sisters and I, we were galloping on the horses through the barnyard, which we had been told many, many times not to do. Don't gallop the horses through the barnyard. Well, ok, so the horse is spooked and my sister got bucked off and hit her head and she just wasn't quite the same. And so it was pretty, very drive an hour to go to the medical doctor or drive an hour to go to the chiropractor.
And my dad asked my grandmother. Ok. So which one, which way do I go? And he, she said, well, the chiropractor is the least invasive and it's gonna be the least traumatic for her. Take her there first. If that doesn't work, then take her to the medical to have an MRI or whatever needs to be done. And so my dad took us and he said, well, if it's good for one girl. I might as well take them both. Not only did my sister fully recover within like two or three visits.
I just remember that it was so fun being there. And I thought man, so from a 10 year old perspective, I get to help people with my hands, my hands go with me everywhere. I get to see my friends all day long to come to visit me and I get paid for it. This is awesome. I'm gonna have my own business. So that's how it started. And that's, I had my practice for 20 years when Jerry, he, he was turning 97257817003 he said when I turned 60 I'm going to go travel and I would really love for you to come with me.
But if you still have your practice, I will really miss you. And I was like, what you're traveling without me. So I have since sold it and that hence, that's why we have five businesses now instead of six. That's the, that's the long story. There's instigator. Well, and it worked out perfectly because now I've, uh, as a hobby, I started trading options online. And truth be told I earn almost as much in a half an hour, one day a week as I did in my practice. So, um, yeah, I love, I love this retirement business.
This is good. Right? But I still help Jerry with all the payroll and the accounting and, and our, our business builder coaching and, and managing all of the employees that we have. So I it's still very busy. All right, Jerry, your turn, Gary. Well, my story is, is completely different. So in 1946 my dad opened up the very first automatic transmission specialty shop in the city of Detroit. And I grew up in the business, I was literally groomed and trained to manage and operate a small business. I was running the bi, well, when I was 12, I was building race engines by hand.
Uh By the time I was 16, I was certified as a master tech through, through at the time it was called Nicey uh National Institute for Automotive Service Excellence. Uh When I was 15 years old, I was running the business including all of the payroll issues, sales tax f to pseudo, you know, all the, all the issues that you have to go through. And, um I, I knew when I was 12, what I was going to do with my life. I, I'm, I saw if you walk into my current building where the business operates today, I saw that in my mind when I was 12, it took me a while to create it.
But uh you know, here we are. Uh I, I've been in that building and it's looked like it's looked for the last 30 years. Uh I started this company in 1981 and, you know, to, to give you an example, the average automotive repair shop does $203,000 a year. It doesn't matter whether it's in Maine or Miami, whether it's in Seattle or San Diego, that's the average is $350,000 a year. The average owner takes $25,000. As far as his paycheck, we broke a million dollars in 1993 and have never looked back. We've been a multimillion dollar shop ever since and we just continue to grow because we have the basic principles, the basic principles of business.
And this is why this is why we got into, uh, multiple businesses was to take what I call the recipe, right? This cookie cutter, this concept of running a business and does it apply to other businesses? Does it apply to other industries? And I can tell you after 8789 different companies, right? Plus all of the multiple people that we have coached over the last nine years. Uh, yes. The answer is unequivocally. Yes. And you know, a financial statement doesn't care whether you're working on cars, uh, uh, doing adjustments, whether you're doing seo it, it doesn't matter.
A PNL is a PNL and honestly, the language of business is accounting. Once you understand the numbers and you can apply that to whatever business you're running, then you can make every business you have successful, beautiful. And, um, and I guess, well, that the other thing I'm curious about is when did your two stories intersect? Right? Because Doctor Laura, like you have this inspiration from when you were a child and also you Jerry, like when did you both intersect to start working together in business? Well, we went, we I went to the Chamber of Commerce and jumped out of a cake and Laura was there.
It was a big c big cake. That's so funny because often people ask us, how did we meet? Where did you meet? And we both kind of try to rush to the punch line of, well, I went to a party and he jumped out of a cake and that would, that, that would be fun. However, the truth of it is we met at a really kind of boring business interchange meeting at 27 years ago now and we were friends before we started dating and then he kept asking me over the years.
Hey, come and work with my business, come and work with my business. And I said I have my own business. Why wouldn't I work with yours? And then he, he got me with travel and I'll tell you a month in France, staying in a castle. Can't be beat. Yeah, we got to stay in a, in 1/5003 century castle in Bordeaux. We had a moat. Yeah, we had a moat. We had our own, our own swans. Yeah, you had a lot of fun traveling. That's, that's amazing. So you met, um, your friends first, then you're convinced to join the business.
Um, and then a lot of questions that I get to let me back up. We were friends and Laura came up to me one day and said, I understand you're really good with business. Well, how do you answer that without sounding like a real schmuck? Right? And my answer was, you know, what do you need doc? Again? We were friends. We've been friends for almost three years at that time. And she said I need a business plan. Can you help me do a business plan? Um, and the answer is yes, of course.
That's, that's, you know, part of what we do. Um, I will tell and, and at the time, you know, when the planets align a certain way and God has a plan for you. I had just gotten separated and she had just broken up with a relationship. And so it was, I'm willing to help you as long as it does not interfere with my business or my Children or my Children. And she was ok with those, with those terms. And we started, uh, working on her business plan and next thing, you know, it's like, wow, you're a lot of fun.
Oh, and you're a lot of fun. Oh, well, maybe we should have fun together. And so we ended up having a lot of fun together and she continued to operate her business and I helped her with her business and I continued to operate my businesses and she helped me with mine. And at one point, uh, you know, she had an opportunity to sell because my, my age limit was rapidly approaching. And I said, hey, sixties coming, I'm just saying, and we had done all kinds of travel up to that point.
We travel every year, uh, for the last 13 years, we've, we've traveled an average of 100 and 30 days every year. So it's not something new. We, we have, uh, I have a, a travel wall with eight by 10 photos on the wall here and our mastermind group of all the places that, well, out of 63,000 photos, I picked 55 of them and put them on the wall. So you get an idea that it's, it's real, some people talk about travel. We actually get to do it. Uh, and so that's how we got into this and then, you know, ever since, uh, well, for, for the last five years we've really just spent, we spent almost 24 hours a day together every day.
Mm. And we're both still alive and kill each other. No, she gave me some bad news today. She's going to her niece's graduation. It's like, but I'm gonna miss you. I'm, she didnt care. Hi. You wouldn't like it up there in northern Canada anyway. Not too cold. Are you kidding? They have a two week swim? Season, man. I'm looking forward to going hiking. So I guess that, um, begs the question because what you've both accomplished is something that most people have not accomplished. So how, uh, you mentioned this formula and that you're taking so much time off during the year, you know, what are some of these principles that, that you guys have discovered or continue to apply to the businesses that you work with?
Um It's, yeah, what's, what's the secret sauce like? How are you doing that? And, and I, I narrow it down to five steps. Very simple. Hire. Good people. Pay them what they're worth, let them do their job. Stay out of their way, check in frequently. Those are your five steps. Now, how you, how you do all of that is where the magic is, right? How do you make all that happen and maintain the congruity of your, of your company? How you maintain the camaraderie of your team?
That's where the magic is. The five steps, dude. You can youtube that all day long. It's real simple. You hire good people, easy to do, right? Pay them what they're worth. Sure. Write a check. Where's the money come from? Oh, that's a whole different step. See, that's not part of the 55 are simple and it, it sounds like it's centered around really good people. Um, the people of your company are everything. Look, we wouldn't have the freedom we have. I wouldn't have the, the empire, the, the business empire that we've created.
If I didn't have great people, I mean, they are the key to everything. You must hire good people. The big mistake that most entrepreneurs make. John is really simple. They go, oh, I'd really like to hire that person but I cant afford them. Well, you know, I don't know which football team you like. And I'm not a big football fan which will probably cost us fans here. But I'll just tell you if Jerry Jones wants to take the Cowboys to the Super Bowl, he's not going to continue hiring high school coach, high school football, uh, quarterbacks.
He's going to hire Tom Brady. He's gonna hire, you know, someone who's been to the Super Bowl at least. Right. Yeah. If you wanna get to someplace, you've got to have someone in your, in your corner that's been where you wanna go. You can't keep trying to train them the big mistake most entrepreneurs make and they go, ok, I'm a struggling small business owner and I'm trying to figure it out. So I'm going to get together with another struggling small business owner and together we're gonna have the synergy and we're gonna figure stuff out. Mhm.
No. Doesn't work that way. It really does. It cannot work that way. You have to have, you have to have something more, you have to have the example, right? Someone's gotta show you what's possible and how you get there and you, you, you can't do that when you're both struggling or 0003 company owners get together here. We're gonna have coffee once a week and we're gonna talk about our trouble. All you're gonna have is more troubles, your troubles. How about if we talk about our successes? Let's get to that part.
Does that make sense? Yeah. That makes a lot of sense. It's like the blinding line. Been a part of lots of mastermind groups where there is no one who has accomplished the goal we're trying to accomplish. And now we're just, you know, it's, it's a, maybe it's express, hey, I have these problems and I feel heard but to actually solve the problem, that's, I think that's completely different. It's a whole different realm. Like, you know, I mean, so, so we, one of the things that we talk about is, you know, we, and I, I use the analogy of when I learned to drive, right?
I think everybody here or everybody that's listening can actually appreciate when they learn to drive. So when you were 15 or 16 or 17 or whatever age it was when you first got your driver's license and you're driving down the road, maybe a little too fast and you got pulled over and you got your first ticket. That was a pretty catastrophic moment, wasn't it? It's like, oh, heart was racing. Your bones got sweaty. You might have cried. You might have thought my parents, my parents are gonna, I'm gonna lose my car.
My insurance is going up. You had all this drama over a ticket. Right. Well, the other day I got pulled over, I won't tell you for what I will say that I was going a little too fast. Right. But the officer was very nice. I was very nice. I signed my ticket. I sent it, I, and, and sent him on his way. He sent me on my way. I immediately took a photo of it and sent it to my attorney and said, fix it. And I went on back on my way.
I didn't even give it a second thought. See, that's the difference between when you're learning and growing. Right? And we call like when you're 16 years and you're a number one level person, a number of level one level experiences, right? And you have a level two problem. This problem looks insurmountable. But when you're an 89 or 10 level person and you have a level two problem, you don't even think about it, do you? Right. This is the, this is the strength that a mentor can give you. This is what a true mastermind leader, someone who's been there, done that.
It's like, oh, you have this problem, let me tell you how I handled that 10 years ago or 20 years ago or, and, and there's no sitting there trying to figure stuff out because you have this one here is lane, lane, the road map out for you. It's called Look John. Let me show you how easy this is gonna be for you to fix. Yes, I, oh, I can breathe. Thank you. Right. Wouldn't that be refreshing, beautiful. Yeah, very refreshing. I love that. Yes, that's, that's definitely a problem.
I see with a lot of the masterminds and um, there's also a lot of coaches that are out nowadays where they know about the business process, but maybe have never run a business themselves too. Would that apply that same principle apply to those types of business coaches where, you know, they, they really don't have that experience but they want to talk about the principles or learn from, learn from Tony Robbins or I don't know what they did. Uh, doc you wanna talk about that? Well, you know, it's, it's, uh, it does apply it, there's a direct correlation.
And so if, if you hire a coach that has never had employees and you come across an employee that has, that you're having difficulty with or, uh, how to, how to manage a team, how to hire, how to fire, how to do different things. If they've never had employees, how are they gonna coach you? I mean, that a book, I promise you a book may have some foundational principles, but a book doesn't have experience and you can't get experience from a book, you get experience from actually doing playing the game in real life.
Oh, wait a minute. You have a problem. Hang, hang on, let me look for it. It's, uh, hang on, hang on, let me hang on. Wait a minute. So, you know, I can't find my notes. Let me get back to you. That doesn't work. And you're in the real world. Yeah, it really does. And most, most coaches, unfortunately our downsized corporate executives and have no concept of the small business world. It's a complete, you speak different languages. Everything about it is different. Right. Yeah, I mean, the, the coaching business right now is going to be like an $8 billion business and there's, there's people scrambling to get into it that really have a hard time fixing lunch.
And how are you going to have them help you fix your multimillion dollar business when they've never signed a paycheck on the front? Mm. Like what, what, what experience are they bringing to the conversation? Right. And we've had multimillion dollar payrolls for decades. Hundreds of employees. Let me tell you just as a reminder when you have a million dollar payroll, it really means like 53 to $1.4 million must be generated just to cover the payroll. Yes. Much, much less the rest of the expenses of the company. So you have, we have to generate huge amounts of cash to support our infrastructure.
And if you, if people don't have the experience, they've never done it. How would they be able to coach you to do it? Yeah, you keep also in mind regarding employees is that the, the people who got you to 500,000 are not the same people that'll get you to a million and the ones that get you to a million are not the same people that will get you to 3 million to 5 million to 10 million. And above now there may be the odd one or two that stay with you that grow as you grow.
The majority of people though you're going to, they're gonna leave the vision will change. The, there will be problems with management and personalities and so these are all things to really, really keep in mind when you're hiring and when you're growing your business, a lot of people think, oh, well, I wanna grow my business. So I want more sales, I'll, if I get more leads and I get more sales and I'll grow my business. Well, whoa, whoa, whoa, whoa, whoa, wait a minute. Can your team even handle that?
Can your team handle a 50% increase in leads? Are there written systems? Are there, do you have things in place that will make the customer experience smooth? You know, the other question is when we talk about hire good people. One question, I'd like everybody that's listening to ask yourself. Take a look at the person you just hired. Can you see yourself working for them instead of them working for you. Mhm. If they can't, if you could not see yourself working for them, you hired the wrong person even if it means, ok, I could see myself working for, for Laura, but she's gonna have to grow a little bit.
You know what I mean? As the employer. If I'm John, I'm gonna hire you, I'm gonna, I'm gonna lay out a plan. I'm gonna have you grow so that you could become a manager or a general manager in my company. See, and if you're not hiring that type of person, unfortunately, what you doing is your setting yourself up for failure, it'll be a long term failure or short term, short term failure, depending on how much you expect out of that employee, right? But if they're not general manager or owner material and I'd like to see you move on you.
He, and that makes sense that makes, and I guess one question I have is um I, I feel like most people have experienced this where they started with certain group of people through the company and then they, they might have outgrown them. How, how do you guys have those conversations? Um as you're growing the company, someone that you maybe when you started. Yeah, I could see myself working for them, but as time has gone on, that might have changed. So what do you do in cases like that?
Because those are people that you started with and, you know, you want to take care of, but maybe they're not the right people to take the business to the next level. How do you approach the situations? Well, that's a great question. And I will say that over the hundreds of employees that I've had, I have never ever, ever terminated the employment of any employee where it was a shock to them and they know long before you do it. And the other employees commonly say, wow, it sure took him a long time to get rid of that guy or girl or whoever it is.
And that's how you demoralize your amazing a players because they know you should get rid of someone and yet you want to hang on to them, you wanna take care of them and we're not, I, I don't wanna come across as insensitive here. I do. It's ok. No. However, you, you need to hire slowly. Don't hire out of desperation. Hire slowly and fire quickly. Yes. Just because someone passes the mirror test doesnt mean theyre gonna be an employee. Do you know what the mirror test is? So when you put a mirror in front of them and they, they fogged the mirror, right?
If they're fogging the mirror, that means they have breath in their body. Ok? You're eligible for hire. No, no, no, no, no. They had a RB. You're saying they're alive, you're barely alive. Ok. Yeah, I think I can hire you. I'll, I'll find the spot for you because you're a good person. Ok, helping our clients to fire people in such a way where you don't get, uh, in trouble with the workforce commission where the, the employee leaves knowing exactly why they were fired. Um, and sometimes it's very, very difficult because sometimes that's family.
Sometimes it's like that's your best friend when you guys were growing up. And you said, hey, let's start this company together. Only you own the company and they are an employee. But yet they think they all have some right to the company. These are conversations that we've helped our employee, our, our uh clients with. It's like, ok, what do you do? Well, I know that I need to fire my best friend but I don't know how and, and, or I really need to fire my wife, but I don't, and I don't want to get divorced.
That's a tough, that's a tough conversation. Let me tell you that's a tough conversation and especially with small business owners. Right? What, what, what they failed to remember is when you have an employee, you have an implied contract. The implied contract is John, I'm going to hire you and I want you to do at this for me. And if you do this, I'm going to pay you this much money. Right? That's the implied contract. Sometimes it's a written contract. Yeah, sometimes it's written, right? I'm going to pay you this much money for you to do this work for me. Right.
What they fail to remember is what they're doing is they're reaching into their pocket and they are taking money away from their family, away from their wallet and they're giving it to someone who stopped deserving it months ago. So, when they stopped doing the work, why did you continue your end of the contract? Yeah. And usually the answer is, I don't know. Great. Let's fix that today. If they're not going to do the work, why will you allow them to continue taking your money? It's your money away from your family, away from your vacation, away from your children's college, your daughter's wedding that you're gonna have to pay for your, whatever the heck it is, whatever, whatever is going on in your world, you're taking that money away from that and giving it to someone who stopped working for you.
They just show up every day though. To me, it seems unfair to the employer and there are ways to communicate to employees that make it very clear of your expectations of reminding them why they got hired and the consequences of them not stepping up to the plate. So there's, there's systems for that that make it so much easier. That's one of the things that we really help people with the systems, standard operating procedures and systems. And when you rely, see, you have really, there's two ways to run a company.
You can have a person dependent company. Right. Oh, you know, Laura, I'd really love to help you today. But, but John called in sick and I don't know when he'll come back to work. So let me get back to you when John comes back and then we'll be able to help you with, uh, spending money with our company, um, or, you know, Laura, ah, we're happy to help you. We have our systems in place. We'll be able to take care of it. No problem, regardless of who's here.
And would you like to have us either come out or when would you like to come in? When do you wanna start? Right. And, and understand the difference. One is a people dependent process or person dependent process and the other is a systems dependent process. Which one's better for the company? Which one's better for the customer, right? Which one's better for the team? To me, it's all about the systems, the systems. Oh, and then I hear, I hear it already. See, we, you, I hear people go.
Oh, but my business is different. No, it isn't. Stop. The, stop saying you don't, you don't understand Jerry. My customers are different. My, oh my. You would never understand my employees. No, I'd never understand why you hired them. Not that I wouldn't that. Oh, it was the mirror test again, son of a gun. I forgot about that. It was the mirror that has the, there's, I guess there's two threads that I'm pulling out from this. So that the first thing you mentioned earlier was no counting the true cost.
So having a bad hire, you know, the true cost is they're taking money out of. No, you're, you're fun for personal things, vacations or for hiring the right employee. And it's taking up also, it's costing the, the team their time because they're working with them too. Um, and then second, it's this having a, a systems dependent company versus a person dependent company. Hm. And when you hire person dependent company, what you're going to find is you're gonna have a lot of fires to put out. And so if you're putting it, yeah.
And that person's the fireman, they're always putting out the fires. Yeah. So when you have a system dependent company, every things go so much more smoothly. Whereas if it's a person that people depend on that person and only that person can do it or only those two people can do it or only the boss can do it, well, then there's fires to put out. And if you, you feel like you're a fireman, then there's some, some firing and hiring and some systems that probably need to be looked at. Yeah.
If you're running around putting out fires all day long, your, your company is running you, your business is running, your employees are running, you right. You should spend very honestly, you should spend very little time. II, I spend less than I spend less than 20% of my time in operations. Probably more like 10% is operations because I have good people and we have systems in place. We have documented procedures and policies and people say people say, how do I do this? Um, what does the manual say? Have you looked at your s sops?
Have you, have you looked at the sops? Oh, no. Why don't you go look at those and if you can't find the answer then come back to, mm, because, you know, after owning a company for the, this company is going on 7003 years, 43 years, we have a lot of documentation. Like how many times have I heard this question and write it down? We're good. Put in a book. We're good. See, very simple. Didnt take much. Didnt take long, but now no one have to ask me that question again and it's on every computer.
It's not like they have to go searching for a book. Yeah. Yeah. It's all networked together and when I change one it changes all of them. And so it sounds like if someone doesn't have this in place, part of it could be OK. Let's sit down for a day, write everything out. And then if I don't, if someone asks me a question that's not included, it's iterative just as as it comes, let's, let's update the handbook. Let's update the handbook until it's, you've covered basically every question that you could possibly ask for a specific role.
Well, yes. And, and we have it broken down by role. We have it broken down by department. We have it broken down by each individual position, right? So, uh we, we in our companies, we always said, we tell everyone that our manual, our standard operating procedures is a living document. It's constantly being updated and revised. For example, uh we just got a new credit card processing machine, right? Well, the documents that we had used to be, you know, push F two for this and F four for that with the new machine, all that's gone.
So guess what happened? We had to create a new system, we had to document the process for the new system. So he here's something, this is how important it is. Ok. Every position in mcdonald's, they start at minimum wage, every position if you start in a mcdonald's, according to my friends who own the franchises, right? They tell me that every new person starts mopping floors and cleaning toilets. And then every person, if once they master that, then they can start moving up the food chain, literally processing and I don't know which position is next.
I don't own mcdonald's. Ok. But at some point, they take that person who started at minimum wage and scrubbing toilets and they can work their way up to be a general manager you cannot come in off the street and work as a general manager for a mcdonald's franchise. It's impossible. Doesn't happen. You must start off scrubbing toilets. Now, why is that important? Because think about the people that come in and their idea, they're in high school and they start working at mcdonald's as a part time gig and they are grown into a general manager and eventually even in ownership position, thats the important, the importance of standard operating procedures and documentation.
Mcdonald's doesn't hire $150,000 a year managers. They hire minimum wage people and bring them up the ladder, makes all the difference in the world. And that's in relation to the hiring. And now let's look at it from the customer perspective, you can go into any mcdonald's in any part of the world and you can expect a specific outcome. There's consistency in every single location. It's the lack of consistency. That really is the biggest problem that business owners have that they don't even realize that they have. There are two restaurants in the same parking lot, uh right about half a mile from where we have our offices and one restaurant.
You could barely get a table. If you're not there by six o'clock, you're gonna be standing in line waiting the other restaurant. It doesn't matter what time of day or evening you come in, there's gonna be a table. In fact, the place is mostly empty. Why is that it's because of lack of, in lack of consistency with the service, the product, the physical environment, the first restaurant, the staff, yeah, the staff. So, but the thing is that even with the, the really busy restaurant they had, they still have staff turnover.
They do. However, the new staff that comes in, they are trained and they follow the systems. If they don't follow the systems, they go back to training or they just, they're no longer there because it's consistency. So that's that it's not necessarily a foundational principle if you will. However, it's something that'll either make or break your company. We have, we have our employees when they come on board, they need to understand how we do things at our company and they say, ok, how you do, what, what do I need to learn?
How we do everything, how we answer the phones, how we take care of the customer, how we, how we look at vehicles, how we mop the floor, how we make coffee, how we do everything. Oh, but that's not my job. Its everybodys job here. We all do that. I mean, when I'm in the office and the phones are ringing and no one's there to answer them. I answer the phone. It's a bad idea. If someone said in a roll feathers will fly. If I have to answer the phone and everybody knows it, they scramble for the phones, right?
And we also have, I have a fail safe if the phones ring a certain number of times and it goes to voicemail. I get a text message and an email with a voicemail attached to it. So I know whether or not my phones are being answered. We also listen, every phone call in and out is recorded and we listen to phone calls and I call the employee in and say, hey John, come into my office for a minute. I wanna look over some calls with you and it's always an educational experience, right?
Why did you do this? Why would you tell this person that? Well, I didn't know you'd be part of, is that part of the script? I didn't know you'd be listening. I'm always listening because here's the deal. Remember I said check in often. That's part of checking in often. That's part of leadership. It's part of you're holding people responsible. Look, there's two questions, why do you hire people? There's two reasons you hire them to do the things you can't do or the things you no longer want to do.
Hm. Right. I don't want to work on vehicles anymore. I haven't turned a wrench on a car in decades. I don't want to do that. It's not the highest and best use of my time. So I hire people that are amazing at turning wrenches on cars and I let them do their job. And every now and again, I go out and shop I pop a hood and go, hey, show me what you did here. I wanna see it. You need him explain the repair to me, walk me through it and we do that on everything.
Mhm This makes sense. And that, that was, that was gonna be one clarifying question I had but you answered it. Is that earlier? I was thinking, ok, you want to hire the best people but then we're talking about entry level people who are combined with the process. But now you clarify, there's two types of people that you're hiring, um, ones that have already gone where you want to go and then secondarily people who can execute on the process that was developed. Exactly. And the people that have already gone where you want to go, we want to train them how we do it in our company, how we want it done in our company.
What makes us unique? So if you don't have, if you don't have a reason, a, a like you need to be able to articulate what sets your company apart from all of your competition. Yeah, that's one of the biggest things in marketing. You must differentiate yourself. What is it about your company that indicates to your customer that you are the best and most logical choice of everything else, including the choice of doing nothing because a confused mind never vies never. I don't care what it is. It's why you see people when they go to a restaurant and, and you see the 255 page menu and they're there for two hours before they even can order because it's like, oh my God, there's so much to choose from.
I don't even know what to do. Ok. Go to a place that's got four items on the menu. You'll be in and out of there, like right now making a decision won't, because it's easy you go. Ok. Do I want a hamburger? Do I want a hot dog? Do I want pizza? Do I want chicken? Ok. Those are my four choices. Ping. You done? Now, you want 29725781700 different flavors of chicken you got, I mean, it's like, oh my God. I don't know, honey. What do you want?
So now you have double the confusion. Right? Too funny. Yeah, my God. And he's sober too. Wait to see him when he got a drink in his hand. Yeah, you really can't shut him up. Now, sometimes people ask us, um, they say, well, why do you have multiple businesses? Why don't you just grow the one business that you have that make it really, really big? And that's a really good question. And a lot of it depends on how well your first business is going. If you're, if you're main business is running so well that you can leave for a month and when you get back it's not only still there, but it's even better than when you left then.
Maybe you can, you're in a position to start another venture. Here's the thing about entrepreneurs. We have bright shiny object syndrome that looks like fun. A lot of fun. Oh, maybe I should, maybe I should do a speaking to her. Maybe I should. Well, if your business, your HV ac, your pest control, your legal firm, whatever it may be. Your chiropractic office, automotive industry. If it can run for a month or more without, you still be there when you get back and your employees still be there when you get back and be even better than before you left, then maybe it's time that you can start something else.
If you can't do that, then don't, just don't do it maximize what you have and get, get your stuff in place so that you can make that happen because that's where freedom comes from. You have to, if, if your running your business there's, there's really three types of businesses. Probably four, but I'm gonna stick to three right now. One is you run your business, like it's your job, you have to be there, right? Like, oh, my, created a job for yourself. Yeah. You, you didn't really create a business.
What you've done is you've created a job for yourself that you have to be there 220 or seven days a week and you're working probably from 2500 a.m. to 2000 p.m. and probably taking work home with you. Ok? You all you've done is create a job for yourself. Sorry, that that's really the bottom line and your boss is a lunatic. So you might want to re evaluate. The second thing is when you start turning into an owner and the owner. Like, for example, look at my hands, I do not work on tech, on, on automobiles.
I am an owner. I don't have the calluses anymore. I don't have the grease under the fingernails. I am an owner. I don't work on cars. I work an average of 25 days a week. I am an owner. I have people that do the things for me that I no longer want to do or no longer can do. I did mention I'm old. Right. The third one. And that's my favorite is when you have a company as an investor. Um I don't even have keys to the car wash.
I didn't know the passwords for the computer if I was standing in the lobby and someone said, uh, you're the owner? Can you bring up my car wash? Yeah. No, let me find somebody. I don't even know. I, I don't have passwords for the computers, man. Are you kidding? I look at reports. I collect money. I am an investor. See if you're not, if you're running your business as it's your job, you have no business starting a second business. As is the analogy I tell people is if you have two companies, even in the Bible, it says a man can only have one master, right?
If you have two companies and you have a job in both of them, you're not operating at least one of them as an investor. If there's a fire and both companies happen to catch on fire. Which one are you going to first? Mhm. If you have an emergency in both companies at the same time, how are you going to take care of that? Hm If you cannot, then you're, you're you've gone about it the wrong way. Ok. My company catches on fire. The first thing they do is they call 0003.
The second thing they do, they call the insurance company. The third or fourth thing is they send me a text and say, hey, look for a check. Mm I'm not the guy to call in that situation. I don't want to be the guy to call. I am not the firefighter anymore. I have systems in place. This is how we get to spend 2000 days at work. This is how we get to go 27 and 28 days a year traveling. This is how we get to go watch the grass grow on the ranch or whatever it is that my wife wants to do, right?
Crazy concept but seems to work for us. And you said you have five businesses right now. Would you consider yourself an investor in all five of them currently or do you think? What do you say like, oh yeah, I'm an owner or I still feel like around like this as a job or you should be. I am an owner in the auto repair business. My coaching business is a job because only my wife and I are the coaches. We do not hire other coaches. We don't want to hire other coaches because mo I have not, I have, I have a mastermind group filled with coaches and I kind of mentor them and they're all trying to hire coaches.
And the common, the common denominator is they all say, man, it's really hard to find people that know how to coach. There's no one out there that has the qualifications. Well, no kidding. Very. See, this is the big problem. The big problem is to find and I, I don't want this to sound egotistical but to find people that have successfully done it and are successfully continuing to do it and find those that are willing to teach you how to do what they've done. We're the purple unicorn.
It's a purple unicorn. There's nobody out there doing that. There's a lot of people that said they are. I mean, I've been to some guru's home, I've been to some guru's home while their rolls, Royce and Bentley were being repossessed during their info infomercial filming. Right? I, I've I Laura and I have coached some of the gurus and found out that, uh, their family is surviving right now because of food banks and they're highly rated in the internet world. Um, I mean, it's, it's stunning to me. Right.
The internet covers up a lot of sins but to find the real people out there that are actually really doing it and have accumulated wealth. Boy, that's tough. That's really hard to do because there's not many of us out there. I mean, not really when you, when you talk to them, when you look at it, you go, oh, boy, wish I'd done this before. I gave you my 40 grand and takes a special responsibility or special calling to want to come back and help others as well. Because if they made the money, some people I think, uh, the, the logical thing like, hey, I'm just gonna enjoy my life.
I don't wanna give back. So it takes a very special group of people like you both. I appreciate that. And I'm going, I'm going to check you on one thing. Yeah. Yeah, I have a personal, personal thing against the term giving back. It implies that I took something I can assure you I've earned everything I have. I give out of the goodness of my heart. I could I give because I'm able to, I don't give back. That implies I stole something or took something without earning it, doesn't it?
That's true. Yeah, I'm not giving back. I'm, I'm helping because I, I care. I want to help people. You can cut that out if you want. But the reality of it is, I really believe that. Ok, words, matter, words, matter, brother. I'm, I'm happy to give and what I've learned, John, what I've learned is that the wealthier I become, the more money, the more able I'm able to help people and the more people I'm able to help the wealthier I become. It's a beautiful thing. And then I'd love to talk more about your mastermind.
Uh, since, uh, we're getting close to the hour, I would love to hear more about like, what does that look like? You know, what are the types of businesses that you work with or some of the transformations that you've seen? Um, yeah, I just would love to hear more about it. Well, I'd like to say, first of all, working with us is generally a three year program and the reason why is, and so if somebody's looking for a get rich quick, that's not us. No, if you wanna build a really solid business where you don't have to be there, that's us.
The first year is getting all the systems in place, getting the right people in place, getting your head in the right place. Yeah, where you're at, what do you want? And then the second year is really the part of the growing pains of, ok, well, that maybe that was a bad hire or, oh, this, this product needs to go or this new product needs to come in, it's really being strategic. So the second year of strategy, third year, that's where explosive growth happens. That's really where explosive growth happens.
And that's when it's also what people tell us is, they're like, it's a little weird because they've gotten so used to working so hard in their business and then they work so hard on their business and now they're growing like, faster than they ever had before, but they're not working as hard. Like, they're like taking Fridays off, going golfing, going hunting, going, you know, whatever to a movie and they feel rested and yet their business is really growing. It's like this really weird, uncomfortable phase of, I'm finally getting what I wanted.
But wow, this is like, I feel guilty that I'm not at work and I'm not busting my butt. I'm, I'm not spending 1214 hours a day at the office or on the job doing what I used to do. And the growth is happening so much faster because I'm not doing it. How does that even work? Well, that's where the magic comes at. Um, that's, that's where the magic comes in. You know, you've heard people, you know, we'll sell you what you want, then we'll give you what you need.
Most people don't know what they want and they certainly have no idea what they need. Everybody. 100% of the people that have come into our group have said the same thing. I need more sales. How do I get more sales? How do I automate my leads to get more leads and get more sales? Yeah, it's not about the sales and then we look at their, the employees and the systems and the, and the mindset and it's like, whoa, like, ok, we need to, we need to, um, prune the trees, cut the grass, get this business ready for customers and then let's turn on the faucet, then it'll, then you can grow your customers just like you would the landscaping of uh around a building or around the house.
But we need to get it in shape first. You have to build your foundation properly. You're not building your foundation properly just like house, right? If you're gonna build a house, you have to start with the foundation. You don't start with the roof of the ceiling or the walls. No, you have to have the solid foundation. It's the same thing with your business. You've got to have all of the basics down and once you can have the basics down and everything is running at a, at as close to 100% as you can because nothing's at 100%.
But if you get going as, as close to 100 as you can and you're able to take time away. Now, let's open the faucets. Now, let's grow this baby because what I've learned is if you have bad habits and you open the faucets, you're gonna have a shit ton of unhappy people, employees, customers, everybody, and it can rip the business apart. Fix the habits, get the nuances done, get it. We call it muscle memory, right? You do something often enough the proper way and pretty soon it happens without you even thinking about it.
We call it unconscious competence. Once you have, have mastered unconscious competence, then is when you open up the faucets and you crank them open until you, you become conscious competence, you kind of go backwards a little bit because the flow is too much, then you back down your marketing until you have unconscious competence again. Mhm And John, I don't want you to think that everything we've done in our businesses has been perfect and amazing and wonderful. We've made bad hires, we've been there. We've done that. Jerry had pneumonia, what, 73 years ago almost died.
He was probably within an hour of dying. And at the time we had a manager that we didn't, we didn't know was stealing from us and, and Jerry got out of the hospital and he's like, you know what, I'm, I'm tired. I don't wanna do this anymore. Just shut it down. I have enough money coming in from commercial real estate. I don't need this. And I had sold my practice and I said, well, what's the worst that can happen? Let me run it, let, let me run it.
Let me see what I can do it. I ran my chiropractic practice for 20 years. I, you know, people are, people do I know anything about cars? No, I, I know a lot more about cars now. At least some of the terminology but it, it's, the systems will translate no matter which business you're in. And at the time we had a people dependent business and we had a manager that was stealing from us. And so, and when the manager steals, that gives everyone else the right to steal as well, including your employees stealing them away from you.
So there were some people that I fired, there are new people that I hired and I got everyone on board with following the systems. And when that happened, then we grew 25% year on year, 30% year over year, I've been managing the auto repair shop for, this is about four years now and we're sending them to training. They're really learning the systems where just it's, it's a beautiful, wonderful thing. Your employees are what will give you you freedom. We think it's money, we think it's money that's going to give us freedom.
It's the employees that give us freedom. Amazing. So if, if you want to build the life that you built, it's, it's finding those right people retaining them, ensuring they're well taken care of. And that's how you're running this portfolio. 55 businesses which is mind boggling. You know, there's two saying that a lot of, a lot of people get swamped with one. Right. Exactly. There's two sayings that Jerry and I really live by one is I'm willing to do today, what other people won't so I can do tomorrow or later, what other people can't.
So I'll repeat that I'm willing to do today what other people won't so that I can do tomorrow. What other people can't? And the other is grow people as the way of growing profits, grow people as the way of growing profits. So this is your employees and your customers. That's, that's, that's amazing. Um I'm gonna be writing those down and plastering it on my wall right here. That's the, yeah, because that's, that's where your leadership comes in. That's where your company culture comes in where the, the interaction of the team comes in and that's, that's all stuff that we help our clients with our business owners. Yep.
Ok. So I think we're, we're at the hour. So any last takeaways you want to give the audience for? We, we hop off for the day. Uh Do you? Well, last takeaways? Well, our way to contact us. Is that ok to share? Yes, please. Ok. Can I duck down? Yeah, BBMM USA dot com. Business builders, mentor and mastermind, bbmm USA dot com. That's business builders, mentor, mastermind usa dot com or 9725781700. Leave a voicemail and we'll get back to you as quickly as we can. Yeah, Jerry's voicemail always says that he's out until Monday, by the way, by the way.
No, no, this is a trick. This is the best thing I've ever done. I've had this for 20 years. My voicemail. If you call it right now, it says hi. This is Jerry. Thanks for calling. I'm out of the office until Monday. Please leave your name, telephone number and of course a short message, I'll get back to you as quickly as I can. I want you to know why that's important. Salespeople will never leave a message. Mm. So you're not wasting your time. I'm on and my phone, by the way, never even rings in my office.
There is no sound, it's permanently programmed. Never to ring. It's in my office. It's at my desk. He's not interrupted by the phone ringing. I return people's phone calls on my schedule, not on yours because if I'm doing things on your schedule, I am interrupted and it breaks my my flow. It interrupts my thoughts and I don't ever want to deal with that. So leave a message. I'll get back to you as quickly as I can and I always do. I return every phone call even to salespeople.
The ones that are brave enough to leave a message. Oh, well, you let your secret out of the bag there, Jerry. Now you're gonna get a call. Robocalls. Don't do it, man. It's ok. I'm good. I can delete. I hear it's a robot. I just click, delete. I'm done. Right. But that's a good, it's a good uh method for you to be able to focus and stay on task and, and that's turn your phone to silent and only return phone calls when it's on your schedule. John.
Have you ever noticed when you're in flow when you're in state and, and everything's just going perfectly and somebody comes in, they bang on you. Hey, you got a minute. You never get back into flow. Do you? So this is the whole point if your phone's ringing or you get a text message or a tweet or whatever the hell it is, turn it off when you want to be productive and you can get so much more done. That's your, that's your tidbit today. Love that. I don't know if you've been watching, but I I learn as much of these as the audience does.
And so I'm gonna loan you a pen. I think you ran out of ink, what? Three or three or four pages of note. Yeah. Imagine spending the day with us. Who? It's? Oh my goodness. Well, uh Jerry and Doctor Laura want to say thank you so much for your time for being so generous not to give back but to give and uh I appreciate both of you. Um I know that everyone who listened in, there's a lot of contractors that listen in and, you know, they're a one man shop or they have just someone in the office and they are struggling with detaching themselves from the business.
And so I know they're gonna be excited to hear about a few of the simple questions and tests that you do. So, like, figure out like, where should I go next? And, um, for everyone who's listening, this is just a sneak peek. You know, they have a, you know, the mastermind to be a part of. And really, I think that's where the transformation will actually happen. You know, there's a lot of gems from this. But to your point, like, I can only imagine like spending an actual day a whole day for three years.
Both of you, we've helped people go from 500,000 to 5 million, uh 700,000 to 7 million just, you know, it's uh, so rewarding. I mean, that's talk about fulfilling. Yeah, and we don't do, we don't do rev share either. So if you're doing eight, if you do all of a sudden start doing seven or $8 million I'm not getting a big piece of that pie. Yeah, a lot of coaches are doing that these days. They're taking a percentage of the growth. Now you, you did that, you followed the advice, you earned it, you earned it. Yeah. Yeah.
Thank you both. I appreciate it. And thank you for tuning in. Um uh make sure to catch the next episode, but also make sure to reach out to, to both of these incredible individuals. Um You got the website, you got the phone number and then yeah, we will catch you on the next episode. All right, thanks for having us. See you next time. Bye everybody. Keep growing. Thank you for joining us for the H VAC Financial Freedom Podcast. Follow us on Stream Yard Apple podcast, Spotify, Amazon music and check out our main website www dot H vac financial freedom dot com to find out how you can also achieve financial freedom.