From two or three floors a week to booked five days a week.

That sounds exactly right.

Hard to tell because they're not immediate, but I'd say immediately on the first call is running about 80% and I get some follow-up afterwards. Okay, so we're not done closing them.

The first week for me was a little scary. I think I had two or three appointments. There were small jobs and I projected and said, man, maybe this isn't going to work. But we hung in there and I remember one morning I woke up and I had six appointments that you'd made for me in the previous day. And I went on a couple and the math worked out. I said, okay, if this works out, it's going to be good. And then I walked into another one that was four or five times the average size of my job out in a community that's an hour away from me. And it's the kind of job that would make my whole week. It's enough revenue for me to hit a week's target. And I knew that you and I had found something here that works really well for both of us.

Sure. And then I also factored into, okay, if I'm at an 80% close rate and this is how much the job is and this is what it cost me, it makes sense. But what I didn't anticipate is that the job you got me into in some neighborhoods turns into two or three jobs. So the customer acquisition costs, if I really wanted to confuse somebody, I'd say my close rate is probably 130% because every appointment that I've gone on has averaged more than one job, just in the affiliate space of word of mouth and getting in the door. So this got the ball rolling. To be honest, when I first started, I was doing maybe two or three floors a week. And it's a dilemma for me, because I don't do these floors myself, I have to hire a staff. So the question is, do you pay guys for five days, or do you pay them for two or three and know that they're going to go out and find another job and it's going to be really hard to get them back. So when I started working with you, I'm now booked up for five days for the next three weeks in a row. So it changed my business model instead of this being a thing where I was hoping to get business, I now can staff accordingly, I can buy inventory in a better place. And I'm hoping to build up my Google reviews and my presence online, the byproduct is way better than one to one.

Let me address the costs. For starters, it seems like a ton of money seems unreasonable how much money it is. But here's what you're doing. You know, if you're buying, you know, Google ads or Facebook ads, you're buying top of the funnel people, you're buying, you know, raw materials that you're gonna have to do a lot of work and convert into dollars. So what I'm doing with you guys is I'm buying people that are at the bottom of the funnel, they're ready to close. I can weed out, I don't have to go on a lot of superfluous calls. I don't have to do a lot of extra stuff. And I have accounts where I walk in on Thursday to do a quote. And on Monday, they're running a credit card to pay for the job we did that Monday. So a lead isn't a lead. Like if somebody says, how much does a lead cost? This isn't a lead. This is somebody that's at the bottom of the funnel, ready to make a buying decision. And I know, for me personally, I need to keep my staff running, let's say at a minimum of four days a week. So I need six, seven jobs a week to keep them going four days, we do two a day, a lot of days. And that allows me to I have fixed expenses, I have a warehouse, I have a payment to make on my grinder in my truck. It allows me to spread that fixed expenses over more jobs. It allows me to keep my staff busy. And it allows me to get out in communities where people are seeing me more. And I know that if seasonally, we've been doing this during a really good time of the year, if this slows down, that I'll get on a phone with you, which you're always willing to do with me every day if I need it. And we'll just throttle this thing up, we'll just add another geography another city to it or we'll increase the paid ads. Or a product or we'll go after another type of homeowner. Right. So I feel like I'm not at the will of the internet to determine whether I have a good week, I just have to, you know, do the math and say this is what we need to do this week to get to the number that we want to get to

Sure. Well, in the past, you know, when I got leads, it would come in. It might be somebody, for example, they filled out a Facebook form and was reluctant to give me their phone number, like they literally wouldn't give me their phone number, or they would text me a square footage and say, you know, I got 440 square feet, what's your lowest price? Can you beat this other guy? And, you know, they're leads, but they're not going to be readily converted into revenue. And what's happened with you and I is I get a verbose, you know, two paragraphs from you that says I talked to this guy, he just moved into his house. He's got a lot of stuff that he's going to need to move out. You know, they have some damage, and they're going to need to have this spalling repaired. And when I show up these people, and I was kidding with you before, you know, they think that you and I see each other in the office every day, they say, Oh, yeah, Jacob told me you'd be like this. And they're ready to buy there. They've built up a level of comfort with our company. We also have a tick in our company, we have an office so that if you call somebody answers the safety net underneath people, we don't have a lot of Google reviews, we haven't been in business a long time. So the comfort that they get by talking to you and having a phone number to call and you'll call them back. And, you know, we show up for the appointment, the objection that I expect to get, which is that, you know, you're not as well established as these other companies never comes up for me. It's been really comfortable. And so it's not a lead. It's not an appointment, I'm getting to go see somebody that's ready to buy epoxy flooring. That's how it's worked out for me so far. And to your credit, like you've ruled out a lot of people, you said, well, this lady wanted to do this, but she's waiting for her check to come in in February. So I didn't book an appointment. And I appreciate that. You've done it a couple of times with things like that, or jobs that are too small, or people that lowball you on the phone, and say, you know, I'm going to do this, but I'm not going to pay more than $2,000. So don't come out here if you're going to ask for more. Like you screen those people like the day that you screen that you saved me two and a half hours. And you know, 100 miles on my car, and allowed me to be out in front of somebody else that might buy instead of wasting the day chasing somebody that's going to allow me to lose money doing their job.

Or AI or an answering service where the people on a phone don't know anything. So the word I would use for this is we're conveying integrity, like that consistent message and the people you're talking to are all, you're overly competent for what you're doing. And I'm overly confident for what I'm doing. Like they're getting that message. If you literally were just one of my people in the office, like you would not be able to answer the difference between polyurea and epoxy or, you know, tell people what, what the questions that they're asking, what the answers would be. So, the immediate impression they get with you is that we're a very competent company and we know what we're doing.

I actually want to cite an example. I had a lady that I went to see that you booked the appointment and she seemed like a really good customer. When I got there, she needed to have concrete work done on her driveway. She said, well, I'm going to have you do this and then I'm going to add this other thing and you can come back and do that too. And, I said, that's not how it works. You know, you got to get your driveway the way you want it. We have to give the, concrete two months to cure, and then I'll come back and we'll measure after you're done. And I talked to you about that. You know, I, I didn't like going out there. I didn't like, you know, and, and the first thing you said to me was, well, I won't charge you for that. That, you know, I understand that I don't want you to have to pay for that appointment. That wasn't a quality appointment. And I knew then that like, this stuff is going to continue to happen. I mean, if you do this enough, you're going to run into, you know, opportunities that aren't opportunities, but I know that you and I, as, as business people, we're going to work this out so that it's profitable for you. That's really important to me. I want to, you know, make sure this is worth your time and attention and you're making sure it's profitable for me. And you're not looking at me as a, you know, how much revenue you can get. You're like, how can I really help that guy's business grow so that we can have a long, sustained situation. And, and we've, you know, renegotiated this process as it went to say, make sure this is good for both of us.

Well, it's a really low cost to entry to get in and give it a try. So I would say buy yourself 30 days and give it a try. I work with other marketing agencies and I think this is why they don't work. Okay. They come to me with a plan that's between $199 a month and $2,000 a month. And their whole model is built on scalability. Like I'm going to talk to the owner. He's going to get me in. We're going to get this thing going. And then as soon as it's going, they're going to push me down to the level where somebody that's offshore or they're just going to try to see how many of me they can get and churn. And, so my customer experience, like I get brought in at one level of, expectation, like that the owner cares about my business. And then a couple months later, of course, for him to make his nut, you know, he's got to have, you know, 10 new me's every month. Your experience, I would say, as opposed to scalability is on sustainability. Like, the whole month that we're doing this, it's not about how much money you're going to make this month or how much money I'm going to make this month. It's really, I've talked to you almost every day on how can we build this model so that it's sustainable so that what we're doing now, we're going to do for 52 weeks a year that we can take Phil from one truck to three trucks. We can go from having five appointments to having 15 appointments. And it's a different kind of scalability. It's not to go get a whole bunch more customers at a lower rate. It's to maintain the rate. I want to pay the rate that I'm paying. I just want to do it for more and more trucks and more and more jobs. And I know that your interests and my interests are a hundred percent aligned here. And I think the mistake with a lot of agencies is that they're not aligned. You want to create a recurring revenue source that you can put the least amount of personal time into as possible. And that seems to be the model for agencies. Like a lot of people start out with a really good experience. And when you hear what happened, you understand like, Oh, that's the owner of that business trying to figure out how to ramp this up. But it's not sustainable. It's not sustainable for me and it's not sustainable for them. I've had agencies that put a lot of work into building content for us. And then, you know, it stops working for me and I have to move on. I don't feel like that's the case with you and I. I feel like, you know, we're doing more. I don't even look at the creative. I don't know what the creative is. I don't need to, because I know the result is that I'm going to wake up tomorrow on an average day. I mean, you could do the math. I don't, you know it better than I do, but I'd say anywhere it's between two and six appointments will be booked for me between now and noon tomorrow. And, so why would I even go look at the creative? Why would I care what, you know, what you're doing on Facebook? Because I know the result is that I get to go to people's house that are ready to buy epoxy jobs and have an expectation that I'm not going to be the cheapest guy, that it's not going to be the fastest job. They expect to pay a fair price and get a really good product. And I feel like you treat me with the same customer service that I treat those people with. Like that's the deal. Like I've got to kiss somebody else's butt down the stream. And it's really nice that I feel like you attend to my account the same way I attend to theirs.