(0:00:00) Eric: You can build a very successful, very profitable and scalable business. But like, you know, you got to have a really strong foundation before you focus on scaling people who just say yes to everything, you know, you are destined to to to only be mediocre at best, you know. And so like we want to help people understand, like where do you perform the best?
(0:00:17) Eric: Like what are the the tops of you know, where are the jobs, where are the leads coming in from? What are the best types of customers? What are the best jobs for you? And go do more of that.
(0:00:26) Courtney: Hi, my name is Courtney and welcome to how they scaled it where scaling is done with both sides of the brain. Today I’m excited to welcome Eric Fortenberry, founder and CEO of JobTread, an all in one construction, estimating and project management platform helping builders and contractors streamline operations, increase profitability and scale. JobTread, has been in JobTread, began in 2019 as an internal solution for a commercial contractor, and helped drive a 43% increase in gross profit without adding staff.
(0:00:59) Courtney: Since then, it’s grown into a trusted platform for construction pros nationwide and has earned recognition including Best Business Solution software. In 2025 from best of IBS, Fastest Growing tech Company in North Texas and Best Places to Work in Dallas three years running. Eric, it is such an honor to have you here today. Welcome to how they scaled it.
(0:01:20) Eric: I appreciate it. Thanks for having me on.
(0:01:22) Courtney: Amazing. Well, I want to get started with, just kind of your journey how you got here. Because I know that you built and sold your first software company before getting into construction. So what? Convince you to jump industries and start running the construction business in 2018?
(0:01:39) Eric: Yeah, well, it was, probably my my biggest takeaway from my first software company that that I built and sold was this. I chose the wrong market. There are only about 5000 universities in the US and another 5 to 10,000 worldwide. And, you know, was, just, I mean, I started that first business at the age of 23, so I didn’t didn’t fully appreciate it.
(0:01:57) Eric: Market size. Yeah. And, you know, this this was an opportunity to to go to the other end of that spectrum, and, it was, you know, it was it was, you know, buddy of mine running a construction company that was struggling to scale the business. You know, he asked me to come over, help him figure out, you know, how to how to get that going.
(0:02:15) Eric: And, you know, kind of really set them up to be able to scale. And, you know, they they’re all paper based, you know, spreadsheets, they lack systems, processes. And so that’s, you know, that was the opportunity for me to, to come in and, you know, essentially take over their company and run it for a year, where I built out the first version of job tried.
(0:02:32) Courtney: Amazing. And so when you got in there, you were kind of like learning a lot of new stuff. But was it pretty straightforward to see like where the gaps were, or did it take a while for you to kind of like figure out they do it? This way for a reason, but maybe there’s a better way of approaching it.
(0:02:48) Eric: I mean, it was it was pretty obvious, day one when I walked in and, literally just saw mounds of paper everywhere. I saw the timesheets walking in the door, getting put into these folders, and they would take the folder and they’d put it like, you know, on the wall. And these little holders, you know, all of the bills that they were that they’re receiving from their suppliers, subcontractors, like they printed all those out, they put them into those folders and like, you know, we’re just waiting for the project manager to come and approve them, like whenever that was going to be.
(0:03:14) Eric: Yeah. And so they would look at it, they would scribble on it and then someone else would like type it into the spreadsheet, and it got copied to this other spreadsheet where they’re like track and stuff, and then someone input it into QuickBooks. And like, I just I immediately saw the inefficiencies and I was like, yeah, like, this is exactly why you’re not scaling.
(0:03:29) Eric: Like, we need to we need to leverage technology and automate, you know, a lot of this manual paper based process that, you know, that was really holding them back.
(0:03:36) Courtney: Yeah. Was it, more overwhelming to be like, there’s so much that needs to change, or was it more exciting to be like, we can do so many things.
(0:03:45) Eric: Yeah. I mean, you know, like, I, I like seeing, you know, entrepreneurs or having success or scaling, you know, I’m, I’m a big believer of like, you don’t need to like overengineered solution. You don’t need to focus on scaling before you need to scale. Yeah. You know, so again, I saw there being a tremendous opportunity here. And you know, when I when I first went out I was like, man, you guys clearly we just need some software.
(0:04:05) Eric: Let me go find you some construction. You know, software, you know, looked at all the, you know, all all of the solutions that had already been out there. And, I mean, I made this big spreadsheet, you know, all the, the pros, the cons, the features, the cost. Yeah. You know, what it was going to take to, you know, customize and get it implemented.
(0:04:19) Eric: And, you know, at the end of that exercise there, like I just I struggled to make a recommendation form because, you know, again, I felt like it was either going to be like super expensive or it was going to be like really, you know, cumbersome, you know, hard to customize. You know, it’s going to take someone full time to implement it.
(0:04:35) Eric: Like, you know, there were just all these challenges because a lot of the software had been started, you know, 15, 20 years ago, you know, and it you know, I come from a software company. I got a software, you know, background, like I was like, man, like there’s got to be, you know, something better out there. But like, I just I struggled to find it, you know.
(0:04:50) Eric: And so the guys are like, well, you know, like you, your software guy, why don’t you just build it? Right? Okay. Hold on. I, you know. Yeah, I was, I was just coming to, you know, just help a buddy out, be a consultant or whatever, if you will. And, you know, I, I got to thinking about it to realize, you know, there was a huge opportunity here, and, I ended up, you know, I essentially went back and said, look, I’m willing to do it under three conditions.
(0:05:10) Eric: You know, I want to take over as CEO to I give you one year, my time in three everything I builds mental, actual property. So if this has a potential to become my next software company, then I’ll then I’ll have that option at the end of the year.
(0:05:22) Courtney: Yeah, I mean that’s smart. And honestly like the results that you ended up getting for the company. Probably very well worth it for them.
(0:05:29) Eric: Yeah. I mean, it was it’s pretty awesome. They, you know, so I took over and ran the business in 2018. And that’s when we we grew them from 5 to 8 million in sales. Increase your gross profit by 43% in that one year. But I believe it was 2023. They broke 20 million in sales for the first time.
(0:05:45) Eric: And yeah, so they’re now you know, I think they’re in like 15 states all around the country now. It’s pretty awesome to see the growth. And and again it goes to show. And you put the right, you know, systems in place. You put the right people in place. You get everyone you know working together own in the same direction.
(0:05:59) Eric: You know, you can build a very successful, very profitable and scalable business. But like, you know, you got to have a really strong foundation before you focus on scaling.
(0:06:07) Courtney: Would you say there was like 1 or 2 major like system changes that like really move the needle, or was it really kind of everything working together more effectively?
(0:06:18) Eric: Well, you know, I would say there were there were a few key things and kind of like when, you know, when I look back like, you know, I sort of did this and thirds right. Like the first, third, the first focus was on the sales and estimating. The second phase was on the operation, the project management. And the third phase was the back office.
(0:06:37) Eric: And how do we tie that all in, you know, to, to to get everyone on the same page and you know, with the field mix and all that. But, you know, probably the biggest thing in the sales and estimating was like, you know, like it took me a while to figure this out, but like, you know, when, when I, when I started trying to figure out, like, why are the estimators like just like, how are they coming up with their price?
(0:06:57) Eric: You know, like we, we knew we couldn’t hit our target profit margin for the life of us. Like it was just all over the place, I think. So my first advice is y’all might as well just go to Vegas and roll the dice like it is a total crapshoot. What is and how are you going to pay for like, there’s no rhyme or reason.
(0:07:10) Eric: Like it didn’t make any sense. And so like ultimately though, what I found was that, you know, beyond kind of the guys are literally just pulling numbers out of thin air and back of the envelope type deals. You know, they weren’t taking the time to build out a budget for every single project they didn’t understand. Like, what will this cost us?
(0:07:26) Eric: You know what? What is every single thing that needs to be in this job? And then, you know, they again, they kind of sort of did it very loosely, very, very roughly. But like, you know, the the other big problem was like they were using markup instead of margin to calculate their price. So we were targeting a 30% profit margin on all of our jobs.
(0:07:47) Eric: Well, the owner understood the difference in marketing margin, but like everyone else, they were just taking whatever they thought the cost would be in there, multiplying it times 1.3. So they’re marking it up 30%. Well, a 30% markup is only going to get you a 23% profit margin. So we were literally shooting ourselves in the foot right out of the gate.
(0:08:05) Eric: We had no chance to hit our 30% profit margin. And, you know, I think I think, you know, that was just like when I finally figured that out, you know, I realized it’s like, guys, it’s time. Put away your calculators, put away your pens, pencils. Like, we’re going to build out a budget. You’re going to figure out what is the cost.
(0:08:22) Eric: Every single cost, the labor, the materials, the permits, equipment and we will automatically calculate the price based on a target 30% profit margin. And so I think that like, you know, again, having these detailed scopes of work, knowing what we sold, you know, that allowed us to be able to use change orders as well, which is huge, but then accurately pricing the jobs, I mean, that was probably the biggest fundamental shift for the business.
(0:08:46) Eric: You know, after that, you know, again, getting getting the operations in check, you know, managing how we were, actually paying our guys, like, we were just paying time and material, you know, and again, like, I was like, how in the world can we sell a job? But then depending on who the crew is, we we could do better or worse, like it was like that.
(0:09:06) Eric: That didn’t compute for me. And so like, I started playing, Undercover Boss. Right. And I was doing ride alongs with the project managers. And then I realized, all right, I got to get out into the field. And so I just went and started showing up at these job sites, you know, trying to sort of monitor, figure out, like, why are these crews like some of them just like really bad, you know?
(0:09:22) Eric: And so, you know, I’ll never forget this one time. It was it was this one job. So I show up around eight. I’d expect the guys that already be there, you know, but me before seven. But, you know, it turns out this three person crew, they had to go to Home Depot. So they need to go shop, get all the materials you know, and like, you know getting to take them a little while they finally show up at the job you know.
(0:09:40) Eric: And so I you know I’m, I own that one. I was like man I learned my lesson. I should have had the materials already on the job site or at least ready for pickup. Like the fact that they had to go shopping, you know, they really don’t even know full stuff. Yeah, yeah. So so I own that one.
(0:09:54) Eric: But then like before launch around like 11 or so, they realized that they needed to go back to Home Depot because they forgot some stuff. And so instead of calling the office or calling a project manager or literally all three of these guys get back in their truck and they drive back to Home Depot, you know? So again, that takes, you know, 30, 45 minutes to get back to the job site.
(0:10:11) Eric: Well, now it’s now it’s noon. So, you know, it’s lunchtime. We got home. You know, we go to the truck, would pull out a microwave, plug it in. We’re sitting down on the job site, like, and this whole time, like, I can see this customers, you know, kind of sort of people. And he’s one of those one that’s like watching like, yeah.
(0:10:24) Eric: Really wants is done on time. And you know, he was, he was, he was that kind of overbearing, you know, client there. But then around 230 that afternoon, the guys decide they need to go back to Home Depot a third time. And, like, that’s when I get the angry phone call. He’s like, just irate, like, what the hell’s going on?
(0:10:39) Eric: Like, the guys are literally just sitting down on the job site. They haven’t done anything. They keep coming and going like, yeah, you know, he was just like really, really upset. But like in that, you know, that’s when I realized, like we were not aligned with how we were selling our job, which was a fixed price and how we were managing and running and compensating the crew for doing the job.
(0:10:59) Eric: You know, they had a variable cost. And so they were able to just drag this out as long as they want, you know, their billing as, you know, by the day or, you know, smaller jobs by the hour. But like, you know, again, like they just to them, you know, it was a it was a whole lot easier to just go sit in a, you know, the AC at Home Depot, right.
(0:11:15) Eric: You know, go inventory, Home Depot or whatever they were doing then to actually get the job done. And then like all of the times at like, you know, we had to keep sending the guys back out to do what I had expected would have been done the first time, you know, but like, again, they’re getting paid for it.
(0:11:29) Eric: So what? Why would they know exactly.
(0:11:32) Courtney: You know, benefit to being efficient.
(0:11:35) Eric: So so we transitioned at that point to using work orders and purchase orders to really like, manage all of our, all of our job, you know, assignments. And and even before that, we would send them a bid request. And so we made the crews bid on the job and tell us, yeah, if it’s going to take you five days and you need 10,000 bucks, great.
(0:11:53) Eric: I’ll go plug that into my, my cost. I’ll go sell the job. And I turn around, I one click convert that better question to a work order. And you know what if they got the job done in three days, awesome. You’re still getting paid the same amount, right? But if it takes you seven days or drags out longer like that’s on you, like you’re still getting paid the same amount, you know, barring any like change orders or unforeseen circumstances.
(0:12:12) Eric: But like, you know, that act alone like it just like magically like the quality and the speed of their work just overnight, it just, like, magically improved. And we could it finally hit our jobs and get them completed on time and on budget, because we were able to lock in our costs for the job and we had an agreement going in, you know, again, instead of just giving them an open checkbook, you know, so I think that was probably like the second biggest, you know, really like, you know, transformational thing was just better managing how we ran the jobs and all of our job cost.
(0:12:41) Courtney: Right. Well, I mean, it feels like I mean, starting with estimates is like the fastest way to to improve your margins by just charging the right amount. So feel like that’s like great lowest hanging fruit and then understanding your cost. Like all these things are so basic, but they it’s like understanding the nuance of construction is like so important.
(0:13:01) Courtney: But it, it kind of feels like job triage is like, what are all the lowest hanging fruits? Let’s just knock those out real quick. And that probably made like a massive change in like probably or month over month performance. Yeah. Did you feel like how quickly did you realize like this could be something that we can turn into a platform that any construction company could use?
(0:13:24) Eric: I mean, you know, I did go into it sort of thinking, man, like this, this could be my next, my next software company. You know, but I think when we really started to see kind of that, that turning point of, you know, we’re now pricing the jobs accurately, we’re finally hitting our target profit margin because, like, you know, we didn’t we didn’t necessarily have to kind of wait, you know, several months.
(0:13:45) Eric: Like we could immediately see that on every job that we sold and manage using this, this, this new process, you know, and so, I mean, it was just it was very apparent, you know, I guess, you know, again, I, I had devoted myself to that one year. So I wasn’t necessarily really thinking beyond, you know, I’m all in on this company.
(0:14:02) Eric: I got to get, you know, them set up and running. But you know, towards towards the end of that year when I started thinking about, okay, you know, am I going to stay or am I going to go and, and create, create, create my next software company? I mean, it it became very apparent that, like, man, like the impact that I was able to have on this one company, just implementing systems, processes like helping them, you know, get SOPs in place and like build the right team.
(0:14:22) Eric: Like, I mean, that that was that was huge. Yeah. And again, you know, I realize that this market is enormous. And there’s so many, you know, entrepreneurs and small businesses out there that like they struggle with the exact same thing. And the reality is like, you know, they’re coming off the tools a lot of time. They they grew up in a family business with construction.
(0:14:40) Eric: Like, you know, they don’t necessarily have this, this, this business background, you know, not nor do they need to, but like, again, like they don’t really know what they don’t know. And so I typically see people that they hit the same stumbling blocks over and over and over again because like, it’s just kind of this natural process of, you know, school of Hard Knocks says you’re going to learn it the hard way.
(0:15:00) Eric: And that’s what, you know, I saw so many people doing that. I was like, man, I got this. This really could help so many more people out there. So yeah.
(0:15:06) Courtney: Well and so and it must be so exciting since you’re like, this could really be something. We have a big market. I finally kind of figured that out. But then when implementing it, like you said, these people are kind of coming from like an older, not older generation, but just like, you know, these family businesses and adopting tech can be kind of difficult or scary or like there’s just some challenges with that.
(0:15:29) Courtney: So how how is that process been with like introducing this to new construction companies and getting them to put down the pencils, put away the calculators and get software set up?
(0:15:42) Eric: Yeah. You know, and before you know, we even talk about the new companies. I mean, you know, I learned firsthand by trying to implement this at that construction company, like, you know, like, again, like this, this resistance to change is a very natural thing. And and it really doesn’t matter what you ask someone to change, you know, it could, you know, be you change your, you know, the, the the path you drive to work every day or you know, you change something or other like it doesn’t matter.
(0:16:06) Eric: Like there’s there’s this natural human resistance to change because you’re comfortable doing something the same way that you’ve been doing it over and over. And so, like what I learned is that, you know, was very important that I didn’t just come and try to just jam it down their throat. You know, I spent a lot of time up front meeting with everyone and asking people like, hey, tell me what your biggest challenges are.
(0:16:27) Eric: Tell me, like, what are you doing that you feel like is not a good use of your time? Or, you know, you feel like you’re just like super frustrated or you want to, you know, put your head through a wall or what are those things that are driving you nuts. And when I, you know, when I started to learn about all of those things, then I was able to say, well, look, if I could come back, you know, with, with a solution to help streamline some of this, to help, you know, alleviate some of this frustration, this pain that you’re you’re you’re you’re spending like, you’re feeling like would you be open to that now?
(0:16:53) Eric: Like, yeah, absolutely. Oh yeah. Yeah. You know, and like, you know most people then again like now I’ve got they’re buying right. Like I understand their pain I understand the problem that they’re having, you know. And then I can come in with a very specific pointed solution to address that. Yeah. You know, and so like I think that was like super important to, to, you know, to realize and for others to, to hear and understand is that like, you know, you have to get people bought in and wanting, you know, to, to implement this like they need to understand the why and how this will affect them directly as well as how will it affect
(0:17:23) Eric: the company in the bigger picture, you know, and people understand the why. I feel like you can get, you know, so much more buy in and get so much more adoption, you know. But but even with that, I mean, again, like, I’ll never forget this one gentleman. Like, he was like my biggest naysayer. He just absolutely pushed back on everything and like, you know, again, I sat down with him multiple times, was like, look, man, let me walk you through.
(0:17:44) Eric: Let me show you. You know, and so, like, having that time and devoting that time to helping people, you know, learn and understand how to do it, you know, I ended up turning him from our biggest, like, you know, resistance to our biggest advocate. He, like, within a couple months is like literally yelling at other people if they weren’t putting their schedule in there, if they weren’t logging their hours, like, you know, and again, like it goes to show though, like just because someone initially is resistant, that doesn’t mean that, like, they won’t end up being a great adopter.
(0:18:12) Eric: Right. And so at JobTread, you know, our approach has been every single client, they get a dedicated customer success manager. It is someone on our customer success team who will be their point of contact. You’ve got their email, their cell phone. You can directly schedule meetings, you know, on their calendar with them. And and we have put a really big focus on making sure that everyone who’s customer facing comes from construction.
(0:18:35) Eric: They understand construction. Like, I cannot teach people what it is like to work in a construction company. You know, you just have to understand it is a unique beast that like is, you know, it’s very important that you know, our team can empathize with our clients. And so, you know, making them available and really like being that, you know, just their point person is is huge.
(0:18:55) Eric: But beyond that like we also provide live trainings like multiple live trains every single day. We have an entire team dedicated to providing these trainings. We have a whole training curriculum. You know, we’ve even developed like certifications that people like to do. The self, you know, you kind of go watch goal videos, answer some questions, sort of do it on their own, or they can come, you know, to virtual trainings or even do, in-person boot camps where they can come to our office once a month and we’ll literally, you know, train them in a, in a classroom type setting.
(0:19:22) Eric: But like what I have found is that by by putting so much focus on this initial, you know, we’ll call it like the first three months, making sure that they know what are their top priorities. What are the biggest pain points that we can help them with, and then helping prioritize that and giving them the specific relevant information, the training, the tools, you know, getting them comfortable doing those things.
(0:19:46) Eric: You know, that has been such a huge boost to driving that adoption. Because, you know, when you look at a piece of software and again, really probably a lot of software, you can easily feel very overwhelmed. Yeah, you can feel like, oh my gosh, there’s so much here and I don’t really need all these things. I’m just trying to do X.
(0:20:01) Eric: Well, you know, when we can get that, you know, very, very close to to right up front like okay, this is the thing that you need. Well let’s address that. Let’s get that figured out and get that implemented. And then you can add on, you know, everything else. I mean, you know, as you grow, as you scale, like you’ve got the tools and the horsepower that you need, but you don’t have to get overwhelmed by that at day one.
(0:20:20) Eric: Like, let’s just focus and get you trained. And I think that’s been a huge, you know, just kind of secret sauce to to how we have implemented, you know, thousands and thousands of contractors on this.
(0:20:30) Courtney: Yeah. I think that a big part of your success has to be just how connected you are to the construction industry. So obviously, you develop this for a construct like it was for construction. It wasn’t like you were just like you saw this problem from far away and tried to solve it like you were in it, and you used your team to like, build it.
(0:20:50) Courtney: So to get that adoption, like they were like, well, he built it for me because it was my problem that he’s solving here. So that’s how you get that buy in which I love. And then moving forward, you’re like, we’re not going to hire people if they don’t have construction experience. Because it is such a unique industry that is really hard to understand if you’re not there.
(0:21:12) Courtney: And like talking to these types of people every day because it’s a different it’s a type of person that has these construction companies and they have very specific needs, and there’s a lot of language. So I think that’s probably helped a lot and built a lot of initial trust and credibility with like people who are just starting with the software.
(0:21:32) Courtney: It’s a really cool. So tell me who your, your ideal customer is. There’s so many different types of construction. You have commercial subcontractors, residential, like who is your ideal customer profile? Are there certain traits company sizes like. Or is it everybody.
(0:21:51) Eric: Yeah. Great. Great great question. You know we we we very intentionally have design job tried to work for you know any size and any type construction business if you are selling construction jobs, if you are custom bidding those jobs, then you can use job training and it will work for you. I mean, you can have a one line item budget up to a thousand line item budget.
(0:22:13) Eric: You know, it’s up to you how much detail and how granular you want to get. We’ve given you the power to get as detailed and granular as you want, or the flexibility to just keep it high level. Keep it simple. You know it. It has been very, very intentional on that. Now you know what I’ve seen and what I’ve learned.
(0:22:31) Eric: You know, I mean, probably our biggest, you know, sort of segment of our customer base is, is going to be like the remodelers, you know, the people who are running, you know, multiple trades to get a project done. You know, the more trades that are involved in a project, the more complex that project is, you know, the more bids you got to collect, the more you know coordination, the more scheduling, the more timing.
(0:22:53) Eric: You know, the you know, typically the larger the project is. And so like, you know, just when we see clients who have, you know, many trades involved, you know, whether it’s, you know, kind of residential, it could be commercial. You know, those are the ones that just like, you know, they, they, they’re struggling the most now at the same time, I mean, you know, you know, beyond, you know, like, you know, remodelers, you know, pool builders, another one, you know, home builders, you know, commercial developers, I mean, you know, if you kind of sort of go the other direction, say, well, look, there’s so many like, you know, single trade specialty trade businesses out
(0:23:25) Eric: there, you know, like take like a deck builder, for example. You know, take, you know, a roofer, you know, an electrician, a painter, you know, like these are very, very specialized, specific, you know, trades. But like, again, like they also struggle with the same things. It’s, you know, how do we accurately price our jobs, you know, being able to leverage, you know, formulas and, and leverage our measurement tools and our on screen take off.
(0:23:47) Eric: Like it helps them to accurately figure out their cost, how long things will take, you know, and ultimately, you know, the accurate price for it. And then, you know, once you’ve got that, like being able to also have a very professional proposal, you know, a well-designed, you know, giving the customer the options. You know, like, you know, our proposals are so powerful because like the customer, you know, you can give them the ability to make optional upgrades.
(0:24:12) Eric: They can choose their selections. All right there. You know, think about like the good better best model. You know, like giving you know these these single trades. That tool is so powerful to help them win more jobs. And so you know again like the size of the business doesn’t really matter. The type of work you’re doing doesn’t really matter at the end of the day.
(0:24:30) Eric: If we can help you more accurately price your jobs, win those jobs, and then complete those jobs on time and on budget, and ultimately get paid, then like, you know, that is the that is like the crux of how do you run a construction project, how do you build a construction business like the fundamentals, you know, really are very similar, even though you might, you know, have a different tool or be doing a different, you know, task, you know, you’re still selling something and then you have to execute and deliver and get paid.
(0:24:57) Eric: Yeah.
(0:24:57) Courtney: Well, does that make it harder then to do when you’re thinking about like your marketing or how you’re presenting the company, if you’re able to help so many different parts of this industry, like how can you speak very directly to each of them without it kind of like overlapping or feeling too general?
(0:25:14) Eric: Yeah. I mean, you know, it definitely does make it a little bit more challenging. You know, on, on our website, I mean, we have a Who We Serve section. And so, you know, we continue to, to, to add, you know, kind of very specific, you know, content. So if you’re a home builder, we show you and explain JobTread from the, you know from from that perspective and have screenshots with, you know, homes and things like that.
(0:25:36) Eric: If you’re, you know, pool builder, if you’re a deck builder, if you’re a painter, roofer, whatever it may be like, you know, we really we do customize, you know, the content and how we, you know, try to demo the product in our in our sales team, we got a bunch of different demo organizations where we can show them, you know, because like, I do believe like, you know, when people can see what it would look like for them, like it just helps them to visualize so much better.
(0:25:59) Eric: You know, if I’ve got, you know, a, you know, a pool builder and I’m showing them a bathroom, you know, it’s a yeah. Even though like, it’s, it’s the same tool, there’s that disconnect. And like when I can show them that the trade that they specifically do and run and kind of, you know, tailor that that presentation to their processes then then it really helps them to, to very quickly understand how this would work for them.
(0:26:21) Eric: Yeah.
(0:26:21) Courtney: No, that’s totally make sense to just almost having like sub niches within your major niche, which is just construction. So when you look at how people are using the software and you’re like developing new features, are there certain things that you see there, like these guys are using the software in this way, so that indicates long term adoption or like how are you able to kind of make your software a little bit stickier?
(0:26:48) Courtney: So that it’s obviously more helpful to your, your clients, but also they’re sticking around with you for a lot longer.
(0:26:55) Eric: Yeah. I mean, again, the the most important thing is that we get them up and running with estimating. Yeah. You know, if they don’t use any of the other project management stuff, they don’t do the invoicing, the billing, all of that, like in estimating like that’s kind of the lifeblood, right? Like you got your top of the funnel, your leads are coming in.
(0:27:12) Eric: You got to manage all that. Ultimately, you got to get proposals out the door. You got to get them signed, collected. Like, you know, that is like the very first thing. You know, we do have people that, you know, some of them don’t, don’t use, you know, every feature. And they maybe just wanted the scheduling piece. They just wanted the the time clock piece.
(0:27:28) Eric: I just want the communications aspect. Like you can certainly pick and choose what you want to use. But like, you know, for us, we really do encourage people to use the estimating we very intentionally like have. Our budget is the core of every job, you know, and everything tracks back to the budget because, you know, my, my, my, my mindset early on was like, you know, what’s the point in focusing on scheduling and data logging in to do that?
(0:27:49) Eric: If we’re if we aren’t going to make money on this job, then like, who cares about everything else? Like we gotta make sure that we get the financials right. And so that’s why like JobTread like the core of it is the budget tool. But you know, I, I think that’s, you know, that would be the thing that, that, that, that we look for is kind of that early sign of, you know, we’re getting them going, we’re getting them adopted.
(0:28:12) Eric: I mean, we obviously track a lot of other stuff like, you know, looking at, you know, the log ins and you know, how often they’re they’re logging in, the number of jobs, the number of customers, like, you know, how many proposals are getting send, you know, approved orders. Like, you know, we see the the data and the usage.
(0:28:26) Eric: And so that also gives us, you know, the ability to sort of we have our own kind of like, you know, risk algorithm, if you will. That’s like, you know, how likely are they to, to keep going because like, you know, what we’ve seen is that, you know, people if they’re going to if they’re going to quit, they’re going to do it within the first month or two.
(0:28:40) Eric: You know, if we get them past that point, like, you know, these are customers for life. Like, you know, we rarely lose anyone. It’s the people who get in there. And and they just they don’t they don’t necessarily get, you know, get get it off the ground like those, those are the ones that need the most attention, the most help.
(0:28:55) Eric: You know, the other thing, it’s really interesting, you know, from a sticky, you know, adoption standpoint when they start adding integrations. So when they connect to their QuickBooks and they connect to, you know, gusto for payroll when they, you know, use other solutions that we integrate with, like, you know, that directly creates a stickiness, you know, for, for us and those other solutions where, you know, because like, we want to be this platform, you know, we view ourselves as a platform to create this connected ecosystem of all the tools and the applications like that, they need to successfully build and manage their business.
(0:29:26) Eric: And so like, you know, that’s that’s kind of our, our, our philosophy here is like, how can we be that platform, you know, to to help you get all of these other pieces working in harmony, you know, a data seamlessly flowing back and forth, automations, workflows. And the more integrations that that we see them connecting, you know, again, that the stickier it is.
(0:29:44) Courtney: Yeah. If they can log into one platform and do everything there, that’s so much better than having to log into six different places and like trying to cross understand data. So that totally makes sense. And also just showing people that the software is paying for itself through estimating. It’s such an immediate instant gratification thing where they can like justify the spend, which is then they’re just slowly and slowly getting more and more into the platform.
(0:30:13) Courtney: So that is yeah, it feels like it’s been working really well for you guys. Would you say that there’s certain metrics that are the most important to your customers? So obviously like profit margin or total revenue, those are probably really important. Are there other things that your customers like comment on a lot that you try to really show them?
(0:30:36) Eric: Yeah, I mean, so so one of the really neat features that we released, I think it was earlier this year was it was was the ability for them to really build out and customize their own dashboards and so on. These dashboards, they can create, you know, whatever visualizations, whatever reports, metrics, you know, charts, graphs, like, you know, that that they want to track, you know, their KPIs, you know.
(0:30:57) Eric: And so again, you’re exactly right. You know, sales and gross profit, you know, are probably, you know, two of the most important. But like, you know, even like number of leads are getting every month, you know, looking at that funnel in the pipeline and kind of how, you know, their leads are progressing, you know, like what is their what is their lead to, you know, appointment set ratio.
(0:31:14) Eric: You know, what is their close rate. You know, like if they want if they have multiple salespeople like, you know, comparing, you know, the close rates by by salesperson, you know, by looking at, you know, their monthly, you know, revenue by salesperson. You know, I think I think those are all really, really important. But like giving them the ability to drill in, you know, so so, you know, instead of just looking at our gross profit margin, like if you’re, if you’re doing multiple types of jobs, I mean, if you’re doing kitchens, you’re doing bastard and, you know, additions, you know, whole home remodels, like, you know, being able to really like, you know, just
(0:31:45) Eric: segment that and understand, like how do we perform in each of these different types of jobs, you know, like that’s that’s super powerful, right? Because like, I see a lot of people that struggle to, to to really define who is their ideal customer profile. What is the best type of job for your business? Like, you know, people who just say yes to everything you know, you are destined to to to only be mediocre at best, you know?
(0:32:09) Eric: And so like we want to help people understand, like where do you perform the best? Like what are the the types of them, you know, where are the jobs, where are the leads coming in from? What are the best types of customers? What are the best jobs for you? And go do more of that and the things that you struggle with that you can’t perform well on that you aren’t closing on.
(0:32:27) Eric: Like just quit focusing on that, you know, like you got to really narrow in, like, what can you be great at and go do that. And so, you know, I think a lot of times we want to help people understand that, you know, and when they’re thinking about, you know, again, like creating their annual plan and like, how are we going to grow and what are our goals?
(0:32:44) Eric: Like, you know, where is that growth going to come from? You know, it’s important that, you know, people understand how to to quantify, to measure, to to monitor those KPIs that are directly related to setting their goals for the for the month, for the quarter, for the year. And so like giving you know, people that dashboard and the ability to visualize that data in real time.
(0:33:04) Eric: I mean that’s just like so powerful.
(0:33:05) Courtney: Yeah. Well then they probably have like never seen a lot of these, this data before. So for some of this stuff, it’s probably like world shattering because I think we’re putting so much effort into getting this type of job, and it’s never been profitable for us. And we never even realized it. So that’s hugely valuable information. Yeah.
(0:33:26) Courtney: So it’s just showing even, I guess. Right?
(0:33:28) Eric: Yeah. I mean, and like even being able to like, you know, people never really think, but like, you know, you can look at like what is like your profit per day. Yeah. You know, how much money are you making per day on these different jobs and these different types of jobs? You know, like giving them sort of, again, more insight into what’s working and what’s not like without a system like this.
(0:33:47) Eric: If you don’t if you’re not tracking the data, you’re not like quantifying, you know, your performance. And like again, so many people, they just go year after year. You know, it’s like flying blind, right? Like you don’t. Yeah. Are we hitting our goal I don’t know, like can we do better. We don’t know like, you know giving them that like that visibility is huge.
(0:34:05) Eric: Yeah.
(0:34:05) Courtney: And think of all the paper costs they have. Just having to print them out all the time. Like I’m sure that it’s probably. Yeah, like life changing for some of these guys who’ve never really had the time to think about it. So yeah, I also I’m kind of curious about how as you grow, like you’ve thousands of customers now, and I’m sure that all of those customers want certain things, which is, I mean, really helpful for you developing the the platform.
(0:34:32) Courtney: But how do you figure out what are the right features to add to job versus kind of putting off or delaying and staying true to your core vision? Like how do you make those decisions?
(0:34:42) Eric: Yeah, no. Great great great question. And you know, early on when we just had, you know, a couple dozen customers, it was a whole lot easier because they all just, you know, messaged me directly and we had conversations. And, you know, I think one of the really neat things we did, we’ve done a couple things. So you know what, what’s very, very unique to job is, is actually the community around it.
(0:35:01) Eric: So like we have this incredible, you know, user community that, you know, we have a Facebook group, we’ve got over 8000. You know, all of our customers are in this group. And like, we literally look up every single person request to join to make sure that they are a customer, you know, and and the thing that was, you know, again, really, really helpful was again, these discussions.
(0:35:20) Eric: So instead of them just, you know, messaging me directly all the time, like now we’ve got this Facebook group where we having all these discussions in these posts. And so like that’s been so helpful for me to keep a pulse on, you know, what is working. Well, what do people have questions or they don’t get or they want to see added.
(0:35:34) Eric: And so, you know, I got a lot of data and insight out of that group for a long time, you know, and I still do. But we we reached the point where it’s like, okay, now there’s so many things that are getting asked for that. Like I was struggling to keep up, you know, and track all of that.
(0:35:47) Eric: And so one of the neat things we did is we created this feature request board that’s directly in the application. It’s in our help desk where now our customers can go in there and they can see everything that everyone else has submitted, and they can vote on these features. And so if someone you know, if we try to make them like search and make sure you’re not creating a duplicate here, but like they can see what’s already been, you know, created and upvoted.
(0:36:11) Eric: If they don’t see it, if they got a new idea, they can create a new one. You know, our team reviews it and we’ll publish it. If it’s if it’s a new idea, if it’s something that already exists, will merge it in or it was actually a feature they just didn’t know about. You know, we’ll reach out and we’ll help them, help them learn about it.
(0:36:25) Eric: But this has been like just instrumental because, you know, with, with, you know, I think it’s we have over a million users on the platform in total, you know, and probably about, you know, 50 something thousand of those are internal, kind of like employee users, you know, all of the ideas. It’s just it’s it’s such a blessing to have so many great ideas.
(0:36:45) Eric: But, you know, we have we had to be able to sort of like, you know, quantify and track it. And so, you know, our approach is, look, you know, may the best ideas when the ones that rise to the top of that leaderboard like that directly influences our product development roadmap. And when we’re looking at, you know, planning new projects like, you know, we want to do and implement the things that are going to make the biggest impact on the most number of people.
(0:37:08) Eric: And so everyone has that opportunity to come in here, you know, to vote on it, to share your your ideas and feedback related to that idea. And like that just directly feeds into our development, you know, process here. And so like it’s just been instrumental to make sure that we are building the things that that, that, that our customers want.
(0:37:24) Courtney: Well, and it takes it back to originally when you were designing it. Is that you that’s how you get that buy in. If the customers are seeing you take action on things that they want, it’s going to make them want to stay and, you know, ride out any kind of glitches or whatever, which hopefully you guys don’t have very many.
(0:37:41) Courtney: But but it is kind of a very democratic, very, sounds more like a conversation between you and your customers, no matter how many customers you end up getting. So.
(0:37:51) Eric: Yeah, that’s the cool thing about the Facebook group, too, is like, yeah. Instead of me answering, you know, questions with just one person every time I respond to a post, the entire community in there sees it. Yeah. And can understand and can learn. And so like, that’s, that’s, you know, and they’re like helping each other now. Like, you know, a lot of times they beat us, you know, to to responding.
(0:38:09) Eric: And it’s like just so neat to see this community of people who, you know, who are genuinely like, helping each other. You know, I think, you know, outside of this, like, I almost always see, you know, there’s this like, you know, like people like, oh, that’s my competitor. Yeah. I can’t, I can’t help my competitor. I can’t talk to them.
(0:38:25) Eric: And you know, a lot of kind of networking is done in your local community. And so like we now have this like global community of people who are going through the same thing. They’re doing the same thing, they’re building the same types of businesses. And they now help each other. And at the end of the day, like my favorite saying is A rising tide lifts all boats.
(0:38:42) Eric: Like we’re helping everyone to build better businesses. And at the end of the day, like that is going to elevate the construction industry as a whole and provide a better customer experience for all of those end users, those end clients, you know, instead of, you know, the homeowners being worried that a contractor is going to show up and take their money and run.
(0:39:00) Eric: You know, we got to get confidence back into the homeowners and the end consumers that, hey, you know, construction can be managed properly like contractors can be reputable, they can provide a great service. And I think that’s what we really want to help everyone do, is elevate their own experience in their own operations so that we can deliver great projects all over the world.
(0:39:21) Courtney: Yeah. Well, and it’s it is really cool to see like competitors being a community. And so obviously your client culture is really strong, but also your work culture, your company culture is also very strong. I mean, three years in a row getting best places to work in Dallas, that’s pretty impressive because Dallas has a lot of companies. There’s a lot of competition there.
(0:39:42) Courtney: So how do you approach leadership and culture within JobTread?
(0:39:47) Eric: Yeah, and it’s actually our fourth year in a row, almost. A little while ago we found out we won number one. Best place to work in Dallas this year. And so, you know, I, I think it’s about, you know, you’ve got to find the right people. First of all, you know, like, you know, our core values, they’re all listed on, on our website.
(0:40:07) Eric: I, you know, I highly encourage everyone to to to go read that. It’s just on our about page. But like, you know, one of the very first ones is like, you know, you got to hire the right people and you got to take the time to make sure that these people have the right skills, have the desire, you know, and have the personality and the characteristics you know, that you’re looking for.
(0:40:24) Eric: Like, do they align with your core values? Are they people that you want to spend time with and that you, you know, are going to, you know, be able to kind of grow together and be motivated, you know, by each other. And so, like, you know, getting the right team on board is, is first and foremost. But then like, once you do get the right people, you have to focus on your culture.
(0:40:44) Eric: You know, you have to focus on like making sure that it is a great place for everyone to work, where they feel appreciated, they feel recognized. You know, one thing we do every every Wednesday we have a team lunch, a catered team lunch or and we we bring in food. We actually do it on Mondays too. And I think next year we’re going to add a add a third day.
(0:41:01) Eric: But like you know, we we on the Wednesdays we all get together. And the very first thing I do is, is I read out of this, we have this little box called the Who’s Kicking Ass box. And so throughout the week, people can submit anonymous notes on, you know, anything, you know, anyone that they saw do something above and beyond something exceptional, something that is worthy of being recognized.
(0:41:20) Eric: You know, at the beginning of each team lunch, I read those out. And again, like, these are things like, you know, that that now, you know, maybe nobody would have seen. Now the entire team sees and we recognize and we clap and we are, you know, trying to again like show people that like, we appreciate your hard work.
(0:41:37) Eric: We appreciate you going above and beyond like, you know, and this is like, again, just creating this incentive, you know, for people to keep doing those things. You know, I think that like, you know, at the end of the day, like, you know, paying someone, you know, salary and whatever the comp is like, I mean, that’s like table stakes, right?
(0:41:52) Eric: Like, you know, that’s just like the basics of, like, you know, being able to bring someone to your team. But like, if you truly want to unlock their potential, then you have to, like, show them that you care about them. You have to, like, go above and beyond and make sure that, like, they have the tools that they need to be successful, they have the training that they need to be successful.
(0:42:09) Eric: Like they have the understanding of like what is expected and how do we define success. And and when you do those things, you know, you really set people up for success, you know? And so like I think our our team is very, very driven. We’re very passionate people. You know, we we love to celebrate our wins. You know, we spend a lot of time, you know, doing happy hours and bringing in breakfast tacos and like, you know, just celebrate the wins.
(0:42:32) Eric: You can’t wait until the end of the year and say, we hit our goal or we didn’t like every month, you know, every big job you close out like whenever and any opportunity you can to celebrate. People love to be on a winning team. Yeah. So so celebrate that. You know, we we love to do big team events too.
(0:42:47) Eric: I we took the whole team to a Cowboys game. We’ve done stars game like you know there’s there’s just you know always find ways to get your team together to build you know that that that that that camaraderie. You know each to each department. They’ve got a budget they can go and do quarterly. You know offsides and meetings and or just, you know, fun activities, whatever it is like, you know, I think it’s about making, you know, sure that each and every person like, is excited to get up every day, come into the office and they see firsthand the impact that they’re making, right?
(0:43:15) Eric: You know, this, this this isn’t just, you know, about them. It’s there’s such a bigger opportunity to make an impact on the world around us. And like, our clients, like they’re literally we’re transforming their business. And so like, I think it’s super neat that, like, you know, we we all take the time to, to make sure that everyone knows and understands the true impact that we’re making because, like, that’s such an intrinsic motivator.
(0:43:37) Eric: And when you’ve got all the people that are all rowing in the same direction, passionate about the same thing, like that’s how you create this, like really, really strong, cohesive culture. And I mean, we’ve had virtually no turnover. I mean, you know, a few people, but like, you know, by and large, like, you know, we’ve got almost 60 employees and like, you know, as soon as you join us, like, you’re here for the long haul.
(0:43:57) Courtney: Yeah, yeah. That’s amazing. I mean, I think that you’re right, like celebrating it because sometimes things can be challenging, you know, like there are ups and downs in the market. There are things there’s like uncertainty, especially in tech sometimes. But if you’re celebrating every single win and reminding people of the bigger picture, too, and that we’re all together and people and we’re celebrating each other, it’s I mean, it’s like a very positive culture, which probably really reflects it’s kind of like your, your to your client culture and your, your team culture probably reflect each other a whole lot too, because it’s easy to celebrate when you have a lot of happy customers.
(0:44:35) Courtney: Do. Yeah. Also like looking out 3 to 5 years. I mean, that might be too far to look ahead, but what is what do you see as like the biggest opportunity in construction, tech. And like, where is job trend headed?
(0:44:52) Eric: Yeah. I mean, look, I think, you know, as crazy as it sounds like the majority of the market is, is has not adopted technology. Yeah, there’s still pen and paper spreadsheets, you know, just like, stuck in the antiquated ways. You know, we’re definitely seeing this big wave of adoption coming though. And I think people are finally realizing, like, if you don’t adopt technology, like you are going to get left behind, you’re already getting left behind.
(0:45:19) Eric: Like, even if you’ve been doing this for 40 or 50 years and like, you know, you just, you know, like you think that that experience is going to give you what you need to keep winning like it might not. You know, you know, we are giving these these contractors, you know, I mean, you know, whether you’re, you know, I’ve got it.
(0:45:35) Eric: We’ve got a contract on here doing over half $1 billion, you know, and setting up all these, like, data centers like, you know, and then we got contractors are selling, you know, $250 handyman type projects, like, you know, when you can give anyone and everyone, regardless of their size, their scale, who they are, like, you’re giving them the same tools.
(0:45:53) Eric: Like, we are going to make those people be extremely competitive. They’re going to, you know, come across as extremely professional. They’re going to have great looking proposals, like they are going to have a competitive edge over someone who, you know, again, may have been doing this for a lot longer, but like, you know, again, when you send a, you know, a poorly formatted, you know, no branding, like just the, you know, back of the envelope type proposal, like, again, like the consumer this day is expecting so much more.
(0:46:21) Eric: Yeah, they’re expecting professionalism. They’re looking at reviews. They’re looking at, you know, what was the experience working with you know these different contractors and so like I think at the end of the day like you know, we are going to see a lot more competition come from people. And it’s not going to be necessarily on price. It’s going to be about the customer experience.
(0:46:41) Eric: It’s going to be how did you treat your customer? How did you, you know, make sure that they got the project that they wanted and dreamed of and it was done right. The first time. And so I think with technology, you know, it’s going to continue to help these businesses elevate. You know, I think obviously there’s there’s lots of, you know, things that are going to continue to come out from a tech perspective, you know, like AI and things like that, that like, you know what, again, what we’re going to see how this is going to play out.
(0:47:05) Eric: It’s you know, I think still very early. But you know, the point is that like if you’re not adopting technology, if you’re not open, you know, to to to change, you know, to looking at are there better ways if you’re not adapting your processes and like, you’re going to struggle and you’re probably going to go under. And so I think we’re going to just see this big kind of boom of people who are tech, you know, forward.
(0:47:27) Eric: They’re building very, very, you know, great teams, great cultures. They’re doing great work like, you know, with with reviews and all that. Like those people are going to rise, you know, to the top of the industry. And you know, everyone else is, you know, is going to get left behind.
(0:47:41) Courtney: I mean, it’s truly unavoidable. And you’re right, I think that it’s not just the customers, like, expect a certain level of professionalism. They’re also like very wary, like there’s so many like horror stories out there. So you really have to be able to present yourself as someone who’s not going to rip anyone off. And so using something like job trackers is really going to help, these construction companies do that.
(0:48:04) Eric: Transparency is is going to be so important, you know, with, with again, with, with the internet, with AI, with, with the ability to just like, you know, anyone who, you know, can can, can type in a bot and go ask for something like, you know, so much is going to just be right at their fingertips that like, it’s going to be very, very important that you focus on your reputation.
(0:48:25) Eric: You know, your brand, you know your your the quality of your work like that. These things are going to come front and center. And I think it’s going to really change kind of how the consumer, you know, makes decisions on who they hire. Yeah.
(0:48:37) Courtney: Okay. So final question here. If you could, give yourself a piece of advice when you were first starting JobTread, what would it be?
(0:48:48) Eric: Oh, that’s a great question. You know, I would, I would probably tell myself to just to, to, to to follow my own advice that I just gave is like, just be as completely open, transparent, you know, one of the one of the books I read a few a few years ago, I actually I heard the gentleman, Marcus Sheridan, speak at a, at a, at a conference in his book was they ask you answer he’s he’s since written another kind of an updated version of it called Endless Customers.
(0:49:18) Eric: But the premise is like, you know, you have to just put everything out there, you know, every single hard question that you get asked, every everything that any customer’s asking you wants to know, wants to learn what’s your price, you know, what do you do? Well, what do you not do? Well, he’s like, just publish it all. Yeah.
(0:49:34) Eric: Publish it on your website. Create video content. You know, video is king. You know, just like do that, you know. And early on when we were building job tours like we used to do what we call these, like our customer town halls, you know, which is kind of like where we, where we would announce product, you know, updates and things like that.
(0:49:51) Eric: But like, we only invited our customers and it was like, you know, he said, well, you know, if you’re ever doing anything because you don’t want your competition to find out something like you’re actually doing yourself a disservice. You are hurting your prospects who want to learn about you, want to know about you. And so, like, you know, for the first couple of years, like, you know, again, we had these kind of like, closed, you know, webinars.
(0:50:12) Eric: And after reading that book, I was like, oh my gosh, like, we just need to publish everything. You know, we we now do all of our product updates and open webinars. We invite anyone and everyone to attend. You know, we’ve taken our help desk instead of keeping it. You know, only within the app. We’ve now published it and it’s available to everyone.
(0:50:29) Eric: You can see every single product update that we roll out. This is all on our public website. Like so like we’re just so radically transparent with everything, you know, our pricing, we’ve always been transparent. It’s always been on our website, you know, that’ll never change. But like, you know, I think I would have told myself to just embrace that earlier on because we might have been able to grow even faster in those couple of years.
(0:50:50) Eric: If it was easier for people to find out more about what we’re doing and to see how fast we’re growing and how we’re listening to our customers and what those conversations look like and all the updates we’re making a I would say just yeah, I would have I would have told myself to just publish.
(0:51:04) Courtney: It and let it all out. Well, yeah, I think like, you can’t live in fear of your competitor. Like you should be scared of your competitors like you. They’re not going to be able to do it the way that you do it. Especially if they’re just trying to catch up with you. So I, I totally agree with that is I just embrace it brings everything that you have.
(0:51:24) Courtney: Great. Where can people find job training, find you online?
(0:51:28) Eric: Yeah. I mean, obviously our website is a great place. We’ve got a ton of content, videos, information, you know, JobTread.com. You know, our YouTube channel again, I think we’ve got like, you know, 5 or 600 videos on there now, you know, great resource. But you know, if you want to reach out to me directly, I mean, I’m, I’m pretty easy to find on Facebook.
(0:51:48) Eric: LinkedIn, you know, probably the two most common platforms I use, but, yeah, I mean, happy to have people, you know, reach out to me directly or if you’re interested in learning more about the product, you know, you just go to our website, you click the schedule a demo button. You pick a day in a time that works for you, you know, and our team would be happy to to show you more and spend the time to to make sure that job trends are going to be a good fit for you.
(0:52:08) Eric: Because at the end of the day, you know, we want you to be successful. We want you to to be able to benefit from the platform. And if it’s not a good fit, we’ll save all of ourselves, some some time there. But, you know, again, I’m very confident that if you’re a construction business, you know, running, running, you know, bunch of bunch of different types of jobs, whatever they may be like, we can help you build a much better, much more scalable, profitable business.
(0:52:28) Courtney: Like. Well, thank you so much for for your time today, Eric. I really appreciate it.
(0:52:32) Eric: Absolutely appreciate having me on, Courtney. Of course.
(0:52:34) Courtney: And thank you to everyone at home or on the go for listening. If you enjoyed today’s episode, please make sure to subscribe, share it with a friend or leave us a review. And if there’s anything you want to hear on upcoming episode, just let us know. For more insights, just follow us on LinkedIn or visit Right Left agency.com and we’ll be back next time with more stories of success, innovation and marketing strategies to help you grow.
(0:52:56) Courtney: Thank you.
