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Marc Savatsky, Ray Hurteau, and Dan Rubin open up and discuss their own deals, budgets, and mistakes every Tuesday.
Not guru content. The stuff that decides whether a project makes money: what a triple decker really costs to build now, the retroactive Newton tax bill that landed on unsuspecting condo buyers, the helical pile surprise that cut a deal's IRR from 70% to 40%, the eleven-week-old demo company doing $6K a week against a $20K burn. They read their own numbers on air, including the ugly ones.
A typical week is some mix of: a breakdown of one of their active projects (an 1874 adaptive reuse in Amesbury, a Dorchester three-family held fourteen years, a waste and demo business), a guest who does one thing extremely well which include zoning attorneys, architects, labor lawyers, energy consultants and brokers. Ray's Multifamily Minute on the news that actually moves the needle, and a round of Overrated / Underrated / Appropriately Rated.
Heavy on Greater Boston and New England, because real estate is hyperlocal and pretending otherwise is how people lose money. Useful anywhere the same problems show up: permitting, capital stacks, subs, tenants, and the gap between what the spreadsheet says and what the building does.
For investors, developers, GCs, agents, and anyone still holding a W-2 while they figure out deal one.
Co-hosted by Ray Hurteau, Dan Rubin (Instagram: @rhinvestgroup), and Marc Savatsky (Instagram: @choose_boston)
Follow the Real Estate Addicts Podcast on YouTube: @RealEstateAddicts
00:08
Marc's like all in on Alibaba. And those hats are nice, dude. The Union hats? Yeah. I was thinking of getting all my outdoor furniture on Alibaba, but it was like the fees to get it here were more than it would cost to buy stuff. I also am just concerned at any moment that stuff just won't get here and I have to somehow get to China to hunt them down. All right, so today's Business Lab.
00:37
Yeah. Yeah. We're live. Um, so we're going to do a new format. This is, every now and again, we're going to do a real estate addicts business lab and today's, uh, hot seat is going to be me, uh, from Circa demo and disposal and dog food. Uh, yeah. mean, Hey, look, we've been open for business since April 1st. So I feel like we finally have enough like data to kind of look back on intelligently and say like, how are things going?
01:03
And this text from my business partner this past Friday was a little concerning. So I'm just going to read it. says, team as of today, we have delivered $70,700 in revenue since May 17th, 11 and a half weeks, $6,000 a week on average. We burn five to 6,000 a week on payroll. We burn 4,000 a week on disposal. We burn another three to 4,000 on other.
01:29
As a unit, need to deliver a minimum of $20,000 of revenue a week. I'm worried about the next few months. So not a great email or text for a Friday. Yeah. Especially as the sort of business partner who's the capital partner. Get ready to write a job. You haven't been noticing the bank account. Yeah. No, I mean, think you sent me that it's, you know, think a lot of times we've talked about this, like social media and like the way things are presented and like,
01:56
I try to do a good job about it, showing the losses and presenting the problems, but it's not full transparency. I think there's definitely times I could do a better job. I think getting on here and seeing that, because from the outside looking in, I'm I got to start a trash company. First thing you said to me is like, another cash flowing business, Savatsky? Yeah. I hope so. Fast forward 11 and a half weeks. So I think looking at it, hearing the numbers, and it's like, yeah, guys, it's not easy.
02:25
Even with the knowledge you have, with the relationships, with the reach you have, to take a business and really take it from zero to grow, it's gonna be a tough ride for the early days. There's a lot of businesses that, it's a grind, right? We have a lot of advantages. I pay cash for our truck, so I'm just basically forgoing my payments back from the company right now, because we don't have money to pay for it.
02:54
Uh, two, we part. so you took the depreciation. Yeah. Actually, funny because there is a, uh, a rider in our operating agreement where I own the depreciation as a capital partner. And that was something I, my accountant helped me with, but two, uh, my buddy has a project that's sort of waiting on permits and it has a big parking area. So we parked three dumpsters and two trucks in a parking lot in Dorchester for free.
03:22
So you're definitely taking advantage of your relationships in the business. And I'll add that like all my friends who've been like kind enough to support the business and like reach out and pay their bills quick and you know, it's still like a break even business right now. I guess Mike, my initial question and don't take this the wrong way. Please. It's like what, before you got into the business, what like did you do any due diligence? Did you do any like...
03:50
Business planning? fire aim. So let's start at the top. So revenue. Are you charging enough? My concern is that for our bread and butter business, which is to say like seller cleanouts and like providing labor for floor protection and miscellaneous stuff on job sites, I don't know that we can charge more. What we charge is what the market bears. And like I told Dan, we had two guys cleaning his job for 50 bucks an hour and like
04:18
We pay them 25 an hour plus they're on payroll, unemployment, all the other taxes on it. So it's like maybe 35 an hour. so we'll be making $15 for a guy per hour. I have to get a truck there that costs 80 grand gas, all the rest. it's like 30 % people forget about that. Yeah. Any salary at 30%. Yeah. Right. So that's, I mean, it adds up. That's other thing that you don't, more than 50. That's the other thing that you don't really.
04:48
Well, as a GC or as someone that sells reforms and you're subcontracting everything out, like they're not full-time employees. So they're all independent contractors. So it's like, you don't have to pay all this additional payroll and then- Right, they have to account for it in their price. So in theory, you're still paying for it. Yeah. In theory. So you can't charge more. Can't charge more because I don't think I, like, look, I would love, my partner said that to me. I'm like, too, can we look at our rates for labor? And I was like, sure, we can look at them, but like,
05:18
Most people in our regular market aren't going to pay $70 an hour for a laborer. Yeah. Yeah. That's great. guys work hard. about your operating expenses? So obviously, what you pay your guys is, they getting paid higher than Are they being paid by the hour or are they on salaries? They're by the hour and they make overtime. Overtime also, really, when you look at the numbers per week, that's a tough one. So we've tried to do, fairly unsuccessfully,
05:48
is to like, we have four guys right now and like a fifth sort of a common floater, like try to keep people at 40 hours a week. Cause once you're making time in a half and you four guys making time in a half, that's like a very expensive day. Right. If they're all, how does, so if that's the case, they're already onto overtime. Yeah. And then that's already happening. Then how would you guys deliver that number that you need? That 20 grand a week. Like if you're already, if you're already hitting overtime. I agree.
06:16
Are you hitting overtime every week? you have enough Yeah, we're running six days a week. And you're know how to I can't turn the spigot up. It's not a utilization thing where you've got idle bodies and no work. think the is you need to charge them. Yeah. Because you don't want to hit overtime. Actually, just midway through this book, you should listen to it. Yeah, tell me. Elon Musk and Bezos require every single employee that reports to them to read this book. It's called...
06:46
Um, the goal. Okay. And it talks about a guy. It's like, it's, it's pretty interesting. So it's a guy who runs a plant and he goes through all the, the, all the processes in his plan. He doesn't understand why he's not making money. And then the, key has said he brings this economist in who's an expert and they go through every single piece of the whole life cycle to figure out why they're not being efficient. And like a lot of the standard thought processes that they were using, which is wrong, um, like pushing.
07:16
pushing more product through the, through the, through the, wasn't actually an answer. It was actually probably accelerating their losses. was making losses worse. Since were screening product that wasn't needed and things were backing up. And so then it was actually that life cycle. So, so let's break it down into two things. You've got fixed costs. These are costs you must incur regardless of any jobs that you do. And then you've got your variable costs. I want to dive into your, your biggest line item, which is your, disposal fees.
07:44
How do you account for those when you're billing? Like, you try to take, you gotta take what you get. mean, like, do you, I guess the first thing is there's an estimating process. Here's my real challenge with that. And it's a great, it's a great pickup. It's that like we have operated with a price sheet and we know we have a 17 yard truck. And when we fill it, we charge $1,150. And when we fill it with cardboard, that's a really good price. But when we fill it with drywall, we make like $200. And the guys waited like,
08:13
three hours at a dump to get rid of it. So I think actually my challenge is that like, want to say we're going to get rid of the price sheet with whereby we say a half a truck is this and a full truck is that. Cause it should be variable based on what it weighs. like, would the market accept me leaving your job and then telling you afterwards how much you bill is? the market would accept this. Hold on. I think the market would accept this and you can tell me whether or not they would.
08:40
you show them what the cost is, because like our container companies will do that. And you just have a markup. if you have to charge for idle time, like it took us three hours to wait there. Like I'm just going to charge you at cost for that idle time, which makes it feel more fair. the big guys don't charge for idle time. Yeah, I can charge. I think I can, I think I could include two and a half tons and then each ton thereafter will be an overage. I think I will lose some customers.
09:06
But maybe that's fine. But maybe you don't want the customer that's throwing out a whole juice set. need to lose customers. Yeah, yeah, I think you're not wrong. Yeah, if you're paying your guys time and a half. You want to lose customers. I know. You want to price it so that you find a point where... Can I tell you though, I'm also trying to just say yes to everyone right now. like... Yeah, you want to grow the business. Maybe it's a lost leader for a little bit. I've subbed the workout and not made any money. I just wanted to be able to say yes and do a reliable job. And through my Rolodex, I have other guys who can do this, so...
09:36
I had someone else go and do it. This is like your Airbnb in Florida. Have you, and I don't mean to pivot, but like we were talking about that many episodes ago and I said, just rent it out for way below cost. Just get some reviews because you want to get reviews. You're kind of doing the same for this business, right? That's fair, yeah. And all my friends reviewing the business. What's your average daily idle time?
09:58
Like, yeah, how long are guys sitting waiting to dump? Yeah, the transfer station is horrible. So there's a few things that I've learned about the transfer station. One, if you dump in Roxbury, it's like $280 a ton. It's a very expensive place, but it's very close. It doesn't mean there's no lines because there definitely is, but you can go to like West Roxbury and you can dump for like half of that or Hyde Park has a place that's very inexpensive. But you're, these are all trade-offs.
10:26
So what we've been trying to do is one, not put two guys in the truck when we go to a transfer station. If we've got a job where we can leave someone, great. How many, sorry. Yeah. Does your truck have the ability to have like a roll off? Yeah, we do have a roll off it. We bought an extra can. So we've actually, have three cans for one truck and we have a second truck now. Oh, you have two trucks? Yeah. So here's a question. Can you get like a, can you hire like a runner?
10:55
I should clarify. I have a dump trailer. So that was a less expensive way to get a second truck. It's like a 15 yard truck and it has all the hydraulic capabilities and I can roll something off and on it. But my partner Andrew pulls it with his pickup truck. So we bought that used for 12 grand instead of what we paid for that as as- you hire like a runner that like, like you fill the truck. Yeah, they do is pick and they do is pick and dump.
11:22
Yeah. And that way the other guys, like that guys that you're, that are, you're paying the $25 an hour plus whatever. Yeah. They can keep going. Yeah. Like, there's, there's no, there's only like the idle time is like limited. I like that. Yeah. You know, what, the coming down, like when it comes down to efficiencies, right? Like how, how much of their day are they spending on the actual time of the work?
11:47
Yeah. Right. And how much is spent driving to the job site? How much is spent sitting around? How much is it spent? Like, oh, there's nothing for us to do. You know, like how many times have I showed up at projects and I talked to the guy and I walk in and there's a bunch of guys sitting around eating their food, like drinking their coffee, not working on the staircase they're supposed to be building. Then I come back that afternoon and they're still sitting around, dicking around, not billing it. And then you wonder, and like, you're like, oh, the owner of that subcontracting firm. I'm like,
12:15
You know, we did a fixed price that stair. But my problem is, is I wanted that stair done next Friday. And if your guys just sit around all day. Yeah, you're not winning and I'm not winning. We have the same problem with the siding guy and they just tell you right now, like when your guys came up to Amesbury the other day, there were two guys. They probably drove an hour to get up there. They were there for like an hour and a half.
12:39
And then they drove down, they drove, had to drive back down and out. they were there for more, they were there for less time than they were driving. Yeah, there goes my $15 an hour margin. That's an interesting. You you've done a lot with AI stuff. has to be strategic about what job you take. Yeah. know. Right? Cause like that drive time. What do you think about my saying yes to everything right now? Well, think building a business isn't always going to be like if you...
13:05
You hear about all these stories of these entrepreneurs. It wasn't profitable from Ding. A lot of times it takes a long time to look at Amazon. For God's sake. There's lot of businesses out there. Amazon at disposal? Yeah. I mean, there's a lot of businesses out there that aren't going to jump in, I think. But what you need to figure out though is, is there a path to profitability or are you just spinning my wheels? Exactly. It's like, okay, well if I, you know, it's also tough too, because if you set the price,
13:34
and you bill your and all these clients and then you raise the price. Now you're in this relationship, you're like, oh, Mark was the best, he charged me 500 bucks. And then Mark's now a thousand bucks and they're all gonna be like, what happened? And you're like, well, I honestly just full transparency. I messed up my pricing. Or if you're like giving everyone the family, friends and family discount, that's not obviously a good thing. No, that's real. What we also flirted with and we haven't made any decisions is doing the dumps, have someone work.
14:04
off hours, so bring one guy in to just take the three trailers that hopefully we fill up during the day, or four now, and just, there's one facility that runs 24-7, and have this guy work from 4 p.m. to 6 a.m. and just get ready. You mentioned that last time. I'm surprised you, yeah. then if you can keep the guys busy during the day, and then this guy's just running. That's interesting. if you have enough cans or enough stuff to like be able to fill it and not need to it during It's also just such a different price point.
14:33
What do you, you don't have to, the guy who's not hauling trash and you're driving a truck from, know, it also could be someone who just looks for extra work. Yeah. You could have one person with the overtime, right? If you need to. not even, This could be a guy who works in finance, but needs a side gig and he's like, right, sure. I'll take, I'll take, you know, whatever it is per hour, 15 bucks an hour to go drive.
14:57
There's probably a pretty good pool of people who want it's also like middle of the night, no traffic. Think about the Uber drivers that have downtime. about the wait times. It's probably not a bad little gate. Do they need a CDL? So you only need a CDL after you break 26,000 pounds. And like the Asuzu that we drive is strategically like 25,900 pounds. that's all say like, right now we don't need CDL drivers.
15:25
But if we want it to start hauling 30 yard containers, then you do need a CDL driver. It'd probably be good to just do a test run, right? Of an overnight. Yeah. Before thinking about hiring somebody. Just literally be like, Hey, we're even you do it. Hey, leave the trailer tonight. want to go tonight. I'm going to do seven o'clock. I'm going to bring it down and time it and how long I get back. And then maybe see if maybe try eight o'clock and then try nine o'clock and try 10 o'clock. You might only have this person work from like 12. Yeah. There's no traffic.
15:55
and they can bang them out. I was also telling Mark before, you might also need to start looking to attract a different type of client, right? Like a developer or builder or GC is gonna want the cheapest of the cheap. They're looking to pinch pennies, right? But like Susie who's looking to clean out her garage or the estate that needs to be cleaned out or like,
16:25
The retail client, I feel you can charge a lot more. Yeah, almost like a white glove kind of service. I thought about this and I had a really good conversation with Josh Brandt. Like, if you're going to do something, you might as well do it for the ultra wealthy in many respects. But so like, do we want to be the service where, you know, film of like super high end builder, Lagasse Group, Nick, whoever else, like, do we want that?
16:53
to get those demo jobs where it's like zip walls, air scrubbers, put slippers on, you know, and charge a lot. And Josh's feeling was like, careful what you wish for because your workers are almost a different, entirely, it's a hospitality business at that point. And it's not the same mindset, it's not the same person. And like, you can't go back in those worlds. There's a reason why no builders or developers use 1-800-GOT-JOBS.
17:22
Who did at one point? Because they charge retail. Because they charge retail. But they must do well, they're still around. So they have their niche and maybe you just need to kind of find your niche. Well, I'm gonna talk to today with swirling actually, was doing like restoration stuff after fires. Like talk about a niche, it's like, that's not a super price sensitive consumer.
17:51
competition is probably serve pro and they probably bill their like remediation expert. We've seen what they sell at a hundred and 120 bucks an hour. So if I can bill 70 bucks an hour, the client can make a little more. can make like maybe that's a play session. One thing you could, you know, might be something to layer in is like, is there repetitive businesses that you can get involved in? Cause I hate that. Like, that's so true. It's like, you know, for us, like I love my property management business. Is it a brutal business?
18:21
It's not the most flashy business, but I know we are collecting a certain amount of condo fees every single month. We're going to collect a certain amount of, uh, know, percentage of rent every single month. And it's very predictable and you know, it's coming in. So it's like, is there a way to layer into your business? Like trash services. You're going to have a contract with a condo association that needs a dumpster removed. It's like those guys charge a boatload and like you could put yours there and you can just come pick it up. Now you're competing with.
18:50
These companies that like, we don't put dumpsters in our like 20, 15 year buildings, because the price is crazy. Really? So it's like, maybe you could step in and add a service where the guy at night, not only does he go and take the ones that you have, he's got a schedule. And it's like, I'm going to hit these five buildings. Each one of these buildings is paying me this much per month. The other thing you might want to look at is like getting contracts with like actual businesses too. Like we used to have Tim Ryan, we used to...
19:19
We used to have a demo guy that he had like contracts with like Home Depot and like some of these other larger businesses where he would go in and like they would be renovating a building or renovating one of their their buildings and he would go in and just like do all the demo for them and like, you know, go in and like, you know, like for like the North East. also think like, yeah, like also commercial opportunities be it like a demo job for a restaurant or a CVS.
19:44
Like they're very sensitive to time, hospitality hotels. it's more like, can you come, can you work overnight and deliver? you know, my cost per day is very high. So as long as you can execute, like I'm less sensitive to price. So it'd be nice to get in with some of those jobs and more sophisticated GCs. when, and I don't know if I followed Ricky, you were saying like the trash service to just haul trash away or to do like the trash barrels in and out kind of thing.
20:10
It could be both. It can be the trash services where you're going in, you're hauling the trash barrels out and putting the trash barrels back. It's kind of a semi-similar business or a actual dumpster on the site. So say it's a condo association that has the rear dumpster. You step in and see what are they getting for that dumpster removal? Maybe for you with less overhead and needing to fill gaps in the schedule for the guy overnight, going and having him pick that up.
20:38
or you put your dumpster in the place and then have it picked up and taken back can be something. I mean, we pay guys to take our trash out at our rentals. It's just more repetitive. Like if you could find a few things you could add in that are like happening on an every week basis, then you can layer that aside. Like as you know, it's recurring, right? You know that you get three grand a week off these five things that our guys have to do. Let me tell you the other benefit of that is like last night, there was a text chain that was probably two hours long.
21:07
between me and my two business partners, figuring out the schedule for Monday for today. It's like not what I want to do Sunday night, but like every day is not very predictable. It's like the stuff comes in and ebbs and flows and like to have just something on the board is really nice. are you, know, it's extremely lucrative is snow removal. know, my insurance doesn't cover that. have a good insurance. We've gone, we've got, you we've got snow companies and if
21:37
You can execute on snow with good organization, timely. There's a lot of money to do that. Interesting. You mean no plow, take away the plow, just snowblowers and shovels, they wouldn't cover it? Maybe that would be okay, but I go on a suzu. Just let me think about it, because it's something. Yeah, no, that's great. I don't think I've ever seen a plow on a suzu, like pick a dump truck. You certainly could, but I think...
22:08
What was I going to say? It's, um, it's an interesting part of the business whereby I think you want to just like live for those moments. Like maybe it's the winter where you get a lot of snow or the fire job where you can charge 80 bucks an hour. like, unfortunately, I think there are going to be a lot of days where I have to send guys out at 50, but $15 an hour margins and, uh, just, just to pay them and not make money so that I can be there to service the, you know,
22:34
Yeah. You could also add a travel fee if it's outside of like 30 minute drive or something. Yeah, that's fair. Yeah, that's a good call. I mean, it's not like, it's not unfair to say that like, Hey, we're based here. I think it comes back to that same thing. It's like understanding the real value of taking a job. Yeah. Right. And it's like, yeah, you're saying yes right now. Yes, yes, yes. But like when you look at a job and it's like, have to drive two hours. Are you really charging enough for the time? I think to Ricky's point, I think you need to experiment. If you raise your prices by 15%,
23:04
see if you're like profitability goes up or down. Well, no, no, no, no, not that, but see if your schedule stays full. But even if it doesn't, there's a world where like Ricky said, like your conveyor belt spinning less fast, but you're making more money. Yeah. If you're not paying all that overtime. Yeah. Now you mentioned, think, I don't know if it's on your website or whatnot, but you mentioned that you try to like repurpose some of the materials too and donate and recycle. is that, is that
23:34
kind of churning up more of those internal hours that aren't billable. So I'll tell you what, we have one job right now in North End at a really beautiful like high rise building out there. And I think how we landed that job at a very nice profit is laid out the opportunity with the homeowner who was there. And I said like, look, you know, I know you're throwing out this kitchen. It's not your taste. That's fine. We can agree that a lot of people would like this kitchen. So like we have a relationship with Boston Building Resources or
24:03
Habitat for Humanity and I can get you mr. Professional a pretty good tax deduction For having donated all of these so I'm gonna disassemble them I'm gonna bring them to one of our partners and just like when you drop off bags of clothes to Salvation Army you get like a little ticket back that says like here's a tax discount We can do that and we have a lot of those relationships and we'd love to do more like that's a big part of our business story is that we want to be like the guys that don't just add to the landfill because that's a
24:32
massive problem. We haven't seen that many great opportunities for you can imagine most houses you get called into the demo. It's like rats, mice and feces. like we do get the occasional appliance packager. Yeah. So that's been interesting. But we have two repeat clients right now who are superintendents. And we go hit their job every other week. And we just start at the top, the fourth floor, we just work our way down and we clean their whole job.
24:57
Organized stuff almost like a border service. Yeah. Well, you did that for us. Yeah, right. Yeah, clean out or clean up in our you want to hire me every two weeks Yeah, mean it's a fair it's a good but I'm just think of like recurring sweet spot on that is like probably like the 20 to 15 to 20 to 30 unit projects, you know That's big. We haven't serviced anything that big yet, but I'd love to yeah, I mean I think it's building those from like that's on your side like, you know
25:25
those larger general contractors being like, hey, we'll show you, we'll do that. We'll come up at the end of the day. We'll work and clean the site, have it looking perfect for the morning. It's probably a separate line item or service you need to advertise totally independent. I'm sure it is. And I've been hesitant to really leverage those relationships yet because I wanted to build the muscle first. I think if you show up on that job with that superintendent that you and I are both picturing and you don't execute, you're not getting invited back.
25:54
Yeah. At what point is, you, what's like the, the go no go. Do you have like a date or dollar amount? Yeah. At what point, like, do you have to stop bleeding? Like what happens to all the shirts? They got, you'll see that. They'll be all over Methadone Mile. God. All those Viori shirts.
26:22
Oh my God. That's a fair question. Is there like a date or a dollar amount where you're like, this is, you know, I've given it a really good effort. mean, seriously, you spun that up in what a month? It felt like all of a sudden you show up, you're like, I'm doing a demo company. I think you're very early. I think you're just getting going and you haven't even had a chance to fix the problems. got to analyze. Yeah. You're looking at the numbers and analyzing now.
26:48
I agree. But really this was like, this business was a bet on the jockey and it was a, you know, Andrew, uh, who had serviced my work for a number of years. I knew to be like a very hard worker, very high EQ. Um, and he knows this business, like where to take the trash, how much it costs to dump it there or there. Like we were chatting and he was looking for the next opportunities. Like I'll buy you a dump truck. So we did. And here we are.
27:15
Now talking about this. So maybe I should have done a little more. You know, when you go on Google maps and you're looking to like go out somewhere, like usually a restaurant, like, oh, busier than usual. Can you do that with the transfer stations? They have that kind of real time data to find out if that's a smarter idea. I don't know that that exists. I should find out. How about one of those cameras you put up? Yeah, dude. That's next level. And you can charge other guys to look at the cameras. See, this is the pivot. This is where circuit what we just.
27:44
Do the transfer stations publish their real-time data or anything? up one of the cameras. Like a hunting camera? A real-length camera. Now you're the data of how long the turns are. They don't have any of that information? I've never heard of that. What's one of the transfer stations? There's no way they have that. What's one of called? Jesus, you put me on this far right now. Roxbury Transfer Station? Yeah, click that up.
28:13
Charger is one of them. Chargers? There's no way they have real time stats on that. everything that shows up is Tesla Supercharger.
28:24
Oh, everyone's in own. That's fine. I think the other business I thought of, which I spent some time actually modeling out and just horrible and not practical was selling space on our dumpsters. I was like, geez, if we have a container that sits on Newberry street, that's like a billboard. What would people pay to put, you know, and also like if you're a real estate sales professional or you're somebody tangentially involved in construction, insulation company, like would you like.
28:52
Like a 16 foot by 10 foot ad on the side of my dumpster. It's like those, the trucks that you could rent that, that round with the big screen on the back. Yeah, similar, but dumpsters. And I think where I landed with this was it would be too difficult to promise that dumpster with that advertisement in that location for that amount of time. So it'd be hard. I don't know. think there's, there's a good takeaway to even like Ricky's point about like, maybe it's cameras. It's like, you have to be in the ring.
29:22
to be successful. Like maybe it won't be a demo company that like what I thought it was where we service, you know, clean outs of sellers for homeowners. Uh, but maybe it's picking up a commercial trash or doing, um, concrete coring. So you'll find it. Like you just gotta keep, you just gotta kind of pivoting or like trying different.
29:47
avenues and seeing what sticks, right? You gotta throw a lot of stuff at the wall because you're so new. mean, the other thing you could think about, and this is more of a long shot, maybe something with like a government agency where you kind of do like, you do some kind of trash servicing or just a general cleanup of an area. mean, I don't know where that falls into public works. You survive for those jobs. Like if you can find a job that has an RFP that requires dismantling, deconstruction, salvaging.
30:16
You know, those are, think that those are probably not $50 an hour jobs. the RFP process could be crazy. And then you actually would have to be probably subject to all the, have to make sure everybody's doing all these different things to comply with it. Like all the compliance stuff would just eat up hours. So. Yeah. Bye Puck. You own a crash room company now. Well, we'll have to report back. We'll have to do like a follow up in like six months. You know, it's important though, you're asking the questions and you're starting until
30:46
analyze the business and you've got data analyze. So I'll tell you, it's been fun. Um, we're, we're trying to get more analytical. Like we're trying to now tag, like this seems simple, but it just tag how much we've spent on disposal to a specific ticket and then compare, um, before we're just flying by the seat of our pants. I feel the same, like doing something new when we've been doing the same shit for so long.
31:11
It's like, it's just refreshing. Yeah. You're like, know what? Even though it's running a trash company, but it's like being entrepreneurial, getting outside the box, trying something new. So yeah, yeah, I'll get there. And I like having like a team. Yeah. Yeah. Like we're having, we had like a whole, everyone on board. We're doing open book management. So we brought the whole crew into the union and we like showed them some of our jobs and like what, which ones did well and just a couple of case studies. So that was like a fun. Yeah. It's interesting.
31:38
Collaboration. Yeah, we're very much solo per new worse even if like you guys apart like it's we're on our own island as developers So it's kind of cool. Well best of luck. Yeah, let us know. We'll check in soon end of the year Yeah, thank you for reading listening reviewing subscribing. Do you have anything else? No, okay? In the comments tell them how to make some money. Yeah later