Are You Passionate About Your Business?

If you are passionate about your business, it will change your life…

It’s January. It’s the month you think about improving your business, and this is the month you set the tone for the rest of the year. Something to think about for this year and for the years to come, you are successful if you cannot distinguish the difference between work and pleasure. I really believe that. For example, if I had 50 million dollars in the bank, I would still be doing Service Autopilot. This is what I want to do. I believe it’s incredibly important. I believe what we’re doing is very different than what everybody else is trying to do, and our master plan is vastly different than what others are trying to achieve. For me, it’s the thing that I’m incredibly passionate about.

Now, it’s been a very, very difficult business. The same was true with CitiTurf. It was challenging and a bit frustrating. I didn’t always enjoy it. I went through a whole lot of pain and things didn’t just come together. But, as the businesses have matured, and I’ve been strategic about where I want to take them, how I want to grow them, and how I want to build them, they have become more and more fun, and more and more pleasurable. That doesn’t mean every day’s fun because there’s a lot of stress that goes with it, but everything in life comes with some level of stress…even a marriage, a relationship, and kids. No matter how great one thing is, the inverse of that is it does come with some element of frustration and stress. Life isn’t pure bliss. I really, really believe this statement, and for me I finally believe that I’ve finally reached a point in life that I’m able to live it. But, it took some work to get here.

Think about how you can create that in your business. If there’s something in your business that’s driving you crazy, that you hate, maybe you hate that service offering. Even if you get someone in place to run it for you, it’s going to be a miserable thing inside your business. Or, if you hate this industry so much that you can’t imagine being in it even if you don’t have to run the company yourself, you’re probably doing the wrong thing. If you are selling inside your business and you hate selling, but you love managing and creating processes, and you’re not going to do the work to get yourself out of selling, to hire somebody to replace you, then you might as well do something else. Because if that’s what you’re going to do for the next 10 years, it’s going to be nothing but misery and you’ll be passionate about your business. You will never achieve a business that is as pleasurable to work on and run as it is to do other fun hobbies in your life.

One thing that I hear all the time is a lot of guys want to sell their company. They just want to build their company. In a million or two, they’re going to dump it. I often ask why. If you’re making a lot of money and you sell the company, once you pay taxes, where are you going to invest it to get a better return than in your own business? The point there is I generally believe in services businesses if you are to build them, build them right and then have somebody else run it for you. It takes a long time to get there. Make sure they’re highly profitable, but build it in such a way that it brings you pleasure and that you enjoy it.

If you’re not building your business in that direction right now then you’re doing it wrong and you should rethink it. Just because your competitor is doing it one way, just because somebody else in your market is doing it another way, just because somebody in your trade association said you should do it one way, does not mean they’re right. Your business is built to serve you and to generate profit. I recommend strongly, and I remind myself of this frequently, build it the way you want it to be. Just because somebody else has an expectation of you or because somebody else said it should be done a certain way does not mean that’s right. Build your business in such a way that it gives you pleasure. You should be passionate about your business. You should enjoy it as much as you enjoy other things.

Be careful though not to move away from the business just because you’re going through some pain having to learn some lessons such as how to sell, how to market, how to manage…that comes with every business. You have to get past those hurdles no matter what you do. You don’t want to run away from whatever you’re doing now to go start something else, because you’ll have all the exact same problems all over again. You have to get through those and push to the other side. Every new thing, every great thing, comes with pain. As you grow you can hire people to do the things that are not your unique ability and your strength so that you can spend most or almost all of your time in the area that brings you great joy and pleasure. When you reach that you’ll have no desire to sell your company and you’ll have no desire to retire.

Good luck building your business that way. It will change your life. It’s taken me a long time to get here and I couldn’t imagine doing anything else.

How To Raise Lawn Care Prices With Minimal Risk Of Losing Customers

Jonathan gives his top three ways to raise lawn care prices easily.

I recorded a video some time ago about raising prices. In that video, I talked about how numbers prove that for most companies, depending on your net profit margin, you could raise prices by 10% across all of your clients, lose 25% percent of all your business, and still make the same amount of money. The idea of losing 25% of your revenue because you raised prices 10% is laughable. The odds of that happening are pretty slim, unless your business is just terrible at quality and customer service. The reality of it is that you might lose some number of clients or some amount of revenue, but by raising prices 10%, you’ll make so much more money. I want to cover just a couple quick ways that you could go about raising prices.

One: Rather than raising prices at contract renewal, which is when everybody else is doing it, and all of your competitors are marketing to all your clients trying to steal them away from you, what about raising your prices mid-season? This is one of my arguments against contracts, because contracts are the logical time to raise prices. So, if you don’t have your clients under a contract, it’s so much easier to wait until late summer and do a price increase at that time. What this does is, you don’t have your competitors marketing to your clients anymore. So your client, yes, they could go to Google and do a search and find a new company, but it’s just not as easy and convenient as it is in springtime, or at contract renewal time, when everybody’s pursuing them and trying to get their business.

Two: Raise your prices first on just your under-performers. If you use a system like Service Autopilot, or another system that can do job costing, go through your job-costing report and find your under-performing clients, based on how much money you’re making on that client to service their property, and raise those prices. Oftentimes in business, a lot of what we don’t do, that we never get done, that we never implement, it’s because we don’t know how to do it or we don’t have the confidence to do it. And raising prices is generally a confidence issue. Most of us are scared to raise prices. We’re afraid it’s going to cost us a lot of clients and everybody’s going to get mad and leave. In reality, that’s generally not the case. So, to build that confidence, you could first raise your prices on just your under-performers that you identify using some of your different costing reports in whatever software system you’re using.

Three: Simply raise prices on new clients. You’re unsure about raising prices on past clients, but you’ve at least identified where you’re doing unprofitable work, or where you’ve been under-pricing in the past, and you can adjust your prices that you use to sell to new clients. Then you could raise those prices by 10%.

So you haven’t had the same effect on your business because you haven’t taken a 10% price increase across the board. But, in my example here, taking for example the last two points, one, you’ve gone through and you’ve raised your under-performing clients to make them profitable. Some of them might fall out, but if you lose those, those are the ones that really aren’t so bad to lose, because they might have been costing you money or returning very little profit to your business. Then, the second option that I just mentioned was that you’re now raising prices on new clients, so all work that you sell moving forward is priced correctly at this new 10% price increase.

So, if you don’t have the confidence to raise prices across the board, at least consider those two ideas: under-performing clients and new clients. It’ll make all the difference in your business.

How To Make More Money in Your Lawn Care Business

Trying to figure out how you can make more money in your lawn care or landscape business?

It’s actually relatively simple to make more money but requires a lot of work.  The size of your lawn care, landscape, or irrigation company, or whatever it is you own, no matter what industry you’re in, will be limited by how much you know or by how much the individuals on your team know. There’s no way around it. The only way to get yourself to a million,  five million, or ten million dollars and greater, is to know what you need to know to operate at that bigger level.

What do you need to know from an employee management, from a coaching/training, from a hiring, from a marketing, from a sales standpoint, and about implementing processes and procedures? What do you have to know to get yourself to all those levels?

You’ve got to learn a certain amount to get yourself to, let’s say … let’s make up some numbers … a million dollars. Then, at a million dollars you start to have a little bit of money so that you can go hire some expertise in areas that you don’t have knowledge. The beauty of growing a bigger business is now everything’s not on your shoulders. You don’t have to know everything. In fact, it’s impossible to know everything.

Now, you start hiring expertise in areas where you may not be interested in that topic. Maybe you don’t love marketing, so you go hire an expert in marketing. They bring a whole new set of knowledge to your business. Then, as you get a little bit bigger, you hire somebody that’s an expert in finance, and you bring them in. You don’t have to know all of these things.

What you probably have to be exceptional at is learning how to manage, direct, and grow your team, how to hire, how to get bottlenecks out of your team, out of their way. But, you don’t have to know all the topics.

In the early days, you have to learn and know and study enough to get yourself to a certain level so that you have enough money to go hire the expertise that you need. Then, you have to always be smart enough to know how to manage that expertise and to know when they’re shooting straight with you or when they’re leading you down the wrong road.

The way you do this is through seminars, coaching, mentor groups and mastermind groups, and networking with the big trade organizations. You read books and buy courses. Whatever it is, there’s a lot of knowledge and information out there. Whatever it is, you can go get it and obtain and buy it and meet the people that already have it, that have already been down those roads. You and I have to do that to get ourselves to a certain level to have the money to go get the next level of expertise, to hire that expertise.

That’s the very elementary basic road map to make more money in your lawn business. Your business size, your net worth, and your take-home pay will be determined by how much you know.

3 Tips To Get Credit Card Payments For Lawn Care Services

Watch the video to get Jonathan’s 3 tips to get your clients to agree to credit card payments for lawn care services.

I’ve recorded videos about this in the past, and to this day it remains one of the most common questions asked, “How do you get your clients to pay you with a credit card?”

It’s really not that hard.

Now, when we first got started, we just turned 10 years old, I guess it was a couple years into the business, we started doing this and it was one of the best things we’ve ever done in our business.

Back at that time, there were only a couple companies that I knew of that were doing this in our local market, and that is where I got the confidence to try it. At least there was somebody else doing it.

We implemented it. But, when I implemented it, I tried letting the client put a card on file and if they didn’t pay by a certain day, we would auto-charge the card. We tried charging the day after performing the work. We tried charging the week after. We’ve tried all kinds of scenarios, and the one that ultimately worked the best was charging your credit card the week after on a specific day. That’s what we do to this day.

Now, I have clients through Service Autopilot all over, and I know that in certain markets like Seattle, Washington and New Jersey, maybe Arizona, there’s different parts of the country where this is less prevalent. You don’t see a lot of companies doing this, yet we have Service Autopilot clients doing this very successfully.

I know for a fact this works in every market. Technology has changed so dramatically and the way people think about paying for things and money, and just look at cell phone usage and now you have Apple Pay and all of this technology coming to devices to auto-pay, everything’s changing. Fast-food restaurants now accept, and they have for a very long time, accept credit cards at the window. They didn’t back when, to the best of my recollection, they didn’t back when I started requiring that a client pay us with a credit card.

Things have changed dramatically. Yes, you’ll still have some older couples and some, maybe in some cases, military families that can’t pay with a credit card, but the vast majority of people will. The key to it is you have to be confident on the phone, and you have to say, “This is how we do it.” That way you and your team don’t have the option to accept check payment and you don’t have an out.

Confidence is number one and I’ve mentioned this before in videos. In the beginning, I was not confident and I was not having success getting the credit card.

When I realized the problem was with me, I made it very simple. Keeping it simple is tip number 2. “All we need is a credit card you’d like to pay with to start service.” It is something that simple, and then I’d just pause and wait. Then if they questioned me about it, I’d explain it and I’d answer their questions. That really made it easy.

The thire thing is when we finally said, “Okay, no more exceptions,” because we would make exceptions if you were military. We would make exceptions if you were an older couple. We’d make these exceptions and then that made it easy for the team to make exceptions, and next thing you know we’re only getting credit cards from 6 out of every 10 people. When we finally said no more exceptions, that made it work better as well.

When we tried charging the day after, that worked but, I didn’t like it because there was nothing worse than breaking a sprinkler head, or the back gate was unlocked, or a lawn didn’t get mowed or something else not going quite right, and then we charged the client before the job was done perfectly.

I believe it’s a better experience to charge the client the week after, after you’ve had plenty of time to clean up, fix, apologize, make right anything that you might have messed up or not gotten done. So that’s how we do it. I’m telling you, across the board, across the U.S., this is not a problem. Companies in every single market are very successfully doing this and no one has ever come to me and said, “Man, I wish I had waited another year to do that.” Nobody. Everybody universally says, “This is one of the best things I ever did in my business.”

To implement credit card charging, be confident when you ask for the card. Keep it simple. And, don’t make exceptions. Know that no matter what market you’re in, your competitors are successfully doing this and they’re getting benefits that you’re not getting because they’ve implemented it in their business.

Aim For The Top 20% Of Lawn Service Prices

Learn why your lawn service prices should fall in the top 20% of your market.

I get the question all the time: How much money should I be charging for my services? How should I price my services? I’m not going to directly answer that in this video but I do want to talk about a concept that I think is really important.

I have been studying marketing since around the end of 2005. When you start studying marketing, you get introduced to a lot of really interesting people and they obviously teach on subjects other than marketing.

I noticed that what a lot of the gurus in the marketing industry tend to teach is that you should price your services at the very very top of the market. You should be the highest priced provider in the market for whatever it is that you want to sell.

I don’t really agree with that for the service industry and for my service business. That’s the point I want to address. As you’re learning how to price your services and you are working your strategic plan to get to the price point that you want to be in the market and be able to sell a lot of work at that price point so that you can make a good amount of profit, what I believe you want to try to accomplish is you want to be in the top 20%.

If you were to look at the pricing in your marketplace, whatever the service is that you’re selling, look at 50 competitors and write down the cheapest price somebody in your market charges to provide that service, and then write down the highest price that someone in that market would charge to provide that service.

Let’s just use fertilization and weed control. If someone for a 5,000 square foot property would charge $25 to do fertilization and weed control at that property, and at top end of that market somebody would charge $75 to do that service. If you picture that on a whiteboard or on a chart, you want to be pricing in the top 20% of the market. If you were to plot all the lawn service prices for everybody in the market and you were to divide that into 20% chunks, you want to see what the pricing is at the top of that 20% chunk.

I don’t know what that would be in your market, but you want to slowly figure that out over time. You’re not going to figure it out when you first get in business. You’re not going to figure it out on day one. You figure it out over time and as you figure it out, you start to price at that price point.

Now obviously, your service quality, the quality of your people, your customer service, everything has to improve and grow and get better so that you can get those prices. But, I believe that the sweet spot is in that top 20%. Why is that? Because if you’re the highest priced provider in your business, you can’t really build a big business.

If you know me, then you know that my whole concept is to build a business big enough to have somebody that runs it for you. Then, you also have to have a couple of layers so that even if that main person leaves, it wouldn’t all end and you’d have to be the guy running it again.

You want to build a business big enough that you can afford to have people to run the company for you, and that takes a while to get to that point. To get there, if you are the highest priced provider in the market, it’s hard to get enough business, enough volume of business, to build a business big enough to do that.

If you’re too cheap in terms of pricing, you can never hire the right people, the best people. You always have equipment problems and truck problems and employee problems, and you can’t afford to market. You can’t afford to do anything, so then again, you can’t build that business.

That top 20% sweet spot to me is the point that gives you enough money to grow a great company that can run itself and that will allow you to take a lot of money out of the business, and it will allow you to build, again, a big enough business to accomplish everything that I just said.

My Number One Business Owner Tip

Follow this business owner tip to free up your time and keep your company moving forward.

I’m sure I’ve recorded several videos about this topic, and I know I’m repeating myself but, it’s an incredibly important message to hear. It’s one that I have to remind myself of, and if you saw my white board in my office, I have the numbers 10, 100, 1000 and 10,000 written on my white board to remind me that I need to be working on 1000 and 10,000 dollar an hour work.

Let me explain. I’m going to keep it really simple because this is critically important. It’s January. You’re setting the tone for the whole year.

If you’re doing a task that you can hire someone to do it for $10 an hour, then you’re only worth $10 an hour and you are now a massive bottleneck in your company. If you were the guy that could launch this company, start it, get it going, and could make it happen and keep it running, then you’re obviously not a schmuck. You obviously have some skills and abilities and you’re willing to learn and do what it takes to get your company and yourself to a certain level.

So why are you still doing $10 an hour work? You are much better.

I don’t mean that as a negative to somebody doing $10 an hour work. But, you have a bigger skill set and your company needs you to be doing that bigger skill set. You want to spend as much of your time as possible doing the really expensive high-dollar stuff.

The same is true of $20 an hour. If you could hire an irrigation tech for $20 an hour and I’m out there doing irrigation work, I’m only worth $20 an hour to my company. But what if I was working on a marketing campaign, or an employee procedure, or advertising campaign for getting more employees? That’s work that maybe you’re uniquely suited to do. When you’re doing irrigation work, or lawn work, or whatever, that you could hire somebody for 10, 15, 20 or even $25 an hour to do it, then that’s all your worth and you’re letting your company down. You’re not moving your company forward doing the 50 and 100 and $200 an hour work.

Consider putting a note on the desktop of your computer, or on your white board, and just write the numbers 10, 100 and 1000. Maybe you don’t yet know what $1000 an hour work looks like, but keep that in your mind in everything you’re doing. Look at that white board and say, “Okay where am I playing right now? Am I playing in the $10 an hour work category or the $100 an hour work category?”
If all of that is too much to imagine, then write $10, $20, $50, $100 and $200, smaller numbers, and ask yourself every time you’re doing something which type of job are you doing and try to get that smaller stuff off your plate and try get it to somebody else.

Raise Lawn Care Prices 10%

Watch Jonathan’s video to learn why you should raise lawn care prices 10% and how to get your clients to agree to pay it.

If I’ve been guilty of anything in business, it’s been under-pricing, not asking for enough money, and questioning the prices that I’m asking for even after I think through how much I need to charge.

I’d recommend that you take a look at, or do a few Google searches, around the topics of if you can raise prices by X and lose X number of customers. For example, you might Google something like, raise prices 10% and lose customers. Just look around and do some reading.
Several years ago, I read some books on pricing and so I raised prices in my business. I had done some price increases before but generally I had been scared to do that. I’ll tell you right now, I’m still under-priced in everything we do.

A lot of times the reason we’re under-priced is because we don’t have the confidence to raise prices. Or, we are not communicating correctly to explain to our client exactly why the price that we’re charging is the price that we should be charging and why it delivers to them tremendous value. I think most of us make that mistake so you might check yourself and see if you have that same mindset as well.

Here’s the concept, and this number that I’m about to state will change so your profit margin will affect what I’m about to say.
If you raise lawn care prices 10%, you could theoretically lose 25% of all your customers and make the same amount of money at the end of the year in terms of take-home profits. Remember, take-home profits is all that matters. There’s been some studies in the service industry that say if you raise prices 10%, you can lose up to about 37% of your customers. That’s huge.

I am positive that if I raise my prices 10%, I would not lose 25% of my clients. If I lost 5%, think about how much additional profit that would make me in my business and think about how it would affect your business. If you could raise prices 10%, only lose 5% of your clients, how much more money would you make?

The point here isn’t to give you the exact answer. It’s to give you a concept that proves to be true every single time you dig into it. Do some Google searches to research this and it will give you additional confidence to price your services correctly.

4 Reasons Why You Should Sell Your Landscape Business

Should you sell your landscape business? Listen to the video to find out the 4 reasons you should make that move.

I often hear so many people talking about wanting to sell their company. Many people want to build their business for the next three years and then want to sell it. I’m sure I’ve said this in other videos. But, my argument is, if you build a real company that’s capable of running itself for the most part, if it doesn’t require your constant involvement and it makes you a nice amount of money, why would you want to sell your landscape business?

In my mind, the only reasons that you’d want to sell that business is one, you’re looking out into the future and there’s something that’s going to change from a technology standpoint or a market standpoint that is going to potentially seriously handicap your company. Or two, if your company’s worth, say, one million dollars and you currently make $100,000 a year off of that business, you could sell it, take the million less the taxes, and you can reinvest it and make more than $100,000 a year. The math would be you sell the company for a million, you get to keep 700,000. You now can take that 700,000 and you could earn 140,000 a year on that money.

Now, in the example I just gave I think that’s something like a 20% per year return, so good luck with that. That’s not easy. To get big returns like that you’re going to be an active manager in the next thing you’ve invested in. It may even be high risk and you have a chance of wiping out that principle.

A third reason you’d get out of the business is if you just simply hate the business or the industry so much and it’s not fixable, meaning you can’t turn it into a real company that runs itself, or you’re just completely sick of it and unwilling to do it. If you’re just completely fed up with the business and you’re just treading water, the business will eventually end. It will go under, and if you’re not willing to fix that or change that, then you’re probably better off selling the company, because eventually you’ll get nothing for it.

The fourth example is that you’re burned out, tired, and worn out. If you’re not willing to do the work to become a new person, to learn how to be a CEO, learn how to motivate and train your team, learn how to build a real company with some processes and procedures, learn how to do marketing and sales, your company will grind to a halt. If you’re not willing to do some reading, and maybe go to some conferences and network with other people, and really learn the business and learn what it takes to grow yourself and grow your team into the people that you require to be a great company, I would say you’re probably better off to sell your landscape business…maybe even getting a job.

I know that sounds really harsh, but these are the reasons you would sell. The idea of just selling to get a big amount of money, it generally has to be so big that you’re probably not really set. So the idea of selling is generally not the best approach to have in mind. The items that I just gave you, those are the reasons why you’d sell. I’d recommend that you look hard at building a real company that can run itself so that you have no need to sell…unless you just absolutely want to or get offered an insane amount of money to do so.

Two Ways to Maximize Your Lawn Mowing Profits

Watch this video to learn how to maximize your lawn mowing profits.

When I got into the residential lawn mowing business, after about a year or two, I wasn’t seeing the money. We weren’t making enough money and I contemplated getting out. I just didn’t think it was going to be that great of a business. But, I kept running the numbers and I thought, you know what, there’s something to this. I want to stick it out.

There are two keys to making money in lawn mowing. First, you have to keep your service market as small and as tight as possible. Be die-hard about not expanding that until you absolutely have to…until you can’t easily continue to grow within your current market. The smaller you make it, the tighter you build your routes, the tighter your density, the more profit you will make because you’re driving the non-billable time out of your business. Every time you’re moving the truck, every time they’re driving, every time they’re loading and unloading, that costs money. That’s non-billable time. When you eliminate that, that money you recover is pure profit.

For example, if you are driving 10 minutes between jobs, that’s non-billable time. All that drive time, all that labor time, all of that is non-billable. Now you start to watch for that 10-minute period that you used to lose to driving. That labor you were spending to drive was a sunk cost. Now when you go sell a $20 job to fill that 10 minutes, that $20 is essentially pure profit.

Once you work really, really hard on optimizing your routes, building really deep density, the second thing you want to optimize is non-billable time. You want to drive non-billable time out of your company. You want to optimize your company to eliminate non-billable time. At CitiTurf, we’ve used functionality to track non-billable time: drive time, load time, maintenance time, filling the truck, getting ice, getting gas, maintenance…you can go down the list. Then, when you figure out which one of those things is your biggest offender, for example, your mowing crews’ biggest non-billable area is fueling the truck, then you focus on that as a company. How can you change this? Maybe you could get gas at night instead of getting gas in the morning. Maybe you could get an ice machine because that’s one of the reasons they have to go to the gas station. If we have an on-site ice machine, they can bring their own snacks and food for the day. Suddenly you greatly lower the amount of payroll that you’re paying and the amount of wasted, non-billable time.

You go through those things one after another. You look at maintenance. You look at filling the truck. You look at loading. You look at unloading. You look at all of these different non-billable areas. You start with the biggest offender first. You fix it, then you move to the next one and you fix it. Work on this company-wide. When you do that, your profits go up really fast because that’s where all your profit is trapped. That’s where there’s a lot of money seeping out of your company. Focus on those two things: the tightest route you can possibly build and then be ruthless with getting the non-billable time out of your business.

How To Get Paid Faster

Learn how accepting credit cards will help you get paid faster.

What is it in your business you think you can’t do that maybe you just haven’t tried or haven’t tested? We have all these assumptions about how business works and how life works. Yet, a lot of times we are wrong simply because we haven’t been educated or haven’t learned about specific topic.

Let me give you an example. One of the biggest things that made my business better years back was we decided that we would only work with clients that paid us with a credit card each week. We performed the service and then charged their credit card. It was a big change.

A lot of people in our market weren’t doing it. I have told hundreds of people about this idea because one of the biggest bottlenecks in growing your company is cash flow. You’ll never get big if you don’t have the money to get big.

One of the ways to solve the cash flow problem is to auto charge your clients’ credit cards the day of or the week after service so that you’re getting paid fast. Then, you can time that with payroll. It just changes everything.

Most don’t believe this is possible. They say it won’t work in their market or that their clients wouldn’t do that. That was exactly what everybody said in my market. I just finally got the courage to try it, but at the time really nobody else was.

Why is it that this industry is the only industry, or one of the few industries, that believes that you have to send an invoice at the end of the month and get paid a month later? I know not everybody does it that way, but for example, the lady that cleans our home, we leave her a check every single week. She cleans my home, she gets a check that day.

If you’re an HVAC company or a plumber that comes to my house, I pay you when you perform the work right there at the job site. I have the guy that comes and washes my car. He swipes my credit card as soon as he washes my car.

I have a pool guy. The pool guy sends me an invoice at the beginning of the month for all of the weekly services I am going to receive for the month. I pay him in advance. I can go down the list of all the different providers that I use in my home.

We had our hardwood floors handscraped and re-stained. I gave the guy half the money down and half the money when the job was done. When I had my house painted, I gave the guy part of the money up front and then I gave him the money in stages as he finished painting my house because it took several weeks.

There’s almost nobody that I deal with at my home that sends me an invoice at the end of the month and then expects me to pay them a month later. In other words, floats my money for 60 days.

Again, I say, what is it in your business you think you can’t do that maybe you just haven’t tried or haven’t tested? I ask myself that all the time and that’s where the big breakthrough has come from.