From Pink Slip to Prosperity
From Pink Slip to Prosperity
What motivates business owners to build a purpose-driven business?
My primary motivation each day is my family and my ministry through the business. I don't run my business solely to accumulate wealth. While it’s possible to earn enough from a single project to last a week, that’s not the essence of business ownership for me. Business ownership ascends to a higher purpose when used as a ministry or a means to support other families. It requires a significant level of leadership to prioritize others over oneself, echoing the principle from John 3:30, "He must become greater; I must become less." This approach is common among entrepreneurs I know, some of whom pay their employees more than they earn themselves because those employees are crucial to the business’s success. My drive to support my family, uphold my faith, and ensure my employees are well-cared for motivates me to persist without disappointing anyone involved.
What are the benefits of hiring and expanding a business?
Hiring people was a pivotal decision for me. Initially, I intended to keep my business small, but I was inspired by a recent podcast where a guest discussed the merits of expanding. Staying small allows you to survive from job to job, but for substantial growth and bigger profits, you cannot do it alone. The best decision I made was to hire skilled workers, allowing me to use my intelligence to grow the company rather than continuously laboring myself. Most business owners operate behind the scenes; they are not on the job sites swinging hammers. However, I occasionally like to work on-site because it offers a break from the office and allows me to reconnect with the hands-on aspects of the business.
What helps business owners avoid underbidding?
There have been several projects where I severely underbid, including a memorable $2,000 bathroom project, which I now view as a learning experience akin to a mulligan in golf. Each mistake I've made, particularly with underbidding, has taught me valuable lessons. I believe that making mistakes is essential to becoming a better business owner; it's important to fail and to fail fast. However, this doesn't mean deliberately underbidding just to accumulate failures. Rather, it's about learning from each mistake to improve future bids. For instance, if a job takes longer and costs more than anticipated, it's a clear sign that my initial bid was too low. This experience teaches me to incorporate more leeway in future bids to accommodate unexpected issues. Overall, I view each bad decision as a lesson. One specific mistake I've acknowledged is being overly passionate about my business.
Why should business owners seek advice before making big decisions?
When making decisions, I start by listing the pros and cons, which is always helpful. However, I also consult with my wife, as her insights are invaluable. While not every decision she's made is perfect, involving her is crucial for me. Additionally, I reach out to business partners and mentors who are more experienced. A saying I appreciate is, "If you want to soar with eagles, you can't hang out with chickens," which underscores the importance of surrounding myself with successful individuals. I don't rely on a single business coach; instead, I maintain relationships with several mentors. It's important for me not just to contact them when I need advice but also to check in regularly, making emotional deposits. This approach builds stronger relationships, making them more willing to offer guidance when I need to make significant decisions like purchasing equipment or hiring additional staff. Their experiences often provide valuable lessons that inform my choices.
When should business owners measure growth beyond finances?
The most important metric for me is growth—not just financial growth but growth in employee development, personal development, relationships, and customer expansion. While money is a factor, it’s not the core focus of my business. If I invest in my employees and build strong customer relationships, financial success will naturally follow. The faster my team improves and the more customers we serve, the greater the financial rewards. Ultimately, stepping back and evaluating overall growth is the key metric I track.
Why should business owners prioritize networking and mentorship?
If someone needs guidance, they can reach out to me anytime. I love developing people—that was my focus as a manager, and my greatest success comes from seeing others succeed. One of my biggest goals is to change the construction industry by shifting the mindset around competition. Instead of tearing others down, I believe in supporting those who do things better than me.
Networking is one of the most critical factors for business growth. Strong relationships lead to valuable referrals. For example, I built a strong relationship with local businesses like Dex City and Dexon Unlimited, and as a result, I received consistent referrals from them. I know the owner personally, and we attend Bible study together every week. If you want to grow but don’t know the next step, reach out to someone ahead of you.
I have no problem approaching the biggest builder in town to set up a meeting. I’m naturally outgoing, so I can connect with almost anyone. I don’t like confrontation—I prefer discussions and solutions over arguments. If you haven't taken that first step, take a leap of faith. Walk into a business similar to what you want to build, ask for the owner, and request a few minutes of their time.
No one has all the answers, and experience is the best teacher. While mentors can offer guidance, your path will be unique. The key is to ask high-level questions, nurture relationships, and stay connected with those who can help you grow.
*This interview has been edited and condensed for clarity.*
