The complete guide to run your business from A-Z

Performing a word search will be the fastest way of finding what you needTable of Contents

Intro Company Values Your Franchise - 5The 3 pillars of business Overview - 36

Sales - Pg 38  (Most of this section found in Sales & Marketing Playbook)Marketing Technology TrainingFollow up Service Delivery - Pg 48The Jobs we doEquipment The Gig-RigTechnologyCustomer Service Documentation Getting Paid Business Development  - Pg 107Internal Activities KPI’s Metrics Maintenance HiringTrainingImprovement GrowthBuying replacement Parts & tools 

Miscellaneous - Pg 140Conclusion - Pg 135

Operations Manual Information in this manual is proprietary and confidential. DO NOT share this information with individuals outside our organization. It is for your consumption as an Operator and Franchise Partner only. 

Exclusive access is only permitted to those who are officially recognized as part of our brand. 

Our ValuesForging the ordinary into extraordinary through our core values which are: 

Do it Right 

Commit to excellence. Think big. Boldly innovate. We never cut corners & allow our integrity to shine through. We make our decisions from data and not our gut. 

Give Give Give

Give all of you to your customer and to your team. Give all of your attention, energy, suggestion & information. Be in the moment. Exceed their expectations & go further than they would ever expect you to.

Disciplined 

We are self-motivated to stay on-task and get the job done. We are driven and focused on the company and its progress, from the big picture all the way down to the finite details of every task we take on. We are strong enough to hold ourselves accountable and we can be relied on to consistently get the job done above the start of expectation set for us.

Customer Obsessed 

Without customers, we don’t exist. We’re enthusiastic about our work and our customers know it. 

Take Initiative 

We don’t wait around to be told what to do. We jump all in, take initiative and always look for things to be done. Regardless of what position we’re in, we make the effort to lift where we’re standing. 

Win Together 

Individuals win occasionally but teams win consistently. We celebrate the wins & measure successes to prove growth and progress. We’re team players that strive for the success of our team as a whole. 

Always Learning

We know that knowledge and action is the key to progress. Improving ourselves will improve our business and make us happier.Progress = happiness.

Your Franchise (This is the most important information to know at quick glance)

Fees Name of FeeAmountDate DueDetails Royalty9% of Gross revenuePaid weeklyAutomatic Debit Advertising 2% of Gross revenuePaid weekly

25/mo minimum*Local Advertising Contribution10% of gross revenueReported QuarterlyHighly RecommendedSales Center 4% of Gross revenuePaid weeklyAutomatic Debit Central Dispatch1% of Gross revenuePaid weeklyAutomatic Debit Referral Commission15% of Gross revenuePaid weekly to the originating Franchise PartnerDue when a job is performed in another Franchise Partner’s territoryNew Territories$.02/populationUpon RequestRequired to add new territories*NOT required but highly recommended. May become required if franchisee sales efforts are too low.

Royalty - Royalties are paid weekly via ACH. Royalties are calculated off of the previous week’s gross revenue totals of jobs completed and the invoice total. “Completed” is an official status we recognize within our system.  We discuss this in a later section under Jobber.  Royalties are calculated on Mondays and processed on Tuesdays or Wednesdays. 

Automatic payments will occur consistently, weekly & in 1 week increments (usually on Tuesdays sometimes on Wednesdays) and for 2 weeks prior. For example - You generated $5,000 during week 1, $6,500 during week 2.  On Tuesday of week 3, $450 or 9% of $5,000 would be withdrawn for week 1. On Tuesday of Week 4, $585 or 9% of $6,500 would be withdrawn for week 2 and so on. 

This 2 week delay is to give you time to collect on the accounts receivables sufficiently enough so as to not burden you when withdrawals are made on the Completed jobs. See more in “Accounting”. 

A 45 day delay will occur for commercial jobs completed. So please make sure to collect in time. 

Advertising Fees 2% of all gross revenue will be collected to be distributed back in national or local advertising. It is at our sole discretion. This may or may not include radio, tv, internet, video, print or digital solutions. It may also include conventions, trade shows, materials, staff and equipment & the costs associated with attending such. This fee is not a profit center. Funds may be saved up for larger purchases. It’s sole purpose is strictly for the promotion and general awareness of our brand.  

$25/month is the minimum requirement

Local Advertising In an effort to grow your presence in your territory quickly it is suggested to spend 10% of your gross revenues on local advertising efforts. This may include post cards, signage, door hangers, or other stationary to promote and distribute among your territory for any of the 5 jobs we do. This may also include sponsoring local sports teams or events. Attending trade shows, expos, fairs, city events etc. 

Sales Center Some of the Sales Center’s fees are contingent upon sales being made by the Sales Center. See the “How the phones work” section on how the SC works. Sales Center staff will receive a 11% (one time) commission on national, strategic and commercial accounts which are more often than not recurring for years to come. This includes the 4% gross revenue fee withdrawn weekly regardless of SC sales performance. The 4% fee’s purpose is to pay for staff, 3rd party software, sales training, recruiting, support and to collectively serve each franchisee with a synergistic sales force that provides constant growth both for commercial and residential accounts. The 7% commission will go to the salesperson who sold the service agreement to that new customer.

The SC will reach out to businesses in your territory by researching and combing through satellite imagery to find ideal facilities for you to service for any of the 5 jobs. It will also contact strategic partners we believe may be a good fit for you. The SC will set an appointment with a key contact for you to meet & discuss details and decide if that strategic partner is a good fit or not. This is not a replacement for your own cold calling and sales efforts. It’s in addition to them. 

Occasionally staff of the SC may come to your territory to assist in client acquisition, contract negotiation with or without you, on your behalf or not. *You must be certified for commercial accounts, as well as agree to the terms of service before you may service any commercial, strategic or national account.  You will receive in writing this notice of permission to service commercial projects from - [email protected] or [email protected] only. 

Central Dispatch  Central Dispatch will add an “admin fee” onto each job’s Work Order or when they create a quote or schedule an appointment. This is charged to the customer and is not a cost borne by you. However, in the event an admin fee is not charged to the customer due to franchisee neglect, dispatch will administer the fee to you. Be sure not to neglect this fee when billing each customer. 

Job Admin Fees Explained - Job Admin fees are applicable to JOBS only and are billed to the customer. Job booked on the schedule. Once the job is marked complete & customer has paid then the fee will be deducted, less transaction fees. Job Quoted, Booked & Job completed. The $10 booking fee is rolled into this $25 and is NOT in addition to it. Rebooked Jobs. Previous customers that Dispatch contacted to rebook.

$25$25$25

Commercial Certification In order to be considered as a service provider by the Sales Center’s commercial prospecting efforts you must meet minimum requirements. These requirements include: 

4-6 months of operating expenses saved or on handBe in good standing in all other franchise obligations Completed commercial services training (via WB Academy) within 90 days of applying Completed all Service Delivery training (via WB Academy) within the last 12 months Completed all Sales Delivery training (via WB Academy) within 90 days of applying Meet insurance minimums Have a good history of Extraordinary service delivery (this is determined by your average review rating of 4.5 or better) Solid business acumen (this is determined by us)Pass a test with 90% or better Send us an email requesting your certification at [email protected]

There are many reasons for all of these requirements, none of which are taken lightly. If you need help with any of these, don’t hesitate to reach out. Our goal is for every franchisee to be certified to service these important accounts. 

Financial Statements Profit & Loss or P&L Statement - The profit and loss (P&L) statement is a financial statement that summarizes the revenues, costs, and expenses incurred during a specified period, usually a fiscal quarter or year. The P&L statement is synonymous with the income statement.

Balance Sheet - A balance sheet is a financial statement that reports a company's assets, liabilities and shareholders' equity.

Cash Flow Statement - A cash flow statement is a financial statement that summarizes the amount of cash and cash equivalents entering and leaving a company. 

Reporting RevenueFranchise fees are based on revenue received according to your Jobber account. This Point of Sale system must be used for every transaction. Failure to record the transaction in Jobber is a violation of your franchise agreement. 

On June 1st & December 1st you’ll send us an P&L statement  for the 6 months prior.  This can easily be done from the quickbooks app, as long as you are tracking & recording your transactions as you go. 

Please send it to [email protected] 

Your Tow Vehicle The vehicle you tow your Gig Rig with must be clean, 2010 or newer. It should be void of rust spots (on the body) larger than a finger and be in good attractive condition. A truck is best suited but is not required. 

A ladder rack may be a good idea depending on the ladder work and heights you’re servicing. The Gig Rig is equipped to handle up to a 26’ ladder. A 28 or 32’ ladder can be put on a ladder rack on your tow vehicle or a ladder rack must be installed on the Gig Rig.

Trailer’s Plus, the trailer supplier, sells these ladder racks and will install it for you for a small fee. If you wish to install a ladder rack on the Gig Rig yourself, please consult with Cameron Carson about this before you do. 

Your tow vehicle must be rated to carry a minimum of 2,000 lbs. Your hitch and ball must be rated at a minimum of 2,000 lbs and be 2”. 

If you don’t have a hitch on your tow vehicle, you must find a licensed hitch provider and installer. You may NOT install the hitch hardware yourself.  You may change out the ball but that is all. The bracketry required to hold the hitch must be installed by a licensed professional. There are no exceptions to this. 

Your tow vehicle MUST be wired for a 4 prong trailer light set up. If you wish to use the Gig Rig’s alternative power option you will need a charging cable installed and run to the back of your tow vehicle and connect where the other trailer lights connect. There are service providers that will do this for you for a small fee. 

Your tow vehicle may NOT have any branding from any other company, anywhere on it other than the vehicle’s manufacturer. There is 1 exception to this though. If your tow vehicle breaks down, a rental car/truck may be used to tow the Gig Rig for a short period of time (no more than 30 days) while your main tow vehicle is being repaired. 

You will need a commercial auto insurance policy on your tow vehicle even if it’s a personal vehicle. Consult your attorney regarding insurance risks. Generally, you can get rid of a personal policy on your vehicle if you have a commercial policy on it. You likely will NOT need both. The Gig Rig(See the Gig Rig section below - https://docs.google.com/document/d/1GbHcf81NYPR7iNnBc7KK-HAo2P7O9iihkHW0TP-R-GM/edit#bookmark=id.7avpaae5fj9m )

The Gig Rig Lite Car, Truck & Gig Rig Lite.pdf

Fleet VehiclesWhen you need to add a vehicle to your fleet please fill out THIS FORM and submit it for approval before purchasing. 

For more information on the Gig Rig Lite or using or adding fleet vehicles please reference the attached PDF. Additional information is available in the Partner Call recordings library in the Toolbox.Car, Truck & Gig Rig Lite.pdf

Insurance Requirements

Coverage minimums: 

General Liability Insurance$2,000,000Per Occurrence $3,000,000In the AggregateCommercial Auto Insurance$2,000,000ComprehensiveTrailer and Contents Insurance$40,000ComprehensiveElectronic Media and Records

Per OccurrenceValuable Papers and Records

Per OccurrenceWorkmen’s CompensationAs required by lawPer EmployeeComprehensive Crime and Employee Dishonesty Insurance (If applicable)$10,000Per OccurrenceBusiness Interruption Insurance

Employer Liability

Pollutant (If applicable)

Insurance.  Upon commencement of franchise operations, and during the term of this Agreement, you will obtain and keep in force by advance payment of premium appropriate fire and extended coverage, vandalism, malicious mischief, general liability and products liability insurance. This insurance will be in an amount sufficient to replace the Franchise Premises, its fixtures, furnishings, equipment, files and records and your personal property upon loss or damage. This insurance will be written by a financially responsible insurance company satisfactory to us in accordance with our standards and specifications. The insurance will include, at a minimum, the following:  

A. Comprehensive general liability insurance, including and products liability, completed operations, property damage, contractual liability, independent contractors liability, owned and non-owned and hired automobile coverage, abuse & molestation , and personal injury coverage with a combined single limit of at least $3,000,000 including umbrella coverage.  

B. Workers' compensation and employer's liability insurance, and other insurance required by statute or rule of the state in which the franchise is located and operated.  

C. Business interruption and lost profit insurance. 

The insurance will insure us, you, and our respective subsidiaries, owners, officers, directors, partners, members, employees, servants, and agents against any loss, liability, products liability, personal injury, death or property damage that may accrue due to your operation of the Franchise. Your policies of insurance (other than for casualty to the Franchise Premises and for employer liability) will contain a separate endorsement naming us as an additional named insured. The insurance will not be limited in any way because of any insurance we maintain.  The insurance will not be subject to cancellation except upon 20 days' written notice to us.  Certificates of your insurance policies will be kept on deposit with us.  Maintenance of the required insurance will not diminish your liability to us under the indemnities contained in this Agreement. The policy or policies will insure against our vicarious liability for actual and (unless prohibited by applicable law) punitive damages assessed against you.  

All insurance policies you obtain will contain a blanket waiver of the insurer’s rights of subrogation in respect of or against us and our officers, agents, employees and representatives; and will not contain any insured vs. insured exclusion clause, but will contain a severability clause providing that each the policy will be treated as though a separate insurance policy had been issued to each named insured.

We may require you to increase the minimum limits of and types of coverage to keep pace with regular business practice and prudent insurance custom.  

If you fail to comply with any of the requirements of this Subsection, we may, but are not obligated to, purchase insurance at your expense to protect our interests. This insurance may, but need not, also protect your interest. The coverage we obtain might not pay any claim you make or any claim made against you. You may later cancel the insurance we obtain by providing evidence that you have obtained proper coverage elsewhere. You are responsible for the cost of any insurance purchased by us pursuant to this paragraph. This coverage may be considerably more expensive than insurance you can obtain on your own and might not satisfy your needs. You will pay us upon demand the premium cost of this insurance with a late payment charge on the unpaid balance at the rate established in this Agreement. 

You will promptly report all claims or potential claims against you, the Franchise or us in writing when you become aware of them. You will give immediate written notice to us of any claims or potential claims you make to your insurers.

We may, at our sole discretion, upon not less than 90 days prior written notice to you, secure a policy of insurance which will provide defined insurance coverage to all or any part of the Worried Bird system. This policy may replace or supplement the insurance coverage you are required to maintain. You will pay the relevant insurance premium to us or the designated insurance provider, as we direct.

Nothing contained in this Agreement will be construed as a representation or warranty by us that the insurance coverage we specify will insure you against all insurable risks or amounts of loss which may or can arise out of or in connection with the operation of your franchise business. It is your sole responsibility to ensure that adequate insurance coverage is obtained for your business.  

Your procurement and maintenance of the insurance specified above will not relieve you of any liability to us under any indemnity requirement of this Agreement.

Licencing Licencing your business must be done by you before you begin operations. Some states/cities do not require a business license, some do. It is your responsibility to identify requirements in your state. 

Vendors & Suppliers Vendors and suppliers are listed on the Squeegeehub.com website. However this list of approved vendors & suppliers will be updated regularly and can be relied on. 

What Vendor / Supplier StateSitePhoneContactCleaning ToolsReach-ItNationalhttps://www.futureofcleaning.com/

Printing - Use the Corporate Account SmartPressNationalhttps://smartpress.com/

N/AGig Rig PartsSqueegee HubUtahSqueegeehub.com

CameronGig Rig tools

Saw Measuring Wheel Pliers Screw Drivers Tool Belts 

Home DepotNationalHomedepot.com

Deionization & RO TanksReach-It & CulliganNationalFutureofcleaning.com

Deionization tank RentalsCulligan Water ConditioningIn most stateshttps://www.culligan.com/commercial

Traditional Window Cleaning EquipmentJanitor’s ClosetUtahhttps://www.thejanitorscloset.com/

Envirox Cleaning Chemical Waxie Sanitary SupplyNationalhttps://info.waxie.com/

Field DispatchQuotingReview & ApprovalInvoicing Field OperationsGps Tracking Service Reminders Client CommunicationsBilling Work HistoryClient HubJobberNationalhttps://secure.getjobber.com/login

ProspectingFollow Up Sales AutomationCall RecordingTask AutomationSequencing AutomationsPipedriveNationalhttps://www.pipedrive.com/

Mileage TrackingBudgeting P&L StatementsFinancial statementsFinancials Quickbooks OnlineNationalhttps://quickbooks.intuit.com/

Company Approved Marketing materials Printing Services Print and Digital Media Central Repository Documentation Storage Work Orders HMR’scanvaNationalcanva.com

Gig Rig GPSTerritory Geo Fencing Vehicle Tracking & ReportingDriver Tracking FleetSharpNationalhttps://www.fleetsharp.com/login/

Customer Follow Up Text Reminders Email Campaigns Customer Scoring Sequencing and AutomationsCustomer Education Raising Ticket PricesJARVIMS / Squeegee Hub National 

All Holiday Lighting Supplies Village Lighting supplied shipped from Sprinkler World or direct from VL Utah & National Shippinghttps://villagelighting.com/

801-593-7075Gene (sprinkler world)

Power washing

Pressure Washers Direct

National 

https://www.pressurewashersdirect.com/ 866-618-9274

Gig Rig BatteriesBatteries + BulbsNational / Localhttps://www.batteriesplus.com/(801) 341-8725

Gig Rig Battery ChargerAmazonNationalhttps://www.amazon.com/gp/product/B004LF4SFS/ref=ppx_yo_dt_b_asin_title_o07_s00?ie=UTF8&psc=1

Rubber GlovesAmazonNationalhttps://www.amazon.com/gp/product/B014TFXDTQ/ref=ppx_yo_dt_b_asin_title_o07_s00?ie=UTF8&psc=1

Shoe CoversAmazonNationalhttps://www.amazon.com/gp/product/B06XXK5H2P/ref=ppx_yo_dt_b_asin_title_o00_s01?ie=UTF8&psc=1

Scotch Brite Scrubbing Pads (Drill)AmazonNationalhttps://www.amazon.com/gp/product/B01J6QXG86/ref=ppx_yo_dt_b_asin_title_o05_s00?ie=UTF8&psc=1

All Screen MESHAlumalineUtah / National Shippinghttps://alumaline.net/801-487-0631

Screen Frame, Corners, Tabs, Springs, Plunger Pins EtcAllMetal

New Vendor or Supplier (see FA section 5.1)

Got a new vendor or supplier in mind? With advance written notice, you may request our approval to obtain products, supplies or materials from sources that we have not previously approved.

Here’s what you need to do: 

Send an email to [email protected] Name of Contact (if you have one)Name of Business Reason for using this supplier instead of the current oneWhy you think they’d be a good fit 

We may require you to give us sufficient information, photographs, drawings, samples, and other data to allow us to determine whether the items from these other sources meet our specifications and standards, as established from time to time. Wait no more than 30 days until we can make a decision. You’ll receive an email back with written approval or rejection.

These specifications and standards will relate to quality, taste, texture, composition, absorbency, strength, finish and appearance, and the suppliers' capacity and facility to supply your needs in the quantities, at the times, and with the reliability necessary for efficient operation and at competitive prices. 

We may require that samples from any supplier be delivered to a designated independent testing laboratory for testing prior to approval and use. You will reimburse us for the actual cost of the tests. We will license any supplier that can meet or exceed our quality control and confidential formula requirements and standards, for a reasonable license fee, to produce and deliver products to you but to no other person. Our confidential manufacturing requirements, equipment, designs, systems and formulas will be disclosed to potential suppliers only after we have received reasonable evidence that the proposed supplier is trustworthy and reputable; has the capacity to consistently adhere to our standards, requirements and testing procedures; will maintain the confidentiality of the designs, systems and formulas; and will adequately supply your reasonable needs. We may require a Confidentiality and Non-Disclosure Agreement signed by the proposed supplier prior to release of any confidential information.We will not unreasonably withhold approval of a supplier you propose. We will notify you in writing of the approval or disapproval of any supplier you propose within 30 days of our receipt from you of your written notice of request for approval. However, we reserve the right to designate exclusive suppliers (including third parties, us or our affiliates) for any products or services to ensure quality and uniformity of products, services, production, shipping and storage for the benefit of the franchise system. From time to time, we or our agents may inspect any proposed or approved manufacturer's, supplier's or distributor's facilities and products to assure proper production, processing, packaging, storing, and transportation. Permission for inspection will be a condition of our continued approval of any manufacturer, supplier or distributor. If we determine that a manufacturer, supplier or distributor fails to meet our specifications and standards, we will give written notice describing this failure to you and to the manufacturer, supplier or distributor, together with a notice that unless the failure or deficiency is corrected within 30 days, the manufacturer, supplier or distributor will no longer be approved. 

Your Territory & Adding Territories Your territory is designated by population. Each Franchise Territory is made up of 2 sub territories with aprox 150,000-250,000 people in each. Territories are also designated by Residential and Commercial services. The exact type of franchise territory and its component sub territories will depend upon our market analysis, market penetration plans, and franchise placement strategies and your abilities as a business owner. 

Your territory may contain areas with commercial applications. However, if you’re not certified to be a commercial service provider then another franchisee with operations near your territory may be granted service rights to those commercial applications only. See “Commercial Certification” for details. If you wish to service more territories you must purchase service rights to them, see fees above. 

Each sub-territory must be purchased before rights will be granted. Rights will be granted in writing and will contain a map of the territory added or a description of the new territory boundaries. Your GPS tracking device will be re-configured to accept the new territory within your Geo Fence. 

Adding another territory may consist of an additional zip code, city or town. 

If the additional territory is large enough (500k) or larger an additional Gig Rig trailer may be required in order to adequately serve that area. 

A new Gig Rig trailer will be required if the current operating Gig Rig trailer is unable to perform fast enough to fulfill the customer demand. This is determined by when customers are able to be booked. If a customer must wait longer than 2 weeks and this pattern remains for 2 consecutive months a second trailer will be required.

Site Selection It is recommended that you choose to host your business operations initially from your home. The Gig Rig system is designed to give you this flexibility and allow for low overhead costs. This will give you an advantage as you’re first starting out. 

As you expand, it may be necessary to find office/warehouse space in which to operate. You must find space inside your territory to do this. 400-700sqft is usually more than enough with 1-2 crews. 

`Employees When first starting, we do not recommend hiring more than 1-2 employees. Recruiting, training, and everything employee related will be your responsibility. Employees must complete the service mastery & the new employee training in Worried Bird Academy. 

Homebase - Is a great resource for managing, training, tracking and paying employees. https://joinhomebase.com/

Paychex is also a great 3rd party provider of payroll and tax services. 

Employees will drastically affect the dynamics of your company. Hiring employees requires a lot of time and effort and the decision to hire them should not be taken lightly. You will be required to pay - additional worker’s compensation insurance, taxes, fees, training & more. 

Employees should have a clean driving record. A ticket, or wreck on a driving record will have a major effect on your insurance premiums. 

Employees will be a huge asset to you if you hire the right person at the right time. Building a proper culture at this point is vital to your success and there are many resources to help you do this in Worried Bird Academy under - Top Podcasts. 

All employee hiring & culture decisions must be based on our core values. These core values are the backbone for success in hiring, execution and team success. 

Ask yourself do your current or potential employees exude these qualities? How? 

Do it Right 

Commit to excellence. Think big. Boldly innovate. We never cut corners & allow our integrity to shine through. We make our decisions from data and not our gut. 

Give Give Give

Give all of you to your customer and to your team. Give all of your attention, energy, suggestion & information. Be in the moment. Exceed their expectations & go further than they would ever expect you to.

Disciplined 

We are self-motivated to stay on-task and get the job done. We are driven and focused on the company and its progress, from the big picture all the way down to the finite details of every task we take on. We are strong enough to hold ourselves accountable and we can be relied on to consistently get the job done above the start of expectation set for us.

Customer Obsessed 

Without customers, we don’t exist. We’re enthusiastic about our work and our customers know it. 

Take Initiative 

We don’t wait around to be told what to do. We jump all in, take initiative and always look for things to be done. Regardless of what position we’re in, we make the effort to lift where we’re standing. 

Win Together 

Individuals win occasionally but teams win consistently. We celebrate the wins & measure successes to prove growth and progress. We’re team players that strive for the success of our team as a whole. 

Always Learning

We know that knowledge & action is the key to progress. Improving ourselves will improve the business and make us happier.  We make sure to learn and

Resources: 

Worried Bird Academy Hiring Checklist (upon request)Offer letter (upon request)Questionnaire (upon request)Zip Recruiter Homebase Software Paychex 

Worried Bird Academy Worried Bird Academy is our online mobile training platform. This software is a major strategic advantage to you because it will provide consistent, relevant and important training material for your employees. Inconsistent training of employees is very difficult to undo because you don’t know where the holes are and what your employees do and do not know. By requiring them to take the training material you can rely on consistency and autonomous experience for them. 

Most training can be done in Worried Bird Academy, some of it will have to be in the field. Content has been tagged with varying types of keywords, so performing a search in the search bar at the top of the main page will usually provide a direct result to the desired content. If content does not exist for a desired topic please send Cameron a message on WB Academy or post it on the company feed. 

Content is organized into Programs. A program is a general category usually with several other sub-categories called “Courses” and courses are broken down further into “Modules”. 

ProgramsTo complete a program means you’ve completed all courses and the modules they contain.

Courses

Modules

Some courses are required to be done on a recurring basis as refresher training about once per year. It’s recommended that you require your employees to complete a training set of modules or courses once per week. Which courses or modules and how many you require is your decision. Our Core Value ‘Always Learning’ plays a major role here. Constant progress, personal and professional, is vital to our happiness and success in business and life. This could be done in a brief weekly meeting or done on the employee’s own time. It could be listening to a podcast during a job!  

Academy Hub Is our central location for communication between franchise partners. It’s an internal social media channel which provides a place to ask questions, post wins, discuss ideas, collaborate and be more effective. It is found within Schoox (WB Academy).

It is where Squeegee Hub Corporate will make announcements, answer questions, release training content, and marketing materials. It costs $6/person/month. Your employees will need their own accounts. To add an employee, simply send a message in Academy to Cameron or Tiffany and they’ll add your employee into the platform. 

Expenditures Business expenses made on your business account should always be categorized into an appropriate account in Quickbooks. Take a picture of the receipt and upload it through the app onto the corresponding expense. By doing so you’ll be prepared for an audit in the event the IRS needs to audit you. As well as to prove to your accountant that business expenses are in fact real and tax deductible.  

Relocation You must receive our written permission before you relocate your franchise. Any relocation will be at your sole expense. You must satisfy our then current franchise placement and demographics criteria, as expressed in the Operations Manual.

Your “Plan of Attack”The Plan of Attack workbook is a daily workflow & reporting journal that helps you plan, track and measure progress. By following it and completing it, it will be impossible NOT to see results. Use it daily!  See  KPI’s Below: https://docs.google.com/document/d/1GbHcf81NYPR7iNnBc7KK-HAo2P7O9iihkHW0TP-R-GM/edit#bookmark=id.682ech6vlwuz 

Quality control There are many ways of knowing how well your services are being received. Jobber will send a follow up email asking for feedback on a scale of 1-10. However, we recommend you turn this off as it can be a duplicate, unnecessary, survey if you’re using NiceJob. Using NiceJob is not required at this time, but is HIGHLY recommended. NiceJob is a 3rd party integration with Jobber that sends review requests to the customer after their invoice is marked paid. This process will increase  your reviews faster than anything else. It also sends out 4-5 reminders if the customer doesn’t do it right away. 

5 stars should be considered positive and to keep doing that and improving on it. 

4 stars should be considered negative. Something didn’t go right and needs to be addressed. 

3 stars should be considered negative. Something definitely didn’t go right and should be addressed immediately. Do not delay. 

1-2 stars should be considered extremely bad and action is immediately required to address the customer’s concerns if possible. ACT NOW!

No response by the customer should also be considered negative. The customer did NOT have a good enough experience that they felt like the world should know. In our mission to Forge the Ordinary into the Extraordinary, no response is a response and should be taken seriously. 

Customers are more likely to share a bad experience than they are a good one because they already expect a good one. Every competitor you have can deliver a good experience but FEW will deliver an Extraordinary one. 

A phone call is the most effective means of quality control. Customer’s REALLY appreciate a short phone call to ask them about their experience.  

For example - “Hey Susan! Cameron here with the Worried Bird team, do you have just a second?” “Sure Cameron what’s up?” “Well, we recently serviced your ______________ and I just wanted to check in with you to hear how your experience was.” 

When experiencing quality problems asking 5 Whys will usually help you get to the root cause. 

For example, problem - “The windows have spots on them” 

Why? Because they were not rinsed properly & the final walk around wasn’t completed to identify the problem in the first place. 

Why was the final walk around not completed? Because the technician was in a hurry to get the job done.

Why was the technician in such a hurry he/she couldn’t do the walk around or rinse properly? Because the technician was running behind.

Why was the technician running behind? Because he/she had to exchange di tanks earlier so that the water was clean enough to use on glass. 

Why was a tank exchange done so last minute that it caused a backup like this?Because the TDS indicator light and meter weren’t checked yesterday to see increasing TDS.

Solution = Set a reminder to use the morning checklist so he/she doesn’t forget to check the TDS meter. 

Keep your fingers on the pulse of your customer’s satisfaction. Guard your reputation like your life depends on it! If a customer writes a review, respond as quickly as you can, especially if it’s negative feedback. Don’t get defensive. Agree with the customer in some fashion and publicly commit to solving the problem once and for all. Consider asking the customer to change their review after you've addressed their concerns! 

Prices 

You will deliver to us current price lists of all goods and services you sell in, at or through the Franchise.  This can be done through Jobber’s export feature at the bottom of the “Products & Services” page. We will have the right to rely upon the accuracy of the price lists, and may use the information to advertise, market and promote the Franchise, and the goods and services you sell.  

At any time, you may amend, modify or change the price list by notifying us in writing.  Price changes will not be effective for a period of 30 days after the notification, to enable us to modify advertising or promotional materials we use to advertise your goods or services.  You will adhere to the price lists while they are effective. 

If necessary, we may establish the prices at which you sell goods and services. 

The Sales Center as well as Central Dispatch will rely on your pricing to help estimate projects for you based on quantities. It is vital you keep your pricing up to date. 

We do not suggest raising prices on your members very much. This can often lead to customer dissatisfaction and frustration. 

Be very careful about raising prices. See Worried Bird Academy for more training and information on developing your pricing structure over time. It can be tempting to raise prices, however, every effort should be made at becoming more efficient and effective BEFORE raising your prices. Raising your prices should be the last step in the process. After addressing all the other issues you’re able to maximize the benefits raising your prices offers. Otherwise, the existing problems will still be there and your profit margins likely won't change as much as you think they will. 

Any pricing changes you make must be made known to us in writing. You must change the pricing yourself in your Jobber account. Central Dispatch and the Sales Center will adjust quantities, NOT pricing, and you will have the final say on quotes. 

Estimates and Quotes are not the same. A quote is an unchangeable figure you must adhere to. An estimate is an educated guess. Estimates are based off of as much information that we have at the time but are usually not 100% accurate. Setting expectations with your customer is the most vital part of this process. See Quoting and Estimating in Worried Bird Academy for more training and information on this. 

When arriving at a job you must establish expectations (see Service Excellence Checklist) with the customer. If the SC or CD have estimated the job for you, then you must verify it’s accuracy before starting the job. 

For example - Angela calls in for an estimate. CD, using satellite imagery, counts up 41 window panes and sends her an estimate for 41 window panes. Angela approves the estimate. 

When you arrive you simply say to Angela - “Looks like we’ve got you estimated at 41 window panes for $161. If there’s more than 41 would you like me to do them or should we stick to the 41? 

By telling Angela that your pricing is based off of 41 panes it is logical and fair to conclude that pricing may fluctuate if the pane count is wrong. 

This same principle should be used for EVERYTHING that you do. Lay out the work order in its entirety BEFORE starting the job. Each line item and their quantities. 

This will establish expectations that all pricing is subject to change up or down dependent upon the quantities the customer decides they want. 

Your pricing should scale dependent upon the quantities the customer wants. You must NOT change your pricing from a biased opinion of whether or not the customer can afford more or less. That is NONE of your concern and will end up getting you into trouble as neighbors will discuss between themselves how you treated one vs the other. 

Pricing adjustments ARE flexible for different situations however. Such as 1 story holiday lighting installation vs 2 or 3 story installation. Additional height means additional time and risks. Breaking down quotes by height, style is allowed. 

Tile roofs vs Asphalt roofs for example are a very different story when installing lights on them. You can walk on one and the other you can’t. 

Establish your pricing, keep it consistent and scalable and update Corporate when you make changes to it so we can be on the same page as you. 

Your Website A critical component to your business marketing efforts will be your website. We will have  our web partner develop your site, optimize it and edit it regularly for you. You will NOT need to participate in this process. 

The partner who does this will give insight into:

# of visitors on your siteVisitor browsing patterns on your siteConversions on your site Etc 

This information helps us make decisions regarding ppc (pay per click) and other marketing techniques and to know which is performing well and how to adjust them to drive even more traffic. 

Your site will be an appendage to our main corporate site, although it will probably not appear that way. By using your site as an appendage we are able to broaden our reach and increase our seo rankings which directly benefit you. This also gives you a major competitive advantage over your local competitors. 

If you wish to make an edit to your site or add content send your ideas or changes to [email protected] and we will determine if and when to update your site with the changes.

Acquiring another franchise Permission to buy another franchise or existing territory may be granted to you under circumstances we deem as appropriate. 

Marketing your franchise It is highly recommended that you spend 10% of your gross revenue on marketing in your local territory for the first 2 years of your business. This amount will decrease to 8% after 2 years. We are firm believers that marketing, properly executed will lead to awareness and continued growth for years to come. 

However, marketing, more often than not, becomes a crutch NOT to do the courageous upfront work to sell, call, solicit, overcome objections and build prospects. It is easier to spend dollars than to muster the courage and face the discipline required to acquire customers. Marketing dollars are more well spent after awareness already exists but if you’re not able to adequately build your pipeline through raw, gritty sales efforts we may require that you spend the marketing dollars needed to get out of obscurity and build your pipeline. 

When a franchise partner makes the gritty effort to build a pipeline  (input new prospects, create deals over time) adds 10% marketing spend, it may bring in too much work and short staffed challenges may begin. This is a good problem to have obviously, but saying yes to too many customers can lead to frustration & poor customer service. This DOES allow you to choose which customers you want. 

A key performance indicator or KPI to track here will be your CAC or Customer Acquisition Cost. This is calculated by dividing the marketing spend or the costs accrued for customer acquisition for the month/year/week by the number of customers acquired in the same period. This number will tell you how efficient your marketing dollars are and enable you to make informed decisions on your marketing strategy. 

Squeegee Hub Corporate will have a dashboard with your business metrics integrated in it that should have this information available. 

You may be required to spend up to 10% (first 2 years), or 8% (each year thereafter)  if your activity level is too low. This will be determined by location. 

Selling restrictions Sales of products and services are limited to the following. 

5 JobsWindow Cleaning ServicesScreen Repair servicesHoliday Lighting installation ServicesPower / Soft washing services Rain Gutter Cleaning

Track CleaningRe-screenInstallationHouse WashingGutter Cleanout

Hard Water Treatment Screen RebuildTake DownPower WashingGutter Guard Installation

Window RestorationsNew CornersLED BulbsSurface cleaningGutter Guards

Glass Coatings Windshield coatings (Glassparency)New TabsIncandescent Bulbs Roof cleaning

Screen Cleaning New SpringsSocket WireAlgae Removal

Solar Panel Cleaning New FramesPlain Wire (Jumper)Moss Removal

Rain Guard Screen Renu Male & Female PlugsRoof cleaning

Shower Door RestorationsPatio Screening5mm LED light strands

Incandescent light strands

All other lighting equipment & clips

Wreaths / Garland & Village lighting decor

Collecting sales tax is your responsibility. Some states require this, some do not. 

Revenue Defined "Revenue" means all receipts generated by the franchise from any source including sales, exchanges, repairs, services, labor, service charges, etc. Credit sales shall be calculated as of the date of sale without deduction for uncollected credit accounts. "Revenue" shall not include bona fide credits for returns of merchandise, promotional discounts, or the amounts collected and paid to appropriate governmental authorities under the provisions of any Sales Tax, Retailers Occupation, or similar Act. The proceeds from any business interruption insurance or eminent domain recovery you receive are included in "Revenue."  "Gross Revenue" means your total Revenue for each specified period where noted. For conversion franchises, your Gross Revenue will not include the average gross revenue you received over the 52 weeks immediately prior to the effective date of your franchise agreement with us.

Accounting You’ll be required to sync your Jobber account with Quickbooks online. This sync will transfer customer and payment information into your bookkeeping software (quickbooks online).  To sync this information click on the icon (seen below) at the top right side of the jobber home page. This must be done manually as often as a sync is necessary. Usually weekly is best. 

The Quickbooks app is an amazing tool for running the finances of your franchised business. If you allow it to track your location it will keep an account of trips you make on the road. By swiping each listed trip as “Personal” or “Business” you can easily expense mileage accurately throughout the year. 

By also syncing Quickbooks to your bank account(s), purchases you make on your company debit card will be automatically logged into quickbooks. 

You should “Categorize” your purchases in Quickbooks (the screenshot of the categories below are the most common. 

It is highly recommended you categorize your transactions weekly. This activity will only require a couple minutes and will help you stay up to date on your businesses’ profitability. 

Quickbooks will also provide important reports you will need. 

If you need help syncing information into quickbooks from Jobber. Jobber’s customer support team is an excellent resource for questions and assistance.  

Technology hardware requirements Basic technology required to run your franchise include 

Laptop or Desktop Iphone 7 or better or Android equivalentApple Ipad (Comes in the Gig Rig) Mobile Internet options Non Wifi exclusive Color Laser Jet Printer 

Squeegeehub.com Squeegeehub.com is a website specifically designed for Worried Bird Franchise Partners. It houses all information you need in one place and is a fantastic resource when trying to locate information regarding running your franchised business. We will make every effort to keep it up to date. 

Public Relations In the event you’re contacted by a media firm or news agency for an interview or to answer questions regarding anything with your business you must not respond without consulting Cameron Carson first. 

You are not an authorized representative of our brand. We may appoint someone to respond to the inquiry for you. You must gain written consent from Squeegee Hub corporate to respond to the inquiry.

Purchasing Inventory Purchasing inventory for holiday lighting is usually the biggest inventory decision to be made each year. It is recommended that you purchase inventory that is adequate for your anticipated needs. However, too much inventory may sit and have to be stored. 

In anticipation for an upcoming holiday season you will likely need the following to get started. 

Varying types of C7 and C9 bulbs Led Incandescent Faceted Opaque Clear All colors 2,000-3,000ft of socket wire (green or white) = about 10-15 new customers worth 500ft of plain jumper wire = about 10-15 new customers worth 200-300 male connectors = about 10-15 new customers worth 200-300 female connectors = about 10-15 new customers worth 

This can all be purchased for about $3,500 or so. 10-15 NEW customers per Gig Rig with an already full schedule (previous clients who’s lights you store) can make for a successful season. This is totally relative based on the # of Rigs you have. 50-70 existing holiday lighting customers per Gig Rig will usually keep the crew slammed from September-December. 

You should purchase new holiday lighting inventory around August (if available) to ensure it has arrived and been broken down into manageable sizes for the season.

For more details see the  “Holiday Lighting” section. 

The second most common inventory decision is for Screen Repair. 

Screen frame 5/16 and 7/16 White Champaign TanOther popular colors in your territory CornersTabs Springs 1200’ of Screen material or 2 600’ rolls 

Supplies It is recommended that you keep 1 year’s worth of supplies on hand at any given time. When it is time to pull from your supply simply buy another so that you always have an extra on hand. Fortunately this is not a lot of excessive supplies. A single garage shelf set should be able to house all of your needed supplies. 

You will need on hand: 

Waxie’s H2Orange2 “Envirox” 2 gallons per yearGlass Cleaner - The blue stuff 30 extra rags 1 extra pole 20’8-10 product water hose push connectors 4 additional “Plan of Attack work books Extra needle nose pliers Extra wire cutters 2 Extra Ettore Rubber Replacements 1 Extra Porcupine T-bar sleeve 1 Roofing/safety harness (for using a lift or climbing steep roofs)1 Small Radiant Space Heater (for winter territories) 

Warranty ServicesWe do not provide warranty services on anything other than Holiday Lighting. This warranty includes parts and labor for 1 season. This single season is the season the lights are brand new and installed. 

After the initial season, parts and labor will be warrantied for 48 hours after installation, after which you/we will no longer be obligated to the customer. 

Details on this can be found on the back of the “holiday lighting work order” and on the back of the “work order”. 

Operational Standards Cleanliness (pg 34 & 36 Franchise Agreement)How you operate your franchise as a whole matters. We require that you keep your Tow Vehicle and Gig Rig in a clean and orderly condition at all times. Mud, dirt, tar or other things that are stuck to the outside must be washed off before going to a job. 

Wash your Gig Rig exterior weekly. This can easily be done in a few mins with the help of your pure water system. Keep a bottle of tire shine inside your Gig Rig. Spray your tires regularly (weekly or bi-weekly).

How you present your Gig Rig while on the roads or on the job will say a lot about you. You are more likely to get new business with a clean and shiny rig then a dull, dirty one. Onlookers will be naturally attracted to looking at your rig if it is clean and shiny.

The Gig Rig interior is designed to keep clutter to a minimum. However, you must keep the interior clean and organized as well. The rubber flooring must be shined with Armour-All every couple weeks. This protects it from fading in the sun over time. It will also make it last longer and give you a sense of order. Throw away garbage and brush out dirt and dust as they appear. 

Maintaining the cleanliness of your rig is not just important for the Rig’s sake but it has a direct effect on the morale of the RIg’s user. A disorganized/dirty/cluttered rig is like a cancer. The user who ignores these problems lacks discipline. This lack of discipline carries over into every other aspect of the user’s life. Like a cancer spreading throughout the body, it will inhibit the healthy function of other parts of the business; producing discontentment, general laziness, lack of care for equipment and gear and for one’s personal growth. It will cost you money, time and frustration.

Our Core Value - Disciplined plays a critical role in addressing underlying challenges in our mind and work ethic. Because we are disciplined with the little things, the big things naturally fall into order. 

You must develop a culture of discipline in your business and in your team. 

Equipment Equipment that is becoming worn out must be replaced. Ladder functionality should be checked and monitored regularly. Poles, brushes, scrubbing pads need to be replaced when they break or are worn out. 

Steel wools should never be used if rust is present. It WILL SCRATCH the glass!

Always keep equipment and gear in a safe & operational condition. Putting gear away in its proper place after each job will ensure long lasting use of your gear. 

Hours of operationWe suggest your hours of operation to be 8am-7pm. Although you do not need to be taking appointments or starting new jobs at all of these hours every single day. Generally customers do not want you at their home earlier than 8am or after 7pm. Jobs in general won't be scheduled to start after 5:30-6pm. These suggestions are based on years of experience. However, Central Dispatch will follow the schedule YOU wish to follow. 

Central Dispatch will ask you your preferred start and end times. If you wish for time off, or to start/end at a specific time, simply put it in the schedule in Jobber. Central Dispatch will see it and abide by the requests you make. 

Rescheduling a job must NEVER be taken lightly. We’re Customer Obsessed. This means we make every effort not to disrupt their day for nothing. Rescheduling will of course happen but should be rare and should often accompany a concession of some kind. A freebie of some kind will go a long way in helping the customer know we don’t take their time for granted. Once you commit to a time frame of operating you must give 1-2 weeks for the changes to take effect. So as not to burden Central Dispatch in rescheduling jobs for you or the customer. 

DirectoryTitleNameNumberEmailAreaChief Executive OfficerCameron [email protected]@worriedbird.comCorporateChief Technology Officer Dave [email protected] 

CorporateVice President of Franchise DevelopmentDon [email protected]

CorporateFranchise Development ManagerKegan [email protected]

CorporateDirector of LogisticsTiffany [email protected] Coordinator

Operator Experience ManagerJon [email protected]

CorporateOperator Experience ManagerJack [email protected]

CorporateFranchise Partner (previous)Pete Arthur [email protected], UtahFranchise PartnerJaden [email protected] Lake City, UtahFranchise PartnerGreg [email protected] Lake City, UtahFranchise PartnerGabe [email protected], Kansas City, 4 TBDFranchise PartnerZach [email protected]

Wichita, Kansas City, 4 TBDFranchise PartnerJulie [email protected]

Wichita, Kansas City, 4 TBDFranchise PartnerKate [email protected]

Wichita, Kansas City, 4 TBDFranchise PartnerChris [email protected]

Mesa, Chandler, Scottsdale ArizonaFranchise PartnerMcKay [email protected]

Mesa, Chandler, Scottsdale ArizonaFranchise PartnerAustin [email protected]

Davis, Morgan UtahFranchise PartnerBrayden [email protected]

Davis, Morgan UtahFranchise PartnerWill [email protected]

Davis, Morgan UtahFranchise PartnerCole [email protected]

St. George, UtahFranchise PartnerChris [email protected]

St. George, Utah

The 3 Pillars

Sales Service DeliveryBusiness Development

If the whole company is simplified, each business activity will fall into 1 of these 3 categories. Business Is SIMPLE! You get a customer, you help that customer, and you manage things internally to grow. 

This manual is divided into 3 sections. I have tried to include as much relevant material as possible but things will inevitably get missed.  This will get updated regularly as we grow & obtain feedback. So, read this manual often and refer to this Manual as well as Worried Bird Academy for the SOP’S (STANDARD OPERATING PROCEDURES), rules, changes & training. 

Sales 

Marketing Technology TrainingFollow up 

Service Delivery 

The Jobs we doEquipment The Gig RigTechnologyCustomer Service Documentation Getting Paid 

Business Development 

Internal Activities KPI’s Metrics Maintenance HiringTrainingImprovement GrowthBuying replacement Parts & tools 

Your Technology -  (⚡️ = linked content)⚡️ Jobber  (see descriptions below) 

*Squeegee Hub Admin rights required 

⚡️ Pipedrive (see descriptions below)⚡️ LucidPress  (see descriptions below)⚡️ Quickbooks (see descriptions below)

*Squeegee Hub Admin rights required 

⚡️ Fleetsharp (see descriptions below)⚡️ Worried Bird Academy (see descriptions below)Cyfe Business Dashboard (see “Metrics” below)Relay (see descriptions below)

Your Technology CredentialsUsername - ___________________________________Password -  ___________________________________Pin # -   ___________________________________Once logged in and familiar with each platform please change the password to your preferences. 

Pillar 1 - Sales Essential sales and marketing tactics & strategies are found in the Sales & Marketing Playbook you received when you were awarded your franchise. The answer to the question above and everything it entails are found there. Please read the ENTIRE playbook. Sections which reference the Operations Manual are found here, expanding with much greater xdetail. 

These will not make sense without the context of the rest of the playbook so it’s important you read it first, and because it’s the first Pillar that holds your business up off the ground. 

You can also access it here: (⚡️ = linked content)⚡️Sales & Marketing Playbook Video material for overcoming objections is found here: ⚡️Mastering Objections 

Table of contents for this section: 

Using TAF 500% increase in conversion Field Marketing Program How do the phones work Sales Center & Booking Engine Marketing Subscription Agreement Contracts Strategic Partnerships

Relevant Vernacular: 

TAF = Target Account Framework. The workflow we use to guide the activity directed toward commercial and strategic accounts within a territory. Talk Track = What a person will say out loud when they go through a presentation, on the phone or in-person.Account = A person or business who’s information we retain and who IS or WAS a customer. Can also be a Commercial or National Prospect we may be targeting. Prospect = A person or business who may become a customer at a future date or who has not been a customer for 3 years or more. OBE = Online Booking Engine or the software used to collect prospect information on our website & reciprocate back. 

*Using the TAF (For commercial sales only)

(Who am I targeting and why?) The TAF workflow was created to give you direction and instruction when targeting important commercial accounts within your territory. It is a sales industry product by some of the world’s most experienced, account based, selling experts. It has proven to be effective & is the strategy the Sales Center uses when working commercial accounts. It can be a bit hard to understand at first so watching the WB Academy courses on TAF will be greatly beneficial to you. Follow the 4 steps as outlined. Your most important step is research to find a good trigger (a reason to call them). By doing some research on the person & account/prospect you’re targeting you can tailor your conversation (talk track) When you’re selling B2B often businesses will require certificates of insurance etc. This is a very important requirement to obtaining (generally) a large company’s business. Small companies often do not ask for them.  Certificates are obtained from your insurance provider and usually require 24-48hrs to be sent to the requester. Special wording is often required from the requester. This wording must be input onto the certificate by the insurance agent, not by you. Your agent will likely make sure that the wording does not go contrary to what the policy allows. This should be fairly easy to obtain. Having extra copies on you is also a good idea as customers occasionally ask for them.

*500% Increase in Conversion (Converting prospects into customers)You’ll need a cell phone and the means for texting or email to do that, that fast. We have many tools for you to use. - Currently this includes Text Magic, Call Fire & Grasshopper.

Text Magic has the means of two way communication and is a great way to send mass messages. It costs $.05/ text.

Call Fire - Is a mass texting service and does not have 2 way communication. Great for announcements or alerts. 

*Field Marketing Program

Locate prime locations (neighborhoods or business parks are great. Whatever you’re wanting to target) via Google EarthPlace yard signs near entrances of those placesOptional (RadiusBomb the area with postcards/Fliers via SendJim)Call: 

How do the Phones Work? Phone calls are routed 2 ways. When someone calls the corporate phone number they are given options of talking to Customer Support or Dispatch. Right now it’s the same place but their selection helps us know what type of call is incoming. 

Customer SupportDispatchSales CenterSales related questions requiring escalation or when partner is unavailableSchedules appointments

$25/appointmentCold calls commercial clients in your area & sets up meetings Complicated questions requiring escalation or when partner is unavailableHandles all logistics 

Contract related questions requiring escalation or when partner is unavailableAppointment related questions

Calls that are local matters will be forwarded to the franchisee to handle as seen fit. If the Partner does not answer. Information will be gathered from the caller and a notification will be sent to the Partner that a call must be returned from X customer regarding Y. A customer support ticket will be created in Worried Bird Connect and serve as the medium of notifying the Franchisee of the new support ticket.

Residential Work Requests, or Quote Requests will be handled by the Dispatch. Sales questions that DO NOT have an open opportunity or deal in that territory’s pipeline will be serviced by the Dispatch.Commercial RFP’s (Requests for Proposals) will be handled by the Franchisee. 

Franchise Partner’s ResponsibilitiesSales Related QuestionsAll local mattersJob related questions Insurance questionsService concerns Locally related calls regarding serviceQuality concernsContract related questionsQuote or RFP’s Pricing & Discount Questions

Lead Ownership & Operations:

Depending on the source of the lead, the Sales Center will draft a quote for review and approval in Jobber or the Partner will. The source of the lead dictates WHO has responsibility for drafting the quote and entering the data into Pipedrive for that prospect (ownership of that prospect). 

If the partner is unavailable to take the call it will be forwarded to Dispatch and Dispatch will own the Deal in Pipedrive, and take the necessary steps for that call. Details of the conversation should be outlined in Pipedrive.

If the partner performs a hand off call to Dispatch, the Partner will no longer be responsible for that deal until the job is Dispatched back through Jobber to the Partner. 

Dispatch will move that prospect into the Sales Center Pipeline for that Partner’s respective territory. 

All scheduling, logistics, and dispatching, must be handled by Central Dispatch. Rare exceptions may occur with family, friends or colleagues. This does not include the 30 day launch period. 

Advertising Responsibilities:PartnerSales Center or DispatchKnocking - Customer Called Local #OBEProspect called local #New work requestCustomer referral called local #Returning customer who texted inProspect emailed partner Facebook, instagram or other Social MediaWalk upsLive ChatBusiness CardMass Texting AlertsLocal Social Media PageGoogle SearchGoogle SearchCustomer emailed in

Groupon

Neighbor Mailers

Direct Mail

Email Marketing Campaigns 

Text Campaigns

Google Page or Google Chat

Essentially - Leads sourced by the Partner are owned by the partner in Pipedrive. Leads sourced online or by the sales center are owned by the Sales Center. Once the prospect becomes a customer. That customer is owned by the Sales Center for 1.5-2 years or until the customer rots out of sequence and back into Pipedrive for local prospecting by the Franchise Partner. 

The franchise partner will be in charge of HMR follow up tasks via the HMR Pipeline.HMR Deals are created in the first stage of the HMR pipeline and last 1.5 years. (See more under HMR)

*Scaled per call due to low monthly royalty minimum - Only if Job is won. Added as “Admin Ser Charge”. 

Phone Number UseIn order to maintain the customer experience from start to finish and not dilute brand potency the customer must experience the same process each time. The company phone number 888-216-2643 is listed on all marketing collateral. This phone number must be used at all times in print and digital advertising efforts. It should be listed as the “company/office” line/number. 

A personal cell phone number is NOT allowed on advertising material unless specified as “Cell/Cell Number Cell Phone/ Mobile as this will confuse customers and will remove the experience with Central Dispatch. 

This includes, Business cards, flyers, door hangers, banners, websites, social accounts and anywhere a customer would reasonably find the company in a public place. 

A local company phone number may be added to the list of Company phone numbers managed by Corporate but will only be used in certain scenarios such as call tracking, marketing campaign metrics and measuring advertising effectiveness. 

Only approved numbers may be added as exceptions to the 888-216-2643 number. Approval must come in the form of a verbal or written approval from Cameron. For example) Salt Lake City territories can use 801-897-0167 as a company phone number except for on the vehicles or Gig Rigs. 

A 30 day launch period is granted to each newly starting franchise location. This means that public posts, emails/texts communication to friends, family, colleagues can be done using a personal contact number. 

This is only to allow those friends and family & direct prior colleagues direct access to new franchise owners and the opportunity for them to bid, practice scheduling and get into the rhythm of normal protocols.

This applies ONLY to friends, family & direct colleagues (people you already know). 

Customers should never call a number and unexpectedly dial a personal cell phone.

Sales Center & OBE The Sales Center’s or SC’s purpose is to grow the revenue across the enterprise as a whole, this includes franchisee topline revenue. The efforts by the SC are often broad in scope. The SC may or may not apply highly targeted direct sales efforts in your territory. The SC manages our technology systems, the CRM, JARVIMS and all backend sales automation and databases. 

Fees to the SC are intended to cover the costs associated with running it. 

The online booking engine is a form filled out on the website by a visitor. It is partially proprietary software we’ve built to give the customer information they need to make a decision. The information contained on the form is then populated within our CRM’s and call tasks will begin. 

It is also synced with our schedules to be able to offer customers and prospects the ability to schedule time with you according to what works best for them. 

                                                                                                                                                                                             These leads are owned by the Sales Center who will work them until they become customers.     

Marketing (Getting out of obscurity it’s your biggest problem)

*Field Marketing Program(Follow these simple steps)

Locate prime locations (neighborhoods or business parks are great. Whatever you’re wanting to target) via Google EarthPlace yard signs near entrances of those placesOptional (RadiusBomb the area with postcards/Fliers via SendJim)Call: 

If B2B - Cold call 10 businesses in that area and offer quotesIf B2B - Personal visit to all 10 businesses If B2C - Go to that neighborhood and knock all the doors. Drop fliers, business cards, offer bids and talk to everybody

Follow up call on all contacts, leads, quotes and conversations Knock the neighbor’s doors of any jobs you do & introduce yourself offer a bidFind, follow and connect with contacts via LinkedInFollow Up Repeat & follow up again

Canva / Design CenterAll marketing material and digital content is created, stored, maintained and distributed to you via Canva. This central Design Center is an important component to your local marketing efforts. Fliers, banners, business cards, door hangers and many other types of collateral are ready and waiting for you to use and take advantage of. Many of these items have been in use for 8+ years & new ones are created regularly. 

Marketing in the right place, with the right message at the right time will give you the best return on your investment.  

Corporate enforces brand standards, message and style through Canva so any marketing material you use must ONLY come from this repository. 

Making your own advertisements or material is not allowed outside of the designated fonts, colors, styles and picture or logo ratios. Use the premade templates to guide you. Fonts colors, styles & Logo ratios may not be altered in any way. Only the information itself may be adjusted to fit your message or needs. Pictures may be exchanged or replaced as necessary to fit your needs. 

Alterations Allowed:

Pictures Information about your business only 

Alterations Not Allowed:

LogoBackgroundFont type Color Size Logo RatioStyle

Approved fonts are determined by the BRAND KIT in Canva. 

Approved colors are determined by the BRAND KIT in Canva

Approved Logos are determined by the BRAND LOGOS in Canva

Design Center is a fantastic resource to create, edit and distribute content. Refer to the training on Design Center and how to use it. 

Design Center should not be used for personal use. 

New guidance will be given down the road on design best practices but all content should be of the color schemes in the brand kit and should feel like a cohesive part of the brand. If it does not, we may ask you to edit your design so that it matches our story, message and overall image. 

If you need advertising collateral that hasn’t NOT been made already you can request some be made for you. 

In order to build something for you we need to know: 

Who you’re trying to targetWhat service(s) should be made knownWhat your specific offer is How you anticipate using the newly created piece 

Marketing Assets can be found here: https://drive.google.com/drive/folders/1I0M7JlW2ukEvMo7uKosKdrS3-jjGU_3R

Subscription Agreement Subscription  LinkMembership Subscriptions are a MASSIVE success factor, for many reasons. The first time you do a job, it will, more often than not, take the most time. Being able to do the job over and over again will increase your margins and provide steady predictable income. This subscription agreement will change occasionally as we refine it to our needs. But we will keep the most updated form at the link above. Memberships have contributed to a higher than normal recurring customer base (above 75%). This ensures more effective marketing efforts and more opportunities to build relationships. The subscription agreement should be used at every possible moment and should be discussed with every customer you go to. The subscription link should be sent to the customer or opened with the customer at the time of payment, immediately after a job is complete. The subscription agreement references pricing from the LAST window cleaning invoice created and will be referenced by date in future inquiries. The subscription will mirror the services performed at the most RECENT window cleaning job completed unless otherwise specified, which is why signing up a customer immediately after the job is critical. Regions Regions are defined as:WestDesertUpper CentralLower CentralGreat LakesSouth WestEast

Upper EastCaliforniaNevadaNorth Dakota Oklahoma WisconsinMississippi Virginia New York OregonArizona South Dakota Texas Illinois Alabama Maryland Connecticut WashingtonUtah Nebraska ArkansasIndiana Tennessee Delaware Rhode Island

Idaho Kansas Louisiana OhioGeorgiaNew Jersey Massachusetts 

Montana Minnesota New Mexico KentuckyFlorida Pennsylvania Vermont 

Wyoming Iowa

West Virginia South Carolina 

New Hamshire 

ColoradoMissouri 

North Carolina 

MaineRegions are defined as above. Regions have been formed to address the local marketing needs of the Franchise Partners within them. For example - Marketing tactics and strategies in the West Region will inevitably be different than those in the Upper East. Therefore the strategic input by region on how the national 2% marketing fund should be allocated is most effectively represented.As the Worried Bird Franchise system grows, individual partners should be selected by the franchise partners in the individual region to offer suggestions and requests on the marketing allocation dollars. 

ContractsCommercial Service agreements - Sent upon request Partnership Agreements - Sent upon request

Strategic Partnerships These are likely to be the most profitable relationships you’ll have. These include: 

Construction companies Real Estate Agents Other industry like businesses 

See the playbook for specific information on these. Flowcode & FlowpagesFlowcode is a tool we use to manage evergreen links back to information customers are accessing. For example - the QR code (called a flowcode) customers scan on their Home Maintenance Review (HMR) takes them to your company Flowpage. Your Flowpage is created by us and is managed internally. If you want items changed or added to your flowpage please email Cameron. See an example of a Flowpage here: https://flow.page/farmingtonPut your Flowpage as a link on your instagram or social channels. Guide your customers to your flowcode using marketing material, flyers, door hangers or other material. Your HMR is an ideal option to give your customers easy access to quick links to leave a review, get a bid, sign up as a member on a subscription or interact with the brand. 

Pillar 2 - Service Delivery(How to deliver an Extraordinary experience)Delivering the service is the core of your business. This chapter has many sections. This section is the EXECUTION of the 5 services we offer and their subsequent accessory services.

Table of contents for this Section:

Our ServicesThe Real Fundamentals Equipment The Gig Rig Trailer Customer Experience (The Customer Journey)The 7 Step Service Process Risks to look for Safety Standard Practices Weather Towing and Backing 

Relevant Vernacular: 

TAF = Target Account Framework. The workflow we use to guide the activity directed toward commercial and strategic accounts within a territory. Talk Track = What a person will say out loud when they go through a presentation, on the phone or in-person.Account = A person or business who’s information we retain and who IS or WAS a customer. NOT a prospect. Prospect = A person or business who may become a customer at a future date or who has not been a customer for 3 years or more. OBE = Online Booking Engine or the software used to collect prospect information on our website & reciprocate back. 

Our Services 

Our Services fall into 2 categories: Primary Services & Accessory Services. The 5 jobs we do are considered - Primary Services. There are often several other accessory services under each Primary service. 

Job 1: Window Cleaning (Exterior and/or Interior) Accessory Services: 

Hard water treatment Track cleaning Screen Cleaning Screen Sealing Window Restorations Blind Cleaning (Partner Sourced)Glassparency (Glass Coatings)

Job 2: Screen Repair Accessory Services: 

Re-screening (window screens & door screens)Re-Build

Job 3: Rain Gutter CleaningAccessory Services: 

Clean out Analysis 

Job 4: Power WashingAccessory Services: 

Surface Cleaning House WashSoft wash & Roof cleaning (Optional) 

Job 5: Holiday LightingAccessory Services: 

LED sale & InstallIncandescent sale & InstallNew Pattern Garland & Wreath sale & Install

 The Real Fundamentals Every sport has the basics. Every business has the fundamentals too.  We’ll talk about a lot of stuff in our training, videos & in this manual. Everything we discuss is an appendage to the fundamentals, the true foundation of what makes the business successful. By perfecting these fundamentals you can’t NOT succeed.

Don’t get lost in all the systems, processes & procedures. Your business is simple, focus on perfecting the fundamentals, the rest will come later. 

Inputs = Outputs. Do not expect to reap where you have not sown. Conditions will never be perfect or “ideal” so you must have the discipline to do it regardless of the circumstance or how you feel at the time. Give more than you take.  Do the right thing.Be fair. Serve others.It takes time.

Job 1 - Window Cleaning Window cleaning is our main source of income. Window cleaning, like any job, is broken down into 2 different types. Commercial and Residential. Both require different approaches to get the job done right and will be talked about here. 

What  - Exterior window cleaning, the most common reason people call us &  is done with a traditional Squeegee & Mop or a DI/RO Water Fed Pole system. Squeegees were invented in 1936 by Ettore Steccone, an italian immigrant and window washer. There are real advantages to both methods, which we’ll discuss here. 

How - The Traditional Squeegee MethodThis method consists of 4 parts. The Squeegee, the Mop or Applicator, bucket and a Rag. Glass is cleaned by agitating the mop around the glass, removing debris, and then the water is scraped off with a squeegee. After which all edges of the glass are wiped down with a dry rag. 

Advantages:

Short set up time Very fast for small jobs Efficient if done properly High profit margin 

Dis-advantages:

Heavy ladder use = costlier insurance Difficult to do in temps above 90* or in direct sunlightTechnical & requires a lot of practice Limited reach capability

The WFP (Water Fed Pole)  MethodThis method consists of 5 parts. The Di/RO (Deionization/ Reverse Osmosis) system, the brush, the pump, the tubing, the pole.  As a high level overview, water is channeled through a hose to the DI/RO system where it is purified down to less than 10 PPM (Parts Per Million), a pump then pushes filtered water through hi-flo tubing around the job site and into the brush which is attached to end of  your extension pole where the glass is agitated to remove debris.  It is then rinsed with pure water. After rinsing, it is left to dry. Due to >10 PPM no human eye can see any spots or particulates on the glass once it dries. In order to understand the actual cleaning process we’ll go over the tools you’ll use and what each component does. After you review the tools then we’ll dive into technique and HOW to do it. Advantages:

Huge reach potential (Up to 7 stories) Cleaning time is cut by 30% or so for larger projects (more with the RCD System) Much safer than traditional Little ladder work (Lower insurance rates)Cleans the frames

Dis-advantages:

Costly initial investment Requires ongoing maintenance Longer set up time Requires a water source Customers complain because they don’t believe their eyes 

The RCD System RCD stands for Rapid Chemical Draw. This system is proprietary and is a company secret. Do not share information about this system to anyone outside our organization. 

After years of practice and thousands of jobs under our belt we needed a way to cut down job time so we could fit more jobs in each day, cut down labor intensity, increase profit margins on the fixed supplies cost for each job & apply chemicals to 2 stories and above where squirt bottles don’t work. 

The RCD system enables operators to cut standard job time by as much as 40%, decrease labor intensity and subsequently increase the avg ticket price.  Varies per person.Details of this feature of your Gig-Rig should NOT be made known to anyone outside of our network of Franchise Partners. It is located behind a separate locked compartment door on purpose so bystanders & onlookers cannot have access to it. This is a huge competitive advantage to you because, with it, you will be able to accomplish + or - 40% more in any given time period. It will also preserve the life of your main pump and conserve the usage of DI water. Product water (or DI/RO water) is expensive. There is no reason to scrub exceptionally dirty surfaces with it. The RCD will allow you to use product only when you want to use it. The Gig-Rig is designed to offer LOW overhead costs and the RCD system keeps your supplies costs LOWER. Through a chemical injection process, product is combined with water, and directed out to the end of the brush. For example) soap/acid is mixed into the water and delivered at the application, at the push of a button, that can be changed to RainGuard, or Pure Water. Chemical ratios can be adjusted with the red thumb screw on one of the injection tanks. This injection tank is intended for Rain Guard only. Injection ratios cannot be adjusted on the other tank intended for the citric acid. Window Cleaning Equipment

The Warrior Pole LENGTH: Standing at just 5ft 8” compact height, and 32.5ft of actual pole length (add 5ft Operator height to get ’37.5ft REACH’), WARRIOR has all the clamps at just above chest height (starting just 4ft 8" off the base), making it totally convenient to adjust the length of the pole at all times. Adding our new SHOCKSTOP Insulator Handle, adds an additional 5ft to the WARRIOR master.   WARRIOR is a 7-section telescopic pole, pulling apart at sections 1, 3 and 5 to give you a shorter, lighter pole when working lower glass.  Sections 1-5 give 30ft reach, sections 1-3 give 20ft reach and Section 1 on its own gives you 10ft reach.  This is the essential Reach-iT design - a ‘Pole System’ designed specifically for Window Cleaning, pulling apart and extending one story at a time.COMPOSITION:  WARRIOR is made 100% from Carbon Fiber, which is easy to say - but there’s more.  Each tube is hand made with 8 layers of Carbon Fiber, each 1/200” thick ( about the same  as human hair) with a laminate plan that is designed to maximise the rigidity of the pole, while discouraging delamination (splitting or peeling). WARRIOR is made 70% from what is commonly called ‘High Modulus Carbon Fiber’ - its a generic marketing term for the technical qualities of stiffness and actually refers to a ‘range’, and in fact, there is no regulation on the use of these terms.  The top 30% of WARRIOR is made from Ultra-High Modulus Carbon Fiber giving additional rigidity where the pole has thinner tubes and wants to flex more under the effect of forces like the Operator pushing the pole up the glass, and gravity, when the Operator is standing away from the building.  The top section of WARRIOR is actually 10 layers of carbon fiber to give it additional rigidity.After the Carbon Fiber is cut to the laminate plan, it is rolled onto a steel mandrel (it’s like a big steel rod that is the inner diameter mold).  It is the wound with high tension using a heat proof tape.  Each wind of tape is about 1/24” apart and this will later explain the corrugated surface of most Water Fed Poles in the market.The inner layers are called ‘unidirectional’ meaning all the fibres are pointing in the same direction as we use the pole - between the Operator and the Window.  This gives the pole its ‘modulus’ or rigidity.  To prevent the layers all splitting, we use 3K carbon Fiber - this is the ‘beauty’ of carbon fiber that everyone can relate to - the woven look consists of ‘tows’ (or ribbons) of fibres woven together in different patterns.  The useful modulus of 3K is 50% the modulus of unidirectional because only 50% of the fibres are in the direction of the rigidity we want to accomplish.Carbon Fiber is made by only 6 companies in the world, however, several hundred companies buy the carbon fiber material and make products into sheets that are like a soft fabric.  Water Fed Poles are made from prepreg sheets, meaning the carbon fibers have been laid out and pre-impregnated with epoxy resin to prepare them for assembly and cooking.  The best carbon fiber products are made in the USA, South Korea and Japan, so these are the ones we import for making REACH-iT Poles. The wound fabric on the mandrel is then ‘cooked’ for several hours in a huge ‘oven’ - and at varying temperatures.  This is the process when the epoxy becomes liquid and penetrates between all the layers and fibers, held under the pressure of the heat-proof tape.  As the tube cools, the resin hardens and sets, delivering a single piece carbon fiber tube. After the tape is removed, there are fine lines from the liquid resin in the pre-preg filling the gaps between the layers of tape.  At Reach-iT, we grind all these off to give a perfect outer diameter of non-corrugated Carbon Fiber.  We do this because any corrugated surface has less grip in a clamp, and more ‘wear and tear’ when  being used as a moving part.  Other manufacturers do not do this process because it makes the pole last several years longer as a professional tool.  The smooth sound and action of a Reach-iT pole is so noticeable if you have ever opened and closed a competitors pole.  ERGONOMICS also play a big part in the design of the WARRIOR pole handle diameter - see the White Paper references in orange at the bottom of this page from (among others) National Institute for Occupational Safety and Health, Cincinnati, OH, USA.POLE RIGIDITY has a huge impact on the efficiency and comfort of the Operator.  Pole Rigidity ensures the full transfer of the Operator’s effort making you more efficient and accurate when cleaning windows.  WARRIOR’s greater POLE rigidity is achieved by using a higher modulus (stiffer) carbon fiber composite than Reach-iT PRO.A higher pole rigidity also means you can use wider brushes, meaning you can clean more glass with every stroke, often delivering an increase of up to 50% in your efficiency.A higher pole rigidity also means that you can clean ‘impossible’ glass with Reach-iT’s MAX-REACH Gooseneck which gives you up to 7ft horizontal reach.  This facilitates the cleaning of windows set back over entranceways, glass awnings over footpaths in shopping strips, glass roofs on elevated walkways, and those nightmare ‘architecturally beautiful deep-set windows’ that would otherwise require a lift to reach.POLE WEIGHT is another of the considerations when choosing WARRIOR.  At Reach-iT, we solved the ‘pole weight’ consideration by designing the first ‘pull-apart’ and ‘modular extension’ Water Fed Pole that is integral in your WARRIOR design. This means you are using the best ‘weight to height’ ratio at any height windows.  Reach-iT also perfected the first ON-GLASS-RINSE Water Fed Brush (CONSTRUCTOR BRUSH) which means that your pole/brush is leaning on the windows during the full window cleaning process.  The combination of these two designs means you are using the LEAST EFFORT POSSIBLE at all times, regardless of the height of windows you are cleaning.LONG WORKING LIFE is a real ‘return on investment’ from investing more in a Reach-iT Water Fed Pole.  With 8 years experience now, and talking to our long time customers from 2011, we can assure you that your Reach-iT pole can last over 10 years.  Carbon Fiber does not need to fail -  and we ensure it will not by making the clamps on WARRIOR easily replaceable  and by sanding the tube sections smooth so they do not wear down (while others glue their clamps to the pole sections and have a corrugated surface of epoxy resin residue from the ‘cooking process’ that will, in time, wear down and effectively render the clamps ineffective).   The science is simple - whenever there are two moving parts, one must be designed to be sacrificial. Whilst we have many customers with clamps still in use for over 5 years, we design Reach-iT poles with replaceable clamps ($99/set) so the carbon fiber tubes (the real money) can continue on for a full long life of professional use.    CARBON FIBER, before it is ‘cooked’, is a fabric with a texture much like what a backpack is made from. With this in mind, it is easier to understand how vulnerable carbon fiber tubes are to being damaged by hard surfaces, like roads and paths.  To ensure the long life of your Reach-iT Pole, we add 304 Stainless Steel END DEFENDERS to each ‘handle section’ (for example with WARRIOR, its sections 7, 5, 3 and 1), while we see other manufacturers use rubber and aluminum end caps, which will wear down on roads and paths, ultimately reducing the lifespan of the handle sections.

ShockStop (Manufacturer’s description) KEVLAR Insulator Handle:As well as minimizing your risk of electric shock, you can use SHOCKSTOP to extend any Reach-iT Pole by up to 5FT.KEVLAR is an amazing material - it is incredibly light, very rigid, and totally non-conductive.  That's why we chose to use Kevlar to make SHOCKSTOP - this 5ft extension weighs in at less than 1lb!SHOCKSTOP is a 5 FOOT "#8 section", so it will fit all Reach-iT poles ever made.   SHOCKSTOP supersedes POLE-SKIN, offering you the ultimate insulation, and extension. SHOCKSTOP is a #8 section in the REACH-iT range.  All PROFESSIONAL REACH-iT poles are 7 sections  - so SHOCKSTOP is compatible with them all.

Open the top clamp of SHOCKSTOP  Slide SHOCKSTOP over the handle of your Reach-iT Pole to your desired position.  Adjust and close the clamp.

You can use SHOCKSTOP as a handle over the main pole handle, or as an extension handle, overlapping at least 8" at the base of your pole handle.You can store SHOCKSTOP on the pole, or separately, as it suits you.  Using REACH-IT CONNECT, you can use SHOCKSTOP with any Reach-iT pole even after pulling it apart to use less sections (for example, sections 5,4,3,2,1 of a WARRIOR, or PRO, or sections 4,3,2,1 of a MINI or TACTICAL).  You can also CONNECT your SHOCKSTOP to a PLUS ABB extension pole. In particular, we chose to make SHOCKSTOP from KEVLAR instead of fiberglass (also non-conductive) to ensure the principles of lightweight, and rigid are at the core of our design - neither of which are delivered by using fiberglass. 

The Connect Pole (Manufacturer’s description) 

CONNECT is a 7 section 'mini-pole' that enables you to interchange all the parts of your REACH-iT Pole System.

WHICH POLES DOES IT FIT:

CONNECT fits the following Reach-iT Poles: 

TACTICAL - see photo of CONNECT in 3 parts.

WARRIOR - See photo of CONNECT in 4 parts.

HOW TO USE CONNECT:

You can use CONNECT to : 

Connect SHOCKSTOP to section 4 of TACTICAL (it pulls apart at section 4 for a smaller, lighter pole when cleaning lower windows) or section 5, or section 3 of WARRIOR, giving you a more ergonomic handle, protection against electrical shock, as well as up-to 5 FOOT extension.  Connect PLUS A and one or two PLUS B together to make a second water fed pole from your extensions.3 Connect SHOCKSTOP to PLUS A and or one or two PLUS B extensions.

HOW IT WORKS:

All sections of CONNECT pull-apart from the other, so it is universal to both TACTICAL and WARRIOR Poles:

CONNECT with TACTICAL or WARRIOR/MOAP

Pull-apart your CONNECT in the same configuration as you pull-apart your TACTICAL or WARRIOR pole. Fit your CONNECT to replace the parts of TACTICAL or WARRIOR that you don't want to use.

CONNECT with PLUS A and PLUS B EXTENSIONS: When using CONNECT with PLUS A and PLUS B, remember PLUS A and PLUS B  are inverted telescopic poles - the smaller diameter sections are oriented UNDER the bigger 'colored' sections. 

The Window Weapon Brush (Manufacturer’s description) 6 sets of 3 x 'SCRUBS' with different agitation ability from MICROFIBER to STAINLESS STEEL MESHDisclaimer:  Certain glasses will scratch with any abrasive pad - we rely on your knowledge and professionalism to test each glass surface before using a WINDOW WEAPON. It is recommended to only be used on glass, and not on any polymer materials. By purchasing this product, you accept responsibility for your choice of pad, and hereby indemnify the manufacturer & franchisor against any claim for damage to glass surfaces. CONSTRUCTOR BRUSH is the only brush made from scratch specifically to maximize efficiency of Window Cleaners - it's been a long journey with highs and lows, but we never lost sight of the goal, and the faith it was achievable, step by step.MICROFIBER SCRUBS - not bristles - MICROFIBER is great at ‘grabbing’ dirt, and can flush itself with the constant supply of water from HYDRO-BLADE.  It’s also perfect to add a squirt of non-streaking detergents like GG4 for breaking down organic pollutants, and we look forward to your feedback on other chemicals as well.  This is an aggressive, firm microfiber, not a soft and fluffy, or a tight-knit microfiber, designed to maximize your efficiency, and have you cleaning windows FASTER, BETTER, SAFER.  We have maintained the top bristle blade to break the surface tension of the glass, guaranteeing a water squeegee effect, ensuring all HYDROPHOBIC glass behaves HYDROPHILIC on the down stroke, and the bottom bristle blade to pull the dirty water off the glass on the down stroke. MICROFIBER SCRUB is the softest of 6 styles of SCRUBS with WINDOW WEAPON - all your experience from cleaning with traditional, now available in Water Fed, only with a Reach-iT!STAINLESS STEEL MESH SCRUBS - STAINLESS MESH is designed for ‘scraping’ caked on dirt, artillery fungus, bee poop, and other before now, impossible concretions to remove with Water Fed.  This is a maximum aggressive scrub to maximize your efficiency, and have you cleaning windows FASTER, BETTER, SAFER. BLUE STEEL SCRUBS - BLUE STEEL is ‘sharper’ than STAINLESS MESH, with a much tighter knit ‘blade’ effect as the stainless steel is woven through a polyester fabric.  This is an aggressive SCRUB to maximize your efficiency, and have you cleaning windows FASTER, BETTER, SAFER.  All WINDOW WEAPON SCRUBS can be detached and reattached to the double-hook Velcro base plate so you can re-use them and interchange them, rather than making them one-time-use.WHITE NON-SCRATCH SCRUBS - not bristles - WHITE NON-SCRATCH material is a proven agitation tool for traditional window cleaners, and it is an obvious evolution to include it for Water Fed.  This is a medium-aggressive SCRUB to maximize your every-day efficiency, and have you cleaning windows FASTER, BETTER, SAFER.  All WINDOW WEAPON SCRUBS are 12 inches square on the glass to standardize and maximize your pounds-per-square-inch pressure (as proven with the Reach-iT BRONZE Brush) - it is the perfect match of useable surface area, and the efficiency of cleaning as much glass as possible with each stroke. Smaller SCRUBS would allow more pressure, bigger scrubs would reduce the pressure possible from the operator on the glass. BRONZE WOOL SCRUBS - BRONZE WOOL  is a proven agitation tool for traditional and water fed window cleaners, and it is an obvious evolution to include it in WINDOW WEAPON.  This is an aggressive SCRUB - softer than Steel Wool, and not prone to oxidize (rust), meaning it will last longer on the glass, and not lead to staining.  Using BRONZE WOOL on very dirty glass will maximize your agitation efficiency, and have you cleaning windows FASTER, BETTER, SAFER.  ALL CURRENT MODELS OF CONSTRUCTOR ARE DESIGNED FOR HI-FLO TUBE. If you have low pressure, or you use extensive lengths of RHINO-TUBE, or you want to work at extended heights, you may need HI-FLO for successful operation of this brush.

Prisms (Manufacturer’s description) WHAT'S INCLUDED

PRISM GLASSESNECK STRAPCARRYING CASE

Have you ever experienced tension headaches?Do you get a stiff neck from looking up?Do you find yourself standing further away from a building to reduce the angle that you are looking up at?If you answered yes to any of these questions, this is your body saying that 'sustained craning' of the neck is NOT OK.Window Cleaning work related injuries are often AVOIDABLE. We can wear sunscreen to reduce sun damage to our skin. We can use Water-Fed Poles to save our knees, instead of climbing ladders. AND, we can wear PRISMS to avoid injury from an unnatural posture. The opposite of ergonomic is... UNCOMFORTABLE. The trapezius contracts, and with over use, can reduce blood supply to the brain causing tension headaches.If you're not experiencing any discomfort when looking up, it doesn't mean that you're not doing damage. Often times, this type of injury can take a long time to manifest, the same as knee damage from climbing ladders. So, if you're not experiencing pain now... it's just a matter of time. And, PREVENTION IS BETTER THAN CURE!!PRO TIP A lot of people experience a feeling similar to car sickness when they first try wearing prisms. This is completely normal. However, after 1-4 hours of use, your brain will become so accustomed, you won't want to work without them!!WHERE DO PRISMS COME FROM?Prisms were originally created for the rock climbing industry so that climbers didn't have to strain their necks looking up. We brought them to our industry so window cleaners could experience the same benefits. PRISMS alleviate this risk 100% - it's as easy as looking straight ahead, to see straight up!

Scrubs Holster (Manufacturer’s description) SCRUBS are the AGGRESSIVE PADS for WINDOW WEAPON. SCRUBS are available in two sizes :SIZE 12 to suit 12" WINDOW WEAPON, TRAD PAD, and TRAD POLE PAD.

Reload Brush Holster (Manufacturer’s description) EFFICIENCY is all about SAVING TIME!The best way to save time in Water Fed Window Cleaning, is to be using the right brush on the glass - to reduce the number of AGITATION STROKES, and to reduce the number of RINSE STROKES! RELOAD is compatible with:12" ALL-ROUNDER 16" ALL-ROUNDER 12" WINDOW WEAPON 16" WINDOW WEAPONWINDOW WEAPON DEEP FRAME and,DEEP-FRAME ALL-ROUNDER The reality of cleaning windows is that you are more likely to be inefficient with the 'wrong' brush than go back to your vehicle to keep changing out your brushes.RELOAD is designed to carry your 'other brush' right on your belt, and it includes a SCRUB POUCH, so you can also interchange the SCRUBS, without a trip back to your Gig-Rig!From May 1, 2019, all 12" and 16" REACH-IT brushes  have identical PRESSURE - RESISTANCE - FLOW - VELOCITY - SQUIRT settings, so that changing your brush will not require any adjustment to your WATER DELIVERY SYSTEM - they will all behave the same under the same conditions. Includes MEGA-CLIP.

Nose-2-Glass (Manufacturer’s description) Short reach handle for cleaning ground floor windows and balustrades. Perfect for training your staff on how to be efficient with a water fed pole.

Check-IT TDS Meter (Manufacturer’s description) We Recommend: Sealing the battery compartment with electrical tape. 

CHECK-IT : The at-brush ULTRA-PURE RINSE METER for all Water Fed Poles 

CHECK-IT is the world's first at-brush TDS METER for Water Fed Window Cleaners.  Developed to deliver the most important information a Water Fed Window Cleaner needs to know - IS MY WATER SPOT-FREE? 

Learn more about first generation CHECK-iT here https://www.facebook.com/perry.tait/videos/10157346962944278/

USING WITH DI ONLY 

Our initial design for Check-iT was for DI ONLY systems (note : all DI SYSTEMS can fail without notice, resulting in spots on windows, and unavoidable re-working)  

Now, your Operator can take responsibility to check the TDS of his filtered water at any time during every working day, without costing their time, nor changing their normal work practices.  

We recommend your Operators simply squeeze CHECK-IT each time before they raise their pole.  it is simply 'SQUEEZE'n'READ' to get a reading in ppm.

REACH-iT's 'DRIVE-THRU CAR WASH METHOD': Our second design for CHECK-iT is for External Window Cleaners using REACH-iT's ‘Drive-Thru Car wash Method’. The DRIVE-THRU CAR WASH METHOD was developed to solve the high cost of DI RESIN when an Operator is using DI TANKS in HARD WATER AREAS (eg. rural properties with well water). We learnt the magic path by observing that in our local Drive-Thru Car Wash, our car is washed with tap water straight from the spigot, and we pay an extra buck for the ‘Spot-Free Rinse’ at the end.  Well - you can clean windows and frames the same way!  Follow The Reach-iT TECHNIQUE with CONSTRUCTOR BRUSH with HYDRO-BLADE to effect a complete clean of all the windows on the building USING TAP WATER. Now - all the windows are 'clean', except they will have spots on the windows  - but it is ONLY from the minerals in the tap water, as the tap water dried.To remove these spots, simply connect your DI TANKS to your water supply, turn on the water, and wait for the hose and tube to flush the tap water out, and the pure water in, so you can rinse the windows spot free. How do you know if the water at your brush is spot-free?

CHECK-iT! fect a SPOT-FREE RINSE. The DI water will remove the minerals from the tap water, and leave your customers' windows wet, but when this water dries, it will dry spot-free.  This method preserves your DI RESIN by using it ONLY for the critical part of the cleaning job - the spot-free rinse phase! 10 SECONDS PER WINDOW! KNOW WHEN TO UPGRADE TO RO-DI The 3rd design for CHECK-iT is to help you know when to choose to upgrade your system from DI ONLY to RO-DI :  WHEN TO STAY DI ONLY:  If your water from the spigot shows GREEN or ORANGE, you never need to upgrade to RO-DI unless you are running a very high volume of water like a pure water refill station in your shop or running multiple Rigs. WHEN TO UPGRADE TO RO-DI:If the red light is lit (TDS <150ppm), then you MAY consider to upgrade to RO-DI.  Basically, the upgrade will cost you around $2000 (compared to $200 for DI ONLY) for a high quality high-flow RO-DI unit, with replaceable, non-proprietary filters. Bought from a manufacturer with integrity, an RO SYSTEM will save you 90% of your annual DI COSTS.   For example, If you are spending $50 per week on DI RESIN in Los Angeles, California, it's $2000 a year .. and a no brainer to upgrade.  However, if you are spending $30 a week in Buffalo, New York with a 35 week season, your DI RESIN COST is around $1000 a year, and upgrading to RO-DI is worth considering, but not compelling. RO is not the 'Holy Grail' for window cleaners - it needs to be a Business Decision - the performance of RO MEMBRANES changes under many variable conditions, so don't underestimate the convenience of DI ONLY, and The DRIVE-THRU CAR WASH METHOD.If you are thinking of choosing an RO-DI SYSTEM talk to Cameron. WHERE TO POSITION CHECK-iT:We designed CHECK-iT to connect to RHINO-TUBE, or any 5/16" (8mm) tube. We recommend you locate CHECK-iT just under the brush, secure to your pole, however you can connect it where you choose along the tube. SPECIFICATIONS: Battery: CR2450, DC3, 540mA Power Consumption: 2.5 mAOperation Temperature: 0-120º F LED reads ‘parts per million’ Pushfits for 8mm tube, eg. RHINO-TUBE (5/16”).GREEN: 0-10ppmORANGE: 10-150ppm (Resin / Filter Exchange Needed)RED: over 150ppmUSER INSTRUCTIONS:TURN ON :  Squeeze Check-iT where you see the black dot. It will stay on for 5 seconds, or as long as the TDS reading is changing (think DRIVE-THRU CAR WASH METHOD).Here is a technical drawing of the configuration. 

Now that you know what the window cleaning tools do and what they’re for let’s dive into HOW to use these tools in the field. 

Squeegee Technique So how do you actually use the Squeegee or Traditional Method? The technique is quite simple once you learn how to do it. There are many ways of completing the job but we focus on “Straight” pulls. This means we pull the squeegee across the glass in a straight line all the way to the other side. In this industry you will quickly learn there are many other “Faster” ways of doing this. However, for many reasons we choose to teach you straight pulls to get you up and running as fast as possible. 

To see the Squeegee Technique in action go to the Worried Bird Academy training for this section: >>>>>>>>>>>  ⚡️The Squeegee

WFP Technique  How do you actually use the WFP pole system? After learning the Squeegee technique you will LOVE the WFP. It is incredible and will take the load of the job off your shoulders. 

Assuming screens have been removed, documentation is completed & batteries are charged. 

Turn main water valve #1 on. Turn the exterior faucet valve #8 on. This will allow air to escape and water to begin flowing when you connect and turn on the main water line. 

*Make sure all other valves are OFF

Connect the main water line (garden hose) to the water source. Make sure you do NOT connect to a secondary water source like canal water. This will deplete your resins in minutes and will have to be replaced.Turn the main water source on to begin pressurizing the Gig Rig system. Air should begin to escape and water will begin burping out of the exterior faucet for the next 30-60 seconds or so. Let it run until all the air has escaped. Turn off valve #8 to the faucet. Turn valve #7 on to pressurize the DI/RO system. 

*You should hear water going into your filter tanks. It is common for air to also mix into the tanks as small amounts of air get into the lines during depressurization. This will cause burping later on at the brush during cleaning. 

Turn on your pump on the electrical switch panel Turn on the RCD Receiver on the electrical switch panel Select a brush to use (the bigger the better as this will maximize agitation)Constructor Window Weapon Radial Radial Weapon Select a pole Connect - Up to 20’ Warrior - Up to 70’ Connect your blue tubing to the brush. This is “Water Out”.  Locate pivot points if there are any in the property  Grab the RCD LINK FOB and put it around your neck. Press ( . . )  or button #2- to begin with pure water cleaning  Begin agitation. Zone 1 - Corners Zone 2 - Sides Zone 3 - Top & Bottom Zone 4 - Middle 

*Avoid spraying the top ledge with water as much as possible! 

--- How do you know if you’ve scrubbed it well enough?  - Suds will disappear  - Scratchy sounds will go away  - Friction on the glass will dissipate  - It will look clean

Rinse the glass starting from the top and working down - allowing the water to cascade down.Continue down about every 12” going back and forth until every inch of the glass has been rinsed to the bottom. Reach it technique works well too but can easily be done improperly. To see those techniques go to the Window Cleaning Everything Program in WB Academy.

To see the WFP Technique in action go to the Worried Bird Academy training for this section: >>>>>>>>>>>  ⚡️WFP System

Why - The best part about our industry is everybody has their windows cleaned for a different reason! Understanding this reason is how you understand your customer. If you understand your customer you will be able to connect with them and serve them better than any other way! 

Mike Allred has his cabin cleaned 1-2 times per year because he has a company retreat there and wants to make sure his 35 guests have a great experience his team can bond and get better at what they do! 

Lynn Meservey gets hers cleaned because her home sits on the top of a mountain and she’s so proud of her home and how far she’s come in life. 

Walker Edison cleans theirs every 3 weeks because their company culture on which their ultimate business success resides revolves around creativity and producing  luxury, value based furniture. 

The Porsche dealership cleans their showroom every other day because they’re selling $200,000 luxury vehicles that make people feel successful and alive. 

These reasons are IMMENSELY important to our customers and so by default they become immensely important to US! 

Window Cleaning Accessory Services Hard Water Treatment What - This is a common problem in this industry. It’s occurrence varies depending on the location of the job and what materials surround the glass you’re working. Commonly referred to as dissolved solids, hard water is made up from minerals out of the ground or water. 

Calcium and magnesium deposits in water that dried on the glass is the most common reason for this issue. 

There are many other minerals & dissolved solids that can contribute however, because of this, some treatments will work and some will not. 

Some chemicals treat perfectly in one instance and not at all in another. This does not mean you’re doing something wrong. It just means you need to try a different method, or use a combination of methods because there is a combination of dissolved solids on the glass. 

How - TUB & TILE by Meleluca is our “go-to” solution for treating hard water. It is an organic, citric acid that when applied in the proper amounts will melt calcium and magnesium mineral build-up off almost instantly. This is also known internally as Sheer Terror. 

0000 Grade Steel Wool or a blue scotch scrubbing wheel on a drill can facilitate the “Elbow Grease” needed to scrub this off. These can be found near the hard water treatment supplies in your Gig-Rig. 

0000 Grade Steel Wool is a window cleaner’s best friend because it can be used in so many different instances. It can be used Wet or Dry. However, 0000 Grade Steel Wool will rust within 1hr of using it with an acid application and 1 day with just plain water. So be prepared to throw the Wool Pad away when you’re finished if it got wet. Rusted steel wool WILL SCRATCH glass. 0000 Grade Steel Wool WILL NOT SCRATCH GLASS if it is clean and free of rock, cement or debris but be vigilant about this, and throw away steel wool that has turned brown in the slightest. 

Why - Minerals can build up on glass at any location. The reason hard water is such a problem is because after a 6-12 months minerals will begin to chemically BOND to the glass (Called etching). After this has occurred a permanent indentation in the glass surface will be visible and cannot be removed unless polished again by grinding the glass down. This is an extremely costly mistake especially for businesses and commercial buildings. 

Treating the hard water or regular cleanings to the glass will stay the etching. Restoring glass back to its original clarity is an expensive & labor intensive process. A building can easily start at  $20,000+ to restore so it’s in the company’s or home owner’s best interest to maintain their glass regularly. 

Steel wool is flammable. If it touches a battery, or any sort of energy source it will instantly turn red, degrade within seconds and can start a fire. Keep steel wool away from sources like this. 

To see how hard water is treated see the module in Worried Bird Academy  >>>>>>>>>>>  ⚡️Treating Hard Water

Track Cleaning What - So what are Tracks you ask…. Good question. Tracks are the channel inside which the window or door slides back and forth or rests when it’s closed. 

Window tracks are made from vinyl or aluminum most of the time and collect bugs, dirt and moss. 

How - The best way we know to clean window tracks is to: 

Take your track brush and scrub the debris inside the track. The track MUST be DRY to do this so clean the tracks first before cleaning the exterior with the WFP. Vacuum out the debris you broke loose Put a damp rag around the brush and scrub the track again until the remaining debris is wiped up on the rag. Vacuum again if needed. 

Why - Track cleaning makes the window cleaning complete. Neglecting tracks can result in mineral build up accumulating around all the groves and edges making it nearly impossible to remove without a chisel. Track cleaning along with wiping the frames is the finishing touch and will leave the window looking new and fresh. 

To see how to clean tracks see the module in Worried Bird Academy  >>>>>>>>>>>  ⚡️Track Cleaning 

Screen Cleaning What - Screen cleaning removes the dust, dirt & loose fiberglass debris from the screen. 

Some screens may not endure a cleaning as they’re already so fragile. 

Screen corners and tabs are plastic and rot in the UV rays of the sun. About 20% of the time, while removing screens, a corner or tab will break. This IS normal and generally it’s not worth mentioning to the customer as they will expect you to replace it. 

You should consider that any person that removed that screen would have caused the same result. If that’s the case - it’s likely not worth taking responsibility for. However, if you bend the screen, tweak it, or remove it improperly it is likely your fault and you should discuss replacing the screen with the customer. 

If it is NOT your fault, this may be a good time to bring up screen repair as an option to the customer. It’s likely that more than 1 screen is having this same issue and will likely occur again and again until they’re repaired. 

How - 

The screen MUST be removed from the windowTake 1 screen and hold it with one edge facing you Tilt the top down about 45 degrees Using your screen brush scrub the screen while it is dry. Make sure to wear a dust mask as the dust is very fine and is unhealthy to breathe. Scrub both sides until the dust clears (1 screen should take 30-60 seconds) With a damp cloth wipe down the frames If the dust and debris DO NOT clear, apply water to the brush, scrub and then rinse it the screen. Tap the screen on the ground a few times to remove excess water (this will leave hard water spots) and let it dry in the sun. Re-install the screen

Why - Screens are made from fiberglass strands and are coated in a thin layer of black or gray laminate. After months and years in the UV rays of the sun this laminate begins to disintegrate and expose the fiberglass which also wears down. Without cleaning screens, the hazardous fiberglass dust will blow inside of the home or business if windows are open. 

Cleaning the screens will often make the home look newer and leave a fresh clean look from the outside. 

Worried Bird Academy  >>>>>>>>>>>  ⚡️Screen Cleaning 

Screen Sealing or Screen GuardWhat - Screen sealing is the service of applying sealant to the fiberglass screen material in order to add a protective layer on the laminate to prevent UV rays from ruining and breaking down the screen. 

How - 

With a squirt bottle spray the sealant on the fiberglass strands in a broad and wide mistWith a small section of a rag, spread the sealant evenly across the screen until the whole screen is covered on both sidesWipe up any runs or excess around the frames Let it dry in the sun 

Why - Screens are made from fiberglass strands and are coated in a thin layer of black or gray laminate. After months and years in the UV rays of the sun this laminate begins to disintegrate and expose the fiberglass which also wears down. Sealing the screens will make them last LONGER and will turn the black darker and more vibrant making it look new and fresh. Window RestorationWhat - The service of removing hard water & other debris from glass through the use of above average levels of labor & trying more than 2 techniques. 

Generally, when glass has 70% or less visibility passing through it a restoration is required. There is no tool for measuring this and the lines of when to do a restoration and when not to is NEVER clear. It is entirely up to your discretion. Sometimes a window will need a restoration, you’ll treat it and be done in 5 mins. Sometimes it will take 20 mins. 

The cost of a window restoration generally should start at the maximum amount of time it generally takes you to complete one. 

How - 

Apply Sheer Terror liberally to the glass covering all of it. Let it sit for a minimum of 10 mins. Using a semi wet scrubbing pad, scrub one small section of the glass in circular motions until clean, after that area is restored, move to an untreated area. Continue until the entire pane has been covered. If minerals have not successfully been removed repeat the steps 1-3If minerals remain still, clean and squeegee the glass so no acid residue remains Using steel wool dry scrub the glass in circular motions where minerals still exist If that doesn’t work, wet the entire window and using a razor blade scrape small section at a time until the hard water is removed.  (do NOT razor blade glass that is tempered. See the Razor Blade Section) 

Why - Minerals can build up on glass at any location. The reason hard water is such a problem is because after a 6-12 months minerals will begin to chemically BOND to the glass (Called etching). After this has occurred a permanent indentation in the glass surface will be visible and cannot be removed unless polished again by grinding the glass down. This is an extremely costly mistake especially for businesses and commercial buildings. 

Treating the hard water or regular cleanings to the glass will stay the etching. Restoring glass back to its original clarity is an expensive & labor intensive process. A building can easily start at  $20,000+ to restore so it’s in the company’s or home owner’s best interest to maintain their glass regularly. 

Worried Bird Academy  >>>>>>>>>>>  ⚡️Window Restorations 

Glassparency (Glass Coatings) What - Glass under a microscope is extremely porous. There are millions of hills, valleys, and peaks that can not be seen with a human eye. It is in these peaks and valleys that substances get trapped causing contamination, distorted vision while driving and damage to the glass surface.

GlassParency is the professional installer’s choice of glass coatings in today’s market. Unlike many wax-based or topical coatings, GlassParency is chemically engineered to react to silica within the glass pores, creating a bond unmatched by the competition. It’s product attributes go beyond just a water repellency, making it ideal for any silica-based surface, in any climate or environment.

How - https://www.glassparency.com/protective-window-coating-our-product-glassparency/ 

Why - https://www.youtube.com/watch?v=4OsU0G9vvlU&feature=youtu.be

Glassparency coatings keep showers, basement windows, pool enclosures etc. lasting longer and prevents any hard water from drying and bonding to the glass and ultimately protecting the investment companies and home owners make into their facilities. 

Worried Bird Academy  >>>>>>>>>>>  ⚡️Glassparency 

Job 2 - Screen Repair Screen repair is an AWESOME, profitable and fun service to provide. Screen repair is a fantastic up sale but also a great stand alone service. 

This service adds variety into your day and normal work routine and should be pursued constantly. 

Like window cleaning, screen repair is also divided into 2 types. Re-screens and Re-builds. These are both very different and have their innate challenges. 

What  - Rescreening is simply the service of removing the old screen material (but keeping the aluminum frame, corners & springs intact) and replacing with new screen material and pull tabs if necessary. 

Rebuilds are the service of building entirely new screens OR replicating old ones. 

How - See Worried Bird Academy  >>>>>>>>>>>  ⚡️Screen Repair 

Advantages of Rescreening:

Lighting fast turn around, 5-7 mins on average Huge margins Little risk Very convenient for the customer as no service charge is needed (if you’re already there) Pricing flexibility with quantities Requires very little equipment and supplies

Dis-advantages of Rescreening:

Less than 3-5 screens is not worth traveling to a job for 

Advantages of Rebuilding:

Huge Margins Little risk Pricing flexibility with quantities Very convenient for the customer as no service charge is needed (if you’re already there) 

Dis-advantages of Rebuilding:

Less than 3-5 screens is not worth traveling to a job for Requires additional supplies Trash is produced More training and skill is required 

Screen Repair Equipment 

The Skill Saw Description:

Up to 900 cuts per charge with the ONE+ 4 Ah LITHIUM+ BatteryIncludes: 7-1/4 in. Blade, Blade Wrench, Dust Bag, and Work ClampCompatible with all batteries in the RYOBI 18-Volt ONE+ System

Purpose:  

Cut screen frame to the right length 

The Screen Roller  Description:

Ideal for installing aluminum and fiberglass screeningConcave and convex ends to fit the spline securelyErgonomic handle design for a comfortable grip

Purpose:  

Securing screen material in by pushing rubber spline into the frame 

The Razor KnifeDescription:

Folding all purpose razor knife 

Purpose:  

Cutting off excess screen material after the spline is set 

The SplineDescription:

Rubber spline (Varying sizes)15lb spool

Purpose:  

Securing screen material in place 

Screen Frame Description:

Standard frame Varying sizes Aluminum 

Purpose:  

Becomes the frame of the window screen 

Why - Screens let people enjoy the fresh air without the worry of bugs and insects getting into their homes or accessing them directly. It let’s people enjoy their homes, their bedrooms, living rooms, porches and decks. Everyone has a specific reason that's important to them and that reason becomes important to us!

Online Screen Sales 

Standard Operating Procedures 

Coming soonComing soonComing soonComing soonComing soonComing soonComing soonComing soonComing soonComing soon

Job 3 - Rain Gutter Cleaning  Rain Gutter Cleaning is a very simple but IMPORTANT service that our customers love. Rain Gutters provide safety and security by directing the rain water spilling down the roof out and away from the house. This vast amount of water can often be channeled by the natural grooves of the roof and if not properly directed away from the house can cause flooding and damage to basements and other areas of the house.  

What  - It is simply the removal of debris in the gutter and the unclogging of downspouts for perfect, clear flow out of the end of the downspout.

There are really 2 ways of 

How - The Traditional Squeegee MethodThis method consists of 4 parts. The Squeegee, the Mop or Applicator, bucket and a Rag. Glass is cleaned by agitating the mop around the glass, removing debris, and then the water is scraped off with a squeegee. After which all edges of the glass are wiped down with a dry rag. 

Advantages:

Short set up time Very fast for small jobs Efficient if done properly High profit margin 

Dis-advantages:

Heavy ladder use = costlier insurance Difficult to do in temps above 90* or in direct sunlightTechnical & requires a lot of practice Limited reach capability

Job 4 - Power Washing  Power washing is the name of the category that also covers, house washing, surface cleaning & soft washing. Power washing is a fantastic upsale. Surface cleaning is done by using an attachment at the end of the power washer. House washing is done by using the wand at the end of the power washer and is often coupled by light scrubbing agitation with your T-bar. 

The #1 rule when using the powerwasher is - “DO NOT GET TOO CLOSE”. The power washer will destroy siding, decks, paint & basically any other material it gets too close to. 

The varying colors of tips included with your power washer should be used only when you’re totally confident in their abilities to remove debris WITHOUT damaging the surface that the debris is stuck to. It is ALWAYS wise to select a tip which is not strong enough than to choose one that is too powerful. 

The smaller the opening of the tip, the more power that tip will exert. By forcing the same amount of water volume through a smaller and smaller hole you are creating a lot of pressure release when water escapes out the opening. A red tip for example is the smallest opening. The water will shoot the farthest and can cut through wood and even some cement. It will blow the flesh right off your hand or fingers so NEVER put your hand or foot any other part of your body in front of a power washer wand! 

The stronger the tip the further away you must start when power washing a surface. Start from a long way back and slowly get closer while observing how the water is behaving on the surface you’re washing. If debris is not coming off and you’re getting uncomfortable with the distance your wand is from the surface, stop and scrub the debris with a rag, T-bar (for window cleaning) or a scratch free abrasive. If neither of those work or are not suited for the situation, move on. DO NOT MOVE closer just to remove that one piece of debris by force. You will damage the surface. 

Order of operations is important with power washing. 

Pretreat the surface to be cleaned Hook up to a water source Establish your working area with orange conesTurn off all other valves Open faucet to pressurize system without air in the lines After air is purged out turn faucet off Make sure the rear door is open and bungeed open to prevent wind from closing onto power washer exhaust. (this will melt your door tiles and cause a fire)Pull out the needed amount of hose & connect your attachments including tips.Turn main water valve on to the power washer. (Do not start without water flowing)Start power washer Begin

What  - Power washing with a wand. How - Using the wand & selecting a tip suited for the situation. Advantages:

Simple Easy Versatile 

Dis-advantages:

Not ideal for up close ground surface cleaning Not ideal for above 25ft 

What  - Power washing with a surface cleanerHow - Using the surface cleaning rig. Move slowly. Wear waterproof shoes. Walk slowly and cover each area twice. The power washer PSI is usually not strong enough to damage cement. It COULD damage wood or other deck products. So test a small area and make sure it does not before starting. 

Going too fast will cause swirling in the strokes of your spindle. Once finding a speed that works, move consistent and in a predetermined pattern so as not to cross wash if not necessary. Cross washing can cause hatch patterns that are difficult to remove. 

Going too slow can cause TOO clean of a surface. If you underbid the job, going too slow will cause a clean streak, which will almost force you to continue at that same speed throughout the whole project in order to keep a consistent clean. Be aware of how much time it takes to walk from one side to the other, then measure how many strokes will be needed. If you multiply these both together and divide by 60 minutes it will tell you how many hours to charge the customer for. 

Advantages:

Simple EasyCovers a huge area quicklyConsistent results are easy to obtain 

Dis-advantages:

Must clean your surface cleaner Used on the ground only Jets must be cleaned Must oil the spindle 

What  - House Washing How - Using the wand & selecting a tip suited for the situation.  This may also include light scrubbing on the surface with a rag, brush or T-bar.

Siding is porous and often does not come clean with power washing only. Light scrubbing will break debris loose and power washing it afterward will make for a much cleaner surface. 

Power wash to remove major debris Scrub house like you would a car Power wash again to remove the fine debris

Advantages:

Simple Easy Like a car wash but for your house Makes a house look new again 

Dis-advantages:

Some surfaces are not scrubbable - like brick, stucco or stone. Labor intensive 

Job 5 - Holiday LightingHoliday Lighting provides the majority of revenue generated at the end of the year. It’s a MAJOR player and needs to be done correctly to be profitable. 

What  - Hanging of christmas lights before Christmas and the removal/take down after January 1st. Including the storage of the lights during the year.

How - Hanging lights on the gutter, at the joint where the soffit and fascia meet. Hanging lights with a clip underneath a shingle or with a clip connecting to something else. 

All cords are tucked and no extra lights are dangling or out of place. All lights are working at the time of installation and for 2 days after. Warranties will apply for 48 hrs. Expect to return to 2-3 houses each season for warranty issues.

See Holiday Lighting Installation technique and HOW in Worried Bird Academy. 

Why - People can enjoy illumination and the magic of xmas without the hassle of getting up on a ladder, risking life and limb due to lack of training or proper equipment. 

The Customer JourneyWe’re on a mission to deliver an Extraordinary customer experience and change the ordinary task of house detailing to extraordinary. To do that, we have software solutions to help us make sure the experience is consistent across every job we do. New accounts, contacts and deals start in Pipedrive.

There are frequently made complaints by customers in our industry. We make every effort to not only make sure these don’t happen but to go above and beyond in the opposite direction. 

They were late arrivingThey didn’t respondThey were late to respond to my call/text/emailThey didn’t communicate expectationsThey changed the price on us last minuteThey didn’t do a good job They wore their shoes insideThey left a messThey left the gate openThe workers had BO

They took too long

These complaints have become opportunities to shine and impress our customers in even greater ways. Pay attention to the complaints you recieve and ask the 5 whys. When you do this a SYSTEMIC problem will become apparent. By getting a complaint the customer is essentially telling you where a problem exists and what to do about it. 

To do: Call or discuss with the customer what happened. Agree with them and find a solution that they will be satisfied with.

The customer’s journey & our backend systems have been designed to limit these complaints but also go above and beyond in the opposite direction. 

For example when a customer says “they changed the price last minute” clearly tells us that they want pricing beforehand and DO NOT want unexpected changes to occur without telling them. 

From the very beginning of the customer journey we are avoiding these pitfalls before the customer buys anything they are a “Prospect”. The following systems are in place to guide the customer along a journey that will be memorable and extraordinary. 

 *PipedrivePipedrive is prospect management software. It is a fantastic CRM that can be used for various applications. Depending on the level of your engagement as a Franchise Partner, Pipedrive will be an integral tool to track NON customer related activity. Pipedrive should be used daily and relied upon for all prospect related matters. Track prospects at every level of the pipeline and understand their engagement with you. (Please see Pipedrive Training in Worried Bird Academy for more info on how to use Pipedrive). ⚡️Worried Bird Academy - Pipedrive As technology changes we may replace Pipedrive with something else. So know that when we talk about Pipedrive we’re talking about a prospecting CRM that does the pre-sales work for you, regardless of which platform that is at the time. Pipedrive is designed to prompt you when you need to take action on your prospects within your sales funnel. It is designed according to our company sale’s philosophy and what has worked over the last 7 years, and if used properly will assist in all of your sales efforts. Actions you take in the system “trigger” automations to occur such as emails & text messages to send. These are prewritten and can be used in most cases. Obviously we cannot know every conversation you’re going to have but the vast majority are there and will speed up the process. Pipedrive will prevent potential customers from being forgotten if they’re properly added into a pipeline.In this snap shot you will see one is tinted red. This means the “Deal” has not had activity on it. The 44d means how many days overdue it is. The Yellow “!” mark is prompting you to take the NBA or Next Best Action. You do NOT want deals in the red. Take action immediately if the deal turns red or when the Yellow “!” appears. 

Pipelines Pipelines are simply different categories in which prospects are segmented depending on where they are within the sales process. Lead/Active Deal Pipeline - Contacts or new leads from the website are routed to your Lead Pipeline. Ownership of the contact or Lead will be assigned by the Sales Center or Dispatch and will appear here. Check this daily! You’ll receive an email when a new lead is assigned to you. 

Prospects you’re actively working to schedule an appointment should be placed into this pipeline. This would include neighbor walk ups or anyone who has asked for pricing.Qualifying Pipeline - Contacts should be routed to Qualifying if you’re in conversations with them. Often this looks like “call me back next month”. Drag the contact into Qualifying and let the system remind you what tasks should be completed for this contact. This Pipeline is highly manual so automations are limited on purpose. The system will remind you to take some sort of action on the contact regularly.

These are people that you’re manually working, but that haven’t asked for pricing yet. Too warm for automation & too cool for an appointment.Proactive Pipeline - Your Proactive Pipeline is for accounts that you WANT to sell to. This is mostly designed for commercial prospects. This has automations intermingled with it, so several emails, text messages are pre-written for you. (FYI these automations can change any time without notice along with the wording).

Proactive is people you have not spoken to yet but are people you want to talk with. This is where a majority of your prospecting pipeline lives. Once you speak to the right person, drop them into qualifying so that automations will stop & custom task reminders can begin.Engagement Pipeline - Your Engagement Pipeline is for accounts that you want to nurture but that you’re not proactively targeting. This is GREAT for slowly warming somebody up to call them later down the road. It is mostly automated and will run in the background for a certain amount of time. You will need to drag the prospect to the next stage in the pipeline for the automation to trigger. Prospects that say “I’m not interested at this time”, “we already have somebody”, “we’re in a contract”, “we have a provider” , the engagement pipeline will help you follow up and keep you on their radar without having to think about or execute it yourself. Engagement is for the people you’re NOT talking to or actively pursuing. It’s a nurturing pipeline to keep us on the radar. HMR Follow Up Pipeline - The Home Maintenance Review completed at the end of each job is uploaded to the job profile in Jobber. This Pipeline will help you follow up on the details learned during that job and will help you raise the ticket price of that customer going forward. Deals - These are created when activity on a prospect or customer needs to be tracked. There is no way of tracking a prospect’s progress in your sales funnel without a deal. 

Deals are made up of 3 things. A bidding opportunity, an agreement & a visit.

If it does not have at least 1 of these 3 things it is probably NOT a deal. It is probably a contact. Stage - This is where the prospect currently resides at any given time throughout the sales process. Stages make up the sales funnel and are in each pipeline. They will give you an estimated dollar amount minus an average closed lost ratio. The $ amount is how much money you will LIKELY make if  the deals are WON at your current win rate.

Simply select which Pipeline you want to work or view. For example - 

When you are ready to execute the prospect to the next stage simply drag them there. Dragging them into a new stage is the TRIGGER for automations to occur so ONLY do this when a prospect is ready to move on. 

Pipedrive Email Templates (Write emails in 5 seconds) Email communication is a major part of your process. Because of this many emails are pre-written for you. Obviously not every conversation can be predicted but, these templates will help you with one off emails. When you compose a new email simply: 

select “Templates”. Select the template you want. Insert the customer’s name or make a few minor adjustments as needed Send! 

For more thorough training on Pipedrive watch  the training videos in Worried Bird Academy. 

Here is a look at the customer’s journey through the sales process,  the service process and finally into nurturing.*JobberIs our main CRM (Customer Relationship Management)  used for tracking all current customers & field operations. It houses your entire customer database. Includes notes from every job. Selfie Videos completed from every job and critical company data like invoices, statements, payment and deposit history etc. Dispatch uses this software to schedule appointments. Our OBE (Online Booking Engine) is integrated with this. ⚡️ Jobber 

This is a snapshot example of what your main dashboard will look like when logged in. The most important information about your business is displayed here. 

This dashboard and other Jobber features will work in your favor if you input information correctly. False information will lead to inaccurate reporting which will lead to making improper decisions for your business. 

The 7 Step Service Process Step 1: Creating a Customer📸 Points to remember - 

Select whether or not the customer wishes to receive text messages Do not skip any fields in the client or property details Decide what types of notifications you want the prospect to receive 

Step 2: Creating a Quote (part 1)

📸 Points to remember - 

Text a quote if possible with the customer in front of youDo not skip any fieldsQuantities determine cost but unit price can be altered if needed

Step 3: Creating a Quote (part 2)

TEXT the prospect for the fastest response. Many quotes will be done on site. If possible do it with the prospect in front of them, text it to them, review any necessary changes and then get approval. This is the surest way of getting approved.

After sending the quote to the customer via text or email this is what they will see. 

The review and approval process is smooth and streamlined. The customer can either request changes to the quote or approve the quote. This is a vital step and the prospect will sometimes try to ignore it. Simply request they approve and sign before you’re able to move forward. 

Step 4: Convert to a JobAfter the quote is approved, convert the quote into a job. This is where scheduling takes place and where you will dispatch the person responsible for performing the job. Any notes, pictures, or documentation can be included here as well where it will show up on the phone or tablet of the one assigned to it.  Recurring jobs can easily be scheduled for multiple visits all at once. Jobs are color coded by technician / Jobber user

📸 Points to remember - 

Do not create a job separate from a quote. Convert a quote into a job. Appointment reminders will be sent to your customer based on the scheduling you select. Jobs will auto dispatch and show up on the phone or tablet of the ones assigned to it

Step 5: Invoice the JobAfter the job is done mark the job “Complete”. You’ll be prompted to Invoice the job. The invoice should be edited and updated according to what was ACTUALLY done at the job. Preferably while you’re there. Often quantities need to be adjusted or line items added or subtracted because of what was up-sold etc. Simply click on the “EDIT” button to make any changes. 📸 Points to remember - 

The customer will receive a text or email (depending on the method the original  quote was sent) with a link to pay online through Client Hub. Jobber accepts all major credit cards. Once sent to the customer - Invoices should NEVER be changed without being requested to do so by the customer.The technician can run the transaction via the Rig Tablet onsite 

The customer’s view of the payment page Live details are displayed on the customer account profile. As seen here. This will update immediately upon any new activity on the account. 

Step 6: Collect Payment📸 Points to remember - 

Select “Keep this card on File” if you believe the customer will use you again. It is stored by a 3rd party (Stripe) and kept safe with 256 bit encryption which will make the customer’s buying experience even easier the next time Charges can easily be refunded if neededThese boxes on the right side of the page indicate the progress during the service process. 

See that the Job is now Archived, payment is recorded, the job is marked as completed and who marked it complete.

A receipt of the job is located under “Last client communication” 

Step 7: Follow Up Just as important as collecting payment, follow up will lead to more jobs with that customer along with referrals. There are many ways to do this, many of which can be automated. 

Text that customer a thank you Send them a postcard, gift card or note (SendJim)Call them and thank them personally Via NiceJob text them a thank you and ask for a review 

A follow up call simply goes like this “Hey just wanted to call and thank you for your business. We really appreciated the chance to serve you. Please let us know we can help you in any other way.”  Always always always find the HMR located in the customer profile notes and schedule follow up tasks for the services that remain to be worked. 

Equipment This section gives an overview of your equipment, its purposes and why it’s important to you. Training on HOW to use the equipment will not be covered here but can be found in    ⚡️ Worried Bird Academy. Understanding your equipment is vitally important to your success. Like buying a smartphone is great only if you know how to use it to its capacity. Otherwise it’s a total waste of money and potential. Let’s dive in and get into the details about why your system is the fastest, safest and most advantageous platform anywhere. The Gig-Rig (A place for everything and everything in its place)

High Level Overview & ConfigurationWhat do we mean when we say Gig-Rig? The Gig-Rig is made up of a framework, plumbing systems, electrical systems and is configured to deliver optimal efficiency according to the 5 main jobs & the priority we apply to them. This system is constructed in our warehouse. Many components that are prone to wear and tear are procured from Home Depot or Lowes. This is deliberate because in the event of repairs that will need to happen, replacements can easily be found and installed locally. After 7 years of testing hundreds of different products we have identified exactly what works best and have built our systems around the tools we use everyday rather than the reverse. Every item has a designated space, a place it belongs. There is very little extra space anywhere inside to misplace something. This is deliberate! After using cargo vans for 7 years we’ve learned, employees will trash your gear and will stop caring about your investments! Hoses, poles, squeegees and everything will eventually get ruined. This is inevitable. No matter how you incentivize to the contrary, it will happen. This leads to a menagerie of hoses, cones, buckets, rags and everything else at every job and eventually longer job times, poor morale, frustrated employees, upset customers & LOST REVENUE. Like a deadly virus infecting everything around it, this disease had to be cured. Its origins of whether its laziness, complacency or lack of leadership could be debated all day, the fact is this problem can be solved by simple and EASY ways of cleaning up the mess of each job with little space to NOT put things away where they belong.The Gig-Rig uses up 95% of the 5x8 enclosed LoadRunner aluminum trailer by TrailersPlus.

The trailer features the heaviest duty hinges, studs, flooring, axels, leaf springs and more. (See Trailer Owner’s Manual)TrailersPlus offers free inspections for the first 2 years of ownership. This trailer was selected due to it’s heavy duty construction and because TrailersPlus is a nationwide chain that can be found in nearly every state providing convenience to Franchise Partners needing help or service. Simply search TrailersPlus and get help, service and answers for your Gig-Rig. Changes to the configuration are likely to happen as more and more Rigs are built and designs continue to be refined.

Rigs are designed for teams of 1-2 people maximum.

Changes to your Gig-RigStructural changes to the Gig-Rig are not allowed without written permission. Gig-Rig Maintenance & Repairs Your Gig-Rig is built with care and extreme attention to detail. We put a lot of effort into building something that will last that will minimize any downtime if any. However, repairs are inevitable just as with anything else that is used. Most “At risk” areas are designed to be able to be accessed if necessary. The framework is made of wood. As water is being sent in nearly every area of the Rig it’s imperative any water leaks are cleaned up and fixed immediately. To minimize impact of leaks most of the framework, floor and walls are coated in waterproofing polyurethane. Joints are sealed off with caulking to prevent water from seeping into other areas. On top of the waterproofing in many areas are Herculiner, FlexSeal or rubber; which are applied for wear resistance and an additional layer of waterproofing. The rubber is held down by a medium duty adhesive. These rubber tiles WILL pull up if properly leveraged. This is done on purpose to give you the option to replace a tile or section without tearing up the entire thing but be careful not to accidentally tear one up. For diagnostics of Gig-Rig problems see Equipment Troubleshooting (below) 

Electrical System The electrical system runs from 2, 6V Deep Cycle Batteries wired in series. The batteries are directly connected to a WFCO WF-9835 Series Deck Mount Converter Charger - 35 Amp. This converter/charger is programmed to release the correct voltage needed to meet the demands of the Gig-Rig at any time up to 35 amps. If the batteries need charging it will also charge batteries at the same time. Plug the converter/charger into a regular 110v-120v outlet plug to supplement power and charge the batteries. The positioning of the on/off switch is irrelevant; batteries will charge in any position. The main red on/off switch will toggle between Rig power, vehicle power or both. This is configured this way to prevent current draw from your vehicle but allow for your vehicle to charge/ maintain your Gig-Rig batteries. This is obviously ideal only when driving between jobs. It is NOT recommended that vehicle power be used for Gig-Rig purposes hence the RED warning light which turns on when toggled in this position. A simple charging wire in your vehicle must be installed for this to happen. Your vehicle WILL NOT automatically charge your batteries without this wire. Vehicle power CAN be used in an emergency scenario for very light purposes such as turning on lights inside the Gig-Rig but NOT for more than 1 use and is NOT recommended. All Lights inside the Rig are LED and consume very little power; less than 1V combined. The voltage meter on the main switch panel will indicate the available voltage. When the batteries are fully charged the indicator will sometimes show 13-14v. This is NOT a problem. If volts drop below 9 it’s time to plug your charger in. 

Electrical Schematic

The Rapid Chemical Delivery System (RCD) This incredible system is proprietary & was engineered in house. The RCD system enables operators to cut standard job time by as much as 40%, decrease labor intensity and subsequently increase the avg ticket price.  Details of this feature of your Gig-Rig should NOT be made known to anyone outside of our network of Franchise Partners. It is located behind a separate locked compartment door on purpose so bystanders & onlookers cannot have access to it. This is a huge competitive advantage to you because, with it, you will be able to accomplish 30%-40% more in any given time period. It will also preserve the life of your main pump and conserve the usage of DI water. Product water (or DI/RO water) is expensive. There is no reason to scrub exceptionally dirty surfaces with it. The RCD will allow you to use product only when you want to use it. The Gig-Rig is designed to offer LOW overhead costs and the RCD system keeps your supplies costs LOWER. Through a chemical injection process, product is combined with water, and directed out to the end of the brush. For example) soap/acid is mixed into the water and delivered at the application or at the push of a button that can be changed to RainGuard, or Pure Water. Here is a technical drawing of the configuration. Chemical ratios can be adjusted with the red thumb screw on one of the injection tanks. This injection tank is intended for Rain Guard only. Injection ratios cannot be adjusted on the other tank intended for the citric acid. 

The Plumbing System The plumbing system is built with ½” pex cold water tubing. As many of the systems require standard garden hose connections, ½” pex to garden hose fittings are quite frequent. Any repairs needed to this system should be consulted with Squeegee Hub corporate.Valves are numbered from top left to bottom right

Valve LayoutValve 1 - Main Water On / OffValve 6 - Tank Fill with DI waterValve 2 - Storage Tank InValve 7 - Storage Tank OutValve 3 - Softwash / Interior FaucetValve 8 - EnviroxValve 4 - Di/RO SystemValve 9  - Exterior FaucetValve 5 - RCDValve 10 - Winterization (Optional)

Gig-Rig Tools ItemJob / PurposeReplacement CostApple Ipad Communications$700Reach it: Warrior Pole (100% Carbon Fiber)Window Cleaning$1,800Shockstop: Insulative handleWindow Cleaning$249Connect: Connect your extensions Window Cleaning300GRIP: Ergonomic Groundwork HandlesWindow Cleaning

Check-IT: TDS Meter Window Cleaning$4575ft Rhino Hi-Flo TubeWindow Cleaning300PRISMS: Ergonomic Safety GlassesWindow Cleaning$40EG Cleaning Brush: For Pole Maintenance Window Cleaning

Kink: Simple Water ControlWindow Cleaning

Hose ConnectorsWindow Cleaning

12” Radial Brush Window Cleaning$28916” Radial BrushWindow Cleaning$30016” Constructor All-Round Brush (Euro)Window Cleaning$24912” Window WeaponWindow Cleaning$300Scrubs HolsterWindow Cleaning$45Scrubs: 9 Different Textures Window Cleaning

Reload HolsterWindow Cleaning$89Max Reach + HDG Pack Window Cleaning

Brush Storage MountsWindow Cleaning

Hose & Tube ConnectorsWindow Cleaning

RHINO HI-FLO TUBE PACK - 150FTWindow Cleaning$450Garden Hose - 150ftAll$1001 Gallon Envirox Cleaning Solution Window Cleaning$84100’ Orange Extension CordGig Rig Power Supply$256v Deep Cycle Battery X2Gig Rig Power Supply$50020” Surface CleanerPower Washing$5005.5 GPM 2500 psi  Honda Power Washer Power Washing $3,000300’ ⅜” Hose Power Washing $60028” WandPower Washing $200FittingsPower Washing $120Chemical Hoses Power Washing $100300’ Hose ReelPower Washing $350Rubber Mallet

Screen Repair$5Ryobi Cordless Drill & ChargerHard Water Treatment$70Lufkin Measuring WheelRain Gutters & Xmas Lights$40Ryobi Skill Saw 7.25” Screen Repair$150Squirt Bottle X2Window Cleaning$6/ea4’ Step Ladder All$7523’ Articulating Ladder All$375Sidewalk Sign Marketing $3006” Razor Blade and HolsterWindow Cleaning $45Husky Tool Organizer X2 All$12/eaUnger 6 Gal BucketWindow Cleaning $300000 Grade Steel Wool x3Window Cleaning$4/eaShopVac Track Vacuum Track Cleaning$52Unger Hip Bucket Window Cleaning$35Unger 18” 0* Squeegee & Handle Window Cleaning$50Ettore Porcupine 16” Sleeve & Handle Window Cleaning $50Scrubbing Pad Drill Bit & PadsWindow Cleaning $20HDX Fine All Purpose brush  Screen Cleaning$10Screen Table Screen Repair $500

Equipment Troubleshooting GuideViewing the QR Codes associated with your equipment is likely to be the best place to get troubleshooting help. Call your Gig Guide 

Standard PracticesWe’re on a mission to deliver the most memorable customer experience on the planet and change the ordinary task of house detailing to extraordinary. To do that, we have standard practices that we execute at every single job and with each customer. These truly set us apart from our competition and will lead to greater and greater revenue potential. 

GIVE GIVE GIVE

What we will cover in this section - The customer is the hero of the story

Positioning yourself as the guide not the HEROHow are we a Guide in our customer’s story?What does the customer want? What is standing in our customer’s way? Who/what is the villain? Common complaints about contractorsThings we’ve learned our customer’s hateHow do we help them overcome the Villain and get there? 

Establishing expectations GIVE GIVE GIVE CardoneU (Advanced customer service lessons)

Service Excellence Checklist 

Before the Job

Review your goalsDefine your target Text customer your ETA

At the job 

Establish expectations Cost Time required Special needs, etc. HMR & Walk Through at the endSigned Work Order Execute service according to set TargetsFill out HMRCustomer Walk Through or Video Walk through texted to customer - Discuss the HMR Mark the job complete Invoice customer & collect payment (always send a receipt)Job pictures / video uploaded into Client Notes in JobberRepeat 

The Selfie VideoWhen the customer is not at home a walk through is difficult to do, for obvious reasons. However, making a short selfie video doing the walk through and texting it to the customer is an ENORMOUS differentiator between us and your competition. 

We have received overwhelming positive feedback from doing these. 

Simply take out your phone, smile and start recording. 

Summarize the job, walk around with them. Show them what you did. Point out things they should know about, thank them for their business. Assure them you’re here for them if they need you and text it to them. 

Without this selfie video by leaving the job the customer does not have closure on the job. It will make all the difference between you and everyone else they’ve used. 

They will remember the video you texted to them. 

Upload this video as your walkthrough in jobber. So it can be referenced at a later time. It is helpful to have these videos when you go back to the job. 

Towing and Backing 

Correctly and competently hooking up, securing, towing and backing your Gig-Rig is obviously a vital part to safely operating your business.  This section will teach you how to hook up your Gig-Rig, disconnect, store and back up like a pro.

Attaching your Gig-Rig ⚡️ Add Link to WB Academy Video 

Backing your Gig-Rig ⚡️ How to back your Rig like a pro

Detaching your Gig-Rig ⚡️ Add Link to WB Academy Video 

Weather What to do when it rains? Snows? When do I cancel an appointment and when do I keep it? 

These are all really great questions. Weather is a tricky beast to deal with and you need to remember - It is NOT a perfect science. The weather predicting organizations are fairly accurate but they will make mistakes and occasionally you WILL make the wrong call. That’s okay! 

Here are some good tips to remember. 

The 40% rule. 

If there is a 40% or greater DAILY AVERAGE it is likely (60/40) that you will have an issue (a customer call back or complaint). Customers do not want to pay money just to have it disregarded by a pushy technician wanting to get the job done. This will rebound and have a negative affect 

Most storms will not UNDO 6 months of storms. 

It is common for customers to be concerned about impending bad weather. However, logic tells us most storms will not deliver the amount of dust, debris or spotting as the many storms since the last cleaning they received. 

Better safe than sorry. 

You are trying to build a recurring customer base. Customers need to know you have their best interest in mind & NOT yours. The best way to do this is to simply give them the option to reschedule if they need to. However, this does come with a caveat; let them feel like they’re in control but take the appropriate action. YOU are the one watching the weather. Nudging the customer in the direction you need them to go is okay. PUSHING them in the direction you WANT them to go is not. There’s a fine difference. The customer is smart and will know if you are trying to do something that serves you and not them. 

Pillar 3 -Business Development(What are the routine activities I must do to correctly run my business?)Business Development is the critical part of working ON your business rather than IN your business. We will cover the following topics in this section. 

Funnel Metrics Pipeline ForecastingInternal Activities KPI’s Maintenance HiringTrainingAlways LearningGrowth

Relevant Vernacular: KPI = Key Performance Indicator Pipeline = A visual representation of where prospects are in your sales process. Sales pipelines give estimates of how much business your salespeople expect to close in a given week, month, or year. In turn, you can use a pipeline to estimate how much revenue is coming into your business, and when.Funnel = A sales funnel is a marketing concept that maps out the journey a customer goes through when making any kind of purchase. The model uses a funnel as an analogy because a large number of potential customers may begin at the top-end of the sales process, but only a fraction of these people actually end up making a purchase.

Business Development Manager Qualification Criteria for an in house sales expert. 

Business Development Managers will be hired as an internal sales team who act as a supplemental sales force to solicit new b2b prospects in your franchised territory or surrounding territory.

They will be hired exclusively for those franchised locations that qualify.

BDM’s are paid commissions based on sales made. (see fees)

They rely heavily on YOUR ability to deliver what they have promised the customer. 

We attempted to hire BDM’s and begin building this internal sales team but due to owners’ inability to properly execute the new workflows, a new criteria has been developed to ensure wasted resources no longer occur until you are fully ready. This criteria is meant to ensure your viability in serving larger commercial clients and that not too much of a financial burden is placed on you while servicing them.

BDM Call FrameworkBDM HandbookBDM Compensation PlanBDM Training BDM OrientationSync up Agenda

When you meet the following criteria (see below), please send an email to [email protected] & we will begin the steps to hiring/assigning you a BDM.

Accountability: Scorecard KPI’s (for both the Franchised location and the BDM). If a franchised location does not take steps to improve or make effort to improve a given KPI on the scorecard the BDM may be reassigned to another territory and the franchised location will lose their internal sales person until corrective action has taken place and a pattern of action is re-established.  A pattern re-established being; action taken for 2 consecutive months in a row.

BDM Qualification CriteriaCapabilityReputationFinancial ViabilityExperienceInsuranceAt least 1 full time technician position. 1 full time or 2 part time to fulfill a full time role.

*Part time means 25 hours per week minimum. Owner does not count.Google business listing created with 10 or more 5 star reviews.

$100,000 minimum gross revenue in a trailing 12 month period. Safely execute 3-4 story buildings on time with a satisfactory experience from the customer.Proper worker’s compensation insuranceComplete the Commercial Certification courseAverage google business rating of  4.4 or higher.A/R must not be in excess of $10,000Proof of completion of 10 commercial properties 2 stories or higher & whose average ticket is $1,500 or more.Ability to offer a Waiver of subrogation if needed 

*this is rareActively offering all 5 of the services Worried Bird is known for.

Window CleaningHoliday LightingWindow ScreensPressure Washing

Rain Gutter Cleaning25 Google ratings in total (minimum)No outstanding Franchise Fees or late payments At least 60% of annual revenue must be generated from cashflowing sources (a/r in less than 7 days). Ability to offer umbrella insurance if neededOffer 2 story (25ft) interior window cleaning minimum

Able to add a minimum of 150k in new business in a 12 month period.Must have received your trailer and been in business for at least  6 months. Send a w9, insurance dec pages, certs, address & information to [email protected] as a single pdf vendor kitAppear to a job site needing a quote no later than the 2nd business day of initial request from the potential  customer

Access to funding  to scale to a 2nd trailer rig when necessary

 Provide 10 names of businesses per week for the BDM to contact in your area. Jobs should be around $1,500 or more. *Use your best judgment -- you do NOT need to bid a building before sending it. Sent to the Sales Center channel on slack or email.

Attend a weekly 1 on 1 with your BDM

Proof of effort to hire additional help as needed.

Metrics When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates.

Each Franchise Partner has access to a dashboard, via CYFE, with metrics specifically reported for their business. The most important information you need to know is found here. Check your dashboard often. Your dashboard’s link is unique. If you need it again, send in an email request. The relationship between all of those metrics will tell you how your business is operating, what is working and what you need to change. 

Making decisions based on GUT or INSTINCT will not work over the long run. You must be strategic and informed about your business. 

To be able to report accurate numbers on which to make decisions, a weekly report will be required. That will simply consist of basic weekly metrics about activity, revenue and sales operations. 

Weekly data is input into a google spreadsheet. After which, formulas and other information will be available to read and interpret. 

Intro to Funnel Metrics What are the key elements to my Sales Pipeline? Funnel metrics make up the core activities of sales success. At the top - Activity - makes up the majority of what will happen to get DEALS open. Activity consists of what’s measurable i.e. phone calls, emails sent or personal visits made. The purpose here is to understand that if I want X I must do Y so many number of times. In other words (as an example) - If I make 100 phone calls (activity) I will open 10 Deals, of those 10, l’ll create 5 quotes, of those 5 I’ll schedule 3 of them and of those 3 I will win 1 of them. Thus 100 calls equals 1 closed won deal (not an actual statistic)

Understanding Your PipelineEach stage of your pipeline or funnel has a real life application to why that number exists. Understanding the relationship between stages is VITALLY important! This will make you successful faster and easier than anything else! How does Deals Won relate to Jobs Scheduled? Simple, you completed the job and the customer didn’t cancel on you. If your Deals Won rate is lower than 97% of Jobs Scheduled it means you’re not scheduling the customers fast enough or they’re not confident in your abilities to perform and are consequently uneasy about you coming and therefore cancel entirely. How does Jobs Scheduled relate to Quotes Created? This is probably the most important step of all! It means you CLOSED the deal. The person said “YES” let’s do it. They approved the quote you sent them. This step is massive and underlying reasons for its number are VASTLY underlooked. Are you quoting a lot of people but not scheduling very many jobs? That’s a sign that you need more training closing deals or your messaging needs to change a little. A 70% close rate is a decent base to start from if you’re measuring this number of quantities of deals closed.  However, if measured off your revenue goal, 70% might be too high because you’re more interested in the size of deals closed rather than the quantity of deals closed but for now we’ll focus on quantity. Make sure to know which one you’re measuring and why. This brings us to Quotes Created. Jobs accurately priced are critical to understanding your pipeline and if it is on track to reach your revenue target. How does Quotes Created relate to Open Deals? You can’t create a quote unless you open a deal. It means you asked the prospect if they wanted a quote and they said yes. If you have a lot of open deals but few quotes created then there is something to tweak in your messaging, or your activity is off. It means you’re not asking if they want a quote or that a lot of people are saying no. If a lot of people are saying no, it could mean you’re talking to the wrong people. This brings us to Open Deals. What are Open Deals? It is when you’ve found someone that exhibits all of the following criteria:

Has a problem we can solve Is able to purchase or very likely knows the person who can purchase Has not told you to stop contacting them 

Where do Open Deals come from and how do they relate to Activity?  Open deals mean you’ve found a prospect and input their information into the CRM (Pipedrive). It means they’re active in your pipeline and being worked. They are in New Deal, Active Lead, Contact Made or Following Up status in the CRM. If your Open Deals are low but your activity is high it could mean you need to adjust your messaging in your communications with them, that you’re contacting the wrong titles or that you're contacting them at the wrong times. If Open Deals are high and Activity is low it could mean your messaging is spot on but you’re not doing enough to find new prospects. Additional training in Prospecting, follow up, cold calling or customer service would be a good idea. Which brings us to Activity. The top of the funnel. How does Activity relate to the rest of the Pipeline? It’s what fuels the Pipeline. Without activity everything runs dry. So how do you know what activity to focus on during your busy day? See a suggested timeline below. Establishing a habit of completing these steps will be VITAL at the beginning, so start out doing it right. Unlearning a habit is much harder than establishing it right the first time.This information is exactly what will be discussed in weekly & monthly check in calls. These conversations will help you identify for yourself what areas need improvement and will help us know what we can help you with! 

The following activity checklist will help you prioritize what to do and when to do it. Discipline & consistency is the key here. You can squeeze much more from your day if you focus and stay on task. Below is a suggested timeline of events for each day. The Daily Schedule (Scheduled in Pipedrive)- 

Morning:

Review Goals Align today’s targets with Goals Prospecting plan - Prospecting & Follow Up for 1-2 hours in Pipedrive Send quotes Un-resolved customer service itemsPost on Social platform - Facebook - LinkedIn - Instagram 

Morning - Afternoon: 

Check to make sure all equipment is ready & availableGo to job site(s)

5 around after each job Drop signage - Flyers - door hangers - yard signs - etc Obtain photo / video content for social 

Plug Gig-Rig in to charge

Afternoon - Evening: 

Input new prospects into Pipedrive (If not done already)Complete any remaining paperwork or Pipedrive tasks Post on Social platform - Facebook - LinkedIn - Instagram Review Targets, Goals &  schedule for the next day

Weekly Tasks - 

Worried Bird Academy Training1 Module per weekFollow up on HMR’s Review Funnel Metrics (Monday)Review & Enter in KPI’sReview budget & finances 

Monthly Tasks - 

Set new targetsFunnel Metrics KPI’s Anything else Review budget & Finances 

Pipeline ForecastingHow do I accurately predict what’s going to happen down the road financially? 

Natural Ebbs and FlowsWithout getting too in the weeds here, it is important to note your business will naturally have periods of plenty and periods of more scarcity. This is NORMAL and needs to be planned for. If not, you can get yourself into a tough situation financially. 

The seasonality of your business can drastically fluctuate the cash flows throughout the year. For example) States that experience snow! 

Snow, due to safety reasons, can halt your ability to work. It can prevent access to roofs or use of ladders. Fortunately, we have service offerings that are really great for all times of the year, however this does not prevent natural busy and slow times. As this will differ from state to state here is an example of what happens in Utah. 

Seasonal Shifts  

January  - 50% CapacityWindow Cleaning -

Consistent commercial clients stay busy. Weekly residential

Holiday Lighting -

Takedowns are busy. Daily work with windows mixed in. Nearly Full time

Screen Repair -

None

Gutter Cleaning -

None

Power Washing - 

None

February (slowest month of the year)  - 40% CapacityWindow Cleaning - 

Consistent commercial clients stay busy. 

Holiday Lighting -

Takedowns are slowing down. Daily work with windows mixed in. Part time 

Screen Repair - 

Some

Gutter Cleaning - 

None

Power Washing - 

None

March  - 60% CapacityWindow Cleaning - 

Residential homes are starting to pick up. Consistent commercial clients stay busy. If not a lot of snow, the season slows to about 60% of normal capacity. 

Holiday Lighting - 

Done

Screen Repair - 

Some 

Gutter Cleaning - 

PossibleSome

Power Washing -. 

PossibleSome

April  - 70% CapacityWindow Cleaning -. 

Residential homes are starting to pick up even moreConsistent commercial clients stay busy. If not a lot of snow, the season slows to about 70% of normal capacity. 

Holiday Lighting -. 

None

Screen Repair -. 

Popular

Gutter Cleaning -. 

Very Popular

Power Washing -. 

Very Popular

May - 90% CapacityWindow Cleaning -. 

Residential homes calling in daily  Very PopularConsistent commercial clients stay busy. If not a lot of snow, the season slows to about 90% of normal capacity. 

Holiday Lighting -. 

None

Screen Repair -. 

PopularBusy

Gutter Cleaning -. 

Very PopularBusy

Power Washing -. 

Very Popular

June (Busiest Month for Windows)  - 110% CapacityWindow Cleaning - BUSY

Residential homes calling in hourlyVery PopularConsistent commercial clients stay busy. If not a lot of snow, the season slows to about 110% of normal capacity. 

Holiday Lighting -. 

None

Screen Repair -. 

PopularQuotes daily & weeklyBusy

Gutter Cleaning -. 

Very PopularQuotes weeklyBusy

Power Washing -. 

Very PopularQuotes weekly

July  - 90% CapacityWindow Cleaning - Slowing down

Residential homes texting in everyday (slower than June)PopularConsistent commercial clients stay busy. If not a lot of snow, the season slows to about 90% of normal capacity. 

Holiday Lighting -. 

None

Screen Repair -. 

PopularQuotes daily & weeklyBusy

Gutter Cleaning -. 

 PopularQuotes monthly

Power Washing -. 

Very PopularQuotes weekly

August  - 80% CapacityWindow Cleaning - Slowing down 

Residential homes every other dayPopularConsistent commercial clients stay busy. If not a lot of snow, the season slows to about 80% of normal capacity. 

Holiday Lighting -. 

Weekly quotes starting

Screen Repair -. 

PopularQuotes weekly

Gutter Cleaning -. 

Quotes monthly

Power Washing -. 

Very PopularQuotes weekly

September  - 85% CapacityWindow Cleaning - Speeding up 

Residential homes PopularConsistent commercial clients stay busy. 

Holiday Lighting -. 

Quoting weekly

Screen Repair -. 

PopularQuotes monthly

Gutter Cleaning -. 

Quotes monthly

Power Washing -. 

Popular

Quotes weekly

October (Very busy month) - 110% CapacityWindow Cleaning - Extremely busy 

Residential homes PopularConsistent commercial clients stay busy.

Daily installs New quotes hourly 

Screen Repair - BUSY 

PopularQuotes monthly

Gutter Cleaning - VERY BUSY 

Quotes daily

Power Washing - VERY BUSY

Popular

Quotes weekly

November (Busiest Month of the Whole Year)  - 200% CapacityWindow Cleaning - Extremely busy 

Residential homes dailyPopularConsistent commercial clients stay busy. 

Holiday Lighting - BUSY

Daily installs New quotes hourly 

Screen Repair - Slow

PopularQuotes monthly

Gutter Cleaning - BUSY 

Quotes monthly

Power Washing - Slow

Popular

Quotes weekly

December  - 70% CapacityWindow Cleaning - Extremely busy 

Residential homes dailyPopularConsistent commercial clients stay busy. If not a lot of snow, the season slows to about 200% of normal capacity. 

Holiday Lighting - BUSY

Installs slowing downQuotes stop Dec 20th

Screen Repair - Slow

None

Gutter Cleaning - BUSY 

Quotes monthly

Power Washing - Slow

None

Your pipeline can be quite predictable. After 3 years or so your exact patterns will start to manifest.

Remember how things are going and pay attention to what customers are asking for. Giving the customer what they want WHEN they want it is the ultimate key in maximizing opportunity. 

Pipeline Revenue Potential revenue that makes up your Pipeline can be found in Pipedrive. Each stage in the sales process calculates the total revenues in that stage at the top, however, under “Insights” you will see Cumulative Revenue Forecast. The CRM is configured to give you conservative estimates based on the job value you indicated when you opened the deal. This number should be updated after you’ve done an actual quote so that it reflects the exact number. Dispatch or the Sales Center may sometimes input an estimated job amount before the prospect is assigned to you. Always make sure you’re aware of which one you’re looking at. This graph will show you a Cumulative Revenue Forecast based on deals in your pipeline and how it contrasts with your goals. This graph is grossly exaggerated to show a point but is broken down by week so you can see where you stand at any given time. 

Depending on your territory and what your market is like you should add at least 5-15 new prospects into the Pipeline daily and have minimum 50 prospects in your pipeline at all times; or, 2-3X coverage over your revenue goal. 

For example ) if your revenue goal is $150,000 your Pipeline should be filled with around $300k-$450k worth of prospects that you are working (this number WILL change and may not be accurate for you). Time, and analysis will help us pinpoint exactly what it takes to fill your pipeline and reach your goals but 2-3X coverage is usually a great place to start.  

Pipeline Names 

We differentiate deals by the type of interaction that prospect has had with us. 

KPI’s - Key performance IndicatorsWhat are the most important metrics & statistics to be watching in my business?

 A KPI is a measurable value that demonstrates how effectively a company is achieving its key business objectives. There are KPIs for everything. Identifying your KPI’s at the beginning is important to establish a strong reporting foundation of true numbers for you to make critical decisions from. This can only happen if you’re diligent about entering all data into the CRM. To identify what indicators are important to you simply start asking these few questions and write down your answers. 1.    What do you see as your company’s long term Vision? How will you know when you’ve reached this?

What goals must be reached to achieve that vision? How will you know when you’ve achieved them?What targets must be attained to achieve those goals? How will you know when you’ve attained them?What daily tasks must be completed to achieve those targets? How will you know when you’ve completed them?

By tracking these KPIs within your business especially within the Funnel Metrics (each metric is a KPI) you’ll begin to accurately forecast revenues, slow times, busy times, employee performance, and anything else.“When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates.” 

You can build a KPI around any feature of your business that you want to improve performance with. A simple Google spreadsheet can be built to enter in the KPI month by month to track performance. The Work Order is a major component when tracking performance of field operations. The Work Order has many purposes. The information found on the Work Order will help you know how your business is performing. It is where you’re able to find the average job time, the # of windows you’ve cleaned, where the job was located and many other points of data. The Work Order should be done at every single job you go to. The Work Order will limit liability and establish expectations for y0ou and the customer and protect you from chargebacks. It is designed as a checklist to make sure you or your employees don’t forget to do the most important tasks that should be done at each job you go to. Customers will authorize you to do the job, agree to pay charges and agree to pay any changes in price. Work Order PDF

On the back of your work order are the terms of your service the customer is agreeing to.

There is also a liability waiver if one is needed. 

This Liability Waiver is for when a customer asks for something out of the ordinary scope of work or risk you’re normally willing to accept. Examples of this might be: 

Cleaning a broken window (can break more)Cleaning cracked window Cleaning a chandelier or light fixture (Usually worth a lot of money and are hard to replace)Replacing a light bulb (height risk)Removing a bird’s or hornet’s nest (Height risk, health risk)

Back to KPI’s

Some important KPIs you should look at regularly are:

Average job timeAverage ticket price Annual vehicle mileage All funnel metrics (See Plan of Attack or your Connect dashboard).Activity New Deals Created RatioQuotes Submitted RatioJobs Scheduled RatioDeals WonProspects in Lead Prospects in Proactive Prospects in Qualifying Prospects in Engagement 

Utilize the dashboards within your CRM’s to track and measure the KPIs important to you. Jobber & Pipedrive tell completely different stories. Both are critical to making important decisions about your business. Helpful graphs and charts are already integrated to give you the ability to track and predict progress. Your Plan of Attack book was created so you can easily track your performance on the go. You WILL make more money and accomplish more in your day if you use your Plan of Attack daily. It is impossible NOT to get results by using it. 

Keep it with you on the go and use it daily! *If you’re serious about getting the results you want. 

Plan of Attack workbook: https://drive.google.com/file/d/1CZcXXWGLXKBAtHknd3Sx0XOCiYgR56MF/view?usp=sharing

Estimating Checklists Window Cleaning Quoting commercial window cleaning can be a big job: Write these questions down as these will all have to be answered at every job bid -

What time do you need to do the job to allow for the least amount of impact on the business you're quoting? Will you need access to parts of the building that require a chauffeur? Is the business willing to give you keys to access where you need to? If not, how will you coordinate the access that you need?Does the building exceed insurance maximums? If yes, Will you still quote it? Or will you turn them away?If yes, what insurance do you need to qualify?Will the business require a waiver of subrogation from you? Can you get the windows clean from the ground or will you need a lift? Ladder? Is there hard water? Is there mineral leaching? Are their pukers? (Puking seals -- Rubber seals that hold water and leak over time)  Are their screens to be removed? Can they be removed? Who will remove them? Do the windows open? Do you have to open them to do the job? Is there a working water source present that is NOT secondary water? How far is it between water sources? Is your hose long enough or will you need spend the time to depressurize, pack up, pull around, repressurize and keep going? Have you added this time into the overall bid? How many trips will be required for this job? Will it take more than 1 day? How many people are needed to get this done without burning out? How many people are needed to show this building we’re capable professionals? If you’re doing an entire university, one guy is probably not going to cut it. What are the payment terms they expect? COD? 15 days? 30 days or more ? Are you able to pay yourself & employees for the job while you wait for them to pay you? How often does the prospect want the work done?What risks are on the job site to my employees? Are you going to have them (the customer) sign a service agreement? Will they (the customer) sign a subscription agreement? What other services do they need? Are there any that need to be done BEFORE you do the windows? What’s the bid for power washing? & rain gutters, & screen repair, and the interior and screen cleaning & for holiday lighting?Have you included the bid for the other services in this bid yet?Are you including the interior? Will the interior require a man lift? What size squeegee would make the interior the most efficient per stroke? Are your extension poles long enough for the interior? Extended pole use drastically increases completion time for the entire project -- Is it worth doing the interiors with a pole or would a scissor lift or ladder be better? Will any windows or doors leak water into the building during the service? Can these be easily stopped?

Rain Gutter Cleaning Quote Checklist . Screen Repair Quote Checklist Bidding Commercial Screen Repair Write these questions down as these will all have to be answered at every job you bid -

How many screens need to be repaired? How many need to be rebuilt? What is the size of the frame? What color is the screen material going to be? Do the screens need new tabs? Do the screens need new springs? Do the screens need new corners?  What size of spline will be needed? Where is the best place to do the work? Onsite or in your shop/garage? 

(If you’re doing over 100 screens it’s probably best to do the in a shop/garage)

What’s the bid for power washing? & rain gutters, & window cleaning exterior/interior and screen cleaning & for holiday lighting?What is the delivery date? Is there a required completion date?  Can all the screens be accessed to be removed? 

Power Washing Quote Checklist Write these questions down as these will all have to be answered at every job you bid -

What needs to be cleaned off? Are you able to remove what needs to come off with the tools and techniques we use? (Motor oil, sometimes gum, some stains won't come off without major heated water) Will the service damage any landscaping? How will you mitigate hoses from smashing flowers or shrubbery?Will any windows or doors leak water into the building during the service? What time do you need to do the job to allow for the least amount of impact on the business you're quoting? Will you need access to parts of the building that require a chauffeur? Is the business willing to give you keys to access where you need to? If not, how will you coordinate the access that you need?Does the building exceed insurance maximums? If yes, Will you still quote it? Or will you turn them away?If yes, what insurance do you need to qualify?Will the business require a waiver of subrogation from you? Is there a working water source present that is NOT secondary water? Does the water source provide enough water volume so as not to starve the powerwasher? If not, what can be done about this? How far is it between water sources? Is your hose long enough or will you need spend the time to depressurize, pack up, pull around back, repressurize and keep going? Have you added this time into the overall bid? How many trips will be required for this job? Will it take more than 1 day? How many people are needed to get this done without burning out? How many people are needed to show this building we’re capable professionals? If you’re doing an entire university, one guy is probably not going to cut it. What are the payment terms they expect? COD? 15 days? 30 days or more ? Are you able to pay yourself & employees for the job while you wait for them to pay you? How often does the prospect want the work done?What risks are on the job site to my employees? Are you going to have them sign a service agreement? Will they sign a subscription agreement? What other services do they need? Are there any that need to be done BEFORE this service?What’s the bid for window cleaning & rain gutters, & screen repair, and the interior windows and screen cleaning & for holiday lighting?When does the project need to be completed? Is there a deadline? 

. Holiday Lighting Quote Checklist . 

Internal Activities At the end of every day you will want to ensure you’re ready for the following work day. Discipline to make this happen is key because you won’t want to do it but it will make you effective and profitable if you do. 

Here is an important checklist to follow.

End of Day Checklist: (15 mins)

Report the day’s activities in your Plan of Attack workbook

Empty Gig Rig Trailer of wet or dirty rags 

Clean out trash & garbage in your vehicle and Gig Rig

Restock any necessary supplies (Example - clean rags, chemicals  or lights)

Plug Gig Rig in, to charge for the night & lock doors

Upload any outstanding documentation/media into Jobber or Pipedrive

Respond to any customers/prospects waiting for a response 

Closeout, Mark Complete & Invoice any jobs that haven’t been

Review the next work day’s expectations 

Morning Checklist: (7 mins)

Set the day’s Targets in the Plan of Attack workbook

Check trailer tire pressure 

Check ladder rack & any outdoor exposed cargo (Truck)

Ensure proper connectivity on trailer hitch & safety chains 

Check trailer lights 

Review the day’s expectations to ensure preparedness 

Text customer your ETA

The next checklist are items you should complete on a WEEKLY basis. Weekly Checklist: 

Sync quickbooks to jobber - (10 seconds)

Categorize the week’s expenses - (10 mins)

Add up the week’s funnel metrics from the Plan of Attack - (10 mins)

Update Pipedrive with any and all missing information (Tidy up)

Wash your Gig Rig, Tow Vehicle & Shine the Tires

Suggested Pricing per Service Unit: 

Exterior Window Cleaning - One Time 3.5/paneExterior Window Cleaning - Annually  3.25/paneExterior Window Cleaning - Bi-Annually  3/paneExterior Window Cleaning - Tri-Annually  2.9/paneExterior Window Cleaning - Quarterly  2.75/paneExterior Window Cleaning - Monthly  2.5/paneInterior Window Cleaning $3.5/panePowerwashing $145/hrWindow Screen Repair-ReScreen$35/eachWindow Screen Repair - Rebuild $50/eachDoor Screen Repair - ReScreen$50-$75/each

Maintenance 

Gig Rig Tow Vehicle Jobber Pipedrive Office/ Warehouse Wash the Gig Rig Wash your VehicleClose any unclosed jobsClose out any outstanding deals

Shine the Tires Clean out interiorClose any outstanding work requests

Sweep out interior

Armor All all rubber components

HiringSee “Employees” https://docs.google.com/document/d/1GbHcf81NYPR7iNnBc7KK-HAo2P7O9iihkHW0TP-R-GM/edit#bookmark=id.deqn7kmhkzpl

Training See “Worried Bird Academy”https://docs.google.com/document/d/1GbHcf81NYPR7iNnBc7KK-HAo2P7O9iihkHW0TP-R-GM/edit#bookmark=id.hbi2xk7ddonw

Always Learning Our last core value is probably the most important because without the “Always Learning” attitude nobody will progress no matter how hard they try. 

Books, articles, trade shows, conventions, they’re all so valuable. Foster a culture where you’re helping your employees grow & become what they want to become. 

Show them their employment with you is a stepping stone to get to where they ultimately want to be. Celebrate them when they want to move on. 

Summit

Commercial Certification

Commercial Certification Training 

Hey hey hey! Congrats on making it this far. 

Let’s talk about commercial projects!There’s lots to go over. 

Here’s what we’re going to discuss in this program. 

Personas or who you will be working withBidding commercial projects Service agreementsContracts Invoicing Payment termsThe law of diminishing returnsNuances in InsuranceJob site set up Commercial Job site tactics & safetySelling Commercial Projects 

Commercial work is COMPLETELY different than residential, especially when it comes to large projects. 

I need you to pause what you’re doing, take a step back & really pay attention to this program’s courses and what I’m about to teach you. 

YOU HAVE to be prepared for navigating the nuances of differing personas in this space and understanding how to bid projects or you will be obligating yourself into a blackhole. 

After you have completed this training and have passed the final test with a 90% or better we will begin commercial prospecting efforts in your territory. Until then you should NOT approach large commercial projects. Small storefronts & small businesses are okay.

If you do this properly you will gain the respect of the commercial community and they will remember who you are and new opportunities will arise simply because they know you are an expert in your field and one who can be trusted. 

You have 1 shot with Commercial. 

If you screw up they will immediately replace you. There is no loyalty in this space. You either get the job done the way they want it done or you’re out and there are 100 other companies waiting to take your place.  

This is the Dog Eat Dog world.

So let’s dig in & teach you the principles you need to succeed in this arena. I cannot teach you what to do in every scenario, there’s just too many to go through. But there are a finite number of patterns we’ve noticed and I want to teach you these patterns. 

By applying these principles & recognizing these patterns in your own territory you’ll have the tools you need to tackle what’s ahead. 

Let’s go! 

Selling Commercial Jobs

 - Commercial work is business to business work. It is strictly b2b. The reasons why businesses hire us are COMPLETELY different than those of residential. The Porsche dealership is selling $200,000 cars. Do you think their show room reflects their brand’s image of a high performing sports car? Absolutely it does. What does a Porsche prospect subconsciously think walking into the dealership when mud is caked all over the outside? 

Why do you think the large Ebay building with it’s 7,000 employees cares about the cleanliness of their building which happens to be 100% glass? What does it communicate to their company and their customers if it’s neglected? 

What does it say to the families of the residents of the retirement home that has ripped screens, weeds growing out of the rain gutters and dirty windows? It says to them “Your mom is going to be neglected as well” and they’re not going to put their mom in that facility. Their neglect has a direct effect on their company’s ability to produce.

These reasons are POWERFUL and you need to identify what the real problem is with commercial prospects. And you need to do it as FASt as possible. 

Understand their reasons and they’ll actually hear you and you’ll set yourself apart from most of your competitors. 

Imagine you have a bad water heater at your home and you’re not getting any hot water. You call some plumbers and they say they’ll send you a quote within 72 hours. So you wait and wait and you and your family deal with it. One of the plumbers comes and looks at your pipes and the bad water heater. He starts talking about how the copper pipes are oxidizing and the pilot light’s BTU’s are impressive but the lighter’s sparking current is just not quite there but you can increase the current by adjusting the transformer’s AC voltage by putting on an updated gate solenoid at the transformer box outside your house but you might need to disconnect your air conditioner for a few hours while you do it but in the long run you’ll save on your power bill. Plumber two comes to look at the water heater and says almost nothing and sends you a bill 

Start with WHY. 

WHY are they calling you in the first place? And why are they talking to you right now? WHY is the property manager of the retirement home concerned? He has 400 rooms, which means 400 sinks, 400 toilets, 400 kitchens, 400 refrigerators, dishwashers & microwaves and thousands of potential leaks, issues, ticked off residents and is more than likely understaffed, under paid and under appreciated. Windows are the LAST thing on his mind, building maintenance is his job so he’s doing it. But he does not want to be talking to you. He doesn’t want to bother with the clogged rain gutters. He has a clogged toilet that is leaking poop all over the floor in room 367 and a grumpy old resident is asking him the same questions every few hours. 

Get the point?  

YOU. NEED. TO TAKE CONTROL. You need to instantly get to WHY he’s calling you or why YOU are calling him right now of all times and you need to make it your mission to solve his WHY. 

By drilling into the WHY in every conversation you will not only gain their trust because they feel understood but you will set yourself apart from every competitor who will be there giving bids just like you. Because they are going to be talking about features and benefits of their services and making the prospect feel like his time is being wasted.

Respecting their WHY is critical to building the relationship. The moment you steer away from it they will get anxious and annoyed. ALWAYS lead back to how what you’re doing for them is going to solve their why. 

This is WHY personas are so critical. You need to know who you’re talking to, what their individual needs are. If you’re talking to a regional director about job specifics he’s going to glaze over and realize you don’t know what you’re talking about because you’re discussing details he doesn’t touch on in his job position. We’ll cover personas much more later and what each job title is experiencing and how you need to adjust your conversation to their individual challenges.

Commercial work means hospitals, hotels, apartments, business complexes, strip malls, small offices, huge skyscrapers, university campuses, Government buildings and so on. 

Commercial work usually means recurring work. 

There are different rules, different expectations and payment terms are different. 

Typically the 2 most effective ways of acquiring these types of customers are 

Cold calling (most effective)In person visit (very effective)

Hence we are going to be helping you contact commercial prospects in your area via the sales center. However, we cannot always close the prospect. So YOU will need to do that for us.

Closing the prospect means you turn them into a scheduled customer. And that has to be done by:

Contacting them Sending an estimate (usually meeting them in person)Agreement to the price, payment & service terms

When the job is completed we consider the customer “WON”. Until then, they remain a prospect in Pipedrive. 

The Sales Center will go through a process called TAF or Target Account Framework 

When we focus our prospecting efforts by using the Target Account Framework. (TAF), we are likely to create the right volume and quality of pipeline. Business accounts selected and prospected according to this framework are more likely to be won and continue to expand and renew over and over. The TAF comes from best practices developed over a decade with advice and experience of leading prospecting experts in world renowned sales organizations like Adobe, Workfront & SalesForce. The TAF is a specific approach for a workflow for targeting specific accounts that have the highest probability of building & securing your business

Identifying key accounts we want to target as a team (You and us).We need your help with this. If you see buildings you want help targeting you need to add them into Pipedrive We will comb through satellite footage to identify prospective buildings but this is best accomplished by YOU. Adding these accounts into Pipedrive as contacts (not yet as deals).Once accounts are added we will begin doing the research into the personasWe’ll be looking for triggers 

Triggers are reasons to be reaching out to each of the personas. They’re all different and applicable only to each persona. We’ll follow them on LinkedIn, social and review google earth footage or any pictures you take of the facility. We’ll review their website.  For example a trigger could be you were driving past and you noticed there are weeds coming out of their rain gutters. This trigger IS VITAL to our reasons for calling them and if it’s a painful enough trigger it will gain traction when we talk to them. Who do you think we’re going to discuss this with? The regional director over the facility? Or the property manager? Or the maintenance director?

2. The output for this activity will be that we will have selected a service with which we intend to target them and we will have identified relevant account triggers to use when contacting them. 

So, let’s dive into Personas and what triggers matter to them. 

Personas

On about page 29 of your sales & marketing playbook you will find a “title matrix”. 

These are the titles buying b2b. 

These are the types of people that buy from us that work in their respective companies. 

Property Manager Maintenance manager Director of facility operations Director of environmental experience Manager Owner Partner Foreman GM (General Manager) 

The property manager -  These are found primarily in apartments, hotels, businesses & Schools. While this is no comprehensive list; that wont really matter much because the moment you hear you’re dealing with a property manager you’re likely going to be dealing with the same sort of person regardless of where you are. 

Property managers are usually Men or Women, they’re often understaffed and have A LOT going on their plate. They have been screwed over by contractors in the past. They’re skeptical of promises you’ll make because they’ve heard it all before. 

They’re direct and to the point people. They may offend you or others unintentionally simply for their direct attitude. 

If they have been in their position for a while they may often seem apathetic toward their job position and are easy to sell. They’re apathetic from being so numb at their company management, situation and the millions of tasks to be done.  The more apathetic they seem the harder it will be for them to take you seriously. You will need to lead them. If they are new, they are trying to do a good job and are going to be going with the company that is the most promising, NOT necessarily the cheapest. 

Property managers do just that, manage the property. The more people on the property at any time the more problems there are going to be. If the company is not well funded the property manager is likely going to be in charge of everything that happens but do not have decision making ability on monies to be spent. They cannot approve a quote for example. They have to send it up the chain of command for approval. To a director level. 

Property managers make FANTASTIC advocates but are NOT usually final decision makers. Getting the property manager’s buy-in is critical. A director is not going to make the decision on who. The Property Manager decides who they want, they present their preferences to the director who then usually makes the decision based on budget.

If you’re selling based on price alone you will not get the job. This is why when you get the Property Manager’s buy-in they will advocate for you and the director will pick you based on their trust with the Property Manager. 

Getting the property manager to love you is the key to winning these jobs. 

So when you address them do it firmly, confidently and friendly. Empathize with them. Show them you understand their pain and they will love you for it. Look good and you’ve done 50% of the work already. 

The majority of the competitors that are submitting quotes at the same time as you for the same job will not 1. Look good, 2. Smell good or 3. Be as professional. The more professional & predictable you can be the more likely they will remember & advocate to use you. 

The Maintenance manager Much like the property manager the maintenance manager is more of a technical type role. They are the ones fixing the sinks, toilets & sprinklers. These are usually men who have a knack for mechanical devices and working with their hands.

They DO NOT care what you do. They want to know how you’re going to help them. They will usually ask about processes; HOW you do it different than the next guy and what’s the most value you can give them. 

They sometimes have decision making ability but more often than not will need approval from a director level person, usually their direct report.

Like the Property Manager you NEED their buy-in. Without it you’re toast. Humor goes a long way with these people. Make them laugh while you instill confidence in them about what you’re saying and it’ll do the trick. Self depreciation, down to earth humor will do it. 

These are the guys that get it done. So as you talk to them, address their why immediately. Give them a little insight into HOW we do our work and why it's the one they should choose. 

Director of Facility OperationsDirector Level individuals usually have decision making power. They’re aware of their budget, have allotments and are quite experienced with dealing with contractors. They’ve been burned before. They’re skeptical, annoy easily and are under a lot of pressure.  Maintenance, window cleaning or our facility services are quite low on their list of priorities, They’re often unaware of problems relating to services we offer.

They don’t want to be talking to you. If they are talking to you they want to be talking to someone on their same level or higher -- I.e. a director or decision maker in Worried Bird.

Clear & Concise communication is empathic to them. 

They have a job to do and will get it done. They’re loyal to results and communication. They care about minimal impact to the operations of their business. They want no hiccups and a happy work environment. They often have workers below them that handle the dirty work.

Directors are decision makers. They’re quick to decide once they have all the facts.If you are talking to a decision maker, be mindful of their time, give them clear differences between you and the other 3 companies they’ve talked to that are not price related. 

If they cannot identify the clear differences then they will decide on price as the major factor. 

Director of Environmental Experience Most often associated with Retirement Homes, Hotels & Apartment Complexes 

These people are just like the previous Director title. However, they may differ a bit more in the sense that they’re more preoccupied with the conditions of the facility, the conditions of the residents and the experience of those coming in and out of it. 

A Director of Environmental Experience is aware of things that need to be done at the facility but usually have a couple of technicians that do the work. 

They’re often methodical in their processes and decision making. 

They’re the BLUE personality. 

They value empathy and observe your tone and body language. 

Repeating back to them what you understand from them to show them you understand them is a good way to begin building trust.

Manager If you are talking to a manager you need to remember these 5 things 

They are not the decision maker Their buy-in on you is pivotal They will not jeopardize their credibility with their director by hiring an incompetent provider. The more competence you demonstrate the more confident they will feel. They’re easily sold if you set yourself apart from the competition How you look, talk and act will make or break the deal 

OwnerIf you’re talking to an Owner you need to remember these 5 things: 

Owners are decision makers They’re concerned more with why they’re having you come rather than the actual service you’re doing. (Selling Porches for example) They think in terms of systems. Regular routine & systematic service delivery to them is gold as it permanently eliminates the issue they’re concerned with. They are loyal to brands and people. If you build a relationship with the owner as a person they will use you forever and turn other competition away. Build an interpersonal relationship first before going into service technicalities 

Partner If you’re talking to a Partner you’re probably in a law office, dental office or business office. Like Owners, partners are loyal to people. Relationship value is extremely important. Partners think in terms of processes. They want to solve one problem and move onto the next. Talking to a partner or owner is a great opportunity. They often are not concerned about price but more about relying on a service provider for years to come. They will pay extra for reliability. 

Talk to them in terms of problem solving. “We’ll take this off your plate”.

“Employees will enjoy their work space” “Automatic recurring visits” “Clock work” 

Partners are often decision makers. However, in many instances purchasing decisions Need the buy-in from their partner as well. 

Introduce yourself to as many people in the office as you can.

Try to meet the business Partner/joint decision maker

The Foreman If you’re talking to a foreman you are likely on a construction site or a large building project. Usually men in their upper 30’s to mid 50’s. Foremans are on a strict schedule. They care about the job getting done on time and within budget. They are reasonable people and can be negotiated with. They’re used to delays and problems so clear over the top communication with them is appreciated. They are nazis about safety. So DO NOT compromise safety standards even in the slightest.Over the top safety measures will show them you’re a true professional. Skimmping out on basic safety protocols will immediately show you’re not to be trusted. (If you’re doing it with them around, what are you going to be doing when they’re not around. --- This is what they’re thinking). Foremans deal with subcontracts all day every day - from carpet, HVAC to electrical and plumbing. Making their job as easy as possible will gain their trust and you’ll earn their business for life. However, they are NOT loyal to brands. They’re loyal to results. The moment your results suffer the moment they begin to question their decision in hiring you. Keep them happy and you’ll always be happy with new work pouring in. 

General Manager A GM is similar to many of the other personas with 1 slight distinction - GM’s are usually sales oriented. A GM is going to be focused on appearances, functionality, operations and sales. Tying our service back to his/her sales will make the GM listen.

Presenting a legitimate case on how their sales are affected will earn you their trust. GM’s are busy and extremely time sensitive - being prepared in your conversation or interaction will also make them take you seriously. 

Almost all of these personas have many things in common and almost always strugglewith the same challenges -• Too busy• Everything seems to be broken• Not enough help to get things done around the facility• Over tasked and underpaid• Stressed• Are procrastinating window cleaning or have had bad experiences in the past• Don’t know where to get Christmas lights installed and know nothing about them• Skeptical about power washing and the results that can be delivered• Certain you can remove all hard water just with a bit of elbow grease (which is nottrue)• Clueless on the status of their rain gutters and the risks involved with remainingOblivious

This is incredibly valuable information when it comes to framing a message that willresonate with them. Be bold and direct here! “Hey - Calling you to do you a quick favor andget you a quote for the window cleaning on your facility. When was the last time youhad it done?” More often than not they are grateful you’re calling them about this andwill ask you for the quote. Go in person asap and make sure you’re looking good! (Donot ask yes or no questions. Always keep them open ended.)Remember - many will object and so write down the objections to make a list andidentify patterns as discussed above. These objections are finite so you will run out ofnew ones. After you stop getting new objections you’ll start predicting what they’regoing to say and how you’ll overcome it before they even say it. (See the Power ofPrediction)

Your message will only resonate with those that it should resonate with. If you’regetting weird objections or not making headway they’re probably not the right person.Don’t be offended by it. EITHER RULE THEM IN AS A PROSPECT OR RULE THEMOUT both are just as important and are part of prospecting.

TARGET ACCOUNT FRAMEWORK OR (TAF)

When we focus our prospecting efforts by using the Target Account Framework.(TAF), we are likely to create the right volume and quality of pipeline. Businessaccounts selected and prospected according to this framework are more like to bewon and continue to expand and renew over and over.

The TAF comes from best practices developed over the last 7-8 years combined withadvice and experience of leading prospecting experts in many different fields. The TAF is a specific approach for a workflow for targeting specific accounts that have the highest probability of building & securing your business. The 4 steps below is an outline of the workflow you’ll follow to secure your “Target Accounts”.

Your Target Accounts are those you put into Pipedrive and are actively prospecting into. These are the companies you want in. Maybe it’s the high school with 7,000 window panes Or the Retirement home with christmas lights on 300 trees around the property Or maybe car dealership that you want to do every week. 

First: Account Prioritization: Creating a list of deals in Pipedrive is the first step. Fill it up with names and as much information as you can. When you have sufficient numbers to work with you’ll then prioritize which ones to target first. 

Prioritize accounts you wish to target by considering Location Company size / Building type / stories / layout 

Account Intel What do you know about themTriggers Past conversations Account notes etc

2nd - Research 

Now collect abbott triggers using one or more of the following sources: Review google earth at the job location Subscribe to the company news on Linkedin or Other Review their website Drive by the prospect in person and view it yourself 

You’re looking for reasons to contact them. What do you see? A new hotel going up? They may not have a vendor yet. New Apartment going up? They’re likely sifting through bids right now! See huge trees near the facility itself? There’s likely debris stuck in the rain gutters. Are their tenants at risk of falling on ice?See algae growing on the roof or the walls? A powerwash is a likely candidate. See solar panels on their roof? When was the last time they were cleaned off? Is the dirt reducing solar output? Are their windows disgusting? How is it affecting their customers? Employees?Is the sidewalk brown or black? What does it say about them?Is the parking lot covered in dirt from the winter? What do customers think about that?Are the restaurant’s walkways covered in grease/oil? Is the kitchen just as dirty?

You get the point. I’m tying the curb appeal to their sales. 

3. Contact Selection Now that you’ve figured out 1. Who you’re targeting and 2 what their problems are now it’s time to figure out the name of the person you need to talk to. 

First step is to identify the likely persona for that facility. Is it going to be a GM? Or a Partner? A property manager or a director? Use the title matrix in the playbook to help you identify this. Step 2 in the contact selection is to look them up on LinkedIn or simply by calling the main receptionist or the company number and asking “who’s in charge of _______?”. 

Once you have the name you should then add the prospect to an appropriate pipeline.

This is either going to be: 

Lead Qualifying Proactive Or Engagement 

4. Execution 

Use the trigger & researched messaging to execute the first manual step of selected automation within Pipedrive. Call the person Message them on LinkedIn Email them Reveal their contact info in For previously added prospects:• Check email inbox for responses and action• Look for new quote requests or Chat activity• Place a call - Execute tasks• Follow CRM notifications and prompts• For additional tasks, place extra calls, or send one-off emails to high value leads

Now that you know the step by step process of targeting a specific prospectiveaccount or title, with one of the 5 jobs; Window Cleaning, Power Washing, HolidayLighting, Gutter Clean outs or Screen Repair; you need to understand that some ofthese steps in this framework will be unnecessary, especially with residentialprospects, of course.Placing the residential prospect into an applicable pipeline is just as important as it iswith commercial.It is VITAL you do not skip over these steps. Consistency is the key here! Developthe discipline to maintain this workflow pattern regularly. By leveraging this technologyto work for you, a lot of the emailing & messaging will already be done for you. If youare consistent the information will be reliable and you’ll be able to trust that nothing isfalling through the cracks, that you are operationally organized with this criticallyimportant task for running your own business.

Bidding

Bidding or Quoting is your obligation to your customer. 

A quote is a set in stone price based on mutual expectations. This cannot be changed down the road unless their is a significant event that occurs. (We’ll go into this later)

Quotes are Concrete

I will clean 150 windows for $400. The end. 

It requires a written IF then. It is not a written If, then and an unwritten except. 

Pricing is Scalable & Non-Biased

When you send a quote to a commercial prospect you need to take into account 

Time it’s going to take to set up your gear, get ACCESS to every area, to create a safe area to work in to move your equipment around the area, to take down your equipment. Quotes should never be done according to what you think the customer can afford to pay. Many of our competitors do this. They will increase the price if they think they can get more from their customer and sometimes they can. However, customers are smart--- plumbers & electricians and other contractors do the same exact thing and the moment you try this or stray from the prices listed online the customer will more than likely know they’re getting screwed and will never call you again. Does Mcdonalds increase their prices if you drive up in a ferrari? Does the customer choose their experience by choosing a predictable service like you or are you changing the experience at every customer you go to? Pricing is part of the customer’s experience. It’s predictableIt’s transparent It’s straight forward It’s simple Prices are based on quantities. Period. It’s that simple. Quantity based pricing makes for predictable and transparent services. 

For example - When a customer calls up and wants you to clean the windows.  You get there and forget to verify with her if we’re doing it inside and out or just the outside. So you clean just the exterior and get done and packed up. She’s expecting interior and you don’t have time to do the interior. Now there’s un met expectations because they weren’t set in the first place. 

When all of your customers understand that all prices are based on quantities then it will never be a surprise that something costs more if they add it on. That seems like such a trivial / obvious matter but to customers it’s not. 

Bids should always be broken down by quantities.  Qty of window panes  Qty of screens cleaned  Qty of ft of gutters cleaned Qty of everything 

This makes it very easy to tell the customer when an expectation cannot be met for unforeseen circumstances. 

For example - A customer asks you to powerwash their house and to make sure to remove all of the nasty debris stuck on there. You send them a quote and they approve it. You arrive and get started only to find out that it’s going to require much more time than you thought. But now it’s too late because you didn’t set expectations on the delivery. 

They said “we want to make sure the nasty debris is gone”. 

You did NOT verify you could get the nasty debris removed in the time frame you quoted. 

Now you’re stuck doing the job and gritting your teeth because now it’s a job taking 3x longer than expected and you’re rescheduling the next job until tomorrow so you can finish this one today. Lost revenue. 

When a customer sets an expectation by saying…

“I want __________ (blank)” 

ALWAYS ask yourself if the quote you’re creating ACTUALLY addresses that expectation. 

In this situation with the power washing you should have said: I understand you want all that debris off. I would too.

I have you quoted for 5 hours of power washing. If I can’t get it off by then do you want me to keep trying or do you want me to stop at that time? 

They will probably ask questions next about the likelihood of getting the debris off and try to make sense of whether or not it’s worth the 5 hours of risk. You can assure them you’ll do everything you can to get it off but for reasons x, y & Z there’s some uncertainty. 

Maybe it’s worth testing that area before actually doing the job. If it’s worth the risk to you to test the job and possibly not end up getting it because you can’t get the debris off - that is your decision to make. A 1 hr test run is a much better solution than doing 5 hours of work and asking the customer to pay for something they’re not absolutely thrilled with. You can add that 1 hr test run to the quote so that the customer is now only risking it if it actually works. A win win!

Quoting is not so much about getting the numbers right as it is about setting proper expectations. 

Make it clear --- this is what we will do. This is the cost. If it takes much explanation there’s probably a simpler way to talk about it and you need to be more direct. 

Sometimes a quote will require that you add explanation. Not every situation is the same. So add line items, add clarification & detail. 

Look for the unexpected.

Managing the Cash Flow Dramatic cash flow patterns can occur doing commercial projects. What does that mean? It means that you may have to go a longer than normal period of time without getting paid. 

This is because you’re working on a job for let’s say 2 weeks. 2 of your 2 crews work on it and you work the entire time on it. After 2 weeks you now have to wait for payment. 

Your money is tied up in invoices. It sucks having $20,000 in outstanding invoices and all this work coming in and not be able to pay yourself or your employees when the time comes. 

Managing your cashflow is absolutely critical. There’s many ways to do this. 

Collect from your customer asap If you’re doing a large job, ask for favorable terms such as net 15 or net 30. Net 15 or net 30 means you’re waiting 15 or 30 days for them to issue payment. If they’re mailing a check it may even be longer than that as you’re waiting for the mail to arrive. Pepper in residential jobs at the same time as the large one. Have 1 crew doing residential while the other does the commercial. This way the residential is driving the cash flow with revenue coming in every day. This can greatly eliminate the stress of having tons of work and no money coming in. 

Healthy Cash Flow Healthy cash flow patterns are not as dramatic. They look like this. They show visible growth over time. 

The peaks and valleys of the graph can be smoothed out by properly applying a sound cash flow strategy when scheduling work. 

Golden Accounts It’s important to impress your commercial customers…, but… It’s more important to impress the sales center. Sales center people will bend over backwards for franchise partner locations that deliver positive & consistent experiences to their customers. It will build momentum and create a powerful sales synergy for finding & closing deals. 

Imagine you’re a sales person. You search for deals, call and prospect into accounts every day hearing ‘no’ constantly but you don’t believe the location you’re selling for will deliver the real Worried Bird experience to the person you’re talking to. How is that going to make you feel? Hesitant? Probably more than just hesitant.

Government Vendor Portals Let’s talk about how golden accounts are acquired. First of all let’s talk about Government. How many buildings does the Government have? 

How many community colleges? University Campuses? Housing Facilities? Libraries? Elementary Schools, High schools? Middle schools? Court houses? Recreation centers? Visitor Centers?  

Imagine gaining access to do all of those buildings by selling 1 or two people. 

Government does business with contractors every single day. You can be one of them. 

You need to research how to become an “approved vendor” for your local municipality. There is usually an application process. And they do approvals once per year usually. 

Usually there is a streamlined way of doing this since government deals with so many contractors on any given day. 

Utah, for example has a portal in which you go into an apply, submit your documentation and then you can see any and all projects that need help. You can submit quotes or ask that they send you RFP’s. 

They only allowed 4-5 vendors in Utah per year. 

Your local governments will have there own methods of doing this. However, by gaining the exclusivity by becoming an approved vendor you limit 99% of your competition on all of these projects. 

Property management companies operate in the same fashion. Become an approved vendor, gain exclusivity, service many jobs. Many business complexes operate in the same way as well. 

1 Sale = Many, Many jobs 

Bid Everything 

When a prospect asks for a bid for windows, don’t just send them a bid for windows, send them a bid for a house wash, rain guard, screen cleaning, interior, tracks, rain gutters & holiday lights too! Give give give! Go beyond. Trust me, half of your customers don’t even realize that we do these other services or that it makes a lot of sense to have it done at the same time and they will be grateful they know about these.

Optional Line ItemsOptional line items in Jobber make a great way for the customer to pick and choose services you’re quoting them. 

If you’re afraid of sounding salesy or pushy - the customer will not see it that way. They will see it as serving them and you will miss 100% of the shots that you DO NOT take. You will miss 100% of those shots you don’t take. Optional line items is how you take them. 

Commercial Window Cleaning Bidding Quoting commercial window cleaning can be a big job: Write these questions down as these will all have to be answered at every job bid - 

What time do you need to do the job to allow for the least amount of impact on the business you're quoting? Will you need access to parts of the building that require a chauffeur? Is the business willing to give you keys to access where you need to? If not, how will you coordinate the access that you need?Does the building exceed insurance maximums? If yes, Will you still quote it? Or will you turn them away?If yes, what insurance do you need to qualify?Will the business require a waiver of subrogation from you? Can you get the windows clean from the ground or will you need a lift? Ladder? Is there hard water? Is there mineral leaching? Will the glass withstand pressure/water/temp changes?Are there any cracks,holes or breaks?Are their pukers? (Puking seals)  (What are pukers?)Are their screens to be removed? Can they be removed? Who will remove them? Do the windows open? Do you have to open them to do the job? Is there a working water source present that is NOT secondary water? How far is it between water sources? Is your hose long enough or will you need spend the time to depressurize, pack up, pull around back, repressurize and keep going? Have you added this time into the overall bid? How many trips will be required for this job? Will it take more than 1 day? How many people are needed to get this done without burning out? How many people are needed to show this building we’re capable professionals? If you’re doing an entire university, one guy is probably not going to cut it. What are the payment terms they expect? COD? 15 days? 30 days or more ? Are you able to pay yourself & employees for the job while you wait for them to pay you? How often does the prospect want the work done?What risks are on the job site to my employees? Are you going to have them sign a service agreement? Will they sign a subscription agreement? What other services do they need? Are there any that need to be done BEFORE you do the windows? What’s the bid for power washing? & rain gutters, & screen repair, and the interior and screen cleaning & for holiday lighting?Are you including the interior? Will the interior require a man lift? What size squeegee would make the interior the most efficient per stroke? Are your extension poles long enough for the interior? Extended pole use drastically increases completion time for the entire project -- Is it worth doing the interiors with a pole or would a scissor lift or ladder be better? When does the project need to be completed? Is there a deadline? Will any windows or doors leak water into the building during the service? Can these potential leaks be easily stopped?Will the customer’s customers get wet if they’re coming in and out of the area?How can you prevent that? How much time will that require? How much time is needed to do the job How much time is required for set up? Is there a water source or faucet at the job site? Who will do the final walk around?Who will do the job? Who will do the formal follow up?

Commercial window cleaning is serious business. You need to recognize that large commercial projects are going to expect the best from you. Doing a good job is NOT going to be good enough to maintain a long term relationship. 

They can be very lucrative if done right, they can also cripple you if done wrong. Hence there is a totally separate certification for it. 

Large projects that take a week or more can put a major strain on your cash flow. Yes, you won a huge project. Cool. Now you’ve gotta service new customers that come in during the week AND get the large project done on time. If you don’t have the cash reserves, small jobs during the week will alleviate cash flow concerns but may force the large project to be delayed.

If you don’t have cash reserves, and you stick with the large project you may have $35k in outstanding invoices and not be able to put gas in your vehicle to get to next week’s job… 

If the sales center is selling on your behalf, the sales center people, whoever they are, will need the confidence that you can back up the services they’re selling for you. They will not risk the company’s reputation by sending you to a project you’re not capable of handling. Good reviews, dependable service delivery will gain their confidence and they will sell till you own the entire market! 

You need to impress your customer, yes. You need to impress Sales Center employees more. If the sales team is happy and confident they will sell more jobs than you can handle. 

When bidding large projects or any project for that matter you also need to take into account the opportunity cost for doing such a job at the time they need it done. Is it worth doing a $12,000 job for 2 weeks if you have the houses to do and make $15k? Can you push the houses out for 2 weeks and still get them all done? Job minimums help small residential projects. You do not want to go to a job for less than a minimum amount. You dictate what that is. The busier you are, the higher your minimum should be. 

Bidding Commercial Screen Repair Write these questions down as these will all have to be answered at every job you bid -

How many screens need to be repaired? How many need to be rebuilt? What is the size of the frame? What color is the screen material going to be? Do the screens need new tabs? Do the screens need new springs? Do the screens need new corners?  What size of spline will be needed? Where is the best place to do the work? Onsite or in your shop/garage? 

(If you’re doing over 100 screens it’s probably best to do the in a shop/garage)

What’s the bid for power washing? & rain gutters, & window cleaning exterior/interior and screen cleaning & for holiday lighting?What is the delivery date? Is there a required completion date?  Can all the screens be accessed to be removed? 

Bidding Commercial Power WashingWrite these questions down as these will all have to be answered at every job you bid -

What needs to be cleaned off? Are you able to remove what needs to come off with the tools and techniques we use? (Motor oil, sometimes gum, some stains won't come off without major heated water) Will the service damage any landscaping? How will you mitigate hoses from smashing flowers or shrubbery?Will any windows or doors leak water into the building during the service? What time do you need to do the job to allow for the least amount of impact on the business you're quoting? Will you need access to parts of the building that require a chauffeur? Is the business willing to give you keys to access where you need to? If not, how will you coordinate the access that you need?Does the building exceed insurance maximums? If yes, Will you still quote it? Or will you turn them away?If yes, what insurance do you need to qualify?Will the business require a waiver of subrogation from you? Is there a working water source present that is NOT secondary water? Does the water source provide enough water volume so as not to starve the powerwasher? If not, what can be done about this? How far is it between water sources? Is your hose long enough or will you need spend the time to depressurize, pack up, pull around back, repressurize and keep going? Have you added this time into the overall bid? How many trips will be required for this job? Will it take more than 1 day? How many people are needed to get this done without burning out? How many people are needed to show this building we’re capable professionals? If you’re doing an entire university, one guy is probably not going to cut it. What are the payment terms they expect? COD? 15 days? 30 days or more ? Are you able to pay yourself & employees for the job while you wait for them to pay you? How often does the prospect want the work done?What risks are on the job site to my employees? Are you going to have them sign a service agreement? Will they sign a subscription agreement? What other services do they need? Are there any that need to be done BEFORE this service?What’s the bid for window cleaning & rain gutters, & screen repair, and the interior windows and screen cleaning & for holiday lighting?When does the project need to be completed? Is there a deadline? 

Law of Diminishing Returns 

According to the dictionary the Law of diminishing returns means “a principle in economics: at any given stage of technological advance an increase in productive factors (as labor or capital) applied beyond a certain point fails to bring about a proportional increase in production” 

In simpler terms -  doing more doesn’t always mean getting a proportionate return. 

A million dollar company means you’re cleaning 154 windows per hour OR 2.6 windows per minute for 9 hours / day. This means the more windows you have in less places the easier it will be for you to exceed this target. More windows in less places means finding buildings where you can spend the majority if not all of your day and minimize the driving time as much as possible. 

Consolidating jobs no more than 20 mins apart.  

Or targeting projects that equate to high volume and high speeds. 

What types of jobs are the fastest? 1 story projects are by far the fastest. Finding large 1 story jobs with boat loads of glass will yield the highest return. 2nd on the list are 2 story buildings. Retirement homes, nursing facilities & many business complexes - these are GOLD. Most often they are no more than 2 stories and are spread out. 

However, at a certain point the project size will begin to reduce the efficiency. You will start spending more time between windows than actually AT the windows. You will start spending more time setting up than you will actually doing the job. These jobs ARE black holes! 

Adding more size does NOT always mean more money. In many cases it will mean less if you do not properly bid the job. Buildings with 3 stories or more begin to shift into the realm of higher risk for a diminishing return. 

Keeping to your pricing structure is important - - however, when bidding projects that are reaching the peak profitability, if you believe you may be spending more time between windows than on windows you need to increase your pricing per unit. The Scaling factor of your pricing no longer applies as your original prices do not take into account all of the extra time required to do the larger project. 

Experience will tell you when to raise the rates and if any one questions why your rates have increased simply tell them it’s the rate required for this project! 

I will help you with this as much as I can until you gain a feel for it but understand - - this is very real and can get you into serious trouble if you’re always assuming the more the better. 

There IS an optimal job size / price ratio and you need to dial in what that is exactly for your own business. As every territory is different I cannot give you exact pricing. But I can help you to know when a job is going to require additional unexpected time. This is why when we’re prospecting commercial jobs in your territory we need your help in closing the sale. We’re not going to bid it for you but we will provide the opportunity to bid it.

You need to be looking for the unexpected. Your mindset should be one of “if it can happen, it will happen”. You do not want to be gritting your teeth doing the job, you want to be stoked out of your mind to be doing the job -- and that comes from properly setting expectations in your own brain about what’s possible and how the job is going to actually go.

Don’t assume you’ll will have access to everywhere you need it. Communicate your needs clearly to the prospect and be overly clear and what your needs exactly are.

Being meticulous about this process will save a lot of frustration in the long run.

It’s easy to assume they know what you’re going to need and it’s easy to get overly confident about doing a job you haven’t done before. There’s nothing wrong with being cautious and confident at the same time. 

If you are servicing a National Account, a strategic partnership or a large Commercial Account we are going to be strict on the experience that customer is receiving from you. The reason is, other franchise partners who service those same customers in their own territories are vulnerable to any potential side effects from a negative experience from you and the same vice versa. 

These accounts are a priority. We will do everything possible to ensure they receive a consistent, professional and positive experience from every franchise location that services them. 

Your actions at these accounts will directly affect the pocket books of all other franchise locations. Treat these as your golden accounts. These often grow into more and more locations to service and stronger and stronger relationships. These accounts often own many more businesses, complexes or locations. Getting 1 location is the first step to acquiring all of them. How many locations does the government have, libraries, court houses, rec centers, elementary schools, middle schools, high schools etc? How many locations does Mcdonald’s have to name the most obvious ones… Property management companies often manage hundreds of properties each with a dozen or more buildings at each property….. 

The facilities begin to grow exponentially. Literally. 

You must treat these people, accounts and customers the best you possibly can. If you agree to do a project and it takes you longer than it should have--- write down what happened, what you could have done differently and what you will do next time to mitigate that problem from happening again. Do NOT begin a job and NOT finish it. This is the worst thing that you can do. Once you start you HAVE to finish! 

So…. more windows in less places so that you can be cleaning 2.6 windows per minute ALSO means more competition. Whale projects attract other providers and buyers also want multiple bids so they can know if they’re getting screwed or not by the pricing that they receive and then they can compare. 

What does this mean? It means that you may need to give discounts on your rates in order to remain competitive, if you’re not able to clearly differentiate yourself from the competition. This is a last resort though and should NOT be a standard practice.If you are NOT receiving any won jobs you are either not differentiating yourself or your pricing may be too high. DO NOT try to win the bid based solely on price. If you do you will grit your teeth in regret the entire time and you will eventually tell the customer no which hurts the relationship. 

Competitive edge comes from your attitude, how fast you respond to their emails/calls/text messages. It comes from your review history. It comes from projects you’ve done that others have NOT done. The better all of these facets are, the more you can charge for your prices. Sometimes it’s worth doing a project for less to open the door for projects down the road.

I once cleaned Hale Center Theater in Utah for free because I wanted the building on my roster of customers in our CRM. I wanted their business and I was willing to donate my services for it. 

I once did a job for UNPHC, a property management company that I knew had 15+ locations. I did the job for a fairly discounted rate. Guess what --- I got calls from all 15 locations after that which we completed at the regular rate! Strategy is just as important as execution. Golden accounts like strategic partnerships provide a lot of exclusivity. When you’re approved by a property management company in their approved vendor list you’re usually 1 of 3-4 service providers. By meeting their insurance requirements and loopholes you suddenly just out bid 99% of your competition. You’ve gained a level of exclusivity that they can’t get to and now the projects are yours for the bidding.

Vendor approvals usually happen once per year so it’s important to do your research to find out when the prospect will be going through this process so you can apply in time. 

For example Utah has the Utah Supplier Portal for government vendors of all kinds. By signing up on the list and becoming an approved vendor we received RFP’s nearly every single day except Sunday. 

In order to qualify for approved vendor status from a Golden Account you will likely need to provide documentation about your company. They will usually ask for W-4, Insurance certs and Proof of Worker’s Compensation. They will often ask for umbrella coverage if you do not have it or you may need to increase the limits. They may sometimes ask for a waiver of subrogation. This is an additional nuance in the insurance world that provides them security in the event you or an employee is injured by a 3rd party on the job site.

In order to get the waiver some insurance minimums have to be met. These minimums are not low and often cost a lot. You are wise to hold off on these waivers or increase your minimums until you have the cash flow to handle it. 

Commercial Job Site Tactics 

Where you park your Gig Rig at a commercial project is just as important if not more than on a residential project. Think about all of the potential prospects inside of the building that if they saw your trailer, signage could call you for their own homes… 

This happens ALL THE TIME.

Employees of the companies you’re going to will call you or ask for a bid for their own properties. Maximize this opportunity by parking your signage, trailer & vehicle in an optimal place. 

Placement should be considered with the following criteria: 

Where will I get the most attention Where can I park that does not cause a safety hazard for people coming and going? Where is closest water hook up 

Aside from the sales opportunities associated with the on the jobsite tactics there are many other tactics to put into play. 

For example- When a service area conflicts with a populated heavy foot traffic area you need to clearly define your service area so people do not cross it, walk under your ladder, walk over your pole, brush or get too close to you or your crews while working.  

You have 1 caution cone that comes with your trailer rig, multiple cones can be used to block entrance to your service area or create an obvious work barrier that establishes a work zone where people get the idea not to cross in. If you’re performing larger commercial projects you need to buy extra cones. Typically 10-15 medium cones will do the job. These can be picked up online or at home depot or lowes. 

Even though it probably doesn’t seem right, you are liable for people who get hurt tripping over your hoses, cones, brushes, ladders or anything else. Your General Liability insurance is for this very reason. 

If a little child climbs up your ladder while you’re not looking, you are liable for that child getting hurt when they fall. 

If a person trips over your hoses while on the job site, you are liable for their injuries. Liable meaning, responsible. 

If you lean your pole up against the building and it slips and falls or the wind blows it over you are responsible. 

Job site tactics are critical to working and executing a safe & effective work environment. 

Do not assume people will know where they should go. Take the initiative and direct people with clear instructions where they should and should NOT go. 

If you’re working on a ladder and people are coming and going under or near you, put a cone inside and outside the door to make it clear that the door is off limits for the next 10 mins. Recruit the help of your customer’s employees to spread the word. 

Defining your work zone and not letting anyone into it will help keep you safe from lawsuits and unknown variables coming into the working mix. 

Another important jobsite tactic is developing an attack strategy & then communicating with your customer that strategy. 

For example- When cleaning CedarWood Senior Living we told them we would clean the top floor on day 1, the 2nd floor on day two and the first floor on day 3. This meant we were going to need access to the interiors of each unit. This building had 300+ apartment rooms in it, about 100 on each floor. 

The employees needed to know what to tell their tenants to expect and all the tenants needed to know we were going to be coming inside of their apartments on certain days. 

The best way to craft the communication is to create flyers defining expectations building wide. A window cleaning on a building this size was a big deal that would affect every person. Building wide cooperation was critical to being efficient, otherwise we’d get to a room, they wouldn’t be expecting us, wouldn’t let us in and would extend the time needed to get the job done. Multiply that by 300-400 old people who can’t remember what they ate for breakfast…. Crystal clear expectations had to be communicated. 

We created a 8.5x11 flyer that the employees could print out and post on all the apartment doors of the 3rd floor  “Window cleaners will need access to your apartment Monday October 10th between 8-2” On the 2nd floor “October 11th between 8-1” The 1st floor “October 12th between 8-1” 

If you need help with this, sample flyers are already made and can be found in the Design Center. 

Your strategy to attack a building should put the Operator First and customer convenience second. Your Operator’s experience is the highest priority at the job site. 

This means starting on the building on the side where the shade is and working your way around the building where you can maximize the shade and minimize direct sun exposure as much as possible. 

Working in the sun accelerates fatigue and if it can be avoided it should. 

Start on the west side of the building in the morning, working in a clockwise fashion as the day progresses. This will minimize exposure and maximize the available shade. That is West, then north, then east, then South. 

Your strategy will also mean you will work in a zigzag pattern across the face of the building starting at the top > Across > down > Back > Across > Down > Back & Across 

Working in this fashion means choosing a side of the building to work on at a time. So define your work zone, and take into account that walking from one side of the building to another side will use up a lot of tubing and you need enough to reach all the way up and go all the way across. 

Determine your Pivot points. These are the areas in which your tubing will change direction. Are there natural pivot points you can use? Or are there cars everywhere with no pivot points around? No natural pivot points means your working time will increase as you need to manually move your tubing around the job site. Do the Pivot Points run through high foot traffic areas? Will cars be running over your tubing? 

If possible, during the setup at each job, tuck your tubing in a crevasse, a corner, a gutter, or somewhere out of the way where people will not be tripping or driving on it. 

Good jobsite tactics means taking control of the situation, leading your customer through an experience they will be grateful for and ensuring your operator is happy & safe. 

Ensuring the most effective, safest and efficient strategy to attack a commercial project are what jobsite tactics are all about. 

The Life Cycle of a client 

How much is 1 sale actually worth? How much is 1 loss actually worth?

When you acquire a customer what is that customer actually worth to you? There’s a lot of ways of thinking about this. 

Let’s break some of them down. Before we do,  let’s make some assumptions first. Let’s assume your customer’s name is Claire. Let’s assume that you always perform an extraordinary job each and every visit. You’re on time, and the customer is happy with you every time you go there. Let’s assume the service is exactly the same each time and it never varies. Much like in the same way when you order a Double Bacon Cheeseburger from Wendy’s and it ALWAYS comes with mayo and ketchup and not Mayo, ketchup and occasionally sprinkled with oreos.

Let’s also assume that the service you’re offering is recurring. So this rules out any and all screen repair clients. 

Lastly, let’s assume that you are the technician. 

Pretty reasonable assumptions would you agree?

So let’s break it down - 

Firstly - The most obvious would be the immediate revenue generated by servicing that customer, Claire. For the sake of conversation let’s say that customer (Claire) is worth $500. So you do the job and you make $500. Cool. Congratulations. A job well done. 

Next most obvious would be the recurring revenue generated by that same $500 client again. If you did an extraOrdinary Job. Not a good job. Everybody does a good job. They expect a good job. But if you do an ExtraOrdinary job you’ll probably end up doing the job again. Congrats another $500. 

So far--- That’s $1000 in a single year. Congratulations! 

Next most obvious would be aggregate revenues generated by Claire, for an on going period. So how long  can you expect this customer to use you until they find someone else or move or die or simply cant afford it?  History tells us a minimum of 5-10 years assuming you’re performing an extraordinary job each time you visit them. 

Now Claire is worth $500*twice/year = $1000/yr 

$1000/yr*5 years = $5,000

Suddenly Claire's value has not only doubled, we are now 10 TIMES her original obvious value and that’s if we serve her for the minimum of 5 years. 

The next very real client appraisal method would be to calculate how much you will be paid to sell Claire to another Franchise Partner when you want to exit.

Let’s break that down together too. When you’re selling your company you can receive about 1.5-2.5X+ Annual EBITDA or Annual Earnings Before Interest, Taxes, Depreciation & Amortization depending on your market & how long you’re willing to wait for a buyer. Wow --- that’s a mouthful. What does that even mean? It means that your $500 customer is worth 1.5-2.5X your gross profits, or your discretionary cash flow. 

Since we’re assuming you are the technician. We can safely calculate that your profit margin on the annual earnings from Claire are around $700 give or take. 

So now we’ll multiply $700*2.5 =>.....? You can realistically expect $1,750 when you go to sell Claire to the Next Franchise Owner.

How cool! Congratulations! 

Now let’s assume you build your business for 10 years and after which you want to exit, cash out and go buy a helicopter. 

What does Claire do for you in that entire 10 year period that will contribute to your next step at exit?

Outside of the obvious revenue generated for that 10 year period, Which would be $20,000……….. assuming you never upsold a thing, you did the bare minimum every time, you never spoke to the neighbors, never got a referral, never knocked her neighborhood, never leveraged your business with her to others and she never tipped you -- all of which are highly unlikely. 

Claire would generate $21,750. Congratulations. Claire’s little $500 job starts equating to much larger figures doesn’t it?? 

Imagine if you had 1,000 Claires. You’d only need to acquire 1 new customer every 3 days. That’s a potential exit for $1,750,000 Divide that by the 10 years you built your business and you basically paid yourself $175,000/yr on top of whatever you paid yourself. 

Imagine if you acquired 5,000 Claires. You’d only need to acquire 1.3 new Claires per day. That’s a potential exit for $8.750,000. Divide that by the 10 years you built your business and you basically paid yourself $875,000/yr on top of whatever you paid yourself during that time.  

Now entrepreneur math is exciting and fun to think about and there’s some more variables here we’re not discussing but…

This my friends is how you need to be thinking. 

Daily cashflow, bills, anything else, employee problems.  They’re distractions from the real plan which is for you to sell your business and cash out with real significant wealth. 

Your tolerance to customer dissatisfaction will cost you millions of dollars. LITERALLY. 

Your tolerance to employee’s skipping steps on the service excellence checklist will cost you millions of dollars. LITERALLY!

Your lack of discipline around the small things & to execute even when you don’t want to will cost you millions of dollars. LITERALLY! 

DON’T F’ING TOLERATE IT!!! DON’T F’ING TOLERATE IT!!!

Follow that checklist like your life and dreams depend on it. Because they F’ing do. 

When a customer calls with a concern, address that concern instantly, give them a refund, serve them, GIVE GIVE GIVE, OBSESS OVER THEM (show them you obsess over them) keep that customer at all costs!!! You are an IDIOT if you didn’t take your customer’s concerns seriously. You are an IDIOT if you don’t use our systems to their full advantage.

You’re are an IDIOT if you don’t take your business seriously. You are wasting your F’ing time! 

This is reality. This is the truth. Your profit margin is your most important number aside from the number of jobs you do per year and their annual ticket price. 

If either of these numbers is low you’re paying 2.5X the discount on that because that’s what you LOSE in equity. Who gives a crap what truck you’re driving. GET YOUR MARGINS UP AND KEEP THEM UP! 

Subscribe every customer on a membership! 

Don’t get sucked into the daily minutia of stress and problems. ALWAYS maintain the larger picture, take ownership for every problem that occurs. It’s your fault. What are you going to do about it? Sit back and wonder why me and it’s too hard?? 

Or are you going to grab the bull by the horns, discipline yourself and execute your 10 year plan with precision? Getting paid $875,000/yr is what the top level, world’s highest level performers get paid. Do you act like a top level performer?? Or are you distracted by the bullshit problems that happen everyday? Get a freaking grip and take control! 

Risks & The Purposes of Insurance 

Before I start I need to address the obvious - This segment will not detail every risk out there. We can’t possibly make you aware of everything. You should consult with an attorney and an insurance agent to help you identify risks and how to properly mitigate against them. 

This is a high level overview of risks and insurance. It is ONLY a high level overview and will not detail everything you need to know. 

As mentioned in a prior segment General liability helps protect you against things that go wrong like accidents, etc. 

A GL policy does not cover everything, nor every scenario. Many GL policies only protect the victim of an accident you caused. Many Policies only protect certain things & may or may not protect you or your business or its assets. You NEED to discuss what these scenarios are with an attorney and insurance agent to make sure you’re properly covered. General Liability Policies are usually quite affordable and can get beefed up if necessary to increase desired coverage. 

Depending on your coverage, General Liability also can cover some or all expenses if someone were to turn around and sue you. Talk to your attorney and agent about this.

Coverage is usually broken into 2 types: 

Per Occurrence  Aggregate 

Insurance agents will often refer to a policy as 2 million/ 3 million. Or a 1 million/ 2 million. What are they referring to? 

They’re referring to 2 million in maximum pay out per occurrence and 3 million aggregate. Meaning if you had another freak accident they would only pay out a maximum of 3 million in the policy’s term if everything went just right. 

I will ask you what coverage you have… An easy way of responding is saying the per occurrence # and the aggregate #. 

Aggregate being the sum total of maximum payouts the insurance company is willing to risk on your policy. 

Commercial Auto Commercial auto is just that - It’s insurance on a vehicle that’s used for money making purposes. Insurance companies WILL NOT honor a personal insurance policy on a vehicle accident going between jobs. 

There’s inherently more risk with commercial vehicles because they’re on the road MUCH more than your personal vehicle. 

Insurance on your trailer is usually included as part of commercial auto, however… this many not always be the case.

Never under any circumstance let your insurance lapse. 

A lapse in insurance will cause your next policy’s rate to increase drastically. 

Insurance companies get really nervous when they see a period of time where a vehicle or a business went without coverage. They see it as a risk the business owner took that’s too risky and they see that you’re willing to cut your insurance off when maybe you couldn’t afford it. It makes you look like an unstable customer and therefore you’re more at risk --- so they raise your rates. 

Insurance companies will ask you and can see if a lapse in coverage has occurred. So DO NOT let this happen. You may get away with it once but it wont happen twice. 

Insurance is one of the biggest fixed costs in your business. However, the cost of an accident, a lawsuit & losing your investment are MUCH higher. 

This brings me to Worker’s Compensation Insurance. 

The risks of somebody getting hurt while doing work for you are, “In my opinion” are higher than getting in a wreck or dropping a ladder on someone’s lamborghini. Falling off a ladder, tripping on a curb or slipping on a slippery surface is more likely. In 2019 I went up a ladder to clean some rain gutters at a job I’d done many times. I went up 22ft and the moment I got up to the top of the ladder, the bottom of it slipped out, I fell and belly flopped on the wood deck 22ft down.

I shattered my arm into multiple pieces. I laid there unable to breathe for about 20 seconds as all the wind was knocked out of me. After suffocating for lack of air I started getting my breath back. But I didn’t dare move, thinking I broke my neck or back. I smacked my jaw on the rung of the ladder so hard my ears were ringing and I couldn't hear anything. I was lucky I didn’t bite my tongue off or destroy my teeth.  

My ribs & back hurt so bad I thought for sure I was paralyzed. After 4-5 mins the customer saw me and came out to see if I was okay. I was embarrassed but she was nice. I whispered  “I don’t know”. I wiggled my toes to see if I could feel them or not, then my feet, then my legs, then my arms, then my neck. 

 “I think I’m okay” I said to myself. 

I looked at my wrist, it was swollen the size of an orange, & was already turning red and blue. I was shocked at how fast it swelled. I rolled to my side and sat up looking at my arm dangling like a big sausage. 

The customer brought some ice out and I got up & walked to my van and drove to an instacare where they thought I was drunk, limping in asking for help. They ignored me like I was a drunk homeless guy off the street. I yelled at them, I need help! I just fell off a ladder. (i didn't realize how serious the situation really was)

They said, there’s nothing we can do, you need to go to a hospital. My wife was on a business trip so I called my dad who came and got me. It should have been an ambulance.  When we arrived at the hospital, 20 doctors and nurses were standing there waiting for me. The instacare called in and told them what happened. They considered pe a trauma patient and rushed me in, cut off all my clothes & checked me for everything that could kill me. Within 10 mins I was downgraded from a trauma patient to a minor injuries patient. 5 of the doctors asked me over and over, are you sure? Are you sure this? Are you sure that? I can’t believe you’re in this condition”, “Someone is looking out for you”, They joked that they were disappointed because it’s not every day something this exciting happens. The main doctor grabs my shoulder, looks me in the eyes and says - ``You are lucky to be alive and in this condition, most people don’t live through a fall like that.” 

I tell you this story because this was a routine job I’d done many times. When I initially set the ladder up I started climbing up. At about the 7’ mark I heard a little voice in my head that said “you are going to fall, check your ladder”. 

I thought to myself, nahh there’s no way, i'm just being paranoid. But it freaked me out that it was such a clear voice in my head that I got down off the ladder, checked the ladder angle, checked the feet, checked everything to make sure it was right and according to “osha code”. Everything was done properly. Everything… was done properly. I stood there looking at it and literally said out loud, “everything looks fine to me.”

I went up the 2nd time and that’s when it fell. 

You do not know when nature strikes. You can do everything right and still have an accident.

‘

I went through 1 instacare visit, 1 emergency trauma room visit, they couldn’t get me in for surgery so I walked around with a shattered arm for literally 2 weeks, then went through, 2 surgeries, 12 screws and a metal plate in my arm for 6 months, many doctor visits, an addiction to percocet, not to mention rehab, a huge scar, constant pain for over a year, weeks of sleeplessness, weakend physical abilities since I couldn’t even do a push up for over a year, a bruised ego, 3 months without working or being able to type on a computer and the complete inability to climb a ladder again. The bills for this incident cost over $80,000. Guess what ---- I had insurance. I do NOT have to pay for the medical bills for the next 20 years. 

If you hire an employee -- YOU are responsible for his injuries, surgery, medical care. If you hire a 1099 contractor and he falls or gets hurt on a job site he’s working for you… guess what --- YOU are responsible. Just because he’s not an employee doesn’t absolve you from the liability. This is why commercial complexes & businesses will require you to have worker’s compensation insurance. Because they themselves do not want to be held responsible when you fall off their roof. And they would be responsible. 

Residential customers may have homeowner’s insurance that covers accidents of contractors at the home so many people will not ask to see a certificate of insurance. Some people will and you need to have this handy and accessible so you can easily send it to them upon request. 

When you see a contractor is “Licensed & Insured” --- this is what they’re referring to. If you say you’re Licensed & Insured you MUST be licensed & Insured or you open yourself up for an even bigger lawsuit if an accident happens --- Obviously. 

Hiring 1099’s is tricky and must be done carefully. The IRS looks at 1099’s as separate entities from your business and employees. 1099’s must pay for their own fuel & their own insurance. They must use their own equipment. They must dictate their own schedule. If neither of these is the case they’re NOT 1099’s. They are employees. 

If they’re employees; you need to provide the insurance, withhold their taxes, pay unemployment insurance and & whatever else your state requires employers to do with employees. This is a conversation you need to have with your local accountant and attorney. 

There are ways to limit insurance liability with 1099’s and that is to obtain a waiver from the state. A work comp waiver means that your 1099 doesn’t have to have the insurance. It doesn't mean you don’t have it. Worker’s compensation & general liability monthly premiums are determined by the amount of money generated in the business. And breaks down like this. Worker’s compensation breaks down by the annual payroll you paid to a 1099 or employee. The more you paid the more risk the insurance company took on covering that employee. Therefore your premiums are dictated by this number. You will be audited annually by the insurance company who will ask for 1099’s or w-2’s that you sent to the irs. This is usually between 5% & 10% of gross payroll. 

General liability is determined by annual gross revenues. 

Worker’s compensation policies are classified by different codes. 1- a window cleaner code is higher than say… an office worker code. 

If you are clear with your insurance provider what exactly you do and how you do it you can likely get a 2nd classification under the code of janitor. A janitorial code is for work that is done on the ground and NOT on a ladder. 

Therefore - if you track the amount of time you or your employees spend on a ladder each year you can calculate the gross payroll spent for that time on a ladder. 

By reporting back the different payroll amounts for each classification you can effectively only pay for the insurance you really needed and thus keep your profit margin much higher than normal. 

This is why there is a section on each work order that asks for “ladder time”. 

Umbrella InsuranceWhile umbrella insurance is broad and varies a lot between providers, the principle of umbrella insurance is the same. Umbrella insurance kicks in when the per occurrence or the aggregate runs out. It also may kick in when the particular incident is different than what your normal policies cover. This is dependent on the policy so you should discuss the terms with an insurance agent and attorney. Umbrella insurance often requires you to have higher minimums on your GL & Commercial Auto in order for the umbrella policy to go into effect.

This means to have an umbrella policy your insurance costs are going to increase. So you should be prepared for that. 

When accidents happen:

When you have an employee that gets hurt some things need to happen immediately. 

First, you need to document everything that happened.

Where did it happen? What time exactly did it happen?What were they doing? Who was there? Did anybody see? 

Document the injuries. Ask the employee to tell you all their symptoms and write them down. 

Next --- before the injury ever occurs you need a list of places the employee can go when he/she gets hurt. What hospitals or medical care facilities are in your insurance network, which doctors?This should be on a reference card somewhere in the vehicle where it can be easily & quickly accessed.  

After things calm down some other important questions should be asked: 

What caused the accident & how can it be mitigated next time? Does the individual need more training? Was there fraudulent intent? What indicators might there be about this?Do their injuries correspond to the story they told you of what happened? Was there a proper level of urgency for the scale of the accident? Were there any unknown pre-existing conditions that facilitated the accident?

What can be done with these pre-existing conditions? Do they put the company or the employee at further risk if employment continues? 

I once had an employee get to a job & 5 mins after getting there he had a seizure on the front lawn. The customer called 911 and an ambulance came and took him to the nearest hospital. 

We were lucky he didn’t have that seizure while he was driving. It turns out he had an underlying medical condition which required him to take medication every day. He’d missed his dose that day and the seizure occurred. This is something I should have known about beforehand. 

Another example of an incident that occurred was an employee was doing a large retirement home. We had to pull the screens out on the 2nd floor. The job was very straightforward, not very tall and ladder work only meant going up about 10ft. There were 5’ tall bushes next to the building and some curbing all the way around the building which provided a nice stopper for the ladder to go in front of which naturally inhibited any slipping by the ladder from the bottom. In other words --- this was a very safe project to be doing. 

After about an hour the employee called me and said he’d fallen off the ladder into some bushes. I asked him what symptoms he had and I went back to the job. He had some small scratches on his arms and legs and his arm looked a little bruised. He said he’d only gone up about 2 rungs up which is less than 4’ high. He told me he wanted to go to the doctor. I told him to go. 

2 weeks later he quit. 

3 months later I got a bill for $12,000. As it turns out he went to the emergency room, they did an MRI on his whole body AND a CT scan & ran tests on his head and neck and ran some blood tests. I called the hospital to find out why they’d run all these tests for a few scratches on his arm. He fell into the bushes --- He fell less than 4 feet into a bush 5 feet tall…. The numbers weren’t adding up. I told the hospital we had worker’s compensation insurance and to talk to the insurance company for payment. I called up the insurance company and told them I thought this was fraud and to look into what happened. The injuries didn’t call for MRI’s or CT scans or blood tests and that I thought there may be another issue he was wanting tests for and that the ladder fall was a cover story for his employer to foot the bill. 

The insurance company took care of it and I never heard back about what happened. The point of this story is - even the seemingly least risky circumstances can & do cause huge insurance liability risks. ---- this is why you’re required to be properly insured all the time. This is why you have to have worker’s compensation insurance, General Liability, Commercial auto and others. 

Your Commercial clients are audited by their insurance providers yearly. If the commercial prospect has vendors or contractors (which everybody does) that audit will be passed down to you. They will ask you for your certs or “certificates”. 

If the state finds out you have employees and do NOT have worker’s compensation insurance they will force you to backdate insurance coverage that they dictate, at a price they dictate and make you pay for it. So, you have to have it regardless! 

Accidents happen - it’s normal. So let somebody else take on the liability so you can rest easy and focus on driving sales. 

(THE END)

Employee Fraud

Your Daily Routine

What you do each day will determine where you go. ….No duh Cam, this is obvious. 

So what are the most important things you need to do each day? What should your day look like? Well, this is going to change as your company grows. What you do each day for the first 6 months will be completely different than what you do each day 6 years from now. Is there a day to day framework that applies to you no matter what stage you are in?  Yes! 

Every sales organization has certain tasks that must be repeated over and over. Since your company looks entirely different 6 years old vs 6 months old I am going to show you what those tasks are regardless of where you are in your business. 

No matter where you are or how long you’ve been in business here is what needs to be done on a daily basis -  And every sales organization is Goals & Targets oriented. In order to know what you’re going to do each day you must break down your goal into individual targets. For example your goal is - “I want to generate $80,000 more this year than last year” - Remember every goal has a quantifiable, measurable metric and a deadline to it. 

Now that you’ve determined a goal of $80,000 in new additional revenue you must break that down into individual targets which become critical tasks to be completed each day. 

For example take $80,000 & divide it by your average ticket price… Right now in Utah that is $250 (but yours could be higher or lower). $80,000 / $250 = 320 new customers for the year or 27 new customers per month or 6 customers per week or 1.2 per day for 5 days.

Okay so now the question becomes how do you get 320 new customers per year? Well that’s about 1-2 hours of active prospecting each day or maybe that’s canvassing a neighborhood on saturdays when everyone is home. Or maybe you decide to crank out 320 new customers in a 3 month period rather than a 12 month period instead. 

3 months = 106 customers per month. Or 5 new customers per day for 3 months or 5 to 6 hours of knocking doors each day (according to my ability of 1 per hour). 

Well but here’s the thing, it doesn’t have to translate to new customers it just means 320 new jobs at an average of $250 each job. 

Well that means if you sold a subscription to a certain segment of your current client base that your new customers would only need to be 1 new customer every other day…! Not including organic leads, neighbor walk ups or anything that comes in by itself or upselling or cross selling at any jobs. 

You see how this works? Each Monday you are getting an emailed report of how many new customers you need for that week. THIS is your goal for the week. 

So what is your target? Target #1 would be whatever critical task must get done to hit that goal for the week. Assuming you’re going for the 1.2 clients per day that means your critical task would be to knock doors for 1-2 hours (Or whatever your rate is).

Target #2 might be to upsell or cross sell something worth at the minimum $50 to make up the .2 in my number. Target #3 Role play closing a customer objecting to price and signing a contract Target or critical task #4 might be completing the Plan of AttackTarget #5 might be whatever other task you’re not getting done that you would consider the day a win if you accomplished it. 

By completing 3 or more of the 5 critical tasks you have WON the day. You WON. If you did NOT complete 3 or more of the 5 critical tasks you LOST the day. 

If you win the majority of the days of the week you Win each week, you win each month and you’ll win the year. It is impossible not to get results using this framework. And it can be used regardless of what stage your business is in.  If you win the day 20% of the time your business will look like a business that wins 20% of the time. If you win the day 90% of the time your business will look like a business that wins 90% of the time.

This is why winning each day individually is so important. 

So when you’re building out a new territory your daily checklist will look something like this:

First: In the morning you will review your goals. These are long term and short term goals. Where are you going? What are you trying to accomplish long term and short term? Write your goals down. 

Next, align your targets with your goals. What are the critical tasks that must get done today? For example) Your goal is to grow your company by an additional $80,000 this year.

Morning:

Review Goals Align today’s targets with Goals Prospecting plan - Prospecting & Follow Up for 1-2 hours in Pipedrive Send quotes Un-resolved customer service itemsPost on Social platform - Facebook - LinkedIn - Instagram 

Morning - Afternoon: 

Check to make sure all equipment is ready & availableGo to job site(s)

5 around after each job Drop signage - Flyers - door hangers - yard signs - etc Obtain photo / video content for social 

Plug Gig-Rig in to charge

Afternoon - Evening: 

Input new prospects into Pipedrive (If not done already)Complete any remaining paperwork or Pipedrive tasks Post on Social platform - Facebook - LinkedIn - Instagram Review Targets, Goals & schedule for the next day

This is a growth heavy checklist and it will change as you go. 

Key Performance Indicators 

KPI’s are data points that tell a story about your business and what’s going on inside it. This subject could easily get out of hand as a KPI can be built around literally anything you want to measure. However, there are certain KPI’s that are VERY important to marketing, operations, finances and sales.

They’re all inter-related in some way or another and knowing what story they tell is critical to knowing if your business is on the right track or not. As we’ve been discussing growth, customer acquisition and sales I want to jump into the first KPI and in my opinion the most important number to be tracking and that is  “Annual Jobs Completed”. 

Annual Jobs Completed

Indicates how many jobs were done from January 1st to December 31st. This number tells you SO much about your business. 

When you divide your total annual revenue by the Annual Jobs Completed number we understand the average ticket price. With the avg ticket price we can know how much work is getting done, how much each customer is worth. We can figure out how much it costs to acquire a customer and so on. 

Annual Jobs Completed has a direct correlation with your daily activity. For example if your Annual Jobs Completed was 500 and you wanted to increase that to 1,000. You’d need 500 new customers. That means you’d need to spend x amount of time/money acquiring them. Nearly every other important activity in your business stems off of your understanding of this number. 

Annual Revenue 

Indicates how much money was made in a 12 month period usually from January 1st to December 12th. This KPI is the one we pay most attention to and our main goals stem from this indicator. It also determines how much your company is worth, how much it can be sold for, how much money you make per year, and how much growth you’ve done or have left to go. Annual Revenue is determined by the number of jobs you do per year and the average ticket price. 

Capacity 

Indicates how much work 1 Gig Rig is capable of doing in a given day and thus per year. This key performance indicator determines how much money you make. Long before we had the Gig Rig I misunderstood the relationship between capacity and Annual Revenue. 

I mistakenly believed in order to increase Annual Revenue I had to increase the Annual Jobs completed. So in order to get more jobs done what did I do? I hired unnecessarily. I incurred more overhead and I hired before we were capable of even making more than $300/day which i thought was all we could do. I hired thinking, more crews means more jobs done, more jobs done means more revenue. This is what most people believe. 

So I want you to listen closely to what I say next…….. Capacity is everything. What if you could turn up the revenue by 30% without 30% more effort? What if you could triple or quadruple revenue without hiring anyone? Would that make you more profitable? Yes, it would… 

Capacity increases when you get faster at doing a job. Capacity increases when you prepare the day before. Capacity increases when you stay organized and plan ahead. Capacity increases when you put your tools away and do the little things to keep your affairs in order. 

Capacity is the means by which you can upsell or cross sell another service and complete it without a return visit. 

When you first start out, your capacity will be limited. You’ll probably max out at 300 dollars for a few days. It’ll feel clunky and hectic at first. Then you’ll hit 400, then 500 dollars, then 600 dollars , then 700 dollars, then 1000 dollars , then 1,500, then hopefully higher and higher. THENNNN….. You hire. 

The higher your capacity per Gig Rig the longer you can go without incurring new overhead to execute on the ever increasing jobs per year. You want to max out your trailer rig before you buy another one and you want to max out the revenue potential at each job before adding new ones, this is where our Daily Plan of Attack comes into play, which we go into in another segment. A new Gig RIg will incur a new vehicle, fuel and insurance costs.  That might look like hiring 1 or 2 people to work the Gig Rig 12 hrs / day. It may look like work being done on the weekends or even through the night. 

Capacity has a direct relationship with your profit margin. The higher your capacity the higher your profit margins in most cases.

Understanding your capacity will help you know how much work should be scheduled each day. You’ll know if you can upsell something or if you can’t because you’re too busy already. You’ll know when to tell a customer yes or no. You’ll know about what time to tell your spouse you’ll be finished for the day. You’ll know when it’s time to hire and you’ll know when it’s time to fire.

Ask yourself this critical question… What am I doing to be more disciplined with my time? The more disciplined your are with following a schedule, completing tasks and staying organized the greater your capacity to get work done. 

Capacity is measured by simply calculating how much work  you’ve been able to do in a given time frame and then projecting what you’re able to do the following day. We refer to this in terms of dollars per day.  

“You’ve got a 500 dollar day”. Or “you’ve got a 1,200 dollar day”. This is how Dispatch is going to determine how much to schedule for you. That also means you need to tell Dispatch how much you want scheduled and sales center to sell.  Dollars per day tells you either how much you’re capable of doing, you need more work or you’ve got other things planned for the day.

Profit Margin

Profit margin gauges the degree to which your business activities make money. Essentially by dividing income by revenues. Expressed as a percentage, profit margin indicates how many cents of profit has been generated for each dollar of a sale.

While there are several types of profit margin, the most significant and commonly used is net profit margin, a company’s bottom line after all other expenses, including taxes and one-off oddities, have been removed from revenue.

Your profit margin is SUCH an important number to keep track of. While there are 10 different ways to slice and dice profit margin. Your profit margin is at the end of the day what money you keep.

Strategic decisions and Operational, “In the field” practices grow or shrink your profitability. 

Focus on this number, track it, measure it and make tweaks and adjustments to increase this number more and more. The greater this number, the greater you can sell your business for. 

Recurring Customer Ratio]

This indicates of all of the current customers you have which have used you in the last 2 years, how many of those continue to return and come back to you? 

The industry average is around 30%--40%. Our recurring customer ratio historically trends much higher than this. Yours should too. 

This number is a key indicator because it tells you how well your customers like you.  You are only as good as the last window you cleaned. Call backs, Lack of follow up, long response times, they all contribute to a low ratio. 

ON the flip side, follow up, quick response times, good service and a GREAT attitude will make your customers come back to you over and over. Notice how I said good service? GOOD service is the expectation. Good service is what everyone else does. The windows look good, the gutters look good, and the lights look “good”.  You become extraordinary when you respond right away, follow up, and have a great attitude. THIS IS the differentiator. THIS is why our ratio is above 70%. THIS is why our profit margins are so high, THIS is why our hourly rate is so high because you’re doing the job, over and over and you get faster and faster every single time.

On top of the great attitude and constant follow up a major contributor to this ratio is the subscription you sign your customers up on. 

How many are signing up with you? 1 per week? 1 per month? 1 per day? Tracking this number will tell you how well you sell the customer on the obvious. MANY customers have us come visit once or twice per year. This is the most common. By subscribing the customer receives benefits simply by committing to cleanings they are already going to do themselves.

If they change their mind, they’re much less likely to cancel their next appointment with you if they’ve subscribed. It’s a very logical sale and makes a lot of sense from the customer’s perspective.

This KPI is called, “New Members”. 

If you set a goal for subscribing 3 new members each week this would equate to 156 new members, with Bi-annual being the most common service plan, this equates to about 312 new jobs for the year that you DO NOT have to acquire again. 312 fewer new customers. Or thousands of less doors to be knocked on. Or another way to look at it, 78,000 dollars of annual recurring revenue or ARR, added to the business (assuming the average job price is $250). 

New customers will come into your business on their own. New customers that find you without any prospecting efforts are called ORGANIC customers. Growth that comes from customers finding you on their own is called Organic growth.

Organic growth can be from customers finding your website, seeing your trailer on the road, googling you, or bumping into you at the grocery store. We do everything possible to maximize organic growth. 

Tracking the inflow of new customers & where they came from is extremely valuable. It will also help us know how you are growing and if money should be spent to bring additional leads to the sales pipeline. 

However, what about customers that don’t stick around? This is called attrition. 

Attrition 

Customer attrition is the loss of customers by a business. Most customers of a given business will not remain active customers indefinitely. Whether a one-time purchaser or a loyal customer over many years, every customer will eventually cease his or her relationship with the business. This phenomenon of “disappearing” customers is known by many names, including customer attrition, customer churn, customer turnover, customer cancellation and customer defection.

The customer attrition rate is measured for a given period by dividing the number of customers the company had at the beginning of the period by the number of customers at the end of the period. For example, if your company had 1,000 customers on 1 January and 900 on 31 December, then the attrition rate for the company would be 10% (i.e., the company had 10% fewer customers at the end of the year than at the beginning of the year).

The rate of customer attrition is a key performance indicator (KPI) that businesses need to track in order to make sure they are making the correct strategic decisions. If new customers don’t stick around for long enough, it could be that some customer acquisition expenditures actually represent a negative ROI for your company; meaning you’re losing money. 

If your customer churn is 100 customers and you have 500 new customers you’ve grown by 400 customers.  Do you see how that works? 

Tracking the data from incoming new customers as well as organic customers is critical. 

The data that comes from the activity you make to acquire new customers is called Funnel Metrics. 

Funnel Metrics 

Funnel metrics are made up by  the 5 stages of our active deal pipeline. That’s - 

Activity Open DealsQuotes Created Jobs Scheduled Deals Won

Each stage of your pipeline or funnel has a real life application to why that number exists. Understanding the relationship between stages is VITALLY important! This will make you successful faster and easier than anything else! 

ActivityThis is measured in activity units. Activity units are made up of any combination of emails sent, doors knocked on, phone calls made etc. You can get even more granular on this if you want to but for the sake of understanding your business, taking 1 or 2 types of activity at a time is best to be able to measure the effectiveness of any given activity type. 

Activity creates opportunity. Input equals output. It’s a law of nature.

You’re planting here and you’ll reap later down the funnel.

Without actions you’ll get nothing. Without tracking your actions you won't know what works. 

You MUST track your activity to have any bearing on what input produces any given output. For example, by tracking the number of doors you knock you’ll be able to predict how many it takes to create 1 open deal. 

Then how many open deals it takes to create a quote. 

Then how many quotes you need to convert to a job 

And how many jobs it takes to win a deal. 

Activity Open DealsQuotes Created Jobs Scheduled Deals Won

Starting at the bottom of the funnel: How does Deals Won relate to Jobs Scheduled? Simple, you completed the job and the customer didn’t cancel on you. If your Deals Won rate is lower than 97% of Jobs Scheduled it means you’re not scheduling the customers fast enough or they’re not confident in your abilities to perform and are consequently uneasy about you coming and therefore cancel entirely. How does Jobs Scheduled relate to Quotes Created? This is probably the most important step of all! It means you CLOSED the deal. The person said “YES” let’s do it. They approved the quote you sent them. This step is massive and underlying reasons for its number are VASTLY underlooked. Are you quoting a lot of people but not scheduling very many jobs? That’s a sign that you need more training closing deals or your messaging needs to change a little. A 70% close rate is a decent base to start from if you’re measuring this number of quantities of deals closed.  However, if measured off your revenue goal, 70% might be too high because you’re more interested in the size of deals closed rather than the quantity of deals closed but for now we’ll focus on quantity. Make sure to know which one you’re measuring and why. This brings us to Quotes Created. Jobs accurately priced are critical to understanding your pipeline and if it is on track to reach your revenue target. How does Quotes Created relate to Open Deals? You can’t create a quote unless you open a deal. It means you asked the prospect if they wanted a quote and they said yes. If you have a lot of open deals but few quotes created then there is something to tweak in your messaging, or your activity is off. It means you’re not asking if they want a quote or that a lot of people are saying no. If a lot of people are saying no, it could mean you’re talking to the wrong people. This brings us to Open Deals. What are Open Deals? It is when you’ve found someone that exhibits all of the following criteria:

Has a problem we can solve Is able to purchase or very likely knows the person who can purchase Has not told you to stop contacting them 

Where do Open Deals come from and how do they relate to Activity?  Open deals mean you’ve found a prospect and input their information into the CRM (Pipedrive). It means they’re active in your pipeline and being worked. They are in New Deal, Active Lead, Contact Made or Following Up status in the CRM. If your Open Deals are low but your activity is high it could mean you need to adjust your messaging in your communications with them, that you’re contacting the wrong titles or that you're contacting them at the wrong times. If Open Deals are high and Activity is low it could mean your messaging is spot on but you’re not doing enough to find new prospects. Additional training in Prospecting, follow up, cold calling or customer service would be a good idea. Which brings us to Activity. The top of the funnel. How does Activity relate to the rest of the Pipeline? It’s what fuels the Pipeline. Without activity everything runs dry. So how do you know what activity to focus on during your busy day? Establishing a habit of completing these steps will be VITAL at the beginning, so start out doing it right. Unlearning a habit is much harder than establishing it right the first time.This information is exactly what will be discussed in weekly & monthly check in calls. These conversations will help you identify for yourself what areas need improvement and will help us know what we can help you with! 

Unlike restaurant chains, law firms, or most businesses or industries we know where our customers are. We can find them. We can go to them. All it takes is courage. And doing it 1 customer at a time. Don’t think about getting all these customers all at once. Focus on building a relationship, serving people and the customers will come! 

Sales Training 

Marketing Sales Customer Service 

Day 1: =

Marketing (Reference supercourse from SendJim) 

Omnipresence Relationship Marketing at scale

What is our product? What are we selling, really?  Are we selling window cleaning? No. Nobody gives a crap about dirt not being on glass. Are we selling Christmas lights?  No. Nobody gives a shit about light bulbs. Are we selling window screens? No. Nobody gives a shit about a window screen. 

We are selling a clear view of the homeowner’s dream backyard he’s been working his whole life to acquire. 

We are selling the nostalgic Christmas experience the single mom wants to give her daughter similar to the Christmases she had when she was young. 

We are selling an intense, bug free game of monopoly with the neighbors on their patio. 

These, and countless other reasons people have for using these services. are what we offer. The moment you understand that and you care about their reasons, customers will feel understood and immediately trust you. 

If you approach the customer on a mission to wipe dirt off glass, you AND the customer immediately devalue the service you’re offering. You will half ass the job every time and you’ll just be another company that customer will never use again. And the customer and you won't really know why. 

Empathy on the customer’s behalf HAS to be your top priority. WHY are they using you? What is important to them? If you find yourself getting burned out, customers are complaining, customers aren’t signing memberships or raving about you online. It is because you have lost sight of this. But it’s really easy to reorient yourself -- discovering why the customer needs you will give you purpose, make you feel needed and show you just how important you are to them. 

Practical ways of identifying the customer’s why Window Cleaning:

Ask them “What’s the occasion? Got a party coming up? Or just needing to feel fresh again? Ask them “how soon do you need this done?” This will give insight into what their needs are and will que up the question above Will tell you what’s important to them Ask them “which windows do you look out the most?? Shall we do the interior & exterior on those specifically? 

Screen Repair: 

Ask them “What’s prompting you to do this now?” Ask them “how soon do you need this done?” This will give insight into what their needs are and will cue up the question above Will tell you what’s important to them Which rooms have you had problems in? Would it make sense to rescreen only the ones that need it? This tells the customer you’re not there to arbitrarily replace every screen on their house, even if it’s not needed and opens up the point that more than the 1 or 2 they are thinking about probably need to be replaced. Gives you the legitimate reason to walk around the whole house and count up all the ones that need it, usually resulting in several more screens than they initially thought about. 

Holiday Lighting: 

Ask them - “What color or pattern makes the holiday most special to you?” This spurs an emotional response which makes them More likely to buy Get nostalgic and feel the sense of the holiday excitement Makes them trust you because you care about their situation rather than just putting up lights in exchange for money Adds a lot of value to the experience Ask them - “when do you need this done by?” 

If you commit to putting yourself in the customer’s shoes each time you’re on a job site the questions will naturally occur in your head without me telling you what to ask. 

This is how we shift from Ordinary to extraOrdinary. This is how you win clients for life. This is how you build advocates for your business. 

The E-myth principle 

Be careful with the myth that because you’re a good technician that you’ll be a good business owner. 

Or that you’re a good business owner you’ll be a good technician - although this is probably less likely to be the case. 

A technician is someone who is good at a trade of some kind. Like a mechanic who’s fast and knowledgeable with motorcycles often believes he’ll “easily” succeed if he had his own business fixing motorcycles.  

Or a chef that makes delicious food will often believe she’d naturally succeed at running her own restaurant. 

What many people do not realize is that to succeed you have to wear 3 hats… Not just one. 

This concept causes 4 in 5 businesses to fail. 

At first you must be a good technician, have a unique service you’re offering well, and Second you must be a good manager. Last, you must have a vision of where you’re going. 

As an owner operator you are starting out as a “technician”.

But you’re also a manager as you’re running the affairs of the business. 

Accounting Finance Marketing HR Sales

When you hire to replace yourself as a technician your time will shift to be more of a manager. 

A manager cannot succeed without the technician. 

Nor can a manager succeed without the Entrepreneur or visionary. 

Where’s your company going? What does it want to accomplish? Where does it want to go? Do you want to sell it one day? Do you want to pass it off to someone to run themselves while you take a monthly paycheck? 

When you replace yourself as a manager your time will then shift as the entrepreneur and visionary. Leading your team, setting goals, achieving targets and helping others succeed. 

All 3 of these components are vital to the business. Starting out you must be all three. 

Training & Coaching in Worried Bird Academy will be centered around one of these 3 roles. 

None is more important than the other. 

Let’s talk about entrepreneurial seizure.

To understand this Entrepreneurial phenomenon and the misunderstanding at its core, let’s take a closer look at the person who goes into business. 

Not AFTER He goes into business, but before. 

Where were you before you started your business? 

If you’re like 99% of people I know you were working for someone else. 

What were you doing? Probably technical work, like almost everybody who goes into business. 

You were a salesperson, mechanic, plumber, software developer, writer, doctor, graphic artist, accountant, interior designer & you were probably damn good at it. 

Then one day for no apparent reason something happened. It might have been weather, a birthday or maybe the paycheck you received on a Friday afternoon, or a sideways glance from the boss that just didn’t sit right. 

It could have been anything; it doesn’t really matter what. But one day you were suddenly stricken with an Entrepreneurial seizure. And from that day on your life was never to be the same. 

Inside your mind it sounded something like this: 

“What am I doing this for/ Why am I working for this guy? Hell, I know as much about this business as he does. If it weren’t for me, he wouldn’t have a business. Any dummy can run a business. I’m working for one.” 

And the moment you paid attention to what you were saying and really took it to heart, your fate was sealed. The excitement of cutting the cord became your constant companion. 

The thought of independence followed you everywhere. The idea of being your own boss, doing your own thing, signing your own song became quite frankly….. Irresistible. 

Once stricken with the flame of entrepreneurship seizure, there was no relief, you couldn’t get rid of it you HAD to go into business! 

Sound familiar? 

So in the midst of this seizure that entrepreneurs experience 99% of them make an absolutely fatal assumption. 

I’m about to tell you what that fatal assumption is. But first let’s go through some brutal statistics. 

40% of all businesses created each year fail in that first year. Within 5 years, over 80% of the remaining will fail. And of those remaining 80% will fail in the 2nd 5 years. 

These are smart, driven and hard working people who took calculated risks. 

Why is this? Why do so many people go into business only to fail. 

What lessons aren’t they learning? 

Why is it that with free access to all the information in the world on how to be successful so few actually are? 

There must have been some dream that drove them to take such a risk. 

The “simple” answer is the entrepreneur had only existed for a moment. A fleeting second in time, and then it was gone. In most cases forever. And if the entrepreneur survived at all it was only as a myth that grew out of a misunderstanding of WHO goes into business and WHY. 

A misunderstanding that has cost us dearly in this country—— more than we can possibly imagine ——in resources, lost opportunities & wasted lives. 

The myth, rooted in the romantic belief that all businesses are started by entrepreneurs when in fact… most are not. 

That misunderstanding & absolute FATAL assumption that is: if you understand the technical work of a business, you understand a business that does that technical work. 

And the reason its fatal is that it just isn’t true. THIS is the root cause why so many businesses fail. 

The technical work of a business and a business that does that technical work are two totally different things! 

But the technician who starts a business fails to see this. 

To the technician, a business is not a business, but a place to go to work. 

So the carpenter becomes a contractor. The Barber opens up a barber shop, the software programmer starts a software programming business, a musician opens a music store a window cleaner opens up a window cleaning company. See a pattern here?

All of them believing that their understanding of the technical work of the business eminently qualifies them to run a business that does that kind of work. 

Not true, In fact, rather than being their greatest single asset, knowing the technical work of their businesses becomes their greatest single liability. For if the technician didn’t know how to DO the technical work of the business he would be forced to learn to make the BUSINESS work, rather than do the work himself. 

When a technician falls prey to the fatal assumption, the business that was supposed to FREE him from the limitations of working for somebody else actually enslaves him. Suddenly the job he knew how to do so well becomes one job he knows how to do plus a dozen others he doesn’t know how to do at all. 

Because the Entrepreneurial seizure started the business, it’s the technician who goes to work. And suddenly that entrepreneurial dream becomes the technician’s worst nightmare. 

Hence many join our industry but few stick around long term…. and THERE in-lies a secret to dominating our space. 

_______________________________________________________________________

“Thus in the course of his life, one man acquires many personal qualities, many personages, many “I’s” (because each, speaking for itself independently of the others says “I”, “me” when it appears).”

Jean Vaysse Toward Awakening 

The technician isn’t the only problem. The problem is compounded by the fact that everybody who goes into business is actually 3 people in one. The entrepreneur, the manager & the technician. 

Each of these personalities wants to be “the boss”. But none of them wants to HAVE a boss. So they start a business together in order to get RID of the boss, and the conflict begins. 

To show you how the problem manifests itself in all of us, let’s examine the way our various internal personalities interact.

Let’s take a look at two personalities we’re all familiar with: the Fat guy and the skinny guy. 

You ever decided to do a diet? 

You’re watching football one Saturday, awed by the athlete’s stamina and dexterity. 

You’re on your 2nd sandwich since sitting down 2 hours ago. 

Feeling sluggish in the face of all the action on the screen, suddenly, somebody awakens inside of you and says “What are you doing? Look at yourself, You’re Fat! You’re out of shape! Do something about it! 

It’s happened to all of us! 

Somebody wakes up inside of us with a totally different picture of who we should be and what we should be doing, in this case the “skinny guy”. 

Who’s the skinny guy? He’s the one using words like “discipline”, “exercise”, “Organization”. The skinny guy is intolerant, self righteous, a stickler for detail, a compulsive tyrant. The skinny guy abhors fat people, can’t stand sitting around, needs to move and lives for action. 

This guy has just taken over. Watch out —- Things are about to change. 

Before you know it you’re throwing out the Doritos and queso. You’re buying new running shorts, new barbells and bluetooth headphones. 

Things are going to be different around here. You have a new lease on life. You plan your new physical regiment…..: up at 5, run three miles, cold shower at 6, a breakfast of wheat toast, half a grapefruit; then, home by 7, run another two miles, to bed at 10—- The world’s already looking better. You actually did it. 

By Monday night you’ve lost a couple pounds. 

You go to sleep dreaming of running the Boston marathon. Heck why not!? The way things are going, it’s only a matter of time. 

Tuesday night you hop on the scale, another pound! 

You’re incredible. Gorgeous. A lean mean machine baby. 

Wednesday, you really pour it on. Work out an extra 30 mins in the morning an extra hour at night.

You can’t wait to get on the scale. You strip down naked, step up and look down smiling in delightful anticipation. What do you see? 

Nothing….. You haven’t lost an ounce. Exactly the same as you were yesterday. 

Dejection creeps in. 

A slight twinge of resentment. “After all that work?” All the sweat and effort and then…. Nothing? It’s not fair! 

You shrug it off, after all, tomorrow’s another day. You go to bed vowing to work harder on Thursday. But somehow something has changed. You don’t know what’s changed until Thursday morning. 

It’s raining, the room is cold. Something feels different. What is it? For a minute or two you can’t quite put your finger on it. And then you get it: Somebody else is in your body.

Fat guy is back! He’s back! 

And he doesn’t want you to run. As a matter of fact, you just worked so hard the last couple days he wants you to take a break. You’ve earned it. You deserve it. Run? You kidding me? 

Fat guy doesn’t want anything to do with it. Only exercise he’s interested in is eating. 

All of a sudden you find yourself in front of the fridge—- inside the fridge —— all over the kitchen with bbq sauce up to your elbows.  

Food is now your major interest. The marathon is gone, lean mean machine, barbells & headphones…. gone. 

Fat guy is back. He’s running the show again. 

It happens to all of us, time and time again. Because we’ve been deluded into thinking we’re really one person. And so when the skinny guy decides to change we actually believe that it’s I who’s making that decision

And when the fat guy wakes up and changes it all back again we think It’s I who’s making that decision too.

But it isn’t I. It’s we. 

The Skinny Guy and the Fat guy are two totally different personalities, with different needs, different interprets and different lifestyles. That’s why they don’t like each other. They want totally different things. 

the problem is that when you’re the Skinny guys, you’re totally consumed by His needs, HIS interest, HIS lifestyle. And then something happens—- the scale disappoints you, the weather turns cold, somebody offers you a ham sandwich. At that moment, the FAT guy, who’s been waiting in on the sideline all this time, grabs your attention. Grabs control. You’re him again. 

In other words, when you’re the Skinny Guy you’re always making promises for the Fat Guy to keep. And when you’re the Fat guy, you’re always making promises for the skinny Guy to keep. 

Is it any wonder we have such a tough time keep our commitments to ourselves? It’s not that w’ere indecisive or unreliable, its that each and every one of us I a whole set of different personalities, each with his own interests and way of doing things. Asking any one of them to defer to any of the others is inviting a battle or even full-scale war. 

Anyone who has ever experienced the conflict between the Fat guy and kind guy knows that what I means. You can’t be both, one of them HAS to lose. And they BOTH know it. 

Well, that’s the kind of war going on inside the owner of every small business. But it’s a three way battle between “the Entrepreneur, the Manager and the Technician. 

Unfortunately, it’s a battle no one can win. 

Understanding the differences among them will quickly explain why. 

____________________________________________________________________________The Entrepreneur 

The entrepreneurial personality turns the most trivial condition into an exceptional opportunity. The Entrepreneur is the Visionary in us. The dreamer. The energy behind every human activity. The imagination that sparks the fire of the future. The catalyst for change. 

The entrepreneur lies in the future, never in the past, rarely in the present. He’s the happiest when left free to construct images of “what-if” and “if-when”.” 

In science, the entrepreneurial personality works in the most abstract and least pragmatic areas of particle physics, pure mathematics, and theoretical astronomy. In business, the Entrepreneur is the innovator, the grand strategist, the creator of new methods for penetrating or creating new markets, the world bending giant like Henry Ford, Tom Watson of IBM or Ray Kroc of McDonald’s. 

The Entrepreneur is our creative personality; always at it’s best dealing with the unknown, prodding the future, 

Creating probabilities out of possibilities, engineering chaos into harmony. 

Every strong entrepreneurial personality has an extraordinary need for CONTROL. 

Living as he does in the visionary world of the future, he needs control of people, events in the present so that he can concentrate on his dreams. 

Given his need for change, the Entrepreneur creates a great deal of havoc around him which is predictably unsettling for those he enlists in his projects. As a result, he often finds himself rapidly outdistancing the others. The farther ahead he is, the greater the effort required to pull his cohorts along. 

This then becomes the entrepreneurial world-view: a world made up of both an overabundance of opportunities and dragging feet. 

The problem is, how can he pursue the opportunities without getting mired down by the feet? 

The way he usually chooses is to bully, harass, excoriate, flatter, cajole, scream and finally and when all else fails, promise whatever he must to keep the project moving. 

To the Entrepreneur, the “ordinary man'' is always a problem that gets in the way of the dream. 

____________________________________________________________________________The Manager 

The managerial personality is pragmatic. Without the manager there would be no planning, no order, no predictability. 

The manager is the part of us that goes into Walmart and buys stacking plastic totes, takes them back to the garage, and systematically stores all the various sized nuts, bolts, and screws in their own carefully identified drawer. He then hangs all the tools in impeccable order on the walls (lawn tools on one wall & car tools on the other) and, to be absolutely certain that order is not disturbed, paints a picture of each tool on the wall where it hangs! 

If the Entrepreneur lives in the future, The Manager lives in the Past. 

Where the Entrepreneur craves control, the Manager craves order. 

Where the Entrepreneur thrives on change, The Manager compulsively clings to the status quo. 

Where the Entrepreneur invariably sees the opportunity in events, The Manger invariable sees the problems. 

The Manager builds a house and then lives in it, forever. 

The Entrepreneur builds a house and the instant it’s finished begins planning the next one. 

The Manager creates the things the Manager puts in rows. The manager is the one who runs after the Entrepreneur to clean up the mess. Without the Entrepreneur there would be no mess to clean up. 

Without the manager there could be no business & no society. 

Without the Entrepreneur, there would be no innovation. 

It is the tension between the entrepreneur’s vision and the manager’s pragmatism that creates the synthesis from which all great works are born. 

____________________________________________________________________________

The Technician 

The technician is the “Doer”. “If you want it done right, do it yourself” is the Technician’s credo. The technician loves to tinker. Things are to be taken apart and put back together again. Things aren’t supposed to be dreamed about, they’re supposed to be done. 

If the Entrepreneur lives in the future and the Manager in the past, The Technician lives in the present. He loves the feel of things and the fact that things can get done. 

As long as the Technician is working, he is happy, but only on one thing at a time. He knows that two things can’t get done simultaneously; only a fool would try. So he works steadily and is happiest when he is in control of the workflow. As a result, the Technician mistrusts those he works for, because they’re always trying  to get more work done than is either possible or necessary. 

To the Technician, thinking is unproductive unless it’s thinking about the work that needs to be done. As a result, he is suspicious of lofty ideas or abstractions. 

Thinking isn’t work, it gets in the way of work. He’s not interested in ideas, he’s interested in how to do it. All ideas need to be reduced to methodology if they are to be of any value. And with good reason. 

The technician knows that if it weren’t for him, the world would be in more trouble than it already is. Nothing would get done, but lots of people would be “thinking” about it. 

Put another way, The Entrepreneur dreams, the Manager frets, and the Technician ruminates. 

The technician is a resolute individualist, standing his ground, producing today’s bread to eat at tonight’s dinner. He is the backbone of every cultural tradition, but most importantly of ours. If he didn’t do it, it wouldn’t get done. 

Everyone gets in the Technician’s way. The Entrepreneur is always throwing a monkey wrench into his day with the creation of yet another “great new idea”. ON the other hand, the Entrepreneur is always creating new and interesting work for the technician to do, thus establishing a potentially symbiotic relationship. Unfortunately, it rarely works out that way. Since most entrepreneurial ideas don’t work in the real world, the Technician’s usual experience is one of frustration and annoyance at being interrupted in the course of doing what needs to be done to try something new that probably doesn’t need to be done at all. 

The Manager is also a problem to the Technician because he is determined to impose order on the Technician’s work, to reduce him to a part of “the system”. But being a rugged individualist, the Technician can’t stand being treated that way. To the Technician, the “system” is dehumanizing, cold, antiseptic, and impersonal. It violates his individuality. Work is what a PERSON does. And to the degree that it’s not, work becomes something foreign. 

To the Manager, however, work is a system of results in which the Technician is but a component part. 

To the Manager, then, the Technician becomes a problem to be managed. To the Technician, the Manager becomes a meddler to be avoided. TO both of them, the Entrepreneur is the one who got them into trouble in the first place. 

The fact of the matter is that we all have an entrepreneur, manager and technician inside us. And if they were equally balanced, we’d be describing an incredibly competent individual. 

The Entrepreneur would be free to forge ahead into new areas of interest; The Manager would be solidifying the base of operations; the Technician would be doing the technician’s work. Each would derive satisfaction from the work he does best, serving the whole in the most productive way. 

Unfortunately, our experience shows us that few people who go into business are blessed with such a balance. 

Instead, the typical small business is only 10% entrepreneur, 20% manager and 70% technician. 

The entrepreneur wakes up with a vision. The Manger screams “oh no!”  And while the two are battling it out, the Technician seizes the opportunity to go into business himself. Not to pursue the entrepreneurial dream, however, but to finally usurp control of his work from the other two. 

To the technician it’s a dream come true. The Boss is dead. But to the business…. It’s a disaster, because the WRONG person is at the Helm. 

The technician is in charge! 

______________________________________________________________________________________________It’s self evident that businesses, like people, are supposed to grow; and with growth, comes change. Unfortunately, most businesses are not run by this principle. 

Most businesses are operated instead according to what the Owner wants as opposed to what the business needs. And what the Technician who runs the company wants is not growth or change, but exactly the opposite. He wants a place to go to work, free to do what he wants, when he wants, free from the constraints of working for “the boss”. 

Unfortunately, what the technician wants dooms his business before it even begins. 

To understand why, let’s take a look at the three phases of a business’ growth: Infancy, adolescence, and maturity. Understanding each phase, and what goes on in the business owner’s mind during each of them, is critical to discovering why most businesses don’t succeed while ensuring that yours does. 

The boss is dead, and you, the technician, are free at last. Finally, you can do your own thing in your own business. Hope runs high. The air is electric with possibility. It’s like being let out of school for the summer. Your new-found freedom is intoxicating. 

In the beginning nothing is too much for your business to ask. As the technician, you’re accustomed to “paying your dues”. So the hours devoted to the business during infancy are not spent grudgingly, but optimistically. There’s work to be done, and that’s what you’re all about. After all, work is your middle name! 

And so you work. Ten, twelve, fourteen hours a day. 7 days a week. Even when you’re at home, you’re at work. All your thugs, all your feelings, revolve around your new business. You can’t get it out of your mind. You’re consumed by it; totally invested in doing whatever is necessary to keep it alive. During infancy, you’re a master juggler, keeping all the balls in the air. 

It’s easy to spot a business in infancy - the owner and the business are one in the same. 

If you removed the owner there would be no business left. 

It would disappear. 

And soon all of the sweat, worry, and work begin to pay off. You’re good. You work hard. The customers don’t forget. They’re coming back. They’re sending friends your way. Their friends have friends and they’re all talking about you. 

They stat saying “there’s nobody better”, “We love him/her”. They bring cookies out to you. Your customers are CRAZY about you. They keep coming, in droves! And you LOVE IT! 

But then it changes. Subtly at first, but gradually it becomes obvious. 

You’re falling behind. 

There’s more work to do than can possibly get done. 

The customers are relentless. Dispatch keeps asking you to work more. 

You’re working at breakneck speed and then the inevitable happens. 

You, the master juggler, being to drop some of the balls! 

It can’t be helped. No matter how hard you try, you simply can’t Catch them all. Your enthusiasm for working with customers wanes. Spots & Streaks start appearing. You start your day later and later.You’re showing signs of wear & tear. Customer service glitches start showing up. Negative reviews. Call backs.

Every window starts blending together. Didn’t I clean those already? You can’t remember. 

What do you do? You stretch. You work harder. You put in more time, more energy. If you put in twelve hours before, now you put in fourteen. 

All of a sudden you find yourself at the end of an unbelievably hectic week, late on a Saturday night, pouring over the books, trying to make some sense out of the mess, thinking about all the work you didn’t get done this week, and all of the work waiting for you next week. 

You suddenly realize it simply isn’t going to get done. 

There’s simply no way in the world you can do all that work yourself! 

In a flash, you realize that your business has become the boss that you thought you left behind. There’s no getting rid of the boss!

Infancy ends when the owner realizes that the business cannot continue to run the way it has been; that; in order for it to survive, it will have to change. 

When that happens - the reality sinks in - most business failures occur. 

When that happens, most of the Technicians lock their doors behind them and walk away. 

The rest go on to adolescence. 

___________________________________________________________________________

Adolescence begins at the point in the life of your business when you decide to get some help. There’s no telling how soon this will happen. But it ALWAYS happens. Every business that that lasts must grow into the adolescent phase. 

What kind of help do you, the technician, go out to get? 

The answer is as easy as it is inevitable: the technical help. 

Someone with experience. 

Someone with experience in our industry. 

Usually the work work you don’t like to do. 

The Sales oriented owner goes out to find a production person. 

The production-oriented owner looks for a sales person. 

And so it is that you bring in your first employee - 

Seth, a 25 year old college student arrives, you greet him and warmly and let’s face it, feverishly. You’ve spent all weekend getting ready for this moment. 

This is a critical time. 

Think about it. 

You’ve taken a big step. Seth is now executing the jobs and the customer service, your reputation, your livelihood is on him. And guess what -- he starts doing a nice job. 

You suddenly understand that in a single moment you don’t have to do that anymore. 

At last you’re free. Your worries are over and you can relax a bit. 

You start focusing on other things like sales & keeping Seth busy. 

Seth asks for help because he’s getting too busy and you hire Dillon to work under Seth. The business is beginning to grow. You don’t have to think about what they’re doing. Seth never complains. He just works. 

It’s the best of all possible worlds. You get to be the boss doing the work you love to do, and harry takes care of everything else. 

And then….. It happens. A customer calls to complain about the shabby job she received from one of your guys. Who was it? 

She doesn’t know but if you’re going to hire people like that she’s gonna take her business elsewhere. 

You promise to look into it. 

At a job site you see Dillon, he’s cleaning the windows with a wet rag. You walk over to him, who taught you to wash windows like that?“Didn’t anyone show you how to do this right? Here, give it to me, I’ll do it myself.” 

And you do. 

The next morning you’re talking to the new sales person that Seth hired “what’s happening with customer A” his answer sends you into a rage “When I took care of hre we never had problems like that! Here let me handle it.” 

And you do. 

It’s the beginning of a process which occurs in every adolescent business, once the owner’s management by Abdication begins to take its toll. It’s the beginning of a process of deterioration, in which the number of balls in the air not only exceeds your ability to juggle them effectively, but your people’s ability as well. 

The balls begin to fall, faster and with greater confusion than they ever did when you were doing everything yourself. And as the thud of their landing becomes deafening, you begin to realize that you never should have trusted Seth or anybody. You should have known better. 

You begin to realize that no one cares about your business the way you do. No one is willing to work as hard as you work. No one has your judgment, skills or ability. If it’s gonna get done, you're the one who’s going to have to do it. 

So you run back into your business to become the master juggler again. It’s the same old story. One finds the owner of every adolescent business doing, doing, doing the work of the business despite the fact that he now has people to do it for him. The more he does, the less THEY do. 

And he interferes with what they have to do all the more and ultimately the boss ALWAYS interferes. The work is NEVER done to the boss’ satisfaction. And the reason is that the boss always changes his mind about what needs to be done & how. 

It’s not the complaining customers, it’s not the dirty window, it’s not that “nobody cares” or that “nothing gets done on time”. No, it’s not the world that’s the problem, it’s that you simply don’t know how to do it any other way. 

For you to act differently you would need a totally new set of skills; the skills of the Manager and the Skills of the Entrepreneur. 

But the technician in you wont stop long enough for that to happen. 

The resulting chaos is nothing more than a direct consequence of the technician’s in ability to change as fast as your business demands. 

You’ve reached the limits of your comfort zone.

____________________________________________________________________________

Management by abdication 

You have to take total OWNERSHIP and delegate the tasks.

The technician will want to take over. You MUST have the discipline NOT to do it.  

Every adolescent business reaches a point where it pushes beyond its owner’s comfort zone - the boundary within which he feels secure in his ability to control his environment and outside of which he begins to lose that control.

The technician’s boundary is determined by how much he can do himself. 

The manager’s is defined by how many technicians he can supervise effectively or how many managers he can organize into productive effort. 

THe entrepreneur’s boundary is a function of how many managers he can engage in pursuit of his vision. 

As a business grows, it invariably exceeds its owner’s ability to control it - to touch, feel and see the work that needs to be done, and to inspect it’s progress personally as every technician needs to do. Out of desperation, he does what he knows how to do rather than what he doesn’t, and thereby abdicating his role as manager and passig his accountability down to someone else. 

At that point his desperation turns to hope. He hopes that eth will handle it so that he wont have to worry about it any more. 

But Seth has needs of his own & he’s also a technician. He needs more direction than The Technician give him. He heeds to know WHY he’s doing what he’s doing. He needs to know the result he’s accountable for and the standards against which his work is being evaluated. 

He also needs to know where the business is going and where is accountabilities fit into its overall strategy. 

Seth needs something the owner isn’t currently capable of giving him --- a manager and the lack of one causes the business to go into a tailspin. 

____________________________________________________________________________

Maturity, the 3rd phase of a company's growth is exemplified by the best businesses in the world. Like Toyota, Tesla & IBM. These companies know how it got to where it is and what it must do to get where it wants to go. 

But Maturity is not an inevitable result of the first two phases. It’s not a product of moving through Infancy, Adolescence & onto inevitable maturity.

No, these companies Toyota, Tesla & IBM STARTED out that way! 

The people who started them had a totally different perspective about what a business is and why it works. It’s his perspective that makes the difference. 

Tom Watson the founder of IBM was once asked to what he attributed the phenomenal success of IBM, he is said to have answered: 

IBM is what it is today for 3 special reasons. The first is that at the very beginning, I had a very clear picture of what the company would look like when it was finally done. You might say I had a model in my mind of what it would look like when the dream - my vision - was in place. 

The 2nd reason was that once I had that picture I then asked myself how a company which looked like that would have to act. I then created a picture of how IBM would act when it was finally done. 

The 3rd reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there. 

In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one. 

From the very outset, IBM was fashioned after the template of my vision. And each and every day we attempted to model the company after that template. At the end of each day, we asked ourselves how ell we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference. Everyday at IBM was a day devoted to business development, not DOING business. We didn’t do business at IBM, we built one.`` 

That may not be exactly what he said but the story tells us what makes a great business great. It also tells us what makes all other businesses survivable at their best; intolerable at their worst. 

It tells us that very best businesses are fashioned after a model of a business that works. 

Understanding this and acting upon it is the entrepreneurial perspective, which says it’s not the service or the work itself that is important. What’s important is the business: how it looks, how it acts, how it does what it is intended to do. 

Unfortunately most people who go into business don’t have a model of a business that works, but of work, itself. That is the Technician’s perspective, which differs from the entrepreneurial perspective in the following ways. 

The E Perspective asks the question “How must the business work?” The technician’s perspective asks: “What work has to be done?” The E perspective sees the business as a system for producing outside results for the customer resulting in profits. The technician’s perspective sees the business as a place in which people work to produce inside results --- for the technician that would be producing income. The E perspective starts with a picture of a well defined future, and then comes back to the present with the intention of changing it to match the vision. T's perspective starts with the present, and then looks forward to an uncertain future with the hope of keeping it much like the present. The E perspective envisions the business in its entirety, form which is derived from its parts. The Technician envisions the business in parts, from which is constructed the whole. 

Is it any wonder that the E perspective is absolutely necessary for the creation of a great business, whale the technician’s produce the exact opposite? 

The entrepreneurial model has less to do with What’s done in a business, and more to do with HOW it’s done. 

The entrepreneur asks, how will my business look to the consumer? How ill my business stand out from all there rest? 

Thus the entrepreneurial model dos not start with a picture of the business to be created. It understand that without a clear picture of that customer no business can succeed. 

The technician on the other hand, look inwardly to define his skills, and only looks outwardly to ask, “how can I sell them?” The result is a business that almost inevitably focuses on the thing it sells rather than the way the business goes about it or the customer to whom it’s to be sold. The business is designed to satisfy the technician who created it, not the consumer. 

To the Entrepreneur, the business is the product. As far as the technician is concerned, the product is what he delivers to the consumer. So the consumer is always a problem for the technician because the consumer never seems to want what he has to offer. To the entrepreneur, however, the customer is always an opportunity because within the customer is a continuing parade of wants begging to be satisfied. All the entrepreneur has to do is find out what they are.as a result, the world is a continuing surprise, a treasure hunt. To the technician, the world is a place that never seems to let him do what he wants to do; it rarely applauds his efforts. The question then becomes, how can we introduce the E model to the technician in such a way that he can understand it and utilize it? The answer is, we can’t. The technician in us isn't interested. 

What we must do, instead, is to give the undeveloped Entrepreneur in each of the information he needs to grow, to expand sufficiently beyond the limitations of the technician’s comfort zone so as to experience a vision of a business that works. 

What we must do is provide to our entrepreneur brain with with a model of a business that works, a model that is so exciting that it stimulates our entrepreneurial personality - our creative side - to break out of our technician’s bounds once and for all; a model that sparks the entrepreneurial imagination in each of us with such a resounding shock that by the time the technician wakes up to the facit it will be too late the entrepreneur will be well on his way! 

Now you wouldn’t have bought your franchise if you didn’t know this business works but there’s so much more to learn and if this is to work, the manager and the technician need their own models. If the entrepreneur drives the business, the manager must make certain it has the necessary fuel and that the engine and chassis are in good shape. The technician, on the other hand, must find work to do that satisfies his need for direct interaction with every nut & bolt. 

The 3 pillars of this company correspond with these 3 roles within each of us. 

Pillar 1 - Sales is your entrepreneurial self. Your vision. Where you’re going, what can be done. Pillar 2 - Service Delivery is the technician’s dreamPillar 3 - Business Development is the managerial side.

To the Entrepreneur a franchise is the medium through which his vision takes form in the real world. (Pg 57)

To the manager, it provides the order, the predictability, the system so important to his life. 

To the Technician, a franchise is a place in which he is free to do the small things he loves to do --- the technical work.  And to the small business owner, therefore the franchise provides the means through which he can finally feed his three personalities in a balanced way while creating a business that works! 

Clearly franchising is the answer for you; you wouldn’t be here if it wasn’t so since it IS the balanced model that will satisfy the Entrepreneur, the Manager and the Technician all at once, how do you make it work for you?? 

How do you build a business that works predictably, effortlessly and profitably each and every day? 

____________________________________________________________________________

It is critical that you understand the point i’m about to make. For if you do, neither you business nor your life will ever be the same. 

The point is: Your business is NOT your life. 

Your business and your life are totally separate things. Your business sis something apart from you, with its own needs, its own rules, and its own purposes. An oragism, you might say, that will live or die according to how well it performs its sole function: to Find & KEEP customers. 

Once you recognize that your life is not your business, but something your business must serve, you can begin to go to work on your business, rather than IN it. This is where you can put the Worried Bird systems to work for you. Where working on your business rather than IN your business will become the central theme of your daily activity, the prime catalyst for everything you do from this moment forward. 

Pretend that the company you own is the a prototype for 5,000 more that are just like it. That your business is going to serve as the model for 5,000 more just like it. Not ALMOST like it, but JUST like it. Prefect replicates. Clones. In other words, pretend that you are going to franchise your business. Further pretend that there are standards you have to abide by in order to pull this off. In other words, there are rules of the game. 

(pg 59)These rules are: 

The model will be operated by people with lowest possible level of skill. The model will stand out as a place of impeccable order. All work in the model will be documented in the Operations Manuals. The model will provide a uniformly predicable service to the consumer. The model will utilize a uniform color, dress & grooming code. 

1 . the model will be operated by people with the lowest possible skill level  Yes, I said lowest possible level of skill. The question you need to keep asking is: “how can I give my customer the results he wants systematically, rather than personally?” Put another way, “how can I create a business whole results are systems-dependent rather than people dependent? 

That is not to say people are unimportant. Quite the contrary. People bring systems to life. People make it possible for things that are designed to work to produce the intended results. And, in the process, they learn how to more effectively make things work for themselves and for your business. 

It’s been said, and I believe it to be true, that great businesses are not built by extraordinary people but by ordinary people doing extraordinary things. But for ordinary people to do extraordinary things a system --- of “way of doing things” --- is needed to compensate for the disparity between the skills your people have and the skills needed to produce the result. 

In this context, the system becomes a tool your people use to increase their productivity to get the job done. It’s YOUR job to develop that tools and to teach your people how to use it. It’s their job to use the tool you’ve developed and to recommend improvements based on their experience with it.

The typical business prefers highly skilled people because he believes they make his job easier -- he can simply leave the work to them. That is, management by Abdication rather than Delegation. The inevitable result is a business that depends totally on the whims and moods of its people. If they're in the mood, the job gets done. If they’re not, it doesn’t.

“How do I keep them in the mood?” becomes the constant question.

It is literally impossible to produce a consistent result in a business that is created around the need for extraordinary people. On the other hand, if you intentionally build your business on the skills of ordinary people, you will be forced to ask the difficult questions about how to produce a result without the extraordinary ones. 

If window cleaning or exterior building detailing wasn’t a difficult task there wouldn’t be an entire industry thriving from it. It’s technical and has some hazards which our customers are more than willing to pay to avoid. 

Worried Bird is designed to reduce this complexity down so much so that almost anybody can do it. 

You need to refine your system so that it leverages your ordinary people to the point where they can produce extraordinary results. To find innovative system solutions to people problems that have plagued business owners since the beginning of time. 

Without following the systems already in place they will not come to life. Disciplined consistency & diligence is vital to the franchised systems having effect on your business. 

You notice Taco Bells, Mcdonald’s are operated by teenagers. Teenagers who’ve been given a set of simple tasks that they can do over and over and deliver consistent results, driving these companies millions of dollars every year.

2 . The model will stand out as a place of impeccable orderIndividuals need life structure. A life lacking in comprehensive structure is an aimless wreck. The absence of structure breeds breakdown. Structure provides relatively fixed points of reference we need. 

The Gig Rig is a place of impeccable order. The interaction you or your employees have with it is a central focus point and it is these “relatively fixed points of reference” that an order business provides its customer and its employees in an otherwise disorderly world. A business that looks orderly says to your customer that your people know what they’re doing. A business that looks orderly says to your people that YOU know what you’re doing. A business that looks orderly says that while the world may not work, some things can. A business that looks orderly says to your customer that he can trust the result delivered, and assures your people that they can trust in their future with you. 

3. All work in the model will be documented in the Operations Manual The operations manual is the document that says “this is how we do it here”. Without it all routine work turns into exceptions. 

The Operations Manual provides the structure the technician inside you needs. The repository of the documentation is best described as the How to do it guide. It designates the purpose of the work, specifies the steps needed to be taken while doing that work, and summarizes the standards associated with both the process and the result. 

4. The model will provide a uniformly predictable service to the consumer. While the business must look orderly, it is not sufficient; the business must also ACT orderly. It must do things in a predictable, uniform way. 

An experience I had not too long ago illustrates exactly this point. 

I went to a barber who, in my first appointment, gave me one of the best haircuts I’ve ever had. He was a master with the scissors and used them exclusively, never resorting to electric shears as so many others do. Before cutting my hair, he insisted on washing it, explaining that the washing made cutting easier. During the haircut, one of the assistants brought me a drink and kept it fresh the whole time. In all, the experience was awesome! And so I made an appointment to return again. 

This next time I returned, however, everything hd changed. Instead of using the scissors exclusively, he used the shears about half the time. Not only didn’t wash my hair, but never even mentioned it. The assistant DID bring me a drink again but only once, never to return. None the less the haircut was again excellent. 

Several weeks later, I returned for a 3rd appointment. This time, the barber washed my hair, but after cutting it, preliminary to a final trimming. The time he again used the scissors exclusively, but unlike the first time visits no drink was served. Although he did ask if I would like a glass of wine. At first I thought it might be the assistant’s day off, but she soon appeared, busily working with the inventory near the front of the shop. 

As I left, something in me decided not to go back. It certainly wasn’t the haircut ---- he did an excellent job. It wasn’t the barber. He was pleasant, affable, and seemed to know his business. It was something more essential than that. 

There was ABSOLUTELY NO CONSISTENCY to the experience. 

The expectations created at the first appointment were violated at each subsequent visit. I wasn’t sure what to expect now. And something in me WANTED to be sure. I wanted an experience that I COULD REPEAT by making the choice to return. THe unpredictability said nothing about the barber, other than that he was constantly -- and arbitrarily -- changing my experience for me> HE was in control of my experience, not me. And he demonstrated little sensitivity to the impact of his behavior on me. He was running the business for HIM, not for me. And by doing so, he was depriving me of the experience of making a decision to patronize his business on my own reasons, whatever they might be. 

It didn’t matter what I wanted. It didn’t matter that I enjoyed the sound of the scissors and somehow equated them with a professional haircut. It didn’t matter that I enjoyed being waited on by his assistant. It didn’t matter that I enjoyed the experience of having my hair washed before he set to work and that I actually believed it would improve the quality of the haircut. I would have been embarrassed to ASK for these things, let alone to give my reasons for wanting them. They were so totally emotional, so illogical. How could i have explained them or justified them, without appearing to be a boob?

What you do in your business is NOT NEARLY as important as doing what you do the same way,  each and every single time. 

4. The model will utilize a uniform color, dress and facilities code. 

(Start with the END in mind) 

ConclusionThere is no conclusion. :) We’re always learning. This manual will change & grow as we grow.