Ty Cobb Backer: 0:02

And I believe we are back. Welcome back everybody to Beyond Tool Belt, episode 287. I am your host, ty Cobb-Backer. Thank you for joining us on this Wednesday edition. We will be back right after our short intro from our sponsors TC Backer. Tc Backer Roofing, tiling, windows, gutters, solar.

Speaker 2: 0:41

R-Share Roofing are bold, the conversations are real and the insights come to you live, raw and uncut. Every week, host Ty Cobb-Backer sits down to bring you the stories, the struggles, the lessons learned and the wins. No filters, no scripts, just the truth. Please welcome your host of Behind the Tool Belt, ty Cobb-Backer.

Ty Cobb Backer: 1:01

Hey, hey, and we are back. Ty Cobb backer. Hey and we are back. Thank you everybody for joining us on this amazing, hot as hell Wednesday afternoon. Apologies for being late.

Ty Cobb Backer: 1:13

We had some shit pop off had to be dealt with, not necessarily technical issues or behind the tool belt issues, just worldly life shit that we got to take care of. Sometimes, bounce back and stay resilient and I wanted to say the word intentionally resilient. I'm intentionally saying that word because that is going to be a complete episode on resiliency leadership, bouncing back. When shit gets rough, just punch it right back in the face and, like Mike Tyson says, everybody's got a plan until you get punched in the face. Right, and sometimes we get punched in the face, sometimes we get kicked in the ball, sometimes we get punched in the gut. We got to learn how to bounce back. So, anyhow, welcome back. Last week, we talked about using a seven-part framework that helps you connect with homeowners, build trust and serve more homeowners. Okay, this week we're going to kind of try to tie some of this into that, but we're going to talk about you know how to amplify your brand by developing your company culture through leadership and creating lasting authority while expanding your market presence, and I like to call that utilizing an unconventional branding philosophy and accelerating company growth. So let's dive into this.

Ty Cobb Backer: 2:36

Most of this starts with leadership right. There's no secret sauce. You have to be able to manage yourself, lead yourself, take care of yourself. You can't take care of yourself, how are you supposed to take care of anyone or anything else If you can't lead yourself right? And that's something that you know, man shooey.

Ty Cobb Backer: 3:00

I have studied leadership for as long as I can remember. I talk about it all the time. Quite frankly, I get tired of the word leadership, but I can come up with something better. It's all about leadership, personal development. But, you know, creating a company culture, a brand you know a lot of that starts, starts up top right. It starts with the person in charge, charge of people and leading people and articulating that message and and creating trust. And, uh, you know, being a great leader starts with learning how to, you know, serve others, serve your family, serve your organization, your community.

Ty Cobb Backer: 3:44

And I also like to throw in there, like your industry, distribution and manufacturing, right, especially in the industry that we're in, we're in the roofing space and we affect all those facets of it. You know, our community, our industry, manufacturing all those things. Like, we fully stand behind the products that we use. Manufacturers stand behind us, we use their products and all that stuff.

Ty Cobb Backer: 4:09

So, but, having said that, there are certain attributes that go into leadership, right, that's, the ability to inspire trust, cast a vision, sense of direction, to make hard decisions right and see that they're carried out, and develop the art of delegating instead of trying to do everything ourselves. You know, and that's something that I used to get caught up in, I still get caught up in that stuff and I still see them see, some of our team members get caught up in that stuff where it's like, you know, I don't know if we feel like we're being lazy, we're being hard on ourselves If we're delegating things. We hate to ask people for help, all these things, all this stupid shit that goes through our minds as people that are in charge of people, right, and I say in charge of people, we're not necessarily in charge of people, but, like we're in charge of, like, their livelihood, making sure that they're getting paid, making sure that they're feeding their families, you know, or taking care of our community, making sure that they have a peace of mind, with a solid roof put on their home right, like we're in charge of that, like we have control over certain attributes of that. And you know this means that you know we have to have the capabilities of picking the right people right For carrying out particular tasks and, you know, consistently evaluating their performance, which I'm getting better at that, you know, because I'm guilty of. You know, hey go do this Right and then turning my back on and getting distracted by something else and not necessarily following back up. But you gotta have that, that, that that picker, you gotta have a good picker right. Because if you're anything like I am, you know I'm guilty, I have a lot of character defects, I have a lot of shortcomings. I don't give very good clarity. You know I don't express the vision clearly enough to the right people. There's not the right people in the room at the time where it's like, oh shit, I'm hoping that that message gets out.

Ty Cobb Backer: 6:16

But the thing that I've learned over the years too, is that people don't start taking you serious until you repeat yourself several times, and usually they say the magic number seven times before they actually take you serious. You know what I mean. So I'll intentionally be a butthead and we'll have a meeting and I'll say something I'll repeat myself seven times, because, and one last time, last but not least, number seven, make sure we do this right X, y, z, whatever that, whatever that might be Right. But you know, evaluating their performance, like that's, that's, that's something big, and we're we're going to probably talk about a little more of that later on and you know, this is thing too. I wish I had like four hours of of like really dive in deep into you know what, what we're about to talk about today. You know I was talking to Vic earlier about like. You know we're just really going to scratch the surface here when, in terms of like leadership and how that rolls into creating a great culture, how that rolls into creating, you know, omnipresence and and brand awareness and and all those good things. But I think I think we put together enough bullet points to you know cover and have you guys pretty much get the gist of what it is. You know that we're trying to say.

Ty Cobb Backer: 7:32

But, getting back to you know, picking the right people and making sure they have the capabilities do they get it, do they want it? Do they understand it? You know Gino Wickman talks about the GWI get it, want it and understand it, or have the capabilities, gwc, I think, get it, want it and have the capabilities of doing it. Okay, it's been a minute. That's probably a yearly read that. I should probably pick that up soon and read that.

Ty Cobb Backer: 7:58

But, and understanding people's strengths and weaknesses right, and their limitations right, and just because you put somebody in a position and they don't do so well in a position doesn't mean that they they, you know won't excel in in a different position. You know, and I think Vic as a perfect example, there's a couple of things that we bounced him around in and not saying that he, he didn't do well in those positions, but there was other positions, like the one he's in today, where he's really grabbed it and and has has ran with it and has become a great fricking content creator. And, uh, I'm grateful to have him in my life today, or else we probably still wouldn't be doing this at least on a weekly basis, cause I think there was a couple of times where I was like, oh man, I don't know at least one major time and were on the road and I was like, dude, I don't know, man, if there was going to be a day that we weren't going to actually do a live right, cause, of course, I'm a glutton for punishment, so we do this live every week. So what you see is what you get here, kids, I'm sorry, this is live, raw and uncut. Switch the channel, but if you love it and think somebody can get something out of this, please share it with them. Okay, and if you've got any questions, please put them in the comments and I will get to them as soon as I can. I actually got my trusty iPad up here so I can see what everyone out in the internet world is what they have to say. So, anyhow, however, getting back to the great leaders and sometimes being a crisis manager right, we sometimes are marriage counselors, sometimes we are TV repair guys, sometimes whatever. Whatever it takes, especially when you work here at TC Backer. It's whatever it takes and which may mean having to deal with problems for which there's no playbook for, and I think I might have experienced one of them today and inevitably, mistakes will be made and great leaders learn how to rebound and move on.

Ty Cobb Backer: 10:02

We were talking about resiliency earlier and I think that's something. I think that's going to be a really good topic for an episode at some point in time I think I got some notes in my why Some of you have heard me talk about my notes and I call it my why and bouncing back and not necessarily allowing a situation or an event ruin your entire day or week or month or potentially even a whole year, but you know, learning how to rebound and all that stuff. So, effective leadership you know, leaders who have actively, you know, inspected and provided feedback are more likely to get desired outcomes Right. And that phrase people talk about, I hear this phrase probably more now than ever. People expect what is inspected Right. So people do what you inspect. And you know, I think the first time that I may have heard that.

Ty Cobb Backer: 11:08

I don't know if I fully understood that until I actually sat down and I started to jot some notes and stuff down, you know, and, and and kind of could figure out a way to, to articulate it in a sense where I understood it. So then if I'm saying people expect what is inspected, then I could articulate to our leaders, our managers, and listen, this thing is fluid, right, like our KPIs continuously change, our SOPs continuously change, our standards usually change for the better and rise. A lot of these things are fluid and we're recently revamping some of our kpis and along with that comes creating some more sops. Anytime you get in there and you start tweaking things, that usually takes you down to a another rabbit hole and you realize, well, this might be broken or this hasn't worked for a while, or whatever the case might be. So people do what you inspect, right, not what you expect. This highlights common leadership principle. It means that individuals tend to prioritize the things that you're actually checking or monitoring.

Ty Cobb Backer: 12:20

Going back to, I do somewhat of a piss poor job of falling back up and just monitoring, but that's where KPIs are very crucial, right? Rather than things that are just expected right, and I'm guilty of that of like, just kind of like expecting things, you know, and and I heard this long time ago expectations are premeditated resentment. So why do I have expectations If it, if it's my fault that I didn't articulate the message well enough or follow up and check in and critique little critiques along the way, right, if I'm seeking a desired outcome. So, anyhow, what formerly? In other words, I'm sorry. In other words, what you formally assess and evaluate will likely be the focus of their attention and efforts.

Ty Cobb Backer: 13:12

So, getting back to, people expect what is expected. So for an example, I got a pretty good example here and I'm going to use project manager right. So if a project manager expects team members to meet a certain deadline but doesn't track progress or provide regular feedback, they might find that deadlines are falling behind. However, if the manager right actively monitors progress, provides feedback and even offers support again critiquing right when needed they are more likely to see the deadlines are met right. So that means just because and that this is a part this is the learning curve here of learning how to delegate right.

Ty Cobb Backer: 13:56

Delegate doesn't mean set it and forget it Doesn't mean that whatsoever. That means get the framework built out. This share what my experience has been thus far right, and that doesn't mean it's not going to change. That doesn't mean that that person that you actually delegate it to doesn't have a better idea where it's quicker, faster, better, um, whatever the case might be. I'm sorry, I keep getting phone calls again. It just seems like the last past couple of weeks here. Don't you know who I am, but anyhow I'll have to get back to you. Actually, that number I actually recognize. So I don't think he follows us on social, so that's probably why he didn't call.

Ty Cobb Backer: 14:39

So again getting back to the example of you know delegating and following back up and monitoring progress and critiquing things along the way, right Like, just don't wait to. The example of you know delegating and falling back up and monitoring progress and critiquing things along the way, Right Like, just don't wait to the to the end, like come back six months later and wonder why things aren't the way or up to speed or, you know, whatever the case might be, and I have been so guilty, you know, in identifying that shortcoming of myself, it's really half the battle, you know, until I've smashed my head against the wall numerous times and screamed and hollered and jumped up and down and all those crazy things and behaved poorly and set expectations for people, you know, and then again going to getting back to the premeditated, premeditated resentment. So some of you might be like what does any of this have to do with creating a brand? Okay, well, this is thing. We're no longer just a roofing company, we're a marketing company, we're a branding company. We are in the people building business. Right, we build people.

Ty Cobb Backer: 15:46

So where does that start? That starts with coaching, mentoring, leading by example. All those cliches, all those catchphrases, all that stuff. It's true, it's one thing to come on a podcast, run your mouth all freaking day long and talk about how I did this and how I did that, but where the rubber really meets the road is when I'm off the air. Am I falling up? Am I doing these things? Am I working on myself? Right? Well, I guess that's still out to jury, but I can tell you this I am working on these things. I am not perfect at these things, but again, this, this is. There's no final destination here. Right, it's a journey that we're on. We're all in this together and, uh, I love it. I love it.

Ty Cobb Backer: 16:29

So our job, right, as as a marketing company that does roofing, right, and in the people building business, right, our job is to bring awareness to customers. Right, well, I can't do that. I don't want to get out here on every single freaking rooftop and screen TC backer and hope people that trust, like and know me. Right, it takes, it takes a village, right? And? And to give them that lasting, trusting impression of our organization.

Ty Cobb Backer: 17:00

You might ask yourself what does any of this have to do with brand awareness, right? Well, I started with the leadership. I started with leading by example and having a good picker and surrounding yourself around highly motivated people who are trying to not only change their lives for the better but also improve the quality of the community in which we live in the better, but also improve the quality of the community in which we live in. So we are in the business of cultivating a group of people that believe in themselves, believe in the brand and what they are trying to achieve right. So that starts at the top.

Ty Cobb Backer: 17:41

So let's talk about brand awareness. Okay, everything everyone sees with your logo on it is bringing awareness to your company. Most people, most people, need at least 11 to 13 impressions. Touch points, right. If they don't know, if they don't know you before they'll even call right. So the name of the game is is he who gets the most touch points first wins, right? So if we're in a highly competitive market and you know our team is just kind of sitting around in the sales office waiting for the phone to ring and not participating in in the omnipresence that we're trying to create here by, you know, putting door hangers out, putting yard signs out, churning out amazing work where you know people will refer us, give us a good review, you know. And then, of course, if the back office isn't doing. You know what we're supposed to be doing. You know, as far as the marketing aspect of things Facebook ads if our team's not sharing our Facebook ads, you know tagging other people in it.

Ty Cobb Backer: 18:53

So this, this isn't just like a one person job to help create this. Right, our logo is, is not, is not our brand. So I just want to clear that up. Like, the logo isn't the brand, okay, it's creating an image in somebody's mind, though, okay, and hopefully a feeling of trust Every time that they see our logo. I want them to feel that that feeling of trust Like they. They stand behind, they have great people that work for them. I want to work there, right, feeling that. I hope that we do. I hope that we're creating that feeling. You know what I mean, and a lot of times, a person's first impression comes from a Google review.

Ty Cobb Backer: 19:44

That's why we talked about the trifecta last week a little bit. The three-legged stool, right, the repeat referral and reviews, right, that's what we should be thinking about as salespeople, right, and? And not just that. I mean there, there's more to it than just, oh, you know the three R's, but that's again. We're just. We're just. We're just scratching the surface here, right, and, and what we're just? We're just, we're just scratching the surface here, right, and? And what we're talking about is is is we're talking about our brand, right, and we don't? We here we don't use manipulation marketing. We don't use the buy one, get one free method or the percentage off, or or you know any of that stuff. We want people who buy from us, right, because they believe in what it is that we're trying to do here. Right, they believe in the value of of what we're doing.

Ty Cobb Backer: 20:30

Right, giving back to the community, building a company that everybody wants to work for, right, that's, that's culture. Right, that's a part of it. It's a small piece of it. I could talk about culture all freaking day, you know, and then creating, creating, you know that unshakable culture. I call it unshakable culture, right, I've heard, I'm sure I heard that someplace but once you have built that unshakable culture, that's when your brand can earn the reputation in the marketplace. Not only, not only are is your excuse me, past, present and future customers your brand, in case you didn't know that they are. And let's not forget about your team. Your team plays a huge role in the brand making machine here. Your team is a huge part of the story.

Ty Cobb Backer: 21:18

Okay, creating an image in the minds of your clients and your team. Right, creating omnipresence right, like we're everywhere, like your team's. Out in the grocery store, they're wearing shirts on the weekends, hats at the you know, the kids baseball game, all that stuff. I love seeing family photos of our team members that somebody's wearing a hat. They're not at work, they're off the clock, but they eat, breathe and shit this thing. Right, those are the type of people that we're trying to build. Those are the type of people that we are trying to attract. So hopefully, we're going to learn how to do this, you know, through leadership. Right, utilize, brand, create an omnipresence and stand the test of time and take your business to the next level, right, so how do we do some of that? Right, I talked about the backend, the marketing team that we have here, most of which we do all in-house.

Ty Cobb Backer: 22:13

Big shout out to John, johnny Stouffer and Skylar and Vic and and Aaron Thomas over there at a sales gadget Great. So there's three forms of media, okay, there's, there's rented, there's earned and there's owned. Right, and some of you may have heard of this and some of you may not have any idea what I'm talking about. So I'm going to touch on these a little bit. So rented, rented media okay is, is you own the content? Okay, but you don't own outlets such as like LinkedIn, facebook, youtube, all those things right, that's kind of rented space. You have to pay for that space, okay. And then there's earned right Earned and we talked about reviews earlier word of mouth and referrals. You have to rely on somebody else for this, okay, we have to rely on our, our teammates, we have to rely on our production team, we have to rely on the homeowner giving us a review. Hopefully we performed a great job, so they feel that we're worthy of getting a five-star review and they're more important than I think a lot of companies understand.

Ty Cobb Backer: 23:24

I kind of scroll Google sometimes and I'll Google, doesn't matter where I'm at, I'll Google roofers near me and see who pops up and what pops up. And I don't just go to the first page. I kind of click through, click through, click through, and it is amazing to me the amount of roofing contractors that are out there that don't pay too much attention to Google guaranteed and reviews or replying back to bad reviews, because you're going to get them. Let's face it, we're going to get bad reviews. It's how we deal with it that separates us, right, most of the time.

Ty Cobb Backer: 24:00

I'll be honest with you. We do have a handful of bad reviews. We can't ever figure out if they were clients of ours or not, but we do with you. We do have a handful of bad reviews. We can't ever figure out if they were clients of ours or not, but we do reply back. We apologize that you've had a bad experience with us. Please let us know what we do to resolve the issue. Blah, blah, blah. Of course you never hear anything back. We looked our name up in our system. Of course they're not there, and most of these they're probably envious haters or other companies or who. Who the hell knows? You know it could be some guy that's watching this right now thinking I'm a butthead, and decided to go on TC backers Google page and give us a bad review. I don't know, it is what it is, but again, you got to stay resilient, right? So, anyhow.

Ty Cobb Backer: 24:40

And then there's there's the owned space of marketing marketing. Okay, you got your website, got a blog, got an email list, you got direct mail, but each one of these work together. You have to do all of them, but understanding them like I kind of broke down a little bit helps you understand. You know what and where and why these things are important. Okay, you're going to have to pay for the rented space. You own the content. You have control over the content in which you are producing and putting out on these other outlets and forms of creating a brand and getting yourself out there in front of people. Right, and this, this is where your team, your past, your present, your future clients help also become your brand on a lot of these outlets as well. Right Just to the last past few days, there must have been a storm or something that came through where I see past, present and future clients recommending us in a lot of these Facebook groups and pages and people you know be in the now.

Ty Cobb Backer: 25:48

There's a lot of these be in the nows and someone's asking for a referral or a reference or whatever the case might be like hey, does anybody know a good flat rubber roofer? And it's like I see half these people. I don't know who they are, but because of creating that omnipresence right, they could have just saw our billboards. Or I even seen someone say, hey, I see these guys around a lot, or hey, they did my neighbor's roof right. Obviously we did a good job to their neighbor's roof because the neighbor wasn't over there talking shit about us because we did a bad job right. So that's creating. But they wouldn't have seen us, they wouldn't have known if our trucks weren't out there, if our yard sign wasn't out there, if our team didn't go out there and at least do a six pack, six cross street, three to the left, three to the right.

Ty Cobb Backer: 26:32

We would be doing the neighborhood a disservice, like somebody said last week, I think, if we didn't let the neighbors know that we are in the neighborhood and we're here to take care of you. We're here to serve if you guys ever need anything, because we're not necessarily here to sell you a roof. We just want to be your roofer. We want to be your exterior contractor, we want to be your family's exterior contractor. We want to build that trust. We want them to know us and we obviously want them to like us, because that's who people do business with. People do business with people that they know, that they like, that they trust right. And that's what we're trying to look Every time someone sees this logo. I want them to feel trust. That's a trusted household name, right, and it takes time.

Ty Cobb Backer: 27:17

You're going to get knocked down. You're going to have to get back up. You're going to make mistakes, but you got to correct them, like immediately. Make mistakes, but you got to correct them, like immediately. Don't procrastinate, don't run from, don't let fear. Control, control you right Fight, flight or freeze. You have three choices. You got three F's fun first and flexible. I'm just kidding. Fun, right, fight, flight or freeze. But you should be right Fun first and flexible. You got to stay resilient. I can't talk about, I can't wait till we do that. We're going to do one sin on resiliency. I love that word. Right now, that's my word, it's my jam, my jam, let's go Anyhow.

Ty Cobb Backer: 27:57

So we touched on creating. Obviously, becoming a good leader starts. Everything starts up at the top. Everything stinks. What do they say? The fish stinks at the head when there's a problem, right? Typically, we've worked for companies where we feel like the people that work for those people are terrified to make mistakes. Right, you gotta, you gotta, you gotta. Leave room for error. There's going to be mistakes made.

Ty Cobb Backer: 28:22

Shit, we made some mistakes in our marketing. The phones weren't working. I still don't have any idea what the hell was going on there. But once we found out, spent a lot of money on marketing for about 30 days. Come find out the damn phone wasn't ringing. Couldn't figure out why the phone wasn't ringing.

Ty Cobb Backer: 28:37

So then I picked my cell phone up, I called the phone number that was posted on our website and guess what it rang it rang, it rang, it rang. It rang Like whoa, wait a minute, where's Cam's voice at stating that this call may be recorded or monitored, let alone a freaking voicemail. Not that we should ever, ever, let it go to voicemail. And that's the thing. Once you get the phone ringing like answer the phone, bro, do what you're going to say you're going to do, show up, suit up, no matter what, and get out there and do the best job that you can.

Ty Cobb Backer: 29:18

So, yeah, my point is lead by example, right, people, people, people do what they watch. Man, I could again. I could be up here and I'll be the first one to tell you that that I'm I'm not perfect at any of this, but by me teaching and leading by example and all of these things, I probably get more out of coaching than I actually do studying, because I know I have to study if I'm going to lead or if I'm going to mentor from, if there's a coaching opportunity. And the other thing that I've learned too is sometimes I just got to let people work things out and just stay out of the way when I used to feel like I had to control every single situation. But again, that's where I feel like that unshakable culture. You know where people have taken ownership culture. You know where people have taken ownership. You know there's people again, getting back to some of these Facebook groups where I see people recommending us, there are, there are team members.

Ty Cobb Backer: 30:13

Today I saw it today that that isn't even on that side of the building. That has nothing to do right, technically, technically, but they understand the importance of of promoting the company, but they they they're not necessarily right, but they understand the importance of promoting the company, but they're not necessarily right. But they're not that small minded to think that this won't affect me at some point in time. The guys aren't selling jobs if the phone's not ringing, right, even though all they do is crunch numbers or pull tickets or bid jobs for new construction, right, they do know in the long run, at some point in time, that the phone stops ringing, this will affect my job and that's where we're all on the same team and that's where, like, creating that unity, that camaraderie, that fellowship, and it's not always about business, it's not always about work, it's about getting and pulling together and performing 21 Turkey Sloot Shit. Before I forget, we are celebrating, we're going to do something. Something's coming up soon for our 17th anniversary 8-8, 8-8, 8-7, 7-7, 0-8, 7-7, 7-7-0-8,. Okay, is our 17th anniversary right? And getting back to a little bit of what we were talking about here, none of this right.

Ty Cobb Backer: 31:22

I'm not saying that I wasn't like the founder and the CEO and, yeah, I went out and I swung hammer and killed myself pretty much at the start of this. It was until I realized that I needed help. We brought a lot of people in. Most have stayed over the years, still bringing new recruits in. We're always looking for top talent, by the way, doesn't matter what field, doesn't matter. Don't have to be a roofer, don't have to be a gutterman, don't have to be a salesperson, but if you're looking for a career change, let us know, cause we're always. If you're, if you're highly motivated and aren't afraid of work or being held accountable, let us know. Anyhow, the amazing team I was just talking to Jan about this last night the amazing team that that we have molded and built and coached and mentored, and shit that's. And that's the other thing. It's like when you're learning probably just as much from your team as as I can give them, and we're really at that point right now, okay, where I'm learning probably more from our team right now. That's where true, genuine, authentic culture lives.

Ty Cobb Backer: 32:36

In that right, I don't need to know all the answers. I don't know all the answers. Okay, I have no idea what the hell I'm doing half the time. Again, sometimes there's no playbook, but I do know how I react. I do know my behavior can affect every single outcome. Okay, like if I'm sitting in the room and I have to pretend I'm smartest person in the room and I have all the answers, when everybody in that room knows that I don't, I look like a fool and that's okay, that I don't know, and it's okay that there may be people in this building, that there is people in this building that are way and much more smarter than I am, and especially in certain areas of this, especially where we're at today, I'm cool with that. I think the vulnerability, I think the transparency goes a lot further than me going up there pulling the plug on a project or knocking somebody's ideas down.

Ty Cobb Backer: 33:31

Baker came to me a couple of times this week with amazing ideas that he thought of over the weekend. I could have sat in my office when he presented them to me and I could have shot him down. I could have ripped the rug out from underneath him and said that was dumb. No, we're not going to do it this way. You should really do it that way. I heard him out. He's going with it.

Ty Cobb Backer: 33:51

Yesterday he came up, proposed another idea to me right, loved it. I thanked him, he. He told me today in a text message that what you know, the outcome of it and it, it's working Right. I I don't even think I gave him as far as like feedback or any ideas of like well, maybe you should try it, like this or whatever. It's like fuck. I've never done it before and I don't think he's ever done it before. It's just his idea and he ran with it. Now, what do you think that's going to do? It empowered him.

Ty Cobb Backer: 34:28

He's taken ownership in that shit. He's taken ownership. He has taken ownership in a lot of things. Why? Because I'm not a dick. Most of the time, I do have bad days, but anyhow, I think I'm done. I think I'm done running my mouth right now, um, but listen.

Ty Cobb Backer: 34:46

If you're a contractor and you want to learn more, okay, follow us on facebook, youtube, hit me up, private chat, whatever, whatever, whatever, whatever, hey. And if you're a homeowner, okay, and your roof is roof is old, it's leaking or it's damaged, don't wait for things to get worse. At TC Backer, we've helped thousands and I mean thousands homeowners protect their homes with quality roofing, financing options and a team they can trust. Getting back to the trust no, like, right, want to take the next step? Visit our website or give us a call for a free inspection. No pressure, just answers. And remember a solid roof isn't just about shingles, it's about a piece. It's about peace of mind. Till next week. You guys take care of each other and stay cool out there. It is hot as hell. Have a good night, guys.