Save Time & Scale Your Service Business
Mark Ambrose: Today, we have a special guest on the show, Mr. Brooks Pettus, chief operating officer of HouseCall Pro, which is the leading software app for home service companies to improve scheduling, dispatch, invoicing, payment collections, and more. Brooks has over two decades of developing successful teams around the world and then found his life’s passion, helping service pros with HouseCall Pro.
Brooks’ superpowers are scaling customer acquisition and operational excellence. He’s all about building leaders and teams that deliver a superior customer experience. And you will clearly see in our conversation that he’s incredibly passionate about helping home service pros become more efficient, scalable, and profitable.
I’m sure you get lots of value and insights from his many great comments. I really enjoyed my conversation with him. I’m sure you will too. Let’s get to
Welcome to the podcast, Brooks.
Brooks Pettus: Thank you, Mark. I appreciate you all asking us to participate.
Mark Ambrose: We appreciate you taking the time to come on the show and sharing your expertise with the audience today.
So let’s dive right in. So tell us what you guys do, where are you doing it, who your ideal customer is, and how you help them out?
Brooks Pettus: Sounds good. So House Call Pro has been around for about seven years or so selling software to service professionals–primarily residential, but I usually do some commercials as well.
So they’re doing a job in the home. We want to give them an operating system to help them run the business. What we really want is to help our pros succeed with things they may not necessarily be inclined to do well early on in their career and to help them get better. The pros are good at turning the wrench. If you’re an HVAC, plumbing, electrical, home cleaning to corporate cleaning, to window cleaning, you’ve probably built a business and some level
of success by just doing the work at some level of quality. The next step you have to figure out typically is that if I obsess around that customer care, I really take care of my customer and do whatever it takes for them to have that five experiences; I can build a business around that.
When you start to get that money coming in, though, you start to think, “I’m burned up. I’m working 12 hours a day, six to seven days a week. I can’t see my kids play softball. I can never take a vacation. Is there something that can make my time more efficient and also help me grow?”
And so, we’ve built software that does a lot of that fundamental work of running the business. House Call Pro extensively helps our pros schedule and dispatch trucks. We help them communicate with their customers in an intuitive way. Mrs. Pettus, my wife, feels really safe and secure in her home. Why? Because Mark’s HVAC is sending her on my way, and here are the safety protocols for what they’re doing. Here’s how you can pay with your credit cards to get those Southwest points we want too.
Suppose all those customer communications ended up being wins for their customers and how they communicate with them and serve them. So they can schedule, they can dispatch, they can do estimates, they can do invoices, and they can get paid.
And they can manage their reviews of reputation, which is the backbone of running the business. And all that integrates with QuickBooks so they can run their accounting through it too. We want to make it drop-dead simple for that service professional to succeed in things that may not be as natural to them as doing the work itself.
In House Call Pro’s seven years–I joined the business about five years ago–we have been really, really blessed to have these incredible founders. All of whom were technical. They came out of Qualcomm. They were unbelievable at building software, particularly mobile. The device is where the world’s gone. And the chairman of our company is someone I’d worked with over a few different companies. He’s a wonder at building great businesses in this space, notably.
And he matched us up by saying, “Hey, Brooks can just go into building systems for acquiring customers and serving those customers. We have this incredible product. You guys all work together.” And sure enough, we’ve done that the last five years. And we’ve had this unbelievable ride in that timeframe from being a very small company of 60 people to being close to 800 employees around the world, running like wildfire. We’ve just been incredibly blessed.
And it’s just that partnership of obsession around mission. We help those pros take care of their families, take care of their employees, and to be a part of their community by helping them save time and grow their business systematically.
We wake up every day with hundreds of employees in service to the class of people–the pros all out there in the U.S. I’d say it’s a remarkable business. We’ve been lucky. And we also work really hard in service to that mission. And it’s really worked for us over time.
So that’s the backbone of what we do. We provide software to help these pros run their businesses. When the founder started this company, it was for the owner outfit guys like Ian–Ian is one of the co-founders and was the CEO when I started. He’s the president of the company and drives innovation today, and he built the company to solve a problem for his dad, Butch. Butch was a painter and owner-operator of his business. He took care of his family all his life. Unbelievable; I mean, he is a phenomenal human and just a really interesting guy. He’s just hard work as all get out. And Ian said, “Hey man, we can build software to help people like Butch.”
It was really about that owner-operator when we began. In the last year or two, the adoption of software has grown in the home services sector. The companies are getting bigger. They want us to work with them. And we can thrive by serving the owner-operator. Of the 22,000 companies that are subscribed to House Call Pro today, the vast majority are in that kind of one or two-person or one to four-person company.
We keep seeing all these five to 10, and then 10 to 20 person companies now coming to us needing software. They say, “We’re a little more sophisticated with how we operate these businesses. We need software to do some more beyond the basics. We need it to have sales tools. We need to have marketing tools. We need to have XYZ.”
So our business has grown from the demand of the marketplace. Now we’re building these features that really help those midsize companies thrive as well. So our business has grown. We are able to keep investing in that business. We’ve quadrupled the size of our engineering team in just the last year alone. We’ll be close to 200 product engineers here shortly. Because there’s so much opportunity to build software and support that helps those pros grow, take care of their families, all the things they want to do.
Mark Ambrose: Become more efficient.
Brooks Pettus: And we’ve been on quite a run. We’ve been really blessed to partner with all these pros.
Mark Ambrose: That’s some serious growth out there, Brooks. And we’re going to call you a CRM, right? Customer relationship management?
Brooks Pettus: CRM is a general term. It is. Think about CRM as what Salesforce does, and I think about a sales motion. Some people will take that a step further to the customer relationship management component of it. We’re more of an operating system for helping these pros run their business outside of what they do best. Schedule, dispatch, estimates, invoicing, getting paid, you know, the FinTech component of this thing, which is to help them get paid by credit card.
I’ll tell you what–my wife doesn’t even know where her checkbook is. No idea. I have never seen it, to begin with. She doesn’t know where it is, and my kids have never heard of a checkbook. The world of payments and convenience is about credit card payments or consumer financing. The founders were smart enough. They’re smart fellows. They were smart enough to say that software that helps them run their business should help them collect payments too to help them grow that business as well.
Let’s make it convenient for all their customers to pay the way they want to. So for us, the software component of it and letting that customer pay the way they want to. My wife loves to get Southwest points. It’s her way of earning our way to Hawaii to go on vacation. It’s her way of contributing on that front. And so she loves those points. When the pros make it easy for the consumer to pay the way they want to, their businesses tend to grow, and they tend to get those repeat customers. So early on, we built that operating system and would put out a layer of enabling payments as well. And it’s been a big boom for us.
Mark Ambrose: Nice. And so it sounded like you integrate financing as well?
Brooks Pettus: We do financing as of about a year ago. For bigger jobs, like if you’re putting in a new HVAC unit for a larger home, that might be a $10,000 to $14,000 ticket. And there aren’t a lot of people that want to write a check or even put it on their credit cards. They probably want to finance.
HVAC is such a big part of our business. HVAC, plumbing, and electrical are the top three categories in our business today, along with carpet cleaning, home cleaning, and window cleaning. And then you have the mechanical world, those mechanical tickets. And as a result, we’re realized that you’ve got to offer different ways for the consumer to pay so that our pros can win more of those jobs and really provide the right solution for their customers.
Mark Ambrose: Gotcha. Are they able to slug in a third party, finance and Green Sky or Interbank or something like that?
Brooks Pettus: Yeah, there’s always the other option. They can pay other ways. It may not be as seamlessly integrated as it would be with the offerings that we have, but by all means, we want the pros to succeed however they can succeed. We try to give them what we think is the best-integrated option yet, but we certainly allow them to bring in other options that they prefer.
Mark Ambrose: But you also bring some third-party financing plans to the table for the pro if they want it?
Brooks Pettus: We do. We create our own partnerships on that front so that we can offer a consumer lending option, or they can use the other benefit they want to. We put a lot of our offerings in the customer flow of prequalification at the proposal sales proposal level, at the invoicing level. Our offerings are likely to be really compelling because of the seamless integration with the partners that we’ve chosen. Ultimately, we think it makes for a great experience with a pro. And more importantly, for the pro to look good in front of their customer. But they can always bring their own offers to the table.
Mark Ambrose: That’s fantastic. A lot of pros that we speak to on the smaller ones don’t have financing yet. Some have it; some don’t. So it’s a magic pill. Once they get that, they open up the water filtration system and HVAC, like you’re saying, all those bigger ticket items. They become doable.
Brooks Pettus: Yeah, this is a sophisticated idea. I don’t wanna go too far down this rabbit hole, but the financing thing is a little daunting for a lot of pros to get their heads around. We have a really good financial, educational training program explaining to them how to be successful using it.
And the question is, why would they want to learn this new skill of selling with consumer financing as an option? Well, the best thing to do to a customer when you’re selling a bigger ticket is good, better, better, best. Present four options to Mrs. Pettus, explain the benefits of each and then layer in consumer financing to help win that deal.
And so the pro benefits by winning more deals and having a better presentation and just giving more options to their customers. So it’s a win for the customer. It’s a really big win for the pro because they can build those options in and they can win more deals at the appropriate ticket size.
Mark Ambrose: Absolutely.
Brooks Pettus: It’s a no-brainer. You just gotta get your head around how to do it. And what we have learned in our businesses is that if we slow down, give them an intuitive product and coach them and support them and meet them where they are when they put their hand up for help, if we provide all those support pieces to go with the learning, the new idea, the new feature, the deuce, we will get to where they want to go from good to great. It ends up working out pretty well, but you can’t just ship it and pray. You got to actually ship the feature and the opportunity, and then how the educational components, the support components go with it.
Mark Ambrose: Absolutely.
Brooks Pettus: And because we’re so community-centric as an organization, we obsess around this mission. We obsess around service to them. How does that manifest? It manifests itself in our community. If you look at our reputation, we rightfully get a lot of credit for being in service to the professional community and building their community along with them.
And if you look at our Facebook, we have 20,000+ pros in our Facebook community. Now that’s from consulting peer-to-peer. It’s unbelievable. And we decided to invest in that early on because we want our pros to win—people like Ian’s dad, Butch. We wanted him to succeed. One of the best ways for Butch to succeed is he can talk to Joe and go talk to Ann.
We’re doing the same thing as him using a system like House Call Pro and figuring out how to help one another. It isn’t just us telling them how they help one another. You put a thread up and say, “how do I do X?” You’re going to get a hundred answers in a couple of hours. It’s insane. We love it.
We love the community. We love the support. We see it in the Facebook community. We see it. We see these mastermind events, which I think are probably the top three great things we’ve done at all times at House Call Pro. And I think in the legend of our business, the legacy of our business, the thing we may end up being most proud of is what we did in service to the community during the onset of COVID. Why? Because the whole world froze up. I mean, I literally just seized up and panicked.
The world is changing around us. We’ve never seen anything like this. So we took 20 people. And that time we were probably about 180 employees total. We took 20 people out of the jobs that we’re doing. He said, okay, we’re going to do a nightly broadcast. And we’re going to try to explain all these government programs, how the world is changing, how they can get help, and try to bring it out in simple terms, and point our pros at how to get unstuck and get back in the fight.
And we had guests come on. Mark Cuban came and spoke with us on that show. We had guys like Jocko Willink, who the pros love, and rightfully so. We had them come and cheer for them, explaining to them how to get back to the fight. How do they get a plan A, Plan B, and a Plan C.? We did that for six months every night. We were helping our pros get unstuck and get back in the fight and start taking care of their families, taking care of their employees, and growing again.
And then, sure enough, the tailwinds of all those humans going home and abusing their plumbing and their HVAC picks their houses up. They all start to catch the tailwind and boom; the whole thing takes off. And that ended up being this magical state. We did it for the right reasons to help our pros and they call it the talent tailwind. And all they’ve gone on for the last year and a half ever since.
Mark Ambrose: Yeah. I didn’t even think of that. Of course, everybody’s home more. So everything’s being used 10 times more. Yeah.
Brooks Pettus: And they haven’t been out spending money, so they’re spending money on improving their homes.
Mark Ambrose: Yeah. It’s absolutely blossomed. So were those Facebook live presentations?
Brooks Pettus: Yeah, we did it every night. I think it was, and I remember it was like five o’clock for half an hour to an hour. We did a live broadcast with our head of people and Roland, who’s famous. He’s one of our co-founders and is really the face of our business in so many ways. He’s deeply ingrained in that community. He led the broadcast. And there was Alexa, who was on his team on the innovation side.
The three of them led that every night. They were nice enough to let me in there every so often to speak with some of these pros. It was their show. And man, I’ll tell you like, again, the legend of our business will go down as one of the most remarkable things we’ve ever accomplished.
Mark Ambrose: And it was live. You were getting Q and A because it was live, so they could input and ask questions and stuff like that. That’s fantastic.
Brooks Pettus: Yes, sir. Absolutely.
Mark Ambrose: Do they have to be a House Call Pro member to get into your Facebook group?
Brooks Pettus: No, and I think that’s the beauty of it. We want to make it agnostic. As long as you’re not in there trying to sell your wares to that community, if you really make it about honoring one another, serving one another, trying to get to a higher plane–as long as you participate with some goodwill, we are open to anybody in the pro world who wants to come in and have a peer to peer support group and consultancy.
Mark Ambrose: That’s fantastic and admirable. So they just go into Facebook and search Housecall Pro?
Brooks Pettus: Yeah. And we have a supergroup community and subgroups. We have a lady pro community. It’s incredible. There are so many women. If you want to know who the real power is in this world, who gets stuff done in this world, go look at the owner. And she is probably the one driving the machine along with her husband.
But at the same time, we realized that there was an underserved audience out there that really hasn’t gotten the recognition or the support that they may need. Because look, our community is kind of dealing with being parents, trying to be a small business, which is no small feat separately. And then together, we have a lady pro-community as well. So we’ve got all sorts of subgroups. We’ve developed over time and they’ve blossomed as well.
I’ve got three daughters, Mark. Nothing would make me happier than trying to engineer a way for them to start an HVAC business, a plumbing business, you name it. There are just incredible business opportunities in this space where there’s more demand there is supply. So why not go into that business space? My wife and I would be incredibly fortunate if we got one of our daughters to start a business. They’re all still just young enough that they could still go down the path they want to. And I hope they do.
Mark Ambrose: Yeah. And the trades are safe. They pay well, and they’re safe from robotics and artificial intelligence, and software replacing you. In fact, software, as you say, is helping them grow their business, work less and work smarter. Dispatch and all that. So how about a price book? Is that built into your system? I’ve noticed that so many pros have put one together to make sure they’re pricing their services properly. So do you help them in that respect? Is there a price book built-in, or can they build them?
Brooks Pettus: That’s a timely question. In September, we launched our visual price book and enabled flat-rate pricing. And we’ll soon have partnerships with other content providers so you can bring in their price book as well in the platform you’re building on.
That’s no walk in the park. There can be 700 to 4,000 rows of information on materials, and it’s not an easy thing to build. And so, we’ve built the platform in a very intuitive way. We want to begin to get the whole winning plan, because again if you can understand your pricing and understand how to drive margin, not just top line, but how do you drive margin, that’s how you grow a great business.
So we spent six months in one of our teams just building out this offering and making it world-class. We just shipped it in the last 30 days. About 600 customers have already turned it on or started to use it. And we think that number will triple here pretty quickly as you start to get the price books in there to compliment the feature itself. So, yeah, that’s critical for particularly the mechanical trades. Super helpful on that front.
Mark Ambrose: That’s fantastic. Super helpful. Yeah. And so many pros do not price themselves right. And so it doesn’t matter how hard they work, how much marketing or advertising they’re doing. They’re not making the right margin. So is there a possibility of buying or downloading a generic or templated price book for a particular industry?
Brooks Pettus: There are short. I won’t tell you who we’re partnering with initially and the path we’re on, but we should have one or two options here shortly. So you can subscribe to a price book and just pull that in.
And if you want to make any adjustments or customizations for your business, you can, and we also have other partners that we are bringing in their price books as well in different industries. We can bring their catalogs in also. You can build out a world-class price book that is not only visually pleasing for the customer but one that is intuitive for your techs out there on the field to populate an estimate or a proposal. It also makes sense from your business perspective and driving revenue.
Mark Ambrose: That’s nice. Of course, integrate with a presentation. Good, better, best.
Brooks Pettus: That’s exactly right. It just feeds into those estimates, which essentially you put four estimates together. You now have a good, better, better, best sales proposal, which is also one of the features we have in our system.
Mark Ambrose: Yeah, that’s fantastic. Wow. I didn’t know that.
Brooks Pettus: I love that you asked because we’re proud of the work that our engineering team is on.
Mark Ambrose: How about recurring revenue? So I’d like to get all of our pros onto recurring revenue as quickly as possible. So does your system set up for things like service agreements, VIP clubs, and those kinds of things?
Brooks Pettus: Let me just take a step back. Speak to what you’re speaking to. I’ve got a subscription to damn near everything these days. If I look at the list of things I’ve subscribed to, it’s longer than my arm. It’s insane. Why? Because it’s a lot more convenient to pay 12 bucks a month than it is to pay a hundred and forty, a hundred and fifty, a hundred and sixty, or a hundred and eighty bucks a year.
If you can break up those service agreements, there’s a couple of benefits to membership. It becomes a recurring revenue for you as a pro. You create a subscription model for your business, which is great for your business. And it’s incredibly convenient for your customer.
HVAC leads the way, but we think it’s applicable to everyone that should be back in that home once or twice a year. And so, what is the usual customer experience? The heating breaks. So what do they do? They either call a person they know who was in their house three months ago servicing that unit because they’re top of mind and they know that they’ll be back in the home once or twice a year. Or they go to Yelp or Google. Then they start working their way down the list, calling every pro until they get a response and someone comes out to do an estimate.
Which one is better for the pro? That’s like night and day, right? I want to be in that home once or twice a year. I want to be top of mind when that thing breaks. I want to be top of mind when Mrs. Pettus is talking about a great HVAC provider to her friends or her mom groups, right? That’s the ultimate model from heaven to get those mom’s groups talking about your business.
How do you do that? The service agreement. Get back in that house once or twice a year, proactively doing that 12 to 20 point checklist and being top of mind. So you get recurring revenue, you’re top of mind, and they get a chance for that customer to go promote you to their friends and family.
That’s just like manna from heaven. So the service agreement is the backbone of running a lifetime value relationship with that customer. And so, to answer your question specifically, we have great service agreements. We’re now investing in building the membership component of it into a sales proposal.
I can say, “Hey, in my better or best option, I can sign you up with a membership. We’ll charge you $12 a month, or you can pay quarterly or annually, whatever you want. And then we’ll discount today’s job by X as well. So the layer of an investment in the membership component to complement our already really great service agreement is coming here in the next few months as well.
Mark Ambrose: That’s beautiful. Yeah. Staying connected is everything you did. All this work. You spend all this money to acquire that customer. You did the work. You did great work. Hopefully, you asked for a review afterward. So let’s talk about that. I guess. So reputation management, how do you integrate with that?
Brooks Pettus: So my mantra is “be obsessed around your customer and deliver a five-star experience.” I’ve done so many sales calls with my teams over the years, and I always ask the pro, “What’s your superpower?” And when you’re small, you’re a one or two-person shop you say, “well, I’m really good at the work.” True. Important. But the typical customer may not know anything about HVAC. Either it works, or it doesn’t. They can’t tell you if your work is good or bad, as long as it goes on and turns off as it’s supposed to. That’s it. The smart pros figure out it’s about a feeling. So if you want the customer to think that you would deliver a five-star experience, it isn’t because you did something extraordinary in the quality of the work. It’s because you made them feel safe in their home.
It’s because you communicated with them. You let Mrs. Pettus know that you’re 25 minutes out. You’re going to be there. That helps. She can scoot home from whatever errands she was doing or work she was doing or pick up the kids. She can get home and beat you there. And she feels like you are convenient to her, not inconvenient. When you walk into her house, you greet her. You say “Yes, ma’am.” You’re polite and thoughtful. That’s what great companies do.
Mark Ambrose: I agree.
Brooks Pettus: That’s how they deliver the five-star experience because Mrs. Pettus feels safe and secure in her own home. First and foremost. She feels like you’re honoring her and respecting her. You deliver that consistently. You deliver a five-star experience. And again, not only will she use that House Call Pro rating and give you the five-star experience. She’ll go out and tell everybody in a mom group, people at the church, or she’ll tell everybody who wants to know about what a great experience is because it’s so rare in this world.
Mark Ambrose: It is so rare.
Brooks Pettus: That is the magic. So we help on that front. We give the tools to set that pro for success, deliver the five-star experience and then give your customer a way to rate them and push that out to Google and to Yelp and other places.
Mark Ambrose: Nice. Too many businesses believe that doing great work is a five-star experience. And you’re absolutely right; the client more than likely just knows if it works or if it doesn’t. It’s all those little things that make their experience. How you interacted with the client, how clean you were, how polite you were, those are what sticks with them.
Brooks Pettus: Where’d you park your truck? How courteous were you? Did you follow up? Did you make the pricing clear? Did you give options and so on? When I asked that superpower question to those bigger shops, they didn’t even say a word about the work itself. They always say they obsess around taking care of the customer and that they deliver that five-star experience. And man, that’s why they’re big.
They figured out that it’s the magical part of the deal. We want to make sure that they have a good mechanism in that operating system to manage their reputation and to give that feedback to leverage it. If you get to 47 reviews and there are 4.7 eight or better, you’re in the sweet spot of how you go find the next customer and that next opportunity.
Mark Ambrose: Absolutely agree. So your system sends an email after the job, asking for a review. And maybe they can put it on Yelp or Google.
Brooks Pettus: That’s what I think. Provide the review. And then they distributed to different platforms. So it gets amplified on your own website and out to other sources where we know 92% of customers will stop and look at reviews and make their decision on reviews.
Even if somebody recommends Mark’s HVAC to Mrs. Pettus, it doesn’t matter. She’s still going to go check the reviews just to be sure. Why? Because she’s letting a stranger into her house.
Mark Ambrose: Right.
Brooks Pettus: You cannot get past that idea. You are letting an unknown person into your home to do work. And often when you’re home alone. It’s a big deal for most humans to open up their homes. So they’re going to want to go check that review. They want to make sure they have a good reputation. They’re gonna want to make sure they’re going to take care of that relationship and that opportunity as if it was them doing the work themselves.
So, yeah, that’s a big part of the deal. And so we want to make sure that customers can go out there and tell their stories and reviews. And that when people are searching for that person to do the HVAC work or plumbing or home cleaning or carpet cleaning, that they can find a good reputable pro.
Mark Ambrose: Yeah, that’s awesome. Do you guys have any statistics? Like, before using housecall pro, they got X amount of reviews per 10 jobs or so? And then after House Call Pro, there was an increase?
Brooks Pettus: Usually, it’s a binary kind of decision. Either they understand reputation management, they understand that they should deliver the five-star experience, or they don’t.
In Google My Business, for example, most pros are smaller or building the systems for their business. They’ll have pictures of their warehouses in there by default. They’ll have no information. They’ll have no reviews. So, often in the conversation, we’ll just start there and say, “Hey, let’s go look here. Let’s set up a Google My Business page together.”
Most customers are going to stop and look. They’ll search Mark’s HVAC and they’ll look and see what that information tells them before they call you or send you an email. Let’s get some pictures of you and your team proudly dressed, sitting in front of your vans, ready to go to the war. Let them see who you are.
Or maybe it’s a family business. So you’re a wife and husband team, and your kids are in the business with you so that you’ve got all these great technicians out there. Whatever it may be. Use great pictures that tell your story, that invite Mr. And Mrs. Pettus to come work with you. Let’s start with the pictures.
Mark Ambrose: Exactly.
Brooks Pettus: The next thing you see is reviews. So let’s go work on getting reviews into your business as well. And so we work on that part of it and that’s where reputation management comes into play. Then here’s some coaching with them on other content they could use to tell that story. And when they start to put all those together, 92% of customers are going to stop and check reviews before they make the decision. So it’s easy to start a conversation about why you should care about that feature because of what it actually delivers in terms of value to you.
Mark Ambrose: Exactly. And you get that customer when that phone rings; that customer already somewhat trusts your company.
Brooks Pettus: Yes, sir. That’s right.
Mark Ambrose: Whereas if you didn’t have any of that, they’re still a little leery, maybe still shopping around or whatever have you.
Brooks Pettus: Picture tells a thousand words. When they can see that picture of your team and you as a wife-husband operating group, it just makes them feel like they can trust you. They think, “I love that story. He’s telling me about himself.” I can ask a couple of questions about it, get my answers, and then I’m good to go.
Mark Ambrose: Exactly, exactly. Awesome system. On the thread of staying connected to existing customers, you mentioned earlier that your system does some marketing. Like email marketing or newsletters? Do you guys work with the pros on that at all?
Brooks Pettus: Yes and no. So we think about it as the drip component. There’s a text notification and you can set up email drips to notify that you’re going to be out there Monday at 5:00 PM. So there’s a communication path before the job. Once you have that customer, you may want to send out postcards every now and then. I know that sounds old school as hell.
Mark Ambrose: No, it so works, man.
Brooks Pettus: It works. And in fact, we’re so in the digital noise. My inbox has never been cleaned out. Most people don’t clean their inboxes. If you can send an old school postcard that says, “Hey, you know, we haven’t been back in your house in six months. We’d love to come out and clean your carpets.” That’s really powerful. So we enable postcard marketing and drip marketing out there. That was a reminder that every three months, we’ll send a drip email to all my customers that came in the last year. So I can go nurture them along the way as well.
Mark Ambrose: That’s beautiful.
Brooks Pettus: The marketing of a blast email is a specialized service that does that. They’ve also been integrated.
Mark Ambrose: Like an AWeber?
Brooks Pettus: Yeah, exactly. Right.
Mark Ambrose: And you integrate with that?
Brooks Pettus: Yes, we do have options on that front.
Mark Ambrose: So the drip campaign, it sounds like I can set that up ahead of time and then it automates?
Brooks Pettus: That’s right. As the old Bronco argued, set it and forget it. And that’s the idea.
Mark Ambrose: Set it and forget it. That’s awesome. I see efficiency. No more duplicating data input in all these different systems–my accounting system, my email system, whatever. And an increase in sales in the field because we’ve got good, better, better, best.
Brooks Pettus: Yes, sir.
Mark Ambrose: You had four of them. Throw that at me again, ’cause I’m a good, better, best guy.
Brooks Pettus: We found that good, better, better, best wins you more jobs in the better best category than good, better, best. But when you get an incremental benefit of average ticket size, you just get a good, better, better, best model.
So four options, you’re typically trying to marry them to the middle two. You’re likely to get them in the middle, too, versus just having one option in the middle because they tend to be too extreme on either side. So it turns out that you get a little bit better on average ticket size.
And if you add it up over total jobs in a year, yeah. It’s those little wins. Add up to more margin for your business and the healthy relationship with your customer will evolve. Customers want choices. They want to be empowered with choices. So give them four options, not three. They’ll do them better.
We have pros coming to us and saying, “Here’s the thing, man, I can’t live with this pen and paper world anymore.” And look, two-thirds of the customers are still coming from pen and paper. It’s not coming off of the system. And they’re the ones who want to come to us and save time. They want to get their Knights back from sending out invoices. They want to get their weekends back to see their kids play baseball or softball. And so they want to get a little bit of time back. And so they come to us to save time and what they realize is that coming off of pen and paper, they’re probably going to grow 30% plus in that first year by using a system like ours.
So it isn’t just saving time, which is a big win. They can make an end statement. They can save a bunch of time, get some hours back in their life. And they can actually increase their opportunity to grow the business because of their communication, because of the repeat customers, because of those service agreements, because of reputation management, all of these other things, they contribute to a big win for them.
Mark Ambrose: Yeah, that sounds like a big win for the employees, for the team as well. Dispatch is getting right to the driver, and everybody is in the loop; accounting bookkeeping is easier. Everybody has an easier job because everything’s integrated.
Brooks Pettus: If we’ve done our job, that should be the outcome. That’s it. Everybody looks forward to using it. If I’m an owner-operator, then I am “everybody.” But if I’m a five to 10 person shop, then I’ve got techs. I may even have a dispatcher. I’ve got an accountant or bookkeeper. So I want each of those specialized skills to be nurtured. I want those people to be set up for success. So our software should serve each other’s needs to make their job more efficient or productive.
I use this operative word, just: “systems.” I am obsessed with building systems as an operator. What do these pros gain in sophistication? They tend to start putting systems in place. They don’t even know they’re doing it. They have a sales system, and they have a tech performance system. They have a reputation management system. They have a bookkeeping system. And we’ll coach them and guide them on how to use the software to get a more systematic approach.
It’s a pretty simple equation. Imagine you’re the best plumber in your business. You were the best plumber when you were an owner-operator. And now you’ve hired five or six techs. One of the biggest challenges you face is how do you level up these five or six other humans to be at your gold standard of the work and care of that customer? And so that means you’ve got to systematically get them in the door and up to your level of performance and maintain them at that level of performance.
Put a good system in place that people can process, and you can get to a measured outcome. We want to give you the tools to level all those people up and get the best performance. You can do that through reporting. You can do that through the workflow. You can do it through checklists, which are inherent in the software to give you all of these tools to bring your other employees to your standards. You’re always delivering that five-star experience back to the customer. And now you can see how it all comes together.
Mark Ambrose: It’s beautiful. Yeah. I’m a big fan of standard operating procedures using checklists, which allows them some leeway to make it their own as well. And of course, we always invite them, “Hey, if you can make it better, you can eliminate two steps in there or whatever, and we get the same or better end result.”
But yeah, checklists are how you take somebody from here and bring them up to where you want them to be.
Brooks Pettus: And make them confident in how to do it. Cause they just may not know. And you can spend a bunch of time training them and trying to manage it. But if you can give them some training and then give them the tools to make it more obvious and intuitive for them, suddenly now they’ve gained competence. And suddenly, they’re acting like you with that gold standard.
And that’s what a system is. And so, we just want to give those pros the tools to make sure that that’s the case day in and day out.
Mark Ambrose: Yeah. Speaking of that, I saw on your website a mastermind group and a lot of video training. Your company is seriously invested in educating the pros out there. You already spoke about Facebook training. Maybe you could speak touch on the mastermind a little bit for us?
Brooks Pettus: I love the question. So again, we are a mission-driven company helping these pros go from good to great and unlock their potential.
We do that in a community, and that’s just one way to connect with the pro and services to them. We’ve done these mastermind events, which I was really lucky to get to participate in. Again, Roland and his team of innovators, they’re obsessed with the community. Rightfully so. And they built these mastermind events. Before COVID, we conducted around eight to 10 of them around the country.
Mark Ambrose: Live events?
Brooks Pettus: Yes, live events. We would go in for a day to Las Vegas or an Elks club down in the Dallas area or Austin. And we would just rent out a facility. Usually, about 250 to 300 pros would show up, often with their teams, to say, “We want just to be smarter than we are today.” And our job was to go over certain topics that we see come up all the time, reputation management, marketing, hiring employee retention, and how to become a world-class manager.
I would go and teach one about hiring management. These are really important topics for the pros trying to acquire these skills. The pros know the work. They probably know how to take care of the customer, but all those other systems are a bit foreign to them. If you educate them, if you teach me, you’ll give them confidence.
So we go in and we do these mastermind events. They would pay a really small amount of money to participate. And we did them as a way of just giving back to the pro and helping them be smarter tomorrow. And for the pro who wants to be better tomorrow than today, they have a growth mindset. And they want to figure out how to get from X to Y. The least that we could do is go out and take a bunch of smart people and go run those shows.
We have really passionate employees. Those shows, man. They were unbelievable. I mean, talking about getting religion. It was like bringing everyone inside the temple. It was incredible. I always felt so privileged to do my small part to the team that delivered those events and the satisfaction of the pros.
There’s a great picture I use in the backdrop of my LinkedIn profile. And it’s from one of the events. I think it was from Las Vegas. And you just look at how crazy the crowd is. They’re excited. The crowd is leaning into it. They’re participating. It was an unbelievable day of learning and growth and appreciating one another.
And you and I both know it isn’t easy being a pro. You’re out there in a hardscrabble world. And our society, for the last 30 years, has under-invested in technical education. Our society has said for three decades now, all that matters is that college degree. Don’t mind the $40,000 of debt. Go get that software job. Go get that job in finance. That’s all good. That’s a good option, but they’re not the only option by God. I mean, plumbers and HVAC out-earn you and me both together. Go into the trades. Let’s go get people excited about going into the trades. If it was to my daughters or somebody else’s kids or somebody else’s family, or just themselves, I want to say, “go into the trades.” And if our mastermind events can spark that idea of how to be successful there, how to recruit other people in the trades, we’ve won on that front.
And I’ll tell you that was one of the biggest wins we’ve ever had. I think Roland is unbelievable. Kudos to him for coming up with the idea and the way we executed it. It was remarkable. Like we did during the COVID periods like we’ve done in a community or forums, those masterminds are great for the community.
And these live events are only one way that we could go out and coach people a few hundred at a time. Now we have this digital medium, which you can also append to that. So more people that may not be able to make it to Las Vegas or Dallas or Atlanta can show up and they can participate online. We’re also starting to think about how we can provide these coaching forums for pros to build peer-to-peer and small group environments to support one another too, because people learn differently. They want to grow differently.
One thing we’ve seen is that supporting one another month in and month out makes a big difference too. So that’s another outlet we’re thinking about, but again, it’s all just in service to the community, all in service to the growth of these pros so that they can take care of their families.
Mark Ambrose: Nice, it’s the ones who were thirsty for knowledge.
Brooks Pettus: We love those. And look, if you’re going to be a small business owner, you’re not doing it because you want to reverse your way into it. You’re doing it because you’re chasing after a dream and a vision, but it’s hard. It is incredibly challenging to start and thrive in a small business. The odds are against you. If you have the incredible courage to do that, we want to do what we can to give you every advantage and be able to get up. Software is just the starting point. The deal and the operating system are just the entry point. It’s about success and all these things we can do to support you along the way.
Mark Ambrose: I did peruse some of your video education series on that mastermind group. And I noticed you were teaching topics that really are not even about your software.
Brooks Pettus: Hiring and managing people.
Mark Ambrose: Exactly. My hat’s off to you for that; you truly walk the walk. You are out there trying to help the pros create better businesses, and not just within the narrow framework of your own business. So that’s pretty cool.
Brooks Pettus: Service to others. It’s not about your own self-interest. That’s our mission and that’s the difference between a lot of other companies out there and us. Our desire to help these pros succeed is so profound in our business. I mean, it’s changed my life.
I have a couple of superpowers, right? I’m good at some things. And I could do them for damn near any business and help that business grow. But when I joined up with these founders and I saw Ian and his obsession around helping the Butches of the world, I saw that he just had such a passion for it. It was contagious and sure enough, it has changed my life. It has changed the way I think about success. It changed what I talk about at dinner with my family and our friends. And what I evangelize is that when you can have mission and success in the practice, your life, your business, and your satisfaction just grows exponentially.
And that’s what our company is. It has really blossomed as a result of that. And that’s what makes us so singular as a company. I’m an intense guy. I get all that stuff.
Mark Ambrose: No, that’s fantastic.
Brooks Pettus: And I’m incredibly passionate about this. And so are my peers. These founders, they’re still dozen-plus ranking 60 to 80 hours a week. Our CEO, who I’ve worked with for a dozen plus years now across a range of companies, is just wired and wound up about this stuff as I am! It’s just who we are. It is infectious. I mean, all 800+ employees have that same sense of idealism and purpose. And man is that powerful.
Mark Ambrose: It is a powerful force. Well, the digital world has opened up the entire world to everybody, right? So competition is everywhere now. And so if you’re going to separate yourself from all the competitors, no matter what business you’re in, you best be in the business of serving your clientele, your prospects, and educating them like you’re doing above and beyond your own business.
I got to say the same for myself. When I got into the agency business, we were in our fourth year. The business changed for me also. And I’m an older guy now. Well, so all other businesses, we were in the business of serving the client and all that. But when I got into the agency business and I’m helping them, I’ve gotten to watch them grow. Then I got that feeling inside you to get from helping somebody else succeed.
Brooks Pettus: I know what you mean.
Mark Ambrose: And that became contagious inside me. I’m an older guy. I’m not looking to make millions of dollars. I’m quite content with my life the way it is. So right now, my greatest pleasure is helping some of these companies go from two or three trucks to five or 10 trucks and going from working 80 hours a week down to 40 or 50.
Like you were saying, I see them being able to go to the kid’s ball game and the girls dance recital or what have you. So it is life-changing and the digital world was kind of responsible for that. I think it opened up everything and you had to differentiate yourself. If you’re just going to do business for the sake of doing business, there are a million guys out there who can do the same thing. So you have to show you care.
Brooks Pettus: You’re a mercenary if you’re just a hired gun. If you have a purpose and mission, you are a force that can’t be stopped and you have a better impact. And people know it. Not all the pros we work with have that religion, but the vast majority have come to us and have stayed with us because they knew we had that profound care that we really are aligned with them. We stand shoulder to shoulder with them in that fight, in that effort every day to succeed.
And it’s the difference between being a mercenary and having a purpose, having a crusade mindset of getting everyone to succeed together, but you gotta meet it. You can’t just talk about it. You gotta live and walk the walk every day.
Mark Ambrose: Yeah, absolutely. And that you’re rippling out. So you have 22,000 customers but 90,000 people using the software. So you’re helping 22,000 businesses, but then they have 90,000 employees and they have families, so your impact ripples out. Next thing you know, you’re affecting half a million lives out there.
Brooks Pettus: Yeah, exactly. Right. There are million-plus jobs a month going through our system. They’re creating that five-star experience with all those customers. Your rippling effect isn’t trivial.
Mark Ambrose: Yeah, I got goosebumps right here. Nothing else is going to give you that. Nothing in life will give you that no matter what, no matter how much money you have or how many things you collect, nothing is going to touch you. Nothing is going to give you goosebumps, like having an impact.
Brooks Pettus: There’s nothing like when I have a pro come to me, or a friend says, “Oh my gosh, I just saw House Call Pro in my receipt,” or “The pro had it on their van,” or the pro coming to us and saying, “Man, this has changed my life.” We have this Slack channel where we get feedback from the pros and we share it with all of our employees. And the stories that it’ll just warm your heart, the things that our pros say to us, and that’s what we know we’re doing the right thing.
We know we’re winning and succeeding and thriving when we get that feedback from the customer saying, “It has changed my life. It does let me go see my kid’s dance recital or play a ball game. And my relationship with my significant other is a whole lot better too because I don’t argue. If you like your wife and your wife likes you, you’re going to want to have a system like this. It just has a market in your life when you get it right. And that’s what you want to be a part of.
Mark Ambrose: Yes. If you don’t get along with your wife and kids, then don’t get House Call Pro. Are there any myths about the industry at all that you’d like to shoot down or debunk?
Brooks Pettus: I think that for a lot of people in our industry, adopting technology is daunting. It’s overwhelming to them.
Like, look how long it took them to get on QuickBooks. It took decades, right? So we’ve seen a big wave of early adopters, but we’re still just scratching the surface of the 2.3 million-plus companies we think are out there in our addressable market. And I think that what I’d like to debunk is that pros think it’s harder than it is to get off of pen and paper and adopt software and have an operating system like this.
And I think he comes down to translating the intent to the will to drive behavior change. If you want to quit smoking, if you want to lose weight, if you want to go to the gym more, those are changes that you have to put into effect. I think for a lot of pros, they think it’s as hard as that to adopt software, and I’ll tell you how it isn’t.
The software that we have is easy to use. We’ve made it as intuitive and simple as we can for any pro out there. And we will walk with you hand-in-hand across the bridge, old world to the new world. We’ll get you there. You just have to say, “I’m ready. I want to get going. Let’s go.” So I think what I would debunk is it isn’t as hard as you think it is. And if you’re worried about doing it yourself, you’re gonna have lots of support and help along the way from your peers, from House Call Pro and our support teams to get you there because we want you to get to the new world. We want you to be successful.
I think that’s the biggest challenge. We see pros who will come in, they’ll sign up, and they just won’t get going. Like, oh my gosh, what are you doing? You knew you needed to do it. Customers want it and you didn’t get started. Why not?
And really, it just comes down to a willingness to adopt the software and make that behavioral change. And we just keep making it easier and easier and easier every day to get there. I
Mark Ambrose: I like it.
Brooks Pettus: The message I’d give them is that it may seem daunting, but it really isn’t.
Mark Ambrose: I agree. I agree completely. Yeah. And it is daunting. So it’s this mythical thing. You don’t know what it is. It’s software, and most software is a little difficult to use. So yeah.
Brooks Pettus: They figured out a use. My mom is 83 years old on Facebook.
Mark Ambrose: Right.
Brooks Pettus: So, I mean, look, anybody can go learn to use the software. It’s intuitive and you get the help when you put your hand up. We’ll be there to catch you, to respond to you. It’s easy. They just get going. So there you go.
Mark Ambrose: The support is there when they jump on the Facebook group with you and get help from their peers as well. So there’s the proof like a Joe from Ohio had that problem also, and hear his information on how to overcome your problem. How about you? Brooks, how did you get involved with housecall pro?
Brooks Pettus: It’s a good question. Mike Bowden, who was our chairman, is now CEO of the business, is someone I’ve worked with across a few companies over the last 12+ years. We worked together and he knew that I was pretty good at acquiring customers and building systems and building high-performing teams at scale.
And we’ve got a great partnership. He was the co-founder of Home Advisor. So he’s been in this business for 22 years. He knows it as well as any human being that walks the earth.
Five years ago, I was on the East Coast and I was looking for a new company to go scale up. Who I was working with at the time just wasn’t quite ready for scale and that’s my superpower. And he said, “Hey, go talk to these guys—the House Call Pro founders. There are five of them. They’re all tactical. They got a great mission. It’s a big space. I know it’s a big space because I’ve been operating in it for, you know, 17, 16 years. Go talk to them.”
And then I met Ian. And I thought, “I can go build these acquisition engines and high-performing teams on damn near anything. But have I really done it in my life with purpose?”
And I think that was the missing thing. I met Ian and in 15 minutes, I knew this was going to be the one. This company would be the one. This partnership would be the one because Ian had this obsessive mission around service to this unheralded group of people in America that are 3% to 4% of our GDP.
No one ever talks about their plumber or their housecleaner. They just don’t. And Ian said that’s BS. We should all be talking about them and celebrating them and honoring them. He wanted to build software to help people like his dad and everybody else do better. And that’s all he talked about for an hour.
And he is one of the smartest human beings I’ve ever met. A great human being, lovely human. And he was so impassioned around service to this group of people. Mike probably got to me halfway there, and Ian got me the rest of the way. But if I go back in my history, I didn’t grow up in the trades, but I’ve done a lot of work in the trades.
And the story I always tell is that my dad had four sons. And my dad donated our labor all over town for free. He believed in work ethic and he believed that Saturdays were meant for service to a family and to other people. And God bless him. Every Saturday, he worked along with us out there, cutting grass, moving neighbors, or painting somebody’s house.
Mark Ambrose: Wow. That’s great!
Brooks Pettus: And he would work with us to teach us how to work hard as privileged as we were. So I grew up working hard. I grew doing construction, and I slung scaffolding on a crew. I knew what it was like to work on these small crews and to do the work with your hands. And I think it kind of just touched something in my life that had been a constant theme.
Ian’s passion for the space plus Mike’s endorsement of it was how I came to House Call Pro five years ago. We were a little company. We were less than a couple million in revenue. We were 61 employees back then, as I said earlier. And we were just in this place where we knew the customer loved the software, so then we wanted to go build a big system out of it. We wanted to tell that story and bring those customers into the times with us.
And that’s what we’ve done in the last five years. And we’ve had a good run at it. So it was a bit of history and a bit of kismet, and that’s how we ended up here working together. And now we all get to work together every day. Mike has joined as CEO because he’s so darn good at scaling his businesses and making big and still staying true to ethos and philosophy around services.
Mark Ambrose: That’s fantastic. Yeah. The confluence of the stars aligned perfectly.
Brooks Pettus: The stars aligned. Yeah, that’s exactly right. I just feel privileged. Like I get to work with really smart, passionate people that we’ve done. Something that really matters in this world. Not just building a company, but building a company in service to this group of people that we love.
And we’re so lucky. That’s all I can say. We’ve been blessed and we’re lucky.
Mark Ambrose: I agree. And this group of people keeps our entire world operates.
Brooks Pettus: Go drive down the highway between 6 and 9:00 AM. And look at how many trucks there are. It’s eye-opening. If you look on a highway, how many service trucks there are all around with Mark’s plumbing and Ian’s HVAC and Susan’s Carpet Cleaning Company, they are all around you.
And to most people, they’re invisible until you see it. And we realize like one in five of the vehicles on the road in those hours are service vehicles. You realize, oh my gosh, just how big this space was.
Mark Ambrose: Absolutely. And again, I love that it’s protected from AI and robotics and all that, even giant corporations really not moving into the space for the most part. So the mom and pop locals are protected and can thrive. And now technology can help them do that.
Brooks Pettus: It can help them do better, but they’re going anywhere to your You just can’t put a machine in to go fix the plumbing in your house. It’s too arbitrary. There’s too much randomness to it.
So yeah, they’re going to be all driven by this one to five-person companies. Then there’s some that get to 20, but they don’t get much bigger than that. They tend to be small businesses. That’s the backbone of this part of the economy.
Mark Ambrose: Even the bigger ones are like franchises. So it still becomes a mom-and-pop anyway.
Brooks Pettus: That’s right. That’s right.
Mark Ambrose: I sort of fell into the home service industry by accident. When I started my agency, I went after dentists. I was looking for recession-proof industries because I thought we were due. But it was difficult to contact dentists and accountants, which were my first two targets.
And then I went after plumbers and I used to be a plumber’s helper in high school. And I did a lot of blue-collar work and a little construction, a little framing and stuff. And that man, as soon as I connected with that first plumber, I just knew that that was my spot.
Brooks Pettus: Yeah. That’s amazing.
Mark Ambrose: These are the people I’m going to help, man. These are the people who keep the damn world running. They have been sort of disrespectful for the last 30 years, like you said.
Brooks Pettus: Yeah, it’s a travesty. It’s crazy that you’re making an $800 billion impact out there in the country, and no one even looks at you and gives you the recognition you deserve for the hard work the contribution.
Your home is your biggest investment. These are the people that are making your home more valuable. And yet, people don’t see them. It’s just like I can’t even understand it. So once you know the value of the home service professional and the impact they have, it does change you. So that’s just my work at this company. That’s the part that has given me that sense of purpose that I didn’t have before.
Mark Ambrose: Yeah, accidentally for me too. That’s not where I was aiming at. Such a happy accident. I love that.
Brooks Pettus: Indeed.
Mark Ambrose: So if somebody is starting a home service company right now at Brooks, what advice would you give them coming out of the gate?
Brooks Pettus: It may seem hard and overwhelming. But if you can obsess around taking care of your customer and doing good quality work and then get a system like House Call Pro as your partner and go run the ten-year race, we will increase the odds of you succeeding and thriving, as long as you take care of those first two things. Obsess about your customer and do great quality work, and you will win the long game. It will change your life. So by God, go out there and start those businesses, or find someone to partner with and grow that business because you can create an incredible opportunity for your family, for those employees and for your community if you do.
Mark Ambrose: So. Yeah, I agree. And multi-generational businesses as well, you know.
Brooks Pettus: Absolutely.
Mark Ambrose: Fantastic.
Brooks Pettus: It’s the best thing in the world. I see these second and third generations companies. And a lot of times nowadays, we’re seeing the daughters get into the trades and take on that family business and not just the sons, just how I wish mine would. And that means there’s more and more opportunity for it truly to be multi-generational over time. And we love that idea.
Mark Ambrose: I agree. I even had just a client just get his brother into the business. And now we set his brother up as a separate location where we’re doing all the marketing and getting him going. We’re four months in and he’s already doing great.
Brooks Pettus: Yeah. Well, once you get the systems, just repeat it in another market. If you’ve got plumbing and electrical, because you know how to run the business and take care of that customer, repeat it, repeat it, repeat it. Cause there’s so much demand out there.
Mark Ambrose: Yeah. All right. Is there any question that I should have asked, but I didn’t?
Brooks Pettus: I think you asked me earlier, “what would you tell your younger self?” And my answer would be the billboard thing. If you want to build a billboard, guess what? It’s not that hard. I think that’s always a great wrap-up question.
I think that there’s so much opportunity here and I know it may seem daunting to go start your own company. But if you get a good partner like House Call Pro, it makes it a whole lot easier. You’ll gain more confidence. You’ll have a community to support you and you’ll get there. So go figure out your plan.
For anyone who wants to call me, you can get to me and I will spend time paying it forward for all the mentors, coaches, and support I’ve had in my life. I am more than happy to help you. I have offered to hundreds of our pros to spend a Saturday morning with them, just giving them feedback and asking them questions about how to make their business better.
So I will do that for damn near anybody if they’re interested. And more importantly, we have a great team of hundreds of people who do the same thing.
Mark Ambrose: That’s fantastic. Where can our listeners connect with you? Brooks? How did they reach it?
Brooks Pettus: If they go to our website, just say, “Hey, let’s see. I heard the COO of the company on this show. He said he would help me out and tell me how to get started. He said he would give me some time.” And I promise you they’ll get to me. I still take calls with customers more often than not. You could imagine our founders as well.
So I’ll be there to help if I can. And more importantly, we have just unbelievable people who will help you get on the path that you want to be.
Mark Ambrose: That’s fantastic. There you go. You heard it, folks. Go to housecallpro.com.
Brooks Pettus: Go to housecallpro.com and there’s a little blue chat bubble down at the bottom. You can always pop in and chat.
Mark Ambrose: Say that Brooks Pettus, the COO sent me and I need to learn how to grow my business.
Brooks Pettus: And then I will cheer for you. And I will coach you to get you on that path because it will change your life.
Mark Ambrose: So. I love it. I love it. Thanks. That was fantastic, great information for the audience. I appreciate that. Hang on just a sec. I’ll close it out here. Thanks to our listeners for sharing your time with us. We know it’s valuable.
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