Hi I’m Karie Kaufmann and here with me
today I have Seth Larson, owner of Resilient Roofing. Welcome Seth! Thanks
for being here today! Thanks for having me! Now Resilient is not your first business. You’ve got another business and I want you to talk
a little bit about your journey entrepreneurially, like from one
business to the other and why you’re doing what you’re doing now.
Sure! Yeah, no…there was never really a plan for it, first of all. Ended up starting a
construction company, because that’s all I knew my whole life. I grew up, my dad
was a custom home builder, both brothers are in construction, so I grew up in the
trenches. Worked my way up to design and sales, production and started my own
construction company. Well 3 or 4 years ago, you and I met and consulted on basically how to get me out of that company. For no other reason then I
didn’t want to be like some of my other members of the family, working 60 hours…
-In a job, yeah. And, so we successfully did that. And long story short, transferred my wife and I both out of the day-to-day, in that
company. Last year I was down to about ten hours a week, myself, and my wife was out. For that construction company, this year I actually just did a timecard, and
it’s closer to four or five hours per week that I’m in for that one.
-Nice! Nice! So the first thing I want
to point out there is, you were very intentional about that. And you even, I
think you set a deadline. Like I want to, what I call “finish the business”, which
means that the business is functional, like you know, not relying on you anymore.
-Yes! -So when did that click for you? When it went to not really having a plan,
just this is the what the family does, to deciding, that I’m going to finish this
and then move on to the next thing? I appreciate you giving me the accolades
for that, but that came from you. I think what I was looking for was to grow
something bigger than what our construction company was capable of. And we talked a lot about scalability, and that particular business model, as much
as I love it and it’s great and it works really, really well, isn’t scalable past
a few times multiple of what it is now. So we had an idea for another company,
which could not, I couldn’t do both at once, in the capacity that I was working in the construction company. What I mean is, I was close to 50 or 60 hours a week in the construction company. To run another
one doesn’t make any sense, that takes a 100 hours a week. To start something so… …to get me out of it, I had to decide on that. That was the only logical next step. So with your help getting me out of that one allowed us to start the new company.
-Nice! And you started the new one in a completely different way than you
started the first one? -Yes. Yeah, not making any money… The plans for the new company are much further out and are much grander and larger than the first
company. But I guess, you could say, I had the confidence to start that with the
information you gave us on how to get me out of the last one knowing it’s possible, I guess is what I’m saying.
-Right. Yeah. And so we’ve began with the end in mind
for this new company, with growth at the forefront and having processes and
systems at the base, when there was only two of us. And now we’re a team of just
over 15 and still growing… -After just a year and a half. Right? -A year, actually, maybe.
-A year? -11 months so far.
-Nice! So you’ve made now, conscious investments
into this business that you might not have had the the confidence or the
foresight to do in the first business, right? So the first business was kind of your
training ground? Right? -It was. It was my baby and we’ll keep it. Where there’s no plans on
selling it. Even the goal for this year is actually to get my involvement in
the other company down to two hours a week. Nice! And that one still makes us money,
we still do great volume. We, we almost hit five million last year. So it’s a real company… -Pays your lifestyle and all that?
-Absolutely! And helps fund the new company’s growth, too. So the point is,
knowing that that’s possible setting that aside, is what’s enabling us and
given us the confidence, with you also, to build the new company, really from the
ground up, and pretty, pretty quickly. The other one, to clarify, started with just
me and my wife, helping out in the office. Then we had one employee, that was the
biggest hump to get over. And then two employees and then now it’s a team of 12
in that company now. Nice. And the things that I’ve noticed about you is that you’ve become really hyper focused on systems
and on people development. -Yes. Is there anything in particular you want to say about that
that you’ve learned that’s really helping you to scale the second company
much much faster? -There is. Yeah, no it’s it’s a frustration of mine to say, train
someone on how to do this or that, or training a new hire and then them leave
or someone else does it or. So instead, we’ve built the processes around it, and
took a lot of time to do that. But then, we can use that process then to train
someone, so it’s a lot more automatic. -You’re not doing the same thing.
-One time or 100 times. -Oh yeah, exactly.
-Awesome! Well thank you so much for your time today, super proud of you and your
success and thanks for sharing your tips with business owners because I know it’s
gonna inspire a lot of people! -Absolutely! Thanks for the opportunity!