On this episode of the Huge Transformations Podcast, host Sid Graef sits down with Aaron Harper, founder of Rolling Suds Power Washing, to unpack what it really takes to build a scalable, coast-to-coast service business—without burning out or selling hype.

Aaron walks through his journey from Hollywood talent agencies (working around names like Will Smith and Jesse Eisenberg) to B2B sales, and eventually into franchise development—helping grow service brands by hundreds of units before launching Rolling Suds. He shares how he walked away from a near seven-figure “dream job” offer while his wife was six months pregnant so he could start his own franchise brand from scratch, raise capital for the first time, and acquire Rolling Suds.

Resources:

The Huge Insider newsletter signup

The Huge Insider podcast downloadable action guide

The Huge Mastermind info page

Huge Foundations Facebook Group

Transcript:

 Hello everyone. Welcome to the Huge Transformations podcast. I’m Sid Graef outta Montana. I’m Gabe Torres here in Nashville, Tennessee. And I’m Sheila Smeltzer From North Carolina, we are your hosts and guides through the landscape of growing a successful home service business. We do this by interviewing the best home service business builders in the industry, folks that have already built seven and eight figure businesses, and they want to help you succeed.

Yep. No fake gurus on this show, just real life owners that have been in the trenches and can help show you the way to grow profitably. We get insights and truths from successful business builders, and every episode is 100% experience, 0% theory. We are going to dig deep and reveal the good, the bad, and the ugly.

Our guests will share with you the pitfalls to avoid and the keys to winning. In short, our guests will show you how to transform your home service business into a masterpiece. Thanks for joining us on the wild. Journey of entrepreneurship. Let’s dive in.

Hello my friends, it’s Sid Graef. This is the Huge Transformation podcast. Thanks for joining me today ’cause we’ve got a great conversation with Aaron Harper. Who is Aaron Harper? Aaron is the founder and was the CEO until he hired a new CEO of rolling SUDS power washing. And that is the nation’s first coast to coast power washing franchise.

And you’re like franchise. We’re a bunch of solo business owners. You’re gonna learn a ton from Aaron and how deliberate. And thoughtful. They have been in developing a franchise brand for power washing and really helping raise the level in the industry across the board. So we had a great time on this.

We talk about a lot of stuff. There’s a lot of resources that are mentioned, book books and podcasts and concepts and all of that. All of that’s gonna be in the show notes. You can learn, you can check it out there. Um, but with that, please join me in this conversation with Aaron Harper and get to know my new friend and yours, Aaron Harper.

Welcome to the Huge Transformations podcast, everybody is your listening. Uh, the Huge Transformation podcast is all about the journey, the journey of a business person, entrepreneur, usually in home services, but where they started and how they became successful and some of the challenges along the way.

And I’m really excited I’ve got Aaron Harper on with us today. And as your, your name tag says Aaron, founder of Rolling Suds. First of all, thanks for being on the show with me today. Thanks for having me. I’m excited to get, uh, get to know you and, and talk about, uh, talk about all the stuff that we’re gonna talk about.

Yeah, a hundred percent. So I’ve got like 4,000 questions for you, but, uh, a little bit of background for you is not for you about you. So you grew up in California, you were a skater, surfer kid, got into, uh, looked like you wanted to get into the film industry and as an agent. Mm-hmm. And then somehow transitioned out of that and started working as an employee and a franchise, carpet cleaning franchise, and then kind moved up the ranks and then, uh, there’s a whole lot more to the story.

One thing that I, I can’t wait to, we’ll do it a little bit later, but you and I share something in common that is so obscure. It’s like one in 10 million. I was shocked when I saw it. Not in what, just in some of the homework. Um, which, which might be fun for us to discuss a little bit, but how did you go from the.

Skater kid to arts and entertainment, wanna be an agent and to get into franchising, like, tell us the backstory. I’ll dig in a little bit more as we go. Yeah. So, um, you know, I, I, I, I grew up, uh, in Southern California, you know, my grandfather was really into film. I was really into film. I studied film. I saw Entourage, thought I wanted to be Ari Gold, except just a little bit nicer.

Um, and, um, and, and then, you know, kind of put that, put that goal in my mind to, to do that. Um, left college, ended up having an internship, working for, you know, a, a, a producer, um, movie producer. Then went and worked at, um, talent agency and ended up working my way up as kind of an assistant slash like a agent and training.

Working on the teams of like Jesse Isenberg, Melissa, Leo, will Smith, and like a bunch of other ones. And, uh, basically realized that like I didn’t want anything that my bosses had and they were miserable. And it was just like I was working so, so hard. And I’m not afraid of hard work, but like it was, I mean, if you know anything about the Hollywood industry, like it’s about as bad as you, as you think it is in terms of like all of the stereotypes that you’ve heard about the backside of the Hollywood industry are true and then some.

And so it was just not a life that I wanted. I was really miserable. And, um, you know, I, I just said, made the decision to kind of abandon, abandon ship there. Um, worked, uh, in kind of a B2B sales role, um, to try to put some numbers on my, on my skillset. Like I learned a lot during that experience. Like, I learned how to manage really difficult personalities.

I learned the importance of relationships. I learned how to stand out in a crowd of many aggressive, hungry people. So I, I, I, I value the experience, but it wasn’t where I wanted to be 20 years later. Right. And, but in Hollywood, like so much of what you do is based upon who, you know, what parties you can get into, like all these different, like who, who you can have coffee with, like very kind of, um, obscure and like unquantifiable things.

Mm-hmm. It’s like very squishy. It’s like what’s your, your reputation like? So I wanted to put some numbers on my, my efforts and ended up working at a Fortune 15 company and being their top sales rep. Nationwide, um, and said, okay, I, I’ve got something here. And a buddy of mine was working in franchising, had a carpet cleaning brand, and um, he said, you should get into franchise development.

And I was like, well, I don’t really want to build Wendy’s location, so what are you talking about? He was like, no, like 1-800-GOT-JUNK is a franchise. Chem Dry is a Fran franchise. Like there’s all these businesses that in the home service space that are franchised that you can, um, that you can grow and build.

And, um, I loved the idea of helping people become business owners. So I emailed his boss every three weeks until he hired me with no response, no responded emails, um, till like email number seven. Okay. Um, and um, and then I just worked in, so I worked there, um, grew that brand by about 200 units in three years, then worked at a car, uh, drywall repair franchise, grew that by about 223 units in two years.

And then I was like, wait a minute, I can do this on my own. Um, and I left that to go find a business to franchise in the service space. Um, I wasn’t particularly looking for a power washing business. Um, I was looking a bunch at a bunch of different industries, HVAC, roofing, plumbing, solar tree care insulation, lawn care line striping, epoxy coatings.

Like we looked at, like, I looked at like 23 different businesses, but, um, power washing like the, the, the Wendling started, um, rolling uds in 1990. And, and they’re just great people that I knew I could partner with. Um, and it was a great business. It’s, it’s a great business and I knew it could, I could replicate it in any, any market.

We went into and acquired the brand in January of 23, and since January of 23, we launched our first two franchisees in June of 23. And we’ve gone from a single location, power washing business in Pennsylvania to 328 units operating in 30. 36 states, um, nationwide now. Okay. So that’s, there, you’re, that’s the Reader’s Digest version and jumping and going from beginning to end.

Let’s dig in, in the middle just a little bit. Sure. Well, in, in, uh, 2022, I, again, in that year, it’s when you left the, uh, the, the patch franchise thing mm-hmm. In, uh, the, your bio since you were fired in like January, 2022 and your wife was expecting at the same time, which seems like a really scary time to go, Hey, I’m gonna.

Not get another job, but we’re gonna go build something. We’re gonna get in franchising, but I don’t even know what it is yet, like sell that. So it’s actually him saying how you sell that, it’s actually even worse than that. It’s actually, yeah, it’s even crazier than that. So my, um, my job that I was working at wanted me to take on a brand from scratch that they would’ve paid me.

Um, I would’ve had a, you know, title with the word president in it. Um, they wanted to, on target earnings would’ve been somewhere between 850 and 1,000,800 50,000 and a million dollars, um, in, in earnings annually. Um, I would’ve been given two other brands and been able to incubate a brand from scratch with an unlimited budget like it was on paper.

Probably the best you’re gonna get from a corporate standpoint in a job. Um, and my wife was six months pregnant and she had heard me kind of like over the years. Continually try to be an employee, but want to run everything and be constantly frustrated that I wasn’t able to like, put the pieces in the place that I knew they needed to be put.

And so I, I came to her with that job offer and I was like, but I don’t want to do this job. And in fact, I want to find a business to franchise. I don’t know what the business is yet. I’ll have to find it. We will have to raise capital. I’ve never raised capital before. Um, but I’ll find the capital. Um, and we’re also gonna be an investor and we’re gonna, if we do this, I’ll be, you know, one of the biggest, if not the biggest investors here.

Yeah. Um, and I was like, what do you think? You know? And um, so she basically was like, Erin. I know that whatever you’re gonna do, you’ll take care of us. Um, so, and my wife’s said I’m, I’m the sole provider of income in my house. So, yeah. She goes, go do what you want to do and you’ll take care of us. And I was like, all right.

So I had my kind of like marching orders and so for the next few months I, I looked for the right business. And this was in, so this was not in January of 22. It was in September of 2022 when I met the wend lanes. Okay. I decided I was going to, um. To, uh, start to do this in July of 22. Um, but didn’t know where I was gonna go and how I was gonna find it.

I ended up acquiring the brand in January of 23, and I got let go from my company when I let them know that I was going to go franchise a business that wasn’t gonna compete with theirs in October of 22. So from October of 22, we go on Cobra Insurance. No job, no income, gotta put together an FDD, gotta raise the capital, acquire the brand, do the deal.

And I’d never done any of that stuff before. So it’s actually more insane than Yeah. Yeah. So we, um, your, your wife, was this your first child or your second child? You’re expecting? Sec second. We had an, uh, 17 month old boy. This was our, um. Second girl. Yeah. And how long had you been married at this time?

’cause your wife sounds like a remarkable person to go. She’s a wonderful human. Okay. You’re saying, but let’s go. Yeah. Yeah. She’s a wonderful human. Um, so we celebrated our fi, we just, uh, celebrated, um, our six years, uh, of marriage. Yeah. So we were, um, three years married at that point. That’s cool. And you got married in Santorini, Greece, right?

I did, yeah. We got married in Santorini, Greece, which was my wife’s idea. Okay. I was originally not, um, excited about it. It ended up being the best possible decision that we could have made. We had 23 of our best friends and fam immediate family members, um, in, in Greece with us. And we got a beautiful trip out of it, 25 person wedding.

Um, and, uh, it was one of some of the best, best, uh, moments of our life. That’s phenomenal. Were you in EA in the north where Yeah. So we actually stayed in one of those like white houses. Yeah, the Airbnb. Like white, white with the blue roof. Okay. Mm-hmm. Okay. Yeah, that was when I read that in your, your bio or whatever.

Excuse me. That’s where I got really excited. My wife and I, we actually got married in Santorini. Oh, did you? In 1992. And I was like, I don’t know anybody else that’s gotten married there. It’s very, that’s that’s so cool. Yeah. It’s very, a lot of people get married there, but it’s a very kind of niche thing here in the, um, us to A, have an overseas wedding and B have it B in, I mean, it’s gorgeous.

Like, I, I recommend anyone go there. Yeah, yeah, for sure. We actually, um. We had been vagabonding in Europe for about six months at the time, and Oh, I love that. Presided. We’re gonna get married. And so it wasn’t a legally recognized wedding, but we got one of the tourist boats and went out to the volcanic island there in the middle mm-hmm.

Of the cold and then hiked up to the rim of the volcano and exchanged valleys. That’s amazing. And, uh, that’s so cool. Sail back. So anyway, that’s our, that’s our common thread. Little now. That’s awesome. Yeah. That’s awesome. Right. Cool. Well, I wanna start digging into some really cool stuff, um, with, you know, as you know, with, um, the huge convention, you know, we serve people that are in home services, but most of them are independent operators.

Most of ’em are, yep. Smaller businesses. Uh, maybe it’s their first foray into business, generally speaking. It’s a guy that was a great technician that decided I wanna be a business owner. Yep. Just like the, the E Myth. But you, in franchise world, um, you knew very clearly you wanted to build a franchise brand, didn’t know what it was gonna be.

You settled on Rolling Suds. What were the criteria that you had that you said like, these are the things that have to be true for me to want franchise this and, and blow it up? Yeah, so I had kind of a list of items, uh, and that allowed me to really be objective with the businesses that I was evaluating.

Is like, how many, how many boxes does this brand or does this business check? Mm-hmm. The first and most important one is that we would have incredible people behind the brand. So when, when you franchise a business, there are two different businesses. Okay. There’s the, the, the core business, which in this case would be the original power washing business.

Yeah. And then in tandem next to that business is the franchise business. My intention was never to buy. Fully this business, it was to raise capital and start another business next to that business that replicates that business. Mm-hmm. So the people in which I partner with could make or break the entire opportunity because if they’re not the right people, then it doesn’t matter how good the business is.

I’m a people first, number, second kind of guy. So that was like the most important thing is like, make sure that the person that I’m, or people or persons that I’m partnering with are the right people. And the Wendling family have built a great business over the last 35 years and great systems and things that I knew I could replicate.

So that was number one. Number two was, um. Unskilled labor, I think skilled the skilled trades, you can make a lot of money there. The issue is, is that as an owner that doesn’t have that license or doesn’t have that skillset, you’re limited into how fast you can grow that business based upon how many people you can hire that have those skills.

Yeah. Um, and that, that’s a big challenge. So, you know, with the way we power wash, it can get someone trained up in a couple days and be rocking and rolling. Um, a large total addressable market was important to me. That was a not, this is also a non-negotiable. So every building and structure that you drive by is a potential customer in power washing, which as many of your listeners probably probably know that, um, uh, a heavily fragmented, um, market.

So, uh, based on my experience, the more fragmented the industry is. Uh, the easier it is to disrupt. Yeah. Meaning that you can come in and basically just, you know, be, be more sophisticated, um, and, and get in a bunch of units and, and, and get them open and you can really kind of like set yourself aside. So there’s a lot of mom and pop operators in the, um, power washing space.

There’s only a handful of like, larger players, which makes, um, makes becoming and building a franchise brand, um, easier than, than otherwise. Um. Both residential and commercial customers was also a non-negotiable. Um, you can build a great residential business, um, in the services space. However, the way you build a sizable, um, service business, um, is by also having commercial as well.

Um, so our franchisees nationwide are about 60 to 70% commercial on average. Mm-hmm. Um, which, which obviously presents more opportunity for, uh, the, the franchise owner to, to grow a larger, uh, larger business. Yeah. Um, high margins for the franchisee, meaning 20%, um, profit margins or higher for the franchisee once the business is at scale.

Not with one truck, not with two, like once it’s at, you know, if you’re gonna buy a three to five unit franchise system and get five to seven trucks on the road, like, or, uh, you know, what does that look like for the franchisee? And so that was. That was important to me. Um, because there needs to be enough meat on the bone for the franchisor to take a royalty as well as the franchisee to get a good cash on cash return for their investment.

Yeah. Um, uh, I wanted it to cost. Be a limited cost for a franchisee to to scale. So like if you think about the opposite of a rolling sets business, for example, like it costs $1.2 million to build another McDonald’s, you might net on a McDonald’s 150 to $175,000. So you’re a 1.2 million in with a bunch of debt and you know, at scale you’re, you’re netting 150 to 175,000.

So I wanted franchisees to be able to scale with less cash out of pocket. So in power washing you’re buying an additional truck and maybe additional territory, maybe it’s 125 grand, including employees and your down payment on a truck and some marketing expenses to open an additional unit, right? So, um, that obviously increases the cash on cash return for them because you add another unit, you get that truck up and going, you keep going.

Um, so those were all kind of like non-negotiables on my checklist. There were a couple, um. Things that were really difficult to find that were like nice to haves but not need to haves. Um, and so the first was like a, a different product, meaning like the, not just like the experience for the customers better.

’cause I’m gonna do that with that which, with, with whatever brand that I franchise. Yeah. But like, do we have a better product? And so the Wendling have tinkered with different equipment. They’re kind of known, at least from what I understand in the power washing industry as like people who tinker and try things and kind of go against the grain.

Yeah. Um, and, and basically like with their truck and their process like. We can do a 3000 square foot house in 20 minutes, start to finish, set up, tear down everything, we can hit five stories from the ground above that. We’ll rent drones, like, yeah. So the truck is more expensive. We, we run the truck differently.

Like there’s a moat basically, um, around what we’re doing. And so if you think of the most obvious example of this in history, it would be the iPhone. The iPhone entered the market. The best next to that was like the Nokia brick phone and like the Blackberry. The Blackberry, yeah. And like everyone’s been trying to catch up with them ever since and they built a trillion dollar company as a result of just having simply a better product, right?

So, um, the other nice to have and not need to have was little to no competition in the franchise space. So. If you think about like market penetration, every brand I looked at had like four to five to sometimes 10 other franchises that were doing the same thing already. Okay. With a different logo, right?

And so you already have an 800 pound gorilla and restoration. You’ve got, uh, ServPro, you’ve already got an 800 pound gorilla in junk. You’ve got 1-800-GOT-JUNK, right? So like you can go in and try to capture market share away from the 800 pound gorilla. I would just argue that it’s harder to do that than it is to capture market share away from let’s say independent mom and pop operators.

Yeah. So when I looked at, um, the power washing industry, there just simply wasn’t a coast to coast power washing brand that had kind of come in and set, set the, the standards. Um, and so I saw an opportunity to become the 800 pound gorilla in the space. Um. And so this was the only brand out of all the ones that I looked at, that checked every single box on the checklist for me and how I think about franchising a service business.

Yeah. Was that general, was that surprising to you? Were you expecting to get like, okay, I’m gonna get eight outta my 10 and I’m gonna land the plane on this and run. Yeah. But to get 10 out 10 shocking. I didn’t think I was gonna get 10 out 10. Yeah. Yeah. Yeah. Well, I mean, it definitely, you know, in the industry you check all the boxes, it’s, it’s very fragmented.

There’s no, yeah. National leader by, you know, any stretch that is becoming one. But, uh, getting a little bit granular when you talk about, you know, like the, the way the equipment, uh, is set up and stuff for the, you’ve got, you run a box truck with a thousand gallon tank, is it more efficient and more productive because the equipment’s better?

You get more PSI or volume? Or is that just the structure and setup? So. It’s everything working fast. Yeah. So if you layer all of the things on top of each other, it’s it’s process. It’s what the junior technician is doing versus the senior tech and their check, their checklist on how they operate. Like everything that you read in the E-Myth, like everything has a process.

There’s a flow. It’s like someone comes up to a house, everyone knows what happens. The, we’re able to be more liberal with gallon flow because we carry so much water. So we’re, we’re doing a lot of soft washing. We can be, we can use pressure when need to, but like, the whole kind of like SOPs of the process kind of flows like a symphony in a lot of ways.

And like, you know, we’ve, we’ve had question marks of like, oh, what’s different? Right? I can just rent a thousand dollars machine and go do it on my own. And so last year we, we actually were like, like an influencer was like, Hey, uh, because he had me on his podcast and we were like, yeah, we could do it in 25 minutes or less.

And everyone was like, no, you can’t, blah, blah, blah. Like. I mean, we, it was like half a million people saw this post and were ripping them apart in the comments. It takes me TA 12 pack and 12 hours to do a 3000 square foot house. Like every single thing you can think of. So he is Aaron. What if I flew to Nashville and we go, uh, we, we just live stream it on Twitter and we’ll find it.

We’ll find Was this Chris Corner with the, uh, corner office? Yeah. Chris Corner. Okay. Yeah, yeah, yeah. I saw that episode. Yeah, yeah, yeah. So Chris was like, Chris called me up. I’m like, yeah, dude, I’ll fly you out tomorrow. Like, let’s do it. So we couldn’t find a 3000 square foot house. Like our day was stacked with different things.

And we were like, you know what? We’ll just grab what we can. We, we found a 4,825 square foot house, eight bedrooms, eight bath, uh, three unit. Kind of like triplex. Yeah. And, uh, and my, my, my business partners were like, well, Aaron, we’re either gonna make a fool of ourselves and not get it done in under 25 minutes, or we’re gonna get it done and either way it’ll be good tv.

Yeah. And we did the whole thing. Um. Uh, we did the whole thing in, in 22 minutes and 13 seconds with two guys. Hell yeah. Start to finish. Yeah. You know, and live the live stream, the whole thing. And Chris replied on every single comment with the video of us doing it. We recorded the whole thing. It was really funny.

Yeah. Um, so I saw them do that before I decided to franchise this business, and I was like, okay. Like franchisees can make some, make some money here. Yeah. There’s room to play. I think my favorite comment in that video was when Chris, when you handed him the wand or whatever, and he, he triggered it and he is like, oh my God, my testosterone just went up to a million or something.

Yeah, yeah, yeah. Exactly. Yeah. Yeah, yeah. Mm-hmm. No, that’s a lot of fun. Um, with, so from the time you, you’re like, all right, rolling Sun. Is it, we’re gonna acquire this brand or we’re gonna franchise alongside of it, um, it looks like, and you, you like correct me on the timing, but looks like you spent about eight months getting it.

Ready to franchise, like, yeah. So from July, so from July of 22, basically to February, um, of, uh, end of February of 23, I was building systems, vetting suppliers, um, kind of coming up with the whole infrastructure for the brand, modeling it out, knowing when I needed to hire people, raising capital. Yeah. All that stuff.

What had to be absolutely right before you launched, I, I mean, I had to, a lot of people launch a franchise with like the least amount of capital possible, and they have no idea what they’re doing. Mm-hmm. You, that that is why you see so many issues in franchising is the, the average franchisor has never been in a franchisor before.

Like they’re good at running a power washing business. Yeah. Or whatever that thing is. And so I basically needed like a franchisor fundamentally. Their job is to provide a system in which a, an average person can follow and have like an average rate of return, um, based upon, you know, on an average day.

Like, it’s, it’s all about like averages. So a franchisor is not a, a, a marketing company, a franchisor is not a call center. A franchisor is not like, but a franchisor needs to curate all of those things because all those things are still necessary to run the business. So basically it was like, all right, I mean, we’ve got like 44 different vendors that we’ve got service level agreements with.

Mm-hmm. Um, call center marketing vendors, outbound, cold, cold calling, um, you know, accounting, uh, insurance, payroll. And so I had to basically spend. Months vetting these vendors, talking to other franchisors that use the vendors, asking them about their experience, then negotiating a contract so they can’t overprice franchisees.

Like all that takes a significant amount of time. Yeah. So you want to go to market with that stuff figured out. You don’t want to go to market and then be like, oh I need an accounting partner because Fran, you want that locked in and dialed. Yeah. Um, you need to have an LMSA learning management software so you can transition the information and do a sufficient knowledge transfer.

You need a training program that actually works and is effective at training people on how to do things. So you need to be able to do all that. You need the right team in place. So you need to do recruiting of the people that you’re gonna bring in. ’cause you don’t launch with just yourself or you shouldn’t launch with just yourself.

Um, there’s legal elements that you have to figure out. There’s registrations. There’s a lot of work that goes into properly franchising a business. Yeah. Well, and, and so I’m not from franchise world, but seeing, you know, hundreds and hundreds of home service level businesses, like people talk about system, system systems.

But how do you, how do you start from thinking, uh, what is your thinking when you start from a position of I need to set up systems and vendors and vet all this in a way so it can scale to a thousand not, yeah, you’re not figuring out along the way. It’s gotta be good enough where it can be duplicated fast.

Like what do you, so in your background, do you naturally think that way? Or is that just what you learned in your franchise experience with Patch Guys? I think I’m a pretty big picture guy generally. Um mm-hmm. Like I, I, you know, before I launched this, I was like, okay, here’s our 10 to 15 year goals. You know what I mean?

And then you backwards into like, how do you, how do you get there and what, what needs to be true in order for those, those things to happen? And, and I also think in terms of like constraints, like what are the things that would get in, in the way of those things happening and how do we like, avoid those, uh, potential roadblocks?

Like now, like what needs to be true to avoid those? So it’s like what needs to be true in the business for us to be able to. Scale and then what needs to be true to like, avoid the things that could potentially get in the way of us, of, of us scaling. And some of that had to do with just identifying the correct franchisee.

Um, we are not bringing in people that want to power wash buildings. Um, and we made that as a decision from the beginning, um, when we kind of understood what it takes to get this business to scale. Yeah. And what would for the franchise owner to justify the investment in rolling suds, what type of business would they need to build in what period of time in order to justify the investment?

Right. And it just simply didn’t make sense based on what we’re trying to build, to have someone come in and run a truck for a year and a half themselves and figure it out. Yeah. Um, so that was one thing. Um. We, we, you know, one of the, the issues that a lot of brands have is like site selection slash like truck production.

So we built a different company with the founding, um, Wendling family called Rolling such products that literally gets all of the trucks so franchisees and we built all of them. Like, ’cause you, you, you think about like identifying suppliers that can help. Yeah. Sometimes in one month we’ll build two trucks and in the next month we’ll need to build 30.

Oh wow. So there’s no supplier that is going to be able to staff up or down accordingly to be able to handle that. Yeah. And it’s gonna get in the way of speed. And so we invested money and built a different company to make sure that we could open the units that we, we sell, that we award. Um, so there’s just a variety of things that, and then it’s just like, how do you target those specific things and, and hyperfocus on solving that, that potential problem before it becomes, uh, before it becomes a problem.

So you really need to be able to like zoom out really, really far and then zoom in really, really far as well, and kind of be able to go in and out. Yeah. Okay. You, you kinda leaned into what my next question was, like with your franchisee, what is, what’s an ideal franchisee look like? What is your, your most successful franchisees?

What are their common traits or what are you Yeah. You know, what do they have? So that makes great. So we tell, when we tell prospective franchisees and we turn away about five. People per month that have capital and like wanna move forward that aren’t right for us. Yeah. So that roughly comes out to like a million to 1,000,002 in franchise fees and upfront expenses that we turn down monthly.

And the reason for that is, is it’s gonna cost me more money to get that person out my system, then I’m gonna make bringing them in. Um, so you’re mitigating headache and, and uh, we’re mitigating Yeah, we’re just mitigating it. Yeah, we’re, we’re premeditating it. Um, so the, the, the franchisee that we’re, that we’re looking for generally has a higher risk tolerance than your average franchisee.

And the reason is, is we’re largely commercial. And if, for anyone who’s listening to this, if you’ve done commercial power washing work before, the sales cycles are longer. The actual completion of the work takes longer, and then the pay cycle in which you get paid takes longer, much longer. So, so, so if you’re carrying the cost, let’s say it’s a three month pay cycle or three month, uh, sales cycle, let’s say it’s a, a two week completion.

Let’s say it’s a 45 day pay cycle, that is literally six months of carrying costs, right? So, um, so in order to withstand that, you a have to have a lot of money set aside for the business. Mm-hmm. You also have to have like the stomach to push through in that. Now what offsets that is 30 to 40% of your business being residential, but the economics make way more sense on commercial than they do on residential for our business, especially with the speed in which we can do the work.

Um. So, um, we’re looking for people who enjoy being in front of people in their community. Um, the kind of like technician who likes to tinker is probably not our franchisee. Mm-hmm. Um, but the guy or the gal who can like go to the BNI make every single person at the B and I like and trust them in one hour.

Like that’s our person. Yeah. Um, that’s our franchisee. Um, and, and, and you know, what we try to have our franchisees focus on is like during business hours, it is revenue generation. Like that is the only thing that matters. Like you can obsess over the ops, but at the beginning, if you’re not selling jobs all day long, when you can actually get in front of other humans that need our services.

Yeah. Then you don’t have a business, right? And so we provide a lot of support in terms of like, we’re targeting national accounts now we’re, we have vendors that generate outbound leads for franchisees, both residential and commercial. But like, we can’t grow locations by ourselves. If we did, there’d be no reason to franchise.

Sure. We need franchisees who are willing to get out in their community and shake hands and kiss babies all day long so that they could win the $37,000 hospital or the $52,000, you know, thousand space parking garage. That’s five stories high. You know what I mean? Like, that’s, that’s our, that’s our, um, that’s our buyer.

Um, and so we’re just ruthless about making sure that that’s the person, that’s the type of person we bring in. And anyone who’s not that we just kindly tell them that they should go do something else. Right now with 328 units, uh, is that, that’s not 3 28 locations, but like a location may have five units or five territories or multiple, right?

So, so we have 92 franchise owners. Okay. That own 328 units. Territories. Territories. Each territory will be required to have a truck in it. At least one truck in it. Yeah. In a period of time. They’re not, if they open three territories, they’re not putting three trucks on the road, right out the gate, but within the next 18 months, they will add three trucks within those three territories.

Okay. Within a year and a half. By, by buying three, three territories. So I’ve got two questions for you that tie into that. One is with what have you seen, and then what did, what do you anticipate with, with that level of scale? Like where’s the tipping point of network effect? You mentioned you’re starting to see national contracts and stuff talked about.

Mm-hmm. You know, there’s a, a gas station or a Starbucks or a what, you know, you got multiple, multiple locations. How, how much of a network effect do you have from 90 units to 328? I mean, did it tip yet, or you, so we have a hundred, so most of our franchisees launched. If you think about the lifecycle of our brand, it’s like three years.

It’s, yeah, so like, it’s less than that. Okay. So like June of 23 was when we launched our first two franchisees. September of 23, we launched three more. And then, um. Uh, and then, um, in December of 23, we launched two more. So we only launched seven franchisees in 2023. Yeah. And we did that on purpose because it’s like we’re still figuring out our systems.

Like I didn’t let anyone come more than three people come to training, and we only did three trainings the first year. Okay. Because we had to figure out stuff. And if we miss something in the training, it’s a lot easier to retrain two people in their market than it is to retrain eight. Yeah. So it’s less expensive and Right.

So like we were just careful in terms of how many we launched. Um, now we awarded 90 units in that first year to 30 different franchisees, but we only launched seven on purpose. Okay. So the majority of our franchisees launched last year or this year. So if you think about like. Our scale, like franchisees are still very, very new.

Yeah. Like very new. And the first two years of any person’s business, whether it’s a franchise or not, a franchise is terrifying. Yeah. Like, no matter what, like we’re gonna provide a ton of tools and support, but you still have to be a business owner and be able to get through being in charge of payroll and operations and sales and marketing and all of the things that you have to be as a business owner.

Um, we have 86 of the 92 franchisees open and operating. Okay. So 86 of them open. Um, and we have 119 trucks on the road, I believe is the number, um, last I checked. Okay. Might be more than that. So there have been multiple, second, third, and fourth trucks have been added. Um, uh. But you know, like, I think it’s important to, to say like not everyone is gonna be able to scale to three trucks within 18 months.

Like we will have resales. There is absolutely zero way around it. Like if we had a hundred percent success rate on everyone scaling to three trucks no matter what, like, I don’t know. I don’t even know that we would franchise, like we could just do it ourselves. Sure. If we had a hundred percent success rate, if it was that easy.

Um. But I will say though, we, because we’ve been so ruthless in our quality and turning so many people away, that the, the, the Fran, the, a large portion of the franchisees are exceeding their development schedules. Meaning they’re adding their third truck on month six instead of month 18, which is the minimum requirement to add their third truck.

Like, yeah. And, and when we deliver a national account as an example, that requires one truck fully dedicated to that one job that we delivered to them on their third month of business. Or like, we delivered a contract that, you know, would be one truck annually. Uh, and the guy was 60 days into business and it’s a four, it was a four or five year contract doing schools.

Um, wow. And um. In Illinois. So it’s like we come to him, he’s like six 60 days into business and we’re like, Hey, we’ve got this job for you. Like, let’s rock and roll. And he’s like, oh my God, I need to buy my second truck. 60 days into business just to service this one job. Now that’s obviously like not gonna happen for every single franchisee, but like that’s our goal is like trying to like help franchisees get to scale as quickly as possible, which then obviously justifies the investment.

Like we’re not an inexpensive franchise, so it’s like how do we get franchisees to increase their cash on cash return, um, in a way that that makes, uh, makes it make sense for them. Um, but what I will say is like, if a franchisee comes in and follows the model and does what we we tell them to do and doesn’t try to reinvent it, and doesn’t try to like come up with their own things, like just come in and imitate.

I always say imitate before you iterate. Otherwise, don’t buy a franchise. If you want to iterate before you imitate, like just go start your own business. Do you go, makes way more sense. Do your own thing. Yeah. But like the ones who were like ruthless about, just tell me what to do and I’ll do it. Have like resounding success.

Yeah. Was the, has the rapid growth of rolling suds, was that what you anticipated? Or does it surprise you at how fast? So I knew I was gonna be able to award franchise territories. Like I knew that was gonna be, that’s just like my background. That’s like what I did before. Yeah. So like, all I had to do was just keep doing what I was doing before there.

Um, what I didn’t know is how that it would grow this quickly. Like we, we really caught lightning in a bottle. Um, and I think it’s just a lot of like the right place, right time kind of thing. And, and I mean, execution is a big piece of it, but, um, you know, fortunately, like I raised a significant amount of money to, to do this.

Mm-hmm. Uh, a lot of franchisors are heavily dependent upon franchise sales in order to kind of like, yeah. And what, what happens then is you have, like, you have someone who’s a franchisor who’s deciding whether or not to tell a franchisee or a prospective franchisee that they can’t sign, or if they wanna make payroll or not.

Right? Like, so they’re gonna be like, they might be forced to, to bring someone in who’s not gonna be ideal. Um, because of needing to make payroll or whatever, whereas we were like, we’re gonna raise more money than we need. Um, so that we could pre-vet in the infrastructure so that we could handle the growth.

The biggest, I think, most surprising part for me, at least early on was, um, like we’re heavy commercial. Mm-hmm. It took, um, our founders 27 years to get anything more than 20% of their business being commercial. No kidding. And franchisees will join and be 85% commercial in their first month. Yeah. Um, based upon the systems that we built and kind of where we fit in the marketplace.

Right. And big benefits of going of commercial then. Is it, is it, um, the, you know, the average ticket’s way higher? Is it frequency more in commercials? It’s, I mean, you name it, it’s, yes. Like really the average tickets higher, uh, the. Uh, the, the headache on the backend from a customer standpoint is lower. Um, the, the margins are, are higher.

Mm-hmm. Um, the, uh, the, the work is often contracted for multiple years. At the very least. It’s reoccurring in nature versus, but oftentimes it’s recurring, meaning it’s gonna happen every quarter or every year, um, or every month. Um, uh, I mean, every, every possible benefit you could think of, uh, exceeds the residential side.

Now the, the benefit of residential is you’re getting paid immediately. Yeah. The, the margins still make sense. They’re just not like as, as good as, as commercial. Um, and you diversify your, your revenue. Um. I think, uh, you know, if you, just as an example, like if you, and this is completely theoretical. If you had a business that was doing a million dollars a year and you had four customers and they were each generating $250,000 a year in recurring revenue for you, and you lose one of those customers, your business is worth nothing.

Whereas if you have $700,000 per year coming in from residential work and you’d lose that $250,000 a year customer, you, your business still has significant value, right? Yeah. So, um, so how do we help, what we think through is like, how do we help franchisees think through creating a business that has enterprise value that they can potentially sell one day or maybe pass on to their kids.

Like, we’re only looking for people who want to build businesses, not jobs. And, and oftentimes the technician that, the one that we keep talking about, the solo operator that runs a truck like. If he stops or if she stops doing work, the business doesn’t generate revenue. They can’t go on vacation. They can’t Yeah.

Offset. And, and it’s really difficult without a significant kind of amount of capital to actually build a scalable power washing business. ’cause there’s just not enough meat on the bone on a one truck business as a solo operator to take that money and then reinvest it in other trucks and this and that, unless you’re saving for multiple years in a row.

So like franchisees come in, they’re not expecting to be like rich off of one truck. They’re not joining this business because they want one truck. They’re joining the business. ’cause they want three to five to even more trucks, um, than that. Mm-hmm. All right. Um, the, I heard on another show you talk about.

Responsible franchising. And I feel like we, we started actually going in that route when you were talking about the criteria that you have and how dedicated you are to making sure that your franchisees are the right type of people. But yeah, tell me more about responsible franchising. What do you mean by that?

What’s the philosophy behind it? So, yeah, so like, franchising in my, I mean, that’s all like, it’s been the bulk of my adult, um, career, uh, working career. It, it’s, it’s a pretty haphazard industry. Mm-hmm. Um, because most people don’t know what they’re doing. Um, and I mentioned that earlier, like they, I mean, they just don’t, like, they, they have a great business that bakes bread, but they don’t know how to package it up and get a thousand units and like, make sure that the return on investment for franchisees makes sense.

Um, and so, you know, I think about responsible franchising through like. The lens of like choosing the right franchisees, being transparent with them in the sales process. We’re not telling anyone this is a get rich quick scheme. We’re not telling anyone that they can sit on their couch and that no one’s gonna have to work in this business.

We’re telling ’em they’re gonna work and use all of their time, um, to grow this business. Um, it’s making sure that there’s adequate capital on the franchise war side and the franchisee side. Mm-hmm. So, uh, I think it takes conservatively, uh, 500,000 to a million dollars to get a franchise off, off the ground.

Um, conservatively. Um, realistically, in order to get to the scale that we have gotten, you will invest millions and millions of dollars. Um, and you will not end up having a meaningfully sized business until there’s at least a hundred open units on the road. Like, you don’t really, in a franchise really make money until that point.

Like you, you, you are investing so much into hiring people and growing and marketing and redoing your website and all of this stuff. Mm-hmm. And, and a wild stat for you is there’s, there’s about 4,000 franchisors, um, in the US Yeah. And 680 of them have more than a hundred units. So if you think about like profitability 680 Okay.

And only 90 of them. Got to a hundred units in less than 10 years. Wow. Wow. So if you think about churn, like if you’re not making significant money until you get to 150, let’s just call it units that are open and operating and generating revenue, then you’re just gonna have a lot of franchisors that just burn out.

Yeah. And so the, the thing that’s gonna change that is bringing in franchisees that are fully capitalized and willing to go through that growth rate, a franchisor that’s fully capitalized. Um, and unfortunately, most of the franchisors that end up talking to me at different conferences that I go to, asking me how, how I did it, the first question I ask them is, how much money do you have to go towards franchising?

Yeah. And nine times outta 10, it’s less than, uh, a hundred thousand dollars and. Probably six times outta 10, it’s less than $50,000. No kidding. So there’s, there seems to be this like mentality among franchisors. It’s like, oh, I’m just gonna sell some franchise and collect passive income. And that is the absolute dumbest thing you can think of.

And the quickest way to, like bankruptcy. Yeah. Like you have to be willing to put everything on the line and, and raise, you know, potentially millions of dollars and, and, and just to get the thing off the ground. And 99% of franchisors aren’t doing that. Yeah. And so responsible franchising to me is going in with eyes wide open as a franchisee and as a franchisor, because I can’t do this without successful franchisees.

And the franchisees that we bring in can’t do this without a successful franchisor that is cash flowing, that has the money, that has the ability to grow the brand. Yeah. Um, and so as I kind of acquired this brand and really went, went all in, I was like, we’re gonna do this differently. We’re not gonna bootstrap this.

Um, we’re gonna bring on the right people. We’re gonna pre-vet in growth and we’re gonna do it fast, but we’re gonna do it the right way. And, um, and that’s, that’s, that’s been what we’ve done. Yeah. And then you said, you know, early on you had to, before you started, uh, franchising, you had to raise capital, but you’d never done that before.

Like what was your go-to strategy to raise money you hadn’t been? Oh gosh. Raising money’s the worst thing in the world. Um. So it’s so hard. Um, I didn’t know what a waterfall was. I didn’t know what a class A share was. A class B. I didn’t know what a preferred return was. I didn’t even know how to spell cap table.

Um, but I knew that we needed money to French. I know, I knew how much money we needed to franchise this business, Uhhuh. And, um, what I’ll say to anyone who’s interested in raising capital, um, is you can make absolutely anything work on a spreadsheet. Mm-hmm. Um, anything. Yeah. Like you can make a spreadsheet.

Say what, literally, whatever you want it to say. Yeah. So, so what you have to do is you have to pick a number from a pre-seed kind of valuation standpoint, um, that you can, that you can go to sleep with, wake up with. You, you can talk to someone and justify and look ’em in the eyes. And ultimately with a franchise, there’s no other franchisees, uh, in the, in our case, like, so all of what I’m talking about is completely theoretical and made up at the time that I raised capital.

Like, yeah, we have this great business, but like we’re completely pres precede stage. And, um, and so you have to be able to believe in and justify whatever that, um, pre-seed valuation is that you, um, uh, that you, you land on. Um, and then you have to find people that are gonna invest in you Yeah. As the person.

Um, pre-seed, um, is less about the business model and, and much more about the founder and the, the founder’s ability to, um, to, to, to do it. Um, it’s the highly, highly risky stage to invest in. Um, it’s essentially an angel investment. Yeah. Uh, if you look at the returns on angel investments, like there very, very few angel investments end up working out for angel investors.

So you’re gonna give away the most of your company at that point in time. Um, but I was able to raise from people who had mentored me in the franchise industry prior. Okay. So they had a preexisting relationship with me and they had done, um, they had done this before multiple times. Um, meaning that, uh, I knew that I was raising smart capital, smart money versus, um, versus there’s a lot of dumb money out there.

I mean, you can go raise a search fund from some guy who, you know, is an accountant working at, you know, a, a big accounting firm and he’s gonna put $50,000 towards a search fund. I don’t think that’s helpful. Um, building a franchisor is. Probably one of the hardest businesses you can build ever. Um, and you need people on your cap table, um, that can advise you above and beyond just writing checks.

I also would, uh, advise against raising friends and family. Um, if you are not raising from people who have invested money before, now you have another person who’s like, when are you getting a return on my investment? Like, I raised very patient capital. I had not been asked once when they’re getting their money back.

Yeah. Um, and, and I think that’s important as well. It’s just about knowing what your, what your needs are and what the needs are of the business, and then going out and selling that the same way you would sell your first customers. Right on. Yeah. That sounds like a, like so many layers of challenge and patience and like you, you have to be.

Predetermined on what the character traits are, what the, like what are you looking for? And not just going, gimme money. Um, which brings me the kind of, where will I wanna be respectful of your time, we need to lay on the plane somewhere, but what are some of your core beliefs that have helped you grow from an aspiring agent to, because you, you left what can be a glamorous industry or a slimy industry or both.

Yeah. And so there had to be some core beliefs behind that to get into sales, to be the top performer, to franchise world, to get a bigger picture and to start this, what are some of your really, your core beliefs that Yeah, I mean ultimately like I’m, I’m here and I’m put on this earth to help people. Um, I’m not like, I think in doing that, I’m gonna feel better inside.

Um, not, I think when in doing that and in, in serving others, like, I’m gonna feel better inside. And what ends up happening is, is life. Then, you know, uh, God, whatever you wanna call it, ends up taking care of of me. Mm-hmm. And so part of the reason why I, I struggled with some of the other industries I’ve been in is it, it was very much the everyone’s out for themselves kind of mentality.

And there wasn’t kind of really an opportunity to, to be a, a giver, um, and give back when I am able to provide an opportunity for someone who’s been with the same company as an employee for 18 years, has a relatively modest 401k that they’re supposed to retire on. Um, may at one point become the leader of that company, but maybe not gonna own like a large percentage of it.

When I can help someone like that, step out of that and, and give them the faith to walk through, um. What, what, what is a very scary thing to do, which is start a business. Um, my, I’m providing someone a life changing opportunity that can potentially, um, change their lives, their kids’ lives. Mm-hmm. Uh, depending on how big they build their business, their kids’, kids’ lives, um, their grandkids lives like, and I can’t think of a better way to do that than the franchise business model, which is why I love talking about franchising, which is why I go to all these conferences to talk about franchising.

I write content about franchising. I run a podcast about like, there’s all these different things. And, and so how do we, how do we help other people get into business with significantly less risk than doing it on their own? And, um, and the franchise business model is not perfect, and the people in the franchise industry aren’t perfect, but.

I believe that if the franchisee comes in with the right expectations and the right capital, and the franchisor goes in with the right expectations and the right capital, and they are partnered understanding that you can’t have one without the other, um, then you can build a really successful business.

Like there’d be no way to have 328 units nationwide. If this was an independently owned and operated, um, power washing business where I was just opening locations and hiring managers, it just wouldn’t happen. So really fundamentally, the only way you can really, truly build a nationwide power washing business, at least at the scale that we’re achieving, is through franchising franchise and through finding great franchisees who are willing to go all in on the model and, and, and take the risk.

Um, and do this deal. And, uh, and so that’s been really important for us, um, is, is just getting the right people on the right, on the right path. Um, and, and when someone’s not right, getting them out and putting them in a better path, that’s gonna make more sense for them and treating them with as much grace on the way in as we do on the way out.

And if there’s franchisors that aren’t willing to talk about when people exit the system, they’re trying to hide something, everyone is gonna have people that don’t work out in business. It’s just there’s absolutely zero way around it. Yeah, for sure. You got a hundred percent success rate. It’s not, doesn’t exist.

It doesn’t exist. Exactly. So, um, what, since most of our audience are, they’re solo operators or they’re, you know, they own a single location, maybe two or three locations, they’ve got. 10, 20 employees, that’s the size of operations you’re dealing with. What’s some advice that is applicable, whether you’re a franchise or you’re running your own thing that you would like to leave everybody with?

Yeah, so I think a great book for everyone to read is Buy Back Your Time by Dan Martel. Um, yeah. Uh, the, the buyback principle essentially states that like, you don’t, you don’t hire to grow your business, you hire to buy back your time because if you have more time, like you’re the best person to know how to grow your business.

I have a professional, we’ve, we’ve recruit, brought in a professional CEO to run rolling subs. Like I’m not the CEO and I haven’t been for almost five months now. Yeah. And, and, uh, I, I was originally the salesperson and I brought in a sales team and I fired myself from that role. And now I sit on the board as the chairman of the, of the, of the board.

And, um, I help set strategy and be. Liaison between my CEO and and and the board. And represent the board. And the only way I was able to do that is to realize that I am not the business and the business is not me. The more, uh, your goal is to build an, an asset as a business owner that doesn’t need you to exist.

Yeah. Like that is fundamentally, if you wanna own, like truly own a business, then you would be able to own, like, I could leave tomorrow and be gone in Italy with my family for six weeks and come back and the business would run exactly as it is currently right now. And, and so, but the only way I’m able to do that is by continuously reinvesting and taking more and more risk by putting profits back into the business and hiring people to then get my time back.

And I think that if you run, let’s just say you run a 2 million. Our power washing business and you’re taking $800,000 out per year to like live your lifestyle. That may be what you wanna do, but I guarantee that that business, you’re probably still the one doing all the commercial sales for that business.

Yeah. And because it’s gonna cost you at least $400,000 to build a sales team that’s gonna produce $2 million a year in business and who wants to take $400,000 of their 800,000 in profit and throw it on black and hire a sales team, that’s gonna be terrifying. But yeah. But that is what it’s gonna take to take that $2 million business to $5 million and then you’re gonna reach a different risky point.

To get that business from 5 million to 15 million is gonna require all the profit from $5 million to invest back into building the team that can get it to 15 million. So like I think you just have to ask yourself what. What you want as a business owner. Yeah. And, and then work backwards from there. Like, I want a billion dollar company.

That’s what I want. And I know exactly what the numbers are and I know how many trucks we need and I know how many we need to add per year to get there. And I think we can do it about 15 to 18 years, somewhere in that range. But like, okay, that’s ’cause I’ve zoomed out and I’ve said, this is exactly what we need to do.

This is what needs to be true in order for us to do that. And, and then it’s about, okay, now I’ve got my, my marching orders. And I think so many people start a business, they get wrapped up in the day-to-day of the business that they don’t zoom out and like create a map and figure out what the, where they’re going.

Yeah. Um, uh, uh. Entrepreneur, operat, uh, entrepreneurial operating system. EOS is really helpful for this. If you need a framework, uh, there’s a book called Traction, which I’ve read like five or six times. I’d recommend to anyone who owns a business to implement that into their business. You can hire implementers or you can, um, or you can implement self implement.

I self implemented from the beginning. Um, not sure I would recommend that, but that’s what we did. So really you want to just figure out what do I want and then how do I get there? And then it’s just about doing the things every day, even when they’re hard. Yeah, yeah, for sure. To get there. And if you don’t wanna do it on your own and you have a $400,000 a year great owner operator power washing business, and you want help building it to $5 million or $10 million or $15 million and you need more systems, uh, my team would be happy to talk to you if that’s the case.

We have not done any conversions simply because. It is my opinion that it is easier to re to, to, to, to train than, than Untrain. Mm-hmm. However, um, you know, we are, we are always looking for great operators, so that’s a possibility. Um, if you’re approved to join our system, um, I also put a bunch of stuff out online about this kind of stuff that you could follow me online and learn more about how to scale a business and I’m happy to be helpful there.

Or you can reach out to me on LinkedIn. My, my calendar is a, a lot less full than it has been in the past, so I’m happy to be as helpful as I possibly can. Okay, great. Yeah, there were, there were a handful of questions that I had wanted to ask, um, but we’ll, we’ll stop with this. Like, what’s the best way for people to find you, reach you?

You got, you get LinkedIn, you’re very active on social media. You’ve got a really good strategy going there. Thank you. Yeah, you can type in, uh, Aaron Harper. Rolling suds on. Um, I put a lot of stuff out on LinkedIn. My Instagram’s, Aaron t. Um, just as it sounds, um, my Twitter is Aaron Harper, CEO. Um, I have a YouTube channel where I put stuff out.

You could go to the Rolling suds YouTube channel and see different videos that we put out there. Um, if you’re interested in becoming a franchisee, you can go to rolling suds franchise.com and apply there. Um, and, um, and we can, we can go, we can, we, there’s a bunch of different, different ways, albeit the huge convention, um, next year.

We’ve sponsored the last couple years. Um, okay. We will continue to sponsor. We enjoy, we enjoy going, we brought like 20, I think four people this past year. Yeah. Conference. Yeah. You had a good show this year. Conference. So, we’ll, we’ll have, we’ll do that again this year. Probably have more than we did last year.

Um, so we, we really like. It is my goal to come into the industry in the power washing space and help elevate everyone. Um, it’s not to, um, you know, take away from or anything, like, we want to help the industry as a whole get better and we bring in great operators and help them build great businesses, and we have more great power washing businesses nationwide.

I think it’s helpful for everyone in the power washing space to kind of help set some standards and that’s always been our goal and we’ll continue to do that. Yeah. Yeah. I couldn’t agree more with that. Well, thanks very much for being gracious with your time and joining me and spending this time with us and digging in this conversation.

I’ve really enjoyed it and hopefully there’ll be a part two in a year or so and we can check on progress Sure. And ask a bunch of those other questions that we, uh, that I didn’t get to yet. That’d be cool. Yeah, I’d be happy to. I’d be happy to. Yeah, that’d be great. Great. Well, thank you very much. If you wouldn’t mind, stay on for just a second.

I have a question to ask you offline, uh, before you go. Alright. Yeah, of course. Alright. Okay, Aaron. Thanks again. Appreciate it so much. Hello my friend. This is Sid. Thank you again so much for taking your time to listen to today’s episode. I hope you got some value from it. And listen, anything that was covered, uh, any of the resources, any of the books, any of the tools, anything like that is in the show notes, so it’s easy for you to find and check it out.

And also, I wanna let you know the. Mission for the huge convention and for this podcast is to help our blue collar business owners like you and I, to gain financial and time freedom through running a better business. And we do that in four ways. Number one is our free weekly newsletter. It’s called a Huge Insider.

I hope you subscribe. It is the most valuable newsletter for the home service industry, period, paid or otherwise, and this one’s free. Next is the huge foundation’s education platform. That is, we’ve got over 120 hours of industry specific education and resources for you. And every month we do, uh, a topical webinar and we do question and answer with seven and eight figure business owners.

And it’s available to you for a $1 trial for seven days. Next, of course, is the huge convention or the huge convention. If you haven’t been, you gotta check it out. It’s. Every August this year it’s in Nashville, Tennessee. That’s August 20th through 22nd and 2025. And it is the largest and number one rated trade show and convention for home service business builders.

We’ve got the biggest trade show, so you can check out all the coolest tools and meet the vendors and check out the software to run your business. And it’s got, we’ve got, um, education, world class education and educators and speakers that will teach you how to run a better business. And it’s the best networking opportunity that you can have within the home service business.

And then lastly, if you wanna pour jet fuel in your business, check out the used Mastermind. Now, it’s not for everyone. You gotta be at over $750,000 of revenue and you’re building toward. A million, 5 million, 10 million in the next five years. And it is a network and a mentorship and a mastermind of your peers.

And we help you understand and implement the Freedom Operating System. We go into more detail, but you can get all the information on all for these programs and how we’ll help you advance your business quickly just by going to the huge convention.com. And scroll down, click on the freedom path. Or of course you can find the links here in the show notes.

So, sorry, I feel like I’m getting a little bit wordy, but I just wanna let you know of the resources that are available to you to help you accelerate and advance your beautiful, small business. So keep on growing, keep on learning, keep advancing. And if you’d like to show, go ahead. I mean, if you would go and take 90 seconds and give us a review on iTunes, then subscribe and share it, man.

It would really mean the world to us. It would help other people. And as we continue our mission to help people just like you and me. So thanks again for listening. We’ll see you in the next episode.