David Heimer: And so you were working, was that all at one company or did you change jobs?

Jason Henderson: I changed to a few different companies, just basically worked for a company where we clean ductwork and then tried to sell ac tune-up. I went to another company where I worked as a sort of a service sales technician and then did my own installations and then moved on to another company that primarily focused on maintenance. So I did a lot of maintenance there, so a lot of memberships, and would turn around and sell equipment.

David Heimer: And so at some point, you decided I’d like to own my own business, I’d like to start my own business. And when did that happen and what sort of propelled you into that?

Jason Henderson: Well, I worked for a company for about 15 years and I did enjoy working there. Basically, they had given me a position as a general manager, really what it was, it was just a title just to keep me working there, to prevent me from going to either work for a competitor or possibly go start my own company. I didn’t feel very fulfilled. I wasn’t really learning about management properly, couldn’t go and do any training and things like that. So you hear people wondering whether or not they should train their technicians and, you know, I really believe that you should because you want to be fulfilled and they want to feel like they’re contributing. And so that just led me down the path of really wanting to get my own company started.

David Heimer: So about what year was it when you made the leap and started Best Air Conditioning Plumbing Repair? Great name by the way.

Jason Henderson: Thank you, well, you know, it’s only been a year and a half. We started our company on August 1st, 2017 and it was just my wife and I in our home office, basically just a bunch of papers all over a table and a desk and one truck and me with some tools. And we printed out a bunch of invoices for me to go run calls, that’s pretty much how we started.

David Heimer: Tell me about where you are now, so it’s been about a year and a half is that right?

Jason Henderson: Right.

David Heimer: And so where are you at this point in time?

Jason Henderson: Well, yeah, it’s been a year and a half from scratch right now we’re at 18 employees. We have 11 trucks on the road and we’re actually looking to hopefully put a couple more on the road here within the next few weeks.

David Heimer: That’s amazing 18 employees say you’ve essentially added an employee a month on average. That’s phenomenal growth and so what’s the secret to that, how did you do this?

Jason Henderson: You know, I’m very fortunate I have an amazing team and I hear a lot of people say that. The thing about my team that’s a little unique is my team is basically people that I hired purely on what I thought their ability could be completely on aptitude. I hired a few service technicians that I’ve known in the past that were great communicators, in my opinion, very talented guys, and set them on a path or put them on a path to become a sales and service manager. I hired another technician that was also a great communicator, a great guy, someone that I trusted and now he’s in the position of installation manager. My office staff consists of an operations manager, a customer service manager. And actually, years ago I trained both of them to be telemarketers; I met them, they weren’t in the industry at all.

They came in, I wrote a script for them, taught them how to be telemarketers. And not only were they so good at being telemarketers, but they were just people that would show up to work every day to work people that came in with a great attitude that were prepared to get the job done that day. And they slowly worked their way up through the office, CSRs, dispatchers, becoming office managers. And now one of them is my operations manager and the other is my customer service manager. Same with plumbing, we have plumbing as well. My plumbing service manager is the best plumber that I’ve ever met. Our model’s a little different than some other companies out there. It may change because we’re in a constant state of evolution where I’m at. We don’t use comfort advisors. We actually use selling texts. It’s something that I’ve always been used to, which doesn’t mean that it’ll always be that way. But all of my guys were really good, effective selling technicians and that’s what carried us, my relationship with them, their relationship with me, their ability to go out and really represent the company in the very best way possible.

I’d have to say that that’s a major part of it. But to have gotten to right now, there were a few different things that happened for us that were major things. When we started the company, we basically started it with just our life savings, my wife and I. We started with our life savings and we weren’t rich people, you know, just a technician and an office manager; just hardworking people when we were really good at saving that’s for sure. But we got into the industry and, you know, I thought I knew a lot more than I really knew. And once we got into the business, I found out very quickly that I didn’t know a whole lot. In September, I went to Service World. So a month after I started the company, I had researched Service Nation Alliance and Service Roundtable, and we were Roundtable members already right. When we started, we went and got a membership for that. And I met with you and I sat through your presentation of Service Nation and every single thing that you said, David really rang true for me. The things that you said in a joking way, but they were so serious about, did you start a business so that you could stop {cross talk 07:01}

David Heimer: Why did you start a business?

Jason Henderson: Yeah, why did you start a business? And I sat there and nodded along and just nodded along and started to feel a little more sick, and a little more sick thinking, you know, I guess that’s where I’m kind of at right now. And I don’t think that we were doing well, knowing what I know now, I know that we weren’t doing well right in the very beginning. Of course it was a little short-term there of a month, two months, but I joined Service Nation that day. And what it did for me was it actually made me aware of the fundamentals that I needed to work on to be a successful company. And so I went off to boot camp and that was amazing. If anyone listening has never heard of the Service Nation boot camp it’s extreme. There’s so much there to learn, especially for me not knowing anything about business, just knowing the trade, which isn’t enough to make a successful company. I learned very quickly that I was practically in over my head. But the nice thing that happened from that was I started implementing every single thing that I heard. I started talking to other members. And one of the greatest things about service nation is the fact that members will sit down and share just about every single idea or everything that they know about business, and then it’s really up to you as a business owner to take that information, apply it towards what you do or innovate it to where it can suit you and really get rolling with it and that’s what happened for us.

So, I have to say that, well, I don’t know what would’ve happened of course. You know, we were in September, October at this point. So only a couple of months in, once I joined, but so many things happened at that point that started us and started to correct our course and started to create a solid path for us, that we immediately started to see gains and we almost started to see the light I could say. And so, you know, there’s a possibility that I know we wouldn’t be exactly where we are now, if it wasn’t for joining. But who knows what would have happened, you know, just going into business and not having an idea of what we’re going to do and just sort of going to work every day, hoping to bring in some money, to pay bills. That’s just not enough to be a solid company, at least not in my opinion. So I do have to say that Service Nation was a huge part of getting us to where we’re at right now.

David Heimer: I appreciate that I wasn’t looking for this to be a Service Nation testimonial, but I certainly appreciate it.

Jason Henderson: I know that it wasn’t really supposed to be that, but there were so many little things. So, you know, when you’re in Service Nation, you’re in AB groups and an AB group is an Advisory Board group and there’s a mentor there and they talk with you every week and they listen to what you’re doing and they’ll assess what you’re doing and usually give you pointers. And as a selling technician, most of my life, I’ve always been pretty good at selling jobs and creating revenue. And my mentor at the time, Don Harris, who’s a really great guy, he questioned me and I knew it was early, early spring of last year. And he said, “Jason, man, you’re doing great. These numbers look phenomenal. I can’t believe it, you’re really out there bringing in a lot of revenue so what’s your net profit?”

I just sat there and I looked at him, you know, we’re looking at each other on a webcam. And I said, “well, I don’t know.” And he said, “come on, man. I can’t believe you don’t know.” So, you know, that was his way of holding me accountable. Well, right after that conversation, I hurried up and found someone that day to start working on my numbers and giving me that data that I really needed to measure. So it’s just been great. You know, he didn’t tell me, hey, you have to go find a person. He didn’t take me by the hand and say, here’s the person that you can use. But he really pushed me in the right direction. So that’s another thing, just so many different people that I met along the way that had a tremendous impact on what we’re doing. So between my amazing team of people that are willing to adapt constantly, they take my message and my vision and have taken the mission that we’ve established have taken it and really ran with it to all of the great members of Service Nation that I’ve had a chance to work with to just really implementing everything that we. That’s what’s gotten us where we are now, and I believe that that’s going to continue pushing us forward to where we can expect good growth.

David Heimer: So there’s something in your story that I think is really interesting and you may be being a little overly modest on this. And that is that you are able to hire people that you had worked with before and to do that means that you have to have a certain level of trust and leadership skills and competency that they would choose to leave what they were doing, jump ship, and go into this fledgling business and just throw in with you and, and hope it all ends up okay. But they had to believe in you and you, you must’ve had a really good career before that and you must’ve have established a great deal of belief in yourself with them, I mean, you hired guys that were going to be your sales manager that was going to be your service manager, that was going to be your operations manager, your dispatch and CSR managers.

You knew these people and they were willing to throw in with you to come do this with you. And then you talk about it, with a sense of pride. I get with you about man, I’ve got this great team of people, but you knew these people, you worked with them before and they trusted you. That’s a hell of a deal to get people to change and go start off something new and risky, right. It just is risky. Changing jobs is risky enough. Changing jobs to go work with someone that’s starting a new company is really risky, but they were all willing to do it.

Jason Henderson: Unbelievable right?

David Heimer: I think it says something about you. I think that’s a great compliment to you that you were able to get these guys, you got the best plumber you’ve ever known to come work for you. Plumbers are especially hard to find and you didn’t just find, you know, I just, yeah I found a plumber and he was okay, you found the best plumber you’ve ever known and he was willing to come throw in with you as well.

Jason Henderson: Well, I have a lot of respect for everyone in this industry that includes the technicians, the maintenance techs, the installers, especially distributors. I respect distributors, I respect everyone in this industry and they know it even just the distributors that I talked to in Las Vegas. When I talk with them and we have lunch, I’m not sitting there just always trying to negotiate a deal with them. I’m not sitting there to say what’s in it for me all the time and they know it, they’ve even heard me say it. And people that work with me in our shop, they know that it’s the way that we treat people. I’ve told them all, look, we’re all in this industry together this industry can be tough. We should respect each other, we’re not direct competitors. We are all people that are in this industry, whether you’re a plumber, whether you’re a tech, whether you’re an installer, whether you’re a Service Nation Alliance member from another state.

I can’t wait to talk to someone in the industry. I don’t care if you’re a huge company. I don’t care if you’re just a startup company, I’m very interested in what you’re doing. And I enjoy talking to people in this industry. It’s a great, great industry. And I know that my team understands that because they’re all great people in this industry too. And one thing about the people that I work with, they’re in a constant state of being challenged by me. I challenge them every single day to strive to be better at what they do and they actually enjoy that. But I don’t challenge them by saying, hey, we need to work faster. Hey, we need to work smarter, hey, we need to look at this or that. That’s not what we do. We look at ideas and I say hey, what do you think of this idea? Hey, do you think that something like this could possibly work?

David Heimer: Collaborative management, one of the things we heard about today in the presentations today, as a matter of fact.

Jason Henderson: It’s funny, you know 80% of my entire crew are millennials and I’m not a millennial. I’m 44 years old. So I’m a gen X-er and I love millennials. I love working with them. I enjoy hearing about what they want to do. I enjoy seeing that buy-in take place because they get excited. I enjoy seeing them come up with an idea. I guess I’m the final say, if we’re all sitting in a room and we’re all talking about different ideas, if I absolutely disagree, then I would say, well I don’t think we’re going in that direction. But that’s never happened because we all have the same mind. They know exactly what I’m trying to accomplish and they know that in the end, it’s really what we’re all trying to accomplish together. So they are free-flowing with ideas. They can’t wait to just jump in and take charge.

So I enjoy that, you know, I heard someone asking how to deal with a millennial that’s not coming to work because they have to take their kids to school or they have different things that they feel that they should take care of and how do you deal with that? But I don’t think that that’s necessarily a generational thing. I think that’s case by case. How many times have we heard, well, I’ve got this old school ac tech or this old school plumber, and I’m trying to get them to start effectively communicating with customers, I’m trying to get them to even wear shoe covers, of course now everyone wears shoe covers.

But you know, even to get a person doing that. And is that a generational thing? Absolutely not because I’m more than happy to go in and effectively communicate with the client, make sure that they’re happy, you know, show them that I have their best interests in mind, clearing anxiety and do all of those things. It’s not a generational thing. It’s just, I’m willing to do that and they are not and I think it’s the same thing with millennials. And what would you do with the old school technician that isn’t willing to sort of conform to your company? You’d either try to train him so that he could possibly fit in, or you’d have to find someone to take his place because he’s not the proper culture fit.

David Heimer: Yea.

Jason Henderson: You know so with people that I’m working with, it just so happens that they’re millennials. But I don’t think that I treat them any differently. I’m really happy to listen to what people have to say.

David Heimer: Yep, I asked you for three business rules that you follow. Do you mind sharing this with us?

Jason Henderson: Maybe in no particular order, but the first one that I would want to say is to always be in a constant state of learning. As a business owner for your team, you want them to always be in a constant state of learning and you always want to strive to seek education. And I always want to provide education for my team. And what I mean by that, it’s not just about reading books, which of course, we actually do read a lot of books and we even have assigned reading. One of the first things that I did once I started them all on their management path, which I said, look, you’re going to be a manager in training for a year here’s what you need to do. And I had them start to read. But to always seek education and also be aware that you don’t know everything. So now I’m a business owner. I own a company that seems like we might be heading in the right direction, but I know that I don’t know everything. And I think there’s a big thing to be said for that. I’ve talked to a lot of contractors over the years and there’s a couple of them that maybe think that they know everything.

David Heimer: I know one or two of those.

Jason Henderson: Once you feel like you know everything, then you can no longer learn anything your mind isn’t open to learn. You’re not willing to actually listen to a person and take their ideas and consider them and try to apply them to what you actually do. When I managed the company, just to give you an example, I really wanted to go to a sales class. Someone was giving a sales seminar and I really wanted to go to it. And the previous owner of the company said, “Jason, you could teach that class.” I said “I could teach a class, but I couldn’t teach their class. They have a different perspective than I have. They couldn’t teach my class because we all have different perspectives.” But when I go to a class, of course, I’m hoping to learn a hundred different things. But I know if I can learn two to three really good things, then it makes me a better person. So I’ve become more educated, more versatile, more understanding, and more aware of what I could possibly do. When I say educating yourself, there’s something that my team does now. And I assigned them all to this at the beginning of this year, this is going to be our second full year.

Every week of this year, each one of them has to do a selfie video that we put on Facebook and I did the first one. And when I came up with the concept, I didn’t know how hard it was going to be so I did the “Thank you for an awesome 2018 Las Vegas selfie video” to put on Facebook and it was so hard. It was so difficult, but it’s that challenge that makes you grow as a person. So once my team started submitting videos to me, you know, you could see them do six or seven eight takes and then finally get it right. And now when they’re doing these selfie videos, they look like they’ve been doing them for their entire life. They look like they’re movie stars. And what it was, was that challenge that they had overcome and that discomfort that they had to overcome that helped them sort of evolve into now being able to do that constantly. So my first one is definitely, always be in a constant state of learning and that’s a big thing.

David Heimer: Yeah I’m going to go back to the selfie video for just a second, a really intriguing idea, I like it a lot.

Jason Henderson: Ok.

David Heimer: So what sort of things do they put up? Does it matter? Have you got a theme or is it just, you know, create something that’s business related or just something about you personally? What sort of things are you looking for there?

Jason Henderson: Well, so far I think most of them have all been business-related. But I’m really happy to just receive a video just about personal things that are overly personal, but just things that show what type of person they are, because we’re putting these on Facebook. What happens is every Friday a video gets submitted to me, it gets put on Facebook, it gets put on our YouTube channel, put on our website all on the same day, oh and also our Google listing. And it’s there to show the public that we’re normal people, that we’re good people. It’s also there to help challenge the team to become better at what they do.

But I’ve had different ones from my service manager inside of an attic, repairing a furnace under warranty, changing out a control board and talking about that, to my operations manager on Valentine’s Day saying Las Vegas, we love you to my plumbing manager, replacing a recirculating pump on a water heater and how that all goes. My office manager is talking about, of course, it’s springtime and it’s time to get your ac checkup done and I’m here for you. So if you have any problems, questions, or if you’re just wanting to make sure that everything’s going to go well, this summer, give me a call anytime I’m here for you.

David Heimer: So is everybody in your company doing this, or just the management team?

Jason Henderson: All of the leadership team is doing it.

David Heimer: Ok and then they have to do one every week.

Jason Henderson: There’s one week assigned to each person.

David Heimer: Okay gotcha.

Jason Henderson: So it’s a rotation of about six or seven people.

David Heimer: So every six weeks or so you have to provide a video.

Jason Henderson: Yeah.

David Heimer: That’s awesome, that’s a great idea, like a lot. Listen, I guarantee you that somebody else was going to do that as a result of this podcast.

Jason Henderson: Sure, and that’s okay.

David Heimer: It’s a great idea okay so, sorry to take you off task.

Jason Henderson: No that’s ok.

David Heimer: Number one was always learning. I like that a lot.

Jason Henderson: The second one for me is to constantly work on systemization. So in the beginning we were just basically a call would come in, we’d run the call the way that we always have, we close out the call, the way that we always have, but there was nothing written down. There was nothing there to create a consistent experience, and like many other business owners, you know, I ended up stumbling across the E-Myth.

David Heimer: Yup, great.

Jason Henderson: And you know again, every time I read something or hear that I’m not doing something right. You know, it makes me uncomfortable to where I have to go out and get it right or at least get it started.

David Heimer: That book can certainly make you uncomfortable.

Jason Henderson: Yeah I started to read that book and I started to feel sick and I said, wow. I remember when I was just like that, and maybe at the time that I read it, I wasn’t quite like that, but I had a lot of work to do. And so I read that book and I said, this is very important. I have to get this started and so we did. We basically now have a process for just about everything that we do and they’re all written down. We have service manuals that we wrote from scratch, sales processes that we wrote from scratch for almost every type of sales process. And we still keep it simple enough that it’s something that someone can follow consistently because that’s important to us. We want to give clients the best and most consistent customer experience possible, that’s very important to us. And my team knows this, my AB members that I talk with every week know this, and my family knows this.

One of the biggest reasons that resonate so true for me, the biggest reason why I’m constantly pushing on systems and processes for our company is what if I died tomorrow? And I hate to say it that abruptly, but it really is that serious. My team knows the ‘why’ that’s very important, they know why I say, hey, we need a process for this and we need to get it done as soon as possible. I’ll assign them a month’s worth of work to get a process created and done if it’s one that’s a little more intricate. But they all know that the reason for that is because what if I died tomorrow would the company just cease to exist? Because a year ago, if I died, the company would have ceased to exist.

David Heimer: Right.

Jason Henderson: Because I was out there saying, okay guys, here’s the calls that you’re going to run today. Okay, let me get all this stuff ready for your install team. Office staff, did you get a chance to run that credit card? I don’t know, is there a credit card around here that we can run? You know, there’s just different things that, you know, you do as either a small business owner or, you know, maybe a person that’s even micromanaging, just a person that’s there managing every single task. I’m not good enough to manage every single task you know, my team needs to manage all of those tasks. They need to manage all of those systems and processes, and that’s why it’s so important for me. If something happened to me and I have a nice team with families, I have a family, you know, I have a wife and four kids, what would happen? Would we just stop and everyone would just go find another job and that would be the end of that? That’s not something that I want to create and that’s not something that I want to have as a company. I want a company that’s going to be able to run itself as well as possible without me.

David Heimer: Yep.

Jason Henderson: And my management team that’s what they’re doing. They have a goal of wanting to see me take off for six months and come back to a growing breathing company. I can’t direct tasks, daily duties and give them orders about every single detail, everything is there and it’s systematized. Now, I can’t say that it’s perfect, we’re in a constant state of evolution.

David Heimer: True.

Jason Henderson: If we notice something that’s not going the way that we originally set up then we automatically make adjustments. New things do come up every so often and so that’s when we create a system or a process for that. So that’s number two I’d say. That’s a big deal for us. And the next one is taking action okay. They say proper preparation prevents poor performance. And I absolutely do agree with that. But I think that the keyword there is proper preparation, not over-analyzing to the point that you have now become almost paralyzed by either fear or your concern with maybe your lack of ability or anything like that. We all have our good, solid foundations of what we do; we know what we’re good at. And we should always make sure that we can fall back on those things.

But in my opinion, in order to evolve, in order to grow, we have to get out there and take action. If we hear about something that resonates and sounds rings true with us, then we should get out there, maybe consider how that would work for us. But then once we’ve considered that and we see that it can work, then I think that we should get out there and do it for us like I said, with joining Service Nation, I was able to be exposed to so many different things that we’re now doing. But I think that there are some people that might be afraid to do certain things because they’ve always done things a certain way. And I just think that taking action is extremely important, that’s a big thing for us.

David Heimer: Yeah, I think there’s some quote, I think it might be patent, I’ll probably mangle this. But I think it’s something like “a bad decision executed promptly is better than a great decision never executed at all.”

Jason Henderson: Yeah, that’s exactly right you know?

David Heimer: Yeah so it’s just something about action, taking action, trying something modified if you have to, but moving forward.

Jason Henderson: Yeah, I think it’s just, you know, you have to be brave and you have to do it. There’s enough talk going on, it’s time to do it.

David Heimer: Yeah.

Jason Henderson: That’s, that’s how I feel I do want to add one, one last thing and on that though, one more rule, because I think that it’s just as important as the other one and it’s communicating effectively. I think communicating effectively is extremely important. We check in for understanding with our clients. When we have a client, if we’re sitting there and giving a presentation, we confirm their understanding. We’ll check in with them and say, well, do you understand what I’m saying here? But I think that we should also do the same with our team, you know, constantly checking in for understanding with our team is important. Everyone’s heard people say, I’ve told this person a thousand times and they are still doing it.

And you know, it’s possible that this person really only needed to be told once they just needed to be told in the right way. We need to confirm understanding. And I think it’s our job to effectively communicate our vision, our mission, our core values, and even just communicating simple tasks that we want to be done. If you only have to say it once you’re more efficient. If you confirm understanding that simple tasks will get done the very first time, you won’t have to tell them again. I think communicating the ‘why’ we do certain things can really achieve a buy-in by that person, having your staff or your team member repeat back to you in their own words, what they’re trying to accomplish and why and if it’s a more intricate task asking them, how would they train this task of someone? How would you train someone to perform this task?

David Heimer: Yeah, great question.

Jason Henderson: Why would you train them in that way? And what would you expect the results to be from training in that way? And at that point, there’s a real buy-in. They’ll actually think about it. It’s been communicated effectively and they’re telling you, you know, if there’s something that you don’t agree with, what they’re saying, then you can even follow it up with another question. Well, do you see how possibly it would be better if you tried it this way? Or have you ever thought about trying it this way? So it just brings a little more awareness. I think communicating is very important, especially with your team members and it doesn’t matter if you’re talking to your general manager and it doesn’t matter if you’re talking to a duct cleaner. If they understand what the goal is, people want to do the right thing; they just need some communication. So that’s the other one I just wanted to add that in there.

David Heimer: I think that’s a great one, final question. You mentioned you read books. We mentioned the E-Myth. So you’ve got this guy that’s just entering the industry and you said, man, I want to give you a book. I really want you to read this book. What book would you give him or her?

Jason Henderson: Well, there’s so many different books, you know, a book that I really love and I know just about everyone’s probably read is Traction. I do like that book a lot. I’m actually reading it currently, I think for maybe the third time.

David Heimer: Wow.

Jason Henderson: I do like it. I love The 21 irrefutable laws of Leadership by John Maxwell. I like Key Person of Influence by Daniel Priestley.

David Heimer: Key Person of Influence?

Jason Henderson: Yea like KPI.

David Heimer: Oh yea.

Jason Henderson: And he calls it a KPI, that’s a pretty good one. Big Potential and I’m not sure how to say his last name, I guess it’s Shawn Achor, possibly.

David Heimer: Oh yea that’s it., I haven’t read that book but I’ve got it.

Jason Henderson: It’s pretty good you know, so I listened to all of your podcasts David.

David Heimer: Ah, thank you.

Jason Henderson: I listen to every single one of them, and Dave Rothacker.

David Heimer: Yea.

Jason Henderson: I’ve actually never met him, but I’ve listened, and I listened to every single time he comes up with.

David Heimer: His book report?

Jason Henderson: Yea, and I actually because I’ll just pop in my air odds and I take my daughter to her dance studio and sit there and listen to either a book or I’ll listen to podcasts. And I’ll actually take notes on my phone about which books to look up. So there’s several on my list to read. The books that I just said are all real core, fundamental type books that everyone should read.

David Heimer: So one thing that I think is really interesting when I look at these, you’re all about managing the team aren’t you?

Jason Henderson: I love my team.

David Heimer: I mean, what a nice thing to say, I love my team. But I mean, you look at these things, look at what you put down on your list of your three business rules, your four business rules, you know, a lot of those are about the team communicating effectively and then you look at these things on the list here, they’re about management and team it really is, it’s all about the people, isn’t it?

Jason Henderson: I believe that any one of my team members would get out there and work for free if I needed them to. No, they’ll never need to work for free, but I believe that they would. And I truly believe they would, if we were struggling, they would work for free, and you know, that’s like you said earlier, when they all decided to come work right in the beginning. They could have been working for free, and they knew it. But they believed that they wouldn’t be, and they believed in what we wanted to do; they believed in me. I believed in them and even now I hear a lot of people having difficulties with recruiting and we don’t have any difficulties with recruiting. I believe that they can hire whatever we need, when we need it. That has a lot to do with our team. Our team is welcoming they’re great, they’re constantly striving and who doesn’t want to be a part of that?

David Heimer: Exactly right and working for somebody who believes in them. Well this has been fantastic thank you so much for your time today. This has been a fascinating interview and I know you guys are just going to do so well so congratulations. Hopefully, we’ll have another chance. I’d love to get you back in a year and have another follow-up, I think that would be fascinating.

Jaon Henderson: I would love to be back, thank you so much for the opportunity. I appreciate it.

Outro: We’re always looking for good ideas and interviews for our podcast. If you have an idea, or maybe you think you should be interviewed, just shoot an email to profileinprosperity@serviceroundtable.com that’s profilesinprosperity@serviceroundtable.com. If you think what we’re doing has any value, it would be very helpful if you would give us a great rating on iTunes. Thanks for your support. Hope to see you again soon. Bye.