Hey, welcome back to another HVAC Success Secrets Revealed this week. We have none another than Billy Stevens. The CEO of billyGO the CEO of Sera systems. He is our first third time guest on the show and it was so worth it cuz he dropped so many nuggets in this episode. Thad, what were some of your favorite parts of the show?
Oh a lot. Every time Billy speaks, there's just wisdom for any HVAC business owner or any person in that matter to be able to take some dunks out of it. I'm a numbers guy. I liked, Key Performance Indicators. Billy talked about the four key performance indicators that they look at. Both billyGO as well as what they coach business owners and Sera be sure to pay attention to that part, because one of 'em has to do with helping you out in the shoulder season in helping you stay busy.
Billy, how about yourself?
All right guys. Well, what I liked the most was when I saw that the Gallup some research on our industry and said we're only 38% efficient. It blew my mind when I saw that number. And so I immediately had to start working on this and improve. And so just at billyGO alone and some of our other folks that are on Sera software, we have seen them double their efficiency in just a matter of 90 days. That's the same as basically doubling your staff without actually hiring anyone else.
Check that one out. Hmm.
That was a great part. That was a great part.
Double your business, double your profits without hiring more people. I don't know who would be interested in that.
There's also a special offer that we give at the end of the show too, by the way. Yeah. Pay attention to that one.
Definitely. That's a big one. Yeah, that is a big one. All right, Evan, what do you have?
My favorite definitely has to do with the idea of role playing and this such a subtle, simple thing that you can do in your business. But Billy talked about something specifically that they do within billyGO around role playing. And it was so subtle when he mentioned this, but if you actually pay attention to it, it's incredibly important for your business role playing. You cannot overlook its importance in your business, in your training.
You need to be practicing what it is that you want improvements on within your business, which all ties back into what this whole episode was about, which was efficiencies. And I know you're gonna really appreciate that part, but we also wanna hear from you, what were your favorite nuggets from this episode? So as you're watching me sure you drop it down in the comments, hit us up info@onpurposemedia.ca and join our Facebook group. facebook.com/groups/hvacrevealed.
Can't wait for you to take in the show and we'll catch you on the live one next week. Cheers.
5 4, 3, 2, 1. Welcome to HVAC Success, Secrets Revealed a show where we interview industry leaders and disruptors revealing the success secrets to create and unleash the ultimate HVAC business. Now your hosts, Thaddeus and Evan.
Hey, welcome back to another HVAC Success Secrets Revealed with Thaddeus and Evan, where we have good conversations with good people and any good conversation worth having is worth having drunk. Cheers gentlemen, Billy welcome back. Cheers. First three time guest on the show. Also a sponsor of the show with Sera systems. And guess what? When you're a sponsor, you get to do what you want. No, I'm only kidding.
If Billy didn't add tremendous value to the industry as a whole, to all of our listeners, We probably wouldn't have him on this often, but the fact is he drops so many golden nuggets that we can't help, but get enough Billy Stevens. So Billy, thank you so much for coming back on and sharing some more about efficiency within your business and why that is so important for business owners. So thank you so much.
Appreciate you guys having me back. Even though I had to pay for it. We know we better. We better.
We'll take it. We'll take it.
But we are gonna dive in today, Billy actually, first off you wanted to show us what you were drinking this week. You do have ranch water, but it's a special ranch water. What are we got?
Of course I have my typical ranch water, this week we have Clase Azul. And this is for all the guys out there that wanna start their own bar, buy a pretty bottle like this for your wife, and then automatically you're able to start your own bar and have your own bottle sitting around. So good way to do that.
Doubles as a phase after you're done too.
Yeah. Yeah. Or you can put your ball cap on it or something.
There you go. Exactly.
Even better. Yeah.
Awesome. So what are we diving into today? What do we get into
On the first show? I likely mentioned job top efficiency. We were building this in our software. And then last time we had a little bit more detail about it and I put together a slideshow. So we can actually show everyone how easy this works and how it really builds efficiency in your business to drive your bottom line numbers. And so today I that's really what I wanna do. I wanna just get it out there, let people see it.
Hopefully they'll you know, watch this a couple of times and get the understanding of how this works. This has never been done in the software world. It's something that we're very proud. And not very long from now, we will add the inventory piece, the parts piece to it. So you'll have job costing like you've never had before and it's all alive. So you'll know what your eventually once we have the inventory piece, the parts piece in here you'll know what your margin and job costs are.
As soon as a job closes, when you get the payment, you'll know I made money or I didn't make money on this job. And so this is, this is the first step of this, and this is the largest pace of it.
Well, and that's huge. I mean, there's so many owners that one don't know how to read a financial statement in the first place, which data and of itself is so troublesome. And, and I know that's a big thing that you're, doing a, an amazing job at changing the industry around that and getting people to understand what it is that they need to know in terms of cash flow into their business, but being able to see it in your CRM software immediately as a job gets. that's gonna be something special.
Well, like on a per job basis is something fascinating, unique, like a previous unnamed industry that I used to work in is it's a joke. I'm not allowed to say it anymore. Cuz I said it too many times, but we used to like on a per job basis, they used to know and like they're bigger jobs, right? There are a couple week jobs. It was in putting in larger complex systems and.
They knew on a per job, what their efficiencies were from that from a gross margin standpoint and that all factored into the net, but it was kind of neat in this industry because there was new construction, there was retrofits. And then there was just added work, but you could actually see, okay, well, the new construction made up know, 20 million, 30 million of the 50 million per year business. But the net was only the gross was only 10%.
And so their nets were obviously a lot smaller on that, where you look at the work that I was doing, the gross margins were 55, 60%. And we were doing 10 million of that in a year. And so that made up a lot of it. And then you could actually see it on a, not just on a per job level, but also now you could see their new construction, they could see the retrofit and they could see the work.
And so how this works in, in this industry now is, well, okay, well your service work your install work, but now you can even break it out further and you can say, okay, these types of installs these types of whether it's depending on the area that they're in. I mean, if they're in Florida, there's, not really any furnaces, it's just air conditioning, but you go up to the north. Now you can say, okay, well on furnaces, we make this on air conditioners. We make this on packages. We make this.
And so it gives you a greater control in the business to be able to say here's where my money is going. And then from a marketing standpoint, you can then market more to the things that make you more. Which is, which is fascinating. I'm excited to, to see what you got on the slide. I'm a big numbers guy. That's why in, in our business, I'm technically the operations person and he's the CEO person, or however you want to call it. But I like numbers. I like efficiency.
Pretty face, and the guy that we stick on the back end,
Same reason I'm in the numbers.
There we go. Thanks, Billy.
Yeah. All right. Let's dive in.
All right. Let's get going. All right. Looking forward to this one. All right. So JTE or Job Time efficiency is what we call it. And this is the secret weapon to doubling your bottom line. We'll tell the punchline after we're finished
Shake, rattle, and roll. See if anybody can guess what's going on first.
Alright, so here's a typical question. I ask contractors, how many hours does it take to install a complete AC system? And, then most the obvious number that I get most of the time is eight hours. And, this is a very untrue number because typically an air conditioning install requires two people to do it. And if they're there for eight hours, you're actually paying 16 hours. So you just cut your cost of labor or whatever in half, or it's double basically of what you're, what you're figuring out.
And so this is where flat rate pricing really drops the ball and where it breaks down is. We've been told that we need to do flat rate pricing and it's anywhere from 300 to 500, I've seen people people's high as $600 per hour on flat rate pricing. and to make the numbers work, they manipulate the time on the job. And so now they have no way to track how long it takes to actually do this stuff.
How much I'm actually paying everyone that touches this job because flat rate won't allow because the number's such a ballooned up number that you can't break it down by labor cost and you can't break it down by the labor that you should be charging for each hour. And so this is typically what we see here. And so to make it very simple, if you have texts at sell, you can pretty much guarantee it's about an 18 hour job because the tech was there for whatever reason. He was at Mrs. Jones home.
And he realized that he needed to sell her a new system. He's there a couple hours there from the tech app, he can schedule the install crew and that install crew typically has two people in it. And so that's 16 more hours of labor that you're gonna pay. And if you have an install crew that gets red tags quite often, and you need to add another hour and a half to that job, because these costs are real. Someone has to go back and fix this red.
You can track whether these guys are getting red tags or not. But the thing about it is you can also see how often you have a third service call or a fourth service call or an appointment. We call it there's one call and then several appointments. And so if you have to go back continuously on these jobs to, for whatever reason, then you need to add another hour or two, and you'll see that in the report. And we're gonna get into how this works.
So using margin based pricing, you can actually use the real hours that it takes. So if you have a salesperson tech flips it to a salesperson, salesperson sells that, flips it to an install crew. Now you're looking at 20 to 22 hours worth of time spent that you're paying for. And this is how we are gonna track that for you. So we can track all labor across all appointments for a job. The difference between the time spent on a job and the time sold for task as part of a job is what we track.
And so this is where we get the efficiency at, and this is where pricing comes in and really affects how well you're doing on your financials. And you'll get a clear picture on whether you're doing the job correctly or not, when it comes to pricing your products. So you need to know the time.
Good thing there's only 14 slides
I was like, man, I need to slow down. So here on the job time tracker, this is how I actually look in Sera and we actually magnify this one section. So you can actually see everything about that job in one spot. That's the neat thing about Sera as well. You don't have to go into numerous different places to, put in information and come put in information in later, everything is done in real time and live.
So any, transactions or anything that happens out in the field is automatically updated into this job. And no one has to do anything about that. So in this particular case, you'll know the time your field staff spent on the specific job and what to, what was sold. And then you can review it in real time. So let's say that on this particular job it says here that he sold nine hours and 25 minutes.
The cool thing about it is if you're two hours into this job, the efficiencies I don't know, a thousand percent, right. And it counts itself down as you go. So anytime you look at the job, you're actually getting a real efficiency number as the time goes on. So you can actually watch it if you wanted to, if you don't have anything else to do, I guess
The job done set your efficiency rating can stay higher.
Right? And so in this particular case, we have 76% job efficiency. So we sold nine hours and 25 minutes, but we actually took 12 hours and 28 minutes to do the work. And if this becomes a consistent. Thing that happens in your company. You can make the adjustments to the additional three hours that you need, and you can raise your prices by those three hours based off of your margin pricing.
And this is how you drive yourself to a hundred percent efficiency, cuz the reality is you paid all these people more money than what you brought in on a time basis. Okay. All right.
So real quick on this one where does that average sold hours come from? Is that something that you just have to kind of guess in the beginning? Is it something that's based off of averages from each technician?
Great question. So that's one of the reasons why we have billyGO and billyGO is our beta testing company and we do HVAC, we do plumbing. And so we go in and we start working on these times and when we provide this product to you for the first time, it would have the times that we've created based off the information we got while we were in beta.
so you have a, basically a baseline of where you should be, and then you can use this for a month or two and see where you're trending versus where the numbers are that you were given and then you can make those adjustments. I mean, you can dive down by department and you can go all the way down into the tech itself and see the efficiency for each technician, which creates a great opportunity for training.
Cuz you're gonna get more information where you can sit down with a guy on a 1 0 1 situation and go you know, here's what we're seeing that of the five other guys that have done this particular job task, if you will you're consistently 50% takes you 50% longer than everyone else in the company, and I'm just wondering what, where, what can we do to help you or, what is there that we can do to help you?
Is it, there's not enough time for you or just let us know how we you have a one on one meeting with more information, basically, right. And making your technicians aware of efficiency makes them better at their job. Cuz they take pride in this stuff. Once they know it, they want KPIs just like the company does.
And this is a KPI that these guys can use and help actually help the company with the bottom line, which in turn should be given back to the employees a portion of that because you're making more money. So you wanna hire more techs, you are able to pay more.
Well and would that help with, and I'm curious, cuz I know obviously with Sera, the dispatching is AI based. Would you be able to base your dispatching off of that as well? So if one tech is more efficient on an install for an AC, but not as efficient on a mini splitter, not as efficient on a water heater. We wouldn't send them out for those jobs.
I would send the more efficient crew. That's what I would do. And then I would find things for this crew to do that aren't as critical. Right? You gotta get something in now and you send a more efficient crew. So this is basically reporting. So you can dive into this report and you can pick a job. The cool thing about having Sera's software is anything you see, that's blue there, you can just click on it and get to where you want to go. And you can dive into this as deep as you want.
You can do it by job number. You can do it by tech. You can do it by, by the percentage. Just if you wanna go in and dive in on the percentage, that's all the way to the right. And so this collects all the calls as they go throughout the day. You can look at it for the day. You can look at it for whatever timeframe you wanna look at it for. The cool thing about this report is we can actually pick up job times.
If you move over from another software, we can pick up the job times from that older software and show you where you were. And then now where you are after you're using this after for a while which is a, a really cool feature. So I wanted to just zero back in, on this part right here, this 76% efficiency. And we chose 76% efficiency for a reason. And you're gonna see that on a slide or two later.
So here we got all these guys that and combined the salesmen, the technician and the install crew, if that's how many people you had on this job, took them combined two hours. And one minute to actually travel to this job. Now, maybe they all stopped for gas or one of them stopped for gas, maybe they, or whatever they had to put air in the tire, whatever it is, these are the things that you don't realize you need to be charging for, cuz they're on the clock, right? They are charging you.
So you need to be charging for them for their time. And so we keep up with travel time and then the actual work time, Sera knows when they arrive, once they arrive, it turns into work time. Once they're done once the. Invoices signed or the completion of the job is signed. Then the time stops and then it starts calculating the time to the next project, or if it's the end of the day the time stops because that's when you stop paying them. Now what makes job efficiency accurate?
So we can account for everyone that ever touches a job. So in Sera, we understand what a job is. And then we understand that within a job, you have several appointments, you send a technician out to do a job and he requires, or he schedules a salesperson that is a, an appointment. So he creates an appointment for a salesperson on the same job. So in Sera, you don't have, you don't get bad KPIs. You don't have a job for every move. You make, you have appointments within jobs, right?
So when you get a real KPI on how many jobs you do. And what's the average ticket in all these things, it's for the job. And then it collects all the information for all the appointments within that job. So you get a real KPI. It's not a number that's manipulated or whatever, to try to find out what it is. It is Sera completely understands that there's a job here and we got an appointment with a salesperson.
And now we have a second appointment with an install crew, and maybe there's even a third appointment with a a red tag or whatever, some reason they have to go back to the job. And all of that is combined in and even the helpers that are on the job are accounted for. So who's ever riding with someone else that's all accounted for. And so the task times are accurate in a and update in the price book.
So whatever times you want to change your price book immediately changes all the times and it changes the price as well. Based off of the margin pricing that you've set. And you can easily download the like for instance, if you have a an increase in parts or supplies, we all know that we keep getting those more often than not. And you can, in little as 90 seconds, you can update the pricing in your in your price book to recalculate all your pricing, as soon as you get those price increases.
So it just takes less than two minutes.
So you're just updating your price book as those come in a way you go that's
So, our price book is slightly different than what's out there. It's actually live. And it's integral piece of what drives the efficiency in your business. And, Sera knows what's happening in the price book and all these things. Now, that being said, we are actually going to. We're gonna be releasing this upgrade here in the next I think three weeks from now where we can actually duplicate any price book.
So if you're using whatever the new flat rate or joker Sera's book or any of those guys like that have these price books, we can actually duplicate that book in our price book now, or in the next three weeks. And we can actually put these job time efficiencies when that within their books inside of Sera. So this is something that we're fixing to have available to everyone as well.
So you don't actually have to use our price book per se, but you can continue to use the price book that you're using inside Sera and still get all of this information that you currently can't.
Nice. Well, I know that was a big concern that I've talked with a few guys about regarding switching over to Sera was that idea. And they didn't wanna switch what their coach was telling 'em or whatever they had already paid for. So, no, that's really cool to hear.
Yeah. So we created a marketplace on Sera. So you can go into the marketplace and you can select what you want to use. So if you want to use Joe's book, you could click on that if he became a marketplace partner and all these things. And so anybody that's in our marketplace, basically you click the ones you wanna use. And then when you turn, when you start onboarding at Sera, it's already set up for nice for what you're doing. Sorry.
I just said we're on the next one already. I couldn't cause you had drank before.
Hey, don't give it away now. Using work crews is essential for job time tracking. So it's very important that we track additional people that are on jobs and it's something that we can do within Sera. And we made it really simple.
One of the things that comes up a lot, in fact, I was at a lunch today with a customer that's on Sera and he is like, you know, the one thing that I don't understand about job time efficiency is we're training a lot of guys we're bringing in new guys, they have a handyman company and he goes, and we have two guys in every truck running and it's just really killing my numbers because I'm having all this additional time and I go, well, that's exactly what it's supposed to do.
It's telling you that your training of these new guys is costing you X amount of dollars because you are paying those guys to be in that truck. And this is, and he goes, oh, I get it now. So it's not actually telling me I'm, it's telling me I'm doing bad, but it's telling me this for and now that he could, he needs to start thinking about his pricing when it comes to the constant training. And I asked him specifically, I said, so how often do you train? He goes, we do it constantly.
We have new guys coming in constantly. I said, then this is something that you need to be charging for, for sure that you're not getting, he goes, that's maybe why we're not making any money.
Well, that was some that I've referenced numerous times on the show. Tommy Mello has a quote in his book. Charging what it costs to do a great job is in the customer's best interest. And if you are putting extra hours, extra effort into training your technicians on an ongoing basis, which you absolutely should be, you need to be charging for that because that's part of the customer experience that you're trying to over deliver.
Yep. And so everybody's accounted for, like I says, in there in the blue, the install, helpers, parts, runners, new hires, apprentices, you name it. We can, we can start job costing all of these people. And this is, real job costing that you just can't get mm-hmm no matter how hard you try trying to do this on a spreadsheet, by the time you get it done, the information's so old, it doesn't matter anymore. And so to get all this info live is a big help in improving these businesses.
Next slide please. All right.
By the way, so those that are listening later and we'll have to put this in our podcast intro Evan, when we do this I have set it up. So if you want to see a copy of these slides text the word slides to 8 5 5 9 6 8 4 1 1 6 and we'll send you a copy. Auto magically it'll happen within like seconds. So again, if you want that to see a copy 8 5 5 9 6 8 4 1 1 6.
All right. So what we have here is basically a look of what it looks like and how easy it is to manage this. So you can, this shows basically how you can manage and editing crew member times. And if there's any changes that you need to make, it's real simple to do. And this is like a one offs occasionally there's a whatever reason something gets changed. Maybe they pick, maybe you have a, a helper on one job and you send a tech over there to pick him up. Cause he needs him on a, another job.
And he's kind of done where he is at. This is one way you can manage that as well. And as soon as you make that change and everything's tracked to the new job that, that guy's in that truck, when he makes that switch and things like that happen. Now, then this shows how simple it is. So let's say this, lemme give you an example. You come in. One morning and somebody calls in sick, say your technician calls in sick. And he had our, or it's an install crew.
And the install lead is out sick or helper, whoever you can easily manage within seconds. Just dragging one of those people over to another guy. And now you have an instant crew. You can also have the same crews all the time, so you don't even have to do this. This is when you have an exception in the day.
Say for instance, when someone calls in sick, you got a helper that needs to go somewhere and didn't have a guy to go with cuz he called in sick and this is how you can reassign him to go somewhere else and keep up with his time as well. Just real simple drag and drop. So basically the number one circle, there is a helper and then the five guys that are in the boxes with the with the names, this is kind of small. So I can't see those names, but you just take and drag.
that person that has the blue inside their box, the light blue there. And you just slide it right underneath whoever you want, like they did in the second number two graph. And then that's it. That's just that simple. And, and now you're tracking everything you need to track for that job, but that wherever they're writing now,
Drag and drop technology. Right? How do we keep it as simple as possible?
That's the whole idea here. Okay. So here keeping task times updated, make sure Sera price book, a living document. Again, this technology is gonna be able to go over to all price books. And with the idea of having the margins and all that built in and time built in. And so you can edit the task time and it's easily made into your price book. So you can go in, you just click on any task that you want. You can do it by department.
You don't have to go and look at everyone's price book, you pick a category and you find what you're looking for, and then you make your changes based off of what you learned. And as you're building this as well, if you're a new customer and you're actually manipulating the times based off of what you're learning from the reports that you're getting from Sera, this is how easy we make it. And then when you make these time changes, you automatically update your pricing.
Not only that, when you make this pricing the parts pricing, it is updated as well. And instantaneously just in the task that those parts are, are in. What's really cool about this as well is when you get a price increase on something and a substantial price increase, and you wanna see how it affects your task. Well, that could be a big job, right? So what task is these dang things? In? What part? Where are these parts at? Well in Sera, it's pretty simple.
You just click on the part and it'll be a number of us sided, and it'll say 17, and then you click on the 17 and 17 of those tasks will appear where those parts are. And you can look at each one of those individually and see if you like the price or not. If you want to beautify it, we call it and you can beautify the price and make it what you want. If you want to, or you can leave it as a constant with the margin being wherever you set the margin. Pretty simple. All right.
Earlier we talked about 76% efficiency. The reason I brought that up is because the Gallup poll did a research in our industry. And it says that our technicians are 38% efficient. 38% efficient in our industry. And let's talk about what efficiency and inefficiency is. I mean, there's a lot of factors for number one. A lot of companies bring their techs into the job office every day.
And when they come into the office, they're talking to the dispatcher or they're getting waiting to get parts, or there's a lineup of people trying to get parts all at the same time. So they can all get to jobs. Or maybe you have a meeting and you're paying these guys for all this. And this is where the inefficiencies come from. Are these guys go and get fuel afterwards, instead of going straight to a job, then they go get fuel and they go get donuts.
And then there's some more buddies hanging out there and some more time goes. And then of course you got, the nothing you can do about is the drive time between jobs and you just can't do anything about that. So these are inefficient times and these happen every day and it's driven our efficiency down to 38%. The funny thing is I pride myself on efficiency and I do the best job I can. But even at billyGO, we were, we weren't even hitting 38% efficiency when we turned this on, we were 36.
So it was wow. It's an eye opener. And, the reason we chose 76% is because we're basically doubling your efficiency at 76%. Yeah. And what is this? Go ahead.
And maybe you might answer the question, but yeah. So you guys started at 36% efficiency. Your goal is to get to 76. What is your actual efficiency at billyGO?
Our goal is to get to 100% sure.
Okay, but where are you? Where are you actually at?
All right. So we're actually in the month of Sept, July or August shoot we're in September now in the month of August as a company, we were about 78% efficient as a company. In air conditioning, when it comes to jobs one and air conditioning, we were actually 97% efficient. So a lot, a lot of the inefficiency that we drove down was actually on the plumbing side of the business. And that's, we're still getting our arms around that.
So we're at 78% and which is 52 points, better, 42 points better than where we were at 36. And it's kind, it, basically, what we're seeing is, is our bottom line has grown tremendously. because of these new efficiencies that we put in place and the pricing being correct. Right. And so we try to hit a 60% gross margin.
So when we come in at a 78% efficiency and all of our pricing's at 60%, then we're gonna be at a lower margin for the, for our financial statements due to the inefficiency that we've discovered in the business. And so everyone knows this, that anyone that pays attention to their financial statements knows that you set your price book up with all these prices based on all these metrics that you've been told to do.
And then when you get your financial statement, that margin is never as high as those metrics that you've set up, it's not even close. And the reason is because you're driving down those margins through inefficiency, right? And so once you are aware of efficiency, what are you gonna do as a company? You're gonna start working on it. And, this is a really good way to almost, to basically double your business profits. Without adding more people. Right.
And, so this is just getting your arms completely around a your company and understanding the efficiencies of your company so that you can improve. we've seen a 55% increase in revenue without any additional technicians across the board for people that have gone on in the first six months of Sera. It's just amazing.
The difference that we're seeing, and we're doing this over other software where other software getting their number games off of pen and paper, cuz there wasn't much software, right? We're doing these number over other off software, not over pined paper. Right? So this is important and it's something that has to be done for you to really understand what your business is doing. And I always tell folks that you are already making all the money you need to make.
It's just, you're not getting it to the bottom line. Along the way it's getting clogged up somewhere. Right? And then at the bottom line, there's nothing at very little, and this is how we unclogged the line, if you will. For all that money to flow all the way down to the bottom line. And this is one of the things that we saw that really changed the game. Of course, you can't just do one thing. You gotta have margin pricing. You gotta you can't use flat rate pricing.
It just, it doesn't help you get the numbers that you're looking for. Margin pricing is the same thing as flat rate. If you will. I mean, it's just one price, same thing. It's just a better way of doing it. If you look at a financial statement, you don't see anywhere on the financial statement under the categories that says flat rate pricing. What you see is you see labor cost, you see parts, cost, you see your cogs. Well, that's what margin pricing is.
It's built just like a financial statement. Therefore, if you build your prices like that, it will reflect in your financials. Right?
Well, and the other beautiful thing, and this is coming from Thad and my perspective of being a marketing company, you're not increasing your leads. The amount of phone calls that is coming to your business is still the same and you're doubling your profitability.
As a result of it right, and that's something, I mean, countless times a week, we're having conversations with guys new companies that are looking to come on board and trying to find a new marketing company, cuz the old one wasn't providing them with enough phone calls and more often than not, it's not a matter of just getting the phone to ring more. It's how can you be better at all of the other elements within your business in order to make it as efficient as possible?
And that's what this is showing you. It's pulling back the curtain on those things that you were oblivious to in the beginning,
I mean, I would be scared sometimes to see this cause you'd be like, well, shit that's a pretty inefficient business. I mean that, some people might have the blinders on. So and maybe we're kind of derailing away from the PowerPoint.
But looking at the efficiency part of things, how can one, if they know that they're gonna have a pretty shitty efficiency in their business, if they're gonna run this and they're gonna get 38% on average where you guys are bating 78%, how can one prepare themselves mentally for that to happen when you start diving into their business?
So basically I break it down real simple. The first question ask is, do you even look at your financials? I mean, right. I break it down to the very beginning and I start coaching them on your CPA needs to provide you with the financial statements, with the percentages at the very end of every line item. So you can look at it as a. percent of cost. And so once you develop these percent of costs that are on each line item, now you can effectively look at how's this, how can I fix this one?
It's at 10%, it should be at eight, or why was this one at 12? And it's consistently at eight this month, it's at 12. Right? And so this is how you'll start breaking it down. So you, gotta start reading your financials. You gotta have a CPA that will get you your financials. But I say by the 10th of the month I got mine about an hour before the show and it's the seventh today. So they know that I guess the tenth's gonna be over the weekend. So they're not even gonna mess around with that.
And cuz they know not to be late, cuz this is very important. And I want to know how we did along with the, KPIs that I've gotten from my efficiency and all that. And how did it turn into my financial statements and what did we actually end up making? Right. And so as we add the inventory and parts piece of this, I don't have to wait till the 10th of the month. I can actually see it as we go along on the day And so just having this part here, we need to know the financials.
We need to walk through them with the percentages, like I've said, and I coach a lot of our employee or not our employees, a lot of our clients on how to do this, setting it up, making sure that your categories in the right spot is very important. Credit card fees, finance fees should not be in overhead cost. That needs to be up in your cogs, cuz that is a direct relation cost to your business. It's not an overhead expense. You never receive the money.
And so this money's taken out from what you sold, right? and then of course you get the money on the rest of it. And then that's when you pay your overhead cost in your cogs. And so getting them to understand their financials and then once they have Sera set up and they've decided on what margin they wanna be at, and then they start working on their efficiency, they'll start seeing the advancement. And it's, actually rather quickly because obviously now we're paying attention to it.
So we wanna make sure that we're doing something about it. And when you talk to your technicians about it, they actually take pride in it because it's a piece of information they've never had before. and they wanna be the most efficient as possible. I mean, our goal is to be 100% efficient, truly 100% efficient. And that's the goal. So we've more than doubled our efficiency in the four months that we've been using it. And we've learned from it in the four months that we've been using it.
And now we know what to do to improve it. So we know we have more work to do in the plumbing because it's, there's a lot of. This and that, happens in plumbing more often than just putting in an air conditioner or fixing an air conditioner. And so we're gonna improve the process on the plumbing side and then our efficiency will get up to that 80, 90 100% that we're looking for.
That makes sense. So I'm curious on that and we can jump back to the slides when, whenever we need to put them back up on the screen, but you mentioned a few times getting the tax board into efficiency and they want to be the most efficient. Do you guys run any, sort of, I guess, weekly, biweekly, monthly efficiency contests within the business at billyGO to specifically reward and get buy in on efficiency from a tech standpoint or an employee standpoint?
Absolutely. So we always are involved with our techs. In fact, we meet with them every week without fail. And we role play every week and we role play the same thing every week. it sounds redundant and it gets, and it's sometimes excruciating to do it, but we don't stop. We do it every single week. Cause the little things are what makes the difference. Right? And so when we started telling them about this and how it would really help them, and we told 'em that it's gonna be one of our lead KPIs.
They bought in and the revenues have risen. I mean, we're gonna do 11 million. We're not even four years old. We did 7 million last year. And we don't have any more technicians than we did last year. And so the total overall account is the same. What we did add is more installers because they've gotten better at selling. And so our install crews have expanded. So this efficiency has really given them some information about themselves. The problem that we have as a company is we always.
Praise the guy that has the highest revenue in the company. And you always have that guy and maybe there's another guy just below him, but those two guys are the guys and we're always whatever his name is. Joe Bob everything's about Joe Bob because of his numbers and Joe Bob all pumped and he feels like he superior to everyone, blah, blah, blah. Well, the great equalizer is efficiency. Because there is no way to make yourself be extravagant in that area. You have to be efficient or you're not.
And, efficiency, something that everyone in the, field can work on. It's not about some of that, the information that we're finding is our number one, number two, or number three guy may have the highest revenue, but they're the lowest efficiency their close rates are. We get close rate data, we get all the stuff. But their efficiencies are aren't as good, or maybe they're higher than most.
It's just what we're seeing here is it's leveling the playing field for all the techs to actually improve their game. Without worrying about the revenue, being the source of everything, everything decision we make is based off of revenue. Let's add efficiency to that. And then the revenue comes from the bottom as well. Would you rather get your top guided to be 10% better or get everyone else 10% better? And that's what we're trying to do here.
Well, and that's, I'm, curious, cuz this is something that when I was a sales rep, I used to take way longer than just about everyone else making a sale. But my average sale was a lot higher, so I was a comfort advisor and that was the case. I was a big rapport guy. I'm a big relationship guy. That's how I operate. And so. I would build these great relationships, connect with people. I would get referrals from people like all of that was fantastic.
So I'm curious if, is there a level at which that inefficiency in time is impeding on the average ticket and it's no longer worth it.
Great, great question. So what we do there is basically we want efficiency, right? And with efficiency comes price, right? As you get more efficient, you charge more because you know what you need to be charging, right? And so we didn't build it for you to be quicker. We built it based off of what information we've had on how long it actually takes you to do stuff. Right.
And so for instance, if you're charging a hundred dollars for something and it's got the right amount of time and we're bouncing around between 70 and a hundred percent, or maybe we can't just quite get to a hundred percent, we're at 70. So to fix the plumbing problem that I'm having, cuz our efficiency is lower. I'm gonna expand the time to get it. I'm not gonna cut the time down. I don't have enough time in this situation.
So I have got to increase the time and by increasing the time, yes, I am increasing the price, but can I increase the price to the point where I get push back for my prices? Right? That's what you do at fight rate. You just keep going up until everybody starts complaining. Well, here you have a science to go by, right? You can actually increase at time as your company needs it. I want the guys to be a hundred percent. Think about it like this.
If every single guy came in at a hundred percent, because I increased the time we went, right? It's not about keeping it's about empowering them to get to a hundred percent. And that's where the data comes from. So I've got a three hour project and it's taking three hours and 20 minutes consistently across the board. What am I gonna do? I'm gonna go to three 30. and I'm gonna give them extra time to get it done.
So they're not so worried about the efficiency, but what this also does, guys, if you get it dialed in correctly, one of the things that we have is a lot of the techs that aren't at the top are single task sellers. They only sell a taskers and that's, and we're always like, why could you sell more tasks? We know when we go to these homes that if we do our job right, and do our walkthroughs and educate our customer and give them options, there's more to sell than one thing. Right.
And so efficiency, what we have seen is not only do we track the efficiency, but now we attract what is the average task sold by tech. And that has increased as well because now efficiency is driving the extra task to be sold because the guy wants to be as close to a hundred percent as possible. So he's gonna sell enough task to get that efficiency where he wants it.
Because it's gonna drive up the average time and then it's gonna take,
That's correct, and he improves his efficiency and now he's actually looking for these jobs instead of just oh, here's the one task I don't like selling whatever his problem is. If he does a really good job of doing what he's supposed to do, showing his options, given value, the customers respond in a positive way. He adds more tasks to the average ticket and then everybody wins. We get more tasks sold, he gets more efficiency, more time sold and everybody's happy.
And so instead of focusing on the dollar amount, we start focusing on the time in a dollar amount increases. It's pretty cool how it works.
It's almost like there was some thought put into this. A couple ranch waters, right?
I was trying to figure this out 20 years ago, 25 years ago,
With yellow pack technology, now it's just automagic
This could not be done in the past just couldn't be done and it needed the new way to build software to do this. Today's technology, right? The side effects that we see is they're more bought into being more efficient cuz they, every technician wants to, to be as good as he can at something. But he's tired of hearing about the guy that sells everyth. And so we focus on efficiency and training and helping them get better and asking them, what can we do to help you with efficiency?
Is the time not right? I mean, we have, we ask these questions, do y'all feel like we need to add more time to this and let them decide. And now all of a sudden we are, they are helping us with the pricing that they're comfortable with selling because they're helping with the time that's on the job. Right. And they're trying to make it to where they're being efficient as well. Now the same thing happens if we're consistently 120% over, right. Maybe we've got too much time in it.
Maybe our close rate has dropped a little bit and we can start seeing this trend that, okay, we've gone too far. Now everybody's a hundred percent, 120%. And we're, but we're seeing a decrease in sales. Right. So we know we're over price at this point. And that's how we can throttle it back. If you will. Hmm, the other cool thing about it is let's say for instance, we've done this, we tried this last month.
Let's say that you go out on these proposals and you rehash, you're rehashing these customers and you're in the 22nd of the month, 23rd of the month. And you have your goals, say your goal's a million dollars for the month or whatever it is. It doesn't matter. 200,000, 300,000 doesn't matter. And you're, you're tracking pretty well towards your goal, but you're not quite there yet. And you know your break even, and your break, even in this million dollar situation is like 750.
You've hit your break even calls have gotten kinda light it's, and you go back and you rehash. You can go back and rehash with a lower margin price. And still, and you've already hit your break even. So for instance, give you a perfect example of how we've used this.
We go back and we know how much we can offer off of that proposal that we gave based off the fact that we've reached our break even point, we've got four or five days left in the month, and we want to hit that extra goal that we're trying to hit maybe a million to million one, and we can go back and lower the margin on all the proposals that we failed at that we didn't get, go back, talk to these customers and go, we can charge you thousand dollars, less or $1,500 less.
If you do this before the end of the month. And the reason why this works so awesome is because when, once you meet your break even, and you have a $10,000 job and your margin is 50%, let's just say 50. So half the money goes to cogs and the other half goes the overhead, right? Well, that 50% that goes to overhead. You've already paid for your overhead for the month you've already. And you paid for your cogs for the, from the job itself, you've already met your goal of your overhead costs.
Now your discounting product at the end of the month to get more sales in. And that 50% goes to the bottom line. It doesn't go to overhead, cuz you've already obtained that overhead number through your budget. You know what your monthly break even is, right? And so now you're selling extra equipment to help finish out the month on a high note, plus the ones you're actually getting as well. And you're hitting all your numbers and you're driving 50% of that money to the bottom line.
And this is a quick way to do that. And so you can do all of this in Sera who you went to that month. Every, job that you did in sale automatically goes into a report. You can upload that report into your, to your rehash and then start hitting these customers up, calling them, texting them, whatever you wanna do. And you can start doing this based off of reaching your break even of your company.
And that's a question, everybody on this, who's watching this needs to ask themselves, do you know what your break even is for your business? Because once you know your break, even that's when you can get creative and create a lot of money to the bottom line of your company. and so it's something that you really need to find out what that number is. Your CPA can help you do that. If you don't know, we can help you do that.
Maybe that'll be the next one that that you come on, we
Right. Well, you've already gone out there, right? You've already gone out there. You've talked to these people. A lot of them haven't made a decision yet. So you haven't lost the deal yet. It's up to you to get the deal. And the guy that does a better job of contacting these people and staying in touch with these people and going, look, I talked to my manager and we can offer you $1,500 off of this system today. If you put it in before the end of the month.
And, and then you're getting these sales because. that you weren't getting and you're driving your profits because you've already met your break even point.
I love it. Well, and it's funny, cause that's something that I even asked right before we hopped on. I asked a client just before this do you have a system in place for following up with people that you didn't book that night? And it was because I was looking at his call log for the day and there was someone that called in, they needed an emergency AC repair. Couldn't book him in. They said, oh, well, we'll call back if we can't find someone.
But ideally we find someone for tonight and it was at eight 30 at night. Well, what are the chances that I found someone who could come out that night to come and fix their AC? Right? Do you have a system in place? So that it's seven 30 tomorrow morning when your CSR comes in, that they follow up with that customer to get them on the calendar. If they didn't book with someone last night, Such a low hanging fruit you've already paid for the lead. This was an LSA lead, right?
A Local Service Ad Google guaranteed lead that came in, you've already paid for it. Take advantage, deal
Here's another idea to, not just your add the CSR in there, but add in an automation to it that when they call into the system in whatever CRM, if the CRM system has the capabilities for this, with a specific tag to send a text out now or later to that person, Hey, just wanted to see if you found somebody to look at your system tonight or whatever for that. Now you've sent them a text and they could respond back and saying no, and then great, we'll call you in the morning.
Then your CSR calls 'em in the morning. Now you've went one step further with automation and you've delivered amazing customer service. Absolutely.
Yep. Boom. All right. And, you can drive all those overnight customers to your website, and have them book online and you get all that info and then you have a report of all those all those jobs you didn't go to and you can immediately do
And that's why you need to get Sera, Sera.tech ladies and gentlemen, All right. So let's get into the random question and then back into the slides. So random question. Favorite part of the show. We now have three options for you to choose from Billy of course you're familiar with, but you do not get to know the options beforehand. You just get to choose. What's be behind door number one, two or three. All right. So number, number two.
That was the question that I was hoping that you were gonna ask. So perfect. What is your favorite magical or mythological creature?
What kind of question is that
Absolutely nothing to do with anything completely random.
The people I curtain as to who it, that Billy Stevens really is,
ET
We've been on, we've been on a pretty big, I saw that and I laughed. We've been on a unicorn kick in our office for a good week or so. So we've been having a lot of unicorn GIFs and emojis coming up. So I think that's where I think Malorie probably even just made that question up, so great one That was good, but I do the movie E T I have watched it numerous times back when I was little. Back to the, just have a question come in.
They asked and I, I'm not sure who it is, so it must come in in the Facebook group and I'm not on that page right now. Can you show online scheduling on the customers side? So I think they would have to probably book a demo to see that, Hey.
Yeah, they need to book a demo. We can show you how all that works.
Sweet.
Just go to Sera.tech T ECH. We're not set up to do it here, cuz we're controlling everything from Canada instead of Dallas,
I can throw my VPN on and go to the billyGO site, but then you might get some random people in there. So Sera.Tech, there's the URL for you.
All right. So let's go ahead and go to the next slide. See what we have next. So we've heard about KPIs. All of our careers and KPIs are very important to us. I consider there's in my world. There's four KPIs that I concern myself with and I highly recommend that everyone should. Concern themselves with, and then you have all the others that I call PIs, which are just performance indicators that affect the four KPIs.
And if you're those K those PIs aren't directly affecting these four don't spend any time anymore on that KPI or that PI if you, if you will. we get so many KPIs out there that we get numb to 'em because we all right. Well, I'm in that range that I need to be in. So that's fine. And you just gloss over 'em because you're studying them so much, but you need to be able to transfer that information and know if it's affecting these four KPIs and those are margins.
You need to know your margins, you need to know how you're affecting them. And this is what we do in Sera. We directly affect your margins of obviously we affect your efficiency a lot about what we talked today was about how you get your efficiencies taken care of. And so your KPIs must purposely. Help the efficiency of the business. Okay. The third one is memberships. Memberships are an integral part of every single business.
It's getting harder and harder and more expensive to acquire customers. And if you're not getting these folks on a membership and making them use you over and over again, you're wasting all this money earlier. You said Evan, there was a guy that or person that called in and wanted you wanted to use you because they needed more calls. Well, had they had memberships, we would be a, they would be able to reach out to their membership base and not have to spend any money.
In fact, the members are paying them and you used that the funds from those members to market more so you can get more members it's about owning your backyard. This industry is changing really. And it may not be changing to for you and your business. Maybe you're not noticing it, but around you, this business, this industry is changing by the day. They, a lot of things are gonna be happening in this industry. There's a lot of consolidation. There's a lot of partnering going on.
There's a manufacturers are getting involved more involved in staff distributors are getting more involved. Of course software's getting more involved and a lot of these we're all teaming up to build better products. and this is moving at a very, very rapid rate. And we've got a, a few big announcements soon about some partnerships that we've created and it's there to help everyone to get better at what we're doing, but memberships make you control your backyard.
You wanna own your backyard, no matter how big your backyard is, if you go 20 miles away and that's it, you need to own that 20 miles. If you go 10, if you go 50, you need to own that area. And you own it through membership sales.
Just on, on that note, the, I know the, the theme and the tagline, as we mentioned for the show was how do you eliminate your that's how you eliminate your me your season memberships.
Absolutely. So, so billyGO right now has about 9,000 air conditioners under contract 9,000. You think we're gonna be busy in the off season? I think so we know the age of every piece of equipment, not just the average age of one piece of like for instance, you go and you get, if you do get a serial model number, if the technician does get that for you and our software, we, force that to happen. We make that happen.
And then we can, actually get the age of every single piece of equipment and that is included in your membership. And so now that we have this opportunity to know what every piece is, maybe you put in a new coil two years ago, but the other two pieces are still 12 years old. And you need to know this information. This is a how, much we dig down into this info for you. So that you're more encouraged.
So when you do a report to do marketing to your members, and non-members about the age of the equipment, you're not leaving out. That's two, 12 year old pieces because you just replaced a two, a piece that's two years old. So that was your last service call. So the records you have in your current software says two years old, right? And we have the age, the ability to get the age of every piece of equipment.
And then that equipment is logged into the software so that you can use it for rehashing and marketing. It's not a tag. We don't use tags at all. So you literally have an age or birth date for each piece of equipment. So if the coil is two next year, it's three, the condenser is 12. Next year. It's 13. It automatically ages everything based on its installation date and our manufacturer date. Okay. You didn't, if you didn't originally install it, you go from the manufacturer date. Right?
And so we keep up with this information so that you can continue to market to these folks and go look, Mrs. Jones got two year old coil, but everything else is really still old, would love to come out and talk to you about upgrading those as well. All right. So this is what memberships do for you. They give you a lot of information. They help people become sticky to you. You don't have to market to them anymore.
They give you the funds to market, and then they give you enough work to keep you busy during the shoulder season. Why do we need to be busy in the shoulder season? Cuz we wanna hire the best tech when everybody else's techs are sitting. And so if you have enough work to add in good techs, every winter, you're gonna naturally grow your business every spring, but you have to commit to memberships that you can be sure that you can make the payroll during the shoulder season. Right?
So just, it all comes together and get in this, in this income from these memberships and having all this equipment available to you, allows you to hire these guys. And then when your next year comes, you can grow your business. That's how we grew by $4 million this year, because we were able to find the best techs.. That's how we've done. Almost $26 million in our four years of being in business is because we were able to find techs, we never have an issue finding techs.
It's just never been a problem for us. And the reason why is because we can provide them good quality leads and we can do it all year long. Right. And then
I was just gonna ask what the memberships you do have on your website. Some special promos in terms of certain groups first responders, military teachers, seniors, where they're getting a free membership. I thought that was really unique. are there certain caveats that you have to that, or you just give it to everyone as like your special give back to those, those certain individuals.
That's how we get back. Exactly. And so it's a zero cost membership that we have. It's a different membership cost. We have zero charge for it. And so we're not receiving any revenue from that. and those are the way that we give back to first responders, seniors, people like that. Love it. And of course the last one on there was EBITDA and I'm sure you've heard of this. If you haven't it's Earnings Before Interest Taxes, Depreciation and Amortization. So simply.
It's the cash flow of the business, right? What is your cash flow of the business? The industry as a whole is six to 8% and that could be plus or minus I've seen it, I've seen it all over the place. Typically the companies that get on Sera immediately get into the 20% range. I have a few companies that are in the mid thirties on EBITDA, which is a crazy number, right. billyGO is 27% right now. And let's just talk about that for a second. So 27% of 11 million, let's just say 10 million for easy.
Math is 2.7 million. If you go to 11 million it's 2.97. All right. So 2.97 million of cash flow that are, is coming off of a 10 million, 11 million business. I've seen businesses, 50 million that don't make 3 million And so always chasing revenue, doesn't chase money, doesn't bring you profitability. What brings you? Profitability is efficiency and organization, and everybody understanding what the goals are. Right? And knowing numbers.
And once you do that, you'll start chasing the EBITDA instead of the revenue. And what actually happens is revenue obviously increases as you get better at improving your beta. It just hand in hand works that way. And so if you focus on these areas where you're not getting the money to the bottom line, your good business will grow organically because you're doing a much better job of managing a business. And that's what we help you do at Sera. Phenomenal.
Well, I think this is a good time to resay again, the Sera.tech, the last slide by the way, was a QR code thanking you. So when you download the slides, a QR code does point to Sera.tech by the way. So Sera.tech is the website. If you want to get in touch with Billy billy@sera.tech reach out to them, facebook.com/serasystems. And of course, if you want a copy of those slides, text the word slides to 8 5 5 9 6 8 4 1 1 6.
Now you had a special offer regarding Abeta that you were wanting to to throw out in terms of Sera and what it was that you're hoping to do moving forward. Is that something that you're wanting to announce now, or that's still coming?
I can announce it for this show. And this is for you guys until we do an official announcement, but I'll give you a head start. So basically we're looking for a hundred companies that are that'll join Sera, and we will lower your, we will increase your EBITDA by 25% or you won't pay for that first year. So in year two, you'll basically get it the discounted rate from the first year. Now, if you, if you're the first hundred to come out and do this, we will improve your EBITDA by 25% or it's free.
It's just that simple. it's a strategy that you can't pass up. I mean, you really need to improve it. Right. And we are getting much higher number than that. Across the board, it's about 55% improvement. But so we know for a fact we can do 25 with one arm behind our back. and it, I believe if you, anybody that has a business is serious about changing things to make it work easier, to work better, give your employees a much happier place to work. Not the stress better software.
That's very easy to work. That's very intuitive and it has a lot of automatically developed things in it. This is where I think you should should give us a shot and let us show you how we can improve your EBITDA by 25%. If we can't, software's free.
Yeah. Free software for a year,
right?
Yeah. That's simple. Mm-hmm So it's a, win-win either way.
And I can't imagine that promotion's gonna go very long, cuz I imagine there's gonna be quite a few that are gonna jump on that. So correct. So that you're interested in again, Sera.tech, schedule your demo today. So you can take a look at the software and all of the features, cuz we just touched on one feature today in terms of efficiency. There is so much more to this software than that and it is truly phenomenal.
It's changing the game and as Billy talks about it, even on the show, it's updating constantly, they're constantly coming out with new features, new aspects to help you run your business better. So please, please, please go check it out. It's free. It's a free demo. Just go check it out and see if it's good fit for you and your business.
Well, thanks everyone for listening to us today. Yeah.
Well, as we wrap up, we do have one last question for you and yeah, I think it's coming, but you can't say the last two answers from your show. And if you need to know what those are, you can look at our private chat on the side, you should be able to see them. Malorie pulled those up. So, Billy, what is one question that you wished people would ask you more but don't?
All, I can't use the other two and I haven't seen them yet. well,
If you say the question and it is on the other ones, I'll let you know. I'll go by like a buzzer and put my arms up above my head.
Oh, okay. Yeah. All right. Ask me again.
All right. So what is one question that you wish people would ask you more, but they don't?
This is always so hard. How about, and I should know this, but now I need to start writing these down. Before I do this show, make my job easier. I get so tied up in making sure I have the right tequila. There you go. Right.
Priorities. Hey, no, one's gonna for that. All right.
So you know, what type of tequila do you like best. All right. Well,
Ooh. Well, what type of tequila do you like? Best
Codigo all right. I'm just gonna leave it light there. We'll just talk about tequila. How's that I
Actually was about to buy the other day that I haven't had we tried it when we were in Miami last, Evan was the rocks tequila that the Teremana and actually I found it at a liquor store here in in my town. So I was, I was gonna buy it, but I was like, I went for the whiskey instead. So I don't know if, what I should have knowing that we have you, and I know you like you to tequila. So have you had the Teremana the rocks tequila?
I haven't, I'm gonna give that a shot.
You know what, for a fairly affordable bottle, it's pretty, pretty good.
I think it was like 55 bucks Canadian, which is $10 US so, I was telling Evan the other day, those jokes never get old and the dollar, the dollar equivalent always changes. So which is good. And, the other question they should ask is, do you drink every day and answers?
No, it's just on this show basically. And sometimes on the weekends, so
Only on the days that end and why that's right.
That's it?
Yeah. I tried the other week of not drinking on school nights. So basically school night is any day that I gotta work the next day. And then I'm like, well, shit, I can't do that. I got a show on Wednesdays. Yeah. Like call and sick every Thursday. Yeah. Yeah.
Well, they make today are not like the Cuervo golds of old where it just basically gag you when you drink it. Right. Right. You had to be crazy to drink that stuff this the way they make it now to distill it, it's just become a sipping tequila. And, and that's, and I don't mind having one of those every once in a while just to take the edge off we spend a lot of time working, especially as many companies as I run takes a lot of my time.
Minutes every now and well, I will be the first to say thank you for taking the time outta your day to sit and chat with us. Always a treat, always a pleasure. Can't wait till the next show where we dive into one of the other, many, many, many features of Sera. So thank you sir, for coming up.
All right. Well thank y'all enjoyed it.
Appreciate you, Billy.
Take care.
Cheers.
Amazing episode with none other than Billy Stevens, it was absolutely phenomenal. He shared a ton, a ton, a ton of information on job, time efficiency and making sure that your business just gets so efficient. And I really love the conversation just because in our business, we're going through this idea of how can we get more efficient on our end of things. And when you can get more efficient, I just feel that you can be.
More impactful with your team, more purposeful with your team, and you can have a better company culture when people are actually seeing the results of the work that they're doing in a positive way. I think my favorite takeaway, what on this was, in just the jaw dropping stat of 38% efficiency of the average HVAC technician. And when you use Sera, and their systems and their processes and how you can just become more efficient in a business.
You can double that efficiency, double that efficiency. You think about that. If you're an HVAC business, no matter, if you're a 1 million, 2 million 5 million per year HVAC business, and you can double your efficiency, you can go and double your revenue and not have to hire another technician. Crazy stuff, crazy stuff. Of course, the four KPIs that really matter, to move the financial meter. That was also really great.
I just love the aspects of what Billy brings, to the industry every time he's on the show, he's a Threepeat, he just drops knowledge and, can't wait for you guys to join up on Sera. Of course, next week we go live with this show. If you missed us, if you're catching team replay, I would love to see you guys on the live edition, we go live in our Facebook group, https://www.facebook.com/groups/hvacrevealed Of course, we go live on our Facebook profiles. We go live on YouTube.
You can find us, watch it live we'd love to have you on there. Of course you ever have any questions info@onpurposemedia.ca because we're Canadian a until next time. Cheers.