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Why Trying To Sell Every Client the Same Way Is Sabotaging Your Closing Rate

⏱️ 27:14 🎀 Joshua Gillow, Greg Crabtree
AUDIO EPISODE
Why Trying To Sell Every Client the Same Way Is Sabotaging Your Closing Rate
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Chapters

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  • 0:00
    Economy & Tariffs
    Guest Greg Crabtree discusses the current political and economic climate, including tariffs and their potential impact on businesses.
  • 3:56
    Home Improvement Market
    Crabtree explains that home improvement projects remain strong because people are fixing up their current homes due to high moving costs.
  • 7:40
    Market Share Strategies
    The discussion shifts to expanding market share, possibly through new locations or service offerings, in a flat economic environment.
  • 11:26
    Labor Market Challenges
    Crabtree highlights the potential for labor shortages, particularly 'hands labor,' and the impact this could have on wages and project costs.
  • 17:40
    Profitability First
    The primary advice is to ensure businesses are profitable (20% gross margin) before considering growth, stressing that future conditions won't automatically fix unprofitability.
  • 21:40
    Core Capital Importance
    The episode emphasizes the critical need for two months of core capital (non-cost of goods expenses) to ensure business stability and self-funding.

Speakers

J
Joshua Gillow
Host
G
Greg Crabtree

Key Takeaways

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Prioritize profitability by aiming for a 20% gross margin on projects before any labor costs, as a strong profit foundation is crucial for navigating economic uncertainty.

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Build a 'core capital' reserve equal to two months of all operating expenses (excluding cost of goods) to weather lean periods and avoid reliance on credit lines.

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Adopt a distribution diet for three to six months to allow your business to fully capitalize and build up necessary cash reserves, rather than taking out excessive personal draws.

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Pay yourself a market-based wage to accurately assess your business's true profitability and ensure you are not relying on distributions to cover personal living expenses.

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Consider strategic lateral expansion, like satellite locations or new service offerings, to capture market share in a flat economy, ensuring new ventures cover existing overhead without adding permanent, unnecessary costs.

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Leverage subcontractors and partners for temporary demand spikes instead of immediately investing in permanent overhead (equipment, trucks) until sustained demand is proven.

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Anticipate potential labor shortages, especially for 'hands labor', and factor possible wage increases into your project quotes to maintain profitability.

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