Danny Kerr - Contractors Guide: Building a Successful 2022 Strategic Business Plan - PODCAST TRANSCRIPTION

Editor's note: The following is the transcript of an live interview with Danny Kerr of BreakThrough Academy. You can read the interview below, or listen to the podcast. 

Speaker 1:
Welcome to Roofing Road Trips with Heidi. Explore the roofing industry through the eyes of a long-term professional within the trade. Listen for insights, interviews, and exciting news in the roofing industry today.

Heidi Ellsworth:
Hello and welcome to another Roofing Road Trips from Roofer's Coffee Shop. This is Heidi Ellsworth, and I am here today with a repeat interviewee, friend, guest, someone who has been bringing some amazing information to the industry. I'm so happy to welcome back, Danny Kerr. Danny, welcome to the show.

Danny Kerr:
Hey, thanks for having me.

Heidi Ellsworth:
It is, you know what? This is the time of year and you have one of the best topics of all, one that I really love, and that is talking about strategic planning for roofing contractors and their companies. It is such an important topic and it needs to be happening right now at the end of the year so that they can really hit the new year 2022 on a run.

Heidi Ellsworth:
But before we get to that, because I always get excited and I want to get right into the topic, I would love it if you could introduce yourself and tell us a little bit about Breakthrough Academy and what that's all about and why the strategic planning all comes together with that.

Danny Kerr:
Sure. Yeah. So Breakthrough Academy's been, I guess, in business for what seven years now. We've been busy working with contractors, so solely like landscaping, painting, renovations, roofing, that kind of world. Everybody we work with I would say is growing out of control. So usually they're at a few million bucks a year, usually two to 12, 20 million kind of thing. And they're at a place where the business systems and the organization of people and profit and the process of the company needs to be reorganized because up till now it's just been their own hair-brained ideas that took them from zero to say two to 5 million, something like that.

Danny Kerr:
And so we've gotten very good at building management structure for these organizations in a almost like business-in-a-box way. So since we niched down into roofing, essentially built out almost an entire system for the roofing. Your profit models, your standard operating procedures, your recruiting processes and everything in between to help you recruit, train and operate your people and run a more streamlined business. And for the owner, ultimately our goal is to help pull them out of the day-to-day and get them to be more focused on the leadership of their people and the management of that company, than it is to just do a job.

Heidi Ellsworth:
With sustainable growth.

Danny Kerr:
Yeah. Yeah. It's one thing to go make money in roofing. It's another thing to actually build a sustainable entity that is actually worth something and doesn't involve your 24-hour-day support.

Heidi Ellsworth:
Yeah. So, let's talk a little bit about this year-end practices. What should contractors be doing right now in regards to planning for the new year?

Danny Kerr:
Yeah, I mean, I say this a lot when I think about this topic but, and it's only getting worse. We were just talking about this before the podcast, but there is more opportunity in this world than there is physical ability to take advantage of it, right? And in the Western world, it's arguably even worse. And since COVID, since we printed 40% of the entire circulation of money in one year, and then some, we have created an interesting opportunity vacuum where there is, literally there's more opportunity than there is the ability to take advantage of it.

Danny Kerr:
If you haven't thought ahead of time where you're actually headed, it's very easy to get distracted. And that might mean some really good short-term results financially or success numerically. And that could really lead to some long-term pain. And I see a lot of entrepreneurs get stuck in the trap of being completely overwhelmed, getting into projects they probably shouldn't. The boom and the bust story, right? And I think a lot of people hear about that and it just comes from being reactionary.

Danny Kerr:
So, one thing we do with all of our companies at the end of every year, we want to do a proper reflection of what actually happened this last fiscal year and we want to set a proper plan of what we're going to go do for the next 12 months. And we want to make sure we allocate the right people and the right resources to those things so that we're not getting distracted in ADD with our approach.

Danny Kerr:
And all of that really should be tied towards where we're heading in the next five years, so we can grow with intention. And the market can do what it's going to do. And we'll certainly take opportunity when it aligns with the goals, but we're not just taking any opportunity that comes along its way, right? Or we're not just using our gut anymore. We're using a bit of head with the heart as we go.

Heidi Ellsworth:
Right. Wow. As a contractor, so really putting that, it's not just about strategic planning for that next year. It's really about that overall five-year, 10-year strategic plan of what you want your business to be. As you're planning for that new year, what organizational platform do they need to have in order to put all this together?

Danny Kerr:
Yeah. So there's a couple key ingredients. I mean, one is having the plan itself. So we talk about it later too, but in the show notes, we should be able to put a template that they can use to actually build a simple, one-page strategic plan. And I think that's a great place to start, get your thoughts in one place. And it helps you really follow a process that's predetermined, fill in the blanks a little bit.

Danny Kerr:
But that's just the beginning, right? The actual work comes after that. You need to make that you're actually spending time now every week, working on these things. And one thing I've always challenged a lot of the entrepreneurs we work with is look, it's great and all to attend our classes and to get inspired. But, what do you do outside of that, is ultimately that is the program when you're alone working, right?

Heidi Ellsworth:
Yeah.

Danny Kerr:
And a lot of people it's, their schedules are filled up by the chaos that they've been ensued by year over year, right? And to pull away from that is a very intentional thing. So anyone who's listening, I'll give you a quick tip on this. Now is the off season, it's a little easier to build a plan and think about the future, but when you hit June, it's a different world. And it's about that consistency. So one thing I would recommend this time of year is make a list of all the things that you do in your role as the owner or manager of the company, and circle the stuff that's highest time consumption and lowest skill, and start to think how do I actually get that off my plate so that I can actually stay focused on this strategic plan throughout the year?

Danny Kerr:
And again, you don't need to stop doing what you do, but can we carve out five, maybe 10 hours a week, maybe minimum five? Five hours a week where we work on the future of the business? And can we do that every week for 52 weeks of the year? Because when you start to have that habitual approach, real stuff actually happens. When it's just a big, cool plan that everyone's excited about January, February, a little bit of work gets ensued on it. JobNimbus gets on board, CompanyCam gets tweaked, and all of a sudden we're back to the races and everything falls apart again. It's not actually leading you anywhere. It's just a lot of lip service.

Heidi Ellsworth:
But that is not easy to put that time together when you are worried about the business. And Breakthrough Academy has been really great with your leadership of really talking to owners about how to do that. As you're doing a strategic plan, it's not just about a strategic plan for the business, but it's also about a strategic plan for yourself.

Danny Kerr:
Yeah. Yeah. I think it's prioritizing what is high urgency and high important tasks of which we spend most of our time doing, right? And what is high importance, but low urgency? And how do we actually create space to do that? And it takes, I'd say real discipline. It's hard to do, right? Because you might again be able to do it for a few weeks to a month.

Danny Kerr:
But one thing I found, I have three business partners, my accountability to them changes my behavior. I am like, I don't want to do this right now, but I know we're meeting on Monday and I have to have this ready, so let's get it done. And for most owners they don't have that. They do that for their staff, but they don't have a boss and they get away with murder, right?

Heidi Ellsworth:
Yes.

Danny Kerr:
But no one's looking over their shoulder. So they might work hard and they work hard on all the stuff they love to do, or found themselves habitual in doing. And all the new stuff gets left. So yeah. I find a lot of our members it's the practice of obviously building the plan. It's the discipline to set it up in the calendar.

Danny Kerr:
And it's having a peer group and a coach usually, someone to like be ready, say, "Hey, in two weeks we expect this done. Do you have the time blocked away? Okay, great. Use that time, because in two weeks we're going to report in on it and see how you did." And a lot of us as humans, we need that. Otherwise we do, we just push things off to next week, to next week, and then it never really happens.

Heidi Ellsworth:
So, you have to do it.

Danny Kerr:
Yeah.

Heidi Ellsworth:
I'm guilty. I'm guilty. I know. It's really interesting too, as you're talking about accountability, creating that accountability, even by like you said, January, February, you're on, and you're listening to that plan and then all of a sudden everything slides. So how do contractors or owners create that accountability throughout the whole year?

Danny Kerr:
Yeah. So a couple things, I mean one is, just because you built a plan at the beginning of the year doesn't mean it's over. I mean, quarterly, you should be doing a review because every quarter things change, right? January of 2020, all of our companies built a strategic plan and by March, the whole world changed, right? And so the goal itself shouldn't move, but your approach to hit that goal should. And that's totally fair. And I think it's important to work around the strategies of what's come up.

Danny Kerr:
And so usually what we have people doing is we go annual review, so December we do the plan. We get a lot of them away, we have a winter summit actually. We bring them all away and have them actually build their plan. Every quarter, we'll do a quarterly review with them. So for enforcing like a habitual quarterly reflection and adjustment of the plan. And then every two weeks, we're also meeting with them in a group of contractors to hold them accountable to the micro goals that went along the way.

Danny Kerr:
And they're not just out there doing all the work themselves. We talk in those meetings, who's actually executing on what piece? Who on their team is actually in charge of what place? And we're trying to create a chain of command where we can work with them, they can work with their middle management. Their middle management can work with the field staff. And between getting projects done and actually executing on the numbers themselves, like getting the sales and the production and the profit into the company, we can monitor goal versus actual on a week-to-week, or we do biweekly, biweekly basis to achieve that quarter with allows us to achieve that annual, which allows us to get to that five-year vision.

Danny Kerr:
It's that habitual behavioral way of doing it that I think starts to actually change behavior. Again, versus just taking a class where you learn the concepts, but that's where it ends. And that's usually where a lot of people fall down after that.

Heidi Ellsworth:
And accountability I've always said, accountability is one of the strongest things you can ever do for yourself, no matter what you're doing in your life. Whether it's business or even your own personal goals, accountability does make the big difference. Because otherwise it's just so easy to push it off. Besides that, and talking about the owners trying to work on the business, get out of the day-to-day, what are some of the other key points that are often overlooked in strategic planning?

Danny Kerr:
Right. What am I going to say about this? I think that people fail to actually understand what's involved when they put something down, right? One thing I've noticed even for our business is everything takes three times as long and costs three times as much. It just keeps happening. And we're pretty good too, we're pretty aware of our future and how to get there and the calculations of all the numbers to do it. And yet, especially when I look at our projects, we are like, "Well that has to get done this year. Well then, yeah but that gets ... This has to get done. Well, there's no way we could do that without hiring these four people, we have to hire these four people."

Danny Kerr:
And before you know it, we've got so much on our strategic plan, and we're sitting there quietly in the three days that we've blocked away to do this and it feels doable. You're like, "Well yeah, it will work. If you just do it exactly this way, it'll be fine." And the reality is, I don't know if we've ever hit every single initiative we've ever set up to go after. I don't know if we ever have in seven years. We always, always, always overshoot. So I think a big thing is just to be realistic about what you're actually going to get done and to pare it down a couple times, right?

Danny Kerr:
What is the first step? Prove to yourself that you can do that, and then worry about the rest.

Heidi Ellsworth:
Don't you see that also being really important to the morale of your team too?

Danny Kerr:
Totally.

Heidi Ellsworth:
You have such lofty goals and you're never hitting them, that's demoralizing.

Danny Kerr:
People will last in your company, one max, two years. But if you've missed goals two years in a row, good luck maintaining the good ones anyways, year three, right? Because morale's out, buy-ins out, what's the point, right? I'm now just here for a paycheck. That big vision that we had, that rah-rah, you can talk to me all you want about it, I'm out. I need results now. And I've seen this. I've seen this even in our team. We missed a few goals along the way, and I was like, you know what, I got to pull back. My ADD entrepreneurial ambition and optimism is actually hurting my team.

Heidi Ellsworth:
Yeah. That's really good advice. That's really, I mean, I think that's a key nugget because I think about that having obviously running my own business and it's so easy to go with the great big goals. But you really, that's hard on the team. It has to be realistic. People have to be able to win. Not easily, but what's right for the business? I think that's really smart.

Heidi Ellsworth:
We're a small company. You're a little bit bigger. We have some really big roofing companies out there, but does the size of the company really determine the type of planning that they're doing?

Danny Kerr:
Yes and no. So I think there're stages that people go through. And I think stage one is you're not able to build a strategic plan, so don't try. And what I mean by that is you're one to two years in the business. You have no patterns and no ability to acknowledge any kind of a pattern. You have so much to discover. And so many mistakes yet to be made. It's something that you shouldn't build some sort of plan.

Danny Kerr:
I just think don't put too much weight on it. It's okay to go experiment and fly by the seat of your pants for a little bit, and discover what you actually have, what your service actually is, where your niche really lies, all that kind of stuff. So I think there's a startup phase where it's actually okay to be a little bit of like a fly ... Even we did in the first few years, we had to discover what we had, right?

Heidi Ellsworth:
Right.

Danny Kerr:
I think a lot of entrepreneurs do. So there's a time for that. And then I think you'll start to get it, two, three, maybe four years in, and it'll be like, you know what, there're some patterns to this. We're seeing the high season, we're seeing low season, we're seeing how much an average guy can sell. We're seeing how many crews it takes to produce X amount of revenue. We're seeing patterns, right? And it's like, okay, let's identify those patterns. And now let's actually be a bit more intentional with next year. Let's get ahead of ourselves a bit and get some foresight.

Danny Kerr:
And I think year three, four, five, that's a good like space to be in. And I think as you mature, I think it just comes down to refining that and actually paring down the amount of things you end up doing and getting almost less and less. Less is more. Less and less things, and better at a few things each year.

Danny Kerr:
And you'll see that as businesses get bigger, the ship is huge, right? And the ability to turn it into another direction or to move the momentum of that ship is a lot more work. And so to start to be very aware of that and say look, we used to have seven initiatives every single year that we try and get done, maybe down to like three. We just want to get three things done in the next fiscal year and that's okay. Because that's how big, our ship is that big, that, that's what we need to be doing and not be overdoing it.

Heidi Ellsworth:
Yeah.

Danny Kerr:
Those would be the stages that I've seen anyways. Don't worry about a plan too much, fly by the seat of your pants, a little bit of a plan maybe okay. Start to really use previous data to make good decisions and start to develop a good plan and start to execute. And then learn your limits and start to pare down and simplify that plan to make sure it's easy to follow and the success around achieving it, and things get done once. While, versus seven things all get half done.

Heidi Ellsworth:
Right. Right. I want to talk just a little bit, because as we're talking about these strategic plans too, and we really didn't go into this, but you're really making me think through this. What elements of the strategic plan are just critical for the contractors to have that discussion?

Danny Kerr:
Yeah. So I mean, there're lots of elements. I'll maybe walk through them a little bit. I think they're all pretty important in their own way. I mean, first thing is you need to have a very clear understanding of what your company core values are, right? And people, "Well, why?" It's just something we put on our website?" It's like, no, no, no. Every decision you make around your strategic plan will be around the core values of your company. And if they're not defined, it's easy to get distracted on what you should make a priority and what you shouldn't. So core values is important, takes a while to build them properly. I highly recommend you do.

Danny Kerr:
Having a mission or a purpose, like a reason why, I think is huge. I think that helps the team rally around something meaningful, and gives everybody a mission to go point towards. And I think it also gets people through the tough stuff. When you or your team are really down, but there's a bigger purpose and we all are aligned on that, we can get through hard things a lot easier, right? So I think that's really important.

Danny Kerr:
I think having your [BHEG 00:18:04], like a five-year vision. And it doesn't have to be, it can be pretty detailed, but it doesn't to be. It just has to be like, this is generally where the vision of where we're heading is. At least your annual activities are pointing towards something versus just shiny object syndrome, right? So that's big.

Danny Kerr:
Once you've done those, those are the bigger picture things. Then you can start to look at this year. So given this next five years, we're step one or we're step two. What's this year look like? And I always encourage people to set real, tangible goals. Like, what are the numbers? What do you want to hit in revenue? What's your gross profit margin you want to achieve? What quality rating do you want to have by the end of the year? What are the quality, volume and profit metrics that you want to hit?

Danny Kerr:
And then below that, what are the initiatives? And/or, I call it the armor that you want to be putting on to go on the journey you're about to go on. So your company needs maybe new technology or new hires or a new type of service that you're going to be offering to the marketplace. But you need to pick the initiatives that are going to be appropriate to the growth that you've just projected numerically, right? Because people are like, "I want to double next year." I'm like, that's great. Do you understand the infrastructure required to do that? "No, I'll figure it out when I go." And I'm like, that's a very destructive way to do things, right?

Danny Kerr:
So thinking about those initiatives and picking, like I said, paring down and picking the right ones is very important, right? What are the four to seven things, three to seven things we're going to go do next year that are going to make this two and a half million dollar business turn into four million in a sustainable way.

Danny Kerr:
And then from there, you can now look at your quarter, and you can say of all the things this year, what are the numbers we want to hit this quarter? And what are the pieces or one of the initiatives, which one do we want to actually work on this quarter? And every quarter's going to have a different focus, right? First quarter might be around like building out key systems and maybe starting to recruit. Second quarter might be a little around training and developing of your team and getting them executing in the field. Third quarter might be a little bit more around small, mini projects because everyone's super busy in the field. And really it's just about hitting profit by the end of the quarter. Third quarter, fourth quarter might be a little bit around reflection and review.

Danny Kerr:
And having that understanding of hey, we've got four quarters to do this plan. Let's really make sure each quarter has its own focus for where we're going to be at seasonally.

Heidi Ellsworth:
I love it. And you just brought back in that whole accountability. Once you have your quarters and even monthly, I'm obviously, every month I'm checking, where are we at? How are we looking? What's going on? What are we getting done? But that accountability and having that plan so it's all scoped out ahead of time. And then sharing that plan, right? Sharing it with all of your employees so that they can all rally around. I mean maybe not everything, but the high picture.

Danny Kerr:
Yeah. Yeah. And I'll say this too, there's probably people who are listening, they're like, "How are you projecting a year? Like, come on, things change too much." And I'll say this. And I said this earlier too, but I've seen this in planning. The goal should not change. The way to get to that goal will change dramatically.

Heidi Ellsworth:
Yep. Yeah. Yeah. Wow.

Danny Kerr:
It's our job as entrepreneurs to problem solve that path and change the direction, the trajectory of it. But we're still going to this same goal.

Heidi Ellsworth:
If we haven't learned that in the last two years.

Danny Kerr:
Yeah, totally, right?

Heidi Ellsworth:
Right. I mean ...

Danny Kerr:
Interesting. Some interesting stats.

Heidi Ellsworth:
We tried to pivot.

Danny Kerr:
Totally. Interesting stats. So personally, BTA set its goals January of 2020 and hit it within a thousand dollars of year-end revenue. Within our membership, I think we hit about 80% of our members' annual strategic plans by year end with 300 under management at that year. 300 different companies. It's pretty neat.

Danny Kerr:
When you have something to focus on, you change behavior. You can't change what you can't see, right? Whatever that classic statement is, right? But it's, it does, it changes behavior. When the goal is set, but the variables change, you will find a new way. And that is the entrepreneurial, that is the version. That is the definition of an entrepreneur, carving that path.

Heidi Ellsworth:
Yeah, that's what we've seen too. That's exactly it. That we know what our goals are. We know where we want to be. But sometimes you just have to step back and say, okay, it's not going to be the way we thought it was. But it doesn't mean the goal changes. It just means how we're getting there, who we're working with, what we're offering? All those things might change in order to move with what's happening out there. And we can't control a lot of that. We can control how we go after our goals.

Danny Kerr:
I always say to people, and this is true in more things than business, it's true in life. If you look at the summation of who we are and what defines us in our life, we are not actually a product of what's happened to us. We're a product of the decisions we made right afterwards. It's our ability to make good decisions in our life that ends up defining not only where we end up, but who we become. And the same is true in business.

Heidi Ellsworth:
I agree. A hundred percent. That is a great ... Okay, there's another nugget everybody who's listening. That's a good one. That's very good.

Heidi Ellsworth:
Okay. We've talked, I mean, I love this. I think people have to have [inaudible 00:23:32]. Now you have tools, you have free tools that you're offering to Roofer's Coffee Shop, and all the contractors, but hopefully they're all coming to Roofer's Coffee Shop on strategic planning. So talk about that a little bit.

Danny Kerr:
Sure. Yeah. One of our initiatives during COVID, when all this was going on was, hey, we need a way to have almost like a mini course that people can take to get a taste of who we are and what we do and give some value to the marketplace. And everyone's online, so let's build them. So we spent about six months building about 10 major tools for free to give for the marketplace.

Danny Kerr:
And one of I'd say cooler ones we built was our strategic planning one. And so in the show notes, you should be able to click to get to this thing. But essentially, you'll download a package and it'll give you a video that walks you through what this thing is all about. It'll give you an instruction manual. So we literally, almost like Ikea furniture have a step-by-step instruction manual on how to build a strategic plan.

Danny Kerr:
We'll give you an example file. It's a fully done strategic plan that just shows it filled out. So you can actually read an example of what that would look like. And then it gives you a template obviously, to build your own version as well. Within the instructions, it has our coaches notes and tips and tricks and just things to be aware of. It's our best way of trying to give something that we do with our members anyways, without adding the coach. So it gives people a good level of direction, and something to fill in the blanks off of, to take action from some of the stuff we teach, like today.

Heidi Ellsworth:
Yeah. Well, when you're making decisions to add training to your program, especially on an owner level, but on all levels, it's nice to be able to work through some things, to be able to get a feel for that culture, for how you train, how you do that. You guys have just such a great process that really empowers owners to go to that next step.

Heidi Ellsworth:
So anybody who's listening, you can find these free tools on Roofer's Coffee Shop. You can find them on the Breakthrough Academy directory. You can find them in the promos and rebates. You can find them throughout the site, articles about it. We have so much out there that really this is an opportunity for you to go and get some of these free tools, work through it. And then have that conversation because Breakthrough Academy also does, they want you to call, right? I mean, Danny, I know your team, they love talking about this stuff.

Danny Kerr:
I literally have, my team is just like, Dave, we have people will end up talking to Dave at one point. Like, "Dave, why do you do what you do?" He's like, he's Irish. He's like, "I just like having chats."

Heidi Ellsworth:
Yeah.

Danny Kerr:
If you ever talk to Dave.

Heidi Ellsworth:
I love it.

Danny Kerr:
We're a good bunch. And I think it's been fun. I've spent seven years now just talking to the industry and hearing about what's going on. And it's funny, I'm surprised I'm not getting sick of it. I'm actually not. I'm finding it more intriguing as things go on. And it provides a very unique perspective, I'll say that.

Danny Kerr:
Our people get to see, it's kind of like a doctor. He gets to see everybody coming in for the day and gets to see the pattern of what's really going on, underneath everyone's underpants, right? So, we get into people's companies and it's been neat. It's been neat seeing the trends of this industry and how we're growing and reacting and the evolution of what's really going on. And we're on the front lines of that. So yeah, happy to have a job.

Heidi Ellsworth:
I love it. Have that chat. And then as we're coming to end of this podcast, one of the things I would like you to share Danny too is, you talked about your winter strategic planning meeting. And you do some really out-of-box, very cool events with your contractors and with all of your customers. Talk to us just a little bit about those events.

Danny Kerr:
Sure. Yeah. So it is for members only, I guess, and their wives. And we essentially set up an annual basically event. So everyone knows it's coming. December, we're all preparing. So we have a very specific strategic planning process of which you guys can download and check out a little bit. We get that done. And it basically gives everybody a chance to finish, okay, this is my first cut of what I think I'm going to do next fiscal year. We then have them in a joint file with five other companies where everyone can review each other's strategic plans prior to even meeting up at the summit. And so then they have a chance to review, write down their peer review feedback of what they want to tell these other companies, things that they're seeing. I see some holes here. I have some questions around this. And then we have three days to get together and deal with it.

Danny Kerr:
So we do a couple things. We get together first and have pretty cool awards ceremonies. We have awards for our top performing companies and it's pretty emotional. I think I've cried at a couple of them. They mean a lot to a lot of us.

Heidi Ellsworth:
Nice.

Danny Kerr:
We have obviously, really good, awesome late dinners. Next day, we usually kick it off with a bit of learning and a keynote. And then instead of just sitting in conferences all day, we get them in, and they're pairs of five and have them spend five hours with that group going over their plan, getting peer review and making sure they've got a final cut plan on what they want to go do with somebody who's completely objective. Who's actually taken time to review their stuff. Who's in a similar business as them, but non-competing and can say, "Hey, look, this is what my experience has been." And get five other owner's opinions before they go make that final call in their year.

Danny Kerr:
So I find that really helpful for a lot of people. And then usually the next night or that night have a good little dinner, stay up till 2:00 or 3:00 in the morning. And then the next day we kick it off with let's finish work. Let's go do something cool.

Danny Kerr:
So this year we're going to Arizona. We've rented out I think 45 Dodge Hellcats and a complete racetrack. We've got hot air balloon rides. We've got rock climbing. We've got quadding. We've got all these cool activities. Yeah, it's going to be nuts.

Heidi Ellsworth:
Geez. How fun.

Danny Kerr:
Golfing too. Anyways, so they pick their activity and they get off with a group of contractors that they just spent the last few days with and just go have some fun.

Heidi Ellsworth:
That's cool. It's a totally different way of doing it. And I think really important because now you have this networking, you have this discussion. Because you know the discussion goes on, but you're also, your brain is going shifted a little bit, so you're thinking different. And I just think it's brilliant.

Heidi Ellsworth:
Well Danny, good luck with that. That's going to be great, and all of your members. And for everyone out there listening, this is your chance. This is your chance to download the strategic planning, there's a free tool, try it out. And then have those discussions, have that visit with the Breakthrough Academy team and really look at taking your business to the next level next year. Because it's all about what we've talked about, planning, being strategic, accountability, and working with the right people like you, Danny, and Breakthrough Academy.

Danny Kerr:
Thanks Heidi. Yeah.

Heidi Ellsworth:
Thank you. And thank you for being here, Danny. We will be seeing you in the new year. Stay safe, happy new year. We're already there. And thank you everybody for being a part of these podcast series.

Heidi Ellsworth:
I tell you what, it's been a great year. There are so many podcasts out there and you can find this podcast and all the podcasts on Roofer's Coffee Shop under the read list and watch initiative, under our podcast Roofing Road Trips. But you can also find it on your favorite podcast channel. So be sure to subscribe and follow us so you don't miss a single one. Have a great new year and we'll be talking again soon.

Speaker 1:
Make sure to subscribe to our channel and leave a review. Thanks for listening. This has been Roofing Road Trips with Heidi from the RoofersCoffeeShop.com.