Stephanie Tsatsos & Shawn Flynn - Preparing for Mergers and Acquisitions - PODCAST TRANSCRIPT

Editor's note: The following is the transcript of a live interview with Stephanie Tsatsos of Rapid RevOps and Shawn Flynn, a principle at an investment bank. You can read the interview below or listen to the podcast.

Intro: Welcome to Roofing Road Trips, the podcast that takes you on a thrilling journey across the world of roofing. From fascinating interviews with roofing experts, to on-the-road adventures, we'll uncover the stories, innovations and challenges that shape the rooftops over our heads. So fasten your seatbelts and join us as we embark on this exciting roofing road trip. 

Heidi J Ellsworth: Hello and welcome to another Roofing Road Trips from RoofersCoffeeShop. My name is Heidi Ellsworth, and this is actually the first podcast being recorded in 2025. Wow. I can't believe it's already 2025. I'm so excited and I'm really excited to be here with my friend Shawn and Stephanie to talk about what's coming in 2025 and what's happened in 2024 all around talking about mergers and acquisitions. So some things never changed from year to year. So Shawn, Stephanie, welcome to Roofing Road Trips. 

Shawn Flynn: Heidi, happy to be here. This is exciting for me. 

Heidi J Ellsworth: Well, let's start with some introductions. If you could introduce yourselves, tell us a little bit about your companies, that would be great. So Stephanie, let's start with you. 

Stephanie Tsatsos: Yeah, Heidi. So again, can't think of a better way to kick off 2025. This is awesome. Happy to be here. So I started Rapid RevOps just over a year ago, and what I do with Rapid RevOps is help entrepreneurs get what they want from their business. My primary focus is implementing EOS. Many of you know that, many of your listeners probably know that that stands for Entrepreneurial Operating System and complete system to help you get traction in your business. 

Heidi J Ellsworth: Yeah, we love it. We use it. I am so excited to, because it's such an important part, we're hearing so much about it in conjunction with mergers and acquisitions, so it's a big deal. So Shawn, if you could introduce yourself and tell us a little bit about your company, that would be great. 

Shawn Flynn: Hi, my name is Shawn Flynn. I'm a principal at a mid-market investment bank, focused mergers acquisition, growth capital secondary. A lot of people aren't too familiar. They've heard of those words, but maybe not particularly understand. So think of it this way, very simple, you go through life, you meet that special, someone hand in hand, equals, you become one, you get married. Well, that marriage is a merger, two equals become one. 

Now, maybe you're walking the park hand in hand, you see a little puppy and you go, "Oh my gosh, I want to take this puppy. I want to bring it into my family." When we bring it in a family, there's going to be so much more love. You acquire that puppy through an acquisition and now that puppy, well, he needs to go to the vet. It needs shots. Go from this little puppy to this big dog. It needs money to do that, so that's growth capital. So all these transactions that happen in life, that's what I do every day with businesses. 

Heidi J Ellsworth: Wow. What a great way to describe it. I love it. I love it. Well, Shawn, let's start there because I would love to hear what you saw in 2024 as really some of the biggest trends around mergers and acquisitions. 

Shawn Flynn: Well, 2024, I mean, it's going to lead us into 2025, obviously and what we saw last year and what we see this year, I think it's going to be more but bigger, larger, more activity. I really think there's going to be a lot more transactions in the M&A space. 

We have people that, well, last year, they were thinking about exiting, but they were holding off for either interest rate changes, either the elections. There's a lot of people that had reasons why they just wanted to wait a little bit longer. Well, those have passed many of them. There's a lot of tailwinds pushing things moving forward. There's a lot of money in private equity right now that it's just sitting there with their LPs, their limited partners. 

These are the people that invested in the private equity groups to deploy their capital saying, "Hey, you're sitting on our money. What are you doing? Why are we paying you 2%, or whatever the fee structure is, just to have it in your hands? Use it. Get us a return." So they're actively right now really starting to say, "Hey, we allowed you to look around a little bit, but now it's time to put use to the money or give it back," and no one wants to give money back. So they're going to start using it. 

So they're out there looking for deals where they can acquire companies, whether it's a minority position or the whole company, they want to do and I'm sure your audience is very familiar with these roll up strategies, where you're just combine in a bunch of smaller companies into one and with their mindset of, okay, three to five years, we're going to resell this, we're going to flip this or we're going to take this public or we're going to have this exit and they're looking for target companies. 

So with everything that's going on in the world from countries overseas, their currency is going in that southern direction where our currency is very strong and then want to get money here to private equity in these groups sitting on cash, wanting deploy it to people that have just waited the last year or so to exit their business. There's been a lot of this built up pressure as you almost see that water against the dam, right? 

Well, now it's time to open up the floodgates. Now, it's time where people are going to say, "I'm not getting any younger. It's time to exit. Hey, I've been sitting on this money. I need to deploy it. Okay, time to make these acquisitions." So I think there's going to be a lot of transactions. Now, what those numbers, the valuations, are they going to be crazy sometimes in the past or that? No idea, but I think activity wise, there's going to be a lot more happening in 2025. 

Heidi J Ellsworth: When you're looking, I mean, obviously, we're talking about roofing here and so our roofing contractors, but I'm really interested just because of where you're at and what you're seeing in the big picture nationally and overall, what are some of the hot acquisition markets? I mean, where does roofing fall in that and what are some of the hot markets? 

Shawn Flynn: I don't know if it's exactly market specific versus target or opportunity, and what I mean by that is there's so much capital out there. There's so many people that are looking to acquire these companies, and it's not just a lot of people want to see what's in the headlines, those big news presses where this billion dollar, $100 million transaction took place. 

But in reality, there's a lot of people on the individual level, search funders, that don't want to go into investment banking. And I don't know why, it's the greatest profession ever, the most handsome people are in it or they don't want to do venture capital or all these other things that used to drive them in the past. 
But now they're going, "Gosh, I want to be a business owner." I want to either have a search fund where basically a search fund, it's this catchy thing you'll hear a lot on YouTube and the internet right now where it's someone looking for a business to acquire. They have investors in the background that will put money into an investment that they target. 

So a lot of these MBA students, they'll go in that direction, where it's, okay, I have all this alumni. I have access to capital here. I need to find a company to acquire. And then once I find that right company, they'll come in with the money to make the deal happen. So you'll have these smaller transactions where these people are looking for businesses. 

Then, you'll have, I mean, just the other day, I was on a call with a person that's in part of these magnificent seven companies, they're exhausted. They've been there for the bulk of their professional career, say 15, 20 years and they want to work at home. 

The company's asking to come back to the office and they're looking at things going, "How many more years do I actually have doing this when I know AI is going to replace most of what I'm doing in the coming years, I want to do something where it's more hands-on, more physical, where I actually get vitamin D, where I'm talking to people, where I make my own hours. Huh, maybe roofing or siding or HVAC or one of these others might be the route to go and then grow that, bundle it up, sell it to private equity or a family office." 

So you're seeing people from all different walks of life now having an interest in an area where they might not even looked a few years ago just because of the changes in technology, the changes in business culture, changes in their stage in life and just a lot of coming out of school going, "Gosh, that path that I thought was a guarantee, isn't a guarantee anymore. This other area might be where I'm going." 
And you even see people younger than that going, "I'm not even considering college. I just want to start a business, or I want to take over a business or one of these baby boomers that are retiring, maybe I have the opportunity to step in there." There's just people looking at all the options out there. So there's so many, and sorry, that was probably not, you probably wanted a nice concise answer, but instead I went off.

Heidi J Ellsworth: There is no concise. Although, I-

Shawn Flynn: Yeah, and let's not even forget EB-5 opportunities and those where you have people from overseas looking for targets here or people put in bundles together. There's just a lot out there. There's a lot. 

Heidi J Ellsworth: Yeah. It's really interesting too, I mean, just even listening to some of the business stations and some of the business news them talking about there's going to be another big push on tech companies and then we know that there's a huge push on the trades and what we're seeing there. And so, it is really day-to-day, it changes. 

But Stephanie, what are you seeing? You work with a lot of different customers, again, not just in roofing overall. What are some of the things that you're hearing from business owners on prepping, talking about succession, some of the merger and acquisitions environment out there? 

Stephanie Tsatsos: Yeah, I would say a majority of the clients that I work with implementing EOS, the primary motivation, yes, they want to hit their growth targets. Yes, they want to be more profitable, solve their people issues, et cetera, but they're thinking long term. They're thinking about what's next for them, and oftentimes that means an exit, right? 

And so, sometimes that comes up right away. Sometimes it's a discovery that happens in the US process, but there's this understanding that if I can really get clear on the vision and plan, get everybody bought in on that and see that vision, get the right people, the right seats, et cetera, start documenting my core processes. Now, I'm a really healthy company and potentially maximize and exit. 

And so, it's definitely a motivation. I will say that, majority of my clients are thinking with that in mind. And so, it's an exciting time. As Shawn shared, there are a lot of people that are thinking about getting into the trades or getting into service, maybe not even going to college and going, these are healthy, profitable businesses. 

And I think to Shawn's point, again, I'm probably one of those people too that left the desk job because I wanted something a little more interactive and in-person and really drive impact. So I think it's just an exciting time. Lots of demand on both sides. I'm not an expert in terms of the trends. That's Shawn's place for sure, but I'm definitely seeing it on the client side. 

Heidi J Ellsworth: And I want to hop back to a little something that you said, Shawn, about AI. And there is a lot of, I'm not going to say fear, but some trepidation, also this sprint to how do we use it? How do we make sure we're in a good spot, but we hear a lot working with your hands. That's not something AI is going to take over right away. 

Now, robotics might in time, but that's really put roofing and the trades construction overall into a really great place as stable investments. What are you seeing that direction with the investment community out there looking at where they want to go? I mean, we know we've seen it in roofing. What are you seeing? 

Shawn Flynn: Well, I mean, investors are always going to look for opportunities. They're going to look for something where there's not as much competition. They want that blue ocean. They want to see something. And in the past, maybe that was HVAC and now, there's so much money flooding into that with roll-ups. Roofing, it could be that time for that where there's so many of these small little mom and pop operations out there. 

There are a few big players, don't get me wrong, but for the most part, you'll have a person that's got everything hand in paper that are just working the numbers right there on a tablet or not even tablet, just piece of paper going that way, where implementing AI can only help them. And what I mean by that is taking all that information that's on that piece of paper and documenting it and putting it in a CRM, and helping write out all the processes and stages and everything that the company's doing. 

So I might be going off a little tangent here on the initial question, but I mean, I do see a lot of opportunities in the space because, well, it's been neglected by institutional investors, but now they see that you can make great money in it. 

Not only that, is they see these legacy businesses operate in one way and then implementing AI and some of these solutions really driving results, increase in margins, increase in efficiencies and that's what they want to see. They want to see something where, okay, it's running this way and by adding these little things here, I'm going to de-risk my investment and make a great return. 

But at the same time, those companies, if they start implementing those systems, those processes early and work with someone like Stephanie to do that, well, their value is so much higher on that exit and their multiple is so much higher on that exit because they see, "Wow, they've already implemented all this stuff we were going to do, now we just have to add a little bit more money, a little bit more fuel to the fire, really get it going, get our huge return, have our exit in a few years to return money to our investors or ourselves or whoever." 

So I mean, you're seeing AI really being implemented in the processes, in the systems that these companies are implemented to really take them to the next level. 

Stephanie Tsatsos: Yeah, so everybody's talking about AI. I don't have one client that hasn't thought about, all right, I know I need to be thinking about this. I don't know where to start. What does it even mean? And everyone's on a different journey, some get it and some are excited about it and some are scared, but it comes up in every one of my clients and it's a super exciting time. 

I think Shawn shared to the extent that you can start thinking about your core processes, and that's really where this comes up with my clients is we start looking at, every business is unique, but you're going to have your handful of core processes. And if we start to look at those, you see a lot of redundancies. You see places where like, "Oh, we could automate this," or "Oh, we should be thinking about this is a place to start injecting AI in some of these technologies in this core process. 

And that's what some of the big guys are doing in their portfolios. Why not you? I am not an AI consultant. I've got folks that are really good at helping you think about where to inject these things in your business, but those that get started now, are going to be in a place to win. I would say don't wait. 

Heidi J Ellsworth: Yeah. Oh yeah, 100%. Okay. We know it's out there. We saw it 2024. I mean, we had huge roll-ups, huge mergers and acquisitions in roofing. We know it's happening. So we're, and I don't know if this is true, but I feel like in 2025, we're looking at second base. There was a lot of hits to first base, a lot of happened in 2024 and now in 2025, it's a little bit different. 

To your point, Shawn, valuations may not be as much as they were to start out with when some of those big companies were being purchased, but I think when we're looking, I want to talk a little bit about prepping companies, prepping your company for this next stage of mergers and acquisitions that's coming in 2025. 

So Stephanie, let's start with you on what are some of the things that companies, you touched on a little bit, really looking at an operating system, starting to put things together, how do people, let's just talk about people who have nothing, who are not doing what, no one has nothing, but they aren't using a formalized operating system. How do they get started? 

Stephanie Tsatsos: Yeah. Well, I think one of the big things, if you're thinking about, a lot of these great companies are founder-led, right? The company is the founder, and that's a beautiful thing, right? That's driven culture, that's built this beautiful business off that. But now, we need to start thinking about how do we just decentralize this founder or owner and start to delegate and make sure that the business is ready to operate when they, there's a succession plan. 

And so, that's one of the big things is this mindset shift of, okay, I've built this business and sometimes I'm the business of getting really good at delegating, elevating. We talk about that a lot of EOS, building the right structure. Folks that run on EOS understand the accountability chart. So that's this structure of when a buyer comes to look at the business, this is in place. We've got the right people, the right seats, the right structure to take the business, to achieve the vision that the buyer's hoping to achieve, right? 

Heidi J Ellsworth: Right.

Stephanie Tsatsos: Starting to look at data, so I think it's a lot of entrepreneurial companies are either looking at way too much data and they're measuring everything or they're running their business off instinct, which can get you to a certain place, but to break through having a pulse on the numbers that are really going to help you hit that annual target through your picture tenure plan, buyers are going to want to see that, that you're starting to think about that kind of stuff. 

Process, if you've got that a well-documented package, these are our core processes and we're not talking about overly complicated SOPs, but this is our company's way. If you can pass that on to a buyer when they're looking and doing their due diligence, that's going to go a long way too. So really everything we're doing when you're implementing an operating system, whether it's EOS or there are others that are really impactful, it's tightening up, it's professionalizing your business to help package it to get it ready, work less to run a better business.

Heidi J Ellsworth: And that's what we found. I mean, of course succession's always top of mind, but some of us just really love running our businesses too and EOS really helps you do that.

Stephanie Tsatsos: Hundred percent, exactly. Exactly. Exactly.

Heidi J Ellsworth: So Shawn, when we're looking at some of these owners out there who either have done the operating systems or they have not, but some of them are just done, 2025, I'm done, I'm selling, I'm out, goodbye. Talk to us a little bit about how that looks. Should they be thinking that way? Should they be thinking they're going to sell it in the next day, go to The Bahamas or should they be thinking about the post sell, how long they need to be there, how that all works? Can you walk us through some of the thoughts that owners should have on that? 

Shawn Flynn: Well, if they've been working with Stephanie for years, they might have the opportunity to have that sell and then go to The Bahamas, but most likely, they're going to be there for a pretty long transition period. And the reason for that is just because of how involved they are in the business and how, well, it's very risky if that person is just to walk away. 

So when an investor is looking at a company, they're going to look at risk reward. So if everything is processed, all the strategies there, all the metrics and the data, as Stephanie was mentioning, if they're keeping track of that for years and they're seeing, "Okay, here are the margins, here's the revenue month over month or trailing 12 months is what we looked at and this is when we should do this for this because this is coming up," when all that's laid out and documented, that succession is a lot easier. It's been de-risked quite a bit versus the everything's in my head, I'm the owner, I'll just tell you as it is and then I'm going to walk away. 

It's like, no, no, no, no, no. I mean, in a situation like that, deals are structured completely different. Deals are structured in a way where that owner and that team is incentivized to stay on. They're not going to get all that cash on closing because if that happens, that person might just walk away. So the buyer's going to go, "Okay, listen, I need you around. That's clear. So I can't give you all that cash upfront, and in fact, I can't even give you the best offer that you want. What I can do is we can structure this so you get a little bit of cash upfront." 

Maybe there's a seller's note, maybe there's an earn out component. Maybe you're rolling equity over into this new entity, but they're setting up all these things where that person is tied to that business still for quite some time after. Now, maybe it's we need you here for three years. Maybe it's we need you here for a year, and then, to an advisory position or maybe what you've run this business so incredible that we can tell you're hands off at this moment, we can tell that you have all the systems processes in place. 

You have your team running it. You're on vacation six months of the year and the six months that you're here, in fact, everyone's even told us you're annoying and they don't like it when you come to work. In fact, you're the anti-productivity person here and we want you to step away. So how about we just have this very short 60 to 90-day transition period just in case there's something, a password that's not written down or who knows what it is, but you're involved and then you could step away. 

So it's night and day, whether you've built this company to run without you or you're the bottleneck for everything and how that is for the transaction and how the integration afterwards and that everything's situational. There's no two transitions the same or transactions the same, but one, you will get to step away and go to Bahamas a lot sooner than the other. 

Heidi J Ellsworth: And so, if you've not done your work ahead of time and you want to leave immediately, you're not going to get as much money or maybe even a deal is really kind of... I'm getting really down on the brass tacks.

Shawn Flynn: You might not get that sale. It might be too risky for that potential buyer, or maybe they do give a deal, but remember, it's going to be on their terms and they say, "Listen, 100% earn out over the next 24 months or who knows? Maybe it's even crazier than that." Maybe, there's... I mean, I've seen stuff where nothing's transacted for a whole year...

Heidi J Ellsworth: Wow.

Shawn Flynn: ... and then there's a check being written. You're just shaking your head. You're like, "Did you even sell the business? What happened there? What's going on?" 

Heidi J Ellsworth: Yeah, you just wanted to go to The Bahamas. So when we look at that, Stephanie, that's why it is so important for people to really look at this EOS and I hear this all the time, is that people need to think what their goals are and I've had to do that. I have to go, "What are my goals? Who do I want to be working for? Do I want to be working for somebody? And how can I get myself six months of vacation so that the business does better?" 

Those are the things. So talk to us a little bit about really setting those goals and how the EOS plays a role in that for the company to be ready for the most financially, beneficial, succession plan. 

Stephanie Tsatsos: Yeah, I mean, so I think to your point, you've got it in your head. You might know what you want from the business or you've got, but almost always, the rest of the leadership team has a different version of what that vision looks like. You'd be surprised, if you get everybody in a room and you talk through that, get everybody on the same page with, all right, what are we really trying to do here? And if it's an exit, that's great. Now, let's back up. What does the company need to look like in three years? What is revenue and profitability? 

And maybe you're not thinking that far out. Maybe it's, all right, this is what we need to look like. We need to get this done in one year. And then, so you set that revenue, your profitability mark, whether that's, we typically measure that and then we get you living in a 90-day world. So we want leaders thinking about, all right, what are the three to seven things this company needs to get done this quarter? 

And then, again, leadership team, everyone's going to have three to seven. We call them rocks, but this is your north star. You're going to have distractions in your business, things are going to come up and that's normal and that's fine, but this is what I need to accomplish over the next 90 days to make sure that we're going to be in good shape to hit the annual target. So it's super important that that process of discussing and debating and getting everybody on the same page with what you're ultimately trying to achieve and how you're going to get there, it's not easy to do. 

And a lot of times, it's in the owner's head and so you got to get that out of the head, get everybody on the same page and then ultimately everybody in the company on the same page. That is how you'll get what you want from your business. So yes, I'm super passionate about getting that out of your head, getting everybody on the same page with that. 

Heidi J Ellsworth: And it's not as easy as it sounds. 

Stephanie Tsatsos: No. No.

Heidi J Ellsworth: Maybe it doesn't sound easy, but it's not easy. So some people, and I know a lot of contractors out there who are like, "You know what? I don't want to deal with private equity. I don't want to deal with investors, but I want to transition to our family. We've got our children who are interested in taking over the business." Stephanie, I'm going to start with you, how can that play a part in that operating system and having, again, the same thing, how do they incorporate that more generational transfer, but being able to have their retirement? How does that all work? 

Stephanie Tsatsos: Yeah, 100% and it's very common in clients I work with, right? They've got great people that are in the accountability chart. And so, it's getting really thoughtful about, all right, what does my transition look like? Making sure you've got the right people in the right seats, especially if it's family. You still want to make sure that they're the right person to really kick butt in that role. 

And so, that accountability chart, that tool and then that, going back to your question around goals, now we've set a plan for, all right, by year three, this is what our structure is going to look like. And so, you're constantly revisiting that as things shift. But yeah, it's very important and it's super common. 

Heidi J Ellsworth: Yeah. Shawn, what are you seeing in that toss it between, I don't want to be a merger and acquisition, I don't want to deal with investors and having to report to somebody, but I want to keep growing out there. There seems like a lot of people who just want to grow their business and then either to employee, employee-owned or to the next generation of their family. 

Shawn Flynn: Well, to start, I mean, going back to what you said, investors are the coolest people ever. And right now...

Heidi J Ellsworth: They are.

Shawn Flynn: ... half your audience turned off the podcast, I'm sure, but no, I mean, going back to what Stephanie just said, having all those processes in place for that transition, great. Okay, so say you want to pass it down to the next generation. 

If the financial support it, there's tons of ways to go just traditional banking or to set up some type of structure for the passage of the business, the handover of, okay, we're going to give you this much money from the revenue or earnings or that, there's many ways to structure the deals so everyone wins and that could be passed down to the next generation or passed down to employees. If the business is strong, that's not an issue because it's going to survive, it's going to thrive. If it's been built out to grow, it's going to continue that momentum. 

The issues that I see come up quite a bit is more one generation thinks the company has this huge valuation and the next generation goes, "Sorry, dad or mom, it's not exactly what you think. Here's what it's really valued." And then, they go, "Wait, no, I need more for my retirement because I'm going to The Bahamas six months of the year." And the kids are going, "Wait, that takes up all the capital needed to grow the business if I were to pay you that. How do we come to a solution here?" 

And then, talking to a valuation expert or a third party might be good use, rolling over some equity, not giving all that cash and saying, "Okay, dad or mom, we'll still pay you this much over time." Structuring the deal to have it make sense for the opportunity. That is when it's done right, most problems are mitigated right there. When it's done wrong, that's when those problems start bubbling up, getting worse and worse. Thanksgiving gets awkward, Christmas is worse. New Year's, no one's talking, it just keeps escalating. 

Heidi J Ellsworth: Oh yeah.

Shawn Flynn: So it might be a good idea to talk to just a third party person to come in and go, "Let's just sit down. What are the goals of everyone here over the next couple years?" "All right, how do we make this transition smooth where the financials, the growth, everything supports what people want? Is it possible?" Okay, we're talking and that's the biggest thing, talking. 

I've seen too many deals just end because one party's like, "I don't want to talk to them anymore." It's like, "What? What do you mean you don't want to talk to them anymore? How do you expect this to move forward?" "Well, I don't know." "What? No, no, no, no. You're torpedoing the deal. Just go on a walk, come back, we're getting on the call again and we're going to move this forward." "Okay, fine." 

That's the beauty of the third party person is we take the most of emotional abuse and when we walk away at the very end, it was, "Oh, I was calm the whole time." And where the banker going, "You were yelling pretty, some of those late night calls were abusive." 

Heidi J Ellsworth: Oh my gosh, I love it. 

Shawn Flynn: But yeah, as long as there's talking, there's communication and it's not just based on yes, emotion, but having the numbers in front, walking through the steps, seeing where there's some flexibility here or there. There's a path forward. And I guess, that's the takeaway from that question is there's a solution to the problem. Just as long as everyone's talking and open-minded, I'm sure in most situations, almost all they can get to it. 

Heidi J Ellsworth: They can figure it out. I love it. That is a great play. That is great advice and great advice for everyone out there. So, I can't believe this has gone so fast, this road trip, but I would love for you both to share how people can get in touch with you, how they can get started with you to get help, so they can work on their operating systems succession and also getting some really great investment advice and how to do things. So Shawn, how do people get a hold of you and what do you offer? 

Shawn Flynn: To be honest, the best for me, just go to my LinkedIn, Shawn Flynn, S-H-A-W-N F-L-Y-N-N. And then, also, I have a podcast on the side, The Silicon Valley Podcast, which is a lot of fun, that has a lot of information on mergers and acquisitions, to be honest. 

Heidi J Ellsworth: Awesome.

Shawn Flynn: So just look at me as a resource me. Ping me, connect me on LinkedIn and we'll continue the conversation from there. The best to contact me is a year or two before you're looking to do one of these transactions or maybe you're already doing a few million in revenue and you're really saying, "Okay, a few years from now, this is my goal, this is what I'm thinking of." 

And just start that relationship, build some rapport, because these transactions, they're very intense, six to nine months beginning to end, motions go ups and downs. And it's really good to, before, way before build that relationship of, "Okay, I know I can trust this person. I can work with them, ups and downs, good to go." So connect with me on LinkedIn and just start the conversation for the future. 

Heidi J Ellsworth: I love it. And Stephanie, how can people get started with you? 

Stephanie Tsatsos: Yeah, yeah. You could visit rapidrevops.com, my website. You could find me on LinkedIn. Stephanie Tsatsos. I love what I do. I typically, similar to Shawn, start early, start early. It typically, if you decide to implement something like EOS, it's a one and a half to two-year journey and I always offer the tools like what we call a 90-minute meeting, which is a free opportunity for you to understand the tools and process of EOS. 

Either decide, yes, I'm all in on this or no, this is not right for me and is this implementer the right implementer for me? So reach out. I'm happy to offer up that 90 minutes and yeah, no, I'm similar to Shawn. I'm really passionate about what I do, so consider me a resource on the journey too. 

Heidi J Ellsworth: I love it. And you can find information about Rapid RevOps and Stephanie on RoofersCoffeeShop, too, full directory articles, all kinds of great stuff. I highly recommend looking at EOS. It is a great system that we use here at the coffee shops. So thank you both. Thank you so much for being here today and I really appreciate it. Thank you. 

Stephanie Tsatsos: Yeah, thank you. 

Shawn Flynn: Thank you.

Heidi J Ellsworth: Happy New Year. And I want to thank all of you for joining us on this first podcast of 2025. Please check out all of our podcasts under the read, listen, watch navigation of all of our websites, RoofersCoffeeShop, CoatingsCoffeeShop and MetalCoffeeShop and also on your favorite podcast channel. Be sure to subscribe and set those notifications so you don't miss a single episode. We'll be seeing you next time on Roofing Road Trips. 

Outro: If you've enjoyed the ride, don't forget to hit that subscribe button and join us on every roofing adventure. Make sure to visit RoofersCoffeeShop.com to learn more. Thanks for tuning in, and we'll catch you on the next Roofing Road Trip.