Skip to main content

Car Wash Bay and Business Philosophy

8:53
15:22
16.5K views

At 8:53 in

From HandyMan to 100 Employees 4K

What happens here

The tour concludes in a car wash bay, where John explains their policy of having all equipment returned to the facility for cleaning and maintenance after each job. This ensures equipment longevity and consistent operational readiness. He then reiterates his philosophy on business growth, emphasizing slow and steady growth over rapid expansion, and the critical role of investing back into the business (equipment) and empowering employees through transparent communication and shared success, rather than solely focusing on personal profit. He highlights the importance of treating employees as partners and meeting their needs to foster loyalty and high performance.

Goal: Explain the importance of equipment maintenance and John's business growth philosophy

Tools and materials

  • Car Wash Equipment — Cleaning company vehicles and equipment

What they say

Hide

get the work done it just didn't know that it got done so we have Implement is how do you organize all cuz you do so many different jobs I mean it's easy to streamline if you do one thing and one thing well but what I'm looking at John is you do something that I've never seen any other business do and that's take everything in under your umbrella cuz let's keep going here y cuz we've got yeah built a wash P because we we have to have somewhere to wash our equipment but how do you organize it how do you keep good people it's all about people it's all about good people I mean so without that pay paying them right and get them all got all insurance is good retirement and and uh we just got to do that you got to give it up somewhere and what are we looking at in here now this is rapid restoration so this is fire water storm damage so working for insurance companies we're not stormchasers we work for insurance companies and this is drying equipment Fire Equipment all types of cleaning over here commercial washer dryer so guys guys what you're looking at I believe now I haven't even talked to John about this but I think this is an example of what a top down management system would be you you're not a Hubb and spoke a Hubb and spoke means you're in the center and you're managing everybody around you instead I'm guessing you're up here and you probably manage eight people that's the number and those are the that's eight yeah okay and then those people all have the people that they manage below them and then they have the different divisions inside of your organization my management style wasn't really a management style I'm I mean it is but I'm telling them I ask my people what do you want me to do I'm not telling them what to do we do that the biggest thing is what do I need to do to help you so if I got to go meet somebody or I got to do something they'll tell me hey John you got to go over and see this it's a very very important part of our growth is to be able to have that not be the boss and be over people it's be with them that's my biggest thing be with the people they tell me what to do I tell them what to do it's a good relationship and we just excel at it yeah so if you were going to go back in time to you what would you change what would you tell yourself to streamline the process what would you do differently John I don't think there's any answer for fast growth or would you even worry about fast growth no okay no slow growth is way better fast growth…

Auto-generated from the video audio.