Jordan Berry [00:00:00]:
Hey, hey, what’s up guys? It’s Jordan with the Laundromat Resource Podcast. This is show 238, and I have pumped you here today because today we got a guy on the show who is doing some big business in an unexpected place. In fact, it’s a place where most people told him, don’t do business here because you’re going to lose your shirt. And Randy Roberts is on the show. Here to tell you how he built a gigantic pickup and delivery business. And a lot of the focus of his business is on large commercial businesses, laundry. So he’s competing with some of these big boy laundry pickup and delivery operators like Cintas and others and winning. And he’s going to tell you how he’s doing it.

Jordan Berry [00:00:50]:
This is an incredible episode. I’d actually probably just go so far to say it’s an It’s an instant classic here. This is gonna be a go-to episode. Randy’s a go-to dude, standup guy, really like him and really appreciate him coming on, sharing his experience. And I know you’re gonna love it. And I would say, listen, if you, even if you’re listening to this and you’re not doing pickup and delivery or you’re not planning on doing pickup and delivery, this is an incredible episode because Randy goes through how he thinks about his business as well as how he has grown his business. And I think it’s just applicable to really any business. Uh, so super smart guy and you’re going to love it.

Jordan Berry [00:01:28]:
And, uh, he comes from a sales background, which comes through in this episode. And I actually just, I learned a lot from this episode. So I know you’re going to love it. Uh, real quick before we jump into that, I just want to point out that we have got a platform. We custom built it from scratch specifically so that we could help our Done For You Concierge clients. Find deals, we find deals for them, and we build a platform so that we can upload these deals and send it to our clients so they can say yes, no, let’s discuss it. It has broker CRM and all this stuff. Well, we have taken that platform and we’ve created a DIY option.

Jordan Berry [00:02:11]:
So even if you’re not at a place where you want some help looking for a laundromat or managing that process, going through the due diligence, all that stuff, No worries. We have created a DIY user type on that platform so that you can go use it. It’s completely free. Go to laundromatdfy.com. The DFY is done for you, but it’s also now done— do— no, do it yourself. Uh, man, I got thrown off with all the acronyms. Uh, do it yourself as well now. So laundromatdfy.com, you can utilize that platform for free.

Jordan Berry [00:02:46]:
Like I said, it’s got a broker CRM. It’s going to help you keep track of deals and all the information there and some other stuff. Super powerful. Like I said, we utilize it with our, with our high-ticket clients and it’s been a game changer for us. So hopefully it’ll be a game changer for you in your hunt for a laundromat.

Jordan Berry [00:03:05]:
All right.

Jordan Berry [00:03:05]:
All right. Go check it out and let’s jump into it with Randy Roberts. Instant classic episode starting now. Well, well, well, it is about time, Randy Roberts, that you have been on this show. How you doing, man?

Randy Roberts [00:03:20]:
I’m excellent. I appreciate the invite and look forward to what’s going to happen here. I’m not sure yet, but we’re going to find out together.

Jordan Berry [00:03:28]:
Nothing good for you, I’ll tell you that right now.

Randy Roberts [00:03:30]:
I am certain of that.

Jordan Berry [00:03:32]:
Yeah. Well, hey, listen, we’ve been trying to get this thing together for a while and you finally pinned me down. So I appreciate it and I’m excited to You know, talk to you. I mean, you’re doing some crazy stuff over there. I know you wouldn’t say that, you’re very humble, but you’re doing some pretty awesome stuff. And I think, uh, I think a lot of people are gonna be blown away by your story. But let’s, let’s back up a little bit. Give us a little background on you and who you were before laundromats, and then maybe how you decided to go the laundry route.

Randy Roberts [00:04:00]:
Sure. So I, uh, I spent 32 years working in corporate America for a IT firm, and in doing so, ran very large regional and national organizations from a sales perspective and got a lot of great training, worked with a lot of really good people, created point-of-sale systems as part of what I did, created a buy flow. So, you know, some of the ones that are out there in the industry have pretty good insight to how they’re created, what their intents are, some of their strengths and opportunities, I’ll call them. And in addition to that, spent a lot of time on planes, trains, and automobiles. So since they started calculating hotel stays, I have over 1,000 nights in Marriott alone as a brand.

Jordan Berry [00:04:57]:
Oh my gosh.

Randy Roberts [00:04:58]:
So that’s 3 years.

Jordan Berry [00:05:00]:
Did they give you equity in the company at that point, or?

Randy Roberts [00:05:04]:
You would think I’d have some type of status,, but it’s still not the highest.

Jordan Berry [00:05:08]:
Gosh.

Randy Roberts [00:05:09]:
But, and what I used to tell my team was, if it’s not Marriott, I’m not coming. And I’d still come, but while doing that though, what I found even more interesting about that was I was able to coach my son, who is now a young man, got married here a couple weekends ago, throughout his entire athletic career from 3rd and 4th grade all the way up through, I coached high school sports. As the assistant varsity down coaches.

Jordan Berry [00:05:40]:
So that’s awesome.

Randy Roberts [00:05:41]:
A lot of fun with that. And, uh, the sport was lacrosse. I don’t know if that means anything to anybody, but, uh, yeah, played in college for a little bit during COVID That’s awesome.

Jordan Berry [00:05:51]:
Yeah, that’s awesome. Well, I mean, that’s like, uh, you know, that’s kind of the dream as like a dad, right, is to be able to have the time. Yes, you got to travel and you’re staying 3 years of your life. Just want to point out, by the way, there’s a Marriott on the beach, 10 minutes from my house.

Randy Roberts [00:06:05]:
Just I’m saying, it’s calling me.

Jordan Berry [00:06:08]:
I’m just saying. So, you know, think about it. Uh, but, you know, being able to— being able to be there for the kids’ sporting events and, you know, be involved in coaching and things like— like, that’s, I think, what a lot of us are just— that’s really all we want out of life, you know? It’s like, make a living, be able to do stuff like that with our kids while we have them, because before you know it, they’re in college and beyond, and you don’t get those opportunities anymore to do that stuff. So very cool.

Randy Roberts [00:06:33]:
I will tell you is I, I actually— I know of one game that I missed, and I was trying to fly back from Newark, New Jersey, and I saw bad weather was coming in, and I had my team member take me back to the airport and tried to catch a noon flight to get back because my flight was originally at 4. It was a 7 o’clock game, and that flight got pushed, the next flight got pushed, a flight got canceled. I picked up the phone, called my son. I said, listen, here’s the deal. I really want to be there, but I’m going to miss this game. And I remember that to this day, of me having to apologize for that. Didn’t like it. He understood.

Randy Roberts [00:07:10]:
It was a very important game to me that I wanted to see uh, with, with one of the rivals. And he had the game-winning score. I mean, just kind of the things.

Jordan Berry [00:07:19]:
That you missed in those were just.

Randy Roberts [00:07:21]:
Kind of like, oh, never gonna— it was on video. But my point to that is, I remember at midnight they canceled the last flight, and they told me You weren’t gonna get home till Monday. And so I went to the rental car place and I got in the car and I just started driving home that night. And the sky was brilliant, cold, crisp. It would’ve been a spring and— morning or evening, excuse me. And I drove until 4 or 5 o’clock in the morning. I was tired enough at that point where I pulled over at a rest stop on a tollway and just filled the car up with gas, parked it, got up the next morning, drove it into work, still had that same outfit on. Right.

Jordan Berry [00:08:09]:
Straight in there.

Randy Roberts [00:08:10]:
Those are first world problems there. I mean, that— if, if that’s as tough as you have it, you got it pretty good. And it’s, it’s been a great life.

Jordan Berry [00:08:16]:
So yeah, absolutely. Okay, so you’re corporate America guy for 32 years, uh, you know, living the corporate dream, climbing the ladder, all that stuff. Uh, where, where do laundromats come in here? Or laundry?

Randy Roberts [00:08:35]:
Yeah, so yeah, uh, got to the point in my career where I had the ability to retire. I still wasn’t— I was 54 at that time, and they changed the rules on retirement eligibility, and we’re going to eliminate healthcare as part of it, as part of a strategy to exit some of the more senior employees. And so I had the decision to make of continue working that corporate environment and trying to get 10 more years out of it, which I didn’t have in me. I needed something new, something fresh, something different. And my cousin lives— I live at the bottom of a hill, he lives at the top of the hill in the same housing development. And we worked together when we were teenagers. He went to small business entrepreneurial side, I went the big business side. And I— he was down here sitting on the porch and I said, well, the end of this year I’m going to need to retire, and, uh, if you know of anything, let me know.

Randy Roberts [00:09:35]:
You know, I can run sales organizations, I I can, can do this, I can do that. And, uh, he said, well, I think I got something, let let me, me get back with you. And his mind’s always grinding on— he’s a serial entrepreneur. And what I’ll say is he, he’s— he came back and he said, I think this is going to be a thing. And he showed me what this was. And then of all things, uh, which is uh, really, it means a lot to be on this show because of this, he said, I want you to go watch this channel. And it was The Laundromat Resource.

Jordan Berry [00:10:11]:
No way.

Randy Roberts [00:10:12]:
That’s, that’s the first video that I went and watched. He said, I want you to look at this and I want you to think about this. And so that was March of ’21, I think.

Jordan Berry [00:10:21]:
Okay, that was pretty early on for us. We started in ’20. So.

Randy Roberts [00:10:24]:
So, yeah, uh, he, he showed me an episode and I think it was my good friend Rick Rome.

Jordan Berry [00:10:31]:
Oh, and listen, not only was the first video Lawnmower Resource, it was Rick Rome, and you still did this.

Randy Roberts [00:10:39]:
So, and I I want, want Rick to know this, that my cousin said he thought he was taller. He looked taller on your episode. So he said the camera must have been going up. Yeah, when he met Rick, he said Rick was more like this when I met him. So, but I had to do that to Rick. He will appreciate that. But, uh, it was that episode, and then I reached out and had a conversation with Rick at that time. That’s how I met Rick.

Randy Roberts [00:11:04]:
But, uh, it it was, was a great episode, and that was That was the first one that we watched. And, you know, and my goal is I try and keep up. You, you put out a lot of episodes, so I’m certain I missed a few, but we’re in the 230s right now. I know.

Jordan Berry [00:11:18]:
Yeah, the recording of this. Yeah, yeah, thanks. Yes, that’s a lot. I never anticipated anything like that. That’s crazy.

Randy Roberts [00:11:28]:
That’s a habit. That’s a habit.

Jordan Berry [00:11:30]:
Yeah, yeah, yeah. And some, and some systems that have helped me enforce that because there’s been definitely times where it’s been tough to keep it going.

Randy Roberts [00:11:37]:
So yeah, yeah, that’s amazing.

Jordan Berry [00:11:39]:
Okay, so, so your cousin introduced you to this?

Randy Roberts [00:11:44]:
Yeah, so he had two laundromats at the time. He had two public facilities, and he had one of them that he purchased probably directionally at 2019, and then the second one probably 2020. Very, maybe very beginning of ’21, and had them all filled out. So some people will say I started on third base, right? I had two laundromats that were open, fully and, functional, you know, what I view is really best-in-class machinery that’s updated, infrastructure that’s solid, everything very well maintained. And that’s what I walked into. So I really— my role in the business was to come in and become the CRO, that revenue officer, to start driving revenue. And that’s really— I spent probably 4 or 5 months working on our website search engine optimization, which I think you, you very well know the significance of that. And, and then we went live.

Randy Roberts [00:12:51]:
And when we went live, within the first month, a customer found us, a commercial customer that had 20,000 pounds of laundry.

Jordan Berry [00:13:01]:
First month?

Randy Roberts [00:13:03]:
I think it might have been the second month, but it was— we didn’t didn’t even— we even know how much laundry that was.

Jordan Berry [00:13:09]:
Randy, here’s the deep end. Deep end, Randy, jump on in.

Randy Roberts [00:13:13]:
I do not know how to say the word no. And, and my cousin, my business partner in this I call him the CF No, but he never says no. He always says yes to all my crazy harebrained ideas. And, you know, we’ve really moved very, very rapidly and have been in hypergrowth mode. And hopefully we’ll share some of those things. So I went in and started to do some investigation on the business after doing You that. know, I went out and I met— my first person that I met face to face was Mark Vlaskamp. I went down and toured him.

Randy Roberts [00:13:47]:
Down in Austin.

Jordan Berry [00:13:48]:
Yeah, The Fold.

Randy Roberts [00:13:49]:
Yeah, yeah. When he was— he’s been on the.

Jordan Berry [00:13:51]:
Podcast a few times. Real quick, just for anybody listening, if you haven’t gone and listened to any of Mark’s episodes, Mark Vlaskamp’s episodes, worth checking out for sure.

Randy Roberts [00:13:58]:
He is one of my favorites and, uh, super sharp guy. And is, uh— I always enjoy when I have conversations with him. But he was my first experience with this. I went down toward his facility And this is when I was still trying to figure it out, right? And this is not small business here. And Mark gave me some advice that, well, I’m gonna stay away from. Mark’s first advice, no, I’m gonna out him here ’cause I gave him too many compliments, so I gotta pull one of ’em back. And he would appreciate this. He said, “Don’t do commercial business.

Randy Roberts [00:14:36]:
It’s a road to zero.”.

Jordan Berry [00:14:38]:
Yeah.

Randy Roberts [00:14:38]:
And I said, I hear you. And I took it in. And so, you know, we kind of really started down the road of, of focusing like we were, like we thought we were supposed to on residential. And these stupid commercial customers kept calling us and wanting to do business with us. And so what do we have to do? We had to figure out a way to service them. And that really is where I think I found my niche as coming from that corporate sales environment. Being able to find the problem, what the problem is, and try and serve towards that. And, you know, we can talk about that in a lot more detail kind of later on if you’d like.

Randy Roberts [00:15:17]:
But yeah, I, I think it’s a great— I think it’s something people will say, and I actually enjoy this. People say he’s just a salesman, and I think it’s an insult, including my son. My son said to me when he was growing up, because I have friends that are— one’s a doctor, 2 of them are doctors, one’s a chiropractor, one’s a jeweler, one’s a— I don’t just make it up, but they’re professional careers. And he looked over his dad, said, yeah, you’re just a salesman. And I said, look around you. I said, everything that’s around you was created by that just a salesman.

Jordan Berry [00:15:59]:
Yeah.

Randy Roberts [00:16:00]:
And so I really view it more as a consultative or, or a relationship play, being a salesperson, I don’t view that as a negative, but sometimes people view it that way. And I view it more as you’re helping someone. And if you can help them get what they want, you will likely get what you need.

Jordan Berry [00:16:25]:
I agree with that wholeheartedly. In fact, yesterday I was just having a conversation with my 14-year-old. We were talking about him starting to learn how to, you know, generate some value in the world here and make some money here pretty soon. And I was telling him like, you know, one of the skills I wish I learned early on was sales. Like I never learned sales or anything until like pretty recently, the last 5 years maybe. And even now I wouldn’t even consider myself a great salesman, but I have a business that relies on sales and I, my approach is like kind of what you’re saying is I’m just trying to help people, you know, accomplish their goals. And I figure if I do enough of that, I’ll be okay.

Randy Roberts [00:17:09]:
And wildly, you already are wildly successful. So you’re doing that. That’s, that’s, yeah.

Jordan Berry [00:17:14]:
Yeah. I think sales is, yeah, I wouldn’t say just salesmen either.

Randy Roberts [00:17:18]:
I think I actually take pride when people say that. That just shows me that they don’t appreciate the craft. And it is a craft that needs to be practiced. Yep. It is something that if you get good at it, you helping others and being successful in that can really provide you with a very fruitful existence. And I don’t mean financially, I mean in life.

Jordan Berry [00:17:49]:
Yeah, I agree. I agree. Yeah. Well, okay. So, uh, so you started finding— you went against the, the godfather, Mark Vlaskamp, there. And, uh, I did and started finding a niche in the commercial, in the commercial space here. Uh, I mean, you, you said that these businesses kept coming back to you. I mean, was that a result of the SEO or Your magnetic personality, your.

Randy Roberts [00:18:17]:
Shiny hair, the glare off my head, you know, the beacon. Exactly. So what I’ll say is it all starts— you need to be found, number one. Yeah, because what what I, I hear, and I, I actually get a kick out of this, and there are some people that we probably both know that have said to me, uh, they will remain nameless, come up and say to me, I just spent $10,000, $15,000 on developing a new website. And I looked over at him and I said, “That’s great. I really don’t care what your website looks like. I care what— how it searches.” If you build the prettiest freeway on the planet and no cars get to it, does it matter? It doesn’t exist. And I think people get hung up in the, “I’ve got to change this color.

Randy Roberts [00:19:05]:
I’ve got to do this. I’ve got to do that.” I am a little bit contrarian in those conversations. I’m a little bit contrarian in many of those conversations, and I, I don’t buy into that. And that person still went out, spent $10,000 on website, and then, um, called me about 6 months later and said, well, who are you using?

Jordan Berry [00:19:34]:
So yeah, yeah, well, I I mean, see that all the time, right? And like, this is— I think this is like a serial problem for entrepreneurs. I mean, I think probably just people in general where, you know, part of it is we dabble with that stuff because we don’t know what to do that would actually move the needle. And so we at least feel like we’re doing something. And I think part of it too is, and I’ve done this in the past, where you’re afraid to get out there and accidentally land $20,000 or £20,000 worth of laundry business in month 2, or, you know, you’re afraid because you’re not sure if you can do it or how it’ll work out or if you should do it or whatever. And so you kind of dilly-dally with things that are safer to dilly-dally with, but that don’t move the needle for your business. I think it’s so common. That’s why one of our values in Lawn Ground Resource, we have our values. One of our values is default to action, right? We want to default to let’s move the needle here and let’s not look for perfection.

Jordan Berry [00:20:35]:
I mean, if you go to our website, I’ve, people have been telling me for ages, like, oh, it’s hard to know what you even offer and like what you do. And like, and I know all that and it needs to be fixed and, and I do need to do that, but the business is running because I’m focusing on the things that actually move the needle. Um, and so those things matter less. I’d probably do better if I fix those things also when I fix those things.

Randy Roberts [00:20:58]:
But well, what I’ll say is you’re so far ahead because you’ve taken the action. Yeah, it’s inaction. You people get run right by because of it. I’ve made more mistakes than probably anyone in the business and should have not been successful, but I just kept learning from those mistakes. I would do things and, and I think it’s very important to find a mentor. I think that’s super important to have somebody that’s went down the road before you. And what I’ll say is I found one pretty early on. I pestered Mr.

Randy Roberts [00:21:30]:
Vlas Kemp enough where he fluttered me over. He thought he got me away from him when he said, this guy over here does a lot of commercial business. His name’s Kent Wales. Okay, what’s his number? Yeah, that’s right. And I truly consider both of them friends. Kent, I talk to him a few times a week and we bounce ideas off each other. Having said that, I, I would not be where I am if I didn’t have the team of people around me. Yeah, that I consider my peer group, my mentors.

Randy Roberts [00:22:08]:
And I am not afraid of picking up the phone and calling somebody when I don’t know something, to the point where it might be a turn-off to others. But that level of persistence is, is how I’ve gotten here.

Jordan Berry [00:22:24]:
Yeah. I mean, I think that’s, I think that’s huge. I mean, one of the reasons a lot of my resources even exist is because I had such a bad experience and I was desperately searching for someone to help me figure out why I couldn’t figure out this easy business, right? Like everybody’s like, hey, 95% success rate, super easy. And I’m like, well then why can’t I figure it out? Why am I losing money over here? Right. And I couldn’t find anybody. There were no platforms, there were no YouTubes, there were, you know, mastermind groups. None of that stuff existed back then. And so, I’m a huge— I’ve said this a lot of times.

Jordan Berry [00:23:01]:
I pay a lot of money every year to be in groups of people in the industry and out of the.

Randy Roberts [00:23:05]:
Industry.

Jordan Berry [00:23:07]:
To have those people around me to help me navigate my entrepreneurial journey. It’s difficult, right? You’re trying to build something that doesn’t exist yet, and that’s what you did. And it’s difficult to do that. So you need smart minds around you, uh, to help, help you navigate. I’m a I kind of look.

Randy Roberts [00:23:25]:
At.

Jordan Berry [00:23:26]:
Huge—.

Randy Roberts [00:23:26]:
It as, I know the world’s round, I know the wheel’s round, I just, I just want to know how to make it roll faster.

Jordan Berry [00:23:32]:
Yeah.

Randy Roberts [00:23:33]:
And, and if those— if people can help me with that, I’m all ears. And I have learned so much from so many people that have made the mistakes. You know, I will— you know, I was kind to Kent, so now I have to gig him and say Kent does not like, uh, some of my crazy harebrained ideas, like taking a 100-foot by 30-foot American flag and figuring out how to wash it when I don’t have a washing machine big enough to do it, and try and, and try and learn. And we got to take it off the wall and warehouse where it is. So I’ve got to get a scissor lift, and I have to have a, a scissor lift driver that is, uh, scissor lift certified to go in this warehouse.

Jordan Berry [00:24:16]:
How’d you wash it? Now I got to know how you washed it.

Randy Roberts [00:24:18]:
You know I did all this work to figure it out and I learned so much and I wasn’t on their approved vendor list. It might be a big company that we all know the name of.

Jordan Berry [00:24:28]:
Oh.

Randy Roberts [00:24:29]:
It has very large warehouses across the country. I didn’t have a certification with them at that point to do the Oh, work. God. So I didn’t end up winning it, but I learned so much, so much.

Jordan Berry [00:24:42]:
Yeah. Oh.

Randy Roberts [00:24:43]:
And so Kent will say, you know, just say no, say no. And I’m like, I can’t. I can’t do it because I’ll learn something from this and then I’ll use it. And I did learn things that I learned from that. I used it later on.

Jordan Berry [00:24:55]:
Yeah.

Randy Roberts [00:24:55]:
And guess what? He was right. I probably should have just said no, but I wanted to learn at such a rapid pace that I couldn’t at that point. I didn’t have enough things in front of me to work on that. I felt like I was as engaged as I wanted to be in the business. Yeah, so I know— go ahead.

Jordan Berry [00:25:19]:
No, yeah, keep going, keep going.

Randy Roberts [00:25:21]:
So I kept pushing that wet spaghetti uphill.

Jordan Berry [00:25:24]:
Yeah, yeah. Well, you know what that reminds me of is, uh, the story from Rich Dad Poor Dad where he’s talking about it’s him and his buddy are working for his dad’s store and they make peanuts, you know, working at a store. And he, he has a heart-to-heart— the, the rich dad has a heart-to-heart talk with him and he basically says, hey, do you guys, you know, do you guys want to make a lot of money? You guys want to be wealthy? And they say, yeah, we do. And he says, okay, I’m not going to pay you anything anymore. Use your mind and figure out, like, learn some lessons, try some stuff and learn some stuff and learn some lessons. And he goes on to make the point, like, hey, the rich don’t work for money. The rich work to learn, to develop new skills, to build new habits. You know, this is why The rich work not for money because the money comes from those things, right? And it reminded me a lot of that.

Jordan Berry [00:26:16]:
Yeah, like, yeah, maybe you shouldn’t have done it, but if you’re gonna learn something, it’s maybe it’s worth it still.

Randy Roberts [00:26:23]:
Yeah, it clearly was. I would do it again every time, every time.

Jordan Berry [00:26:27]:
Yeah.

Randy Roberts [00:26:28]:
And, and that’s— and the other part is probably I just hate to lose. So I want— I, I hate losing more than I love to win. So I do not want to be, you know, I don’t want to be that person that’s sitting behind there. So I try and try and I be in front of the leading edge. I like to call it the bleeding edge. You know, I like to use some of these technologies before, you know, they’re really ready for primetime. And what’s— so I’m going to land, I’m going to land the airplane on your original question here, though. And so what really fascinated me about the business were the various models.

Randy Roberts [00:27:07]:
For a laundromat because you could do it in self-serve, you know, only with non-staffed. You could do self-serve partial staff, self-serve full staff, uh, self-serve, yeah. And then you can deliver in the pickup and delivery, which is really— that’s, that’s what I are— really is that’s what I pray over. That’s what’s important to me. That’s what I’ve been tasked with in this partnership with my cousin. And it’s been so much fun because I still don’t know that I’m at my final model yet because we started out with a public laundromat and we got so busy. And the right way to probably do this, we didn’t do. I believe that I didn’t want people working overnights because I didn’t want to be challenged from midnight to 8:00 AM.

Randy Roberts [00:28:03]:
I wanted to sleep during those times. So for me to ask somebody to work during those times, I was going to have to train somebody, I was going to have to be there, and I’m a night owl. I’m up till 1:00 or 2:00 most nights. But I didn’t want to have to have that responsibility. And also I felt like I probably couldn’t get the staff that I— quality that I wanted if I was going to put them in at that time. So, so we broke another rule, which is, you know, run the laundromat during the day and run it for your pickup and delivery business in the evening. We had so much stuff in there so quick and didn’t really have— it’s, it’s 1,800 square foot and it now has a folding machine in it, a Foltex folding machine in the front of it. It looks like a big old car sitting in this facility and it— we just didn’t have the space, we didn’t have the storage.

Randy Roberts [00:28:55]:
We were actually taking items out of the laundromat and putting them in a box truck and taking them to a warehouse to store them so that we could have the laundromat open. And so that quickly broke down. Yeah. So today our model is we closed a public facility, 1,800-square-foot laundromat, We have outgrown it, so we’re currently building a 6,000-square-foot private facility that will have the folding machine, the Foltex folding machine. It will have an ironer in it as well. And we ended up choosing Gerbau is who we chose in that because of a very strong distributor that we, we aligned ourselves with.

Jordan Berry [00:29:42]:
What are you going to do with all this space you got? Like, you’re not going to be bumping into elbows with the folders and.

Randy Roberts [00:29:50]:
So yeah, every day you walk in there, I’ll share with you. So this just happened today. I didn’t know this. I, I had a, I had another appointment earlier today. The manager of my facility called me and said, oh yeah, the fire inspector was in today. Oh, and I said, okay. And, and he had been in there. I had met him.

Randy Roberts [00:30:09]:
He has the same name as another friend of mine, so I remembered his name. And He came in and he— I asked him, I said, you know, we’re starting to store 55-gallon drums and we’re moving to a new facility, so we’re not going to be here very much longer, but I need to know if there’s specific things we need to do because of that. And so he came back to tell us, yes, if you store more than 55-gallon drums, multiples of them, there are certain things you have to do. So he left some paperwork with her, but he walked in, and we play extreme Jenga. We don’t like to play Jenga. To get into our facility, you have to push a cart, move another one, slide it. Some days they’re parked in front of the washing machines.

Jordan Berry [00:30:55]:
It’s like one of those puzzles, right? You gotta yeah, yeah, like— I mean, just move it.

Randy Roberts [00:30:59]:
And so it’s, it’s so counterproductive. We’ve just outgrown it. And yeah, you know, 4 years ago when we started this The place was empty, right? It was 1,800 square foot. It looked like a ghost town. We didn’t need shelves. We didn’t have shelves. We didn’t know what we were going to need. We we were, were just really— we were both taking a swing to see, was it real? We thought it was real, and it’s real.

Randy Roberts [00:31:25]:
And so what are we going to do with it? What are we going to do with the other one? Uh, we, we have 2 customers that can fill it up tomorrow. So it’s— we have the business, they want to do the business with us if we can agree upon a price. I don’t know that we’ll be able to agree upon a price because of the quality of service we supply is greater than some of the companies that they’re currently supporting, being supported by. So we’ll figure that out. But regardless, my job is to grow it. And make sure that we get as quick to filling that 6,000-square-foot facility as we can. And I, I’m very optimistic we’ll get there quickly. We won’t be there as quick as I want to be there though, because I want to be there now and it’s not built.

Jordan Berry [00:32:15]:
Yeah, what’s the timeline look like for this thing to be finished and you guys moving in? Do you know? I mean, I’m sure it’s a moving target.

Randy Roberts [00:32:21]:
Yeah, well, I mean, I’ll share yesterday Uh, so, uh, let me— I’m gonna back up because it’s, it’s not funny, but it’s, it’s, it’s very— things happen for a reason. I believe that. My cousin believes that. He, he, uh, owned some properties in town, so he had a couple of warehouses. And so we were going to move into a 4,400-square-foot facility, and we started to do some work there, and we tried to drag in the electric. We needed to increase it to 400 amp. From 250. And the city needed to put a new— hang a new pole.

Randy Roberts [00:32:56]:
They need to put a new transformer on it, loop it over to us. And it is that we live in the city of Columbus. The power company is the city of Columbus. It is not like a separate entity for that physical location. For all of Columbus, it’s a public utilities company. So we had the great luck of working with the city of Columbus for our electric. 7 months later, we still didn’t have it. So I don’t— I was going to.

Jordan Berry [00:33:27]:
Say, that doesn’t sound like good luck.

Randy Roberts [00:33:29]:
No. So at that point, my cousin looked to me and he said, you know what? I have a 6,000-square-foot facility over here. How about we take a look at that? I said, are you really asking me to go look at it? I already think we’ve outgrown that one. Let’s go. And so we had some sunk costs that we figured out between us, and we just packed that thing back up and, and went to what it is now. And right now, just to talk about, you know, inspections, that we just passed our plumbing inspection, and we’ll be pouring concrete over top of it tomorrow. Hey, all right, that that is, is January 2026 for those watching down the line. So, uh, we have— we will have a 2-inch water line here in just a little bit.

Randy Roberts [00:34:19]:
We will uh, have, gas is already— I think we have enough gas, so we’re not worried about that. My expectation, and it is— is it January what, 8th? Yeah, today’s January 8th. Yeah, into February is when we need to be rocking and rolling. And I’m optimistic. There’s going to be some hurdles. We still have to overcome. But we’ve, we’ve got these customers that are just begging us to do business with them because of the level of service, the quality of service that they’re receiving with some of these other companies. It’s, it’s quite atrocious.

Randy Roberts [00:34:53]:
And we’re going to figure out how to do it. You know, if they can afford us, we, we want to do it for them. We will do it for them.

Jordan Berry [00:35:00]:
Okay, okay. I need to— that’s a lot. Yeah, no, I need to— I needed to like Pause you here for a second because I think that there are a lot of people listening to this right now that would love to have customers begging them to do more business with you, right? Like I think that, that’s what a lot of people, like whether they’re starting out and they’re trying to get there or they’ve been doing drop-off or pickup and delivery for a while and are just struggling to grow it or have plateaued or anything. So I’m curious, like, can you, I don’t even know if you could put your finger on it, but maybe you can, can you put your finger on like, what are you guys doing that has allowed you, I mean, you said you’ve only been doing this like 4 years or so, like how have you scaled that quickly? What are the things that separate what you’re doing from like what your average or underperforming pickup and delivery operators doing?

Randy Roberts [00:36:02]:
Okay. And so when I first started this business, told me you needed to start at a certain rate, and that rate is what everyone assumed the industry was going to be. It’s, it’s crazy low. I mean, I don’t know if we want to talk rates. It’s buck a pound. That’s what everybody need to— buck a pound, buck a pound, buck a pound. And so we started this business and we picked up our first commercial client. For a buck a pound.

Randy Roberts [00:36:30]:
Not that very big one, but we, we had a, a large Airbnb service that we supplied. It was 300 pounds, which to us back then was enormous.

Jordan Berry [00:36:41]:
Yeah, that was like 300 bucks.

Randy Roberts [00:36:43]:
Yeah, every, every Monday 300 pounds, and then every Wednesday 300 pounds, and then Friday You’re 300. like, it was great. And, uh, but then once we realized these other customers were paying significantly higher. And so we had to get through this work that wasn’t as profitable. We didn’t lose money on it, but we didn’t make very much money on it to get to the business that was allowing us to make it. So number one, and the reason I’m saying this is everyone leads with price. And if you’re leading with price, you’re driving it to become a commoditized market. And so we work hard to differentiate what we’re doing and how we’re doing it, and we do it the same for every customer.

Randy Roberts [00:37:30]:
So I view it as it’s productized. Every customer that we do business with, we do the same way. But kind of before I go through that model, I want to say the first thing you have to do is, and I didn’t create this, but you have to create a relationship with no like, and trust. You have to know who you are, so they have to find you, right? They have to find your website, they have to like it. They don’t have to go have beers with you, but they have to believe that you, you’re a good person and that you’re trusted, okay? And if you can create that know, like, and trust relationships with people quickly, you’re going to be wildly successful. Yeah, I actually play games sometimes And this— I did this a long time ago. I don’t do it as much now, but when I was trying to figure this thing out, I would tell them how we would do business for them. So I’m going to share with, with you and everyone exactly what I do every time.

Randy Roberts [00:38:27]:
I tell them, uh, for, for commercial clients, not for residential clients. So we’re going to talk about commercial clients. Let me categorize it for you because I think that the world makes it more complicated than it is. There’s two types of commercial clients. We do really good with one of them and we do okay with the other ones, but we don’t do near as well. So, if the customer owns the goods— so COG is the term— if they’re customer-owned goods, we’re wildly successful. In the rental space, in, in the larger customers, we do not see as much success because that is the— those are the low-cost leaders, those are your big box trucks, things like that. Now, we win in that space.

Randy Roberts [00:39:20]:
We win very unique strategic items, higher value items, items that the big box companies can’t handle well. So we compete with We do work for some of the biggest companies out there. They sub the work out to us because we can deliver a different product than they can. So back to kind of the model. So when I get a customer on the phone, first I want to find out what their needs What’s are. work? What are they doing today? How are they doing it? What are their needs? So I want to be like the doctor. I want to find out what makes them ill and I want to make them better. And I don’t do that by leading with, “Here’s my price, here’s my service, thank you very much, can I sign you up?” The other thing I try and do is establish myself as an industry expert and I don’t do that by telling them I’m an expert.

Randy Roberts [00:40:21]:
I give them examples of how we’re doing things for other people and I share with them the best practices. So I’ll share a a couple, couple examples of that. So for larger Airbnbs, we want them to centralize the location where they store all of their linens. It mirrors their cleaning supplies. So if you got to go pick up all your cleaning supplies, you’re going to put in one location, put your linens there too. We’ll drop off all the cleans and put them on one side. You keep all the dirties on the other. It’s very easy.

Randy Roberts [00:40:52]:
For a single location Airbnb, And how do I— how do we end up on this? Because I failed so bad at it initially. We had a multi-location, they had 7 locations, 1 property management company, and, and I was a driver. I was the driver for too long. Oh, painful, painfully too long. But I learned so much when I was in that seat. So we, we went to one of the locations and the cleaner had left and the cleaning bag was sitting inside the door, didn’t have access to it. So for the single location pickups, what, what I will educate the client on is, you know, the deck boxes where you put pillows, like your, your— yeah, put a lock on that. We know the code.

Randy Roberts [00:41:39]:
You put it outside there. It’s non-intrusive into the building, so your customer can check in and check out whenever they want, and we can pick it up whenever we want. So we don’t have to be there before 11 o’clock when the client checks in because we don’t want the client to see our dirty linens, right? So it gave us some flexibility. For the single location ones, I say, if you got a single location, this is, this is how you do it. It’s not we require it. There’s other things we can do. We can customize it. Some clients, we go into the garage.

Randy Roberts [00:42:10]:
Some of our larger clients, we go into a storage garage that I show them how to set up. So first, you’ve got to establish yourself as an expert in the industry. You’ve got value more than just, we do laundry and I’m going to help your business get better. That gets back to what, you know, we talked about initially. Then, uh, then I’m going to talk to them about what we do and how we do and why it’s different. So, and it’s not rocket science. We pre-stain treat items that need to be pre-stain treated for all commercial clients. We, um, wash it, dry it.

Randy Roberts [00:42:50]:
We inspect it for staining or damage afterward, and if it’s stained or damaged, we separate it, put it in separate bags, mark those bags, and return it to the customer. 100% of our commercial clients, that’s what we do. We have a large client that spends a lot of money with us, and they wanted to negotiate with me. And we had already bailed them out of a very bad situation one summer, and they had 5,000 to 7,000 pounds a of week laundry. This was early for us. I mean, we had no idea what that kind of laundry were due to our processes, which it stretched them to the maximum.

Jordan Berry [00:43:36]:
That’s right. Yeah, yeah.

Randy Roberts [00:43:39]:
Uh, but they wanted us to discount it, and I said, but you’re not getting the same thing from the other client. And in fact, the reason I’m here is because they couldn’t do it. So, uh, that was kind of the first time I was really adamant, and in talking with my cousin, we’re going to hold the price. And it wasn’t easy to do because this client spends hundreds of thousands of dollars with us. And they came back and they said, well, what if you don’t do the separation when you return it to us? And I said, so going to— you’re your people are going to inspect that and then That Google review that goes up there that says you’ve got stained or damaged items, it’s worth that from an image to you? You’re willing to risk this? And this company, they’re a name that you would know it if I said it here, everyone would know who it is. And they went back, they talked about it some more, and they signed up for the price that we wanted it for. And I charged them a pickup and delivery fee based upon the size vehicle. And it’s not a small pickup and delivery fee, it’s a big one.

Randy Roberts [00:44:57]:
So those 4 steps, I mean, every client I talk to, we talk to them about those 4 things. But the first thing I have to do is find the problem. So I’ll give you another example of a client, a uniform company. They’re fire-resistant uniforms for a drug manufacturer. And so it’s warehouse work and they’re the mechanics is what they are. And I went down and I met with them and I said, okay, show me what you guys have. This was a big client to us at this point, and it’s a great customer, but they’re not big like we thought they were when compared with some of the other ones we had. So we went down there and I said, okay, tell me what your problem is.

Randy Roberts [00:45:45]:
And they said, they’re not returning the items, which we know how to solve that, right? Uh, just we wash them, we dry them, we fold them, we return them, right? Pretty basic stuff.

Jordan Berry [00:45:56]:
Easy, easy. Basic requirement there.

Randy Roberts [00:45:59]:
Yeah, that’s 101, right?

Jordan Berry [00:46:01]:
That’s like keeping your laundromat clean. Same basic— like, it seems easy, you should be able to do it, but still people don’t.

Randy Roberts [00:46:08]:
Here was the bigger one though. They didn’t like the invoicing. Oh, so they invoiced. So they had 40 mechanics, and every mechanic’s uniform, they would go and they put a 1, 1, 1. And so accounts payable would have to go in and say, I got 4 uniforms for Randy, I got 3 uniforms from Jordan, and they would have to pay it out at that level. And so me, I’m chomping at the bit. When I heard that, I grabbed a copy of my invoice and I brought it down to him and I said, what do you want the invoice to look like? How would you like it to look like this? Every week I’m going to invoice you for this amount of dollars for this many uniforms. So it’s one fee every week.

Randy Roberts [00:46:52]:
So it’s as a service, right? It’s you almost, know, some people may call it subscription, but, uh, it’s, I’m going to charge you this much and then I’m going to charge you this much money to pick it up and deliver it. And so every week the amount is the exact same amount, 52 weeks a year, and we pick it up and deliver it 2 times a week. And I charge this client in total $1,000 a week. So it’s $52,000 a year in revenue for 5 bags of laundry every week. Yeah.

Jordan Berry [00:47:28]:
How many people out there right now are trying to get their pickup and delivery business up and running would kill for a client like that.

Randy Roberts [00:47:36]:
You know, we, we need, we need every new client that we can get, right? We retain a lot of them. We retain the vast majority of them, would be a better way to say that, for very long times. And the majority of them are no contract. Our largest of our large ones, we contract. And what I tell customers if— when they ask if we have a contract, is I say, “I can’t offer you a lifetime contract. I’m sorry, we don’t make that. But every week I’m going to earn a lifetime contract for you. And if we do a good job, you’re going to keep us, and if we don’t, you shouldn’t.” And I think we do well there.

Randy Roberts [00:48:16]:
The other thing I do once we win a client is I do stewardship. And I tell the client— I don’t tell them I’m going to steward them. I tell them I’m going to be on site a lot, especially when they’re a big client. And, you know, big client could be $1,000 a week. It could be thousands and thousands of dollars a week. So, but when we, when we pick them up, I’ll say, I’m going to be on site, I’m going to do some inspection, I’m going to make sure you’re getting what you feel you should be getting. I’m going to make sure we’re doing what we should be doing, when and how we should be doing. And then what I do when I’m there, I ask them a question.

Randy Roberts [00:48:59]:
How’s everything going? Good. Any questions, any concerns, any issues? No. Well, I want them to say that so that they’re repeating that so when they get questions from around themselves in the business, that they’re going to remember those statements. Yeah, I haven’t had any issues. Nothing. It’s been great. And we had— we service a very large hotel for some niche products, and that hotel already referred us to another hotel because these people talk.

Jordan Berry [00:49:34]:
That’s right, they do. That’s right. A lot of them are in the same mastermind groups.

Randy Roberts [00:49:38]:
Yeah, yeah, 100%. No, 100%. Yeah. So I mean, there’s, there’s different methods to selling And I subscribe to a model, and there’s a book back here over my shoulder that’s my— I’ve got two books that are my favorite. One of them is called Value-Added Selling by Tom Reilly, and it’s an old book.

Jordan Berry [00:49:58]:
I’ll link it for anybody. Yeah, I’ll link it if you’re interested in snagging that. I’ll link that in the description down below if you’re on YouTube, or it’ll be on the show notes page.

Randy Roberts [00:50:07]:
Yep. The other one is called Crushing Price Objections. And I’ll give you my favorite line in the whole book.

Jordan Berry [00:50:17]:
Which you masterfully demonstrated, by the way, already with that other client that wanted the discount. I mean, I watched you going through the process of it and taking them right through.

Randy Roberts [00:50:27]:
That was masterful. Well, I appreciate it. It’s, you know, if it were easy, everyone could do it, but I really don’t think it’s as tough. It’s just a— you have to look at it more like a process. It really is a process.

Jordan Berry [00:50:40]:
Yeah.

Randy Roberts [00:50:40]:
So, but the— my favorite line of all of them, and I used it with a spa we were doing business with. They were doing business with a customer, with a client, and that customer, they had a fire. The, the laundry company had a fire. And so the phone rang, I picked it up, I I was, was close to them. I said, yeah, I’ll run by, take a look. And, and I went to their business and they said, well, We’re really not that pleased with them. Can you do this? I think we want a long term. And so I went in and we did it, and about a month later they came back and said, your price is higher.

Randy Roberts [00:51:17]:
And I said to them, I said, I’d be shocked if it wasn’t. What they’re doing and what we’re doing are two entirely different things. So if, if we were doing things closer to what they would be doing it “it could probably be discounted, but that’s not what we’re doing.” And then I went through the steps that we’re doing for each and every client like I articulated them earlier. And what I found is at the end of that conversation, they were like, “You’re right.” So our price was double what the other company’s was. It it wasn’t, wasn’t close. So again, you’ve got to be confident in your pricing, which early it’s not easy to be. Everyone thinks they need to be discounting it. It’s the hardest conversation to— and myself included, I want that business.

Randy Roberts [00:52:06]:
I do not want to lose, so I want to win it at all costs, and I have to convince myself not to discount it, but I don’t.

Jordan Berry [00:52:17]:
Do do you, you recommend— I mean, I’m just curious on your perspective on this. Like, let’s say somebody is trying to get started. Like, I’ve got a client right now who’s getting started pickup and delivery. And he hears you on the value-add pricing and he’s starting off, he’s basically price leader, but he’s struggled gaining some traction partially because of some positioning and some of the ways communicating with clients. But he, we were having a conversation about what he thought, or he wanted to know what I thought about discounting early on to to get some momentum, to get some business, uh, versus maintaining that value add early in the process?

Randy Roberts [00:52:59]:
So our first client we picked up, we over-discounted. I mean, I, I, I, not, not first, an early client, one one of, of the larger early clients. It was a repeat client. We, we did it for cheaper than I would ever do it again. And, and we actually, we, we got to the point where I had a conversation with my cousin and I. He said, “It’s time.” I said, “Okay.” So we gave them 30 days with a 40% increase. So we went from a buck to crazy high, which wasn’t a buck 40, and they fired us, and it was the best day of my life. That’s the other thing I think people get hung up on is I did it yesterday.

Randy Roberts [00:53:44]:
Some people I don’t have a reputation for being a nice guy to some people. They might say that I am a prick. So I, I was training a new driver yesterday. We, we, uh, one, one of our drivers had been with us more than 2 years. She wanted to hang her own shingle and go out and start her own business, so she wanted to leave. And I had a new driver, so she had spent some time with them before she left, and I wanted to go in and cement some best practices with them. So I was in the vehicle with him for 3 days this week. And the 3rd day, it was me sitting in the van.

Randy Roberts [00:54:20]:
I didn’t need to be in it anymore, but I wanted him to know that I cared enough that I was in it. So we had a client that was just a little bit outside of our sweet spot, but it was a commercial client. It was an Airbnb, and they had 4 bedrooms in the place. So it was— it’s not in the sweet spot of where I want to go. It’s just barely outside of where I like to go. For, for clients. And I’ve turned it off for residential for that area because I don’t really want them. And we’re going to get this one.

Randy Roberts [00:54:47]:
And I went out there to get it, and the client had a MyQ, you know, the one with the camera on it. Yeah, the garage door opener, the fancy garage door opener. Yeah. So he went up to it and, and he’s like, it won’t open. It’s, it’s got to open. So I go up and it’s not lighting up. So I call the client. The client, uh, it’s their home and they go to California because they, they like to climb it there in the winter versus Ohio.

Randy Roberts [00:55:17]:
I have no idea why. It’s weird. No sense to me as an Ohioan. Yeah, yeah. And then they had a, a cleaning person there, and so I called both of them because I couldn’t get in. And then I drove away going to another commercial client and got halfway there. And we call using an application that we use, so when the calls come back in, it goes to the uh, goes to the main, main attendant that manages that. And so it went to her, she called us, and we’re 15 minutes away going— we’re way far away.

Randy Roberts [00:55:54]:
And I said, they get a pickup and delivery missed fee. For us showing up and them not being available and not answering the phone, which, which aggravated them. And by that point, I had already called another— I, I’m going to use the term co-opetition. I try and know everybody in town. Yeah, who does what and what they’re good at. And I called a peer of mine that does all of our dry cleaning, and he does some wash, dry, fold. And I said, do you want to— do you do this town? I said, I don’t. He said, well, let me call you back.

Randy Roberts [00:56:27]:
I’m not sure if we still do it or not. He called me back, said, yeah, we do it. I said, okay, I’m firing them today. And we spent 15 minutes getting there, 15 minutes getting back, so I’m paying for the driver, the fuel, everything else. And it turns out most of the time they’re staying there, it’s, it’s one bag of laundry, so it— we have to minimum bill it. Which our minimum billings, I think it’s pretty good, but it’s not good if you’re, if you’re going from missed pickups outside of your general range, right? So don’t be afraid to fire a client early on. I was very afraid to do that, and I actually, I take pride in it now a little bit. If it’s not a match, if it’s not a match for, for you, or it’s not a match for me, Neither one of us are going to be happy.

Randy Roberts [00:57:18]:
So let’s just do something else.

Jordan Berry [00:57:20]:
Yeah. We were talking about that a little bit right before we hit record, actually, where I was kind of telling you, and I think you were kind of saying the same thing of like, you know, I generally speaking now, I only work with people who I want to work with. Right. Like if there’s some mutual, like, hey, I respect you. You respect me. I like you. You like me. We enjoy working together.

Jordan Berry [00:57:41]:
You know, it’s, it’s working out for everybody. Like, I’m in. But if not, life’s too short, man. Life’s too short. And you find out that a lot of times, like sometimes early on, I’ll just say it. Sometimes early on, you just got to do what you got to do to get the business and get your foot in the door. Learn all the things you got to learn of like how to process laundry and all that stuff. Do how to schedule stuff, you know, do what you got to do.

Jordan Berry [00:58:05]:
But you get to a point where you’re like, man, the return on headache. Everybody talks about ROI, right? Nobody talks about ROH, return on headache. And sometimes that return on headache becomes more important than the ROI, and there’s no amount of money that keeps you working with somebody.

Randy Roberts [00:58:23]:
So I mean, you’re spot on. So I still say I don’t know anything. I want to learn everything. I want to learn from everybody I talk to, and I’m always looking for nuggets in those conversations.— But I mean, so early on, you know, you’re looking for a distributor. We’re trying to build out a new facility. I had one distributor that I asked for a price quote, and it took them a year and a half to get me a price quote, and then gave me the price quote.

Jordan Berry [00:58:53]:
So you went with those guys? Is that who you went with? You went with those guys then? Did I go with them?

Randy Roberts [00:58:58]:
Absolutely not.

Jordan Berry [00:59:00]:
Yeah.

Randy Roberts [00:59:00]:
And it gets better. And took a year and a half to give it to me, gave me the price quote on the 27th and told me the pricing was good to the 30th. So, okay, that is not a partnering message. To which I said, I don’t want the price for the next 2 days. I want the price when I want to buy it, which won’t be in the next 2 days. I’m not making a decision.

Jordan Berry [00:59:24]:
Yeah, yeah.

Randy Roberts [00:59:25]:
So, and so that same distributor, I told I wanted soft mount. I wanted soft mount because as we get more and more of these commercial clients, I want the higher spinout. Because we’re in a production facility and I want to reduce my dry time. And so they, they showed me a graph that supposedly said I didn’t need soft mount. So they told me what I want— so they wanted to tell me what I wanted was wrong. Okay, so goes back to that be the doctor a little bit. Find out what the, what the client wants. Yeah, their needs are, and kind of craft your solution to it.

Randy Roberts [01:00:03]:
And then in addition has never seen our facilities, never been to any. So we have two, two laundromats today, never visited either one of them, and wants to do business with us. So I called around, I called another distributor who’s a very big distributor in in in the, the, the region that we’re in No callback after I went to one of their shows and met with them and talked with them about what I’m looking to do. And then called another one. I’ll talk about the good. Advantage Laundry up out of Cleveland. And we ended up buying Grubhauer equipment from them. So we got the soft mount, got the spin-out that we wanted, and truly view them as a partner.

Randy Roberts [01:00:54]:
So, I’ll give you to the level that they are a partner of ours and it’s embarrassing, but I’m on revision 15 of our new production facility, just minor tweaks and changes. Yeah, yeah. He has not a single time complained about me needing to make a change to the previous revision and we talked through the reason behind it. He comes back to me. With his perspective on the logic, and we agree that that’s the way we’re going to go, or if I want to go, he’s going to support the way I want to go, but supplies valid feedback, has visited our facilities no less than 5 times throughout the process. We’re a 2-hour drive, so we’re not in the backyard, right? That’s a partner. It’s going to be really, really hard to break that relationship. I don’t care if your price is 10% cheaper.

Randy Roberts [01:01:52]:
I really, candidly, I don’t care if it’s 20% cheaper. To let you know, the pricing between the company that never visited me and the other one, it was 1% different.

Jordan Berry [01:02:03]:
1% for the equipment you didn’t even want, really.

Randy Roberts [01:02:07]:
I mean, yeah, so then I made him price it the way I did.

Jordan Berry [01:02:11]:
Give it to you.

Randy Roberts [01:02:12]:
I made the price soft mount because I want— I’m like, you can price hard mount, I’m not buying it. You can price it all day. Yeah, but I’m not buying it. So then he priced soft mount, 1% difference, but never helped me with the design, never offered to help me with the design. I’m out here on my own and I don’t know anything. I do not know anything. I’m still winging it. I’m still faking it till I make it.

Jordan Berry [01:02:38]:
Yeah.

Randy Roberts [01:02:39]:
So yeah, I mean, that— that, that’s why I want to make sure and talk about some of these partners instead of vendors. You know, one of the largest ones, and I’d be remiss if I didn’t already say their name, Foltex, for our folding machine. They are, in my opinion, for that machine, I’ve never seen anything like it. And the service that they supply for that, I can’t speak highly enough about it. It’s unlike any supplier, vendor, partner, whatever you want. It’s unlike anything I’ve ever seen. And they can’t sell it enough. Meaning if they talk about it, it might feel like they’re bragging a little bit about it.

Randy Roberts [01:03:23]:
They’re not. It’s that big. And for our machinery, I will tell you, Gerbau, has been unreal, and how— and what they’ve been able to do for us and how they’ve supported us. And then, you know, you want to— do you want return on headache in this space? I want you to tell me who has had success. And not you, but put in the comments, please put in the comments who’s had success in trying to find a chemical injection supply company. I spent 6 months or more trying to get somebody just to call me back. And then when they called me back and found out who we were and how big of a customer we really are, that we weren’t doing, you know, we weren’t the big box companies that they’re looking for, no calls back. And then I found a company called Christine’s and Amazing, amazing.

Randy Roberts [01:04:25]:
He took some machines that I uh, you know, hear, I, I watch your podcast, so here’s a little evidence. Dave was talking with you and talking about his washing machines that, uh, he was having problems programming to inject, and I don’t know if he’s fixed that problem or not, but we have a similar model where the motherboard was taken out of the machine. The first year it happened happened to be the model of the machines we bought. So we have to figure out how to trigger the injection into the cycle. And, uh, the director was out and he spent 2 days trying to do that and figured it out. And that’s a partner. That’s not somebody says, I can’t do this.

Jordan Berry [01:05:12]:
Yeah.

Randy Roberts [01:05:13]:
I’ve been here for 2 days. He figured it out. That’s the kind of people I want to do business with, and that’s why I kind of mention those there. There’s plenty more people that I look at from a partnering perspective, but in the space we’re in, I mean, those are some really, really strong companies. Yeah.

Jordan Berry [01:05:34]:
Well, real quick for the uninitiated, because I mean, I think this is something that is not widely utilized yet in our space, like the, I’d say like the smaller processing plants or even just like an onsite pickup and delivery companies yet. But for the uninitiated, you’ve mentioned the Fulltex machine a little bit. Can you just kind of explain what it is and After you do that, like, I want to know about your thought process about bringing that in. I know you were like one of the first, if not like the first, to actually bring it into a facility. So talk me through, like, what is it? What do you use it for? Why did you decide to bring it in? You’re in an 1,800-square-foot space. You know, if you’re listening to this, you don’t know what these machines are, but they’re pretty massive. It is like a car sitting in your store. And so why give up that much space in a relatively limited, uh, space to, to, I don’t know, explore the full text with me a little bit if you don’t mind.

Randy Roberts [01:06:41]:
So when we started into this, uh, I, I shared that, uh, our one of our early clients came to us and, uh, commercial client. They had, um, a semi, not, not a 16-foot box truck, a semi full of laundry. It was 20,000 pounds. That client I had— and I was new to this, so we were 2 months in. I was— I, I didn’t know what I was doing, but I was going to figure it out quick. And so we had 14 people in this 1,800-square-foot facility working on 20,000 pounds a lot that was sitting everywhere on the floor because we didn’t have a great shelving system then, and, um, I only had 6 folding tables. Do you want me to tell you how bad of a mistake that is? To have 6 folding— what takes the most time? Folding.

Jordan Berry [01:07:39]:
Folding.

Randy Roberts [01:07:40]:
I figured out quickly folding was the weak link, right? And so I knew where I wanted to take this business, we couldn’t do it by just and this comes from my old corporate background, you were successful as a salesperson, you hit your quota, they didn’t hit you with a quota of, or an increase of 5%, they hit you with 30%, they hit you with 50%, they hit you with 70%, go make the number again. And that was your job. So in that type of an environment, you can’t do it by just thinking, I’m going to stairlift this up. I had to break the mold. I had to figure out how could I quickly fold this stuff and that included residential items, that included commercial items. As a towel folder, I don’t know if people realize how many towels you can fold in an hour. I can fold that many— I can fold as many towels as most people in this space can fold in an hour in 5 minutes. And the funny part about that machine was I had to tell the, the staff when we bought it, we’re buying this machine, we’re taking out 10 washers from our business.

Randy Roberts [01:08:58]:
We had 10 of the famous top loaders sitting up front. We pulled them out and we put this folding machine in, and it was so comical. So the in people the— they were nervous, oh, we’re going to lose our job. And I had to explain to them, we’re not getting rid of people, where we want to take this business, I don’t want to add 50 more people. I can’t do it. I don’t have physical space in this facility. I can’t afford the labor, and it doesn’t scale the way we needed it to. So what I ended up doing was I started looking for folding machines, and I started looking at used ones.

Randy Roberts [01:09:35]:
And, and, uh, and, and then I— we went to the Clean Show 2, 2 Clean Shows ago. And we went there and we— I was with Rick Rome and he he was, was looking at a machine. I was looking at a machine. We had them fold a couple things that we thought we want them to fold on it. And I left the Clean Show and I was certain I was buying that machine. I’m not going to tell you who the vendor was because I didn’t buy that machine. So Rick and I left that show and we both knew we were going to buy that machine. So I called Kent and I said, Kent, I found it.

Randy Roberts [01:10:05]:
This is the machine I’m going to buy. He said, “Well, did you look at this? Did you look at the Fultex?” I said, “What’s a And Fultex?” so he said, “Well, I think you should go look at And it.” so my cousin and I got in the car and we went to Dayton, Ohio, to a big box company where they had two of them sitting side by side, and they had all these other machines sitting there. And the general manager looked at us Excuse me. And he said, those are the only two machines that work all the time. What do you mean? He said, that machine’s out of order, that machine’s out of order, that one we just got back up. He said, these things just run. So I kind of view it like they’re the Toyota. You change the oil, you put tires and brakes on it, the thing’s going to run forever.

Randy Roberts [01:10:53]:
Yep. So Did I answer your question remotely like what you were asking for it? Yeah. Yeah. I want to make sure. Yeah.

Jordan Berry [01:11:02]:
Yeah. I mean, listen, there’s, there’s still not very many people running big folders in their, in their operations. Right. So, you know, I, I think what I was trying to get at, which I think you hit was how does somebody determine if adding a folding machine is good for them? And you know what, basically what you said is, hey, when it’s the, when it’s the major constraint in your business, You know, it’s time to start looking into that. And, you know, there’s, there’s implications to it, right? You had to pull out some equipment and create some space for it. And it does take up space and, uh, and all that. So there’s all those considerations, but, um, you know, you’re doing, you, you and Rick Rome, I mean, Rick Rome’s doing huge volumes as well. He’s had a similar path where he had an open laundromat and shut it down and only processes clothes through it and, uh, or, uh, laundry through pickup and delivery.

Jordan Berry [01:11:52]:
And so, you know, that’s not the path for everybody, but there’s people out here whose goal is to scale up their pickup and delivery operations. And those folding machines can be huge, especially if you’re doing heavy commercial, like what you’re doing.

Randy Roberts [01:12:11]:
Yep. Yep. So what else? Let me, I’m going to caution people. It’s not, go buy a full tech and hope to grow the business, I wouldn’t suggest you do it that way. I would suggest you start to build the business exactly the way you articulated it. Start to build the business as you find the pain point, fix for that pain point. And here’s the part people like, well, you have a full tech, so you don’t have any problems. Full tech doesn’t fix the problem, it moves the problem.

Randy Roberts [01:12:46]:
Now my weak link is how do I get the product from the dryer to the Fold-Tex effectively and quickly, right? Efficiently might be the better word. So how do I do that? Because it can’t fold a flat sheet without a couple of prefolds in it. So it now becomes, how do I— I call it staging. How do you stage the items? How do you prepare them for the machine? Now, the Fultex can fold 600 to 700 pounds of towels an hour. You can’t— my wash and dry process can’t generate that more than an hour or two because I have to fold other things, right? Or I have to wash and dry other things. So it’s just moving the problem to another part of your process. So then you have to solve something else. But it’s, it’s been a game changer.

Randy Roberts [01:13:41]:
And, you know, I rave on it. I, we— I really think highly of them. I think highly of their, their employees, their staff, and the machinery. It’s— for that machine, I don’t think you’ll find a better one.

Jordan Berry [01:13:56]:
Yeah, well, I appreciate you going through that because, you know, the way that I— and I’d actually be curious on your take on this— but the way that I view, uh, pick-up and delivery and wash and fold both, but especially pickup delivery, but both, I view them as an efficiency game. I know a lot of owners who have those services that aren’t making money because they’re running them very efficiently, inefficiently. And it’s a game of continuously improving efficiently. And the more efficient you can become in your processing and your picking up and delivery and all that, the more efficient you can become, in the process, the more profitable you’re going to be as a business. And I love how you put it where you said, hey, listen, we’re not replacing employees. We’re increasing productivity of employees here so that we can process more laundry with less people faster. And I love how you said, hey, it doesn’t solve your problems. It just moves your next challenge, right? Your next efficiency to to solve a problem, to solve there.

Jordan Berry [01:15:03]:
So, but I’m curious, like, do you find that to be accurate? Is that how you’re kind of looking at things as well?

Randy Roberts [01:15:09]:
Yeah, no, 100%. I, I think that— so we, we also can do some residential stuff. So I’ll give you a couple more examples. So when we first got the machine, uh, it’s, it’s all the way in the front. So our process is we bring things in on one side, they go through the washers, come back down, go through the dryers, they get folded, or they go to the fold techs. Foltex can’t fold socks, underwear, baby clothes. It can fold almost anything. Handfuls.

Randy Roberts [01:15:38]:
Let’s just use t-shirts as an example. You and I both like to wear t-shirts. That’s right. So, the— I can tell when my team goes off the ranch and they fold t-shirts by hand because that Foltex folds it specifically to a width. Down to the centimeters, millimeters. I don’t remember the calibration, but it folds it to a very, very precise width and length every time. So when I stack items from the Foltext, I may have folder A that folds them a little bit skinnier, folder B folds them a little bit wider. There’s— because they’re human.

Randy Roberts [01:16:21]:
So I know when I get to my shelf how my items were folded. When I stack my t-shirts on the shelf, full-tex or not. And then we have conversations based upon that. So the other part about it is even with the machinery, you can still get jobbed. You still have to manage to productivity because if the team wants to work slower, if you don’t have the work volume, and you’re not adjusting your staffing appropriately, it gets right back to what you just said. You’re not going to be profitable. So we manage productivity every week. We incentivize employees every week based upon our productivity.

Randy Roberts [01:17:05]:
We’ve got a multi-tier capability to do that.

Jordan Berry [01:17:09]:
Yeah. Yeah. Well, I mean, I love the way that you’re thinking about this business. I love the way that you’re You know, just continually learning and growing. I mean, you said multiple times, like, I think part of a big part of your success has been the ability to, you know, set aside the ego. I see a lot of egos, you know, all over the place, but in this industry is no exception, right? Where you feel like you’re an expert, you feel like, you know, you’ve accomplished XYZ, right? And you’ve kind of had the opposite Posture of that where you’re saying, hey, I’m always looking to learn. I’m new in this. I mean, the reality of it is that you’re ahead of, at least in productivity, you’re ahead of most owners.

Jordan Berry [01:17:56]:
I mean, that’s just the reality of it is, but you still have that posture of like, hey, I’m still learning. I want to absorb everything. I think that’s a huge part of your success. And you obviously like you have the sales background, which has served you well as well. I’m curious. I have two sort of related questions. I ask these questions a lot, but I’m curious specifically from the pickup and delivery commercial side of things. If somebody’s looking to get into that brand new, what’s your best piece of advice for them? Like how do they start up that side of their business?

Randy Roberts [01:18:33]:
So number one, we kind of already talked about it, but I’m going to repeat it. SEO. You got to be found. You got to be— if you want to be found when they’re looking for you, and I don’t believe— I probably shouldn’t say it like this— I don’t believe that’s a Facebook ad. That’s, that’s interruptive marketing. I believe you need to have your web page natively search well or run ads to be found for, for items. And outside of that I’m going to go back to my other comment, which is you have to be known, liked, and trusted. I hear too many people when I talk to them, and I talk to a lot of people.

Randy Roberts [01:19:14]:
I don’t talk to near as many people as you, but I talk to a lot of people. They expect, because they have a website, because I built it up, that all of this business is going to come to me. It doesn’t work like that. You’ve got to go out and you’ve got to become known in the community. I stop by the spas. I stop by every 3 months, even if they’ve never done business with me. I’ll stop by until they’ve kicked me out. And what I say is, in my mind, is I say, I’ve been kicked out of better places than here.

Randy Roberts [01:19:50]:
It’s not that big a deal. But if I’m going in and saying, hey, I want to be your company, that’s great. But what I’ll also say is it’s not bad to do a pilot. A pilot’s a different way of looking at this. And, you know, I’ve talked to people, oh, you want to do it for free so they’ll see how great you are and then they’ll switch. We’ve never done a free pilot. That’s a way to do it, and I don’t mean to discount it, but in my mind, how much value is when something is free?

Jordan Berry [01:20:22]:
As much as you pay for it.

Randy Roberts [01:20:23]:
Yeah, you get what you pay for. And even if you take a small sample and you show them how your billing works, the quality of your product, the quality of your delivery, your packaging, say, hey, know, you let me take a few of these. What are they having problems with? Is it staining? Is it invoicing? Is it they’re not turning them around quick enough? What problem can you take off their hands to make that service that they’re receiving more beneficial to them? Them. So I think, number one, you got to go out, you gotta, you gotta shake hands, and you gotta kiss babies. And people are nervous about that. All you’re doing is creating a new relationship, and you’re trying to help them. Some people do it themselves. If they do, and that’s the way they want to continue to do it, that’s great too.

Randy Roberts [01:21:16]:
But now you at least know that. You didn’t know that before, so now you do. And if it’s a company that’s outsourcing and they’re using somebody else, um, offer to take a sample. Let me show you what we do and how we do it. Even if you zero the invoice out at the end, you’re still showing them a billable invoice. You’re showing them what your invoice looks like. You’re showing them how you package the items. You, you want to make new friends in this space.

Randy Roberts [01:21:47]:
You want people to know who you are, so you have to stay outside your comfort zone. I used to do sales training, and this is— I actually did this at a conference that I was at for Wash Dry Fold. The first one that I was at, they, they asked me to speak, and I drew boxes around all of— not all of— 10 chairs in there. And I did it, and when I got to the end of it, I said, okay, Who’s sitting inside a box? And about 10 people raised their hands. That’s about how many boxes I put down. I did it on a break, so nobody saw who did it. And they came in and said— so I said, okay, you come to work every day and you get inside your box and you do exactly what you did yesterday. You come in, you get on your computer, you look at the revenue that’s coming in or not coming in, or the billing that’s coming in or not coming in, or the website that’s getting hits or not getting hits.

Randy Roberts [01:22:40]:
And you’ve got to get out of that and get into that service space. And the only way you can be a service-based individual is by going out and meeting with potential new customers and finding out what their needs are. You’ll learn so much in doing that. So that’s two. Did you ask for two ideas?

Jordan Berry [01:23:00]:
Yeah, I— yeah, man, I think that’s great. I asked for one and you overdelivered like normal. This is why you’re so successful. I love it. Well, I do have another question. It’s related. And maybe the answer’s just the same or very similar, but if there’s somebody who is already out there, who’s got their wash and fold pickup and delivery going, and, and, but their goal is to continue to grow it. I mean, it sounds like previous advice is going to fit perfectly here, but any, any additional advice for somebody who’s already up and running and who’s trying to scale their business up to get to your size and beyond?

Randy Roberts [01:23:40]:
Yeah, so, and I, I think I talked about a little bit before, but when, when people are— if, if people are calling you for it, you’ve got to explain to them something that’s a benefit to them, not just the service that you’re supplying. So I talked about the Airbnb stuff earlier, which centralizing— if you’re a more than a 10-location If you’re a 1 or 2 location with a deck box outside, it’s got to be something that makes their life easier in the way they do business today. It shows you understand their side of the operation, even if I don’t need to. If if it’s, it’s an Airbnb and I haven’t done this in a long time, but let’s say I’m trying to increase the Airbnb space and I get a client call in and they want us to do it, I’ll go take a look at the house. I’ll see how it’s set up. I’ll make suggestions on where we can put the deck box because I’m trying to create a relationship with them. I want them to be know, like, and trust. I want those 3 things from them.

Randy Roberts [01:24:41]:
And if I’m able to do that quickly, then we’re probably going to win the business. Oh, and I have to say one more thing because I wanted to say it earlier. When I was doing this early, I used to— it’s wrong, I gotta say it the right way. I used to try and get off the phone without giving the client the price. So I would get to the end of the phone call and we would talk about what we did, how we did it, how we picked it up and delivered it, when and how we invoiced it, credit card, or they can do payments with regular invoicing or EFT, however they want if they’re big enough. And I get to the end of the phone call and I’d say, do you have any other questions? No, I can’t think of any other questions. They get off the phone call and they wouldn’t even hear the price. And so I had a client call me back about a month and, later and, and what I, I, I don’t have a, I I would, need to move to what, uh, Kent’s using.

Randy Roberts [01:25:44]:
I need to move to a CRM. But I’m constantly moving and traveling, and so my phone is kind of my CRM. And if I talk to you, I take notes and I put it in the notes section. So when I do that, I— if I talk about a price, I put it in there because I’m still trying to find where that ceiling is, and I haven’t found it yet. So I keep adjusting the pricing up as we go along. So this client, I got off the phone with her, and she’s a spa. They’ve got 5 or 6 people doing facials and massages and all of that stuff. And she’s actually 5 minutes away from where I live.

Randy Roberts [01:26:24]:
I, I got off the phone with her. She called me back and she said, well, I don’t remember how much your pricing was. So I looked at my notes. I didn’t have any pricing because I never gave it to her. So at that point I’m like, well, I said, I have a lot of these conversations. I think it was in this range here. And she said, that sounds like what we can afford. So it’s really, it’s an afterthought at that point.

Randy Roberts [01:26:50]:
So I, again, it gets back to that supplying value to them. So if you want to grow it, take it to the next level, don’t lead with price, solve their need, their problem, and supply a service that they never want to replace.

Jordan Berry [01:27:08]:
I love that advice. And, you know, talking about like the, like the know, like, and trust, like, you know, one of the things that you, in that is, you know, in the, a couple of the stories that you mentioned, but the Airbnb story that you mentioned in suggesting the deck box or suggesting a central location for every, like what that demonstrates is you’ve put thought into their business for them. In this particular area, right? And if I’m running a business and I’m thinking about working with somebody and I know that they have thought about my business for me and how to make it more efficient or easier, less headache or cheaper or whatever the case may be. So again, price is not the only thing here. Like, oh, there’s a whole bunch of other ways you can add a lot of value. Right. Which again is what you’re saying. I love that.

Jordan Berry [01:28:01]:
Builds a lot of trust and likeness feelings. Like I’m liking you a lot more if you’ve thought about my business for me and figured out ways to make it better, easier for me. So, I mean, I think that’s such great advice. And the other thing I just want to point out here is, you know, this, this business, you know, laundromats in general, and I know we’re talking a lot about mostly pickup and delivery today, but laundromats in general, and it kind of all gets lumped together. It’s touted, you and I both know, like this is touted as a passive business. There’s nothing passive about anything that you’ve said today. You’re going to places. I mean, this whole stewardship concept, right, is the opposite of passive, but something that, you know, operators need to know out there is this is who you’re competing with, right? Like if you’re trying to be as passive as possible in your, especially if you’re on the service side of the industry, especially if you’re doing wash and fold to pickup and delivery, it’s the service side of the industry.

Jordan Berry [01:29:00]:
There’s no passive service. You can’t serve somebody passively. This is who you’re competing with. So, you know, it’s worth thinking about, do I really want to be in that side of the business? And if so, you got to up your game. This is who you’re competing with here. You got to up your game. And if not, there’s no shame in that either. There’s ways to make this business way more passive than what you’re running, way more passive.

Jordan Berry [01:29:27]:
You know, but You’re probably not on the service side of the business if you’re trying to be passive, I guess, is kind of one thing I wanted to point out here. I was getting that loud and clear here, so I thought it should be verbalized.

Randy Roberts [01:29:40]:
There’s no passive here. You’re right. So it’s, it’s, you know, the, the first 3 years I didn’t, I didn’t know what my house looked like.

Jordan Berry [01:29:50]:
Yeah, yeah, yeah. And especially, you know, in that startup phase where you’re starting things up, I mean, it’s just, it’s work. Any business, any investment, like it’s work, especially on the front end there. And I know a few times you said, hey, I’m not really doing this as much anymore and stuff like that. Part of that’s probably because you’ve learned better. And part of that’s probably because you got better systems and more people on board and all that as well. So dang, man, this has been like, I feel like we could just keep going with this thing forever and swap stories and talk about less. I know for a fact, because, you know, we’ve talked before and I just know you, but we’ve only barely scratched the surface here.

Jordan Berry [01:30:28]:
So My last question is, hey, people are like, this guy has got something here, I’d love to connect with them. What’s the best way people can connect with you?

Randy Roberts [01:30:40]:
Sure. So the, the easiest way, just go to our website, but I’ll give you our email. It’s [email protected]. So info C-O-L-U-M-B-U-S Express, E-X-P-R-E-S-S Laundry, L-A-U-N-D-R-Y.com.

Jordan Berry [01:31:04]:
Awesome. We’ll make sure that gets in the, uh, in the show notes. And if you’re on YouTube, that’ll be down below as well. You connect with Randy Roberts, the legend. The other thing about this episode is there’s a whole lot of name dropping here of some big heavy hitters in this industry.

Randy Roberts [01:31:21]:
And, you know, stand on the shoulders of giants.

Jordan Berry [01:31:25]:
Yeah. Well, and that’s, that’s what I want to say.

Randy Roberts [01:31:27]:
There’s separate.

Jordan Berry [01:31:28]:
Yeah. Yeah. Not, not, not physically, at least. Uh, he does have a big personality. We’ll give him that. Uh, but that’s, I think that’s like a point I like to leave off here. And you mentioned this early on, and I’ve been saying this for a long time too. It’s a lesson that I’ve been learning over the last few years is.

Randy Roberts [01:31:50]:
There.

Jordan Berry [01:31:50]:
Are no, or at least I don’t know, I guess this would make sense that I don’t know them, but I don’t know any lone wolf mega successes in this industry. The people who are doing big things, big business are connecting with other people in this industry. And so if you’re in it, you own laundromats or you own a laundromat or you’re looking to own a laundromat, I think one of the best things that you can do is get connected with other people. There’s lots of different ways to do that., you know, Facebook groups and there’s events that happen and there’s online communities and all of that. Get connected.

Randy Roberts [01:32:28]:
Let me jump— I mean, I know you put a lot of work into creating those for people and making sure that there’s an opportunity for those. With all, you know, I would prefer in some of these interactions if you take a little bit and talk about that a little bit in the end of them because if people aren’t taking that part of the conversation seriously, they’re really missing the boat. I talk to owners that have been in this business for 30 years and they’re not connected outside of that. Yeah. Outside of their facility and they’re getting passed by. So yeah, you’ve got a phenomenal infrastructure establishment location for that. You’re not selling it here. I understand that.

Randy Roberts [01:33:11]:
But at the same time, it’s got very significant value that should not be understated during these sessions. So, it’s selling what you’ve built short. So, thank you for creating it. Thank you for creating this environment here, which I’m honored, proud, and very excited to be able to share with you and others. Kind of the path that we’ve chosen. I don’t know that it’s the right path yet, but it’s surely been— it’s been a very fast and rapid growing path. But it’s, you know, works. We’re very excited about the future and you what, know, we get into this closed facility here in, in another month or so.

Randy Roberts [01:33:56]:
And that allows me really to take the reins off and really get aggressive on growing the business. Yeah, and go crazy.

Jordan Berry [01:34:03]:
Yeah. Well, that’s a perfect setup for— we’re going to have to do this again here pretty soon and hear how the transition goes. I’m sure there’s some lessons you’re going to learn along the transition and along the way too. But I, we’ve already, we’ve already been in discussions about getting some else. So I’m excited about that. I appreciate you acknowledging the, you know, the platform and all that. And if you’re out there and you want to get in a mastermind group, with people. Our pro community comes with the mastermind group.

Jordan Berry [01:34:35]:
We connect you up with other people in your phase of the journey. So feel free to check out lawndermindresource.com/pro if that’s something you’re interested in. And Randy, man, this has been incredible. You are incredible. And I appreciate you taking the time to come on here and share with all of us your story.

Randy Roberts [01:34:54]:
I am honored and very excited to have the luxury, and this is a luxury, of you spending the time with me here today. So I’m very proud of that.

Jordan Berry [01:35:02]:
Yeah. Yeah, you, you should, because I should be out in the ocean right across the street over here right now. So I chose to hang out with you. I’m just kidding. No, I appreciate it. And I look forward to doing it again here pretty soon.

Randy Roberts [01:35:14]:
Thanks. Take care. All right.

Jordan Berry [01:35:16]:
I know, I know, I know. I told you so. I just got to say it right now. I told you so. Instant classic episode. So much good stuff in there. But listen, you can listen to Randy Roberts spew wisdom all day and all night, and it will mean nothing to you personally unless you take some action. So pick one thing, something, just one thing, put it into action today if possible.

Jordan Berry [01:35:39]:
If not today, do it this week because that action is what’s going to help you accomplish your goals. You got to do the action. Nobody else can do it for you. So get after it. Maybe that action is to head over to laundromatdfy.com. And sign up for a free account to help you get started on your search for a location. How about that? But if not that, pick something, put it into action, go check it out. All right.

Jordan Berry [01:36:06]:
We will see you next week. Hopefully you will be at least one action wiser and one action closer to accomplishing your goals.

Randy Roberts [01:36:14]:
Peace.