The Home Service Expert Podcast
00:22:02 · Tommy Mello
[00:22:02] S3: Most likely it is. Sure. And we've seen simple things like it could be a major fuse out. I mean, could be a timing belt issue, it could be a lot of things causing this. If you're... It's just interesting to me that homeowners expect I got a broken spring, but there's a system. The... It's called the whole torsion system. Springs, rollers... Well, it's really springs, cables, drums, bearing plates, and a torsion tube that goes into that system. The rollers help assist it for a little friction, but everything's rated on a cycle life. So if your brakes are gone, do you want me to check your calipers and your rotors as well? Because if your rotors and your calipers are screwed up, so you quote on springs and you go out there and then it it still feels like a bait and switch because it gave you a price and I don't think that's fair for the client. Although a lot of the companies listening like to quote over the phone and they think it's the right thing to do Sure. And then they find themselves at a pickle. Most companies that I know especially in my industry, they go to the homeowner every other year. And I'll tell you this, I get clients that call us every single day and not just one, not just a dozen, but very very a vast amount. And they say, I've had the same company in my house four times the last two years. Can somebody just come fix this thing right? We we missed another play for our daughter. We missed another day of work. We missed another weekend. And I just don't think that's the right thing to do for clients is nickel and dime them for the next ten years. I've got a ton more questions. I'm gonna bounce around a little bit because I've got... You prepared a sheet and I've got a prepared sheet. Used to work at McKinsey and also at Amazon. What are the two companies teach you that most founders never seem to figure out? I think Amazon, like, the
00:23:50 · Zach Deering, Tommy Mello
[00:23:50] S0: thing that has seared into my mind is customer obsession. Right? It was a common practice to bring an empty chair to the table, because in that chair is supposed to represent the customer. And you'll even see people gesture to the care... Chair being like, hey, is this right by the customer? I So think that's one thing that really stands out from my time at Amazon. And it's really impressive because when I was at Amazon, it was over twenty, twenty five years from its original founding, that core leadership principle was still very much embedded. So if you wanna talk about a master class in culture, it is that. I think from McKinsey [00:24:21] S3: Well, well, I wanna just... On Amazon Yeah. I've I've heard that their internal Net Promoter Score is not great. Their internal clients don't feel the love. I've heard they obsess over the true client at home doing the shopping experience, but I've heard... And by the way, when a company grows that fast, it's hard to keep the wheels on to make sure everyone's happy. Those guys work in the factory. But but anyways, let's go to McKinsey.
00:24:21 · Tommy Mello, Zach Deering
[00:24:21] S3: Well, well, I wanna just... On Amazon Yeah. I've I've heard that their internal Net Promoter Score is not great. Their internal clients don't feel the love. I've heard they obsess over the true client at home doing the shopping experience, but I've heard... And by the way, when a company grows that fast, it's hard to keep the wheels on to make sure everyone's happy. Those guys work in the factory. But but anyways, let's go to McKinsey. [00:24:45] S0: Totally. I think at McKinsey, it's... I think the really humbling part was spending time in Fortune 15, Fortune 500 businesses is just an appreciation for what scale is like and just how hard it is to scale businesses. Right? Like, a five person business is fundamentally an incredibly different animal than a 50,000 person business, and I think it can be easy if you're working smaller organizations to be like, hey, why does this 50,000 person organization struggle? Right? Like, they have 50,000 people seemingly. Right? They should have all these resources, but that coordination and effort to get everyone on the same page is no small thing. So how do you build the mechanisms in place to make sure that you are constantly communicating to every stakeholder?
00:24:45 · Zach Deering, Tommy Mello
[00:24:45] S0: Totally. I think at McKinsey, it's... I think the really humbling part was spending time in Fortune 15, Fortune 500 businesses is just an appreciation for what scale is like and just how hard it is to scale businesses. Right? Like, a five person business is fundamentally an incredibly different animal than a 50,000 person business, and I think it can be easy if you're working smaller organizations to be like, hey, why does this 50,000 person organization struggle? Right? Like, they have 50,000 people seemingly. Right? They should have all these resources, but that coordination and effort to get everyone on the same page is no small thing. So how do you build the mechanisms in place to make sure that you are constantly communicating to every stakeholder? [00:25:30] S3: It's a tough feat, man. I got 1,250, and and it's something I struggle with. And it's something where we did a survey. It's a a blind survey, so it was anonymous. And a lot of people felt like they didn't have enough impact and things that would affect their work. Sure. And it's... I always say if I was Henry Ford and I think he probably did a great job of this is talking to the guys on the assembly line to get it better. Yeah. And it's something to where it's a leadership thing. It's a lot of discussions on how do we get them involved in the conversation.
00:26:03 · Tommy Mello, Tommy Mello
[00:26:03] S2: Hey. I hope you're enjoying today's episode. Quick question for you. What happens when you get in a room with contractors making over a $100,000,000 who've already achieved what you want and figured out solutions to your challenges? I've watched over 6,100 contractors come to freedom, and so many of them ended up doubling their goals because they finally saw what's actually possible. One guy told us, it reshaped what I think is possible. Another said, it made us reach for greater heights we never thought possible. That's what happens when you're around a $100,000,000 plus owners showing you what's really possible in this industry. Listen, Freedom twenty twenty six at Mandalay Bay in Las Vegas, October twenty six to twenty eight is going to be even better. We're finalizing speakers right now, so I can't share more just yet, but keep an eye out for updates from my team. If you wanna get in on the presale, check out freedomevent.com now, and grab your ticket at the exclusive presale price by February 15. That's freedomevent.com. Now back to the episode. [00:27:04] S3: Why do most FSM tools fail at the moment that actually influences homeowners' decisions?
00:27:04 · Tommy Mello, Zach Deering
[00:27:04] S3: Why do most FSM tools fail at the moment that actually influences homeowners' decisions? [00:27:11] S0: Yeah. I think it's just a question of what you're building for. Right? Like, I think most FSMs are building for the contractor, which totally makes sense. Right? Field service management. Do you get the right tech to the right place, and do you book the call? With that said, the moment that matters most, that that sales moment, it's a different it's a different problem you're solving. You're actually trying to create a shopping experience for a homeowner, which is fundamentally a really different task than how do they make sure that a one gets the right person to the right place. And so I think a lot of it is just like focus and what are the rewards or like job that it's trying to accomplish.