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Listen now on Spotify or YouTube. When Dane Sawyer came across Roland Swiss Pastry & Bakery, he wasn’t looking to buy a food business. In fact, he told every broker he wanted nothing to do with food. But Roland wasn’t just any bakery. It was a 60-year Houston institution founded by a Swiss craftsman in the 1960s, someone who once rented a pizza shop’s oven at night to bake gingerbread houses because it was the only one he could find. Today, Dane is the third-generation owner, running a 95% wholesale, 5% retail operation that supplies pastries and desserts to hotels, convention centers, stadiums, and coffee shops across the city. In this episode, Dane shares how he stepped into a business with decades of history, why the bakery’s danishes “can’t be copied,” and what it really takes to keep an artisanal operation running day and night. We talk about the challenges of managing inventory and labor in a 24-hour kitchen, how standing orders and smart pricing stabilized the business, and why owning a bakery is one of the hardest, but most rewarding, ways to build something that lasts. Key Takeaways * Artisanal moat: Unique, documented recipes + a veteran team (20–25+ year tenures) make the product hard to replicate. * Wholesale first: ~95% wholesale / 5% retail; hotels, convention centers, and stadiums drive predictable volume. * Operational rhythm: Offset shifts keep six stacked ovens humming; early crew starts ~2:00 a.m. for coffee shop runs. * Volume at a glance: ~50 dozen jumbo muffins/day, ~100 dozen danishes/day, ~20 sheet cakes/day, plus handheld desserts. * Inventory strategy: Standing orders (with a 15% discount) create baseline demand; extra buffer handles last-minute hotel spikes. * Pricing to market: Benchmarking against broadline distributors and on-route intel unlocked price resets without churn. * Distribution control: In-house delivery preserves freshness and quality control, harder, but part of the brand. * Cost focus: COGS, labor scheduling, route optimization, and van maintenance are the weekly KPIs that matter. * Owner reality: Bakeries aren’t “mailbox money”, expect time intensity, but also addictive fulfillment. * Process over playbooks: No EOS; Dane leans on his Lean Six Sigma background to build living SOPs as issues arise. Where to find Dane Sawyer and Roland’s Swiss Pastry & Bakery: * Linkedin: https://www.linkedin.com/in/dane-sawyer-muffin-man-86babb1ab/ * Website: https://www.rolandsswissbakery.com/ In this interview, we discuss: * 00:00 Origin Story of Roland’s Swiss Bakery * 1:53 What Makes Swiss & European Pastries Unique * 3:30 Why Buy a Bakery * 5:04 How Wholesale Became 95% of Revenue * 7:01 Supplying Houston’s Stadiums & Hotels * 8:23 A Day in the Life at the Bakery * 10:04 Production Volume & Operations * 12:36 Managing Costs & Delivery Logistics * 14:06 Building Culture with a Longtime Team * 17:16 Optimizing Inventory & Standing Orders * 19:53 Lessons from Owning a Bakery This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. When Nick Thompson launched Grounded Lawn, it started as a side hustle doing backyard installs, sod, rock, and hardscape projects for new Colorado homes. By 2021, he realized there was a bigger opportunity. Recurring maintenance wasn’t just steadier income; it was a more sellable business model. In this episode, Nick shares how he turned Grounded into a profitable, scalable operation without relying on paid marketing or debt, while keeping a six-person team working year-round. We talk about the realities of cash flow in a seasonal business, how reputation can grow through simple Google reviews, and why Nick believes buying a business is often easier than building one from scratch. Key Takeaways * From installs to maintenance: Grounded started with project-based installs (median $20K–$30K jobs) before shifting to recurring lawn care for predictable revenue. * Recurring revenue wins: Weekly mowing (27–30 visits per client per year) turned one-off projects into year-round contracts. * Smart seasonality management: Winter months are filled with installs and snow removal, keeping W2 employees fully staffed year-round. * Route density = profitability: Each worker runs solo routes, covering 2–3 properties per hour, maximizing efficiency and reducing payroll bloat. * Tech + transparency: Using Lawn Buddy for routing, tracking, and customer communication helped streamline ops without marketing spend. * Culture of servitude: Grounded’s three values, Responsibility, Quality, Servitude, drive how they operate and win referrals. * Selling the business: Nick’s now preparing for an exit. His main lesson: zero to one is hardest—and buying an existing “engine” can be smarter than building one. Where to find Nick Thompson and Grounded Lawn: * Linkedin: https://www.linkedin.com/in/nick-thompson-b6915587/ * Website: https://www.groundedlawn.com/ In this interview, we discuss: * 00:00 From backyard installs to Colorado lawns * 00:45 Landscaping vs. hardscaping 101 * 1:20 Learning installs from his dad’s DIY projects * 2:05 Targeting new builds during the COVID boom * 3:00 Job sizes: $3K to $75K, most in the $20Ks * 3:40 Why recurring maintenance beat one-off projects * 4:25 Keeping six W-2 employees through winter * 5:05 Snow removal as the off-season bridge * 6:00 Over-communicating with customers * 6:45 The 2021 pivot to recurring revenue * 7:30 Route density: solo crews > teams * 8:15 How Lawn Buddy powers daily ops * 9:00 Splitting commercial vs. residential routes * 9:40 Smarter gear: ramp racks, standers, no trailers * 10:30 Lessons from late-night R&D * 11:20 Grounded’s three values: responsibility, quality, servitude * 12:00 Growth without marketing—just Google reviews * 12:45 Nick’s role today: payroll and check-signing * 13:30 Preparing Grounded for sale * 14:15 “Buying is easier than building” * 15:00 How to know if you’re wired to build * 15:45 Final lessons on leadership and honesty This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. When Brian Reyburn’s father left the Air Force fire service to start a landscaping company, no one could have predicted it would lead to refurbishing fire trucks for the U.S. military and fire departments across the country. In this episode of SMB15, Brian shares the 20-year journey of building Fire Trucks Unlimited, from a “dumb idea” combining old landscaping mechanics and fire service connections into a thriving 50+ person operation. Key Takeaways * Market creation: Fire Trucks Unlimited applied military refurbishment practices to municipal fire departments after the 2008 crisis, inventing a market where none existed. * Economics: A new ladder truck can cost $1.2M–$2.5M. Refurbishment? Less than half that. * Funding model: They avoid debt and floor plan financing by collecting 50% deposits up front. * Trust in sales: Photo journaling refurbishments created transparency and built trust across fire departments nationwide. * Family business lessons: Respect isn’t automatic, Brian had to earn it with his team, even as the founder’s son. * Exit wisdom: “Get as much money day one” when selling to PE; earnouts favor the buyer. * Personal balance: After selling, Brian shifted into sales-only to prioritize family time during his kids’ last years at home. Where to find Brian Reyburn and Firetrucks Unlimited: * Linkedin: https://www.linkedin.com/in/brian-reyburn-7bb84746/ * Website: https://www.firetrucksunlimited.com/ In this interview, we discuss: * 0:00 Brian’s family roots in business * 1:00 From landscaping to fire trucks * 2:00 First big break with the military * 3:30 2008 crash creates a new market * 4:30 Fire truck economics: $2.5M new vs half the cost refurbished * 5:30 How the industry consolidated to 3 big players * 6:30 Early projects, big losses, key lessons * 7:45 Funding projects with customer deposits * 9:00 What “refurbishment” really means * 10:00 How long fire trucks actually last * 11:00 Anyone can buy a fire truck (and people do) * 12:00 Wildest sales stories: ISIS, war zones, remote islands * 13:00 Photo journaling turns into a sales engine * 16:00 Family business: challenges + respect on the shop floor * 17:30 Lean manufacturing lessons from Tesla to fire trucks * 20:00 What Brian learned from selling businesses (twice) * 22:00 Advice for sellers: get paid upfront, beware earnouts * 23:00 Life after the sale: shifting into sales, focusing on family This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. From a life-changing trip to Sonoma to scaling three retail locations in New Jersey, Jeff Carroll’s journey with Wine Dads shows how passion and persistence can reshape a career. He shares the leap from Trader Joe’s into entrepreneurship, the million-dollar challenge of opening his first store, and why he calls Wine Dads “a boutique shop cleverly disguised as a liquor store.” In this episode, we dive into the realities of alcohol retail: licensing hurdles, financing constraints, and cash flow management. Jeff also shares lessons on hiring sommeliers, curating a product mix, and finding expansion opportunities near Trader Joe’s. His story offers a candid look at how to build a retail brand in one of the most regulated industries. Key Takeaways * Passion can pivot careers. A trip to Sonoma in 2008 transformed Jeff from a casual drinker into a wine professional determined to open his own shop. * Location is leverage. Positioning Wine Dads near Trader Joe’s allowed Jeff to capture traffic and build awareness while maintaining his boutique identity. * Licensing is the biggest hurdle. In New Jersey, retail liquor licenses can cost seven figures, and navigating regulation is half the battle. * Cash flow is king. With alcohol invoices due in 30 days, retailers need disciplined inventory turnover. Wine Dads manages 10–12 turns per year. * Hire for expertise. Sommeliers and certified staff not only elevate the customer experience but also give credibility to the shop. * Approachability wins. By disguising a boutique selection inside a standard liquor-store look, Jeff made Wine Dads welcoming to everyday shoppers. Where to find Jeff Carroll and Wine Dads: * Linkedin: https://www.linkedin.com/in/jeff-carroll-61252364/ * Website: https://winedadshoboken.com/ In this interview, we discuss: * 00:00 - Falling in love with wine * 02:00 - Early retail lessons * 04:00 - Opening the first Wine Dads * 07:30 - Financing & licensing hurdles * 10:30 - Expansion strategy near Trader Joe’s * 13:30 - Pocket licenses & growth plan * 15:30 - Hiring sommeliers & staff * 17:00 - Delegating store management * 20:00 - Cash flow challenges in alcohol retail * 22:30 - Building a curated selection * 24:30 - Advice for aspiring shop owners * 26:00 - What’s next for Wine Dads This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. From a five-star review on his very first job to scaling toward $600K in revenue, Will Barrett’s journey with Will Do It Windows shows what happens when you combine grit with speed of execution. He shares the scrappy beginnings, the early hires, and the lessons that helped him turn a simple service into a serious business. In this episode, we dive into starting lean, finding the right marketing mix, and building culture in the trades. Will explains how he used door knocking, Google reviews, and Meta ads to drive growth, and why “just doing it” is the only real way to learn. Key Takeaways * Start small, sell first. Don’t waste thousands on equipment until you actually have paying customers. Focus on landing jobs, then invest in tools that help you move faster. * Hire early to scale. Will realized within a month that he couldn’t sell, clean, and manage everything at once. Bringing on a technician freed him up to focus on growth. * Culture drives consistency. Reliability, communication, and shared vision are what keep his technicians motivated. Every five-star review reinforces both accountability and pride in the work. * Marketing doesn’t have to be complicated. Meta ads, steady Google reviews, and even simple yard signs have been enough to build consistent inbound demand. * Execution beats perfection. Will doesn’t wait for the “right time”, he acts on ideas quickly, learns from mistakes, and adjusts. This mindset helped him grow fast without overthinking. * Community matters. Small business ownership isn’t just about revenue; it’s about relationships. Running into clients at the grocery store or events makes the work more personal and rewarding. Where to find Will Barrett and Will Do It Windows: * Linkedin: https://www.linkedin.com/in/will-barrett-101840313 * Website: https://www.willdoitwindows.com/ In this interview, we discuss: * 00:00 - First job * 01:00 - Door knocking * 02:20 - First hire * 04:00 - Residential vs. commercial * 05:40 - Building culture * 07:00 - Marketing channels * 08:00 - Starting an agency * 08:30 - Why business is simple * 09:30 - Bootstrapping lessons * 10:30 - 2026 goals * 11:30 - Soft wash story * 12:40 - Community connections * 14:00 - Where to find Will This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. Brandon Karam was practicing patent law when he stumbled on a very personal problem: he loved wet wipes but developed an allergic reaction that forced him to stop using them. That frustration led him and his cousin to launch Pristine Sprays, a toilet paper spray that transforms regular toilet paper into a wet wipe alternative. What started as kitchen counter experiments with gloves and hairnets turned into a patented product featured on Shark Tank, CNBC, and Good Morning America. In this episode, Brandon walks through the early product development process, the challenges of finding a manufacturer willing to do a small run, and how Shark Tank helped validate demand. We also cover the realities of building a lean CPG brand, balancing direct-to-consumer with Amazon, and why focusing on brand trust is the best defense against copycats in a crowded market. Key Takeaways * You don’t need experience, just obsession. Brandon didn’t know anything about CPG. But he was curious, resourceful, and willing to test formulas by hand. That beat out perfectionism. * Start scrappy, but outsource fast. Bottling 200 units by hand taught them this wasn’t scalable. They quickly realized where DIY ended and manufacturing had to begin. * Manufacturers can take your IP if you’re not careful. Many early-stage CPG founders don’t realize that unless you bring your full formula, a manufacturer might own part of it. Brandon emphasizes keeping ownership clear from day one. * The Amazon vs. DTC debate is overhyped. They spent 80% of their time on their website, but 80% of their revenue was coming from Amazon. Eventually, they stopped fighting it and leaned into what was working. * Brand is your moat. Even with IP protection, copycats show up. Brandon believes trust, consistency, and transparency are the only real long-term defensibility for CPG brands. * Shark Tank was the validation they didn’t know they needed. The exposure helped them find early traction, yes, but more importantly, it proved there was real customer demand. Where to find Brandon and Pristine Sprays: * Linkedin: https://www.linkedin.com/in/brandon-karam/ * Website: https://www.pristinesprays.com In this interview, we discuss: * 0:00 From Law to CPG * 0:41 Startup Obsession * 1:22 The Wet Wipe Problem * 2:32 Kitchen Formulation Begins * 4:18 DIY Chemistry Trials * 6:00 Manufacturing Reality Check * 7:19 Finding the Right Partner * 9:46 First Run Under $5K * 10:38 Website Flop * 11:57 Betting on Amazon * 13:00 Retail via FAIR & Markets * 14:29 Beating the Copycats * 16:53 Amazon = Ally, Not Enemy * 18:40 Shark Tank Strategy * 21:28 First Big Spike * 23:33 Staying Lean * 25:00 Avoiding Cash Crunches * 26:58 Daily P&L Checks * 27:26 4x ROAS Goal * 28:37 Buy What You’re Curious About * 29:18 Slow Burn Wins This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. From $2M worth of equipment bought for just $265K to building a team around veterans and experienced distillers, Jordan Griffie’s story isn’t your typical spirits launch. In this episode, Jordan shares how Valor Peak Distillery came together out of a bankruptcy auction, and the systems, culture, and discipline that keep it running like a business instead of a hobby. Key Takeaways 1. Treat it like a business, not a hobby. Most distilleries fail because founders chase passion for “making great juice” but forget the basics: systems, sales, distribution. Jordan and his team flipped that, prioritizing revenue channels (like private label) and business discipline over chasing perfection in the product alone. 2. Buy assets smart, not retail. The Valor Peak team picked up a $2M setup for $265K out of bankruptcy. Auctions and bank-owned assets are opportunities if you know where to look, and they let you launch at scale without crushing debt. 3. Use private label as a revenue bridge. Brand awareness takes time. Cashflow can’t wait. Valor Peak’s private-label program (36-bottle minimum with your logo) funds operations and distribution pushes while the Valor Peak brand grows. 4. Don’t lock into long distribution deals. Distributors want 5–7 year contracts. Jordan insisted on flexibility, a 2-year deal with a 90-day out. It’s better to learn the industry before locking yourself in. 5. Manage by lead measures. Instead of obsessing over last week’s revenue, Jordan asks his managers: “What does it look like to win the week?” Lead measures drive the lagging results, and if lagging results aren’t there, you adjust the leads. 6. Change nothing for 90 days. Whether starting or acquiring, the first rule is: don’t change anything. Observe, map systems, then implement strategically. Overloading teams too soon destroys trust. 7. Build culture with personality insights. Every employee takes the Enneagram test. It helps managers tailor communication and motivation. Add the rule: if you bring a problem, bring at least one possible solution. Ownership is built into the culture. 8. Anchor your drive in family. Jordan’s why is clear: provide a life for his kids without the stress of bills hanging overhead. That clarity informs how he structures, operates, and grows every business he touches. Where to find Jordan and Valor Peak Distillery: * Linkedin: https://www.linkedin.com/in/jordan-griffie-56806bb3/ * Website: https://www.valorpeakdistillery.com/ In this interview, we discuss: * 0:00 First Business * 0:41 Lessons on Saving vs. Leveraging Debt * 1:19 Starting Valor Peak Distillery * 2:32 Buying Distillery Assets Out of Auction * 3:30 Launching with a Full Spirit Lineup * 4:17 Why Most Distilleries Fail * 5:06 Private Label Strategy * 6:01 Distributor Terms * 6:42 $2M Distillery Bought for $265K * 8:51 Alcohol’s Three-Tier Pricing Explained * 10:13 What Distributors Want * 11:23 Building the Team * 13:36 Win the Week * 16:15 The 90-Day Rule * 19:33 What Drives Jordan This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. After getting stiffed on a big commission, Scott Crosby decided he’d never work for someone else again. Within a year, he bought American Services, a 30-year-old commercial HVAC and refrigeration company in St. Louis. In this episode, Scott talks about building trust with his team, the nonstop nature of B2B service work, and why he believes culture is the ultimate competitive edge. Some takeaways: * Trust comes from follow-through. In his first 90 days, Scott made a point of never overpromising and always delivering. Uniforms, pay raises, and a new CRM all rolled out exactly when he said they would, showing his techs he meant what he said. * Culture first, revenue second. Letting techs take family vacations in the summer, renovating the office, and paying above-market wages set the tone. Scott’s bet is that putting people first creates a stronger, more sustainable company. * Commercial HVAC = constant backlog. Unlike residential, there’s no slow season. Senior living centers, restaurants, and daycare chains always need service. The real constraint isn’t sales, but how many technicians you have. * Avoid rookie mistakes. Scott’s biggest regret was trying to switch carriers week one, losing precious time and even his main phone number in the process. His advice: inherit the basics and only rip out systems once you’re stable. * Think like an asset manager. Instead of just fixing broken equipment, Scott’s vision is to guide clients on lifecycle management — when to budget for replacements, how much they’re spending on maintenance, and how to plan ahead. * Cash flow is king. Even with steady demand, B2B service means long payment terms. One surprise six-figure job in his first week taught Scott the importance of forecasting and preparing working capital. Where to find Scott and American Services St. Louis: * LinkedIn: https://www.linkedin.com/in/scott-crosby * Website: https://americanservicesstlouis.com In this interview, we discuss: * 0:00 Intro & Path to Buying a Business * 3:36 Overview of American Services (Commercial HVAC) * 5:36 Maintenance Programs & Asset Management Approach * 8:05 Supplier Relationships & Reason why acquire HVAC? * 11:28 Team Structure & Balancing Installs vs. Service * 13:04 Hiring Standards & Building Culture * 16:31 Building Trust in the First 90 Days * 18:22 Lessons from Transition Mistakes * 23:04 Working with a Partner & Scaling the Model * 25:00 Biggest Surprises: Vendor Portals & Cash Flow * 27:19 Constant Demand in B2B HVAC * 30:53 Investing in People & Building Culture * 32:11 Do’s and Don’ts for Buying in HVAC This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. From getting fired as a bartender to running a multi-crew painting company, Matt Carlson has seen it all. In this episode of SMB15, Matt shares the raw story of building M. Carlson Painting over 25+ years: the mistakes, the systems, the culture, and why reputation is the only real warranty in business. Some takeaways: * Paying your guys more lets you demand more of them. Matt pays his crews above-market rates, but in return sets higher expectations for quality, professionalism, and communication. This creates loyalty and raises the performance bar, ultimately making crews better painting companies in their own right. * Beware of expanding into unfamiliar markets. Matt entered Utah with confidence after success in Minnesota, only to find that homeowners there weren’t nearly as “house proud” as Minnesotans. They were often trying to find the cheapest contractor and cared less about high quality paint jobs for their multimillion-dollar homes. He now sees adjacent markets as a smarter first move and has found Indianapolis to better mirror the market dynamics of Minneapolis. * No one disrespects you. As part of M Carlson’s culture, the crews know that Matt has their back. This further drives loyalty and retention of the painters. In fact, they recently bailed out of a $45K job when a client consistently treated his crews like garbage. * Exterior painting is a seasonal business in Minnesota. Minnesota winters shut down exteriors, so Matt sought out apartment turns, insurance work, and contractor jobs to smooth cash flow. Relying on one type of work would have left the business vulnerable and ratcheted up the pressure on summer months to maximize cashflow. * Make mistakes fast, then learn. Matt’s advice to new entrepreneurs: document your lessons, avoid emotional decisions, and accept that mistakes are inevitable. The goal isn’t perfection, but rapid learning and consistent effort. * Find your “why” to endure hard times. Running a small business is all consuming and stressful. Matt shared numerous times when he wanted to throw in the towel and go back to just doing small jobs with his friends. Matt trudged on because of his “why” - never want to work for someone else after his experience working that bar in college. Where to find Matt and M. Carlson Painting: * LinkedIn: https://www.linkedin.com/in/matthewcarlsonorono/ * Website: https://www.mcarlsonpainting.com/ In this interview, we discuss: * 0:00 Final Tipping Point * 1:38 Going All-in on Painting * 2:56 Building Trust with Clients * 5:33 Why Communication Sets You Apart in the Trades * 7:51 Intro to Matt Carlson * 9:30 First Year of a Minnesota Winter * 13:50 Specializing Crews by Project Type * 16:21 Splitting Into Residential, Contractor, and Commercial Divisions * 19:20 Pay More than Anyone Else * 22:58 No One Disrespects You * 25:56 A Warranty Is Your Reputation * 28:55 Expanding Beyond Minnesota: Utah & Indianapolis * 34:44 Advice for New Small Business Owners This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. When COVID hit, Ryan Baskins was selling HVAC systems to hotels — not a great place to be. Over beers with a friend, he had a realization: 3D printing had finally gotten good enough to launch physical products without a factory. That spark led to Chatelet Manufacturing, a fast-growing additive manufacturing business with 80 printers and a thriving B2B and consumer arm. In this episode, Ryan breaks down how they built the business from scratch, what makes additive viable for short-run production, and how they support inventors and manufacturers with rapid prototyping and bridge manufacturing. We talk materials, pricing, automation, the rise of print farms, and how American manufacturers can compete on speed, quality, and customization. Some takeaways: * Additive manufacturing eliminates expensive tooling costs. Traditional manufacturing often requires costly molds and machinists before you can make a single part. 3D printing lets you go from CAD file to finished product the same day, making it ideal for short-lead time needs or prototyping for inventors or physical product creators. * Consumer ideas can be live on Amazon the same day. Ryan’s team initially started by using 3D printing to make their own product ideas, prior to expanding into B2B contract manufacturing. The process is so fast that they have gone from morning concept to live Amazon listing — and even first sale — within hours. * Pricing starts with dollars per hour, not just materials. Ryan prices work by assigning an hourly value to each printer, then factoring in material cost, build volume, and batch size. If a job takes 12 hours to make and can only sell for $15, it’s off the table. This allows them to factor in the capital expenditure needs along with more variable energy and design service costs. * Pick the right equipment — or risk expensive obsolescence. In their first two years, Ryan’s shop invested in what was then top-tier gear, only to have new technology render it outdated. Staying competitive means being ready to rotate equipment quickly when the industry leaps forward and having the capital to do so. * Traditional machine shops serve as great channel partners. Many machine shops don’t have additive capabilities but encounter jobs that are better suited for printing. By acting as their recommended 3D print partner, Ryan wins recurring work while helping them serve customers more efficiently. * There’s no single “best” manufacturing method. Ryan’s philosophy is to ultimately expand to support all methods — additive, injection molding, CNC — and steer each project to the best one. The goal is not to replace traditional manufacturing, but to integrate it. Where to find Ryan and Chatelet Manufacturing: * X: @BaskinsRyan * LinkedIn: https://www.linkedin.com/in/ryan-baskins/ * Website: https://chateletusa.com/ In this interview, we discuss: * 0:00 What Is Additive Manufacturing? * 2:29 Intro to Ryan Baskins * 4:19 Starting the Business Over Beers During COVID * 6:49 Building Out a Print Farm * 9:09 Design Services * 11:01 Acquiring Injection Molding Capabilities * 12:12 Custom Manufacturing Jobs * 14:08 Billing by the Hour * 15:34 FDM vs SLA vs SLS Printing * 19:15 Misconceptions About 3D Printing This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. Julia Callahan quit a stable career in medical sales to knock on doors with a handwritten notebook. Less than a year later, she’s grown Jubilee Cleaning Services to 17 employees and $70K/month in revenue. What started as a low-overhead side hustle has become a full-time mission — delivering dignity through cleaning while building an operation that can scale. In this episode, we cover how Julia priced her first jobs, hired and trained her early team, and grew via Facebook ads and phone-based quoting. We also get into her commission-based pay model, how she structures deep cleans vs. recurring jobs, and what it’s taken to grow a culture rooted in care, standards, and accountability. Some takeaways: * Starting small eliminated the fear of failure. Although starting a business carries higher failure rates, the actual capital risked is a lot less than in a business acquisition. After looking into acquiring a local laundromat, Julia and her husband decided to go the “build” approach instead. Residential cleaning allowed Julia to start the business on the side, working nights and weekends, with minimal personal capital at risk. * GoHighLevel and Facebook ads now drive 100% of leads. While Jubilee began with weekend door knocking, today their growth engine is paid ads funneled through the GoHighLevel platform. The localized FB ads allow them to target folks in and around Beaver, PA. But rather than drive leads to an automated quote, Julia has maintained personalized quote calls as key to the sales motion. This allows them to adjust to customer needs and price expectations on the fly while building a human relationship. * Recurring residential clients are the backbone of the business. Jubilee's revenue concentration leans heavily on residential cleaning, providing a safety net of small, recurring contracts. Julia notes that losing a $300/month client is far less damaging than losing a $50K/yr commercial contract, allowing her to better project headcount needs and capacity. * Enforcing high standards was her biggest leadership unlock. Julia admitted early on she was too lenient on lateness and standards. Once she started holding the line, accountability became self-reinforcing. “The standard did its job and I’m finally holding it,” she said. * “We enter people’s lives at their highest highs and lowest lows.” From helping a woman spend more time with her husband battling Parkinson’s to cleaning homes post-divorce or pre-graduation party, Julia sees Jubilee’s mission as deeply personal and life-enhancing. Where to find Julia and Jubilee Cleaning Services: * LinkedIn: https://www.linkedin.com/in/callahanjulia/ * Website: http://jubileecleaningservices.com * Instagram: @jubileecleaning.co In this interview, we discuss: * 0:00 Getting Her First Clients * 1:41 Intro to Julia Callan * 2:16 Buy vs. Build * 4:24 From Door Knocking to Paid Ads * 5:30 Pricing at Jubilee Cleaning * 7:42 Hiring the First Cleaner & Growing the Team * 9:53 Training & Compensation * 11:17 Operations of a Cleaning Business * 13:16 Building a Mission-driven Company * 14:43 Maintaining Culture & Standards * 16:20 Reinvesting Profits vs. Paying Herself * 17:13 Overcoming Self-Doubt and Staying Motivated * 19:35 Advice for Starting or Buying a Cleaning Business This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. Ryan Robinson didn’t grow up dreaming of shingles. But after working in transportation and getting laid off during a downturn, he fell into roofing — and never looked back. Today he’s the co-owner of Upright Roofing and Construction, one of the fastest-growing roofing businesses in the Dallas-Fort Worth area. Along the way, he’s also built a paintless dent repair shop and a Christmas lights business that serves 250+ homes each winter. In this episode, Ryan shares what it really takes to run a roofing company: how crews are hired, how insurance claims are processed, and why class 4 shingles aren’t always worth the hype. We talk commercial vs. residential work, the legal shift from 1099 to W2 sales teams, and what separates a fly-by-night roofer from a reputable operator. Some takeaways: * Re-roofing beats new construction. Ryan once installed 60 new construction roofs in 60 days, only to net $10,000 total. Since then, Upright has focused on re-roofing, where margins are higher and storm-driven demand is more predictable. * Storm chasers vs. storm catchers. Ryan breaks the storm repair market down into folks who are storm chasers or storm catchers. The chasers travel state to state chasing the latest hail storms - and typically get a poor reputation. Storm catchers, however, are locally owned & operated roofing contractors who are embedded in the community and wait for the latest storm to drive referrals and business. For homeowners, storm catchers are far preferable because the roofing contractors are around in the years to come when roofs need repair work under warranty. * Field sales can change your trajectory. One of Ryan’s sales reps knocked on a door and met a general contractor. That contractor was working on some large commercial projects in DFW and was in need of a roofer. That single conversation turned into three six-figure commercial jobs, jumpstarting Upright’s expansion into commercial work. * Ryan trains his crew to truly understand the science and help fix roofs, not just close a sale. Upright doesn’t hire high school kids looking for a summer job knocking on doors. They invest in training reps who understand the roof overhead and know everything from the pros and cons of various materials to how to deal with insurance claims. * Insurance-funded roofs are a double-edged sword. Margins are higher on insurance work because prices are set by carriers. But contractors often fronting tens of thousands in WIP before receiving final checks, making cash management and scope accuracy essential Where to find Ryan and Upright Roofing + Construction: * X: @Ry__Rob * LinkedIn: https://www.linkedin.com/in/ryan-robinson-a86a22b0 * Website: https://uprightroofinggc.com/ * Instagram: @uprightroofingandconstruction In this interview, we discuss: * 0:00 Intro to Ryan Robinson * 1:20 Why You Can’t Install Shingles Below 40°F * 2:43 Learning Roofing from the Sales Side * 4:00 New Construction vs. Re-Roofing vs. Repairs * 5:42 What is TPO Roofing? * 7:10 Sales Team Training Philosophy * 8:22 Inside the Storm Chaser World * 10:41 How to Vet a Roofer as a Homeowner * 12:34 The Insurance Process Explained * 15:36 Subcontracting vs. In-House Crews * 17:49 How They Vet New Crews & Trades * 19:46 Roofing Materials 101 * 24:02 Starting a Christmas Light Business * 25:40 From Sales to Business Ownership * 29:51 Expansion Plans * 31:05 What Drives Ryan Robinson? This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. After 14 years as a railroad engineer, Scott Gunter bet the house — and $116K — on a single container of packaging from a Chinese supplier he’d never spoken to. That gamble paid off. Today, he runs JarCo, a growing print and packaging business in Arkansas with clients in food & beverage, schools, and beyond. In this episode, we get into what it takes to run a hybrid printing and packaging company, from custom merch and labels to flexible packaging and import logistics. Scott shares how he evaluates customers, the differences in margin and effort between print and packaging, and what he looks for when buying small businesses. Some takeaways: * Competing with offshore labor requires speed and trust. JAR Co’s value isn’t in being the cheapest. It’s in responsiveness and flexibility. For customers in the $10M–$50M range, Scott’s pitch is simple: he’ll handle the complexity, move faster than your team can, and still save you money. * The 10–50 million revenue customer is the sweet spot. These customers are big enough to place meaningful orders, but not big enough to bring sourcing in-house. They rely on trusted vendors and value simplicity and a one-stop shop over squeezing every penny. * Sales becomes the bottleneck. As Scott’s scaled up the team and brought some production in-house with his acquisition, the struggle has been in balancing fulfilling customer orders with continuing to do outbound sales for new print and packaging customers. * Once a customer buys packaging, they often buy print. Scott found that once he landed a packaging client, they’d eventually ask about branded apparel, promotional products, and signage. Cross-selling became a natural upsell — because buyers want one vendor they can count on. Print customers, however, may not have a need for packaging. * He advises business buyers to assume a 20% customer loss post-close. No matter how strong the transition, Scott’s seen customers leave due to loyalty to the seller. His rule of thumb: build a buffer, do your diligence, and expect churn when a business changes hands. Where to find Scott and Arkansas Marketing & Promotionals: * LinkedIn: https://www.linkedin.com/in/scott-gunter-492668333/ * Website: https://www.arkansasmarketing.com/ In this interview, we discuss: * 0:00 Leaving Union Pacific for Entrepreneurship * 1:31 Starting in Packaging * 3:50 First Container Arrives * 5:04 Freight Forwarding * 8:42 Why Customers Choose JAR Co * 10:52 Building Out the Team * 12:23 Acquiring Arkansas Marketing & Promotionals * 13:15 Flexible Packaging * 15:19 Print vs. Packaging * 16:58 Scott's Big Focus * 18:52 Advice for Buying a Business * 20:42 Key Metrics to Watch * 21:32 Advising Aspiring Owners This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. California has 6,000 metal fabrication shops and very few successors to run them. Jules Brenner is on a mission to fix that. Through Industrial Succession, he’s buying and operating metal fabrication shops that serve time-sensitive and highly engineered use cases — from data centers to critical infrastructure. In this episode, Jules shares what makes the succession problem particularly challenging in California, how they staff and operate metal fabricators, the latest trends in automation and the kinds of sellers he looks to partner with. Some takeaways: * Most fabs are small owner-operated businesses. Over 6,000 of the 30,000 metal fabricators in the U.S. are based in California. But the vast majority are small shops with the owner still actively operating machinery. Only around 200 of the 6K earn $20M of revenue or more. * RE market impacts succession planning. Over the past few decades, many owners bought the real estate their fab was using. As the e-commerce and media business boomed, their real estate shot up in value. This often means they’re holding an 8-fig piece of land but only a low 7-fig business. In practice, many don’t care to struggle through the succession process and instead elect to close up shop and monetize the real estate. * Want to compete against China? Do the hard thing. Brenner’s shops focus on certified welding, patented products, short lead times, and complex quality requirements. These are areas where U.S. operators can outcompete — even with California labor costs. * Production leads are the hardest roles to hire. The sweet spot is a person who can weld or machine parts while also tracking throughput in spreadsheets and email. Most candidates lean heavily technical or administrative. Few can do both. * Standardized quality certifications make M&A easier. Brenner targets fabs who already comply with AS9100 or ISO standards. These standards create not only cleaner operations, but also make post-close integration smoother. If you buy a fab without them, you risk seeing a lot of headcount churn during the qualification process. Many employees lack the desire or skill to comply with more intense QA requirements. * Customer concentration is the biggest trap for new buyers. Many metal fab businesses serve just a few large customers. Buyers have to perform serious diligence to understand the exact work product being delivered to customers, the lifetime of the customer, and the risk that they go elsewhere for their welding, cutting or fabrication needs. Where to find Jules and Industrial Succession: * LinkedIn: https://www.linkedin.com/in/jules-brenner * Website: https://industrialsuccession.com/ In this interview, we discuss: * 0:00 Why California and Why Metal Fabs * 3:18 Market Segments in Metal Fabrication * 3:33 Revenue Breakdown * 4:59 Common End Users * 5:58 Onboarding a New Customer * 9:30 Impact of Offshoring * 13:18 Typical Org Chart * 17:10 Hardest Role to Hire For * 18:17 Labor Shortage * 19:32 Tips for Buyers and Investors * 22:39 Industrial Succession * 24:45 Ideal Sellers * 26:04 Upcoming Milestones This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com

Listen now on Spotify or YouTube. After stints in investment banking and private equity, Chris acquired System Six in July 2021, a remote accounting firm serving SMBs. He doubled the team, expanding into payroll and tax, and built a fully remote operation spanning 25+ states and 3 countries. Along the way, he's been active in the Entrepreneurship through Acquisition (ETA) community, frequently speaking at and sponsoring conferences. In this interview, we dive into how Chris prices each client relationship, the team structure behind his high-margin model, and the role technology plays in scaling advisory services. We also cover his thoughts on AI, margin compression, retention, and the recent surge in consolidation hitting the accounting industry. Some takeaways: * You rarely need a CPA. Despite having a background in finance, Chris doesn’t hold a CPA license. He shared that it’s a common misconception that you need to hold a CPA to acquire and own an accounting firm. The two main instances that do require a CPA majority owner are if the firm uses “CPA” in its name or if the firm provides audit and attest work. * Paid discovery filters out tire kickers. System Six charges a few hundred dollars for a financial assessment as part of the sales process. The fee covers time spent analyzing a client’s books but more importantly ensures they weed out folks prioritizing cost over quality. Chris wants to focus on clients who value responsiveness, team redundancy and deep expertise in service businesses. * Expanding within your customer base. The number of new customers each month hasn’t changed much since the acquisition 4 years ago. What has changed is the number of services that a given client is using. By bundling bookkeeping, payroll, invoicing, and bill pay together, System Six improves margins and increases stickiness. * Recognizing what a remote-first culture means. Rather than trying to replicate an in-person experience with a remote team, Chris leans into the benefits of remote. This is what attracts great talent to their team. They still have team huddles and 1:1’s, but they’re not trying to host remote happy hours or require frequent meetups. * Every client gets a 3-person team. Unlike solo bookkeepers, System Six assigns each client a junior, mid-level, and senior staff member. The result is resilience, better handoffs, and a smoother client experience—especially during transitions or turnover. * AI won’t replace advisory relationships. While automation tools can accelerate onboarding and bookkeeping workflows, Chris believes small business owners will always need a real person to explain financials and advise on decisions. The difference will be the speed and breadth of what they can help on. * Red flags for an accounting firm. For those thinking of buying an accounting firm, Chris recommends doing diligence on the customer base. Are they all on Quickbooks Desktop? Do they enjoy stopping by the office to drop off documents? Questions like these help you diligence whether the business can evolve and you can actually achieve margin expansion with technology and modern systems. Where to find Chris and System Six: * LinkedIn: https://www.linkedin.com/in/chris-williams-68057029/ * Website: https://systemsix.com/ In this interview, we discuss: * 0:00 Where System Six Sits in the $150B Accounting Market * 1:06 Intro to Chris Williams * 1:56 Running a People Business * 3:33 Revenue Breakdown * 5:09 Pricing and Margins in Accounting * 8:30 Competing with Offshore Providers * 10:37 Client Growth * 12:18 Handling Scope Creep * 14:27 Building a Strong Remote Culture * 16:10 State-specific Regulations * 19:12 Scaling an Accounting Firm * 21:21 AI's Impact on Financial Services * 24:24 Consolidation & the PE Roll-up Trend * 27:09 Advice for those Buying an Accounting Firm This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit smb15.substack.com