I help established home improvement companies make more money from the leads, customers, people, relationships and resources they already have.
Before you buy more leads, add payroll, buy more software or increase overhead, I want to find out how much more your current business could be producing.
Find where good opportunities are being lost and fix the process.
Look beyond the first transaction for legitimate ways to create value.
Keep salespeople selling and managers managing.
More leads. More salespeople. More advertising. More software. More overhead.
Sometimes that's exactly what a company needs.
But before adding more, I want to know whether you're getting everything you should from what you already have.
That's where I start.
I look across the business for places where an established company may already have value that isn't being fully captured.
What happens between the issued appointment and the signed contract?
If the difference isn't clear, price becomes the easiest comparison.
You already paid to earn the relationship. What happens next?
The right relationship can create value without buying another lead.
Salespeople should sell. Managers should manage.
I still sell premium, high-ticket home improvement in real homes.
I still have to earn trust, explain value, deal with price, answer objections and ask homeowners to make large financial decisions.
That keeps my thinking grounded in what actually happens when a salesperson sits across from a customer.
The S3 Method gives us three places to look for more profitable revenue without automatically assuming the answer is more leads, more people or more overhead.
Improve how your company positions value, sells, follows up, manages performance and turns qualified opportunities into revenue.
Find legitimate ways to create more value around customers and relationships your company already worked to earn.
Build repeatable systems and use automation where it actually saves time or removes unnecessary work.
I'm not looking to create a permanent job for myself inside your company.
Look at the business with fresh eyes and identify the places most worth fixing or using.
Create the process, offer, positioning, partnership or system needed to capture the opportunity.
Implement it, measure it and make adjustments based on what actually happens.
Train the right people, build accountability and transfer ownership back to your company.
Years ago, a conversation about poor fuel quality made me start digging into the petroleum industry.
I saw an opportunity around fuel-system maintenance, fuel quality, consumer trust and giving businesses a way to demonstrate verified fuel quality.
That became the Accredited Petroleum Association concept.
I developed the concept, positioning, service model, sales strategy, marketing and go-to-market approach.
The concept generated significant industry interest and NASCAR sponsorship commitments.
The point is how I think: find something valuable that isn't being used, build a way to use it, make the value easy to understand, and get people behind it.
Dependency is not the goal.
I want to help find the opportunity, build the solution and get it working.
Then the people who actually belong inside your company should know how to run it.
If it falls apart when we leave, we didn't build it well enough.
Relationships are one of them.
I've spent more than 20 years building relationships and looking for ways people and businesses can create value for each other.
Two companies may serve the same customer without competing. A customer may need something your company doesn't provide. A relationship may make your offer stronger without lowering your price.
That's why relational leverage is part of STACK.
HeroDeals grew from the same belief in relational leverage.
Use relationships to help veterans and military connect with businesses and providers I trust.
HeroDeals isn't the consulting offer.
It's another example of how I think about an underused asset: if you've spent years building a valuable network, use it to create value.
Customers. Relationships. Data. Knowledge. People. Reputation. Systems. Existing lead flow.
I want to know what can be turned into more value before we decide the answer is simply spending more money.
I served in the U.S. Army and my unit responded to the Pentagon after the September 11 attack.
Twenty years later, I walked 487 miles through six states in 26 days, connecting Ground Zero, the Flight 93 National Memorial and the Pentagon.
That doesn't make me a better sales consultant.
But business consulting requires trust. You're opening your company, your numbers, your problems and sometimes your mistakes to another person.
You should know something about the person sitting across from you.
Tara and I are wired differently on purpose.
I move fast. I see opportunities, build ideas, connect dots and want to get things moving.
Tara is the processor.
She looks at the foundation: leadership, culture, training, accountability, documentation, ownership and the daily actions required to make change stick.
That matters because a great strategy that disappears after 90 days isn't much of a strategy.
I help find and build the opportunity. Tara helps make sure the company can own it.
We're built for established premium home improvement companies that already have real opportunities, real customers and something genuinely worth selling.
The first step isn't buying consulting.
It's taking a serious look at your business and finding out whether there are opportunities worth pursuing.
We look at where revenue comes from and where it may be getting lost.
Leads, customers, people, systems, relationships and resources.
We look for the areas that appear most likely to create meaningful value.
If there is a strong fit, we can talk about what comes next.
That's part of the reason for the review.
If you believe your company should be producing more from what it already has, start there.
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