Ep2 David Goldenberg - From Zero to 300 Pools: The Scrappy Fighter Who 6X'd His Business in 2 Years

Scott Groves  0:00  
There's gotta be something about you as a fighter that serves in business or vice versa, right? Like something you're doing in business that serves you as a fighter. One

David Goldenberg  0:09  
of the beautiful things about a fight under the lights is you find out who someone is in 15 minutes. For the reasons that I'm good and fighting are the same reasons I'm good or going into business, I'm a grinder, I'm scrappy and chasing greatness.

Scott Groves  0:26  
Welcome to Henderson HQ. This is the podcast where you get all the stories behind the businesses that make our community tick. Don't forget to subscribe to our weekly newsletter. Hey there, Henderson HQ. Audience, it's Scott groves here with the Henderson HQ podcast, we're going to interview my new friend, David Goldenberg, who is the business owner of a company called Las Vegas pool bros, service a ton of pools here in the Henderson area. And I wanted to have him on because he's an interesting character. Built the business by buying it first, even though he didn't know anything about cleaning pools. And interestingly enough, he is also an undefeated fighter in the tough enough promotion just went pro after his first five amateur fights. So a real character, I will warn you, he's from Jersey. I've got a little bit of a foul mouth, so you might hear a few choice words in here, which did not happen on the other episodes that we recorded today. But you get two fighters in the room together, talking about business shooting the breeze, and some foul words were exchanged. So take it with a grain of salt, but there was just some great lessons in here, talking about, you know, hiring ahead of demand, the challenges of hiring and firing in Vegas, and Henderson with us, having kind of a transient community, and really how he 6x his business in two years. So if you're a business owner or you're interested in interesting business stories, this one's definitely for you. Thanks for tuning in. Don't forget to subscribe. Hey, ladies and gentlemen, Scott groves with the Henderson HQ here with my new friend, David Goldberg, who is the owner of Las Vegas pool bros, which is interesting, growing business. I want to hear all about that. But also, interestingly, we met through a jujitsu connection, because while he's building his pool cleaning Empire, which is becoming an empire, he's also a professional MMA fighter. Five and oh, I think right now, five knows my amateur career. I've recently turned pro, okay, five and oh, the amateur career going pro, which I don't even understand how you can run a business and fight full time. So tell us about David in Henderson Las Vegas pool bros, like, give us the Reader's Digest. Story of You,

David Goldenberg  2:29  
sure? Well, that's a Reader's Digest. Story of me is is a little hard to do, so I'm going to start with the business. Okay, let's go and and you know my whereabouts in there. Las Vegas pool brewers. I bought a small starter route, as they're called, three years ago, I bought 52 accounts. It was all over Las Vegas. I've always kind of lived in Henderson, around the border. We've grown that has gone from 52 accounts to a little over 300 we got a staff and myself and seven others, office manager, project manager, bunch of techs. We got a shop, a headquarter, six trucks on the road every day. We serve something like 175 pools in Henderson. It's kind of our base, and where we do most of our workout now, both by luck, coincidence and the little manifestation, you know, that's it. I figured that's where we post up our trucks, and that's where we make our friends. That's where our business will spread the most. And fortunately, it has. So while I'm not in a Henderson area code right now, at this moment, I've always been on the borderline. Love the area, and that's where I've been. That's where I've been growing my business and paying my bills. So wait,

Scott Groves  3:40  
talk about this, right? Because you said you bought a small route that had like, 52 pools. You've six, 7x that. And I know we talked on on zoom the other day, you got plans to go much, much bigger than that. But, like, why? How? When does somebody buy a pool route like this is not that's not on my like, radar as business development,

David Goldenberg  4:00  
yeah. You know, I had never cleaned a pool in my life before I bought this route. So the first, the first few months were, were very stressful. Obviously, I was, I was looking to get into a business. And, all right, I'm gonna go, I'm gonna go, full truth here, I had a business partner. We were doing real estate flips and doing business together. And I found that he was he was kind of double dipping and doing some things he wasn't telling me, and doing business with other people, and just not being fully transparent. And I had all my eggs in that basket, and I had been looking for a business for a while, mainly pizza raised. I worked at one in New Jersey for a long time. I would never guess we're from Jersey. Yes, right? That giveaway and and once I saw that, I figured, look, if he's not all in here, I can't be all in and I ended up messaging a pool broker that day. All right, so that doesn't quite answer your question. Pools specifically, if you go to. The Craigslist of buying and selling businesses, biz, buy, sell. Doc, biz, buy, sell. Okay, which, you know, it's kind of it's a great place to start if you're looking to buy a business, when you're actually serious about it, you should work with a business broker. Trent Lee, a very good business broker in town. He's not the one that I purchased his route from, but he's done a lot of help for me. I think he's ranked the number one business broker in the country. Don't know how they come up with those statistics. All right, everyone's number one, if you look at their website. But right? Trent Lee, I'm gonna get him on the podcast. Trent Lee, you should. He does a great job. Anyhow, I'm looking through but if you go to biz, buy, sell, the one business industry that you'll see more than any other in Nevada is pool routes. Why for one, shit ton of pools out here for two, it's an easy industry. It's an easy business to buy and sell because of recurring revenue model. So same way, just talking to my cousin in law, I'm going to mess this up. It's either accounting or insurance. I think insurance, that's what it is. Insurance is a recurring revenue model, and it works a similar way. And because of that, it's kind of easy to exit the industry and vice versa. It's kind of easy to entry if you have the capital to do so, yeah,

Scott Groves  6:15  
because you know, if you got 52 pools times 200 bucks a month, you know what the revenue is. You know what the business is

David Goldenberg  6:21  
worth. In Las Vegas, a pool route is worth. And if you're not selling by the business, just by the pool route, a pool business is worth the monthly recurring revenue times 10, and you can expect to pay a broker 20% All right, so So you're walking away with 8x your monthly revenue. And you know, that's the rate I bought it in at? Well, no, I bought in at 10x because the seller pays, you know, the broker it is in one day I'll exit, hopefully I'll sell it as a company. Because once these things get large enough that they can automate themselves, that's when you get a really big draw from pool conglomerates, the large companies in town, I can tell you, there's a few in town that you know, and there's nothing wrong with this, but they're not organic. They didn't even just do this with advertising. Their thing is they go out. They have a lot of investment behind them. Some of them are private equity backed, and they buy up the competition. So either if you want to sell it as a company and get a higher multiple, you kind of get the business to run itself, and you look at selling it as a business based on earnings, and not reoccurring monthly revenue to private equity or a pool consolidator of some sort. It

Scott Groves  7:36  
makes sense now that you say, right? Because it's like, if, if I'm just Scott, and I kind of fell into this, and I'm cleaning pools, and I got 5060, pools I service every week, and I'm sick of being in the sun, and somebody is like, Hey, man, I'll give you 10 times revenue to go, like, have some seed money to start your next thing, or move out of town or retire, or whatever. I imagine there's just a bunch of these, right? If we went on biz, buy, sell, right now, you could probably find a dozen

David Goldenberg  7:59  
of them, right? A dozen? I mean, yeah, a lot of those, especially like the one that you just listed, unless you're a large company, adding that to you, you're kind of selling a job, not a business, right? If I'm cleaning pools by myself, the gentleman that I bought my business from had been cleaning pools for 16 years. He was 50 something years old, and he was making good money. He was making probably low six figures, busting his ass working every day. And I kind of asked him, Why did you never get a staff underneath you? I think you might have had one part time guy at the time. And although this isn't what he told me, what I gathered is it's more difficult to delegate than it is to actually sweat it out and do it yourself. But when you sweat it out and do it yourself, although you think you're making the responsible decision, you know, I know it gets done, like my parents taught me, you want to make sure it gets done the right way. You do it yourself. If you want to do it forever, yeah, but if you want to grow the business, you got to delegate. You got to find someone who can do something, you know, 75% as well as you can and pay him to do it, because no one's gonna do it 100% as well as you can. And that's not my quote. That's a gentleman in private equity who sold his business to private equity. He went zero to 1000 pools in a year. Casey Graham, I'm out of South Carolina, who recently gave me some help. I reached out to him, trying to value my business and and he gave me a lot of pointers on what to do with my business to make it very easy to be acquired, acquired. And he gave me some great pointers. And at the end of the day, everything that he gives me isn't just to make it easier to be acquisit. Just kidding, acquired. It also makes it a better business. Yeah, they want to buy better businesses. They don't want a business where the only person who knows the numbers is the owner. Yeah, and that owner is needed, and he's got to be there 40 hours and he can't be replaced. That's not a business. This job, it's a job. And people don't start their own businesses. To have a job, right? It's a lot more easy and stable to have a regular job, if that's. What you know you're aiming for? Yeah,

Scott Groves  10:02  
I want to know obviously you have the courage to get in a ring and get punched in the face, hopefully not too often. But like, what gave you the courage to be like, I don't know anything about this business, but I'll figure it out. I'll teach myself. I can learn chemicals. I'm pretty smart guy. Like, most people don't just go or the barrier to entry is so high. Like, I can't just go buy an auto body shop tomorrow, because I don't know the first thing about paint or metal or anything like that. So what was it about you that you're like, Yeah, I'll figure it out. It'll be fine, yeah?

David Goldenberg  10:27  
Quick little anecdote, when I walked in here, you knew two things about me, you know, just from my name and looking at me. One, I was from New Jersey because my accent, giveaway. Two, I was Jewish, Goldenberg, last name at my Bar Mitzvah, my dad told this story about me, and I was embarrassed out of my mind when he did. But I used to be big into football until I was five foot as a freshman in high school and had to switch over to wrestling. Good plan. Yeah, thank God I did. But he said he was at one of my Pop Warner Football games, and I was the quarterback, and we go out there and we get crushed, and I'm getting sacked and I'm getting hit, and we're barely making any yards on offense. And at the end of the game, I'm walking off the field to my parents, and my mom turns my dad and goes, Okay, we're just going to say something positive here. We're going to be we're going to find something positive about it. And I walk off the field and my mom or dad goes, Hey, Dave, you did a great job. And I looked at him, I said, I know I killed it. I'm the man I killed it out there. I say that because, you know, might have been a goofy kid because of it, and whether I'm right or I'm wrong, I generally have confidence in myself going into it, you know, and I'm sure in a lot of times in my life, it's gotten me in trouble. If I could write a book, Scott Croft has a book. I saw it on the table here, if I could write a book or an autobiography, which I'll never do, I always said I'd have titled it my big fucking mouth, because it takes me to my highs in life, and it's got me in so much trouble and so many lows, but it's kind of from like, you know my my fight name is scrappy. Do I kind of inside of me. I'm always like that little kid that's yelling. I'm always the smallest kid in the room that's yelling for his voice to be heard. I took this way, way deeper. No, this is the stuff, but

Scott Groves  12:23  
this is the because, like, this is the tenacity you have to have to own a small business, right?

David Goldenberg  12:28  
I guess so. Look, it was a big leap out, and I'm very fortunate that I had exited a business a few years earlier, and I had one money to buy the business. And two I had some income because I was in real estate at the time. Still am, where I didn't depend on the paycheck from the business, because if I was paying my bills with that business, I'd have been cleaning pools. Yeah, without a doubt I'd have been cleaning pools. I wouldn't be giving away the first week on the job, $700 that someone cleaned up. I'd have been, I've been taking those dollars. I didn't take $1 out of the business the first year I was, you know, while I'm scrappy, I was also very fortunate and in the right place to do this would have taken a lot longer.

Scott Groves  13:16  
Yeah, that's interesting. You mentioned not taking any business out of the any money out of the business first year. Same thing when I was growing my coaching business, like eight years ago, I You did better than me. I didn't. I think I lost money the first two years, right? Because, like, you're trying different models and different price points and whatnot, but the security of, like, I was still doing mortgages, so I was like, All right, well, I've got the confidence I know my bills are paid while I'm building this side hustle. But I get the feeling with how much you've grown the pool wasn't like a side hustle you were like all in to grow this

David Goldenberg  13:43  
business. That was my main everything else was aside. I saw the scalability of it when you started your coaching business. You started it right? You didn't. You didn't buy any type of book of business, no. Just started organically. Way more difficult to do. Have you ever heard the book, buy then build? No, it was a game changer for me. I don't know very good book. I had heard it on a podcast a while ago, and it's, it's kind of all about, well, just that. The old mentality was, you kind of build something from the ground until you sell it. And the newer mentality is you buy something and build it. If I was growing a pool route organically, and say, All right, my first customers in North Vegas. My second customer is in Henderson. My third customer is in Summerlin. And boom, that's a full day right there. I 52 accounts is perfect, because we had a four day work week with, I don't know, 18 pools a day, whatever, whatever the math comes out to. So I had two guys working part full time in a different area each time, every pool within five minutes of each other. And it, it gave me the space to grow. I've started businesses before. Shout. Freestyle. MMA, my gym no longer an owner. Don't make $1 out of it. It's just where I train, great gym. But I, at one point, I was a 5050, Owner, with my coach and it and taking it from the ground up, it is difficult, man. It's a grind. It's a grind. So if you're, I think if you're focused on scaling your business and growing it. It's really hard to make money in the first year because you're investing in marketing and growing an infrastructure. Even my first year with this business, if you count in the assets that I bought for the business, mainly the trucks. Did I make any money, I don't know I would. I'm not the best at accounting. I would need to look back and go through the books. But if I, if I made money, it was barely any, I wouldn't be surprised if I, quote, unquote, lost a little bit right in doing so, because when

Scott Groves  15:54  
you were talking about that, like a lot of businesses, they're online, they can ship anywhere, or you've got one location, you know, I got a pizzeria, people are gonna either come there or they're not. But when we're talking about your service business, that proximity has to really mean profit, right? Because if you can hit 10 pools and a couple hours because they're five minutes apart, like, that's gonna be a game changer for your bottom line, right?

David Goldenberg  16:15  
Yeah, I I turned down a good amount of business because it wouldn't make sense to go do the pool north of Sunset and east of the 15 I have exit ex, off, X off, that wasn't in the route that I originally bought. So we never had a presence over there, and it was far away from all our other operations. And like, look, we'll do acid washes and repairs and whatnot out there, but regular weekly service, where I need these pools within five minutes of each other, we're in touch. So when

Scott Groves  16:49  
you built right like you're doing real estate on your own, you're fighting on your own, like a lot of your endeavors are probably like individual efforts, I'm guessing, didn't have a great experience with your partner. How'd you move to like immediately, I know I have to hire a staff. I gotta find good people. I gotta find people I can trust. I gotta, you know, my pool guy's fine. He just shows up. Great thing about subscription revenue, right? I don't even know he's here. He shows up. He cleans. I have no reason to fire I had 1000 to

David Goldenberg  17:14  
use Mary because you'd be surprised how many people are counting or counting little twigs in their pool skimmer at the end of the

Scott Groves  17:20  
day, oh no, I don't have any energy for that. But like, how did you, how did you build the team, and how did you find the first people? And, like, because I think especially in Vegas, where we have a pretty transient community, and Henderson's a little bit more ingrained, a little bit more families. But, you know, I talk to business owners all the time and they're like, Oh yeah, my number one problem is staffing, because the turnover here in the entire Las Vegas Valley is huge. You know, you get somebody trained up and they leave, or you get somebody trained up and they get a better job offer or whatnot. So talk a little bit about, like, those first couple hires and the staffing, because I imagine that's kind of where your money is made, right? Like, if your guys are Yahoos, you're you're out of business in a business,

David Goldenberg  17:58  
business, I think you're absolutely right. I think that the vast majority of probably businesses, period, but especially blue collar businesses, and especially service based businesses. Look, I don't sell a product. I mean, I sell a couple of products, but our main product is service. You're paying us for our expertise and our time, for at least 75% of our revenue. So it's not like, Oh, you like this product. You'll buy it from me, whether I'm an asshole or not, right? It's kind of like, no, if the if the product is the work that my my employees are delivering the my employees are kind of the product, you know. So it's definitely the meat and potatoes of the business, and it's also the most difficult part. There is no shop. I don't get to look at my employees all day. We mainly communicate through text, calls and FaceTime. They FaceTime have an issue to show me, it's a lot of my job is answering those technical questions for them. We're having a company meeting tomorrow morning. We should be doing a lot more often. We'll be doing at least once a month. It's hard. It's 115 degrees outside. You just want to get out there and get it done. And I've gotten a lot better at the higher so my first few hires were kind of some of my worst few hires. To be honest with you, I was hiring friends a lot was from my gym. This is equal, if not more parts, definitely more parts my fault than their fault. It's hard to fire a friend, it's hard to train a friend, it's definitely hard to reprimand a friend, and that makes me less efficient as a business owner, that kind of if my job is controlling my staff and I'm not doing well, I'm not doing good at my job. Same reason why my fiance is not my assistant, even though she has tried. I don't know if she's joking or serious, but she was like, just let me do it. Let me do it. No, because I know when we're great, it'd be great, and when we're not, it wouldn't be right. I. Um, but now I make sure, anytime I hire someone, I'm interviewing bare minimum five people, I guess bare minimum four I should say, if I'm being honest here, I'm even though I interviewed eight people before making my last hire, and I still make mistakes when I hired that person, I said, All right, he didn't have a car, which was a little bit of a red flag. Most grown men, you know, have a car, right? You know they should. But he seemed like a really hard worker when I met him, and a few things about him I really liked and said, All right, you start training tomorrow. We provide a truck so it's not it's not a make or break. I said, All right, my problem. Manager will pick you up tomorrow for training. What's your address? He sends me the address. I look it up. It's a halfway house. Cool. So like he which I had to kind of look up what it meant. I thought he told me that he was a veteran and it was some type of military funded housing. Whatever it was, a halfway house. I called them. It was for people who had just been released from prison,

Scott Groves  21:05  
zombies. I didn't hire them because there's a certain level of trust, like you're sending somebody onto my property, and my kids are around for the

David Goldenberg  21:13  
record. I had them starting with training. I was doing a background check on Yeah, simultaneous. I would have found out in the next day or two, but I found this out, and sure enough, he got fired before he got hired. So I'm still learning, but we right now have the best staff we've had. I really trust these guys. My I can say that my worst technician now is better than my best technician from two years ago. Yeah, I've had to fire several employees. I've I now I do like the I feel like the dickhead boss, where I got to give you a write up. You know, how to document this? And it's like, majority of my life growing up, it's like this freaking square given me a write up for showing up 10 minutes late to work. I bust my ass for that job. And now I'm on the other side of it, and I also understand why those people did it for one, you know, there's, there's reasons why people are able or not able to claim unemployment, right? And the the kind of rule of thumb is, look, if you're messing up, if you're not, if you're not performing your job, abilities, the agreed upon terms, showing up on time, whatever's in that employment contract, you're viable to be fired. And if that's the case, generally speaking, if it's documented, you're not allowed to claim unemployment. You know, if you quit or if you get fired because you you're not showing up, you're not allowed to claim unemployment. And I've had employees do me dirty before, and I haven't documented it, and I fired them as a result, and then they claimed unemployment. My unemployment rate shot through the roof, and I'm stuck holding the bag because employees of mine, you know, some non ethical things, yeah,

Scott Groves  22:57  
I don't think people understand this. If they've never been a business owner, it's like, if your employees making 20 bucks an hour, what they're actually costing you in payroll taxes and unemployment and benefit, you know, they're costing you one and a half to two times that much money. So it's like, yeah, I would, I would love to just give every employee that works for me a huge raise. But I'm like, what you don't understand and what you don't see is the business owner on the back end, your $20 an hour is costing me $38 an hour. And that's just the reality of business. Like, there's only so many cents in $1 when we're when we're trying to balance revenue and profit and whatnot. So what other like becoming a business owner who now employs several people? What have been some big realizations for you, or what's been some big surprises?

David Goldenberg  23:39  
And I think a lot of pool people, a lot of service industry people, will tell you this, you ain't charging enough, because you come in, like you said, all those costs involved with paying an employee, a lot of those you don't have on day one, because most companies on day one, they're not paying workers comp, and they're not fully insured, and maybe you're paying your employee under the table, or You're paying them is 1099, and so all these costs that eventually are going to add up and be that extra 50 to 100% on his paycheck you don't have on day one. So you think, Oh, I can make money by charging this and get a whole bunch of business, but eventually And inevitably, if you want to grow you're going to have to check those boxes damn sure. If you want to sell the private equity they take. If you go to private equity today and you say, Look, my businesses is earning $200,000 a year. The the multiple on earnings for this industry standard at this size, is three. When I say 200,000 so we're making 200,000 you multiply that by three, we're worth 600,000 the first thing that private equity company is going to do is they're going to take a look at your profit and loss sheet, and they're going to see, okay, what other expenses would we have to have for this business? Okay, he doesn't have commercial insurance. That's 500 a month. Add that 500 on Oh, he's not paying workers comp as. 150 a month. Add that on, and they'll add that back on, and they'll say, No, you thought you were making this you're actually making this much, and you're cutting all these corners. So you thought you were making 200 grand a year. We think you're making 125 we'll give you 375 for it based on that three times multiple. So one of the first realizations I made was you got to set prices that are sustainable, not just for now, but in years to come. You know? Yeah, I know everyone's watching the news and it's a broken record right now, inflation and CPI reports and the price everything going up, we also feel it out here. But nobody feels that more than a business owner. Ever, you know, everyone else is thinking like, Oh, I wish I would get a raise a gallon of milk higher with us, it's we're making less money, and things are costing us more to buy, and our employees want to raise. And it doesn't matter how much inflation is going up. No customer ever hears that inflation is going up on their on their service that they're buying, yeah, and their answer is going to be even though I did have one guy, Rome, my boy, he also comes out to my fights. He gives me advice, take window Black Belt. But nobody besides Roman, is ever going to say to you, man, I thought I wasn't paying enough. Yeah, absolutely. And that was his exact response when I upped this bill this past year.

Scott Groves  26:24  
Yeah, yeah. It is funny to me that the same people, and I don't fall into this category, I spend money like a drunken sailor. My wife's been trying to reel that in for 11 years. But it is funny that people that will go blow $500 on cocktails on the strip, but somebody that's servicing them at a very high level, they're like, Wait, you're raising your prices five bucks. Yeah. It's like, All right, well, drink one less iced tea a month at Starbucks. Like, you're gonna, you're gonna be okay. But it's just, it's very weird how people treat service industries. Like, I want the best product, and I want them here on time, and I want the cheapest price, and I want to done it fast, and I want you to be on call in case. You know, we're having a Sunday pool and the filter breaks or something. It's like you can't have it fast, good and cheap, like pick two of the 300%

David Goldenberg  27:08  
so let me ask you, what is your? I want to back into a corner here. What's your? What's your main? My main, your main, your main business, your

Scott Groves  27:20  
it's all coaching business, coaching loan officers.

David Goldenberg  27:23  
So, you know, completely night and day industries and business between myself and yours. One thing that I've learned, and I bet it's probably a little true for your industry, although, you know, maybe not as applicable, because I got to deal with a lot of faces, you know by that, you may be paying $150 a month for your pool, but that's not what the owners netting off of that right now. He isn't then way less. Um, so I gotta see, I mean, I have 300 something clients, then we do a lot of other work on top of that. Uh, not every client or customer is worth having. No, yeah, every

Scott Groves  28:01  
client that's ever asked me for a discount drops out in six months because they're not willing to do the work. It's like, I'm your coach, but I can't throw the punch like, You got to pick up the you got to pick up the phone, man. And every time I get asked for a discount, that person lasts less than six months.

David Goldenberg  28:15  
I just had a new client that I got, and he is loaded. I don't want to say 100 millionaire, but definitely more than just regular millionaire. And you know, I happen to know he has several houses. He's buying this nice house with a pool. Is not going to rent it out. He's not going to live there. He lives in Beverly Hills. This is just his biggest house, whatever. And, you know, shows up. He's got the Gucci buckle on it. He just, he just looks to a tee. And I set him up. I, you know, I don't charge more because he's rich. I don't also don't charge less because of it. You know, we charge what we charge, and we do very little negotiating from there. And then he needed a few repairs on his system. He sends me videos of and I get back to him. It was $260 back to him, it was $260 and I hope he's not listening to this podcast. It was $260 and he has his property manager reach out to me, call me up on a weekend, and I'm talking to him, Hey, he wants to know if you can do it for $230 and it's like, of course, we could. And my fiance was sitting right next to me, and in I was just honest, relatively honest with him. I said, Look, man, we charge what we charge? This guy's in real estate. And I said, Look, I'm in real estate as well. I negotiate all day with with that, with this industry, with this business, we don't have high margin. We set our price. It is what it is. If you'd like to shop around, you're more than welcome to everyone's going to be within 40 $50 right? I didn't shop the price for them. They end up going with it anyhow. But my fiance says to me, she goes, didn't you say it was a nice pool and didn't look like that much trouble? I said, Yeah, she goes. Why don't you drop the 30 bucks for him? And I said, Because if he's asking for $30 off on day. One, yeah, is there an end? It's never going to end. And I don't really want that customer, right? You know, with that said, he is still a customer of mine. They paid the 260 hopefully he just goes about his life and forgets about us, and we take great care of his pool, and there's no issues. Knock on wood, I happen to know a little better by now. You know, it's people don't, um, people don't negotiate because they want to save $5 most of the time. People negotiate because they want to feel better about the purchase and not feel, not feel like they're getting ripped off. Yeah, they want to win, right? They want to win.

Scott Groves  30:33  
I it's so funny because on the real estate side, you I spent 25 years before I finally exited the mortgage business and went in, all in on coaching and I mean, we'd be talking about $2 million property and just so much frustration and whatnot. I would eventually call both of the realtors and be like, Hey, man, just so you know, this client is about to walk on a $2 million property, which is a good property for them. You guys are gonna make 4050, grand each closing the deal. He just wants to feel like he won, like he won something. You know, he had to offer more on the house. The interest rates are higher than expected, the homeowners insurance higher than expected. Like, can we just get them, like, a $500 win somehow and then, and then they would kind of see the forest for the trees. Like, oh, yeah, I'm gonna make 40 grand for four months worth of work. Yeah, yeah. Let's just all pitch in 200 bucks. I'll pitch in 100 bucks and, like, call it a win. But when people take that down to like, $100 service level, then I get angry, and it drives drives me nuts. Because, like, I understand when you're spending $2 million you just want that emotional victory of, like, I gotta win. But if we're talking about 100 bucks for, like, your local pool guy, like, Come on, man, let it go. They

David Goldenberg  31:35  
want to go home to their wife. They want to say, Hey honey, you know what I did today. He wanted $135 I said, it's 130 are you I'm cleaning my own

Scott Groves  31:43  
pool, right? No chance of cleaning my own pool. I don't want to keep that thing not green. We first moved in, it was green. And I'm like, can we please get the pool guy out here as soon as possible? I don't have time for

David Goldenberg  31:52  
this everybody. I mean, not everybody, but so many clients I have. I see them. They say, You know what? We're gonna clean our own pool. And then three months later, they call me, yeah, I don't know what I was thinking. Pool is either green or it's trashed and it's so I was on vacation. I was doing so well, but then this, it's like, Look, I I get it. I have, I have a landscaper, comes to mind. I had a pool guy before. I had a pool business. Right now, I have one of my technicians come and clean it. And you know, you get caught up in your day to day. You don't have time to time to do tests, especially when it's something that you got to do every week, especially when it's 115 degrees outside, you want to do it for a few weeks pass.

Scott Groves  32:34  
So I got to ask about the MMA career, because you're obviously a smart guy. You've got real estate investments. You had enough seed money to build this. You've now, you've now 6x the business like, you're not dumb dude, right? You're not like some jock that needs to get punched in the face of the county fair to make 500 bucks, right? Why? Why? Why? MMA,

David Goldenberg  32:53  
I want to live the most epic lifestyle that I can within ethical, reasonable means, you know? And that was super epic to me. I think there's also some deep down psychological shit too that I, you know, we should, we could bring someone into real find, that's

Scott Groves  33:11  
one of a podcast.

David Goldenberg  33:13  
But for me, I think I was just trying to do some epic shit, um, you know, I legacy nowadays is kind of like, almost feels superficial to say, like, you know, when the Romans were alive, there was no you do things for legacy, yeah? Nowadays it's like, legacy, oh, you care about what people are gonna think about

Scott Groves  33:34  
you, even when you're dead. Yeah, it's a little bit of like a weird buzzword.

David Goldenberg  33:37  
It's out. It's weird, you know, and for right or wrong, yeah, a little bit, I won't have a leg. Have a legacy at least, like, I want to be able to show my grandkids videos of me when I was a monster. Yeah, you know, my my dad was a brown belt in Karate back in the day. You know, I don't mean to laugh at it, but you know, if with MMA and so back in the day, was like, you see the black belt in karate, and it's like, Oh, my God, you go up near me, pressure point. You're down right. And now with MMA, it's like, no this, this tough guy, wrestler, whatever cracks him. But my dad was a brown brother, Jiu Jitsu, but my dad in karate. But my dad had me at 45 you know. And don't get me wrong, my dad, when he was 70, was still doing 100 push ups and running three miles, and he was in great shape, but I didn't get to see that man when he was a stallion, right? You know? And there wasn't iPhones in the 60s, 70s, I don't know, but there is now, and I'm gonna be able to show my grandkids that. And, you know, it's two fold. Is it superficial? Hell yeah, it's superficial. I want my grandkids to think I'm the man you know, as most people do, whether they admit it or not, right? But number two, I want my grandkids to know that they come from winners. And even with my staff, you know, we've had people. Before, or maybe a little shy, a little timid, this and that. And Dixon, who you've had on this show, yeah, at this point, he was working with us when he had his first or second fight, and he won, and I made sure to put it in the group chat and let everyone know that he won his fight by submission. Because it's like, Guys, you're in a group of winners here. Whether you came in a winner or not, you are now a part of a group of winners. And you can take a guy and and I could be 100% wrong with this, but I don't think so. You can take a guy better yet. You can take a racehorse, and you can put that race source. You can take it with a bunch of slow race horses. I don't know how you tell a race horses confidence, but let's say you can, you put them in with low confidence. Low confidence resources, and then you take that race source out, and you put them with a group of winners in it for a training camp or two. I would bet my uneducated degree on this that That horse is going to come out more confident and be better because we feed off of our surroundings. Yeah, we feed off of both environmental as well as those who are around us, as well as our achievements. People talk about confidence in the fight game. John Danner, Jiu Jitsu, Jesus, he'll tell you, like all that, sports confidence, books and whatnot. A lot of it's BS. If you want 100 fights in a row, you go into that 100 and first one confident. If you lose 100 fights in a row, you go into 100 and first one feeling like a loser. It's one of the reasons why with horse races, and I happen to know this, because in New Jersey, we just go bet on the horses, and I write a book or two about them trying to handicap, which never went successfully. That when you're building a racehorse, you have to do just that. You got to build them. You can break them If you throw them in too hard of a race, too early, gets his ass kicked. Same with fighters. How many boxers nowadays come in with 100 100 amateur fights that they're undefeated, that, you know, they were going to Mexico and fighting cab drivers, yeah. Um, but over time they get good, and now they have a kind confidence as where you could have took that same person who would be a champ one day in the alter universe, and you put him in tough fights when he's taking brain damage, he's losing his confidence early, he could be a totally different person over the course of 10 years. So I want my grandkids to know that they come from winners. I want my teammates to feel like they're a part of something winning. I want my staff to feel that way. And above all, I want to feel that way.

Scott Groves  37:29  
How long you been fighting? How long you want to fight? My

David Goldenberg  37:33  
career, I haven't had as many fights as I would have liked. Especially I tore my ACL I've taken a year and a half off. I had my first fight. I'm so bad with dates. I think I was 2829

Scott Groves  37:45  
I was pretty late to get into the game.

David Goldenberg  37:48  
29 I've had hundreds of jujitsu matches, hundreds of wrestling matches. I've had a few kickboxing smokers. I think I was 29 I'm 32 now, how long? I've always said 36 but there's also a rule in my head that I always push it off five years. I'm 32 that number is now 37 Yeah, next year might be 38 I know I got to get out eventually. We're going to start a family. We're going to this that I'm going to get old, I'm going to fall apart five more years.

Scott Groves  38:18  
How do you how do you balance being a business owner? And it's not like you're doing tennis, right? Where it's like you get out there and you do two hours of tennis, and, yeah, it's physically exhausting, but you're probably not going to get injured. You probably don't have to do tennis and weight lifting and agility and all this stuff. Like mixed martial arts is mixed right? So it's like you got to get in your boxing time. You got to get in your jiu jitsu time. You got to get in your wrestling time, like how you balance all that training and also be a successful business owner.

David Goldenberg  38:45  
Isn't that the fun of it? Of martial art, of Mixed Martial Arts, yeah, it's great. There's so much shit that you can get better at. I loved boxing growing. I still love boxing. Yeah,

Scott Groves  38:56  
that's my first love as well. I boxed for 10 years before I switched. I

David Goldenberg  38:59  
love boxing. And if I had to isolate any part of MMA that is the funnest, not what I'm best at, but the funnest, I'd probably say kickboxing. But within that kickboxing, the funnest part to me is the boxing. Yeah. Anyhow, how do I do all that and have the business also, I don't have a whole lot of free time with that. Said, when I first moved out to Vegas. I didn't have any family of friends out here. I moved out by myself. I mean, my brother was here for three months training me to take his position selling truffles for an Italian truffle company to the restaurants and the casinos.

Scott Groves  39:35  
You're like, the most interesting man in the world. Badly the dose actually like and

David Goldenberg  39:39  
but I didn't know anyone, and that was Sabatino Tartuffe. That was the best job I ever had. It was also the last job I ever had. You know, decent pay. My boss was 2500 miles away in Connecticut. As long as numbers hit, we were good. I'd be working from probably leave my house like 10:30am and get home at like 2:30pm Am and be in my underwear on the couch soon after that, and I was freaking bored. I like there what? I didn't have enough going on. I didn't have a friend group, I didn't have a hobby, I didn't have a business venture, I just had a job and a new place to live. And that messed with me a little bit. But the problem with the pendulum is it never stops in the middle. Now I'm all the way the other extreme. So I went from having too much time on my hands to I wake up bright and early. I'm working all day, I'm on the phone, I'm having meetings, I'm doing things I'm done with that I shower my work stench off me, and then I go to practice for two and a half hours, and I come home, and then I shower that stench off me, and then I'm so exhausted, I eat my meal with my fiance, and then I fall asleep on the couch. Within 60 minutes, she wakes me up, and we go up and go to bed. So I'm busy, man, but it's better to be busy than bored. And the only time in my life that I ever dealt with a real depression, and like not being sad because something happened, but just being depressed and not knowing why was after I had exited a business and I had money, but I had no hustle. I had no job. I had no hustle, so, um, you know, I was flipping properties passively at the time and but it's like, I don't gotta work today, but it's like, all right, I'm getting out of bed at 9am why? Why am I getting out of bed? Like, I guess I'm not really tired anymore, but I could lay down for another 20 minutes and it's like, oh man, and

Scott Groves  41:43  
it was depressing to me. Yeah, guys have to have, like, that purpose, right? That's why I slur that hustle. Yeah, Warren Buffett's multi billionaire, probably by this point, can't stop working, yeah, because he's just like, No, I need, I need a mission. I need a purpose. I need to do. I can't just sit there and like, toil my little house in Nebraska all

David Goldenberg  42:00  
day. I think they say, may get this backwards, but you'll correct me. They say,

David Goldenberg  42:07  
most people work to live. Americans live to work. And it's like, yeah. I mean, when you say, it's like, oh American so stupid. Live to work. But you know, not that I'm the All American, um, but I I'm, uh, achievement driven. And when you can work in a way that you can see your achievements, and work can be my fighting career that I don't care if I ever make $1 off of, or it can be my pool business, which is growing, which is paying my bills, but having something that you're actively whether you want to be doing it that day or not doing but when you can see it build and the achievements, it's gratifying. You're not You're not running in place. And I don't thrive is the right word. But I love that.

Scott Groves  42:59  
Yeah, I'm thinking about the business owner that might be watching this, and whether they bought a business, their startup, their existing business, everybody would like to 6x their business in what you do this in year 222, years 2324 Yeah, yeah. So two years, you 6x the business. Some of that's organic, some of that's whatever. But talk a little bit about that journey of, like, 6x in your business, because I know every restaurant would love to have six times many people in their slow times. Anybody who sells anything would like to sell six times as much of it. You know, I had years in the mortgage business where I made $18,000 in 2008 and I had years where I made a lot of money, and it seemed like I was working just as hard in both years, right? So like, why not make more for the amount of work? So can you talk a little bit about that journey of like, what did you do? Marketing wise, structurally wise, Team wise. What did you do to 6x the Business Route? And I know you got plans to do that again, so one day you can sell to private equity. But how'd you do it?

David Goldenberg  43:58  
First off, I love that you just said that you work just as hard making 18 versus making whatever, because it's true, if you're a business owner, chances are you're gonna bust your ass this year.

David Goldenberg  44:10  
And it may be a good year. It may not be, and a lot of that's up to you, but not all of it is,

David Goldenberg  44:18  
look, I think focusing on the bigger picture, and I oftentimes get stuck, albeit it never tends to be too long. I'm a very like, add type a type of person, you know, I get bored. So anytime it's like, anytime I get to where I think I want it to be, I want to be somewhere else. One thing that I can rather confidently say about myself, I'm not the person that I want to be, but I'm kind of the person I wanted to be like seven years ago. Yeah, you know, like, say that again. That's so good. I'm not who I want to be today, but I I am now who I used to want to be. I mean, look, if, if you go back to high school, Davey G and you said, Look, you own your own business. You pay your own bills. Or you're not loaded, but you don't worry about money, and you're also a professional mixed martial arts fighter. You know, I'd have said, Hell, yeah, like, that's all I I was, I was the short high school all I wanted to be was self sufficient and a tough guy. Yeah, I was it. Got it and got it. But now I'm a little more, you know, sophisticated in my Outlook, and I'm looking at other things, I'm like, wow, I'm really not even

Scott Groves  45:24  
close. It's so funny. I got this tattoo on my arm becoming, because, like, I want to always be thinking about that, like becoming a better version. And I kind of say what you say a different way. Where is if 21 year old Scott met 46 year old Scott and I complained to a younger version of myself, I would beat my own ass, yeah? Because it's just like, I've I've got it like I've accomplished so much of what I wanted to and now the horizon just gets bigger, and I want to do more, and I want to help more people, and I want to serve more, like groups of people. But man, if I was complaining to the 21 year old version of myself who got out of the army and made $15,000 in 2000 Yeah, I would kick my own

David Goldenberg  45:59  
ass. Yeah, for sure. That reminds me of, like, um, like, loading, yeah, you know, like, you're on the internet and somebody needs to load, and someone's like, you're not done yet. You know, you're still becoming, still loading, still still on the journey and whatever. It's cliche, but like, life's a journey, not a destination. But it is right. You know, you're never there. I don't think if you're at least, for me, if I'm ever really where I want to be, it's like, Am I really there? Like, if I am where I want to be, but I always want to be, like, driven to do something, then I'm not there. If I have nothing to drive to do, I'm not where I want to be. And if I got to drive somewhere to do it, then I'm not there either. So I think I'm in a loop, right? I don't think anyone should take my advice, because clearly I'm never going to be satisfied.

Scott Groves  46:49  
Yeah, that's the danger, right? But tell us some of, like, the tactical stuff you did, yeah, what you know, whatever, whether it was marketing, or did you buy other routes, or, like, what did you do

David Goldenberg  46:58  
to grow? Um, no, I haven't bought any other routes, it's not off the table. However, when you compare that to what it costs you to pick up new accounts, obviously, organically is the cheapest, but even through paid advertising, it generally doesn't make sense. Now for these private equity companies who come in, it makes sense because they can do it quickly, and then they can sell it at a higher multiple, and in a few years, yeah, just rolling it up, rolling it up, these private equity companies they, I think, and I'm fortunate. One of my best friends works on Wall Street in and he does, he analyzes deals for mergers and acquisitions. And as one of those jobs where you can explain to you for 30 minutes what he does, and you don't know what he does, that's what he paid really well. He gets paid really well. That always complains about money. He's, you know, he sees private equity deals come across his table, and he's the one that's brought it up to me and sparked the interest that I went and looked into resources for. But I haven't acquired any. I have paid for advertising. I've used Google. I've used Yelp rather unsophisticatedly. If that's a word, that's a word unsophisticatedly, Yelp has worked best for me. I don't think I was doing Google and SEO to the best of its abilities, Yelp has been less effective for me as of recent, which is odd. It seems like the more money I put into it, the less I get out, even though I now have better ratings. And, you know, it's if I was a conspiracy theorist, I would think that they're doing something there. I just teamed up with a marketing agency, but honestly, most of that growth was through advertising, through referrals, through telling my staff, hey, look, if, if you get a new client, or if you get the lead that leads to a new client, I'll give you 50 bucks a referral program for my clients, which can be, you know, iffy. They give you someone that someone stays on for a month, or they give you someone that someone's a shitty customer, doesn't pay their bill, and then you're stuck holding the bag, paying them out, always making the investment into the business before it was needed. And that's a good takeaway. And I think when I say that I get stuck, it's because I'm doing the opposite. It's like, once I finally started making good money off the business, it was like, All right, I've Can I finally start making some money? Like, the money's finally coming in. I've reinvested everything. I'm now happy I can live off this money. Can I finally take my foot off the gas, not buy the extra truck, take my foot off advertising and marketing, and not need to hire someone new and just kind of chill out and run the business and make some money? And then, like, two weeks later, I'm like, oh shit. What am I doing? I'm wasting this opportunity. I'm acting like Joe the Plumber over here, and I'm 32 and I want to take over the world, and I kind of go back into it. But what I was really good at the first year or two was buying the truck before I needed the truck, because I knew I was going to grow into those shoes, hiring the employee before I had a full. Route for him, and if I'm stuck paying him to ride along with someone, or to clean the shop or this or that, or to help me look I laid down turf in my backyard with employees that were on the clock because I didn't have enough work to go around. I laid down. We epoxied my floor, and we learned a new trade in doing it that we've offered to customers. We painted my pool. We did every bell and whistle on the pool because, like, Look, you hire someone. Yeah, sucks. You got to pay money. Well, what really sucks even more is you are now responsible for this man or woman making enough money, young world, making enough money that they can pay their bills and feed their family. And that's, that's a, that's a heavy, you know, burden to wear. All of a sudden, it's like business isn't coming in. I'm making less money. I have to cut his hours. He's got two kids. We're the same age. He was at my house drinking with me this weekend. Yeah, and I got to cut his hours, or we have to lay down turf in my backyard and pimp out my garage, just so that I can, you know, have an excuse to pay him. It's it's tough. It seems like you do that really seriously, man, yeah, for sure. Especially, I want them all to be happy with their job, but they need to all make enough money that they can pay their bills from it, right? Or else. One, their life's gonna suck. But two, they're not gonna be around for long. I'm gonna have to hire someone new. You know, it's not all completely selfless on my part, if your employees aren't happy, your business isn't gonna last very long, right? There's competition out there. So that was that was tough for a while. But, you know, putting those things in place before I needed them, because I knew I found this out in my first year. I didn't expect it to grow like it did. When I first bought the route. I had a buddy who needed a job and I needed some income, but I had some money sitting from a business that I had just sold, and I didn't invest it into my real estate like I was planning on just allocating it to different areas, and I did the math, all right, I buy the business for X amount of dollars, I have X amount of return on this, and I wasn't putting growth in there as a factor. Like, I don't know, maybe know, if we could grow 20 30% this year. I think my goal for the first year was to go from 50 to 80 clients, and we went from 50 to 120, or something like that. But in the first six months, I saw fast we were growing. And I kind of had this thought to myself, like, shit, man. As long as I don't choke this business, it's gonna it's gonna fly. And I love Vegas, because this is a growing city. Yeah, this is not New York that's been on the rise for 100 years or 200 years, and it's not LA where the traffic's already so tight. This is still a transformative city. The road that I live on was a dirt road 20 years ago. There's a lot of dirt roads right now. They're gonna have Walmarts and BJs and condos in 20 years, and being here now, we all have a big opportunity. If you're a businessman, if you're an investor, if you're just someone buying a property, you know, Vegas sees higher than average appreciation of properties than the average in the country, which is like 3%

Scott Groves  53:25  
or Yeah. I mean, I remember coming out here in the 80s. I would come in here forever, because my uncle still lives here, one of the family members I'm still really close with, and I remember driving from his house, which was, you know, just off the strip, out to Hoover Dam. It felt like forever, because it was, like, dirt roads and whatnot. I'm like, Oh, now I live on one of those dirt roads that we used to take his boat out to, and I think the city is just still growing, and they're back filling population and and density and whatnot. So have you heard about this new pool law thing where, like, you can't build a certain size pool? Is that going to affect you? Do you think fewer houses will be built with pools? Or will it actually be better for you, because now you have smaller pools to

David Goldenberg  54:05  
clean pools. So the policy that you're referring to, I believe, the 600 square feet policy, yeah, which, you know, actually, I don't believe there's a limit on the depth of the pool. There's a limit on the the amount of volume that it takes up because that they're not worried about you filling it one time. They're worried about the evaporation constantly, even though I'm no scientist, but I think if it goes up, it's got to come back down. But I'm sure someone much smarter than they did this did their homework already. But look, man, I don't know. I don't think so. Maybe more people will clean their own pools. But there is, or there was, two years ago, 200,000 residential pools in Las Vegas. Holy cow, yeah. And, you know, I have 300 let's say this. Maybe that is a fact. Factor against growth. But there's so many factors for growth that I don't think I'll ever see that. Yeah, there's an exodus from California and LA and people who don't want I was talking about New Jersey, New York being expensive on the East Coast. Well, that's California over here, income tax and properties. You know, a million dollars for a condo. More people can work remotely. Now they move out here. I have probably, I don't know, at least one out of every two of my new customers. I asked them where they're from, and they're from Southern California. Yeah, it's a lot of money coming into Las Vegas. It's great for people in the real estate industry, but really, a rising tide raises all boats. Yeah, something like that, yeah. But you know, you're bringing all these out of towners in, and it is. It's helping mom and pop out here, right? For sure.

Scott Groves  56:01  
Where do you see the growth going from here, right? Because, like you said, you know, if I could pick up 20 pools two years ago now, you're at 300 like, does it start to grow exponentially? Because you just have more presence, more people on the field? Like, could you see going from 300 to 1000 in the next two years? Or is it kind of like you think it's going to be more slow, steady, 10, 20% growth. Like, what do you have on your radar?

David Goldenberg  56:24  
Phenomenal question. Because I ask myself this all the time, because, in theory, yeah, look, if I could grow 100 customers in my first year, when I had 50 clients, I'm 6x carry the zero, I should be growing 600 customers a year. Now, if I don't choke the business, you know, I'm not getting the same return on my advertising die that I used to. We're definitely growing faster now, but that percent hasn't carried over completely. I also we just got off of, you know, we just, we just stopped paying for advertising on Yelp. I just hired a marketing agency. You know, we're doing a little bit more sophisticated marketing, definitely paying more for it, and we'll see what that brings in. Will we get to 1002 years? Probably not. My goal is to reach 1000 and my goal is to reach 1004 to five years. Love it. And if it could happen sooner than that, great. I'm not going to choke it. I also, you know, one day I was on a plane going back to New Jersey, and this is where I get my best work done on planes, at least thinking and whatnot, right? No distractions. I try to, and I don't do this nearly enough, but I fill up journals with notes from psychology, fighting philosophy. I watch a lot of tape on fights and take notes and write a lot of business strategy and exit plans and whatnot. And I was, this was a couple years ago, and I'm on there. I'm saying, What do I want for my business? I want my business to be the best business possible. All right, well, define best business, okay, it's got to make money, and it's got to pay my bills. It's got to be comfortable, too. I don't want to have a super stressful life. I want to be moving and active. But if it's stressful, um, I don't want it. I'd rather make a little less money. And I listed about five bulletin points. And you know, are we 100% on any of them? No, probably never be 100% but we're, we're working towards them. And I say this because I could probably get to 1000 a little quicker if I sacrificed on a few of those bulletin points, but I'm just not willing to Yeah. So yeah, the goal is 1000 is the number in the back of my head. The first number was 100 the second number was 300 which I said a couple years ago, we're now at now. The third number was 600 and we haven't got to 600 yet, but the goal has already changed to 1000 I love it.

Scott Groves  59:05  
Last thought man, like any question that I forgot to ask about business, forgot to ask. I mean, we could talk all day about fighting. I could talk to your ear off about that. But maybe this man tell me about some lessons where these two passions have merged, right? Right? Like, go, going back to your scrappy Pop Warner days, there's got to be something about you as a fighter that serves in business, or vice versa, right? Like something you're doing in business that serves you as a fighter. And, yeah, maybe we'll end on that thought for

David Goldenberg  59:35  
for those out there that know fighting, I'm not a Michael Venom page, you know, I'm not, I'm not an Anderson Silva, I love those guys. Anderson Silva, I think is one of the best ever, but I can't lift my foot up above my head. I can't throw a spinning back kick. I'm not the most gifted in those ways, but I'm super durable, and I get better as the fight goes on. And I think goes back to my wrestling days and being the smaller guy, I'm a grind. Under I'm scrappy. And one of the beautiful things about a fight under the lights is you find out who someone is in 15 minutes. You can kind of see their entire life, charisma, personality, characteristics, just put into a little 15 minute ball, and you learn who someone is. And I think that I can say that for the reasons that I'm good in fighting are the same reasons I'm good at owning a business. And the end, the places where I lack that I'm not so good at in fighting are also where I lack in the business world. Look, I'm a grinder, I'm durable, and all I'll sweat out those days and get the job done. I'm also not. I'm not super flashy. I'm not, you know, I was filming an advertisement today with the with the marketing company, and I realized, you know, I wasn't of charisma is the right word. But I started thinking, man, maybe I should just paid $400 and hired an actor or a model to do this. You know, it's not always the most exciting fire, the most exciting business, but I'm a grinder. I'm scrappy, and I'm chasing greatness. I love

Scott Groves  1:01:12  
it, man. So people in Henderson want to reach out to get a quote, get their pool clean. Maybe they need some service. We were talking about doing a lot of work on my pool, because it's a messed up fiberglass relic of 30 years ago. Where do people find you? In

David Goldenberg  1:01:25  
Las Vegas, pool bros.com, is a good place to start. Everything on there is pretty much going to direct you to either our phone number or email, 702-289-0142 that goes direct to my phone. You'll talk to me personally, or you can email support at Las Vegas pool bros.com We'll also come to me direct. We'll get you set up before we take on any new customers. We'd like to see your pool. We'll walk you through everything. We call it a pool consultation. It's for free. We inspect your equipment, give you some recommendations on the pool, maybe products that would make it easier for you to take care of your pool or for you to hire us. Reach out, call, email,

Scott Groves  1:02:06  
sweet man, make sure all that's in the show notes and the YouTube and all the fancy places we're gonna put this thing, sir. Thanks for coming in, man, Scott, appreciate you. Thanks. Hey, it's Scott groves with the Henderson HQ podcast. I hope you got something out of that episode. If you enjoyed it, please don't forget to like, comment and subscribe to the podcast. It really helps the show grow. And by the way, if you are a business owner, or you know a business owner who has an interesting product service or just an interesting backstory, please, please get in touch with us. Email us at the Henderson hq@gmail.com we would love to interview you, because that's what this show is all about. It's about building community, supporting local, individually owned businesses, and just making Henderson a great place to live. And don't forget, go to Henderson hq.com and make sure you sign up for our newsletter. We send out a once a week newsletter, no spam, about the most interesting local businesses, hot spots, restaurants, community events, thanks for watching the show. Really appreciate you. You.