System Scaling Businesses with Lane Martin

Lane Martin: [00:00:00] We believe and/or think or know that we can do that better than anybody else. If you can ensure that you can build a system and put somebody into that seat that can do it at 80% of what you do it at, that is success from an employee standpoint. But most founders and/or owners in our heads, we're like, "Yeah, but I can do that best. So I'm the best at doing that." George Wright III: Okay, welcome back to The Daily Mastermind. George Wright III with your daily dose of inspiration, motivation, and education. And today I wanna talk to you about business. You know, we talk about mindset, we talk about business systems, and today it's gonna be a little bit of business systems. I got a great guest on the show, uh, Lane Martin, welcome to the podcast Lane Martin: Thanks. Thanks so much for having me on. Super excited. Thanks, George. George Wright III: Yeah, you know, it's a couple of busy guys. It's tough to coordinate sometimes, but, uh, I'm, I'm glad you're here. We got... I got some really good stuff I wanna talk to you about that'll help bring value to our listeners. So if you're listening for the first time, make sure that you, [00:01:00] you know, uh, follow so you don't miss any episodes. But, um, also, I wanna make sure that I hear from you, so at the end I'll, I'll give you some, some contact info. You can let us know what you're up to. But let me give you a little intro on our, on our guest here today, because Lane Martin's the founder of Modern Pure Air. He's built a local service-based business, you know, into all of North American franchise systems and, and, uh, 20 years scaling service-based businesses. He's an expert in systems. He's great at reoccurring revenue and operational growth, and he's an advocate for, you know, boring but essential businesses. Um, and, and I think we're gonna talk about that. So Lane, give me the real quick, um... You know, you got-- you bought your first duct cleaning truck in 1992. You know, why, why'd you do that, and how'd you get into this business? Lane Martin: Yeah, that's a great question. Uh, real short version of it is I grew up in this industry. Like, my dad is the godfather, we call him that in, in, in Canada, of, of duct cleaning. So literally 1970, he is an HVAC service. He's a journeyman certified dude at that point, [00:02:00] and some of his clients started getting requests or requesting for duct cleaning from him way back in 1970. And so him and his business partner in Calgary, Alberta at the time researched, found a duct cleaning truck in 1970 and brought it in. So I, I'm not kidding when I literally grew up in that industry. So my dad sold that business in Calgary. We moved to Kelowna. We just talked about Kelowna, where I live. Nobody's ever heard of it, so we don't need to get into that. Um, but my dad then, um, started a- another duct cleaning business here in Kelowna, and that was in the early '80s. And then in 1992, I graduated from high school and bought into that business with my dad. And so was literally... You know, we call it the Subway sandwich artist. I was the guy making, making the sandwiches and bought the business, and I was the guy in the duct truck. So, you know, my mom would answer the phones at the home office that my parents had, and she was the secretary and doing the scheduling, all those things, and my dad was running part of the, the business on a duct truck, and I was doing the other part of the business on the duct truck, and that was it. So, uh, we grew that and sold that in 1996 and then had a five-year non-compete, and I vowed I would never get [00:03:00] back into the industry. And, uh, funny enough, five years came and went, and there, here I was back in 2001. So there you go. George Wright III: That's amazing. And I wanna kinda get into sort of the story of your business, but how big have you, uh, built the business now? Like, you've really scaled this thing. Lane Martin: Yeah. Um, in Canada, we've recently grown coast to coast. Canada's a huge country, so we're the largest and only national indoor air quality service provider across the country. So about 38 territories, 22 franchises just doing, you know, over 20 mil in r- in rev and system sales across the country. Just passed 13,000 five-star Google reviews, so pretty cool Excited about that. George Wright III: Yeah. Lane Martin: And, uh, just recently done our expansion. So our first franchise has honestly just opened up in the last 30 days in the United States, North Houston, Texas. Uh, we've just awarded North Atlanta and Indianapolis as well. So currently that's, that's the goal. Hoping to add another 12 to 15 in the next 12 months and grow it to 100 locations in the next four years in the US. George Wright III: Yeah. It's interesting how, um, you know, we talked- I mentioned it a minute ago, how maybe a boring business or a business you don't think [00:04:00] about can create so much success, and I'm curious, when you got back into that business, 'cause you got, kinda got pulled back in- Yeah was it something that you felt, uh, when you got back in that you knew you were gonna scale, or did you get back in and, and build? Like, at what point did you realize that this business was something that could s- that could scale and, and, and really grow to the possibilities you're doing right now? Lane Martin: Yeah. Great question. Two parts to that. So I got back into the business because the five years that I wasn't in the business, I went into business with a few friends from high school into the furniture industry, that's what I was in at that time, and quickly learned the difference between being in business with family members and friends, and let's just say that turned out to be university of hard knocks lesson. Came back with my tail in between my legs, lost quarter million dollars in that investment, and owed some family members money. And so laying-- moved back here to Kelowna myself. I was a single dad, had full, full custody of my kids, and literally, um, I needed to figure out a way to pay my family members back that I owed money to. So that's-- started the business in 2001, [00:05:00] laying back in the truck. I fought with my dad tooth and nail for probably about a year and a half about letting me hire my first technician- Hmm ... 'cause my dad was in the mindset of, "No, you have to be the guy in the truck." And it got to the point George Wright III: where- Lane Martin: Hands-on. Yeah. He, he's old school way. Yellow Pages, spit and a handshake, right? Like all... You know, the old, the old way of doing business, right? And great, that worked for their generation, but not ours. And, um, and, and so anyway, finally got to the point, I'm like, "Dad, give me 90 days. Let me hire a technician and, like, if this doesn't work- I'll never bring this up again. And funny enough, 90 days later we went to duck truck number two, and then six months later, duck truck number three. And so that's when the business started to grow in scale, and that was at four or five trucks. I moved from my home office to a small office in a shared office space 'cause the technicians are coming and going, there's trucks. But so that was the first part. The second part about when the, when the real light bulb went off why franchising was, uh, it was '05 or '06, I was re- reading an article in, in, in Profit [00:06:00] magazine or Canadian Business magazine, I forget which one. But on the front of the magazine cover was a picture of a 1-800-GOT-JUNK? truck. George Wright III: Hmm. Lane Martin: And a guy named Brian Scudamore, and he's standing in front of that GOT JUNK? truck. And I opened up the article, and I started reading and found out that Brian had three junk removal trucks, and he'd called it Rubbish Boys Trash Removal. And he started franchising that business in 1999. This is like 2005, '6 I'm reading this. He's in Vancouver, which is a 40-minute flight from me, a four-hour drive. And I'm reading the magazine article, and he's like, "We took a very fragmented mom-and-pop industry. We franchised it. I renamed it 1-800-GOT-JUNK?, and we created a really cool culture and set the bar for customer experience really high." And I was like, "Boom." Wow. "We can do that." And that was it. And so I'd come home every day and talk to my wife, April, about 1-800-GOT-JUNK?, 1-800... And she got sick of my whole doing that. So after about six months of that, um, I came home one day, and she had gotten through to Brian's assistant [00:07:00] and gotten me an hour with Brian Scudamore. And so I got to drive down to Vancouver and sat with Brian at a, at a, at a Starbucks in Vancouver in '06 and just asked him what he did right in franchising the first five years and what he did wrong. And from there, I came back and really started to reverse engineer. If we built this to be a national franchise network, what would we do, and what wouldn't we do? And that started that whole roadmap and journey of opening my eyes to the bigger, vivid vision that we're executing today. So... George Wright III: Yeah, that's amazing because it's so many lessons in that. Now, first and foremost, that you, you, you were looking for ideas, like you were open because ideas pass so many people, and they just don't get them. But then you went and, um, you know, sought out Brian and, uh- Yeah ... got the mistakes before you went, you know, 'cause usually most, most... Even when you have a great idea, most business owners go, and they, they deal with the mistakes. But it's also interesting that most founders stay operators forever. Like, they never really get out of that operator mode. What do you think it was for you that got you out of that, besides your just need and desire to, to make more money? Was there [00:08:00] a tipping point for you, or was it that you've always kinda wanted to break out of that being-an-operator mode? Lane Martin: Yeah. Uh, I think really the short answer is, and if franchise partners of ours are listening to this, they'll laugh because I preach this all day long, is I, I literally hated the technical work. Like, I... Going in and doing the work and being the hands, the guys on the tools just isn't my forte. I can sell, and so, you know, when I left the industry the first time and got into furniture and furniture sales and did really, really well at building sales teams and coaching sales teams, and that's my superpower along with I love entrepreneurship and I love coaching entrepreneurs. So Short answer is there was no fulfillment with me being on that duct track. Every day I had to log tools- Yeah ... or go into a commercial business or... I loved ho- I loved meeting potential big clients like school district purchasers and, and, and building the passion and the vision and selling them on why Pure Air to clean all of their schools and facilities.[00:09:00] But getting down to the granular and doing the work itself, no. Not my, not my cup of tea. George Wright III: Yeah. I mean, you had to do it in the beginning, right? And that's just shows that- Yeah ... you're willing to do it. But most people stay in things that they're competent at, but they're not passionate about, so it's not their unique talent, and yours was obviously scaling. And, you know- Yeah ... I'm curious because it does take a mindset shift for a lot of people, especially when you, y- you're used to coaching entrepreneurs- Lane Martin: Yeah ... George Wright III: to go from, "If it's gonna be done, I gotta get it done," to, to, "I, I need to pass that baton a little bit." And I think there's two things I wanna talk to you about today. One is systems, and one is people. Yeah. Um, I, do you... I, I guess by the way, I was gonna ask you, what do you think is more important... Uh, uh, but people are important obviously, but- Yeah ... systems versus talent when it comes to scaling? Lane Martin: Systems all day long- Yeah ... in my opinion. Yeah. Yeah. Systems, systems, systems. Funny enough, um, we still preach to this day, and, and I go, the... I call it the rip off and duplicate, R&D with permission. Uh, but from, from Brian in 1-800-GOT-JUNK and OTE Brands, one of their biggest things is it's on their wall in their head office, [00:10:00] is, um, "People don't fail, systems do." George Wright III: Yeah. Lane Martin: And, and it's just so key and critical. And you can have the best brand delivery and the best people, but if your systems don't execute properly, off you go. So, um, yeah, I really believe- I think you George Wright III: nailed that by the way because I think even if people... 'Cause people are always important, right? Yeah. But without the systems, they can't excel either. They can't go to the next level, and neither will your business. Lane Martin: We, we have a daily huddle in, in our head office here every day, five minutes. 9:55 bell horn rings. We come in. Each team member from the division celebrates a win from the day before, and then a frustration and a missing gap. And any time there's a frustration and a missing gap that gets brought up, we bre- so was it the seat holder or is it a system? 'Cause if there's no system in place for why there's that missing gap, then, then how do we expect that person to actually execute? So I'm with you. Um, you know, and if that, if there's a system in place and that person isn't delivering on that system, now we have a problem with maybe we put that sys- that person in the wrong seat or the bus. Mm. So- George Wright III: So it's a combination of both, right? [00:11:00] And, you know- For sure ... did you, did you find, and maybe it's unique to your business, but I don't think it is- Yeah ... what processes or areas should companies be documenting? What, what processes should they start with when they're starting to scale? Lane Martin: I, that's a really critical... That, I think that's identifying, that's the hard part I think of building out a franchise roadmap and a journey is everything is up here in the founder's head. How did I hire my first technician? What did I do? And then going back three years and like defining those SOPs. So, um, do you know the book Buy Back Your Time, uh, by Dan Martell? I do, yeah. Okay. Dan Martell, funny enough, lives in Kelowna. Which, so there you go, right? How about that? There you go. George Wright III: Okay. Lane Martin: Yeah, yeah. So it's, it's one of Kelowna- And George Wright III: he's a systems guy 101. Dude. Like no brainer, Lane Martin: no brainer. He's just systems 101. And I, I wish I had... I was in his elite coaching program a couple years back, and I really wish that I had taken Dan's knowledge of what he's done in the last 15 years, where he's video documented every system that he's done. And so now that's just what we do, right? We use Loom videos for absolutely everything in the brand. [00:12:00] So getting back to that, um, what I had to do was just zoom out 10,000 feet and go, "In this part of the business, in this part of the org chart, zero to 300,000, let's say, in revenue," which is one of our org charts currently today, that's our launch phase, "what are the systems that we need to have that franchisee focus on there?" And I literally had to get into the granular. And the reason we have the name Modern in the name Pure Air is I love technology. So we are a technology-driven brand that does indoor air quality really, really well. I don't know if we do it better than anybody else. Like, I honestly don't know if we do duct cleaning better than anybody else, but I know we do customer experience better than anybody in our industry, and that's through the use of technology. So that customer experience is our end user and our franchise partners. So I built those systems, layered them into apps, and then ensured that like, "Okay, here we go. This is from your first three months in the business. This is what you need to do. Here's the system you need to follow." And off we go, and built it as we continued to grow and scale, and then we got franchisees to that million-dollar org chart. And, you know, proud to say that [00:13:00] over 50% of our franchisees today are over a million revenue, which is just awesome. Um, we have three trending over the two million, one that could do four million this year, so that's fantastic. But it's those systems, drilling in and building those. That's the hardest part. George Wright III: Yeah. I think the founder- It, it really, it is. It is. And, and staying consistent with them as well. One of the reasons I wanted you on the podcast, 'cause if somebody's listening to this, and they're like, "All right, maybe I'm, maybe I'm interested in franchising, maybe I'm not," y- y- you know, success leaves clues. And at the end of the day, the reason I wanted to highlight what you're building and, and the success you've had is it takes a certain mindset to be successful in business. There's also lessons that can be learned, and what I've found over time is that when it comes to business, systems can be scaled and duplicated across any industry. Um, I think the intersection is when you find an industry that's boring a- and, and no one's in it, and they haven't penetrated that market. That's when there's huge opportunity. Totally. So, uh, this is one of the contexts I just wanted to give our listeners. But I wanted to ask you another question- Yeah 'cause as you build systems, and we'll get into that a little bit more here. Lane Martin: Yep. George Wright III: Why do you find [00:14:00] it's hard or difficult for most founders or entrepreneurs or business-minded individuals to delegate? 'Cause I'm still- Yeah ... a little bit of that bridge between being an operator and, and, uh, and really starting to build your business. Why do they have trouble delegating? Lane Martin: I think it's that whole thing because we believe and/or think or know that we can do that better than anybody else. And I think it's that handoff. Like, I mean, getting back to Dan Martell, one of the things he taught us in my-- in, in business coaching with him is it's the 80%. And if you, if you can ensure that you can build a system and put somebody into that seat that can do it at 80% of what you do it at, that is success from an employee standpoint. But most founders and/or owners, in our heads we're like, "Yeah, but I can do that best. So I'm the best at doing that." But if you can get somebody at 80% of doing that, that's the win 'cause it buys back your time and shifts and allows you to go into that superpower mode where you need to be, where you're the highest value to the [00:15:00] organization. And I George Wright III: think that's- Yeah, 'cause your 20% is where you should be putting 80% of your time, no question about it. Right. I do think it's a-- I'm glad you answered it the way you did because I agree, and I think the reason a lot of business owners struggle to delegate is because of their confidence level in getting the job done. But where you have said systems are put in place, it just makes it so much easier, right? For people to be able to... You know, if you have a really good documented system, whether it's a Loom video- Yeah ... or an outline of every aspect. Right now, do you document every aspect of your business? Lane Martin: Everything. Everything. George Wright III: And even if- So your confidence can be higher, right? In delegating through those systems. Lane Martin: Yeah, because then you know you've set up that person for success. And I actually audit it in, in a case way. I will create a Loom video, run it through Scribe, put it through our SOP channel, upload it, and take somebody that has no idea Like anything about Pure Error and be like, "Hey, walk me through this and see if you could perform this." And if they can, that's the win. So then you're like, "Okay, cool, [00:16:00] that can grow in scale." Um, but I think that's also the hard part for us as founders, is actually getting into the granular, 'cause in our heads we've done this. We don't actually want to get in and build it step by step and redo it. So we're like, "Well, I'll just teach this person under my wing how to do it," and then that person leaves, and again, you're back to reteaching- Yeah this, this ongoing cyclical thing. 'Cause as we get better at what we do, we get worse at some of the things that we should be doing. George Wright III: Yes. Plus, you know, things are changing at the speed of light right now, so the way you've been doing it might not be the best way anyway. So it's funny- Totally ... 'cause I think business owners, I know I have, overthink the documentation process, and you said it a minute ago. You know, Dan Martell talks a lot about it. He says, "Just video what you're doing." And, and, and with the power of AI now today, I mean, even document it is even easier, right? How, how do you document your process? I mean, you've already done this with most of your business, but how would you- Yeah ... recommend for people to document it that maybe don't understand or know what we're talking about with context on the video? Lane Martin: Yeah, two [00:17:00] great ways we do it. So everything that I do, I Loom. So if it's an SOP or just something I'm wanting to teach, I Loom Video it. I tag it, I name it. Um, Loom has a great built-in AI tool into it, but up until six months ago... So we're using that now. Six months ago I was using Scribe. I would take the Loom video, merge it w- upload it to Scribe. Scribe would build me the entire SOP. Then I'd run it through Chat GPT or Algorithm and be like, "Hey, I want this uploaded to our Trainual," that's our LMS system. Boom, Bob's your uncle. It's done step by step. There it is. Yeah. And you, and you name it, build- And you can George Wright III: constantly improve it anyway, right? That's just it. So it doesn't Lane Martin: have George Wright III: to be perfect. Lane Martin: Yeah. Yeah, that's just it. Yeah. Yeah, that... A- a- and, and off you go, and it just works so well, and that's the 80%. And I... You're bang on, George. I think most people are like, "Yeah, but it's not perfect and it's missing..." That doesn't matter, right? Yeah. It's, like, 80%, and it moves you and gets you out of that- mindset where then you can get into actually driving what's most important to where you need to be in your organization, right? So George Wright III: I like what you said because when you s- you know, 80% is good enough, and the other reason for that is because if [00:18:00] you, if it frees you up to be focused on the 20% that is the most important to the business, it will far outpace the, the 20% they're not getting done right. You know? It's like- Totally ... um, your, your focus is the most important thing, right? What do you measure when you're measuring metrics and, and monitoring your systems and things? What are the type of KPIs or metrics you like to, um, really identify? Lane Martin: Yeah, great question. Um, my biggest one is growth overall in same-store year-to-date sales. That's my biggest KPI that I look at. So literally in my, in my, in our FMS software, so our franchise management software, I can log into daily, and my KPI checker right there is today's June 10th. I can tell you, like, it's 12:30 PM right now, Pacific Standard Time. I could tell you on Jun- June 10th of last year, each franchise, how many bookings had come through. Mm. And so it shows me that first KPI. What's our trend in same-store year-over-year sales? Daily, hourly, weekly, monthly. That's my first trend, 'cause revenue, in my opinion, continues to trump all. That's it, right? Yeah. As a [00:19:00] franchisor, that's what I'm most concerned about is revenue. Uh, number two, profitability. There's some great businesses that continue to grow in revenue, but how are they doing on profitability? And so we've built the back end in where we've built just a really good fiscal modeling tool for our franchisees using an app where it gives them KPIs instantly through their QBO where they can see all of the markers, what they need to be focusing on in their franchise. So is their labor costs in green? And it shows them when they log in. And if it's not in green, why is it not in green for your technician labor? Like daily, so they can- Yeah ... focus on those trends and things. And so we've just built the brand around As entrepreneurs and franchise owners, we can get really focused or derailed on things that might, we might think are important, but really aren't moving the lever. We've all been responsible and guilty for that. We get an idea- Mm-hmm ... and then we forget what the real reason was behind the idea. So my KPIs are benchmarked and built on those day-to-day things to keep me focused on, on those things. And [00:20:00] then, you know, honestly, we have a vivid vision, which is a, you know, it's, it's 10 by 20 blown up on a wall, which is the three-year blueprint for the business. And my leadership team will come to me with ideas, and if they're not on that vivid vision that I write every three years for the brand, we parking lot that. 'Cause that's that derailment again. It's like, "Hey guys, I built out the blueprint- Yeah ... for the next three years. Where does this fall in line with this? And if it falls in line in the vivid vision, great, then let's speak on that and talk about if this, if, what is our definition of success?" And if that's like, "Well, it's gonna increase 2% lift," no. Like, we need higher impact things. So it's just i- intentional leadership a- a- and doing it the right way with empathy and, and, and, and still creating that culture where people can come to you with ideas is really important. The old Lane, you know, as I've gotten older, I think I've gotten better at these things as a leader and continue to. 30, 20 years ago it's like a hard no, right? George Wright III: Yeah. Yeah. Lane Martin: Now, now it's like, "Let's talk about this." No, it's... George Wright III: It really is. It really is. And you know what, although there is a lot of advantages of, one of the advantages of franchising is that, you know, someone that [00:21:00] maybe does struggle with all those types of things can follow a plan, follow a model, follow a system, follow things that are documented, and they don't go down the rabbit hole of i- ideas, things, or even trying to figure stuff out that doesn't need- Right to be worried about, right? Is that why you would say, you know, franch- I mean, obviously you're, this is your business, man, but- Yeah ... why franchising is such a great opportunity for new owners Lane Martin: Yeah. I think when franchising, when, when, um, franchising is done properly and right, and what I mean by that is when the right franchisee is awarded in the right franchise, 'cause there's, there can be misalignment there. There's no doubt about that. George Wright III: Sure. Lane Martin: But when those two things make sense, yeah, franchising gives you the opportunity as an entrepreneur to grow much faster and quicker than you ever could independently, 'cause the system has been built for you. So like you're speaking of, a lot of those decision-making fatigue things are done for you, where you don't have to R&D it and spend thousands of dollars figuring [00:22:00] things. It's done. Yeah. It's done for you, and that's just the key, for sure. You learn from the experience, right, of what others did. And the brand-- I mean, 20 years ago when we started franchising, our brand is completely different now. Yeah, I mean, it's completely different than it was 24 months ago. It just gets better and better and better. That's what AI and technology are doing. So, um, you know, we talk about franchisees that have been around longer than five years and what their experience was in year one and two in Pure compared to now. It's night and day difference. So- Yeah ... it's just, it's... But yeah, that's franchising is powerful when done that way, 'cause a lot of those early mistakes are eliminated if the system- Yeah is followed. But George Wright III: humans are humans. Yeah, if, if... And that's, that's what, that's what will help a franchise become, you know, really fast-growing and, and successful as well. And, and I'm curious- Yeah ... 'cause you do talk a lot about boring business and why- Yeah ... why you feel there are opportunities or why, why are opportunities sometimes better in a boring business? What are your thoughts there? Lane Martin: Yeah. I think un- un- I call them unsexy or boring businesses. That's just, they're the unicorns. They're the, they're the, [00:23:00] they're the unicorns in, in, in any industries right now, 'cause they're the ones that, um, continue to show amazing opportunity for entrepreneurs. Alex Hormozi speaks about a lot in his coaching and training where doing the boring work, when you put the reps in on doing the boring tasks and the boring work, that's when you win in business, and I think that relates to the boring businesses. We all-- I, I mean, 15, 20 year- 25 years ago, I dreamed about owning a s- a, a, not a Starbucks, but a coffee shop. There was a great franchise system in Canada here. I thought it sounded great, and I did the exploratory journey. I put the application in, and then I started looking through the numbers. I was like, "These things don't make money." Yeah. Like, it's like, it was a $600,000 investment, and why did I love the idea? 'Cause I didn't want to clean ducts anymore. Right. But I loved the idea of having my friends come into my coffee shop, and I could wear Birkenstocks and wear, like, you know, tortoise-rimmed glasses and serve them lattes. It sounded great, but man, not a great [00:24:00] business model. Not if you George Wright III: wanna make money. Lane Martin: No. Right? Yeah. And so, so I think it's like business, the fundamentals of business are all the same. We all know that. Business is business. But finding those businesses that people just don't think about as much yet and are those unicorns, I think that's the really cool opportunity, and that's what we're seeing. I mean, I talk about 1-800-GOT-JUNK?. I mean, look what they've done. They created industry in North America that 20 years ago nobody thought about. Residential private junk hauling? Like, come on. Yeah. And now th- now they're gonna do, you know, I heard, uh, almost 800 million this year in rev. Like, that's insane- I know in North America. It's wild. And George Wright III: well, yeah, success leaves clues. I mean, you can't, you can't deny it, right? When- No ... the undeniable proof is out there, especially when it comes to certain industries and, and, and systems. You know, systems are systems. They help you to become successful, right? Lane Martin: Yeah. And case in point there, what do they do differently? Like, they just remove junk. Like, they-- You call... So what is their brand delivery? Well, they're branded, they show up, but they're systems. They're systemized, and that's how they do so well. And [00:25:00] again, who would've thought 25 years ago about buying a junk removal franchise? And now look how many there are, and a lot of them- Yeah do really, really, really well. So that's why I love those types of industries and businesses for sure. Yeah. George Wright III: Well, and I... And, uh, just so I can kinda know how you think as we kinda r- start to wrap up here, what, what is your vision for what you see happening in your industry? You know, for Modern PurAir, what, what excites you right now, and where do you see, where do you see things going, um, and, and what has really created the excitement for you in your business specifically? Yeah. Lane Martin: Yeah. Specifically, yeah. Well, I think indoor air quality, so when I say IAQ, stands for indoor air quality, COVID taught us so much. It was the first time in our lives that we knew what we breathed in hurt us. We had that six-foot social distancing, so purification, everything went through the roof. So indoor air quality was already a growing segment. COVID literally supercharged, turbocharged that whole thing. And so the byproduct of that is we still have that- Everybody understanding what you breathe in can make you sick. So [00:26:00] it's heightened awareness. So the lungs of the home in any commercial business, any house, industrial facility, the lungs are the ductwork. That's the first thing to look at. If you didn't vacuum your living room floor for six weeks, what would it look like? Think about the ductwork in your home. And so people are correlating these things. And so IAQ growing, duct cleaning, coil cleaning, dryer vent cleaning, all of indoor air quality testing, all of the things that we do, what I'm most excited about is we've grown this to be a really great business in Canada, and in the US there is no coast-to-coast national player. Hmm. So our opportunity is we get to come in here and, you know, being in franchising for 20 years and having black eyes and learning the goods and the bads and all of those things, which is great- Yeah, yeah ... and me being in the industry for 30 years, we've done this in this really rural, um, densely populated country. We have some franchises, it takes you four hours to drive from one end of their territory to another, and it's 100,000 people, and they're doing more than a million in that market. Like, it's insane. Yeah. So go to the US, how [00:27:00] can we quantify, how can we 10X this? Which we will, and that's what I'm most excited about. My vivid vision is, uh, uh, 2020, 2029, we'll have 100 million in rev and system sales in the US and 75 franchise partners, and I believe we'll get there. So that's, that's the goal. George Wright III: That's great, and I love that you said that because you have a vivid vision, and that is one of the key success factors for a lot of businesses. They, you know, a lot of, lot of owners and founders are like, "I, I, I have a growth strategy. I know where I wanna go." And, but they really don't have a vivid vision. They really don't know- Yeah ... exactly what that looks like, and it's hard to hit a moving target. So that is- Totally ... uh, that is so true. Well, listen- Totally I appreciate you being here with us on the podcast. Before we go, though, couple things. Yeah. Um, how, uh, can people get in touch with you? And is there any other- Yeah ... last thoughts or pieces of advice and stuff you have for entrepreneurs, business owners, especially if they're looking into franchising? Lane Martin: Yeah, for sure. I'd love that. You get ahold of it, just go to modernpureair.com, and you can click on our FranDev website. See it, inc- interested in our franchise, fill out a form, and/or find me on LinkedIn or Instagram and just reach out and DM me. No problem at all. Um, [00:28:00] that's available. Um, people looking at franchising, uh, entrepreneurs looking at franchising, I say this with all of our diligence and discovery. Franchising is a really powerful industry, and it's r- and there's a lot of great brands out there. When you're looking at a franchise, check everything. Like, uncover every rock. You're, you're making a significant investment into a business model. Make sure it is the right fit for you. That would be my... You know, any gut checks, we all, we all, as entrepreneurs, we've all had that gut check. We've learned our gut's never wrong. Gut check that. Yeah. That's what you wanna do, right? And make sure... And man, if, if everything gives you the, the thumbs up in the franchisor and the franchisee and, and it makes sense, then go forward and, and, and go out and dominate and, and hit it hard. But that would be my advice. George Wright III: Yeah. So a lot of people- I do think that it's tailored, right? You do, you really do need- Yeah ... to make sure you have the right fit, and it takes... and the due diligence is worth the time, for sure. Lane Martin: Totally. 100%. Yeah. Yeah. 'Cause unfortunately, like any other business, there's also bad franchise systems. There's no doubt about that. Yeah. So let's be honest, right? Yeah. George Wright III: I [00:29:00] agree. Yeah. I agree. Yeah. Well, thanks, Lane. Yeah. I appreciate you being here with us. Mm-hmm. And listen, if you're listening to this, make sure you do me a favor and share the show. And I hope you got some really good value out of it. I hope you were able to get, uh, some thoughts around your business, your strategies, your system, the mindset of, of success. And, uh, and remember, hit me up on the Daily Mastermind. Let me know what you're dealing with. You know, whether it's struggles or whether it's, uh, ideas that you're winning at, I'd love to lo- celebrate those with you as well. And so, uh, once again, thanks for joining us. I appreciate you being here. I look forward to talking with you more tomorrow. Have a great day.