Ezra McCarthy
Hello and welcome back to the lawn care blueprint. Today I have with me Caleb, and I’m not gonna try to pronounce his last name here live, but launched Yellow Hat Mowers there in Syracuse, New York. Just a young chap of 14 with a bicycle and a push mower. Now his company is operating multiple crews, serving hundreds of clients with lawn and landscaping. In this episode, we’re gonna break down how Caleb has built his business from scratch, the lessons he’s learned along the way, and also what it takes to lead a team as he’s growing as just a young entrepreneur. Caleb, sure glad you’re here today.
Caleb Nguyen
Yeah, thank you for having me, Ezra. It’s a pleasure to be here.
Ezra McCarthy
So Caleb, you started Yellow Hat Mowers and I love the name, it reminds me of the man with the yellow hat when you were just a young chap at 14. What made you want to start that business at 14 and where did the Yellow Hat Mowers name come from?
Caleb Nguyen
Yeah, so I started when I was 14. This is prior to, so I live in Syracuse, New York. I was not able to get my working papers. I’d be 15. I couldn’t even get a real job yet. I was like, man, I gotta make money. I was in a neighborhood. I knew of a guy where we used to live in Pennsylvania who had done that. He’d mowed lawns. He went around the neighborhood with a push mower and mowed lawns. And it sounded like a pretty solid operation. Sounds like he made money. I was like, all right, well, I think this is a viable option.
And for the first two years it wasn’t even Yellow Hat Mowers. I won’t say the name because it includes the name of the street that I lived on, but it was not a very creative name. As I sought to rebrand a little bit, the first two years was, I want to make some more money on the side, but I wasn’t very successful with it.
I had maybe two to four clients at a time. I wasn’t mowing very many properties or doing much work at all. It was just a couple bucks here and there, which is better than nothing for a 14-year-old kid, but certainly was not the huge enterprise that I assumed it would magically become the moment I started the business. The first two years were kind of that. Third year, I did a lot of research and I read all the classics, the Think and Grow Rich, the Rich Dad Poor Dad, all the classic business self-help books. And I was like, you know what, let’s go to town.
Let’s grow this business. At this point, I had had a job for about a year. I was working at a grocery store and I was like, man, I thought this was going to be the moneymaker. Turns out I was bringing home like $10 an hour. I’m working like 20 hours a week. It was nothing. And so I was like, all right, let me see if I can take this business to the next level. I kind of rebranded, I spent a bunch of money on marketing and such. And then as I was trying to develop a better name, it came from my mother. She suggested the name.
At the time I wore a yellow hat constantly. When I was growing up I played sports, baseball specifically, that was my sport. I had a ton of yellow hats, I was always ending up on the yellow team. So I had a ton of those hats left, it was really nostalgic for me, I loved that team I was on. Great baseball team in little league. And so my mom said, why don’t you call yourself Yellow Hat Mowers? We operated as Yellow Hat Mowers for years. And then this season we rebranded, we’re now Yellow Hat Lawn and Landscape to make it more official.
But yeah, that’s where the name came from. So shout out to mom for the creative idea. It’s different. It’s definitely different.
Ezra McCarthy
Yeah, it’s better than, and I’m going to try to go for your last name Nunez or how do you say that right?
Caleb Nguyen
I say it new N, like think of the letter N. Brand-new letter N, new N.
Ezra McCarthy
Okay, it’s better than Nguyen Lawn and Landscape. We’ve no doubt seen a lot of those. I remember when I was starting to try to name my business, my lawn and landscape business, I thought, man, I got this original idea. I was down there in Texas, I’m like, oh, I’m gonna do something about lawn enforcement or like Lone Star. And I thought, man, this is so original.
Caleb Nguyen
Yeah, nope.
Ezra McCarthy
Well then, I searched around and I’m like, okay, I just felt deflated. This is so unoriginal.
Caleb Nguyen
Yeah, it’s the same but all different.
Ezra McCarthy
So walk us through some of your, obviously you mentioned your first couple years, you’re literally just a couple lawns, but what caused you to go from that to now you’ve got to, where exactly is your business today and what helped you transition from just a few lawns to now a decent operation there?
Caleb Nguyen
Yeah, first I’ll break in the last part. I’ll talk about the size of the business now and then I’ll go into how we got there from basically no clients. Right now we operate six crews. We have four mow crews, three are primarily residential based, one is commercial based. The residential might have a small commercial, like an insurance office, a fast food place, or a car wash on their route. The commercial focuses on multi-hour properties and large acreage properties.
So we have those four mow crews. We have a landscape crew that primarily focuses on knocking out all the mulch and the hedges and all that stuff for the commercial properties. And then our residential customers, just the basic straightforward, not really installing anything, they’re just doing maintenance sort of things like that. And then we have our hardscape and design build crew. They do a lot more. They do hardscapes, they do big tearouts.
They do installations and things of that nature. So that’s the six, it’s six crews during the summer. This past winter we ran eight winter crews. We’ll probably do about 10 to 12 winter crews again this winter. In 2025, if I had to guess, if we don’t hit seven figures it’s going to be just shy, it’s going to be in that ballpark. So definitely a very exciting year. We’re at a good point. It takes about a dozen employees plus myself. Each crew has at least two employees. We have an operations guy who manages design, build, and landscape, and then there’s me who kind of operates the mow crews in the office.
It’s about 12 or 13 guys. But yeah, going from two to three clients to this was absolutely insane. I started thinking you just start your business and put a couple things on the internet or a couple of business cards out there and magically the phone’s going to start ringing, but it was just not that way.
So when I transitioned and changed the name, I put a lot of marketing materials out there, did a lot of yard signs, a lot of flyers. I put up posters in my neighborhood. At the time I was not a tech savvy young individual, so there wasn’t a lot of internet presence, but it was all right. We existed on Facebook, but I wasn’t really scraping anything off of that. We ended up with about 40 clients. I was doing probably 30 to 35 lawns a week.
Back then it was me with a bicycle and a push mower. I didn’t even have my driver’s license yet, so it was me biking around with a little trailer. It definitely helped with my publicity because people would see me everywhere with my little bicycle. So that’s about 40 clients doing 30 to 35 lawns a week. Did great for me at 16 or 17. I think I was 16 at the time.
I did pretty good for a 16 year old. I was able to put in more hours at the job. I was working in the grocery store and I was pumping out these 30 to 35 lawns a week, which was not terrible. Looking back, I charged them absolute nickels and dimes for it, but that’s how we all start. I did that, saved up the next year, bought a truck, ran it again, did more marketing. That year was probably our first ballpark six-figure year, which was super cool. Had a couple employees, truck, trailer, zero turns. Learned how to use a zero turn on my customers’ properties, as I think some of us have done for sure. The next year was mostly the same, one crew.
I was pretty much an absentee owner, kind of did my own thing for a year. That was right out of high school, just trying to figure out my life a little bit, as a lot of people do coming out of high school. I came back in the fall, now this is in 2023. I came back and I’m like, you know what, I’m gonna blow this thing up. So I went to town on marketing and I was like, I’m going to start with snow plowing. It was my first season doing plowing. I made a goal, I said I’m going to have 110 residential customers and 10 commercial customers. I wanted to have two trucks, one that did residential, one that did commercial.
I knew nothing about plowing. I bought some courses and watched a lot of YouTube videos. Really the boots-on-the-ground stuff I did not understand at all about snow plowing. Then I came flying out of the gate. We went from one crew to four winter crews and then carried that into—
Ezra McCarthy
What does snow look like there in Syracuse? Because this affects it. Is this like a two-event per year, is this like a 20 or 30-event? What does that look like? Because this kind of informs the listener when they’re talking about snow.
Caleb Nguyen
Yeah, for snow plowing I live in Syracuse, New York, it’s where the company is based out of. We’re one of the snowiest markets in the US. My first year was really light. We only had probably a half dozen really measurable snowfalls, but that was really low, like record low that we’d had for decades. So I got to start on an easy year, still absolutely blew it. I made a lot of mistakes that year. But a typical year we’re gonna be out there, we’ll typically have probably over 100 inches of snow.
My first winter we had like 40 inches. That was definitely a light year, but we typically have over 100. This past winter was the craziest winter we’ve had for a long time. I think we had 130 inches of snow. We were out plowing for January and February. I think I plowed about two or three days out of the week for January and February. It really depends, we can get a lot of snow. It’s a big business in our area.
Ezra McCarthy
So are you structuring that per push or do you do contracts there?
Caleb Nguyen
This is big, this is huge. A lot of times what you want to do depends on your market, because some markets are very much customers are used to paying per time. Some of them are really used to paying seasonally. I found that the more snow you get, the more often people pay seasonally. The reason why is because they don’t want to get absolutely financially destroyed. Whereas some of the markets where they get four or five snowfalls a year, they’re paying 100 bucks for you to come each time.
And the expectation of service is a lot lower than our market where it’s like we want seasonal price, it’s fixed price, and you don’t know how much snow you’re gonna get, you have no idea how many times you’re gonna be out there. So what we did last year, and this saved us, saved my business, I went to a mastermind in Texas and I talked to guys who were doing snow in Missouri. They were making two or three times as much money as I was, and they get a fraction of the amount of snow. I was like, what is going on? How do you guys do this? How are you making money? And they said, we’re doing it per time.
And I was like, gosh, that just doesn’t make sense. We don’t know if we’re going to make money or not. So I decided to take a gamble and really push for per service. I did the math. I was like, okay, we’re getting $500 to do a driveway for the winter, or I can charge 30 or 40 dollars per time and we’re there 25 or 30 times. We’re making double the amount of money. The customer does not have to pay upfront for the season. And a lot of times the customer feels like they’re getting a deal, even though they spent twice as much money. It just makes the numbers make sense. So we had, I think, 15 percent—
It was per service, the rest was seasonal, and that 15 percent saved us this winter. Like I said, we plowed almost every single day in January and February. It really saved us. There were some residential customers who spent over $1,000 with us getting their driveway plowed. I feel a little bit bad for that, but at the same time we needed it. It kept us afloat and allowed us to get through the winter. So I highly recommend those of you out there who have the ability to split it up so that you can diversify and find out.
You gotta do a lot of research on past winters and find out how many snow events you have. What’s your overhead? There’s a lot of math that goes into it, because snow will put you out of business if you have a bad winter or a really light winter, which is what we’ve had for the past couple years, either really bad or really light. So you need to know your numbers on that. You’ve gotta create a split where if you get no snow you’re still making money. If you get a lot of snow you’re still making money. You might be working more, but you’re still making money.
Ezra McCarthy
Are you using the tractor model or using like a v-plow?
Caleb Nguyen
They’re using plows. Tractors are phenomenal and there are some guys who make really good money doing it even in our market. That’s usually residential based and there has to be certain geography in place. You have to have really dense routes, your driveways cannot be very steep. It’s a very specific model, but if done right in the right neighborhoods it’s incredibly profitable. But given the nature of the work we do on hills and slopes and how far guys have to travel, it just made the most sense for us to use trucks, especially since we’re using them in the summer for landscaping.
Ezra McCarthy
So being so young when you started, what were your family and peers around you thinking as you started this business, and now as you’ve grown it?
Caleb Nguyen
The people around me, how they viewed it when I started, was I think how most entrepreneurs have that curve. When you first start, everyone’s like, oh yeah, go entrepreneurship, you’re super cool, you’re taking a risk. They look at you and say, man, I wish I had done that, you’re such a hardworking young individual. All this other stuff, right? And you get that little high before you’ve even actually done any work or really worked that hard.
So I got that little high and then you kind of enter the valley, which I would say I’m still in. You work such a disproportionate amount of your time for such a little return for such an expensive period of time that people start getting frustrated with you. You’re never available, you’re always tired, you’re always focused on other things besides the conversation you’re having with them, things of that nature. So definitely in the beginning there was a lot of encouragement and reinforcement. I really didn’t have any negativity toward me. There was a little bit of, we’d rather you get a stable job and go into trades than do this.
But as they saw things progressing, they thought maybe this could be a real business and a real job. But yeah, I would say I’m very much still in the valley where I spend such a disproportionate amount of time working. I think people were happier with me when I first started it than they are now with the work schedule I have.
Ezra McCarthy
Have you invested heavily back into the business or what strategies did you use to really scale your business in the past couple years?
Caleb Nguyen
Yeah, what my reinvestment looked like and how we scaled over the past couple years was really putting a lot of money back into the business. When I say a lot, I mean everything. I have not really paid myself almost ever. I don’t have a fancy car, I don’t have a fancy—there are very few things I spend money on personally. Everything just goes back into the business. I think that if this is your second business, or you’re really savvy, or you’re probably just not a 17-year-old teenage punk who thinks he’s going to take on the world and become the richest person from cutting grass, you can probably be smart financially and pay yourself fairly along the way.
I did not. I just kind of threw it all back in. But sometimes I had to throw it all back in because I did things that weren’t profitable. I just didn’t know, cut my teeth along the way while growing. So there wasn’t a lot of money left on the table. I’m at the point where I could stop growing and cash out, or I can keep reinvesting, take a little for myself, and keep growing. I think we’re getting better at growth every year where we can be profitable and grow, but I’m not going to deny the fact that growth does cost money.
Buying new equipment costs money, marketing costs money. And when you’re set, you have your employees, your recurring revenue, you kind of know what you’re doing each year, you can absolutely maintain a phenomenal margin. Whereas when you’re growing there’s a lot more to manage financially while doing so. So yeah, a lot of reinvestment and a lot of hours.
Ezra McCarthy
So how would you say technology has affected you, whether that’s CRM, whether that’s through marketing, how has that played a role in your business?
Caleb Nguyen
Yeah, technology is an enhancer, like a superpower enhancer. If you’re fighting somebody with a pencil and paper and you’re going at them with a CRM, you’re going to whoop them every time. I don’t think it’s a substitute for hard work. You still need to learn your CRM, you need to maximize it. Use the technology you do have before you go out and spend gobs of money every month on new technology.
I’m definitely a bit of a hypocrite in that we’ve spent money on technology that we just didn’t properly utilize. Not that it’s not good technology or not made by good people or they don’t care, it’s just I didn’t utilize it as well as I should have. It’s a massive enhancer, but again, you just have to put in the work for it. We do use CRMs. We use a system for tracking GPS so we know exactly when guys are at sites, for how long, and they can log information about the properties off a tablet or their phone, which is huge if you’re doing per push.
You have to have a GPS system in your trucks and they have to be clocking you in and out automatically for each property. Because when the customer says you weren’t here at this time, you can say, here’s a timestamp, here’s the receipts. Those have been the major things for us, having the GPS system in the trucks for winter and the CRM for the summer. So technology is a step up and new.
Ezra McCarthy
What CRM are you using for the winter? Because what CRM does what you just said?
Caleb Nguyen
This past winter I used a program called Follosoft. It’s a Canadian-based company. A lot of the guys you see on the internet running tractors and all that sort of stuff, they’re using that. It is extremely expensive. I have since—I’m not sure.
Ezra McCarthy
Can you give us a ballpark?
Caleb Nguyen
Each user is probably, off the top of my head—these are not exact numbers—you can get a quote from them pretty easily. You can get some of it off the website and get a general idea. I want to say we were paying—
I’m gonna say ballpark 50, I think it’s 50 plus per tablet in use over the winter. Plus there was some sort of integration or setup fee that I want to say was upwards of $1,000. We were running like eight tablets, so a few hundred dollars a month. Plus you need cellular data on the tablet, so that’s another few hundred dollars a month. With the setup it was around 3,000 a month.
Was it worth it? Absolutely. But I would say there are definitely some more cost-effective options that have entered the marketplace. I can’t give away too much information, but we are in early developments with another company that does the same exact thing. The technology is better, it’s much more affordable, their support is incredible, they speak English, it’s amazing.
Ezra McCarthy
Was that the one in French?
Caleb Nguyen
Yeah, everyone’s French, a lot of French. I didn’t know what they were talking about most of the time.
Ezra McCarthy
That’s hilarious. So as a young business owner, and I’m sure you’re hiring people older than yourself, how have you developed your leadership skills and your growth as you’re leading people that are older than you in the business?
Caleb Nguyen
I think the majority of young people struggle when older people come on with them. I’ll say this as a caveat before I jump into that—this is my hypothesis and it’s starting to prove itself correct—as you age, the median age of the employee who works at your company, if you’re an owner-operator and you interact with everyone every day, is usually going to be around your age because you can relate to them the best.
I relate to guys who are just out of high school or just out of college the best, better than I would someone who is still in high school. I can mostly relate to people who have been in the workforce for a decade or two because I’ve been in the workforce for coming up on a decade as well. So it’s definitely something I’m familiar with, but I found that a lot of the guys are around my age most of the time.
Now that being said, the landscape and hardscape side of the business, everyone is basically significantly older than I am because that manager is also significantly older than I am. Our operations manager is in his late 40s, so a lot of the guys are in their 20s to 30s. They’re a little bit older than my mow guys who are like 19 to 23, a lot of them.
But yeah, when it comes to older people, just think about it this way. If a younger person is employing you, think about it like me myself now, I’m 20. If some 18-year-old was my boss, what interactions would be fine versus not fine? Now, if they were 25 and I’m 20 and they said something a little sharp or a little condescending, I’d be okay with it. They’re 25. But it’s harder when they’re 18.
You have to be much more careful about the words you say. You need to focus more on building people up, and you need to manage your public perception among your crew more than if you were a little bit older. Now I have to be very conscious, aware, and respectful. Regardless of if they’re 40 years old, they’re coming to cut grass, they might not have made all the right choices in their life to lead them to this point. They might not have a college degree or anything fancy like that. Other people might look down on them for cutting grass. Just don’t be that person.
Be the one that encourages them, gets them the equipment they need, respects them. And when you have to have a hard conversation with them, number one, do not do it in public in front of other people because public embarrassment is it, especially for an older person, especially if you have younger staff members. Let’s say you’re 40 years old, the oldest one on a mow crew, and there are eight other guys standing there and your 20-year-old boss is chewing you out in front of all the 18 to 22 year olds—you’re gonna leave. It’s just basic, have respect for people. And you need to have, fortunately or unfortunately, with people who are older than you, a base level of respect. Now they can lose that respect, but know that when they lose respect and you start treating them a little on edge or less respectfully, they’re gonna leave.
And so you need to be at the point where you’re treating them with a little more respect than you would an 18-year-old. If you stop doing that, you need to have someone prepped and ready to go as their replacement because they will leave. And I think that’s only fair. So yeah, just managing your image and your relationship with them a little more intentionally than you would with some kid who’s younger than you or looks up to you.
Ezra McCarthy
I would agree with that. I’m curious, did you learn this by experience, bad experience?
Caleb Nguyen
Yes, I did. I will admit, and I would not be the first person to admit it, but I was not a very good leader of my crew last year. It was very much about, we have to go get this done and that done. The culture just wasn’t what it should have been. I didn’t put in the same amount of hours that I do now, I didn’t care as much. I had bid properties wrong. I didn’t know who to hire, how to hire them, who to fire, how to fire them. So it was just, if you had a heartbeat and two legs, we’d give you a job and pay you more than you should be paid. And it created a negative culture. It starts with the people you hire, it starts with when and how quickly you fire people, and it ultimately comes down to how you give guys feedback when they make mistakes. So yes, trial and error, school of hard knocks, and many employees coming and going was how I figured that one out.
Ezra McCarthy
Were you just trying to grow too quickly or what caused that bad hiring experience and maybe not the culture that you wanted?
Caleb Nguyen
I don’t think that there is growing too quickly. I think there’s growing beyond your capabilities for sure. If you run a $10 million business and then all of a sudden restart and grow from 250,000 in revenue to 2 million in revenue, you could probably do that and pull it off. I’d never done it before. I’d never run a summer staff like that before. I don’t know if it was too quickly. It was mostly a maturity thing. A big part of it was just that I’m still a kid, I’m still really young, and there was a lot I needed to learn.
I need to care a little bit more, be a little bit less selfish. I don’t think it had anything to do with our growth, I think it had everything to do with me. All your business problems are just personal problems that manifest in the business. That’s all they are.
Ezra McCarthy
So true. So where do you see yourself taking the business in the next few years?
Caleb Nguyen
Next few years, we’re going to continue to grow. We’re going to keep going. I’m young, I’m more than willing and happy to reinvest into the business and continue to grow.
I’ve gotten much better at managing the finances of the company so we can be profitable as we grow. So there’s money on the table for me to live my life. Maybe not as glamorous as if I had just stopped growing and cashed out now, but in a way that is doable and livable. We’re going to continue growing this year. Like I said, I guess we’re going to be around the seven-figure mark. That’s what we’re projected to do, should do. Next year we’ll probably increase by another—maybe not quite double, but pretty close to that. And we’ll probably continue that snowball into the future, probably for at least the next half.
It’s going to be a lot of hard work, but a half decade from now I would imagine we’d be doing upwards of $5 million a year in revenue. Ultimately, I would love to look into starting other locations and going down that route, but I would be naive to say I’m definitively going to do that. A lot could change between now and then.
I know I have a lot more learning and growing to do before I can say that’s definitively the plan. But for now, I’d love to build an incredibly large multi-location company at a young age and do it young enough that while my kids are still living at home I can provide them with an incredible life and do really well for myself. Yeah, that’s the next couple years—keep growing, five plus million by 25 for sure.
Ezra McCarthy
So what helps you keep motivated? Obviously it gets hot there in New York, and there are the team members’ struggles that we all have at times. What helps you stay motivated in the midst of all the normal business struggles?
Caleb Nguyen
Yeah, I was actually just thinking about this the other day because we had some days at work where the real feel of the weather was 105 or 106 degrees. For those of you down south, you’re like, that’s every day for us. For us up here it was kicking the guys. So I was in the field a lot, I have been a lot, just training with guys, getting crews to where they need to be, and making sure we maintain the standard of quality I’m looking to have. Training with the next generation of foremen for next season, paying it forward, doing something today that a year from now I’d be thanking myself for—training up those foremen to run crews next year versus just hiring random people off Indeed to come run a crew.
I was out there with the guys, there were some really frustrating moments, and for me it’s become—I have to remind myself that the minimum standard I set for myself personally is the standard that everyone will fall to. It will always be that way. It is very rare for people to rise and create higher standards than yours. For example, on a really hot weekend, I completely tore the shop apart. I redid everything, put everything in places, sorted it out, cleaned equipment. It took me at least 20 hours over the weekend to do that. But I said, my minimum standard is cleanliness. I don’t think we can have high performance, I don’t think we can really say that we’re an incredible place to work if our shop is a disaster. You just need to understand that there is a minimum standard, and number one, you have to hold yourself to that. If you say, this is how the property has to at least look, and this is the process for it, and then you yourself do not follow that process, you cannot expect other people to do the same thing. It is extremely difficult.
But so is being a leader, and that’s why the leader in half a decade can get paid disproportionately more than the person who just followed the whole time. Their job was easy the whole time, their leader had to carry the weight. If you’re going to carry the weight for a long period of time, the reward will come. So I just remind myself that my minimum standard is the standard that everyone will fall to. I keep that standard high and it’s difficult, and part of it is just in the back of my head. I’ll be honest with you too, it’s hard because there are so many days I want to quit.
When it’s that hot out, i’m drinking gatorade and i’m still dehydrated and i want to throw in the towel and go back at four o’clock. but i know what the end of the week looks like. i know what we need to get done today. i know the quality that needs to be put out. i know the example that i need to set. i say if i’m not willing to do this right now, i will never get to where i want to be. i don’t want to be here running a million dollar business forever. i’d love to grow it and make an incredible company that’s incredibly large and successful.
But no person who is unwilling to do this basic level of work will ever be able to build that company. And if I’m not willing to do that work today, I’m not going to do it tomorrow, the next day, or the next day. So in every moment when you have that weakness, where you’re like, I really don’t want to boot up a laptop and reply to emails right now, it’s nine o’clock at night, I don’t want to be scheduling emails for tomorrow, I just want to watch a YouTube video and go to bed—I say, but the person who runs a $5 million business…
Ezra McCarthy
The person who has a $5 million business has an EA.
Caleb Nguyen
Well, there’s that side of things, but there are some things I need to take care of myself personally, like damage or an employee with a really big issue. I don’t want to respond, it’s stressful, it’s 9:30 at night, I’m not in the right headspace, I’m dehydrated, I just want to go to bed. But if you’re unwilling to do those things and put in that work, just know that you’re never going to have that thing. Or maybe you will, but now you’re taking a gamble when it’s in your own hands right now to go do the work that’s required to get to the place you want to be. So I just remind myself of that. I beat myself up over it.
Ezra McCarthy
That’s good. Well, closing out question here—do you have one book and then maybe a podcast, maybe even yours? You actually do have one yourself, but what’s one podcast or book, or both, that you’d recommend to people?
Caleb Nguyen
Yeah, right now I am working through a book by Tommy Mello, and that podcast as well, the Home Service—
Ezra McCarthy
Yeah, Home Service Millionaire, great podcast.
Caleb Nguyen
Yeah, so he has a book called The Home Service Millionaire, actually an older book of his back when he was doing like $30 million in revenue. I really think it’s such a foundational book. All the principles you gather from his podcast are in that book. He’s built an incredible business.
Podcast, to be honest with you, Tommy Mello’s podcast is a big one that I listen to. There’s another podcast called Next Level Pro—I want to say it was originally called The Founder Podcast by Chris Lee. But if you want to check out mine too, it is out there. I don’t upload super regularly anymore. For me personally it’s all the social media stuff that’s changed. That podcast is The Motivated Lawn Care Show on wherever you’re podcasting. That’s what I do.
Ezra McCarthy
Well, thanks, Caleb, for taking time today to come and tell people your story about starting as a teenager to now growing a business. And if this story inspired you, be sure to check out The Motivated Lawn Care Podcast, where once in a blue moon you’ll see an episode drop from Caleb. Be sure to share this episode with a friend and leave a rating and review, and we’ll catch you next time.
