How to become a Buildertrend super user with Michael Lee Homes

Tom Houghton:

You’re listening to “The Building Code.” I’m Tom Houghton.

Paul Wurth:

I’m Paul.

Tom Houghton:

Just Paul, like Madonna now. You just moved to one name.

Paul Wurth:

Should I just go with P.W?

Tom Houghton:

You should. That would be good.

Paul Wurth:

That’s it. It’s P.W.

Tom Houghton:

P.W here we go. We’ll bring our guest on in just a minute, but first want to remind you that we’re taking Buildertrend University on the road. We’ll be hosting Buildertrend University in Dallas Texas, on October 3rd, 2019. Anyone is welcome to attend. It’s a one day conference for you and your team to learn more and optimize your usage of Buildertrend. You can sign up online @buildertrendu.com/Dallas. Paul and I will be there, and we hope to see you there too. Now we’ll get started with today’s guest. On today’s episode of the Building Code, we’re joined by the self-proclaimed Buildertrend super-user Steven Frosch. He’s the builder at Michael Lee Homes, based in East Minneapolis, Minnesota. Welcome Steven.

Steven Frosch:

Thanks for having me guys.

Paul Wurth:

Hello, Steven. It’s actually true. So Steven came to Omaha. What? Call it three, four months ago for Buildertrend University. Was that about right?

Steven Frosch:

Yep.

Paul Wurth:

So he and I chatted, next to the bar, and he says, “You know what? I know how to use everything.” I go, “You know what? That’s impossible.” So I had somebody…

Steven Frosch:

Yeah.

Paul Wurth:

Hold on. I had somebody edit his account. He’s the only person in 13 years, and talking to thousands of clients, that literally uses everything in Buildertrend.

Tom Houghton:

Wow. That’s quite the achievement there.

Paul Wurth:

It is.

Steven Frosch:

There’s a lot of functionality there, and we do use it. We don’t maybe use it as deep into each area as we could, financial pro areas where we’re maybe lacking a little bit, but we do use every bit of the tool to some capacity, and it works well for us.

Paul Wurth:

That’s crazy.

Tom Houghton:

That’s awesome to hear. Yeah.

Paul Wurth:

Even our best users and our longest clients…. and this is probably true with every software, right? I don’t use all of anything, honestly.

Tom Houghton:

Fill in the blank here.

Paul Wurth:

You use all of iPhone stuff.

Tom Houghton:

Sure.

Paul Wurth:

You’re a super user.

Tom Houghton:

Yeah.

Paul Wurth:

I don’t use it. Just enough to get by, is good for me.

Tom Houghton:

Yeah.

Paul Wurth:

And that’s true for 99% of our clients too. And you’re going to get value out of whatever percentage Buildertrend you’re using.

Tom Houghton:

True story.

Paul Wurth:

So shout out to our dev team, you could use one feature, and probably make enough money to get your ROI and Buildertrend. So, but it’s really unique to find something like Steven and the Michael Lee team that use it all. Yeah.

Tom Houghton:

Yeah. Let’s start there actually. I’m going to dive in. And so your name is Steven Frosch.

Steven Frosch:

Yes.

Tom Houghton:

But you work for Michael Lee homes.

Steven Frosch:

Yes.

Tom Houghton:

So, I guess can you give us a background on the company? Because that seems like…..

Paul Wurth:

Who is this Michael Lee?

Tom Houghton:

Yes. Who is… that’s what we want to know.

Steven Frosch:

Yeah. We actually have a lot of fun with a lot of made up stories of who Michael Lee is. And Michael Lee, is not actually a person. There might be a Michael Lee, I don’t doubt people know of Michael Lee out there.

Paul Wurth:

Am sure there is.

Steven Frosch:

Yeah, there is no Michael Lee in our company. What it actually is, we have two companies, Michael Lee Home and Kootenia Homes. And Michael Lee Homes, was actually the two middle names of the original owners of the company, Michael and Lee. Their middle names put together, was what it kind of came to be. And it was started in kind of early two thousands as just a remodeling company. And then in the kind of the downturn in the market, started building new homes at a more of an affordable price point, because our parent company Kootenia Homes build more luxury homes, and well, people are hurting in the market. So that end of the market kind of dried up pretty quick. So we need to do adapt, and change. And that’s what allowed us to kind of do that with another brand.

Tom Houghton:

You know if you actually take our middle names, it would be Michael Lee.

Paul Wurth:

That is not true.

Tom Houghton:

I just want to try.

Paul Wurth:

Don’t lie to the listeners, they’ve got all their trust in us.

Tom Houghton:

Yeah. That would have been great, had that worked.

Paul Wurth:

We’ll put it in the show notes, our middle name home.

Tom Houghton:

Company.

Paul Wurth:

Yeah.

Tom Houghton:

Okay.

Steven Frosch:

There you go.

Paul Wurth:

Yeah. I’ll give you a stab at spilling Kootenia Homes.

Tom Houghton:

I’ll pass on that stab for a $500.

Paul Wurth:

That’s hard pass?

Tom Houghton:

That’s a hard pass.

Steven Frosch:

It actually…. how it came about Kootenia Homes was a misspelling. So it was supposed to be Kootenay Homes, after the Kootenay River in Montana, our original owner, Bob Eibensteiner, back in 1969 when he started the company, was out in Montana, and he said, “If I can build any homes anywhere near as beautiful as this place is out here, I’ll be doing okay.” And then when the legal came down they were like, “Oh, you misspelled this.” And they’re changed the spelling on the end of it and changed to Kootenia and it stuck ever since. So it actually is a misspelling. That’s how it started.

Paul Wurth:

I like that story.

Tom Houghton:

You’ve got two great stories.

Paul Wurth:

Two great stories. Yeah.

Tom Houghton:

That’s pretty fantastic. So tell me about your team there. How many people do you have on it? What does the day-to-day look like? Area of focus?

Steven Frosch:

So, we range between 10 and 15 people when we have some more interns during the summer months, but really the core of our company is right around 10 people. And basically what we have is we have our sales team, and then we have our on-staff drafters here. We do all of our drafting in-house, and design in-house, for both companies, which allows us to offer full customization at both ends in the market. So we have some stock plans to start from, but no one ever really builds the same house twice. If you want to move a wall two feet this way, we have the means to do it. And then we take it with my team, interior designers, and field staff, to build it, and kind of come together with a finished product at the end.

Paul Wurth:

So for Kootenia…. am I saying that right?

Steven Frosch:

Yeah.

Paul Wurth:

What’s your price point there? And how many a year?

Steven Frosch:

Kootenia starts at about 800-plus, and that’s full custom and we’ll do about a dozen units. We’ll kind of sit around that the 12 to 15 units a year there. It really kind of depends on if you have a couple of projects that start getting into the multimillion, they take more time and effort, so you’re not going to do as many units, it’s going to be more of a volume play there.

Paul Wurth:

And then Michael Lee, I assume that’s probably…..

Steven Frosch:

Michael Lee does… our average in Michael Lee is in the four hundreds, which in… I hate to say it in Minnesota right now it’s kind of considered entry-level housing with what we have for permitting and fees. So that kind of is not a starter home by any means. I mean, it is a nice product, but that’s where we kind of work at in here, in the Twin Cities. And we’ll do about 30 units. We’ll be on pace to do about 40 units, so there, next year. And that is just a little bit more of a production style build because you don’t have as many options, obviously the lower on the price scale, you go.

Paul Wurth:

Sure. So this concept of companies having two different identities and those being two different products and essentially, is actually fairly common in the industry. We hear it a lot with our clients. How internally do you guys manage that? Are we all under this? And what I mean by that is, are you all under the same roof? Do we do company outings together? Are processes shared amongst the two visions?

Steven Frosch:

Yeah. Everything’s… for us, at least everything’s the same. So we don’t want to… our goal isn’t to be 100, 200 units a year type of company. We want to stay about actually, where we’re at. In that round about 50 units a year, we can still keep our arms wrapped around it, and keep good communication with our clients, keep full customization. If someone wants to stop and go, “Hey, wait a minute, let’s entertain this look or style.” We can. When you start getting bigger than that, you have to start taking things away from clients, just to make the production process work.

Steven Frosch:

We still offer full customization all the way through every product we build, and that way it’s the same team members that are really building a $1.5 million house and a $400,000 house, the experience for the homeowners is the same, the differences, the standards, and then a lot of the lipstick, a lot of the finishes. That’s where you can start spending more money, between brand to brand. But really the product is still the same. If we believe, for instance that this style of house wrap, is the right house wrap to use. We use it in both companies. So the building envelope is built the same, because it’s what we believe in. It’s not based on price, it’s more, this is a good quality product that we would use in our own house.

Paul Wurth:

That’s great. And this is a question that we haven’t asked somebody. It’s an integral part of both the remodel, and new home building process. And so I asked you about process to make sure you guys share the same process between your two companies, but how do you guys manage the taking what the salespeople and estimators have talked about, the scope of work, all the information you gather in the sales upfront piece? And how do you guys manage, transferring that accurately to your production team, so there’s no miscommunication, making sure that every detail that you guys talked about with the client, moving it to fade and the finishings and all the things you talked about, go to the production teams so there’s no miscommunication there?

Steven Frosch:

I think it’s easier in the new home side of things, because it’s based around our standards. So, that scope translates a lot easier, but for us, it’s our contract that is the biggest thing. I mean, our contract sets things to motion. It’s what finally made it to that scope. So we have to rely on the contract, which is…. for us, for instance, in Buildertrend it’s both customer facing, and facing for us. So it’s something that is always visible, it’s always reviewable, we can always see it.

Steven Frosch:

And then the only way to change anything on that, is a true change order, like that way, the transparency stays the same all the way through. We don’t use selections to change that, we’ll use half of just a purchase order to…. Or excuse me a purchase agreement to a change order. That’s how we manage it. In remodeling, we do remodeling as well, not a lot of remodeling, but we do some remodeling. That has to be much more hands-on, it requires a salesperson and myself walking the job site, and really knowing where the stop and start points are, because it’s real easy to have scope creep when you start getting into a remodel. And it’s like, “Oh, and we talked about this.” Yeah, you might have talked about it, but we didn’t add that a part of our purchase agreement.

Steven Frosch:

And then at the end of the day, you have to just… sometimes it’s not all black and white, sometimes you just got to look at it from the customer’s point of view, and put yourself there and go, “All right, would I want this done? Are you going to just stop painting in the middle of that wall? No, you’re not. You’re going to, you’re going to chase it to the corner, and you’re going to…” So sometimes there’re things that don’t fall perfectly into a box and in the scope, but you got to take care of your customers. And so that’s probably the biggest thing is making sure, that the end goal is keeping happy clients, because they’ll tell everybody, and that’s how you get more business. If you try and nickel and dime them over that $50, you’re not going to be in business very long.

Paul Wurth:

Yeah. That’s a great point.

Tom Houghton:

That’s great.

Steven Frosch:

Yeah.

Paul Wurth:

Do you guys internally account for that? Is there some sort of like a budget line item that goes, yeah we spend an extra hour painting because they said this, and we didn’t want to make them mad, or is it all just kind of baked in?

Steven Frosch:

There’s always a little bit of play built in for every job, and truthfully, I mean, anybody can tell you that they perfectly accounted for it, they’d be lying to you until they got to the end of the job. I mean, that’s just the truth.

Paul Wurth:

Right.

Steven Frosch:

So when you get to the end of the job, you go, “All right, we were successful and you know what, you’re going to win some, you’re going to lose some, throughout the year, and at the end of the year, you’re hoping to be on the right side of that. And have more wins than losses. And you’ve got to make directional changes, along the way from experience.” We haven’t been around for as many years as we have, without having to make some adjustments along the way, and going, ‘Hey.” For us, the biggest thing is the cheapest bid is never the cheapest bid, because something was forgotten, something was missed, they’re not going to go that extra mile to take care of you. So, a lot of times we rely on our subs and vice versa, to have a good partnership through it. And we take care of them, they take care of us, along the way, and we have happy clients.

Paul Wurth:

That’s great.

Tom Houghton:

It is.

Paul Wurth:

I just want to say something that you’re probably going to cut.

Tom Houghton:

Oh, wow. Okay.

Paul Wurth:

It’s something that I do all the time. And Steven, somehow verbally hopped over this, something that everybody does. So when we asked him or you were talking about your model, and you go, “We also do, do remodeling.” But you didn’t say do like I do.

Steven Frosch:

Yeah.

Paul Wurth:

And you’re like, “Also do.”

Steven Frosch:

No, its terrible right?

Paul Wurth:

You said also, do, would you… you somehow must have said it. Have you ever done that where you… I do do that.

Tom Houghton:

You, do do that a lot.

Paul Wurth:

That sounds like, dodo.

Tom Houghton:

And it ends up on the editing room floor in my studio.

Paul Wurth:

I didn’t know that. So, you know that’s something….

Steven Frosch:

Sure.

Paul Wurth:

Its something I do do…

Tom Houghton:

Yeah, but do it well. Yeah. That was good. Let’s transition to your experience with Buildertrend. I want to know kind of how long you’ve been using the program, what was that initial kind of starting point looking? What were you looking to solve by adding Buildertrend to your company?

Steven Frosch:

When I actually came aboard the company about five years ago, we did not have any management software. Everything was done, old school, traditional paper and pen way, and I believe everything can still be accomplished. It’s just Buildertrend, makes things more efficient. So at its core, can we do Schedules without Buildertrend? Sure. It’s a much more, pain in the rear end to do, but you can do it. We had a lot of very old systems performing those tasks.

Steven Frosch:

So within the first year of coming on board, I realized we needed to bring technology into the building world, that was really lacking about five, six years ago for us. So I went to IBS and had my list of, I’m going to go interview all these guys. I was that guy going booth to booth. And I came from the tech world, so, I was very wanting to know the back end of things, and know how things operated and functioned, I had worked for Best Buy for a dozen years, so I’m very familiar with a lot of that. And really kind of landed with you guys was the most comprehensive platform. I believed at the time and I still believe we’re right there. And so….

Paul Wurth:

Coolest guys, you met.

Steven Frosch:

It could be. Yeah.

Tom Houghton:

Paul was looking for an easy win there.

Paul Wurth:

We were young and hip back five years ago.

Steven Frosch:

No, I was talking to a lot of nerdy guys.

Paul Wurth:

That’s right.

Steven Frosch:

Trying to figure out the real ends of the things, the nuts and bolts, right? To see if it worked for us. And then to be honest with you, it was a struggle. It was a struggle getting implemented because, if you don’t have somebody championing it on your company, which was me, and in this instance, you’re never going to get across the finish line. And I’ve had multiple conversations with local builders who are like, “Ah, we’re not going to use that tool, or we’re thinking about doing something different.” And I’m like, “Give me an hour, let me talk to you about this and see really where your hurdles are, and you got to take it baby steps.” Our first need was scheduling. We needed a better tool for scheduling.

Steven Frosch:

So we didn’t use anything else. We just focused on just scheduling, and gave it our all, and then we were like, “All right, well, now that’s done, let’s sprinkle in this, let’s sprinkle on that.” So we slowly grew into each traditional tool, and then each one along the way, it’s kind of like, “Oh, we should have been using that for a while now. Why haven’t we?” But if you try and take it all on at once, it’s drinking out of a fire hose, it’s too much. And you’re just not going to be successful at it. Take the one or two categories that you need the most help in, and then just… you have to just force it to happen almost a little bit. There’re hurdles, but it’s doable. And then the other side of it is much, much more efficient and better to work with.

Tom Houghton:

Awesome.

Paul Wurth:

I think anybody who’s ever onboarded with us would say the exact same thing. All of our listeners who are clients probably have the same challenges, maybe going through those challenges right now.

Tom Houghton:

Yeah. Let’s kind of talk about that onboarding process. And again, you obviously use the program, like you said, maybe not in-depth everywhere, but you’re using it across the entire span.

Paul Wurth:

Yep.

Tom Houghton:

So was that an initiative that you just brought in, or is that something that you talked about with your coach? How did you learn? I guess what I’m trying to drive at is how did you learn the program the way you did? Was it through just experience and trying things out? Was it through the coach?

Steven Frosch:

That’s probably my biggest way was going through just hands-on. It’s just how I learn how to use stuff, but I know our coach has been a great asset for our bookkeeper here, as well as our interior designer, who wanted to get a little bit deeper into each category, with selections, and with the financials. So, I know they have definitely used the coach on a more regular basis, not to say that I haven’t, but a lot of it is just, you got to try it, you got to get into it, you got to throw something against the wall and see what sticks.

Steven Frosch:

And you’re not going to know, you could put the best plan in front of you, and then put it out there, and go, “Well, that was garbage.” It’s no different than building. I mean, we try new materials, we try new processes, we try, “Hey, let’s move this work stage in front of that work stage.” And then it’s unforeseen like, “Oh, you didn’t think about this.” “Nope, sure didn’t, but now I can see it. We’re not going to do that again.” And that’s a lot of… I think builders, we don’t adopt things in the tech world very quickly, but a lot of the mentality we’re already doing every day with problem-solving in the field. So you’re going to do the same thing with the software to find what’s going to work specifically for you.

Tom Houghton:

That’s good.

Paul Wurth:

That’s great advice. That’s why Steven is a super user. But also on a serious note, you’re also a part of another exclusive group called Our Product Influencers, right?

Tom Houghton:

Yes.

Paul Wurth:

So we launched this probably, I don’t know…

Tom Houghton:

A year ago..

Paul Wurth:

12 months ago. Yeah.

Tom Houghton:

Yeah.

Paul Wurth:

Are you…

Steven Frosch:

No.

Paul Wurth:

Our Product Influencers are out of our 15,000 clients and 800,000 users, what we wanted to do is identify a variety of companies, not just one segment of homebuilders, or remodelers, or especially contractors commercial, we wanted a wide variety, and we wanted users that, for lack of a better term, knew what they were talking about. So we could go to them, with new features, new functionality, and say, “Test this out, and tell us where our holes are.” Just like you said, like, “Whoops, nope, didn’t think of that. Thank you for that.” Before it goes to the masses.

Steven Frosch:

Yep.

Paul Wurth:

So if you want to be a Product Influencer, reach out to your coach, you can find them on the app. We’ll see if you qualify.

Tom Houghton:

Yeah. There is a qualification process there.

Paul Wurth:

If not, we’ll get you the training to get there.

Tom Houghton:

Yeah.

Paul Wurth:

We’ll give you a roadmap to success.

Tom Houghton:

Exactly.

Paul Wurth:

But we’re adding to that list, and that list is…. or that group of people are very important to us, obviously for feedback and our development, but I want to say, thank you for being an influencer.

Tom Houghton:

Yeah.

Steven Frosch:

Thank you.

Paul Wurth:

I want to know one thing, because you have a unique background Steven, that we talked about. I think some of your family owns this company, right?

Steven Frosch:

Correct. My father. Yep.

Paul Wurth:

Your father owns it. So out of college, where’d you go? Why didn’t you jump on right away? And how did you get this tech background?

Steven Frosch:

Growing up actually, we were always told, you’ll never be a part of the company, which was a good thing. You have to… there’s an inherent level of nepotism, or issues, that come along with family dynamics. And so it was never… you’re never going to just be a part of the company just because, you share the same last name, so I actually started working for Best Buy in high school, in the retail stores. And then worked my way up into corporate headquarters that is based here in the Twin Cities. And there was plenty of opportunities there, and was able to make my own stamp somewhere else, before it just made sense.

Steven Frosch:

Honestly, it was a phone conversation after I was working nights and weekends, just helping out, coming out of the recession. We went from…. before the recession, we had almost 80 employees. We had on-staff, framers, tremors, everybody was on staff. Now it’s a different world. Now it’s very much a subcontractive world. So, we went down to two employees. So coming out of it, was helping out the family business, and working nights and weekends and doing…. I do all of our marketing. So all of our website, all of our handouts, everything, that’s all my handiwork on that stuff. So, that’s how it started.

Steven Frosch:

And then it just kind of made sense and nothing against Corporate America or anything there, it was the opportunity to do something that, I had growing up around my whole life, and it made sense to make the switch. And I thought I was ready for it, I sure as hell wasn’t. There was a lot of things learned in that first couple of years, and you just adapt, and learn, and keep moving forward. You were never going to work for the company growing up. You had to go find your own path somewhere else. And I think that’s a very good way to do it. I don’t think that it’s for everybody, I know there’s a lot of second generation, remodelers, builders, third generation, and however you do it, is definitely unique to you, but it worked for us, to do it the way we did.

Tom Houghton:

That’s a cool story.

Paul Wurth:

That’s great. A little known fact, Best Buy is headquartered there, but also Target.

Steven Frosch:

Yes.

Tom Houghton:

Lots of retail.

Paul Wurth:

A lot of retail there.

Tom Houghton:

Going on in Minnesota.

Paul Wurth:

That’s right

Steven Frosch:

There’s a lot of Fortune 500 headquarters here in the Twin Cities.

Paul Wurth:

There you go. Have you been in the Twin Cities?

Tom Houghton:

Of course I have.

Paul Wurth:

It’s close to Omaha for those who….

Steven Frosch:

You were just there, how was it?

Paul Wurth:

Who? Me or you.

Steven Frosch:

You.

Paul Wurth:

I was?

Tom Houghton:

No, you were, because you talked about that in the previous episode…..

Steven Frosch:

Yeah.

Paul Wurth:

That’s right.

Tom Houghton:

…. that you just went up.

Paul Wurth:

I went for my daughter’s gymnastics.

Tom Houghton:

Yeah, mall of America, we talked about that.

Paul Wurth:

Actually, I was born in St. Paul, Minnesota.

Tom Houghton:

Oh.

Paul Wurth:

That’s not a joke I was.

Tom Houghton:

Fun fact.

Paul Wurth:

My dad went to Chiropractic school up there. So I hadn’t been back in 20 years. Holy cow.

Tom Houghton:

Wow. That’s a long time.

Paul Wurth:

A long time. The downtown Minneapolis scene, the bars, restaurants, I went to a pizza place, it was just killer, great culinary scene there. Minnesota State Fair just happened. World Famous Fair for all their fried foods.

Tom Houghton:

Yeah.

Paul Wurth:

Right?

Tom Houghton:

Yeah.

Paul Wurth:

Or was that Iowa.

Tom Houghton:

No. They’ve got lots of …

Steven Frosch:

There’s everything. There’s something new fried on a stick every year.

Paul Wurth:

Yeah. They’ve got all the foods.

Steven Frosch:

Its just whatever it is. Yeah.

Paul Wurth:

Do you go to Minnesota State Fair?

Steven Frosch:

I avoid it now.

Paul Wurth:

You avoid now.

Steven Frosch:

I avoid it now.

Paul Wurth:

I was about to plug it.

Steven Frosch:

My luckily… hey I’m sorry. The truth is the kids go with the grandparents and have a good time. It’s a lot of people, a lot of people. And…

Paul Wurth:

Yeah.

Tom Houghton:

Yeah.

Paul Wurth:

Its one of the famous one’s, there are. Yeah.

Steven Frosch:

Yeah.

Tom Houghton:

A buddy of mine actually works on a news station up there, and does a lot with the Fair at KSTP.

Steven Frosch:

Oh yeah.

Tom Houghton:

Do you know?

Steven Frosch:

Every everybody….. Yeah. So, every broadcast is at the fair.

Tom Houghton:

Yeah.

Steven Frosch:

I mean, everybody has a full…. I mean they broadcast live from there for the entire, whatever two weeks at the fairs open.

Tom Houghton:

Yeah.

Steven Frosch:

They basically move and set up shop at the fair the whole time.

Paul Wurth:

Well, Nebraska has got a good Fair, Iowa State Fair, world famous in Minnesota. That is linear….

Tom Houghton:

It’s a tri-factor right there.

Steven Frosch:

There you go.

Paul Wurth:

Is there a tri-factor?

Tom Houghton:

Yeah, there is.

Paul Wurth:

Its kind of a….

Tom Houghton:

A right triangle.

Paul Wurth:

Next summer Paul and Tom, on this road.

Tom Houghton:

There you go.

Paul Wurth:

We do the fairs.

Tom Houghton:

Building Code live.

Paul Wurth:

From the Fair.

Tom Houghton:

At the Fair.

Paul Wurth:

Right in the pigs day.

Tom Houghton:

The cheap set up there.

Paul Wurth:

Building Code. Okay.

Tom Houghton:

Steven.

Paul Wurth:

This is great.

Tom Houghton:

Yeah. I think we’ve covered a lot of great stuff here.

Paul Wurth:

Yeah. It’s good.

Tom Houghton:

So we’ll wrap up, Steven. Thank you so much for joining us on the podcast today and sharing your insight and knowledge. We of course love that you’re so bought into Buildertrend and we hope others will feel encouraged by your story today.

Paul Wurth:

Thank you. And we love that you’re on our product influential list. If the listeners want to jump on that, and you think you can make the cut, this is a challenge, reach out to your coach, will tell you. You can find both of the websites for Steven’s company on the show notes. And I want to say, you had mentioned marketing in just a little bit ago. You handle the marketing. They got a nice little Instagram page, over 3,000 followers. You’re getting there.

Steven Frosch:

Getting there.

Paul Wurth:

It’s building, go give him a follow. We got to follow each other.

Tom Houghton:

Yeah. It’s it takes a village.

Paul Wurth:

It’s a community of followers.

Steven Frosch:

Yep.

Tom Houghton:

Yes.

Paul Wurth:

Like that’s….

Tom Houghton:

So who’s leading? Everyone. Everyone Leading and following at the same time.

Paul Wurth:

Check it out on the show notes. Kayla is going to put it all up there. And Steven, thank you again. We appreciate you.

Steven Frosch:

Thank you guys.

Tom Houghton:

Want to share a suggestion for a future guest, have a question about Buildertrend that you’d like us to discuss, or a topic that you’d want us to cover on the podcast, let us know by calling, and leaving us a message at (402) 596-6437. That’s (402) 596-6437. And who knows? You’ll maybe hear yourself on the podcast. Love what you heard, don’t forget to rate and subscribe to our podcast. So you can hear from more guests that will benefit your business. Also please check out our show notes page, for more information on what we discussed on this episode, you can find it at buildertrend.com/podcast. Thanks for listening. And we’ll see you next time on “The Building Code.”

Paul Wurth:

Appreciate you.