Episode•May 4, 2026•33 min

EP269: Unlocking Your Value: Time Tips to Boost Contractor Productivity

Master contractor time management with our essential tips for business owners. Learn how to optimize your schedule, prioritize important tasks, and enhance your daily productivity for sustained business success. In this episode, Brad talks about: Focusing on high-value tasks, not just doing more. Understand your Value Per Hour (VPH) to prioritize tasks effectively. Use time blocking to group similar tasks and minimize distractions. Implement the F.L.O.W. acronym: Focus, Leverage, Output, Win to evaluate tasks. Delegate low-level tasks to free up time for high-value activities. Protect your time and establish a disciplined schedule to maximize productivity. Link to Resources: This episode is sponsored by iGUIDE — the smarter way to capture, measure, and market your projects. With accurate floor plans, immersive 3D tours, and detailed property data, iGUIDE helps contractors and real estate professionals showcase their work with confidence and precision. Learn more at https://hammerandgrind.com/iguide Want to go deeper? Check out the Contractor Profit Blueprint: https://www.thecontractorprofitblueprint.com/ Book a strategy call with Brad: https://hammerandgrind.com/qualification-website Help us get the word out to other contractors by leaving us a review or sharing our podcast! Hosted on Acast. See acast.com/privacy for more information.

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Transcript

0:02

Time management is not about being able to do more tasks efficiently. Time management is about only doing the tasks that are important. Hey, it's Brad here. It's 2026, and you're still using a tape measure and grid paper to do your drawings. That's why I'm excited to tell you about today's sponsor, iGUIDE. With the iGUIDE Planix R1 camera and laser system, you can capture an entire home in about 45 minutes. all of your measurements, photos, and a detailed floor plan all at once. No hand sketches, no guessing, no more, was that wall 10 foot or was it nine foot? Or, oh man, I forgot to measure the window offset. You just hit start and walk away. That's it. You're starting the job with accurate as-builts. And you can export straight to DXF, DWG, or RVT files so you and your team can get to work immediately. Miss something? Well, you don't have to worry about that because it's all right there in virtual land waiting for you. This is how you avoid costly mistakes. This is how you reduce change orders. And this is how you run a tighter operation. And more importantly, it's how you protect your margins. If you're serious about operating like a pro in 2026, it's time to upgrade. Go to hammerandgrind. com forward slash iGUIDE. That's I-G-U-I-D-E. to order your iGUIDE Planix R1 camera today and start running your jobs the right way. Hey, welcome back to the show. I'm your host, Brad. And today we're talking about time management tips for owners. Now, this is a suggestion from a comment on a YouTube video from our last podcast or several podcasts ago. Someone said, hey, do you have any advice on time management? Because I'm just running around like a chick with my head cut off. And yes, this is a great topic to talk about. So let's dive in. Now, when we talk about time management, what people are really asking me when they say, hey, do you have any time management tips? What they're trying to figure out is how can I optimize the amount of time that I have so that I can do more tasks? Because what's happening is they're not able to complete all of the tasks that they're wanting to complete in a typical workday. And so they have to work evenings or weekends. They're just working too much. And so I want to challenge your thought right on this, right from the very beginning. The purpose is not to be able to do more tasks. The purpose of time management is to allow you to focus on doing only the tasks that are going to have the highest return in your business. And if you do this, you will actually work less and you will have higher levels of output through the work that you're doing. So let's dive into this. There's a couple of phrases. some numbers and things and acronyms that I've come up with to help us be able to understand this and remember it. So whenever we're talking about owner task, like the owner of the business, you should not be doing low level task in your business. One of the first things that I always tell contractors when I'm talking to them, you should not be going and getting materials. You personally should not be picking up materials. You are not a, I mean, you're not a laborer. Like that's the lowest level task that you should have someone do. You should have your 15, $20 an hour,25, whatever it is in your area. Like your apprentice should be the one going and getting materials. It shouldn't be you. It shouldn't be your lead guy. If he's on the tools, like you should not have high dollar, high value people doing the lowest value task in your business. So that's one of the first things I always tell owners. Like, well, you have a Brad, but it's just right down the street and I could pick it up on the way home. Listen, your time is not free. As a business owner, everything you do in your business has a cost. And if you're doing it on the way home, you're spending an extra 30 minutes or an hour at Lowe's and that's time away from your family. You're now, it's costing you time from your family. Okay, so there's always a cost. It's either your time, your family's time. your money, your company's time, money, whatever. There's always a cost to it. Okay. So don't think about, you know, this is the first thing we got to overcome. Your time is not free in the business. Just because you own the business, your time is not free. It's always costing you something. Recently, one of my clients was, we were on a call and he brought up about, he was busy and he was doing some plumbing in a shower remodel. And I asked him, I said, why are you doing the plumbing? He said, well, because we got an estimate from the plumber and it was like, super high, like three or $4,000 and I can do it myself. And I said, okay, I understand what you're saying. However, like how long is it going to take you to do all this? He said, well, it's about an, it's about a day, like eight hours. Okay. So you're going to spend eight hours and yes, you're going to save three or $4,000 by doing it yourself, which is good. Right. In that mentality. But what if during that same eight hour period, you were able to go out and sell one or two jobs, even just one job. And you sold one job, a $50,000 job. And if you have a 50% gross profit, that means that job is worth 25,000 profit to you. Gross profit, right? So you're telling me it's much better use of your time to save three or $4,000 than it is to make $25,000. There's always a cost to your time, guys. Stop trying to save money in your business. Okay. So let's get into this. The first thing we have to understand is what I call your VPH, your value per hour. Pretty simple. What's your value per hour to your business? And it's very easy. All you do is you take your revenue. You can do the last 12 months or running 12 months or last year or whatever, just 12 months of revenue, actual revenue collected. And then you divide it by how many hours you work. Now, if you are... you know, a normal person, like a 40 hour work week person,40 hours times 52 weeks is 2,080 hours. So if you only work 40 hours a week, which we all know we don't, we work 50,60,70,80 hours a week, but just going with the minimum 40 hours, uh, your 40 hours a week, it's 2,080 hours. Okay. In a year. Now, if you know, like, okay, I go on vacation for two weeks or I'm, You know, I do this and I'm gone three weeks out of the year. That's fine. If you know that information, you can subtract those hours from the 2080. But just as a starting point,2080 is where I would be. So if you take your revenue and you divide it by how many hours you work, it's going to give you your VPH, your value per hour. So here's a couple of numbers I came up with. If you do $300,000 a year in revenue, your VPH is $144.23 per hour. If you do 600K in revenue, your value per hour is $288.46. And if you're doing 1 million in revenue, your VPH is $480.77. There's a couple of things you got to take into consideration. If you have salespeople, then that changes the equation. Let's say that it's you, you do sales and you have one salesperson. So two people are responsible for generating the revenue. You would basically divide that number in half. So if you're at 600K and you have another salesperson, then you divide that in half and you end up with the $144.23. If you have three salespeople, you know what I mean? You can figure that out. So you figure out what's the VPH of my business. In other words, if you're not doing the highest level task, which by the way, as an owner, if you're doing the sales, the highest value task you can do is sales. It's closing jobs. That is because you got to generate the revenue for the business. So every hour that you're spent on the job site, Every hour that you're trying to save $3,000 is costing you that much money per hour because that's the possibility of what, that's the opportunity cost that you have within your business if you're doing that revenue. Hopefully that makes sense. It's just, VPH is something I come up with. There's lots of other terms. There's a book by Dan Martell called Buy Back Your Time. It's a great book. I highly recommend you read that book. He goes into way more details about this. I'm doing a very simple overview of basically what he's talking about. But there are other people in the world that talk about this same concept. So VPH, what's your value per hour? Once we have that established, we use that to go against any tasks that we're doing. So if our VPH, if we have a $300,000 a year business and our VPH is $144 an hour, I'm just going to round it. Does it save us money? or make us money or cost us money if we're at $144 an hour and we go spend an hour picking up materials at the store? Is that worth $144 an hour? In other words, would you pay someone $144 an hour to go do that task? And the answer is probably not, right? I mean, the answer should be no, but it's probably not. So if you have an employee who's $25 an hour, $25 an hour is much less than $144 an hour. Now, I'm not good at math, but I can at least recognize that. So it's far better to pay your $25 an hour employee to go get the materials, even if it takes him two hours, twice as long, and it costs you 50 bucks. That's still cheaper than your $144 per hour valuation. That is what you're worth to your business is $144 an hour. That's how you should be thinking every day is how much am I worth? And now you run that through the lens or the filter of what task am I about to do? Now we'll get into some other management tips here in a second, but we're establishing the value that you have in your business. So alternatives. Well, maybe the guy's too incompetent or you don't have anybody or you subs, whatever. Now you just pay for delivery. It's cheaper to pay $75 delivery fee on this one sheet of drywall. then for you to stop what you're doing and go to the store and pick it up. You have to start thinking in the terms of what is the tasks that are being done in my value per hour. A lot of you have a very low value per hour because you have a low self-worth. Your self-worth is I'm only worth 40 bucks an hour or I'm only worth 60 bucks an hour because that's what I got paid when I worked at this company. No, you are far more valuable than what you probably think about in your business. Other people are relying on you to be able to go and run the business and do sales. So your time should be spent doing the highest value task. Okay. So time management. Now there's different ways of looking at time management. What I consider, or what I would recommend doing is block timing. This is just blocking out your time. What too many people do is they do the same five, six, seven, eight tasks every single day. So every single day they're doing estimates. Every single day, they're doing sales. Every single day, they're ordering materials. Every single day, they're checking on the job sites. Every single day, they're doing emails and talking with clients and all these things. They're doing it every single day. That's the worst thing you could possibly do because you're dividing your attention and you're having to focus. Your attention changes. Anytime you task switch, you... are losing a period of time of focusing. And the average is about 20 minutes. Every time you task switch, it takes roughly 20 minutes to get back on task. Okay. So here's, here's a, here's like a typical scenario. Contractor comes in Monday morning. He's got a bunch of emails to return. First thing, he's got to get the guys out the door. Then he's got a, he's got a sales call at 9am. And then he's going to work on estimates for an hour. And then he's going to order some materials. And then at 1 p. m., he's going to run to the job sites, two or three job sites, and look around. On the way back, he's going to get materials. That is not an optimized day, okay? That's a day that's wasted. I will bet every amount of money that I own, all of it, that none of you optimize your day to its fullest potential. If I followed you around, all day long, and I just literally checked and wrote down every single thing you do, I guarantee you I can find two hours per day of wasted time, two hours per day. And you're like, there's no way, right? I already worked 12 hours a day. Guarantee you I can find it because you're not efficient with your time. And we'll get into it here in a second, but you're doing things that you shouldn't even be doing. That's the other part. So time blocking, what is it? It's grouping all of the same activity into one block of time. You should be doing estimates, all of your estimates in one chunk. You should not be doing estimates every single day. You should pick one or two days per week, depending on how many estimates you're completing, and you divvy it up. So let's say you do four estimates a week on average. That's like a four-hour time block. Now, obviously, it depends on how big the project is and all that. But let's just say it's like a typical... you know,30,50, $60,000 job. You can do it in about an hour. You got four of them. That's roughly four hours, you know, of estimating. What you do is you have a time block where you say, you know, Wednesday morning from eight to 12, I'm doing estimates and I'm not doing anything else. And then you sit down and you start doing your estimates and you turn your phone off. I know some of you are like, just crapped your pants because you're like, I got to have my phone on all the time. What if somebody calls me and they need me? Too bad. Build a business that runs without you. Turn off your phone. Turn off distractions. Tell your assistant if you have one, don't bother me. It's here's four hours of time that I'm dedicated to doing estimates. If you do that, your first estimate, let's say an average is an hour. Your first estimate might take you an hour and 15 minutes because you're getting into the you know, the motion and the flow of doing an estimate, right? Like when you first start doing it, it's like you wake up in the morning, you're a little groggy. You start doing a task, you're a little slow and groggy. So it takes you about an hour,15 minutes to do the first one. But now you're in that flow state. And so now the second one you do only takes you 50 minutes. And the third one you do only takes you 40 minutes. And the last one you do only takes you 35 minutes. So you've optimized your time because you're only doing one thing. So that's what time blocking is. I do sales calls in three different times of the week. Monday morning from 8 to 12, Wednesday afternoon from 1 to 5, and Friday morning from 8 to 12. That would be like a dedicated time to do sales calls. If you're only doing estimates once per week, let's say Wednesdays, and you go look at a job on Thursday, you simply tell the client, hey, I do my estimates on Wednesday and that's when I'll have it back to you by Wednesday. Now, what I would probably recommend is that maybe you have two different times of the day. So maybe you do, you know, Mondays and Fridays or Wednesdays and Thursdays. So you're, you're not having as much time because you do want to get the estimate out as quickly as possible.

15:31

Hey, just a quick time out from the show. If you're a frustrated contractor who's dealing with low profit margins, stuck working on the tools every day, or doing free estimates for people who are never going to hire you in the first place, I invite you to my private contractor community, The Profit Club, where contractors just like you are adding two to three times more profit each year without producing any more jobs and finally getting completely off the tools to never do another free estimate again. So if you're ready to increase your profits, stop doing free estimates and get off the tools, then all you have to do is click the link in the show notes to learn more about the Profit Club and see how it can easily two to three times the cash in your pocket, give you a proven sales process that will convert more jobs with ease and get you off the tools once and for all. And the best part is you can do all of this without having to produce more jobs than you currently are. Click the link to learn more. Now let's get back to the show.

16:26

But you don't want to get in the habit of doing a sales call and then going back and immediately doing the estimate for that person. Now, AI is changing this. Now you can do instant estimates on site. That's great. If you can do that, that's wonderful. Do that. It saves you even more time. But if you're still putting estimates together, you just simply say, I do estimates on Wednesdays and Thursdays. If it's Friday, you're going to have it to them on Tuesday or whatever day it is. If it's Wednesday, you're going to have it to them on Thursday. right? Whatever that next chunk of time is. And you just tell people that and you don't deviate from it. Oh, Brad, it'd be really nice if you could get it to us, you know, by the end of Monday. Sorry, customer. I only do them on Tuesday. Like you have to, you have to be confident in your business and you have to have your own non-negotiables in your own term, because now you're deviating from your schedule to accommodate them. And then it's going to frustrate you because now you got to change your schedule. And what they're doing is training you. They're training you that they just have to ask really nice and you're going to cave and do what they want. Stick to your guns. Have a schedule. Follow it. The second part of that is you have to put it on the schedule. You have to actually put it on the schedule. If you're doing estimates Tuesday morning and Thursday morning,8 to 12, it goes on your calendar,8 to 12. You don't deviate. It's a hard no. Hey, Brad, I'm only available to do a sales call Tuesday between 8 and 12. Is there any way you can do it? What do you do? Well, if you have discipline, you say no. If you don't have discipline and you're a people pleaser, you say yes. So you try to quote, be nice. By the way, I made a video about stop being nice and be a professional. That's where this fits in. You're quote, trying to be nice to help them out because they want to do it at a certain time. Instead of saying, I'm sorry, I'm only available on these days and times, right? You have to respect your own time, guys. Seriously, you have to respect your own time. If you don't, that's what's going to happen. You're just going to be like a fart in a wind. And every time the wind blows, you're going to go in any direction, right? That's like my grandpa's saying. So I'm sure it's an old, for some of you guys, you probably never even heard that before. That's what happened. A lot of you guys are just reacting every single day. And that's why you don't ever get anything done. You should have dedicated blocks. Now you can put, you can put margins in your calendar, right? It should be like email. We do emails from seven to eight in the morning. That's it. That's the only time I check emails or maybe I check email seven to eight and I check them again before I go home, you know, three to four, four to five, whatever. That's it. That's the only time we check emails. We don't go and check them periodically, you know, a hundred times a day. Right now, there's always there's always special circumstances where if if you're trying to order materials and the guy's like, hey, I just sent to your email. Yeah, you go check that to look for that. Right. But we're not just going to randomly check emails throughout the day. We're going to have discipline time slots that we are using. So that's time blocking. I'm not going to go any more into that. It's just simply blocking stuff together, estimates together, sales together. you know, working on SOPs together, team leadership together, whatever it is, like you just do it in chunks. Okay. Visiting the job site, ordering materials, do it in chunks. That's how you organize your time. Now let's talk about what things you should be doing. Okay. So I have an acronym here that I created. It's called flow. So you've probably heard like getting in your flow state, by the way, when you have blocks of time, that's how you get in flow states. where we've all experienced this, where we're working and everything's just clicking. It's like that show, if you ever watched a movie, Limitless, they take that pill and then like they can just see everything and just, you know, they can operate at an insane amount of time and thought processing. That's what it's like when you're in the flow state. And we've all experienced it at times, at different times or another. We're trying to get into the flow state as much as possible. So this acronym is called flow. So here's what it means. F, it means focus. Focus means direct your attention to what actually moves business forward. What actually moves business forward. And what I'm about to do is the work that I'm about to do going to help move the business forward. Or is it just another shiny object syndrome, another shiny object that I saw somebody do and now I want to do it. Oh, Brad, I saw in the, I saw on a Facebook group that people are using AI to build their own CRM. Let me go and waste four or five, six,10 hours of my time building my own custom CRM. That's going to work like crap when there's already a CRM you can buy for 20 bucks a month. That's what I mean by doing stuff that you shouldn't be doing. Nobody on here listening to this should be building their own CRM on AI. It's a complete waste of your time. 50,60,80, $90 a month for a software that's already been perfected over six years versus you wasting 10 hours of your time building out your own CRM. Because you want to be able to say, look what I built. Look how cool I am. Right? What's 10 hours times our VPH? Well, if we're going back to the 144, I mean, do the math, $1,400. Okay? That's a... That's over a year's worth of cost for you if you were paying $100 a month for a CRM versus you developing it. You have to look at this stuff as like, what's it worth? You compare it to your VPH. So focus is what I'm about to do going to help move the business forward, right? The second one, L, is leverage. How can I use other people to leverage them to do a task that I probably shouldn't be doing? So like you're going to, this is a, this is a, this acronym is for you to run through before you do a task. You say, does this meet flow? Does this meet, you know, does this put me in a flow state? Does this allow me to flow? Right. This is, this is what it's for. So if it's, can I, can I delegate this to someone else and they can do it just as good, if not better. And the answer is yes. Then I don't do that task. I simply don't do it. AKA going and getting materials is me going and getting materials. The best use of my time when I can delegate it, I can leverage someone else or leverage a delivery service to do that. If the answer is no, then you don't do it. You leverage it. Okay. The second one is output. The O output. That second. Oh, you got focus leverage. Now you have output. Output is what is the result that this focus work will produce? In other words, is it worth it? So focus is like, I'm talking about blocking your time. You get focused in that four-hour period. The focus is like not being distracted by someone else, by something else while we're working. We're isolated. We turn off phones, turn off emails. Nobody bothers us. Is it focused? Is this focused work going to help me move the business forward? The output is, what is the result that this work will produce? What's the output? So if I say, you know, it would be nice. I need some SOPs. I got to, I got to build some SOPs. Brad, you're always telling me to build SOPs. I'm going to build an SOP. Perfect. That's, you know, that's valuable time because that's something that needs to be done in your business. So you run it through flow, uh, focused, you know, is this going to allow me to move the business forward by focusing on this task? Yes. SOP is going to allow you to, uh, standardize what you do. Leverage. Can I have other people do it? Let's say in this case, you can't, you have to do the SOP. What's the output? Well, the output is that me doing this SOP is going to create a standard that now I don't have to go and train every new person on how to do X because the SOP is going to live forever. And then now I don't have to go spend an hour or two hours training the new people on how to do it because I have an SOP, right? That's the output. And then the W is win. Achieve the outcomes that grow. the business and your free time. Does this task that I'm doing going to result in a win for me or the business? Or am I just doing it because I think it needs to be done, but in reality, it's not going to produce any kind of win for the business or for me. So you have to run, you know, you run your, the thing that you're about to do through flow, focus, leverage, output, win, right? That's just a little acronym I came up with to help you start realizing that. Most of the stuff you do, you shouldn't be doing as an owner. I mean, truly, you shouldn't be doing. Your time as an owner is visionary work and then high-level tasks like sales and estimating, if that's what you're doing. If you have salespeople, that's not your task. If you're doing project management currently, then that's part of your high-value task is doing project management. You may be doing sales and project management, but then you have a crew or subs that do everything else. So your high-value task is sales. management, and visionary, like thinking about the future and where to take the business. It's not going and picking up materials, right? It's not going online and creating a spreadsheet of all the different material items that you have so you can figure out where the cheapest place to buy materials are. That's not worth your time. Even if you can just tell AI to do it, it doesn't mean that you should be the one doing it. If you have an admin person, you can simply say, hey, can you have AI create a spreadsheet to do this? Even if it only takes three prompts in 10 minutes, doesn't mean that you should be the one doing that. And that's what you have to really be disciplined about. So back to the VPH for a second. If it's leverage, if it's something that we can hire someone else to do or we can pass it on to someone else, that's where VPH comes in play here. If my VPH is $144 per hour, I should not be doing any tasks that I can hire someone else out to do for less than $144 an hour. So you can, and Dan Martell says they use it divided by four. So like 144 divided by four. And that's what you can afford to pay someone to do it. You know, whether you agree with it or not, it's just simply a lower level task. If you can pay someone 20 bucks an hour, or you can hire a VA at four, five, six,10, $10 an hour, whatever it is. that can do it just as good as you, if not better, then you shouldn't be doing that work. It does not benefit you whatsoever. You just have to delegate it. And that's what you need to know what your VPH is. That way you can determine, is this worth my time? Right? It could be going in networking. You know, you go to a B &I chapter, you go to a networking event, you go to some banquet or something. So you can schmooze with everybody there. Even though it's not a one-for-one of like you spend two hours and then you sell two jobs or whatever, it still contributes to that, you know, to the sales process that allows you to get leads to make sales. That's all part of that. It's not making spreadsheets and doing dumb crap that you shouldn't even be doing, right? It's not playing poker. You shouldn't be playing poker during the day on the computer because you have an hour between two meetings. You shouldn't be doing that. By the way, that's what happens when you don't time block and you have a, you have a call, you run your guys out the, out the door at seven 30, you have a call at eight 30, right? A sales call. And then you have another, uh, call with a vendor at, uh, let's see eight 30 at nine 30. And what you're doing is you're creating all of these gaps in your schedule where you're like, well, I really don't have enough time to get into estimates. Um, I really don't have. enough time to reply to all my emails. I'll just get on TikTok for 45 minutes and scroll and do nothing. That's where that comes from. It's because you're not time blocking. If you time block, that's all you're doing. And you don't have these gaps in your schedule where you're wasting time throughout the day. You're maximizing your time. So that's what I wanted to go over. Your VPH. What is your VPH? This is my task or my ask of you, or I'm delegating this to you, however you want to say it. This is what you should do is figure out first off, what is your VPH? What's your value per hour to your business? And then use that as a backdrop against any other tasks that you're doing. That can also be like designs. I see people all the time like, I want to start doing designs. No, you shouldn't be doing designs. As an owner of a business, you shouldn't go and learn how to operate a 3D design software and spend six months or a year figuring out how to do it so that now you just gave yourself a job of how to do designs and spend an hour or two hours every project doing designs because you like doing that. That's the dumbest reason you should ever be doing something in your business. Being an entrepreneur is not about doing things that you like doing. It's about creating value in the marketplace and being rewarded for the value you create. It's not about doing what you enjoy doing. Just because you want to learn how to do design doesn't mean that you go and learn how to do design when you can hire someone and pay them $100, $200, $500 for a single design, a subcontractor. You can hire someone to do that versus you going and learning and spending six months on how to do design. You shouldn't be the one doing that. I know it hurts your feelings. I know you just want to have a job that you're passionate about and you get to have fun all day. That's not what owning the business is about. It's not about being able to love what you do all day, every day and have fun all day and do all the fun stuff. No, that comes after you build out your entire business. When you have your business running without you involved, you have a general manager, you have a sales team, project managers, employees, subs, whatever, and they don't need you to do anything. Like you're just sitting behind a desk twiddling your thumb because you have nothing to do. Then you can go and dabble and waste your time and do the fun stuff that you like doing. But you don't go out and learn a new skill because you think, oh, it's going to save me $200 if I learn how to do my own designs. That's backwards thinking. Use the VPH to measure against that. And then use the flow whenever you start to do something. So when you're going to do a task, you say, does this meet flow? Does this allow me to be in flow state? You know, is this going to be focused? Am I going to be able to focus on this? And is it going to allow me to move the needle in my business? Can I leverage this to do, can I leverage people to do this for me instead of me doing it? What's the output? What's the result that I should get when I do this task? And then finally, is this going to be a win? If I achieve this output, is this going to be a win for me or my business? If none of, if you do that and, you know, two out of the four are yes and two out of the four are no, then you probably shouldn't be doing it. You probably shouldn't be doing it. So that's all I got for this episode, guys. I appreciate you hanging out with me. I hope this is helpful. You have to be very, very, very, very, very diligent, very intentional to protect your time because all time will expand. All tasks will expand to take as long as the time you have available. So a 10 minute task can take two hours if you allow it. And you have to be very diligent and very intentional about your time. And you just have to make everyone else known that this is my schedule. This is how I am. Don't bother me. If you call me during these times, I'm not going to answer you. And then be diligent. All right. Hopefully this is helpful. If you guys haven't done it already, you can pick up my book right here. You can grab it and you can go to the contractorprofitblueprint. com. You can go to the show notes and grab it there. I got also got a lot of other free resources in there. If you're considering coaching or you don't know what to do, you need some clarity in where you're at in your business, that's what I'm here to do. So you can schedule a free strategy call with me. I will walk you through what that looks like for you. Everyone's different. We get on the call. I learned about your business. See what your struggles are. We formulate a plan to attack that for you. So you can walk away from that call with some type of strategy that you can start implementing. And then if it makes sense, I can show what you... I can share with you what it would look like if you worked with me and what that costs. And then you get to determine if it's right for you or not. So you can schedule that for free. It's a free strategy call to help you guys out. It'll be linked in the show notes as well. You can find me on the social. Just search for the Hammer and Grind podcast. Until next time, guys, remember, profit is not a dirty word.