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Live once again from RYNOx 2025, we bring you Jonathan Bancroft, former CEO of Morris-Jenkins, and Kevin Comerford, president of Service Champions NorCal!
The two industry legends discuss one of the biggest problems trade industries are always facing: labor. Whether it’s being able to find and recruit labor, dealing with the baggage of hiring experienced technicians from another company, or feeling held hostage by the technicians you have, Jonathan and Kevin have solved this problem for good!
Solving the Problem of Labor
Labor always seems to be the key issue, doesn’t it? It’s hard to find technicians. The ones that are good come with the baggage of their previous company and need retraining to fit your system. And when you only have a certain number of reliable technicians, the leverage is all in their hands. None of this is ideal for growing and scaling a home services business, and both Jonathan and Kevin came to the same conclusion: They had to grow their own labor!
Both companies started their own universities, complete with a principal and full courses on everything from the technical side to soft skills. These training programs allowed them to have a consistent flow of new labor. It also allowed them to focus on hiring for character and then train for skill.
- Going outside of the industry to find answers
- The reasons they started home services universities
- Why promoting your best technicians isn’t the answer
- What worked and what didn’t in the training curriculum
- How to handle organizational conflict
- Monthly bonus structures that drive growth
- Why the motivators for leaders matter
- Live questions from the RYNOx 2025 audience
- And more!
Like what you’re hearing? Check out one of our previous episodes with Jonathan and Kevin!
Breaking Through the Ceiling of Complexity
Our guests make an important note about the leadership in your company. Your organization is capped by the collective abilities of its key people, so continuing to focus on management training is always going to be essential.
At $15 million in revenue, Kevin notes that he was facing a lot of challenges in the company – and he was the issue. They were flat for five years in a row, and it wasn’t until he went outside the industry to hire a coach and make a big change that the company started growing again. He realized that he had an entrepreneurial-led business but needed to transform into a professionally managed organization with an entrepreneurial spirit. It wasn’t easy, but it was a big part of how he helped grow the organization from $15 million to $120 million in revenue during the 10 years he spent as president.
If you’re a leader in your organization, you have to focus on your team! NO. ZERO. DAYS.
