PowerTips | The Remodeler's Guide to Business

[Podcast] Episode 01: How to Create a Valuable, Sellable Company with John Warrillow

For our first episode of PowerTips Unscripted, we’re thrilled to have John Warrillow as our inaugural guest. John is the author of Built to Sell: Creating a Business That Can Thrive Without You, and in this episode he shares tips on how you can build a high-value company. Even if you’re not thinking about selling today, you can’t afford to turn a blind eye to the process.

Topics covered include:

  • Action steps to developing a sellable company
  • The hub-and-spoke manager vs. the apple picker
  • The Switzerland structure
  • How to sell “air”

Plus, John helped us kick-off our “Lightning Round” and “Five Words of Wisdom” segments. All that and more for our first episode. Enjoy!

Click Here to Listen to Episode 1

About Victoria Downing

Victoria is a leading authority in the remodeling industry, writing for Remodeling magazine, presenting educational seminars across North America, and is the author or co-author of several industry books, including “The Remodeler’s Marketing PowerPak.”

Do you have a burning question you would like Victoria to answer in a future issue of PowerTips? Send it to her via Twitter: @VictoriaDowning and be sure to use the hashtag #PTanswers.

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Posted in: Business Management, Financial Management, Podcast, PowerTips, PowerTips Unscripted

Leave a Comment (1) ↓
  • Jack Miller

    Many great thoughts from this podcast, but I take exception to two items:

    A) a strategy of training employees in such a way that they are valuable to our business but less valuable to the marketplace and less able to leave in pursuit of their own business strikes me as inherently opposed to the RA culture of building great company culture. This strategy seeks leverage against employees rather than working for their good. If it is in an employee’s best interest to leave and pursue their own business, I want to be for them, even if it’s a loss for our company.

    B) I dispute the logic that training employees to be specialized, e.g., in window replacements, makes them less likely to leave and start their own business vs. training them as generalists. Why would they not leave to start their own window replacement business?

    I suspect that the real underlying cause of specialized companies’ greater net worth is that specialized companies tend to be more systematic. However, the systems are the point — not the specialization.