The First 5 People Every Trades Business Must Hire

Most business owners hire because they're tired. Real business owners hire because the math says it's time.
If you've done the impact audit, you already know where your time is leaking.

Now, I'm going to show you exactly who to hire to fix it and when to make those hires without blowing the budget.

I've helped hundreds of home service and trades business owners build teams that scale past the owner, and every one of them needed to fill the same five seats in almost the same exact order.

When you do this right, your business stops depending on your personal effort and starts running on structure.

By the end of this video, you're going to know exactly one, the five critical hires every business needs, two, the order which you should hire them in, and three, how to know when you can actually afford them using math, not emotion.

To start off, these are the five essential roles that need to exist in every single growing company from zero to a hundred million dollars.

You're going to repeat this sequence over and over as you scale. Number one, the admin or executive assistant.
This is your first hire. This one buys back your time.
Their job is very simple.

Take every single quadrant one activity, low energy, low value task off your plate. If you did the impact audit, you already know exactly what this person is going to do.

If not, go ahead and watch our impact audit and impact quadrant videos. That is going to make writing this role's job description that much easier.

So this person is going to be taking care of things like emails, scheduling, paperwork billing, ordering materials, all the busy work that keeps you away from those high value activities.

Having an admin assistant will give you leverage by freeing up the hours that drain you and don't move the business forward. Number two is the salesperson.

Once the admin work is off your plate, the next seat is to get off sales. This person's sole focus is going to be driving top line revenue.
Their job is not helping with sales. Their job is sales.

That includes outreach, quoting, follow-ups, and closing.

If you're the only one that's bringing in revenue you don't own a business you own a job hiring your very first salesperson doubles your capacity overnight number three is the operations and fulfillment lead this is the person who makes sure that what you sell actually gets delivered at the standard that you promise they oversee the crews manage the logistics handle job quality and protect the customer experience when fulfillment still lives in your head you're going to be the bottleneck hiring this seat lets you scale delivery without without sacrificing quality.

Number four is going to be the marketing specialist.

Marketing is the oxygen of your business. It's what feeds sales, but you don't outsource your brain.
You only outsource execution.

By the time you hire for this seat, you should already understand your exact marketing strategy, your messaging, your lead sources, your budget, and your conversion numbers.

Then this person is going to run the plays that you've already proven. Their job, get qualified leads consistently.
Last but not least, the manager.

The fifth seat is the one that creates the most freedom. Managers hold people accountable, protect standards, and improve processes.

You'll eventually have more than one, a sales manager, an ops manager, but it's all going to start with one person who can lead others and carry your standards forward.

That's the difference between having people and leading an organization. Now that you know the five people that you need to bring into the business.
Hey guys, it's Chris.

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Now let's dive back in the show.

Let's talk about timing because getting this wrong is what kills most businesses. Before you hire anyone, you need to run this test.
One, you need to know your fixed costs. We call this your nut.

Your fixed costs or the nut are what you pay every single month no matter what rent software base salaries vehicles insurance etc. Next, you need to understand your gross margin

per job.

Now, what we teach is a 60%

gross margin. Gross margin is how much you keep from each job after the direct costs are covered.
That means your labor and your cost of goods or materials.

So if you were to sell a $1,000 job and your materials were $300

and your direct labor was $100,

you're going to subtract those out. You're going to get a $600

gross margin or a 60% gross margin per job. And then we're going to calculate break-even.
Now, in order to calculate break-even, what we're going to look at is your fixed costs.

Say they are $6,000 a month. You're going to take every gross job of 600.

You're going to know that you need 10 jobs

to break even. After that, everything is profit.
So, job number 11 is $600 in profit. Job number 12 is 1,200.
Job number 13 is $1,800.

Then you're going to check the math before you hire. So, let's say you're doing 20 jobs a month and you know that your break even is 10 jobs a month.
That means that you are now 10 jobs or

$6,000. That's 10 times 600 above break even.

So can you afford a $2,000 a month admin? Yes, the math says you can. If the hire you're considering costs $2,000 a month, the math says you can afford it.
But here is the real test.

Will that person either one, free up your time to produce more or two, directly increase production or efficiency themselves? If that's a yes, hire them. If not, you need to wait.

Most owners hire based strictly on emotion. They say, I'm drowning, I just need help.
The problem is when you hire out of a panic, you get relief, but not results.

All you end up doing is adding payroll, not performance. The best owners hire from clarity.

They know exactly what the roles, the exact responsibilities, how success will be measured before anyone signs an offer. That's the difference between hiring people and building a team.