What is a Positive Powerhouse Leader in Electrical with Rudy Right Wire Electric

Building Success in the Electrical Contracting Business: Insights from Rudy @Right_Wire_Electric

As the host of the Sparky Life podcast, I've had the privilege of speaking with some of the most knowledgeable and experienced professionals in the skilled trades. In this episode, I sit down with Rudy , better known as @Right_Wire_Electric, to delve into his 25-year journey in the electrical contracting business and his unique leadership style.

Connect with us: @sparkylifeoflia
Connect with our guest Rudy: @Right_Wire_Electric

Transcript

Speaker 1 (00:00:00) - You're listening to the Sparky Life podcast with your favorite Sparky Lia Lamela. Get ready for some engaging banter all about life lessons within the skilled trades. Today on the Sparky Life, our guest, Saul Vasquez, better known as Rudy at right Wire Electric, has owned and operated his electric contracting company for 25 years. Now, just to give you perspective on this, on how successful Rudy is. Stats from the National Electric Communication Association show 55% of new contractors fail in their first year, and 84% within four years. To be in business for over two decades is a monumental achievement. Rudy began his electrical journey in 1999 and like most of us, Marquese. He started with some sad work, which grew into a full time employment and the beginnings of a budding business. In our discussion, Rudy allows us to peek behind the curtain and shares his step by step journey in developing his successful electrical business. He credits his success to the support from his cousins and amazing mentors employers he has had along the way. Rudy was surrounded by great leaders who were keen on elevating and educating their crews.

Speaker 1 (00:01:45) - Rudy, who is just the salt of the earth kind of guy, wishes to pay it forward by sharing his experience and knowledge with others. Welcome with me, Rudy Vasquez. Rudy, thank you so much for coming on the Sparky life.

Speaker 2 (00:02:04) - Yeah, thank you for having me.

Speaker 1 (00:02:06) - It's my pleasure. And I had the amazing opportunity to basically check you out through Will's podcast, Work and Talk. I know well, well. And when I saw the episode that you did, I was like, And again, it was the way you were talking about your business and your leadership style. Unfortunately, in construction culture, I found that the leadership styles are lacking, to say the least. Tell me a little bit about, like, how you started your business. How did you form your team?

Speaker 2 (00:02:42) - So I started my business back in 1999 when I actually got into the trade. I was doing a lot of, you know, we call it a moonlighting. You know, I was working without a license.

Speaker 2 (00:02:52) - Everybody's going to start without a license, you know, very it starts as an accident. People don't see it, but you start doing side jobs and and little by little, you're going to move into wanting to start your own business because you already have all these clients. And it gets to the point where one day you have so much side work that you can't handle it anymore. And that's exactly what happened to me. I had so much work where I was working pretty much seven days a week after work, I would get off work 230, 330 and go out and do my side jobs till like 11:00 at night, wake up the next day and do it all over again. And then Saturday and Sunday was just out of control, you know, ten hours, 14 hours, 16 hours. And it got to the point where I actually had to hire two employees to do my side work while I stayed working for a company.

Speaker 1 (00:03:39) - So I what a great problem to have.

Speaker 2 (00:03:44) - It got out of control.

Speaker 2 (00:03:45) - And I get that question a lot there. Like, how did you transition from leaving your company? Because a lot of people don't want to leave that that income. That's I call it a fixed income. You know, you rely on that income. Right? So for me, I had a hired two of my friends that I grew up with. And I told them, I'm like, you know, why don't you guys come work for me and I'll stay working my 40 hour job. I was making double of what they were making, so I figured, why should I leave my job when I'm the one making more of the money? Right. So I figured if it went bad, which I really didn't think it was going to go bad, I already had, like I said, four years already of customers that I had established. So I figured that my check wasn't going to be I wasn't going to be sharing my check with them, but if I had to, I can pay them their wages with my 40 hour check that I was earning from the company I was at.

Speaker 1 (00:04:37) - Very honorable. Say, that's a distinguishing characteristic about you right there. The fact that you're taking responsibility for the people that you're bringing on, that's a real leader. You're immediately thinking, God forbid, this doesn't pan out. I have people relying on me. I am responsible for making sure I have their back.

Speaker 2 (00:04:58) - And that's, you know, I talked to a lot of business owners and they always worry about, man, what if I bring on, you know, a second guy and a third guy and I can make their payroll because of lack of work? I always get that question a lot. And, you know, it is a risk. You just have to do it. You have to do it. And a lot of these business owners, you know, I didn't have the money put away when I started my business. I was living paycheck by paycheck, you know. Right. And it's a hard choice to make when you put somebody's livelihood in jeopardy, especially when you tell somebody, hey, you know what? Come work for me.

Speaker 2 (00:05:29) - Leave your job where you know you're getting paid every week. I'm pretty sure your check is secured every week, but come here and let's see what happens.

Speaker 1 (00:05:39) - Yeah, it's a big ask.

Speaker 2 (00:05:42) - Actually, but the employee doesn't know that. You know, the employee thinks that the employer has all the money in the world, and that's not always the case. You know, a lot of companies are barely making a lot of companies. You know, it's like a roller coaster. Sometimes you get a big check and and sometimes it dries out. And then here comes a small check, a medium check. I mean, that's that's how it is everywhere, you know. So it's a risk. It's a risk and an investment at the same time. Every time you get an employee, you have the work, he makes you money. And I tell my guys, man, you guys are an extension of myself. You know, you guys are earning your check. You go out, you complete the specific task that you're dispatched to do and you earn your money.

Speaker 2 (00:06:21) - I get the check and then I just give it to you, I said. But my job is to make sure that I hustle enough, you know, to go out there and secure the work and not just go out and bid it, but also bid it, and then make sure that I get the work. Right? Right. Yeah.

Speaker 1 (00:06:38) - You talked about, you know, stepping in and by accident and not really realizing where this was going to develop. But your specific experience as an apprentice or mentor within the skilled trades? I'm assuming, correct me if I'm wrong. It was non-union. And what type of like leadership style did you experience while you were coming up?

Speaker 2 (00:07:02) - You know, I was very fortunate to work around a lot of people that shared their knowledge. That's why on my page, you know, one of the my hashtags is share your knowledge, you know? Yes, I worked for some very good bosses, you know, that didn't hold back on. I'm going to say hold my hand, you know, and guide me through the apprenticeship.

Speaker 2 (00:07:20) - I hear a lot that a lot of people say, man, I don't like this company. They're not teaching me anything. And it blows my mind that that they're even saying that. Like, what employer or what journeyman wants to hold back crucial information like, do you do that on purpose? I've never even it's never even crossed my mind not to teach somebody or share, tricks or knowledge that I know. If I see somebody doing something wrong, I'm not going to be the type to be like, oh man, screw them. I'm not going to say anything. You know? That's just wrong in my opinion. So I was, like I said, very fortunate to work around people that did not hold back on trying to train me the best that they could. And I'm a first generation electrician. All my cousins are first generation electricians, and they literally took me under their wing. And I'm the baby Sparky out of four of us. Yeah, yeah, yeah. So I was very fortunate not only to have good, good foreman and superintendent around me, but also family members that pretty much supported me and gave me.

Speaker 2 (00:08:21) - I pretty much had it pretty easy, you know, and learning. And never did I ever feel like people were trying to hold back information.

Speaker 1 (00:08:28) - That's fantastic. That's amazing. I'm thrilled to hear you had an experience like that, because I'm sure as you're familiar now, I don't hear a lot of that positive feedback, unfortunately. Now with your company, when you were transitioning from an employee to a business owner and you're building your team, what are some of the things that you looked for?

Speaker 2 (00:08:51) - Well, like I said, I had two of my friends that started working for me, right? And I think I was the third or fourth employee that came here. Right. But hiring is is something that, you know, you have to have a niche, like to feel people out to kind of like talk to them and, and you know, understand in a sense like, are you for me? Because not all people are compatible with each other. That's the whole thing is the employees have to be compatible with you and they have to be compatible with the team.

Speaker 2 (00:09:21) - Right. You don't want a bad apple. They come in, they start messing everything up. And I'm very fortunate to have a team where we all get along. Everybody gets along. You know there's no disrespecting on the job. And when there is you know I always you know address it and have a group meeting about it to make sure that it doesn't happen.

Speaker 1 (00:09:40) - So working with these guys, have you identified their strengths and weaknesses?

Speaker 2 (00:09:46) - Of course. You know, like you have to know their strengths and their weaknesses because you have to make sure that when you send them on a job, they can perform that job. So I have guys that can do commercial and residential, and I have guys that can't do commercial, meaning they can be in pipe and stuff like that. So yeah, so when people ask me, oh, who are you going to send? I'm like, well, tell me, what's the scope? What are we doing? Right. So I got teams like that have, you know, I have production teams and then I have finished teams, and then I have other teams that go back and check up on the production teams, you know, in case they make a mistake, they can say, hey, you know what? So the guys that go back and check up on the production teams, they're going to obviously be more thorough.

Speaker 2 (00:10:26) - They're going to make sure it's wired correctly before the drywall goes up. Last week, actually on Friday, I did a little video on my news feed of, two guys in the equipment room or electric room on one of the houses, and they're checking all the home. Pretty much. They're doing an audit to make sure that all the switch legs are there. They're making sure that all the home runs in there. So it's quality control. So you have to have people always check in on people so that if something's missed they can't say, oh well, well we just forgot. Yeah you forgot. And then the quality control people also forgot. So we have a problem here. So and one thing that I always do is that I never rush my guys. They can never. Oh well, you know, you were rushing me. That's why. That's why I couldn't, you know, that's why I forgot the home run. Because you only gave me three days and I actually needed four and a half days.

Speaker 2 (00:11:13) - So being patient and we spend a lot of time on our projects that we do, you know, like, I'm my worst enemy in the sense of, What? By the time the inspector shows up, I've already told my guys, hey, fix this, fix this, and fix this. So that's good in the sense, because we do a lot of residential, a lot of custom homes, and everything has to be so perfect at the end of the project. Everything has to. Be lasered. Everything has to lay. I mean, we lay things out within a quarter of an inch. That's all good. It has to be nice.

Speaker 1 (00:11:44) - Nice. That's beautiful. Beautiful work. So you've identified the strengths and the weaknesses. So you set your guys up for success because then you're like, okay, this is going to be suited well for this team or this is going to be suited well for this person. Did you see a transformation in yourself as you've grown as a leader in your company?

Speaker 2 (00:12:04) - I would say as you get older, with age, you become more wiser.

Speaker 2 (00:12:07) - It's true, sometimes your age has a lot to do with how you react to certain situations. And I tell people, you know, don't make quick decisions. Think about it. Think about it. If you have to think about it for a week, just sit down and think about it. What's going to be the chain reaction if you fire somebody, if you hire the wrong employee, if you send a crew that doesn't know what they're doing, that they're not that their weaknesses residential because there's a big difference between commercial and residential. Like right now. I have a guy that does. He's a commercial guy, so I love him because he can run pipe. But then I put him in the residential setting and I tell the foreman that he's working with, hey, be careful with him because he does commercial. Make sure that you train him, you know, on the tricks of the trade regarding residential, you know, like wire sizing, for instance. So if I tell this guy, for example, a commercial guy, hey, this is a 50 amp circuit, he's probably going to pull a number eight, right? But he doesn't know that you have to size it off.

Speaker 2 (00:13:06) - The 60 NM cables are sized up to 60 Celsius and not the 7075 Celsius charge. So little stuff like that that I've seen commercial guys make mistakes. And then, you know, obviously I can't take a residential guy and put him in commercial if all you do is residential because he can't bend pipe, he doesn't understand certain things. So it's the same field, but still it's still different.

Speaker 1 (00:13:28) - Yes, I can appreciate what you just said. I have commercial background and it's amazing because when you tell people you're an electrician, they put it all together, they don't realize it's compartmentalized. There's so many different facets. There's so much within electrical. You can't take somebody in fire alarm and put them in a residential setting, or building automation in commercial and then building automation in residential are different. It's different.

Speaker 2 (00:14:00) - I do have to understand what each individual electrician that I have here is capable of doing. It's very important that you know their skills and what they can do and what they can't do. If you want to, I guess, be successful and not go back and fix everything that they do, because it's possible that they can go and ruin a whole job just because they don't understand the difference between commercial and residential.

Speaker 1 (00:14:25) - Right. So I want to ask you, I pose this question. Let's say there's a guy and he goes in and everything is a mess. Who do you hold responsible there?

Speaker 2 (00:14:36) - Myself. The people at the top always have to be responsible for the people at the bottom, because you didn't go back to like what I said earlier, you didn't understand their capabilities. You have to understand their capabilities. Like we do a lot of hot disconnects and reconnect. When I tell the apprentices, you can watch, you can stand by, but you do not touch it. And the leads know that the last thing I want is for somebody to get hurt.

Speaker 1 (00:15:00) - Yes. Okay. So for the people that don't know what a hot disconnect is, can we break that down into layman's terms, talk about what actually happens in that process.

Speaker 2 (00:15:12) - So when we do work for utilities, a lot of the times they don't want to shut down the whole neighborhood or a lot of the times they don't want to even show up to disconnect it because they're just so busy.

Speaker 2 (00:15:21) - So if you're going to do a MPU main panel upgrade, you have to disconnect the overhead or the underground service conductors live. And that's just part of the job, especially if you're doing residential. If you're doing commercial, a lot of the commercial projects, normally it's bigger power. So do you see more hot work? I guess you can say in residential regarding service changes. So we do that a lot, and the leads are the only ones that that I allow them to disconnect and reconnect.

Speaker 1 (00:15:53) - Wow, that's wonderful how you have that structured. And you're totally right. That's pretty much what I've seen in the industry, that it actually is more residential, with the exception of data centers. Any commercial electrician that works in data centers understands our plight when we're working on switchgear. Yeah. Okay. So you've had this amazing, successful business. You're clearly into educating and elevating your guys. Is this something that came naturally to you? Did you emulate what was shown to you when it comes to. Leadership and how to lead.

Speaker 2 (00:16:39) - You learn as you go. You know, I've had no formal training. I went to college for two years, dropped out, you know, I was going for an AA degree. And I figured, you know what? What is this going to do for me? And I didn't get my a, I didn't finish, got into trade school, got into trade school. And it just came natural, you know, like it was one of those things where either I learned this or I'm going to go back and work for somebody else, which I didn't want to do. So it was one of those things like I figured, like, once I quit my job, you know, my 6 to 230 job, you know, once I quit that if I ever have to go back to that job or even apply for a job somewhere else. I think in the sense as a business owner, I feel like I would have failed in life. So I had the attitude like, no, I have to make this work.

Speaker 2 (00:17:25) - No matter what happens, no matter what obstacles were in the way, I'm going to overcome them. No matter what. There's no going back. I'm done. I got my license, I got my crew and that there's no going back. So I didn't have the attitude, you know, like, oh, I'll just go back to work for my ex-boss or another company. I'm like, nope, I'm gone and I'm never coming back. So when you have that attitude, it's do or die.

Speaker 1 (00:17:48) - Yes, I see that now. I rarely come across gentlemen in leadership positions like you, who seems to have the ability of introspection. Not only do you know how you operate, how you function best, but you're able to observe your team and see how they operate and how they work best. You also elevate those around you. The construction culture has this stigma of being very toxic environments. A lot of bullying, harassing tool tossers is what we would call them. When I was in my apprenticeship, guy would get angry, tools, you know, terminal blocks everywhere.

Speaker 1 (00:18:30) - Like just with your background and your experience. Have you ever had guys, like, lose it on site, or have you ever had to deal with a situation where someone loses it.

Speaker 2 (00:18:41) - Looking back and nothing really comes to mind? Because I don't remember any of my employees losing it or being upset with me. You know, you as a boss, you have to learn not to disrespect anybody. And if you can accomplish that, nobody's going to lose it. You have to make sure that they get paid on time. You don't want to start. Like, for example, people start talking about you like, oh, right, why are doesn't pay? Or my employer hasn't paid me for 2 or 3 weeks. Like you don't want to plant the bad seeds. Yes, if you don't plant the bad seeds, then you're going to have no issues. The most prompt that I've had with employees is is, obviously not obviously, but from what I remember is just alcohol abuse. Yeah. Not really alcohol abuse and drug abuse.

Speaker 2 (00:19:22) - Like little by little you know alcohol has ruined plenty of lives you know in America. And I've had two employees that just had six, seven DUIs and they just couldn't get away from you know, on the, on their personal life. They drag it into work like, I had one guy that would come to work every single day, but I'm like, bro, like, what time did you go to sleep? Like crazy, just reeking like alcohol. And I'm like, look, bro, I don't care what you do on your personal time, especially alcohol, it's legal, but you can regulate alcohol on the job. You need to come in. And if you want to drink Friday, Saturday, bro. But you come in on Monday like you just. And it wasn't beer. We're talking about hard liquor, you know. So that's pretty much like the worst that I've had here. But problems with people? No, I can't say that I've had any outbursts or people mad.

Speaker 1 (00:20:10) - But that's a testament to you.

Speaker 1 (00:20:12) - So I see again, to me that emulates that. You're very good at assessing people. You're not bringing on guys that you feel don't know how to conduct themselves. And unfortunately, in construction there is a lot of addiction with drugs and alcohol. And it sounds like that you addressed it. You did what you had to do regarding the situation and addressed it.

Speaker 2 (00:20:36) - I try to help, I try, you know, I believe in second chances for everybody, you know. But unfortunately, that employee ended up getting his seventh DUI, actually ended up going to prison. So, you know, my advice didn't work. He was going through some very hard times. family wise. He couldn't see his kids and stuff like that. So I guess you can say I kind of understood what he was going through. Because, you know, if you can't see your kids, it can affect everybody in different ways.

Speaker 1 (00:21:05) - Right? You have a lot of compassion. Again, another good sign of a great leader. Yeah.

Speaker 1 (00:21:10) - Yeah. So you've built this amazing business. You have these amazing teams. How do you motivate your guys.

Speaker 2 (00:21:18) - How do I motivate the crews? Yeah I don't know if this is considered motivation, but you know I give them good trucks. I give them all the material they need. I make it as easy as possible for them to complete their tasks. When they go out to the job, I give them a pre engineered packet of the scope of work with. Elevations with how I want it wired. You know, for example, I'll tell them, hey, run a 15 app. So I do all the homework in the background. Then they double check it to make sure that nothing has changed on the job also. So making it as easy as possible goes a long ways, you know? And I hear this a lot like, man, my boss sends me out in the morning to this job. Then I show up and I don't even know what I'm doing now. I went to Home Depot five times.

Speaker 3 (00:22:04) - Yes yes.

Speaker 1 (00:22:06) - Yes. Oh my gosh. Yes.

Speaker 2 (00:22:09) - So I've learned from other people that I talked to like or even employees like, hey, what didn't you like about your other company? Right. So during a job interview, the one that I hear a lot is that, you know, I would get dispatched to a job and I didn't know what I was doing. And the boss gets up at 1030 and then he shows up at 1130. Then he's upset with me because I didn't finish this task. And and the employee is like, I don't understand. I was waiting for you three, four hours. You show up at 1030, 11, and then you want me to finish on time. Like, why were you not here?

Speaker 1 (00:22:37) - Right, exactly. I, I totally get that. I work for a very large corporation in the electrical industry, very well known. And the particular branch that I'm at, I'll be dispatched and have no clue what I'm doing. So it's not. You would think that like an LLC or a smaller guy would not necessarily have such a great setup in the sense of preparing their employees.

Speaker 1 (00:23:05) - You'd think, oh, big corporation. They have all this ability, all this financial backing. But actually, I've found that singularly owned companies, they tend to do a more thorough job in investigating because they take full responsibility. The onus, it's their name. It's their baby. I'm taking a brief pause in this episode to ask you if this podcast is entertaining you. If you are learning from this podcast, please subscribe. All the information on how to subscribe are in the show notes below. It really helps grow Sparky Life podcast and reach more listeners like you. Now back to our episode. As opposed to Giant Corporation who has, you know, many people sitting on the board. It's not the same. So depending on the branch of that corporation, you can have a lot of breakdown and actually not perform as well as maybe quote a smaller guy, so to speak.

Speaker 2 (00:24:08) - Right. That's funny. You bring that up because yesterday I was in the meeting and I was trying to convince the general contractor to start hiring smaller businesses where the boss is involved in the project.

Speaker 2 (00:24:21) - Like I tell them, like, do you think I personally want something to go wrong? And I'm pretty sure even the bigger corporations don't, right. But if the boss is not there, right, double checking everything, it's more likely for the employees not to care. So I don't know if you watch me every day, but I'm out in the trenches digging with my guys there, you know, bringing them lunch, catering to them. they have to feel like you're part of the team, that the boss is there with them in the trenches, working alongside. So it's funny, when I, when I first started, my employees had said, man, we'll give you five years and you won't even be seen anymore. And I'm like, okay, cool, we'll see. And then I always reminded me what happened to. And those employees are still here. They're still here.

Speaker 3 (00:25:05) - Yeah, I call them. I said, you would have lost that bet, man.

Speaker 1 (00:25:11) - Yes, I do watch your content.

Speaker 1 (00:25:13) - And that's why I wanted you on the Sparky life. Because if more journeymen and journey women, when they do make the decision to become a leader, a foreman, a business owner, emulating your style and how you conduct yourself, that's what I would like to see. I would like to see more behavior like this, because then you're going to bring more quality people into the skilled trades. You're going to elevate the environment for everyone. And I'm huge on this. We're the bloody foundation of civilization, okay? Without the skilled trades, the worst of humanity comes out of us. Okay. Electric water roof over your head. I know what it's like to live without those things. You go into your basic survival instincts. The worst of us comes out in those types of environments because it's strictly survival. So we elevate society. We should be working in beautiful, amazing environments and having bosses like you who create the environment for the employee to be the best that they can be.

Speaker 4 (00:26:20) - Yeah, exactly.

Speaker 1 (00:26:21) - I like to end with what tool is in your tool belt.

Speaker 1 (00:26:27) - What's something that you wake up with every day that you keep in the back of your mind that has helped you achieve your goals, that has helped you build this amazing business? And such success.

Speaker 2 (00:26:38) - A lot of employees feel like that. They're not appreciated by the company that they work for. Right. So when that happens, the whole morale goes down, the whole production goes down. So you have to make the team feel like a team, okay? You have to make them feel like they're part of something, that they're part of a company that cares for them and that wants to look out for them as best as I can. You know, I always say that, that a lot of the employees are always going to have personal problems if you can help them, help them. If you can't help them, you can't help them. You know, I support my guys in the sense, like a lot of people always ask me, they're like, hey, are you worried about them stealing anything? Because all my trucks are all fully stocked and I don't do a inventory check.

Speaker 2 (00:27:23) - And I'm like, I have a simple policy. If you need something for me, just ask and you can have it. If you need to get a few rolls of wire, I'll take them. Just say, hey, Rudy, I'm doing a side job on Saturday. I didn't have time to go to Home Depot. Can I can I take a few rolls of 14? I'm like, go ahead, take whatever you want. And if you if you know, you can give me cash or a check or replace it, that's fine. You know, you have to make it easy for people to also succeed.

Speaker 1 (00:27:49) - Yes.

Speaker 2 (00:27:50) - Because you got to understand, you know, even though they do make decent money where blue collar workers were in California, a lot of the guys here are barely even making it.

Speaker 1 (00:28:00) - Yes, Cal. Yeah, yeah. Cali.

Speaker 2 (00:28:04) - You know, and a lot of bosses will say, oh, well, I don't like you doing side jobs. Well, to me that's your opinion, but you need to support your guys on their own time.

Speaker 2 (00:28:14) - If they want to do side jobs, support them. If they want to make some extra money doing side jobs, support them like my guys do side jobs. And they're like, hey man, can I take the trucks? Can I take can I take the go ahead and take it I got problem, you know, you taking my truck. No big deal. And believe it or not, I even help them on side jobs. They're like, man, you want to work for me on Saturday?

Speaker 3 (00:28:38) - Love it. You know, think about.

Speaker 2 (00:28:42) - The relationship between me and my guys. For my guys to ask me, hey, bro, can you help me on Saturday? I'm like, you know who does that? Like, how many bosses are going to say, you know, you can't think that you're above an employee. You can't think that you're better than them. You have to think that you're at the same level. Once they realize that the respect and other things come attached to that.

Speaker 1 (00:29:02) - Wow, I'm ready to work for you. I'm ready to work for you.

Speaker 2 (00:29:07) - I mean, we're a small company. You know, we've had struggles. You know, people only see from the outside in. They don't know the the struggles that we've gone through to even stay in business because there's days and weeks, there's jobs that we don't make any money on, that we just have to suck it up and move on to the next job. I'm very happy where I've ended up. I'm very happy with the investments that I've made. I'm very happy with how I've managed my company. A lot of people say, what would you do different? Like what would you do different? And I think back and I'm just like, I think I've done everything I wanted to do. I don't think I would do anything different.

Speaker 1 (00:29:42) - Absolutely beautiful. All right, Rudy, I am running out of time as usual. I'm having way too much fun.

Speaker 2 (00:29:50) - You can do this all.

Speaker 3 (00:29:51) - Day, right?

Speaker 1 (00:29:51) - Damn. Damn right.

Speaker 1 (00:29:53) - How can I best support you? How can spark my life, expose and and elevate and bring more people to write wire?

Speaker 2 (00:30:03) - Well, it's about the awareness. You know, I want people to be better every day. I want people to learn something every single day. You know, if you have good information, put it out there. That's all that I do. You know, my channel is made for everybody, even normal people that even don't do electrical. Like I just hit 127,000 followers and people say, what's your secret?

Speaker 3 (00:30:24) - Yeah. Congratulations. I really don't have a secret or a recipe.

Speaker 2 (00:30:28) - I just post what I do, and I post my work and I show people how I do things, and in the beginning I would take it, I didn't know. I guess I can say that I'm ten talented and what I do, but you don't realize that until people start telling you, oh man, you did a good job on that. So not only do I raise people meaning elevate them, they also elevate me at the same time.

Speaker 2 (00:30:49) - You know, I love the comments. I also get, you know, raised up when people give a good comment like, oh my God, you did such a beautiful work. That also goes a long way for me. So not only am I elevating them, but when they comment and give me props on my work and props of how I do things and they say, man, that's a beautiful truck. That's a beautiful tool. I like how you do things. I like how you run your crews. It elevates me also. It also motivates me to do better every single day.

Speaker 1 (00:31:16) - Yeah. Oh my gosh. Amazing, amazing. Thank you so much for coming on the sparking life and sharing your insights with us. I am so thrilled that I had this opportunity to sit and speak with you. It was a blessing getting to sit down and speak with Rudy. As you can see, Rudy has beaten the odds. He didn't. Fail in his business attempts in the first year and well surpassed the four year mark.

Speaker 1 (00:31:43) - What is the ingredient that allows a business to pass these dangerous milestones and succeed? What is the common thread? These successful entrepreneurs in our construction industry understand the value of coaching and mentorship. Whether you're freelancing or starting a business in the skilled trades, let me know if you think coaching or mentorship would be a value to you. You can contact me at Lia. That's Lia at Spark Life Solutions. Com. I look forward to hearing from you. Thank you for joining us. If you felt a spark in today's episode, I invite you to write a review.

Speaker 5 (00:32:29) - I'd love to hear what lit you up, take what resonates with you, and if you'd like to hear more of the spark of life, please subscribe, like, follow and share. Until next time, create the sparks in your life.