(upbeat music)
- Just a microphone.
And what's up, everybody, welcome back to the Sharpest Tool.
I'm your host, JRP, along with the infamous where,
I guess I should say the now-famous Nicholas Bosco.
- What's up? - There we go.
You're probably recognizing some really kind of,
if you're watching this on video,
we got some crazy shirts going on.
Not typical, I mean, for some people,
it's a typical Friday, right?
- But why is that? - For Bosco.
- Why are we wearing these shirts? (laughs)
- We look pretty slick, little fun environment
for this particular episode
because this episode, I don't know if you know this, Bosco,
this episode marks the 100th episode
that we have been doing this podcast, which is all right.
- Woo. - Oh, my gosh, which is...
- This is nuts like, hold on, let's get that.
Where's the cheering thing or the clapping?
Like this is, there it is. (everybody applauds)
Yeah. (everybody applauds)
I know. I know. - Get it going.
- A lot of fun going on in here.
(Nicholas laughs)
I just, it's pretty cool.
It's pretty cool to look back and see all the conversations
that have been had, see all the people
that have reached out in light of the podcast.
It's always fun to talk to a client at a conference,
and they're like, "Oh, yeah, I totally listened
to the podcast and learned so much from it,"
it just warms my heart. (laughs)
- So, (laughs) Josh, like, you know what, thinking with
that in mind, Josh, I was thinking about this,
You've done this since the beginning. Yeah.
What is it, what do you feel you've taken away from this?
Or what have you've learned, whether it's about our clients,
about marketing just over the course of the time
of doing this podcast in general.
And again, you're a staple within Scorpion as it is,
so I'm curious, from your perspective,
like what you've learned over the course of this time.
- Yeah, no, that's a really good question, man.
Wasn't prepared for that one.
I've learned- (Nicholas laughs)
I really wasn't. (laughs)
(Nicholas laughs) Way to throw a winger,
Bosco, you know, first off, we've gone
through different evolutions of the podcast.
When we started, we started with this idea that we wanted
to get Scorpion's perspective out in the space, be able
to talk about how we discuss marketing, our perspective
and vantage points on marketing, back it in with some data
to be able to show how Scorpion just does things
and does things a little bit differently
from other agencies.
And so, that was what started
and evolved into how awesome our clients are.
And we brought on so many clients and talked to them,
and clients who weren't even clients
or businesses that weren't even clients
to get their perspective now on, okay,
Scorpion's perspective here on the one hand.
And on the other hand,
how are business owners deploying that?
And I have found that when I've interviewed,
whether it's internal people, you know,
or our clients, I learned so much.
And I've learned not just different ways
that businesses approach particular problems and challenges,
but I also learned how similar some
of those challenges are across the business owners.
Doesn't take talking to many business owners very long
to find out just how similar some of the challenges are.
- Yeah. - Which is actually
really comforting running a business
for home services, specifically
with digital marketing in mind,
because they're a very clear roadmap in terms of
how a business gets from point A
to point B starts to emerge.
And a lot of businesses are after the same thing.
They're after growth or they're after that, you know,
acquisition that they wanna sell the business at some point
or they wanna add trucks.
I mean, a lot of the problems are pretty consistent,
and the way you go attack those problems is
pretty streamlined, pretty consistent as well.
So I think I've just learned how similar a lot
of businesses are and just
how awesome this industry is,
how home services industry really is.
You work with some amazing business owners,
some amazing people, and we get to work with 'em every day,
Bosco, so I, as a listener though, from your vantage point,
what are some of the things that you've learned?
Like you've heard the podcast circulated,
you've talked about it with clients.
Like what are some takeaways
that you've had being the 100th episode in?
- I am just blown away that it is
- It's the 100th episode. (laughs)
- I know. (laughs) - This is amazing,
100 episodes in like congrats to you, man.
And that's a lot of legwork on your part, man.
Great job, great job to the team too, supporting it.
So, thanks to everybody that's been supporting this.
- I could not do this without the team internally here
at Scorpion supporting it.
They are the real champions. - Ah.
- I just get on here
and talk probably more than I should,
but it's the team behind us, absolutely.
But anyways, continue. - Yeah.
- What are your takeaways from it?
- So I remember doing one episode with you,
and it was about branding,
and I just remember having clients talk about that episode,
the ones I was talking to you like, Hey, I heard
that podcast you were on. - Yeah.
- Now, not even with me on it,
but just others in general.
What, I've had a lot of feedback from
even internal account management teams,
fulfillment team members,
and some clients that we're saying they've learned
just different nuggets that they've picked up
across the way.
Because again, with marketing,
there's just so much involved.
- Yeah. - It's just
an ever-evolving area
that we are always gonna be talking about.
And no matter what tomorrow something's gonna be rolling out
that's completely new.
Whether a company has innovated something,
whether Google is saying, "Here's our latest
and greatest update," it doesn't matter.
It's always changing, always evolving.
And it's because we're adapting to the demographic
that's out there, but with us
and others in the previous of what you've done,
have always heard the feedback being that they loved it
because it was something that they can listen to over
and over again on repeat,
and still find something new and different.
- Yeah. - And I will say a lot
of people just melt at
that JRP voice, they're just gonna melt with that one there.
(both laughing)
- Oh, you're too kind.
You're too kind.
The good old, the deep, dark, mysterious JRP voice.
You know, it is funny that you say that too,
because first of all, if you're not getting value
from these, then please let me know
because these are all intended to be value adds,
to give different perspective,
different ways of doing business.
Whenever I read a book
or listen to a podcast, I always think about,
what's the one thing, you don't have to have 10 things.
You have to have one.
If there's one thing
that you take away that you makes you go back
into your business and do something different
than it was an effective episode,
or it was an effective podcast,
or an effective topic, or an effective book.
And so, always thinking with that in mind.
And for me, just, I love growth mindsets
and I love people that have growth mindsets.
I love talking with business owners
that have growth mindsets
and the things that feed me the most,
not just intellectually, not just business-wise,
but just personally, are the things
that provide enough value.
Or I could take one thing away
that I know I gotta go execute on
because it's gonna transform the business.
And I have seen time
and time again talking with business owners
and talking with internal people.
Just, there's always something.
There's always something when you're open to it,
even if you think you have everything dialed in,
there's always one angle
that you could think about differently.
And that's why we provide so many angles on here,
different ways to think about things,
because marketing is not black and white.
It is filled with the beautiful nuance of all
of the marketing stuff that we have
to deal with day in and day out.
The constantly evolving landscape.
And so important to keep that in mind.
- I wanna hit on that too.
You know, and this, these episodes
and even the previous ones are not just about marketing.
It's exactly what JRP over here was sitting on, which
by the way, we gotta talk about that.
- Uh-oh. (laughs)
- But it's essentially how a business can evolve itself.
And I want to point something out.
My son, who is now 11, it was about three years ago,
he actually was in class and he created this,
and I thought it was amazing,
it's, I have a growth mindset.
Okay, this is perfect, it fits in.
So what are some of the things,
- Even my son knows this-
- Lying in front of you, (laughs) this podcast?
- I keep it as a reminder.
I keep it as a reminder for myself that he,
because I'm telling you, I have learned the beautiful thing
about my son.
And for anybody out there that's a parent knows this,
children don't have a filter
because they're not born with a necessarily filter.
They're curious, they want to know what's going on, right?
And so he gives me true and honest feedback about things.
- Yeah. - And I love that
because it helps me adapt to, okay, how do I understand him?
How do I maybe land something differently?
Just like in business, just like in marketing, we have
to articulate things a certain way.
Does it have to land differently?
But this was awesome.
I do have it here, and it talks about a growth mindset.
And it's, for example,
some of the attributes of a growth mindset.
I should try a different strategy.
Correct, I will ask my friend for help.
Great, talk to peers, talk to other business owners.
- Yes. - Right.
- I am working really hard to learn this, right?
I, so this is from my son, here's a fixed mindset.
We would steer away from this 100%.
I can't do it, get that outta there.
There's a business owner, don't say that.
You've gotta think differently
even in the marketing digital world.
Okay, I give up, don't ever give up.
It is going to be daunting but, yes, my son created this.
I keep it next to me as a constant reminder.
(speakers talking over each other)
- That was right in front of you
for this particular episode. I was like, "Oh-"
- I got this. (laughs)
- Who could have planned that?
We definitely, by the way, we definitely did not plan that.
That was amazing. That is amazing.
What I love about that, the, I-can't-do-it mindset.
I always think about it this way.
And I'll never forget some feedback somebody gave me.
They just appreciate it.
I had, apparently, I made this in a comment
and it resonated so much.
So I'm gonna say here, and that is like, yeah,
that thing seems impossible.
But if it wasn't, how would I do it?
And what's interesting is I always talk about this,
our brains are problem-solving machines.
You give it a problem, all it wants
to do is give you an answer.
So the questions you ask yourself when you're going down
this path of like trying to get better
or make the business better
and that sort of thing, the questions you ask yourself are
just as important as the answers that you're trying to get,
right, because if you're asking the wrong questions,
if you say, "I can't do this,"
guess what your mind's gonna do?
It's gonna fill your brain with all the supporting detail
about why you can, you're right.
You can't do it, right. (laughs)
That was, what is it, Henry Ford, whether you think you can
or you think you can't, you can,
And that's what stems from this
versus if you say, you know what, this seems impossible,
but if it wasn't, how would I do it?
How would I do it?
I haven't nailed this before,
but how would I do it if I could do it today,
and what would I do differently?
Guess what your brain's gonna do?
It's gonna fill with all the data
and all the supporting details around
how you can do it differently,
even though you haven't done it before, right?
And all the different ideas start spawning in your head.
And marketing is so much like that.
It's like, yeah, this seems like an impossible problem,
but what data do I have that can help me solve it?
And what would I do differently knowing that data's at play?
That's what we deal with day in and day out
with strategy, right?
Whenever we're going down trying
to develop a marketing strategy for a particular objective
for a business, what's the data
that we have at our disposal?
What's the data we need? How do we bridge the gap?
And then let's build a strategy around it
and go deploy it to be able
to achieve some specific outcome and objective, right?
Simple as that. - Yeah.
Yeah, and business owners out there, again,
this is just a constant reminder.
You need to build that consistency
even for yourself internally, right?
We talked about consistency before and marketing,
but it's also consistency in the mindset.
So, and again, when it comes to the strategy aspect,
which I think is a great segue into
what we're gonna be talking about here.
- Yeah.
- You've gotta operate with the right mindset,
the right tools, and the right information
to make the right decisions, right?
It's never a one-size-fits-all
but you've gotta work to make this work.
You've gotta work to make this work.
- I like that, gotta work to make this work.
You heard it from Bosco. - Yeah. (laughs)
- Bosco standing out for you.
You gotta work to make it work, I love that.
- Gotta work to make it work.
- I love that, awesome.
And well, anything before we jump into this,
I know we spent a little time just reminiscing, hopefully.
I think there's still so much meat in a lot of those.
Mindset is everything when it comes
to being a successful business owner, when it comes
to being a successful account manager, successful,
really at our company,
at a successful Scorpion growth mindsets are
what unlocks successful Scorpions on our team.
And so, but as business owners,
we gotta think about that as well, right?
Mindset determines that reality.
And in the measure that we're not
constantly evolving our mindset.
We're not constantly feeding ourselves.
We're going to fail. We're gonna be stay stagnant.
And stagnation is not equivalent to growth.
It's not how we unlock growth,
especially, tax growth with some clientele.
- Yeah. (JRP laughs)
- I gotta think of something there with stagnation.
I gotta, my mind's working, so.
But, yeah, I go for it, Josh, sorry.
- Okay, we're gonna jump in.
We're gonna jump in.
We've been talking about paid advertising in this segment,
and we've talked about on the past two episodes,
we're talking about how we maximize paid advertising.
What paid advertising is, how do we wanna think
about paid advertising for business growth?
But there really is always a strategy,
and we've been talking about this a lot internally.
We build technology
around strategy when it comes to paid advertising.
And so, cracking the code on digital marketing specifically
around what type of strategy insights,
how do we take strategy
and make it something tangible based
on the business goals and objectives.
There's a whole narrative there.
There's a whole story there about
how we go about doing that.
And a lot of it starts with our customer's information.
We gotta understand, first off, align ourselves to the goal.
We're in the middle of 2024 goal-planning
with our clients right now, right?
And so, the entire purpose, we do this,
the entire reason we do this is
to make sure we're fundamentally aligned
with the current state.
We know exactly where the current state is,
and we know exactly where the future desired state is
as we move into the next year.
You set targets on an annual basis.
You break 'em down quarterly,
you check in with them quarterly.
How are we progressing? What's changed?
Because guess what?
Goals change, and every single time a goal changes,
it potentially is going to change your marketing strategy.
I dive in with clients who haven't adjusted anything
with their marketing strategy for five years.
And the first question is,
have you been stagnant for five years?
Or have you grown or have your growth goals been there
and have you achieved them, right?
Because if you have growth goals for five years
and you don't change anything about your marketing,
you're missing out on opportunity.
You're leaving dollars on the table
that could potentially be had.
So constantly- - There was a business.
- Yeah. - No, no, sorry.
I didn't mean to cut you off, but there was
a business to your point, that didn't change their strategy.
And they were hitting a million for about 12 years straight.
Yeah, and finally, when they came over,
they were asking the question of like, "Well,
what do we need to do different?"
And that was exactly it.
It was like, "Well, what have you been doing previously?"
Well, this is all we've been doing.
We haven't really thought differently about it, okay?
They didn't have a growth mindset.
They didn't really have a goal to go after.
They didn't really think about it that way.
They were just like, "Well, we're just kind of going
for it in general, and hoping for the best."
We're hoping for the best, gave them 1 million
over the course of 12 year or every year thereafter.
So all of a sudden, when we readjusted their strategy,
we had a conversation. - Yeah.
- Within two years of working with them,
they're getting ready to hit seven.
- Yeah.
That's amazing.
That's incredible. - That's it.
It's all it took. - Yeah.
And you know what's interesting,
readjustment is you get the,
if you break down paid advertising,
a lot of people think, you know,
"Well, it's about quality score and click cost.
And you know, particular kid,
when was the last time we talked about that?
And I don't say that as if we don't care about that.
That is absolutely something that's part of the metrics,
but it fundamentally doesn't move the needle in a big way,
the way some other data points.
If you back out setting up a strong strategy
for a paid advertising campaign at its core,
what would you say, Bosco?
I'm gonna flip this question.
What would you say is the most important things
that you wanna make sure you have a clear handle on
to set up a paid advertising campaign effectively?
- There's gonna be a few factors
that I'm gonna take in consideration with a business.
First of all, we want to know where you're located, right?
We take in consideration of the market, right?
I talked to a client recently about the TAM
or Total Addressable Market within the area, right?
In a given area, now,
there are some businesses out there, I get it.
You are in an area
that doesn't have a very big population, right?
You don't have a lot of competition.
So that's gonna change
how the strategy is taken into approach.
Or you're gonna be in the LA market, right?
Houston Metro, right? - Mm.
- We can keep going to all these larger populations
over a million people.
Well guess what, your competition's gonna be
a lot more aggressive, right?
So there's gonna be, in terms of what we're gonna be going
after and targeting, now we have
to first factor in what's gonna be your budget, right?
What are you comfortable with in spending
that you can actually go after this target?
Because we know when we operate with data, we know
that there's certain things that we can take
into consideration, right? - Yeah.
- So, for example, an average cost per lead.
Here's what we could potentially expect with that,
but we know it doesn't stay perfect.
We know there's gonna be ebbs and flows
with your CPL, right?
And that's kind of our measurement that we talk about.
So going back a little bit,
we look at the population in general right now,
for new businesses that are starting
in a pretty dense population,
you're gonna be paying a little bit more, why?
Because you're going into people that are well-branded.
So, from first and foremost,
we start looking at the population or geo that you're in,
now if you've been in business for a while, great.
And then key factor here is, if you've been in business
for a while, one thing we're gonna be asking
for you from you is gonna be a retained client list, right?
It's very key that we get that as well.
You're gonna be hearing that from us time
and time again about a retained client list.
There's a purpose for it. - Yeah.
- We need to know, first and foremost,
where your clients are coming from, why?
Because if we can keep hitting those areas
with your business advertisement, okay,
there's a greater chance that we've seen with data
to support that you pay a lower cost on the lead as well
as you have better conversion
because you're more recognized, right?
So what you're doing is you're building up your market
within the TAM area, or total addressable market.
So you're building up your business from there.
So, first and foremost, we're gonna look at your geo.
We're gonna try to understand what your budget is
and give you a recommendation based
on the desired goals you're going after
and the needs that you need to hit, right?
And there's gonna be some adjustment that needs to be made.
- Yeah, so if you break it back,
you peel it back to those goals, right?
It starts there.
And everything you said flows from that.
That's one of the reasons, again, it's never too late
to still establish an annual goal though,
even if you're in January, February, March of 2024, put
that goal together, you know,
in the following year, put that-
- Pen to paper. - Pen to paper.
If it ain't written, it ain't strategic,
as one of my wonderful trainers has said over the years,
"If it ain't written, it ain't strategic."
And so shout-out to Rory Clark there.
But you want to make sure that that goal is written down
and math it backwards.
If you're at 1.7 million
and you're trying to get to 2.5, what's the delta there,
right, what's the gap that you're trying to fill
and how are you planning to fill it?
Are you adding service lines?
Are you adding trucks?
Do we just need more from the areas that we're in?
Can we get more from the areas that we're in?
That's where your marketing partner comes into play
to be able to make sure that we're providing the options
that are available to us.
Now, those options may not always be directly correlated
to a one-for-$1 to go get a lead, right?
- Yeah, yeah. - Go get a lead,
because as we know, not all leads are created equal.
You have leads that are high-quality, high-intent people
who are really looking for your business,
and you have people that aren't, right?
And those are all gonna flow through.
So you have to take that into account.
But what you really wanna start with is that goal.
What are we trying to get to?
What's our average ticket?
How many leads realistically do we need on
that average ticket to be able
to generate the $2.5 million
that we're trying to get to this year, right?
That's gonna give you a lead count.
Then you take that lead count and break it out by month.
And then every month, how many leads do you
realistically need from all of your sources
to be able to hit that?
Now obviously, your conversion rates are gonna play
into factory here, right?
When your CSRs pick up the phone, what's their percentage
of those phone calls that are turning
into booked appointments?
And what percentage of those booked appointments are turning
(chuckles) into booked jobs and booked revenue?
Those are two super-important conversion metrics
that you wanna be tracking
'cause if you don't, you're missing a fundamental lever
that you can pull, right?
- That right there, I think you paused
for a second and really hit on that.
Business owners, for anybody that's listening out there,
you have to take that in consideration.
If you haven't already, you have to remember
that there is a, what we call the three-point process
in terms of what a client is seeing, right?
Okay, one factor is gonna be your digital marketing, right?
The idea is that we get the ads out there.
Anybody that you're working with, your ads are out there.
So to stop on that point, I really wanted
to make sure we got this 'cause it's really crucial.
Okay, once the ads are out there, the goal is
to get them to call your business.
Great, they've called your business, that is step one.
It is complete, it is now up to the CSRs to really ensure
that they book that call.
And in some cases, it could be a price shopper that happens,
tire kickers as we call 'em, right?
I've heard that before.
I understand it, right?
But the CSR is gonna work really smart
and hard on this part to make sure that they can book
that job for the techs to go out.
That's number two.
Number three, tech goes out.
Now that's a service check, right?
We're coming out to do a service check
and then give you an estimate,
okay, the tech's gotta work hard to close it
and collect that revenue and do the job.
That's number three, so the two factors
that are very crucial to the success of a business is going
to be the CSR and the tech as well, right?
So the three-step process there.
- Three-step process, man.
- So important, right?
Because those are all, think of them as three levers
that you can pull.
Three levers that you can pull to A, get more calls.
But it's not just about getting more calls.
I hear this all the time. I just need more calls.
I need more calls, and I dig into the business backend
and it's like you...
We can actually not have to spend more money
and we can book more calls by simply changing our process.
Again, growth mindset even by 10%.
10% to take, I get 100 calls and even if I'm at 30%
of those 100 calls turn into booked appointments,
that's 30 calls that are 30 booked appointments, right?
There's 70 there.
Now, the question often is, again,
what do we tell ourselves, right?
We can think, "I need more calls,"
and then all we think about is
how I need more calls rather than
how would we think about that differently?
How do I get that 30% conversion rate to 50?
Now you're solving a different business problem
that has way more ROI
than just simply pouring more money
into getting more leads, right?
Because it's not always a lead problem.
I found that time and time and time again
and the business owners who take those
other conversion points seriously,
we have businesses that are converting 70
to 75% of those calls, if not more, into book appointments.
Think about that, you have 100 calls coming
in a given month, you're at a 30% booking rate.
That's 30% of those calls.
That's 30 booked appointments for your techs
to go out on.
Change it.
Now you're one of the businesses
that have a 70% booking rate,
that's 70%.
That's 70 calls outta those 100
that are turning into book appointments for your technicians
to go out on.
Holy cow, Batman, like that's huge.
So that's super important to keep in mind,
especially as you're setting up your thing.
Now, you mentioned two other things I don't wanna touch on,
and we're totally gonna have to dovetail this
into the next step is, (laughs) so-
- That's a good thing though.
That is a good thing, that's why we do these podcasts.
It's because of this. - It's so good.
And now you mentioned the strategy behind location.
There's two types of areas that you tackle.
There's areas where you do business
and there's areas where you don't.
There's areas where you're known
and there's areas where you're not.
There's areas where you're known more than other areas
where you're not as well-known, right?
So yeah, just picture that contrast,
areas where you're known, right?
You go to a party and you know everybody, right?
Who's- - Oh, I like this.
- Who's willing to,
and Siri is totally catching onto our conversation here,
who is... (Nicholas laughs)
You go to a party
and you know everybody, you can go talk to everybody.
People refer you to everybody, right?
You're well-known like it doesn't,
there's no resistance to people coming up to you.
We call him JRP, where...
(both laughing)
Speaking of which, you said you had to say something.
You have to remember to say that at the end.
I don't know what it was but the...
So you go to a party where you're well-known versus a party
where you're not party, where you're not, you're having
to work a lot harder to get people to talk about you
and to get you out there, right?
So there's two different strategies which we'll talk more
about on the next episode.
The first one though is
to make sure your paid advertising strategy is dominating
and fully saturating those places
where you're well-known, why?
Easier to get jobs.
It's cheaper to get jobs there than the areas
where you're not as well-known versus the areas
where you're not as well-known.
You're gonna wanna send a microphone into that party
to let everybody know who you are
and what you do and what you're about.
So they're primed for that opportunity.
So it's a very different advertising strategy
that we'll talk about more on the next episode.
- And everybody says to me,
and I, when I talk to business owners,
they always tell me why service all of this area.
I said, "I understand that."
But when we get that retained client list
as an example, right,
we start to actually understand how their market is working
with their business and working for them, right?
All of a sudden, we see, for example,
we're gonna use the area that we're located in currently.
For example, Santa Clarita, right?
Let's use Santa Clarita as the example.
Maybe I'm well-known in Santa Clarita
but then I go look at Riverside,
and I'm not well-known over there,
but I go, 'Why I service all the way up from here
to Santa Clarita all the way down to Riverside,"
because I'm just massive.
That's what I wanna do
but nobody knows me really in Riverside yet.
But I say I service it because I say I service it
because I know I can.
But it doesn't mean it's the right move to make.
You gotta make your dollars work for you.
You really need to in a business world, right? Right.
So that retained client list is going to feed into that.
All of a sudden I'm gonna see, wow, Santa Clarita's
where all your customers are coming from.
Let's start marketing there and guess
what's gonna happen, right?
Lower cost per lead in the long run, you're starting
to get a better ROI or cost per acquisition.
- Yeah, boom.
- I need the clap thing at the end.
I'm so bad at this. (Nicholas laughs)
You know, the little... (cymbal bangs)
There we go, you have that.
- Yeah. (laughs)
- All right, rounding out the 100th episode
of the Sharpest Tool.
- Ooh. - Some fireside chat here.
And we gotta carry this into the next episode.
It's funny, we have this, I'm looking at like kind
of our plan and we got some of the plan in there,
but then we totally went an awesome direction
that we're gonna have to carry some
of this over into the next episode.
So, yeah, there's definitely some more fire to come.
Anything, last comments on the 100th episode here, Bosco?
- You need to tell the audience how JRP was formulated.
Now, we talked about this on the episode.
I was introduced on that you were gonna talk about this.
So we've got a few minutes here.
- Fair point. - I want to hear
and they want to hear- - Fair point.
- How did JRP come about?
How did it happen?
- Okay, let's go, all right, all right, fine, Fair point.
I did call that out in the first episode.
If you kept listening, you would hear
the JRP comment, okay, so funny story.
When I first started at Scorpion over 10 years ago,
the fashion statement, mind you,
this is not JRP statement,
this is fashion statement, at the time-
- Coming from us wearing the shirts right now.
(both laughing)
- Was, the business casual thing to do was wear red pants.
That was like the big thing, right?
So I got, when I started working at Scorpion,
I had like blue pants, I had green pants, I had red pants,
and then you have jeans and everything.
And I was like, you know what I'm gonna massage
the workforce in with the pants.
I'm not gonna go straight red.
I was like, "I'll start with blue, it's close to jeans."
And people accepted it, right?
And then I was like, "Okay, I've been here long enough.
I think it's time to break out the red pants."
So I pull, I wear red pants to work one day,
and our CEO calls an all-hands for all
of the account management team in his office.
And the minute I walk in,
of course, it's noticed, it's red, they're not blue, right?
And so, he just shouts, "Joshy red pants."
And... (both laughing)
So it started off.
It started off as Joshy red pants.
And then everybody just started Joshy red pants.
Joshy red pants. - Yeah.
- And then it became JRP, which got shorthanded
to some people were like Jerp for a while, you know, JRP.
But JRP just stuck as the acronym.
So if I ever go personally public at some point,
JRP will be my stock ticker, you know?
(Nicholas laughs)
But that's the story behind JRP.
It's all about red pants and eventually, red pants,
you couldn't find 'em anymore in the stores.
They kind of died off as a fashion thing.
It was there for like five or six years
and then kind of went away.
So kind of a bummer
'cause the red pants definitely made a statement,
but that's where the name came from.
(speakers talking over each other)
Josh Red, that's where that came from, so there you go.
- There you have it, man. - Fun fact for the day.
- Well, thank you.
Thank you for sharing that.
I'm sure everyone's appreciative.
Now we know JRP, the history of it.
Now y'all know where it is, so if you see me
at the conference or anything, you can call,
you have permission to call me JRP.
All right, everybody, I appreciate your time.
Thank you for tuning in for this episode of the Sharp Tool.
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definitely hit the Like button,
pound that Subscribe button like you mean it.
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you're listening to what you're like,
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We really appreciate everybody listening, all the support.
Until next time, we'll catch you then, thanks.
- See ya. (upbeat music)