Doing profit models and I want to understand what is Good, Better, Best for Profit Margin ranges. Based on my research. 20-30 is Good, 31-40 is Better, 41-50 is best. Just want to get ideas and feedback on this. Thanks.

Hey everyone! I’m going LIVE today at 3:00 PM CST for a free private training called: The Four Enemies of Owner Freedom If you own an appliance repair business and feel like you’re working too much, carrying too much yourself, or wondering how to finally build a company that can grow without needing you involved in everything, I want you on this training. I’m going to break down the four things that keep appliance business owners overworked, underpaid, and trapped inside the businesses they created; and show you what has to change to build a company that makes more money while needing less of you. Even if you’re already inside the Appliance Business Academy, I want you there. We go LIVE TODAY at 3:00 PM CST. 👇 Save your seat here: https://outofthetruckteam.systeme.io/webinar Come ready to take notes. I’ll see you at 3:00.

What's your biggest bottleneck right now? That's the focus point.

I want you to think about something for a second. If a $500,000 opportunity walked through your door tomorrow, would you actually have the time to pursue it? Imagine a property management company comes to you with hundreds of units. Or a builder wants to talk about a partnership. Maybe there's another appliance company for sale in your market, or an opportunity to expand into another location. Could you stop what you're doing and pursue it? Or would you have to say, "I don't have time. I've got six service calls tomorrow. I need to order parts. Somebody called out. I've got three customers I need to call back, and I still need to figure out the schedule for Thursday." That's the problem. Your business can be profitable and still have a major bottleneck: you. A lot of appliance business owners are really good at their jobs. They can diagnose the refrigerator, handle the upset customer, order the right part, answer the phone, schedule the route, make the sale, and solve just about every problem that comes through the door. And that's exactly why it's so easy to get trapped. Because every time something needs to be done, the fastest answer is, "I'll just do it." But eventually, being good at doing everything becomes the thing that keeps the business from growing. So here's something I want you to work on this week inside your business. Find ONE thing you're currently doing that somebody else could do at 80% of your ability. Just one. Train them. Document how it's done. Give them ownership of it. Then resist the temptation to take it back the first time they don't do it exactly like you would. The goal isn't simply to get something off your plate. The goal is to build capacity. Because here's the interesting part: what are you going to do with the time you get back? If you delegate two hours of $20-an-hour work and then spend those two hours scrolling Facebook, nothing really changed. But if you take those same two hours and pursue a property management relationship, meet with a builder, develop a commercial account, build a strategic partnership, or investigate another market, now you've exchanged lower-value activity for higher-value opportunity.