Tuesday, September 28
Virtual Workshop
Agenda
1:00PM – 5:00PM EASTERN (10:00AM - 2:00PM PACIFIC)
Flat hourly pay has a built-in ceiling. A technician who’s twice as effective as the person next to him earns the same paycheck, and eventually he notices — usually right before leaving for a shop that pays on commission or bonus. Losing your best people to a pay structure you could have changed is an expensive lesson.
The fix isn’t simply adding commission on top of what you already do. Brad Barron works through how to build a performance model that rewards the behavior you actually want — quality, close rate, and customer experience — rather than raw volume, which is the unintended consequence of too many pay plans. You’ll also learn about the part owners tend to skip: setting pricing that is able to fund the pay plan. Build the compensation on top of prices that can’t support it and it falls apart within a few months.
Finally, Brad will share the best way to rollout your new pay plans – a strategy that will keep everyone excited to start increasing earning, and not start looking for another job.
Key Takeaways:
- Why flat hourly pay caps performance and pushes your best techs out the door
- Building a pay plan that rewards quality, close rate, and customer experience — not just volume
- Making sure your pricing can actually fund the pay plan
- Rolling out a pay change without triggering an exodus
Who Should Attend:
Owners, general managers, sales leaders, and the finance or operations people who own how the company pays.
Presenter
Brad is a graduate of the University of Washinton (Seattle) with a degree in engineering. Prior to joining the Barron Team, Brad worked as a consulting engineer, eventually earning his Professional Engineering license. After a half-decade of consulting, he spent another five years as a sales engineer then engineering manager of a four-state territory, including Washington, Idaho, Montana, and Alaska. During his tenure as an engineering sales manager, Brad's northwest team led the company in specification approvals and sales growth.
In 2017, Brad joined his father John at Barron Heating & Air Conditioning, Inc. as the Business Development Manager. During his time in this role, he led Barron's expansion into Electrical, Solar, and Plumbing - after which the company was re-branded Barron Heating AC Electrical & Plumbing. Recognizing the growing chasm of Baby Boomer retirements with few Millennials and Gen-Z-ers entering the trades, Brad spearheaded the development of the Barron Technician School (now WholeHome Academy). This in-house, 15-week intensive HVAC program has graduated three-dozen licensed and certified HVAC Technicians and has significantly helped Barron's growth through the COVID-19 pandemic.
Through his career at Barron, Brad has worked as the Business Development Manager, Director of Operations, Chief Operating Officer, and now Chief Executive Officer & Partner. Barron Heating AC Electrical & Plumbing's growth has been 100% organic - Barron has never acquired a trades company nor partnered with private equity. To this day, Barron remains debt free with a healthy cash reserve to continue on its multi-trade growth trajectory.
Brad is an adamant believer in his grandparent's (and Barron founder's) philosophy of "when you bless others, you in turn are blessed". He has a passion for sharing best practices and growing leaders - from sales and marketing to operations and finance. There is no need to re-create the wheel - Brad embraces a culture of equipping people with the tools and training to get the job done while advancing their careers and businesses. We don't need to do it alone!
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