At a point in time, we wanted to grow the company from 47 stores to 100 stores. We were trying to create a strategy to do that. And I’ll never forget, a mentor of mine said, “Always work with the end in mind.” So, kind of work your problem backward.
And that was probably the most insightful advice I ever got. He said, "You want to open 50 stores? How many technicians is that?"
I said, “100, 200…”
He said, “Who’s going to hire those 100?”
And I was like, "Uh ... me?"
He said, “You can’t do these 50 stores and hire these 100 or 200 people. So you obviously need a recruiter. How many recruiters do you need to hire 200 people?”
I’ll never forget, a mentor of mine said, 'Always work with the end in mind.'
It was pretty early on, but that was kind of a lightbulb moment of, rather than just running into battle without a plan, [learning to] take the time to think with the end in mind – and work backwards.
One of the mistakes we made early on was [just] running, making mistakes, learning from them and figuring it out. And I think that as we’ve matured as a business, we’ve learned to work to the resolution, toward where we want to be – and then create the plan to get there.
We have 200 stores now, but the lesson is relevant to every aspect of business, whether it’s growing stores or just growing a successful business, period.
As the business matures, you have to make the decision to, rather than running into wars, to strategizing the battle before running in – and that includes setting new goals. It applies to just about any aspect of life, really.
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Pictured: Justin Wetherill. / Photo courtesy of Justin Wetherill.