the Site Visit

Buildex 2024 D1E6 | Transforming Urban Landscapes with Tanner Uzzell, COO-Regional at Horizon Contracting Group

February 28, 2024 Andrew Hansen, James Faulkner, Christian Hamm
Buildex 2024 D1E6 | Transforming Urban Landscapes with Tanner Uzzell, COO-Regional at Horizon Contracting Group
the Site Visit
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the Site Visit
Buildex 2024 D1E6 | Transforming Urban Landscapes with Tanner Uzzell, COO-Regional at Horizon Contracting Group
Feb 28, 2024
Andrew Hansen, James Faulkner, Christian Hamm

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Discover the dynamic fusion of leadership, vision, and industry evolution with Tanner Uzzell, COO-Regional at Horizon Contracting Group. Recorded amidst the buzz of BuildEx Vancouver 2024, our conversation uncovers the secrets behind Horizon's remarkable growth. Tanner shares the frameworks of a company culture that thrives on autonomy, celebrating the individual's power to shape the organization's trajectory. As we navigate the complexities of staff turnover and HR management, Tanner's insights offer a masterclass in balancing a diverse portfolio of construction projects with the reliability of service offerings. 

Step into the rapidly expanding world of Horizon Contracting Group and witness how a medium-sized team transformed into a powerhouse of 200 employees. This episode highlights the passion that fuels the landscaping industry, with tangible results seen in the beauty of our urban spaces. Tanner and James discuss the innovative strategies Horizon employs, including an employee buy-in program that cements commitment and fosters ownership. It's a tale of strategic fleet management for large-scale operations and the fulfillment of creating lush environments against the concrete backdrop of city life.

Finally, we delve into the heart of Horizon's ethos: the unbreakable human element in a tech-driven world. Tanner spotlights the company's approach to nurturing talent from within, exemplified by long-tenured employees stepping into leadership roles. We grapple with the high cost of living in urban centers and the potential for creative housing solutions to support the workforce. As Horizon Contracting Group forges ahead, they continue to intertwine their legacy with skilled craftsmanship, community engagement, and the unwavering belief in the power of human connection within the industry.

PODCAST INFO:
the Site Visit Website: https://www.sitemaxsystems.com/podcast
the Site Visit on Buzzsprout: https://thesitevisit.buzzsprout.com/269424
the Site Visit on Apple Podcasts: https://podcasts.apple.com/ca/podcast/the-site-visit/id1456494446
the Site Visit on Spotify: https://open.spotify.com/show/5cp4qJE5ExZmO3EwldN1HH

FOLLOW ALONG:
LinkedIn: https://www.linkedin.com/company/thesitevisit
Instagram: https://www.instagram.com/thesitevisit

Show Notes Transcript Chapter Markers

Send us a Text Message.

Discover the dynamic fusion of leadership, vision, and industry evolution with Tanner Uzzell, COO-Regional at Horizon Contracting Group. Recorded amidst the buzz of BuildEx Vancouver 2024, our conversation uncovers the secrets behind Horizon's remarkable growth. Tanner shares the frameworks of a company culture that thrives on autonomy, celebrating the individual's power to shape the organization's trajectory. As we navigate the complexities of staff turnover and HR management, Tanner's insights offer a masterclass in balancing a diverse portfolio of construction projects with the reliability of service offerings. 

Step into the rapidly expanding world of Horizon Contracting Group and witness how a medium-sized team transformed into a powerhouse of 200 employees. This episode highlights the passion that fuels the landscaping industry, with tangible results seen in the beauty of our urban spaces. Tanner and James discuss the innovative strategies Horizon employs, including an employee buy-in program that cements commitment and fosters ownership. It's a tale of strategic fleet management for large-scale operations and the fulfillment of creating lush environments against the concrete backdrop of city life.

Finally, we delve into the heart of Horizon's ethos: the unbreakable human element in a tech-driven world. Tanner spotlights the company's approach to nurturing talent from within, exemplified by long-tenured employees stepping into leadership roles. We grapple with the high cost of living in urban centers and the potential for creative housing solutions to support the workforce. As Horizon Contracting Group forges ahead, they continue to intertwine their legacy with skilled craftsmanship, community engagement, and the unwavering belief in the power of human connection within the industry.

PODCAST INFO:
the Site Visit Website: https://www.sitemaxsystems.com/podcast
the Site Visit on Buzzsprout: https://thesitevisit.buzzsprout.com/269424
the Site Visit on Apple Podcasts: https://podcasts.apple.com/ca/podcast/the-site-visit/id1456494446
the Site Visit on Spotify: https://open.spotify.com/show/5cp4qJE5ExZmO3EwldN1HH

FOLLOW ALONG:
LinkedIn: https://www.linkedin.com/company/thesitevisit
Instagram: https://www.instagram.com/thesitevisit

Speaker 1:

Welcome to the Site. Visit podcast. Leadership and perspective from construction With your host, James Faulkner.

Speaker 2:

Live from BuildX Vancouver 2024.

Speaker 1:

Tanner Hello, how are you Come on? How are? You, we've never met before, until now no. So it feels very warm and fuzzy. Love it first sight. Well, you seem like a really approachable guy. Have you ever been told that before Some days? Yeah, Like good demeanor easy to get along?

Speaker 2:

I think so. Have you always been like this I try, I try Did you go through an intervention.

Speaker 1:

Someone said, no, you had to be.

Speaker 2:

No, I do the intervention, I just go hide. That's the only time. If I'm open, I'll give it to you, but as soon as I'm away, it's hidden.

Speaker 1:

So that's cool. So horizon landscapes.

Speaker 2:

Formally no. What is it now? Horizon landscape contractors. And then that was the last part. Now we've moved to horizon contracting group.

Speaker 1:

Contracting group OK, that's cool OK. It's complex, it is very complex.

Speaker 2:

And we're still in the process of making sure it makes sense.

Speaker 1:

Still in the process. Welcome to growth. Yeah, welcome to growth. Exactly so, you're the COO chief operating officer of the regional team, the regional team. So just for everybody, you took me through it before. So basically two of those. So Kelona and Squamish, yeah.

Speaker 2:

So our Cida Sky branch and our Okanagan branch Right.

Speaker 1:

OK, cool, yeah, that's cool. So what are your main? What's taking out most of your time in your position now?

Speaker 2:

Yeah, great question. Trying to support the teams to be autonomous, to make their own decisions. I definitely lead by example. I don't take over. I think that's just the general concept of the company. It's like we let people do their things and support where needed so we allow people to grow. Sometimes it's for the better, sometimes it's for the worse. To be honest, yeah, but that's most of my time is spent just supporting the teams. You know, we've just had certain people quit. It's like, ok, let's just address what we need to do, let's move on, let's get ahead of it. We can't sit there and cry about it or worry about it. It's like let's go?

Speaker 1:

So from a just an HR standpoint, do you get involved in that, or is it mostly the strategies around HR and then someone else coordinates it?

Speaker 2:

Yeah, more of the strategies around like our branch managers who run their areas. Right, so they do their own recruiting and hiring and all that Exactly, and then, when it becomes a higher level position that really impacts us, I'll get involved and say, ok, how are we going to take up this short term problem? And then how are we going to address it and get ahead of it for the future, because we still have budgets to hit. We still have things that we have to achieve right.

Speaker 1:

So what percentage of the revenue is based on project work and how much is based on sort of the recurring service stuff that you guys do?

Speaker 2:

Yeah, so I'll give you the background. There's a construction side and a services side. Yeah, OK.

Speaker 1:

But you manage both of those as well.

Speaker 2:

In our areas. Yes, ok, yeah, so we offer in the regional side it's construction, maintenance, snow and ice, so separated, we'd love them to be more like a 60-40 split, like construction, 60, services, 40. In the regional side it's not so much because we start with construction, yeah, but we're pulling that side up. In the lower mainland it's actually we're trying to get it up to more like the 50-50.

Speaker 1:

Just a construction dovetail into yes work, yes, most of the time.

Speaker 2:

Yeah, that's the whole goal of our company is like that you get the intelligence to go where they're going.

Speaker 2:

The one stop shop to try and say, hey, like we've done the install, we can maintain it, we can maintain the snow and ice, yeah. And then in the lower mainland we have other services that we don't offer in these other areas that we could hopefully piggyback or backpack into other areas like Okanagan. So that's the hope is that we can take a model, move it to each location and then, as it becomes more mature and we've got the branding and we've got the outreach and the connections, we can start to add on little pieces.

Speaker 2:

It's like oh, we want to have tree care. Ok, let's move tree care to Okanagan and start providing that service. But we've already got you know 500 connections or that kind of thing. So we definitely don't stick in the realm of you know, do one thing well, we're like let's do everything well.

Speaker 1:

Well, I mean, it makes sense. You kind of want to have all of that. You know your customer would have to go somewhere else, yeah, so you might as well just do it, yeah. And so I was looking at one thing that struck me on your website. It said like excavation.

Speaker 2:

Oh, don't look at the website.

Speaker 1:

No, no, no, no. It just said excavation and I thought, okay, so I would imagine it's basically smaller excavation stuff like Bobcats, all that kind of stuff, Not like full on hall of constructors.

Speaker 2:

I mean, I can give you the background, but like we do have an Earthworks team, you do yes. So to do Under promoted, okay, but yeah, we have an Earthworks team in the Lower Mainland. But to do like Light civil excavations Okay okay, yeah, yeah, and we're growing that team Quite exponentially. Now we just added a new excavator, 35 ton excavator, so like yeah, so you're getting into the big stuff Totally Okay.

Speaker 1:

I thought it was just more the sort of you know pre-work for putting in all of the stuff that you guys are special to.

Speaker 2:

And again it is. It's some of that like that subgrade prep, but even further. So we have a concrete division in the Lower Mainland as well that we now it's like, hey, we can do all the prep for that. Yeah, and then we can do all the concrete work Now. We're just picking up all the pieces.

Speaker 1:

Like, when you say concrete work are you talking about? Like concrete work for all of the landscaping?

Speaker 2:

So yeah, our team's amazing Okay. Architectural walls, flatwork, curbing gutter, sidewalks.

Speaker 1:

Do, you do?

Speaker 2:

any shock re.

Speaker 1:

Not right now, no, okay. No, I got some connections there for you guys. That's kind of interesting. So let's just talk a little bit about. I'm fascinated about your company. You know obviously there's a connection with SiteMax and you guys yeah. But you know, just business aside and it's an interesting, there's such a the level of it's pretty much the outside, connected to nature, going with trends of design. It's a very interesting business in that way and the type of people we're going to talk about hiring a little bit, but how people have an affinity to kind of want to work outside specifically and work with certain tools and be in a certain lane of the end is beauty, yeah, and something that and environments that people enjoy. Is that a common theme with the company in terms of you know, when you're talking to people, what the outcome is of the work that they do?

Speaker 2:

I think that's the number one thing I think you know. You compare us to any other trades Everything gets hidden. 90% of electrical gets hidden. Yeah, everything gets hidden. Painting goes inside. Nobody sees it again, other than you know. We can drive by our site.

Speaker 1:

Yeah.

Speaker 2:

And it's like I did that and people I think the people that work for us really appreciate seeing what they did. They don't like hiding a pipe in the ground.

Speaker 1:

Yeah.

Speaker 2:

Because you know it's like oh, it's there, and I'm not saying there's any downside to any of those trades, but it's just a positive uptake for you guys in terms of value proposition. It's great, yeah, and I think we could do a better job in promoting what we do and how we do it, but I do think the one thing that separates us is that we do have that. Hey, you can see what you did at the end of the day.

Speaker 1:

Yeah.

Speaker 2:

Your hard work has paid off, and so does the.

Speaker 1:

so what is the total head count of everybody in all of the divisions and all of the different locations you guys have?

Speaker 2:

So the rough and dirty, like we, I'll give you the rough from 2017. So 2017, we were like 50 people full time, 100 people summer yeah, because we had the watering side and everything. Yeah, right now, with what we've added, we're looking at about 200 regularly.

Speaker 1:

Yeah.

Speaker 2:

It's exponential. Well, that started in 2017. Ok, and in 2017, I'm not going to toot my own horn, but that's when we started to see the sky and that's kind of when the whole thing took off. And, if I can give a backstory, mike Dordy, who's the owner, ceo, whatever you want to call and he basically has always preached the model of this is what we need to do. We need to build a business that can keep people employed their whole career. Landscape won't be it. Landscape's not going to do it, because your body will run out on you.

Speaker 1:

I see you will not keep up it.

Speaker 2:

So maybe there's something else. Maybe there's excavation, ok, of earthworks, maybe it's running machines, running trucks Now we've got HydroVac trucks, you guys saw the HydroVac trucks.

Speaker 1:

Yeah, totally, it's Vakterra.

Speaker 2:

Vak no Brandy is a company.

Speaker 1:

Oh, it's Vakterra.

Speaker 2:

Yeah, so like the little background is I like the Terra Terra?

Speaker 2:

yeah, Very nice, very nice and so that's his vision. And then mine is basically like I feel like I kind of put it on steroids and I say like if you work yourself over the job, you're never out of a job. So everybody I manage I tell that I said like your job is great, but you could be in If you want we can move you. Just because you're a branch manager and I'm above you and I'm the only person, doesn't mean we can't, in five years from now, be in a different position. So like I promote different because I see so many people holding their positions, it's like you're holding yourself back.

Speaker 1:

Right, that makes sense.

Speaker 2:

So my thing is all is like let's push the envelope as much as possible and see what's possible. And so from 2017, you go see the sky. That's construction maintenance, snow Nights 2018 was tree care in Earthworks. 2019 was concrete, woodwork, hydrovac. And then we started our buy-in program for our company, the which Buy-in program, so we're 25% owned as well now.

Speaker 1:

Oh, I didn't know that. Oh, that's cool.

Speaker 2:

Sorry, I'm just throwing it, yeah, yeah. And then 2020, we went to Okanagan, and then 2023, we bought Cassian, which is a Snow Nights company. We converted Hydrovac into Vacteria and now we're here.

Speaker 1:

So when you say, that this Snow Nights it's like ice prevention and mitigation, and then snow removal. Okay, do you guys have all the trucks with the oh yeah, all the stuff? How many vehicles do you have out there?

Speaker 2:

I think we got like 50 in the fleet right now Too many probably more than we actually want.

Speaker 1:

Leasing companies must love you guys huh, love us. They must love you. Love us, yeah, get lots of nice dinners from those guys.

Speaker 2:

They're all assets. No, they don't give you nothing.

Speaker 1:

No, no, because you could probably lease on it we gotta do a better job yeah we gotta do a better job you do. You gotta get. Yeah, You're a good customer.

Speaker 2:

Yeah.

Speaker 1:

Yeah, that's cool. So when you, what is that? Is that mindset of let's get back to the sort of the working outdoors, the result of mostly on the construction side, obviously on the service side, I guess there's sort of the maintenance.

Speaker 2:

Snow Nights is part of it.

Speaker 1:

Yeah, but I was just thinking of, like I used to live down on Marina's side, in the water there and you'd walk through those gardens, for instance, there's people working on that stuff and sometimes they're changing the rock work. That is that on the maintenance side. You guys would be doing that, yeah, and I would always watch the people doing the thing that they do and they all seem to be kind of like in harmony with it and just loving being outside. They got the tarps where they're putting all the leaves in and tying them up and taking them away. That's all your stuff on the service side.

Speaker 1:

Yeah, that's really cool. I think Is there a certain kind of like a bohemian kind of thing where you got a culture of the outdoorsy people who like that and just want to be in nature. Not in nature, I mean, most of the time you're in a concrete jungle, but you're creating beauty within it.

Speaker 2:

Totally, and sometimes I think people just even had enough that like I've been sitting in an office, been doing this and it's like I just want to get outside. That makes sense, like literally until it hits winter. And then they're like it's like 50, 60, 100 mils and you're like, oh, okay, maybe 100 mils.

Speaker 1:

Maybe it's too gray. So how is that? I mean, is there a transient like? Is there a regardless if you're going to have some people that have been with you for a while? But I mean, is there that seasonal part Do you actually do? Are there job descriptions when you're hiring? Are they for an only period of time, or are you trying to hold them in and then move them somewhere else in the company?

Speaker 2:

As a very simple thing, we have like our watering division and that would be seasonal. 100% seasonal Maintenance in the lower mainline used to be seasonal.

Speaker 1:

Like Vancouver, has got the watering covered.

Speaker 2:

It's on the winter now I mean summer, now it doesn't have, it's like in the summer it must have watering trees.

Speaker 1:

Yeah, what was it? Yeah, so do you guys install the technology that has those bags around the bottom of the trees? They're just cheap, they're just bags.

Speaker 2:

That's all they. But didn't that guy? Was then he on Dragon? But he was on Dragon's Den, wasn't he? I'm sure somebody made that.

Speaker 1:

But you guys installed it. Why don't?

Speaker 2:

we think of that. We're in the industry, we should be coming up with stuff. I know we don't have time to actually do it, but there was everywhere.

Speaker 1:

Now then, yeah, oh yeah, gator bags, gator bags. Yeah, yeah, that's totally interesting. Slow release watering, so they just have a tiny little hole.

Speaker 2:

Yeah, yeah, that's it. Tiny little hole, let's go fill them up.

Speaker 1:

That's crazy. Yeah, is there sort of an ethos of you know within the company, of how you feel about creating beautiful landscapes in terms of? Is there a theme there that you guys sort of get everyone to kind of buy into?

Speaker 2:

I mean the interesting side about the commercial is that we don't really have a say in the design. We do the designs built for us. We don't have like the design is there. Design is what we have to do, but definitely, like I think there's a pride, like we did. We've done jobs like Park Casino. Oh yeah, you did that, yeah, oh yeah, with the bear I'll burn the decks and all, I'll burn it.

Speaker 2:

That's going up on Georgia, just on the backside there. Yeah, that job, like we've done the Vancouver Galleries and the you know we've done them all and it's just now we're doing some stuff in Kelowna. That's like over the water and people are like this is my view every day from the office. You know, it's like I think that's more. It is just I think it's just more the longevity of what we're able to create. But then I also think there's a backside of like what is the company vision? What can I provide to that vision? You know, like in our purposes, creating opportunities for our people in our communities, if anyone can be a part of it, that's great.

Speaker 2:

I think people can buy into something bigger than themselves and that's what we do.

Speaker 2:

And so we try and quantify the opportunities we're creating for people right, and that's with even the list of different companies in different areas. Like those are all opportunities have been created by people in the company or outside of, and we've been able to move people into different locations. And I think that's it. It's like what we do is just part of the piece, but what we're trying to do is create careers and like growth for our people to thrive, whether it's having families buying houses and stuff like that, and in this nature it's hard to do, but I think that what we do is just a part of what we're trying to achieve for our people. In all honesty, like it's more about the people than and we're not perfect at it, but I think that's what drives us is like, what can we do to give ourselves more people that can be in better positions for themselves, for their families, for anything healthy, wise, whatever? I think that's the basis of what landscape means to us, or that world of construction means to us.

Speaker 1:

Do you find that being the positions you have in Vancouver versus some of the other areas? Maybe this is just an analysis on your side with your colleagues, but is the prices of living in Vancouver and all that just must be crazy for some people, because everywhere Squamish is horrible.

Speaker 2:

Squamish is horrible. Squamish has just gone bananas, right yeah, it's horrible.

Speaker 1:

It used to be affordable and now it's horrible, it's more than Vancouver, in both places. It used to be like the island, and now it's surpassed. The island. Yeah, totally and now it's like Victoria.

Speaker 2:

Yeah, totally. It's a bit hard. And now we're even looking at can horizon at one point, own property where we could have subsidized programs where they could rent and we could have our staff live there. Like we're even looking at different industrial space. We rent a space in Squamish. We're like we need to own something so we can be in control of our destiny. And so can that destiny look like it has four units above where we could have four staff live with their family part time to get their feet on the ground so they can move out. But that's what you have to look at now.

Speaker 2:

It's like that's a realistic model that's going to come into fruition.

Speaker 1:

Do you think that's happening in multiple places, probably like in Whistler kind of started it.

Speaker 2:

So Whistler has like WHA, a Whistler Housing Authority. That's kind of a subsidized program that you go on the list, but I think it's going to start happening. How does that work, do you know? How it works oh yeah, I live in Whistler.

Speaker 1:

You did. Okay, so I do so. If you work in Whistler and you live in Whistler, you get some kind of a subsidized. How does it work? You sign up. It's literally like a. Is it a tax break, or do you actually have to? It's a seniority list.

Speaker 2:

You're on the top and a place comes up that's under WHA, that's been owned by WHA. A builder would have built 50 units, given five to WHA or 10 to WHA, or built the whole place for WHA, and then they'll get it at a subsidized cost. So the builder will get paid X, you know, per square foot and then they'll be able to sell it for, instead of it being 1.8 million, it'll sell for 700. Oh, I see, but it'll never go, it only goes up with the market.

Speaker 2:

So there is no upside other than you get to live, play and work in Whistler. Oh, I see. So there's a downside.

Speaker 1:

There is it's not the market Right, because it's not going to.

Speaker 2:

So you're on the top, so you're on the top. So you're on the top, so you're on the top.

Speaker 1:

So you're on the top, so you're on the top. So you're on the top, so you're on the top, so you're on the top. No, so you're not going to get the big lift, but you get to live there. Right, that's good, that's kind of cool, so you do own it, but it's just a lower yeah.

Speaker 2:

Totally, totally Right, and it's just based on turnover, though, like it's not, like it's just as they turn over, you might get the chance to own it. If you're highest on the list, then you get a chance to go after it, and whoever's number one, they get it.

Speaker 1:

Wow, yeah. And then there's the big deposits the same thing as regular real estate. Same shit yeah.

Speaker 2:

OK.

Speaker 1:

That's pretty cool. Yeah, I really like the. I know I keep talking about the sort of romance about working with, like I feel like you want a job. Oh no, no, it doesn't mean that it's just I want a job, it's more of we are hiring, by the way, are you? Yeah, so what are you hiring? For? Many different roles actually. Are you, yeah, and how do you find these people Internally, externally? Must be a lot of referrals, though Internal referrals.

Speaker 2:

Yeah, I mean internally, we try and find.

Speaker 1:

Especially for the seasonal stuff.

Speaker 2:

Yeah, no, but like internally would be example, we have a project management role coming up in Okanagan.

Speaker 1:

Yeah.

Speaker 2:

And we post it internally first and then externally second and we've had an internal hire 10-year person field has put interest in and they're going to be moving up to the Okanagan.

Speaker 1:

Oh nice, ok, that's cool. So it's like the next step they're doing the jump.

Speaker 2:

Your opportunity, right? Thanks, yeah, yeah.

Speaker 1:

Like that's cool.

Speaker 2:

There's a labor position as well.

Speaker 1:

Now, in terms of, can I just ask you some technical things? Yeah, when it comes to, are there design trends and stuff going on in terms of what kind of trees, what kind of like is that? Constantly? You guys have to stay up on what those latest things are, because obviously you have to figure out how to use them, because every plant is like a tool, right, and it comes with an instruction book. You got to know, is there different types of soils, different types of stuff you got to do? I mean, is that a big thing in your business?

Speaker 2:

I think, to say it without getting anybody mad, we are kind of in control of the install. Ok, we don't really decide the design. We try and give our best opinions on what we see and our experience of over years. Like, hey, should we put this tree on top of a rooftop on the 20th floor? Yeah, roots can be nasty. In 10 years we'll be ripping that out. We'll be coming back to fix it. That's not really like. But that is kind of the model and we can't really drive the trend of what the model is doing. But we can say, hey, we know this is not a good thing and it's tough because we don't have control of that design issue.

Speaker 2:

But we can definitely educate and say, if you have been to Park Casino up on the 4th, 5th, what's the podium level there?

Speaker 1:

7th, like where the pool is, you mean?

Speaker 2:

Yeah, and all the big mature trees, like in time In time those trees will be another 20 feet high, yeah.

Speaker 1:

And that's basically what happens, though, right? Yeah, there's a building in English Bay that has a tree on the top. Yeah, you seen it. It's in a basin, ok, and I'm like that's been there for 30 years.

Speaker 2:

It's.

Speaker 1:

OK, it is. Did they put? Is there something like a copper lining or something that makes the everything not want to grow?

Speaker 2:

no, no, no there's no thing in reason.

Speaker 1:

Oh, really crazy.

Speaker 2:

Okay, I thought it was some like Secret yeah caramel secret, and sometimes I'd say, hey, just put a nice, you know something pretty as a tree, not not a tree. Put a Copper cut out of a tree and maybe that's the better.

Speaker 1:

But well, they have those. Um, I don't you've seen on gravel in that retirement community. It's like 49th, 49th and gravel have those white. Yeah, yeah, they're like, they're like sculptures, yeah, but yeah, problem is they don't need watering, so they're not, they're not.

Speaker 2:

I know they don't really as much as I want to work myself out of a job. It's not really the crate opportunity I'm looking for.

Speaker 1:

So I mean, this is, you know, kind of like a short podcast. We here, we have here, but I just wanted to get you know. Just a final thing is is like you know what is the? What is the sort of the pitch to hiring, what do you guys, besides the sort of you moving through careers and that career path that you were talking about earlier, what is the main thing that you're the sort of pitch of? You know why to work at horizon?

Speaker 2:

I honestly think, like Horizons created a vision for the company and I truly think, like I've owned my own landscape company in the past, and you know I'm like, oh, why didn't people jump on board? And it's like you know they're just doing a job, yeah. But I do think, if we can create, which we're doing is creating a vision for the people for the future, whether it's through buy-in, through through revenue, which means more opportunities to Grow, and I keep going back to that like opportunities for our people and communities. So like, yeah, what we need to do is create that vision for them to see, so that they can get in and get the time in to see that, hey, they could be a part of that. Yeah, and if you're a part of something bigger than yourself, I think it's easier to get on board. And that's kind of our goal is to continue pushing that. It's like, hey, we want to get our buy-in to 50% of the company by 2030.

Speaker 1:

Is that okay? Yeah, yeah, okay, that's cool so how do?

Speaker 2:

how do we do that? Well, we need more people. It's funny because other people like how do we get more autonomous? How are you get more AI? We're like I guess we need more people.

Speaker 2:

Yeah because our business is, at this point, isn't replaceable from human work. So we're going to have to look at how do we get more people bought into the concept of what the vision could be for this company, right, and that'll keep them all keep molding and changing and, like I said, I think it's just creating that vision for people to really get excited about and being up and wanting to be a piece of it.

Speaker 1:

So to see over the horizon, there it is. Oh, buddy, do you use that?

Speaker 2:

No From the ground up, free from the ground up. From the ground up I like those new horizons at home.

Speaker 1:

All right.

Speaker 2:

Senior's home. You stole it.

Speaker 1:

Yes.

Speaker 2:

You took that one. All right, Tanner.

Speaker 1:

Well, this has been awesome. Thanks for coming down here. We appreciate you Business you guys have done with SiteMax so far and we'd like to continue to grow our relationship and maybe we can talk on a longer podcast again. That'd be great. Yeah, let's do it. Awesome, all right. Well, thanks for coming down. Thanks for making me a celebrity. You are a celebrity. It's awesome. Thanks, all right. Thanks, man. Cheers, cheers, cheers. Well, that does it for another episode of the Site Visit. Thank you for listening. Be sure to stay connected with us by following our social accounts on Instagram and YouTube. You can also sign up for a monthly newsletter at sitemaxsystemscom slash, the Site Visit, where you'll get industry insights, pro tips and everything you need to know about the Site Visit podcast and SiteMax, the job site and construction management tool of choice for thousands of contractors in North America and beyond. Sitemax is also the engine that powers this podcast. All right, let's get back to building.

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