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contents<br />
FEATURES<br />
6<br />
Aerial<br />
Advantage:<br />
Companies like Lucid Drone Tech<br />
in North Carolina supply drones to<br />
take lifts and other machinery out of<br />
the pressure wash equation, saving<br />
companies workers compensation<br />
costs and making them more efficient<br />
and less reliant on human labor<br />
23<br />
Winter is Coming:<br />
Failure to properly winterize and store your pressure<br />
washing equipment during freezing conditions can<br />
prove ruinous to pressure wash operators<br />
DEPARTMENTS<br />
9<br />
How to be a<br />
good boss<br />
A good boss makes employees feel<br />
satisfied, productive, and valued in<br />
their work environment. They don’t<br />
behave like a dictator.<br />
4 Editor’s Letter:<br />
Hugging Your Haters<br />
12 Guest Column:<br />
Everybody Needs a Coach: As<br />
evidenced by the annual pro football<br />
draft, even the best talent still needs<br />
guidance to go from good to great<br />
16 Contents<br />
under Pressure:<br />
A look around the World Wide Web for wacky<br />
examples of pressure washing in our culture’s<br />
everyday life: Spidey-Sense<br />
Vol. 1, No. 4, Fall <strong>2019</strong><br />
Publisher: Jackson Vahaly<br />
Editor: Drew Ruble<br />
Design: Katy Barrett-Alley<br />
Pressure Wash News is published 4 times per year and is independently owned by Jackson Vahaly.<br />
All inquiries should be directed to:<br />
Pressure Wash News, 110 Childs Ln. Franklin, TN 37067<br />
jacksonv@pressurewashnews.com<br />
Copyright © <strong>2019</strong> 2 Dollar Enterprises/Pressure Wash News. All Rights Reserved.<br />
VOL. 1, NO. 4 | FALL <strong>2019</strong> | PRESSURE WASH NEWS | 3
EDITOR’S<br />
NOTE<br />
Hugging<br />
Your Haters<br />
Jay Baer is the author of six bestselling<br />
books, has founded five multimillion-dollar<br />
companies, and regularly<br />
consults iconic brands like Hilton.<br />
In the last edition of PW News,<br />
I featured Jay’s advice about getting<br />
customers to advertise your business by<br />
effectively creating word of mouth.<br />
Here I want to talk about another<br />
of Jay’s business gems -- hugging your<br />
haters.<br />
According to Baer, 80% of businesses<br />
believe they provide “superior service.”<br />
Not adequate, or pretty good, but<br />
superior.<br />
Meanwhile, a mere 8% of customers<br />
agree.<br />
Clearly, Baer says, we have a fundamental<br />
disconnect or misunderstanding<br />
about what constitutes superior service.<br />
How can you bridge the gap and<br />
actually provide superior service?<br />
Baer says it starts and ends with the<br />
concept of “hugging your haters.”<br />
It’s a business model wherein operators<br />
embrace complaints -- not just<br />
tolerate complaints.<br />
Why?<br />
“I would rather have a useful<br />
complaint than a pat on the back<br />
for something I already know,” Baer<br />
explains. “Because one makes you better<br />
and one doesn’t.”<br />
Baer says every business should be<br />
trying to triple the number of complaints<br />
about their business that they are<br />
receiving.<br />
“The only way to get better is to know<br />
the things you’re not perfect at, and the<br />
only way that’s going to happen is if your<br />
customers actually tell us,” he says.<br />
“To get fewer complaints, first you<br />
have to get more complaints. You ask<br />
people for feedback, they tell you things<br />
that you didn’t know, you fix them, and<br />
then you have less complaints. You have<br />
to know what to fix before you can fix it.”<br />
Here’s the problem. You either aren’t<br />
getting the complaints you need, or,<br />
worse, you are not embracing the negative<br />
feedback when it arrives.<br />
It’s no wonder we don’t embrace the<br />
criticism. It’s human nature. Baer says<br />
usually when someone complains and<br />
you are the owner, it feels like somebody<br />
telling you that your baby is ugly. And<br />
nobody wants to hear that even if they<br />
know for sure that their baby is ugly.<br />
How can you overcome that initial<br />
reaction? Baer says “do the math.”<br />
According to Baer, for every 100<br />
dissatisfied customers only five will<br />
complain.<br />
“What that means mathematically<br />
is on average every time somebody<br />
complains, 19 other people are having<br />
the exact same tissue and didn’t say<br />
anything,” he says. “So, what kills a business<br />
are not the people who complain.<br />
What kills a business are the people who<br />
had a problem and just disappear.”<br />
Think about it. People who complain<br />
are actually going out of their way to use<br />
their time and effort to tell you how to run<br />
a better business. That’s a gift!<br />
As such, Baer says unhappy customers<br />
are actually your most important<br />
customers, describing them as your “early<br />
warning detection system” for things that<br />
you can do better.<br />
Here’s the kicker. Research proves<br />
that if you have a customer who has<br />
an issue and you successfully solve that<br />
problem, then that customer will buy<br />
more and be more loyal to your business<br />
than a customer who never had a<br />
problem at all.<br />
Said another way, if a customer has<br />
a problem and you fix it they will spend<br />
more money on your business than<br />
someone who never had a problem in the<br />
first place. It’s like a magic trick!<br />
Here’s the bottom line: the people<br />
who complain about your business are<br />
not your problem; ignoring them is your<br />
problem.<br />
Here are some other key points Baer<br />
makes in arguing that you must “hug<br />
your haters”:<br />
• no response is in fact still a response<br />
-- it says we care so little about your<br />
dissatisfaction that we refuse to even<br />
acknowledge it<br />
• even if you can’t fix a customer’s<br />
problem but you just respond to them,<br />
it increases their advocacy of your<br />
business by 25%<br />
• the customer is not always right; but<br />
the customer should always be heard<br />
• when you are responding to a<br />
complaint via social media, there are<br />
a whole lot of other people on-looking<br />
from the sidelines and gauging how<br />
you handle it; which means the<br />
economic impact of any customer<br />
interaction online is way higher than<br />
a face-to-face conversation with an<br />
unhappy customer<br />
• you can’t fix what has already<br />
happened but you have total and<br />
complete control over what happens<br />
next, meaning whether you respond,<br />
how fast you respond, what you say,<br />
and where you say it; and this can<br />
have a massive impact on how your<br />
business is viewed<br />
• In today’s digital world, good service<br />
is good marketing, they are essentially<br />
indistinguishable<br />
• your least-happy customers are your<br />
most important customers so take the<br />
time to listen to them and understand<br />
it is what they are really looking for<br />
Now go hug your haters!!!<br />
Drew Ruble<br />
drewruble@gmail.com<br />
4 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL <strong>2019</strong>
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Aerial<br />
Advantage<br />
Softwashing drones built by<br />
North Carolina-based Lucid Drone<br />
Technologies promise to make<br />
businesses more efficient<br />
BY DREW RUBLE<br />
In a recent Forbes magazine article<br />
titled “The Future of Work: Humans<br />
+ Gigs + Robots are the New Blended<br />
Workforce,” author Jeanne Meister explored<br />
how it’s “humans AND machines<br />
who comprise the new blended workforce,<br />
not humans VS. machines.”<br />
Meister highlights the new category<br />
of jobs emerging that blend blue collar<br />
work with digital know-how, which she<br />
defined as “New Collar jobs.”<br />
“What is needed” she says, “is the<br />
ability to re-imagine how [businesses]…<br />
invest in learning and development…<br />
and nurture a new blended workforce.”<br />
Twenty-somethings Andrew Ashur,<br />
David Danielson, and Adrian Mayans<br />
clearly see that same future for the pressure<br />
washing industry. Together, the millennial<br />
entrepreneurs co-founded Lucid<br />
Drone Technologies near Charlotte,<br />
North Carolina shortly after graduating<br />
from Davidson College. Their mission?<br />
To swell technology use in the pressure<br />
washing industry in an effort to lower<br />
costs, increase efficiency, and transform<br />
blue collar into new collar.<br />
Andrew Ashur David Danielson Adrian Mayans<br />
A BETTER<br />
WAY<br />
It all started one day while the three<br />
budding entrepreneurs were driving into<br />
Charlotte. That’s when they happened<br />
to witness a pressure wash operator<br />
hanging off of the side of a tall building<br />
in order to clean it.<br />
“We basically said, ‘wow, that literally<br />
looks like the worst job in the world.<br />
With modern technology there has to<br />
be a better way to do this,’” Mayans recalled.<br />
“We started doing some research<br />
into the space and quickly realized a<br />
glaring market inefficiency.”<br />
Enter drones.<br />
Ashur, Danielson, and Mayans – all<br />
certified remote drone pilots through the<br />
Federal Aviation Administration (FAA)<br />
– quickly set out to service the industry<br />
with custom building cleaning drones.<br />
The trio spent countless hours on the<br />
Davidson campus in open areas testing<br />
the mathematics inherent to using<br />
drones as a cleaning device.<br />
Each drone is tethered and is constantly<br />
being fed the fluids necessary to<br />
clean from a soft wash pump on the back<br />
of a truck. The drone’s cleaning method<br />
is soft washing, which uses a low pressure<br />
solution (60 to 100 PSI) instead of blasting<br />
a surface with 3000 to 4000 PSI. It’s<br />
all about relying on responsible chemistry<br />
to treat stains, whether it’s brick,<br />
limestone, roofs, or any other surface.<br />
“The product development cycle was<br />
long. You think about a tethered system<br />
where the softwashing hose is attached to<br />
the drone… it’s variable payload – every<br />
successive foot you go higher, you’re car-<br />
6 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL <strong>2019</strong>
ying more hose and fluids, resulting in<br />
more weight,” Mayans said. “For a yearand-a-half,<br />
we were out on Davidson College<br />
fields flying drones every single day,<br />
constantly iterating on both our hardware<br />
and software to perfect the system. It was<br />
a constant feedback loop for us, as product<br />
development was extremely informed<br />
by what happened on day-to-day cleaning<br />
jobs that we did personally.”<br />
As Mayans related, the three co-founders<br />
started out by incorporating drones<br />
into their own operations as a cleaning<br />
company, proving that their technological<br />
solution worked in real-world settings.<br />
“While drone cleaning represents the<br />
future of the industry, we understood that<br />
widespread adoption of our technology<br />
would be dictated by how much our<br />
technology actually solved the pain points<br />
that cleaning companies face on jobs,”<br />
Mayans said. “So, our goal was to create<br />
a system that allows cleaning companies<br />
to be safer, more efficient on jobs, and less<br />
reliant on human labor. We aim to give<br />
companies the best tool in the tool kit.”<br />
As the company went about its business<br />
of incorporating drones into their<br />
own operations, other cleaning companies<br />
increasingly started reaching out to<br />
Lucid asking where they got their drone<br />
cleaners and how they could also get<br />
their hands on one.<br />
“We realized that we had a solution to<br />
the deepest problems that cleaning companies<br />
face when they operate aboveground.<br />
So, why not exit the service<br />
sector and fuel the success of so many<br />
others in the space by giving them the<br />
productivity-improving tool that they so<br />
desperately need?” Mayans said. “That’s<br />
when we pivoted away from service and<br />
into being a technology provider.”<br />
“The pressure washing industry is<br />
super fragmented,” Mayans continued.<br />
“Every cleaning company is hindered<br />
by the problems that come with aboveground<br />
cleaning. Their revenue potential<br />
and profit margins suffer from the inefficiency<br />
of current above-ground methods,<br />
the egregious worker’s compensation<br />
costs that result from the danger of those<br />
methods, and the expensive costs associated<br />
with obtaining lifting machinery.”<br />
PASSING<br />
THE BATON<br />
So how exactly does the Lucid model work?<br />
First, Lucid walks prospective drone<br />
operators step-by-step through the FAA<br />
process required to become a certified<br />
drone pilot. The company then thoroughly<br />
trains their clients on the technology<br />
and how to use it. As a result of that<br />
in-person onboarding process, Lucid ensures<br />
each client has everything that they<br />
need knowledge and equipment-wise to<br />
show up to a job site and be totally proficient<br />
in using the drone themselves.<br />
continued ...<br />
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The-IDA.com<br />
Education | Certification | Social Media Discussions | Awards Programs | Technical Expertise | Newsletters | And more!<br />
VOL. 1, NO. 4 | FALL <strong>2019</strong> | PRESSURE WASH NEWS | 7
AERIAL<br />
ADVANTAGE<br />
“We made sure that everything that<br />
we did was extremely intuitive,” Mayans<br />
said. “When considering drone<br />
technology, I think some people immediately<br />
peg it as too futuristic or difficult<br />
to use. We were very aware that we<br />
might encounter this type of skepticism,<br />
so we put user-friendliness at the top of<br />
our priority list during product development.<br />
We made our drones extremely<br />
easy to fly – so easy that we taught an<br />
82-year-old with no prior drone experience<br />
to effectively clean with our drone<br />
within 15 minutes.”<br />
Lucid is among the very few companies<br />
nationwide through which pressure<br />
wash operators can operate a drone. The<br />
company’s month-to-month subscription<br />
leasing model aims to address the fact<br />
that there will be a service component to<br />
properly satisfy the needs of customers.<br />
“Right now, the way many companies<br />
operate when doing above-ground<br />
work is that they rent lifting machinery<br />
on an as-needed basis,” Mayans said.<br />
“If a company wins a bid to clean an<br />
eight-story property, it typically has to go<br />
out and rent an 80-foot lift. These lifts<br />
significantly eat into the margins that<br />
companies make on these multi-storied<br />
jobs. It’s expensive, and modern technology<br />
now offers a better solution.”<br />
“For $3,000 a month, we supply the<br />
drone, the training, and the necessary<br />
certification to commercially operate a<br />
drone. The monthly subscription also includes<br />
full-service, meaning if it breaks<br />
we give you a new one within 24-hours,”<br />
Mayans said. “If you look at the tradeoffs<br />
where you implement a drone instead<br />
of a lift, on top of the efficiency<br />
you’re getting time-wise, and the increase<br />
in revenue potential, you’re also<br />
saving money by shifting your worker<br />
classification from above-ground work to<br />
on the ground.<br />
“Do the job in less time so you can<br />
move onto your next revenue-generating<br />
opportunity faster, keep your<br />
workers safer and pay less on worker’s<br />
compensation as a result, and<br />
don’t spend money on an overpriced,<br />
outdated piece of equipment.”<br />
Since Lucid builds their our own<br />
drones in-house, Mayans avers that the<br />
company’s quality assurance processes<br />
“can be a lot more intimate and informed<br />
than a company relying on the<br />
technology of a third party.”<br />
“Doing the entirety of our product<br />
development in-house, we have very few<br />
constraints on our processes and can<br />
even engineer custom solutions for particular<br />
use cases.”<br />
SEALING<br />
THE DEAL<br />
Still on the fence about acquiring and<br />
using drones in your operations?<br />
Mayans reiterates three key competitive<br />
advantages pressure wash operators<br />
can possess by entering in the drone business<br />
- it’s faster, safer, and cheaper.<br />
“Again, companies will be able to<br />
complete jobs in less time, increase the<br />
safety of their operations, and save money<br />
both on worker’s compensation and<br />
labor costs,” Mayans said. “We did jobs<br />
in 30 minutes that took other companies<br />
hours to complete, and we never had to<br />
get on a ladder or walk on a roof.”<br />
Eliminating the danger inherent to putting<br />
people on a roof serves not just a humanitarian<br />
goal but a financial one as well.<br />
“We relocate all of your workers to<br />
the ground,” he said. “So the workers’<br />
compensation costs that our users pay<br />
are instead reflective of an on-ground<br />
worker, which is substantially lower.<br />
Worker’s compensation rates vary state<br />
by state, but bottom-line, your workers<br />
would be reclassified to ground workers,<br />
which results in significant savings.<br />
As soon as you’re using ladders or lifts<br />
to suspend your worker’s above-ground,<br />
the costs soar. So the drone just exponentially<br />
makes more sense.”<br />
That’s significant given that insurance<br />
rates in the pressure wash industry are<br />
often already crippling to businesses and<br />
seemingly getting worse by the minute.<br />
Drone use additionally impacts a<br />
company’s profile in their marketplace.<br />
“Implementing our drone into their<br />
operations will not only increase their<br />
revenue potential, but also offers a distinct<br />
marketing advantage. In an industry<br />
where differentiation is hard to come<br />
by, it’s important to note that drones<br />
don’t only make jobs easier, but easier<br />
to come by,” Mayans said.<br />
According to Mayans, when Lucid<br />
would be cleaning a house with a<br />
drone up in the air, they would have<br />
four or five neighbors emerge from the<br />
nearby area to witness the cleaning and<br />
to ask questions about the service.<br />
“They would say ‘this is awesome,<br />
can you do it on my house?’” Mayans<br />
related. “So, we would clean houses that<br />
weren’t even dirty – they were just intrigued<br />
by our technology.”<br />
Last, Mayans also allays fear that as<br />
a result of user error operators might do<br />
damage to a property and create an insurance<br />
problem.<br />
“We implemented a lot of fail-safes<br />
throughout our product development,”<br />
Mayans said. “We have multi-motor redundancy,<br />
so the drone can safely operate<br />
even if multiple motors were to fail.<br />
We also have 360-degree obstacle avoidance.<br />
So, even if a pilot tries to run into<br />
the side of a building, the drone literally<br />
wouldn’t allow it.”<br />
In the end, Lucid’s drone technology<br />
makes companies less reliant not on humans,<br />
but on human labor. Armed with a<br />
forward-thinking business model, a full-service<br />
approach, and experience in the field,<br />
it’s no wonder Lucid Drone Technologies<br />
is one company in the cleaning equipment<br />
sphere that is truly taking flight.<br />
8 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL <strong>2019</strong>
How to be a<br />
Good Boss<br />
A GOOD BOSS MAKES EMPLOYEES<br />
FEEL SATISFIED, PRODUCTIVE, AND<br />
VALUED IN THEIR WORK ENVIRONMENT.<br />
THEY DON’T BEHAVE LIKE A DICTATOR.<br />
BY DEBRA GORGOS<br />
When you’re the boss, you’re not<br />
only in charge of the employees, you’re<br />
also the person who sets the tone of the<br />
business’s lifeblood. You’re a conductor<br />
who determines the pace, the energy, the<br />
synergy, and of the pulse of the business’s<br />
ultimate opus. Do you want employees<br />
to fear you? To trust you? To never leave<br />
you? Are they important to you?<br />
It is important for bosses to not underestimate<br />
their significance to the business.<br />
And, it is also important for bosses<br />
to realize the importance of their employees.<br />
There’s a special balancing act<br />
that is required for harmony, and it has<br />
to do with proper hiring, training, motivation,<br />
and discipline.<br />
WHAT IS A<br />
GOOD BOSS?<br />
Let’s start with defining what it takes<br />
to be a good boss. Jeffrey J. Fox of Fox &<br />
Company, Inc., a management consulting<br />
firm, is also a best-selling author of 11 business<br />
books. His book, How to Become CEO,<br />
was on The New York Times, Business Week,<br />
Wall Street Journal, Knight-Ridder, and Amazon.com<br />
best-seller lists. His family members<br />
also owned businesses that<br />
included a car wash, detail shop oil<br />
lube, and emissions control shop.<br />
Fox says to be a good boss you must:<br />
✔✔<br />
Be fair, firm and friendly, but not a friend<br />
✔✔<br />
Set quantitative performance metrics<br />
✔✔<br />
Train employees so that they can get<br />
a job with another company, but treat<br />
them so well<br />
✔✔<br />
they don’t leave.<br />
✔✔<br />
Constantly train, particularly on how<br />
to provide good customer service.<br />
✔✔<br />
Expect on-the-job cleanliness in floor<br />
space, uniforms, window glass, etc.<br />
✔✔<br />
Give surprise bonuses.<br />
✔✔<br />
Pay for ESL classes.<br />
✔✔<br />
Treat every employee with dignity.<br />
✔✔<br />
Hold mini contests with cool little prizes<br />
such as free hours in a batting cage; gift<br />
✔✔<br />
certificate at grocery store, etc.<br />
✔✔<br />
Constantly asks employees their opinions;<br />
Seeks out improvement ideas.<br />
✔✔<br />
Reward good employee suggestions<br />
✔✔<br />
Give recognition pins<br />
✔✔<br />
Pay above market<br />
✔✔<br />
Pay anniversary bonuses ($100 for<br />
every year, etc. This is less expensive<br />
than turnover).<br />
Yvan Lacroix, founder and president<br />
of Répare-brise and regional manager<br />
for Optimum Polymer Technologies, believes<br />
that being a good boss has to do<br />
with really getting to know your employees<br />
and using each individual’s strength<br />
to your benefit.<br />
There are a lot of moving parts to<br />
a well-run organization, but taking the<br />
time to see if one employee is good at<br />
customer service while another one enjoys<br />
working on a filthy job will pay off.<br />
Some people shouldn’t be talking to<br />
customers, shares Lacroix, so they are<br />
given other tasks, while some employees<br />
are very good at it. So, make sure the<br />
strengths are being used properly.<br />
THE MAKING OF A<br />
GOOD EMPLOYEE<br />
The key to having a good employee<br />
starts with the hiring process. To weed<br />
out potential problem employees (see<br />
“Red Flag” sidebar), make sure you start<br />
with a crystal clear written job description,<br />
says Fox.<br />
“The job description must define exactly<br />
what is expected from the potential<br />
candidate. Even if the candidate is not<br />
proficient in English, or is a poor reader,<br />
there must be a job description. The job<br />
description is a good guide to use during<br />
the interviewing process. Only the candidate<br />
really knows if he can do the job.<br />
Thus, it must be made clear that candidates<br />
hire and fire themselves.”<br />
Lacroix also suggests using recommendations<br />
for his employees, and also<br />
uses temp agencies.<br />
“What is nice is that if a temp employee<br />
isn’t working out, I can have the agency<br />
let them know that their term is over.”<br />
They should be interviewed by the<br />
continued ...<br />
VOL. 1, NO. 4 | FALL <strong>2019</strong> | PRESSURE WASH NEWS | 9
GOOD<br />
BOSS<br />
owners and by trusted employees, especially<br />
those who are proven to be good<br />
detailers, says Fox.<br />
“If the candidate has poor English,<br />
there must be a translator in the interviewing<br />
process.”<br />
Fox also suggests giving each candidate<br />
a paid one day or one week trial to<br />
see if they are a good fit. Then, candidates<br />
should be hired on a 30-60-90 day<br />
evaluation schedule, says Fox.<br />
“Poor employees are easily discovered<br />
in this time period.”<br />
It is also important to check the references<br />
and do a background check.<br />
Also, adds Fox, “existing employees<br />
should be given a bonus for bringing in<br />
good workers. That bonus is paid after<br />
the evaluation period.”<br />
HOW TO TRAIN<br />
YOUR EMPLOYEE<br />
One of the most important things a<br />
boss needs to do is to properly train each<br />
employee, and continually evaluate their<br />
skills, making sure they are not making<br />
any shortcuts.<br />
“You need to show them everything<br />
you know,” says Lacroix. “I think some<br />
people are afraid to teach them all of<br />
the skills because they are afraid they will<br />
leave and use their skills somewhere else.”<br />
But, even with that fear in mind, each<br />
employee needs to be given ample and<br />
proper training time.<br />
Lacroix suggests giving a new employee<br />
two weeks to a month to learn the<br />
skills and execute them properly. To do<br />
this, he says to have a manual of operating<br />
practices, a checklist of what is<br />
expected in each detail, and each employee,<br />
even if they have detailed before,<br />
has to be trained as if they are new to the<br />
industry because each business, and the<br />
tools included, are different.<br />
Some employees have an attitude of,<br />
‘I know what I’m doing and I am better<br />
than my boss,’ and those are the toughest<br />
to work with, says Lacroix. “You have to<br />
make them understand that you’re the<br />
boss and things are run at your place a<br />
certain way.”<br />
REWARDING GOOD<br />
EMPLOYEES<br />
When you have a good employee, it is<br />
important to let them know you appreciate<br />
their hard work. And, while you can’t<br />
force them to stay and worry they will<br />
someday leave, giving them<br />
proper acknowledgement may help<br />
in prolonging their tenure.<br />
Matt Cowart, of Liberty Detailing<br />
in Petoskey, Michigan, says good old<br />
SOME OF THE WORST BOSSES OF ALL TIME<br />
1<br />
LA Clippers owner Donald Sterling<br />
is known for crude racial com-<br />
giving the option to sell. At the time, the<br />
company was collapsing. Skilling and his<br />
5<br />
In the early 1900s Max Blanck and<br />
Isaac Harris, owners of Triangle<br />
7<br />
In 2012, 47-year-old Debbie Stevens<br />
of Long Island, New York,<br />
ments (according to one lawsuit) and was<br />
inner circle were, however, allowed to sell<br />
Shirtwaist Garment Company, locked<br />
was fired from the billion-dollar company,<br />
sued multiple times for sexual harass-<br />
their shares and Skilling was able to cash<br />
their employees in the New York City<br />
Atlantic Automotive Group, after donat-<br />
ment and has been accused of heckling<br />
his shares for $15 million after quitting<br />
garment factory to keep them from steal-<br />
ing a kidney to help her boss who needed<br />
and yelling at his teammates. In 2014 he<br />
and just after the company completely<br />
ing. Regarding as a true “sweatshop,” in<br />
a transplant. The boss, Jackie Brucia, ap-<br />
was banned for life from the NBA for in-<br />
flat lined.<br />
1911, the factory caught fire and 146<br />
parently wasn’t very grateful for Stevens’<br />
decent comments he made which were<br />
recorded and released to the public.<br />
THE LESSON? Don’t be racist. Don’t sexually<br />
harass your employees.<br />
2 Al Dunlap a.k.a. “Chainsaw Al,”<br />
fired 11,200 employees with his<br />
first two years a CEO of Scott Paper and<br />
Sunbeam. The former boss also pocketed<br />
$100 million in stocks and salary<br />
after getting rid of one-third of the em-<br />
THE LESSON? Treat your employees as<br />
equals.<br />
4 Film producer Scott Rudin is rumored<br />
to have fired over 200 personal<br />
assistants and he even has admitted<br />
to having a temper. In 2005, Kate Kelly<br />
and Melissa Marr wrote a profile piece<br />
on Rudin in the Wall Street Journal.<br />
“Former assistants say he sometimes<br />
vents his anger by throwing phones and<br />
workers were killed.<br />
THE LESSON? Treat your employees humanely.<br />
6 Marge Schott, the former owner<br />
of the Cincinnati Reds, in infamous<br />
for using offensive language in regards<br />
to African Americans, Asians and<br />
those of Jewish faith. What’s even worse<br />
was her outspoken support of Nazi party<br />
autocrat Adolf Hitler. One of her for-<br />
sacrifice. After returning to work four<br />
weeks post-op, Stevens told ABC News<br />
that she was horribly mistreated. “I don’t<br />
have words strong enough or large enough<br />
to describe her treatment of me,” Stevens<br />
said. “Screaming at me about things I<br />
never did, carrying on to the point where<br />
she wouldn’t even let me leave my desk. It<br />
was constant, constant screaming.”<br />
THE LESSON? Be grateful for every gift<br />
you receive from your employees.<br />
ployee base.<br />
office supplies, prompting assistants to<br />
mer employees, Tim Sabo, sued her after<br />
THE LESSON? Don’t fire and get rich at<br />
the same time.<br />
take precautions,” wrote Kelly and Marr.<br />
One former assistant also claims he was<br />
fired for bringing the wrong types of<br />
he was fired, claiming it was because he<br />
opposed her policy on not hiring African<br />
Americans.<br />
3 Jeffrey Skilling, former CEO of<br />
Enron, apparently required that<br />
employees had to invest their retirement<br />
pensions in the company’s stock, without<br />
muffins to a meeting.<br />
THE LESSON? Don’t throw things at your<br />
employees. Don’t get upset about the<br />
wrong pastries.<br />
THE LESSON? Don’t be racist. Don’t support<br />
Hitler in any way, shape, or form.<br />
10 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL <strong>2019</strong>
fashioned praise works for him and his<br />
detailers when it comes to rewarding his<br />
employees.<br />
For Lacroix, he says thanking his employees<br />
is vital, but some of his employees<br />
are motivated differently.<br />
“What motivates one employee might<br />
not motivate another,” he says.<br />
Lacroix says he has one employee<br />
who is motivated by praise and another<br />
who is motivated by a gift card for a job<br />
well done. Everyone is different, but it is<br />
important to take the time to see what it<br />
is that they need to feel appreciated.<br />
THE RIGHT WAY<br />
TO FIRE SOMEONE<br />
Hands down, firing is one of the<br />
hardest things about being a boss. According<br />
to Lacroix, a problem with an<br />
employee’s work is the responsibility of<br />
the boss and may require some re-training.<br />
But, if all else fails, it is necessary to<br />
terminate their employment.<br />
Cowart says some of the reasons for<br />
termination include inconsistencies and<br />
no pride in their work. He gives several<br />
warnings to the employee, but, he says, “If<br />
they don’t get it, they get pink slipped.”<br />
If problems with an employee persist,<br />
and a bad attitude or bad conduct is<br />
unremitting (again, see the “Red Flags”<br />
sidebar), and if a warning or warning<br />
have already been given, then it is probably<br />
time to part ways.<br />
Here is how to do it, according to the<br />
Harvard Business Review:<br />
✔✔<br />
Rehearse what you are going to say.<br />
✔✔<br />
Have an outline of why you are terminating<br />
the employee.<br />
✔✔<br />
Do it as privately as possible.<br />
✔✔<br />
Be firm and direct.<br />
✔✔<br />
Don’t do it on a Friday, but on a<br />
Tuesday instead (this is more fair to<br />
the employee and allows them to start<br />
looking for a new job more easily).<br />
✔ Answer any questions he or she may have.<br />
✔✔<br />
Use phrases such as: “I have some<br />
bad news for you. Today is your last<br />
day here,” and “You’ve not been a<br />
good cultural fit here.”<br />
BOSSES TO ADMIRE<br />
1. Gus Rodriguez, owner of the Jeep-<br />
Chrysler-Dodge City dealership of<br />
McKinney, Texas, didn’t like the way<br />
his employee, Mike Bell, looked, according<br />
to WFAA News.<br />
2. Rodriguez encouraged Bell to take a<br />
sick day and figure out what was going<br />
on. That gesture ended up saving<br />
Bell’s life. On his sick day, Bell collapsed<br />
while at the hospital to get an<br />
x-ray. He was then rushed into emergency<br />
open-heart surgery. Rodriguez<br />
took it one step further and helped<br />
Bell out with his medical bills.<br />
3. To celebrate making their goal, Jeff<br />
Hildebrand of Houston-based Hilcorp<br />
Energy, gave each of his 1,381<br />
employees a $100,000 Christmas bonus<br />
in 2015. Hildebrand did something<br />
similar in 2010 and gave each<br />
employee the option of a $50,000 car<br />
or $35,000 in cash after reaching that<br />
5-year goal at the time.<br />
4. In 2015, Dan Price, CEO of credit<br />
card processing company Gravity<br />
Payments, gave up his own $930,000<br />
salary to make sure each employee<br />
was given at least $70,000 per year.<br />
Upset with income inequality, and the<br />
fact that his employees were struggling<br />
with increased living expenses, Price<br />
believed a salary hike would boost<br />
his employees’ emotional well-being.<br />
Price told Time magazine, “[We] only<br />
get to live this life once. I want everybody<br />
that I’m partnered with at Gravity<br />
to really live the fullest, best life that<br />
they can.”<br />
5. Chuck Sibley, manager of the diesel<br />
engine plant Navistar in Huntsville,<br />
Alabama, was devastated when he<br />
found out he had to lay off many of his<br />
employees. Although it was only temporary,<br />
Sibley still worried about the<br />
welfare of those employees and determined<br />
to make sure they were okay,<br />
he created a way for them to earn a<br />
paycheck through a community outreach<br />
program sponsored by Navistar.<br />
About 50 employees were able to do<br />
work for Habitat for Humanity and<br />
RED FLAGS TO LOOK<br />
FOR WHEN IT COMES<br />
TO HIRING AN EMPLOYEE<br />
1. Offensive tattoos featuring<br />
anything from a swastika to a<br />
swear word. Need we say more?<br />
2. Bad body odor<br />
3. Someone who swears<br />
4. Bad police record.<br />
5. Doesn’t show up on time for job<br />
interview.<br />
6. Rudeness<br />
7. Always on their cell phone<br />
8. Isn’t willing to be “re-trained”<br />
9. Talks down to other employees<br />
ARE YOU ON THIS LIST?<br />
Unhappy employees can now strike<br />
back at their bosses and leave<br />
reviews on the <strong>web</strong>site ebosswatch.<br />
com. It is unclear if each review<br />
is qualified, but according to the<br />
Facebook page description, it<br />
promotes both good and bad reviews.<br />
eBossWatch.com is a free career<br />
resource that enables people to rate<br />
their bosses so that job-seekers can<br />
evaluate prospective employers and<br />
avoid workplace jerks.<br />
VOL. 1, NO. 4 | FALL <strong>2019</strong> | PRESSURE WASH NEWS | 11
GUEST<br />
COLUMN<br />
Everybody<br />
Needs a Coach<br />
As evidenced by the annual pro football draft,<br />
even the best talent still needs guidance to go<br />
from good to great<br />
Colby B. Jubenville, PhD,<br />
is a recognized author, international<br />
BY DR. COLBY JUBENVILLE<br />
No, I didn’t get drafted by Joe. The<br />
truth is, I begged him to meet with me<br />
basis. We want to be better tomorrow<br />
than we are today. That’s growth.<br />
speaker, business consultant<br />
and professor. He is the founder<br />
and the director of the Center for<br />
Student Coaching and Success<br />
(www.mtsu.edu/cbhssuccess)<br />
on the campus of Middle<br />
Tennessee State University, the<br />
largest undergraduate college in<br />
Tennessee. A Senior Consultant<br />
with Brentwood, TN based<br />
Brent Consulting Group, he is<br />
the recipient of the Nashville<br />
Emerging Leaders Impact Award<br />
presented by the Nashville Area<br />
Chamber of Commerce and YP<br />
Nashville. The award honors one<br />
of Nashville’s top leaders who<br />
has made a significant impact<br />
on Nashville’s young professional<br />
demographic. Most recently, he<br />
was a blogger for the Washington<br />
Times focused on self-reliance<br />
and developing an entrepreneurial<br />
mindset. His <strong>web</strong>site can be found<br />
at www.drjubenville.com, and his<br />
latest book can be found at<br />
www.mepersonalbranding.com.<br />
Kyler Murray. Nick Bosa. Daniel<br />
Jones. They all share something in common.<br />
By virtue of being drafted (read:<br />
hired) in the top 10 picks overall in the<br />
<strong>2019</strong> NFL draft, they were considered to<br />
be some of the best young football players<br />
in America. Each is expected to one<br />
day lead corporations named the Cardinals<br />
and Giants to success. But they aren’t<br />
exactly expected to produce hall of<br />
fame dividends overnight. Organizations<br />
know they will need coaching to season<br />
them into great professionals.<br />
You are no different. Nor are your<br />
employees. Heck, I was no different either.<br />
Coming out of college and starting<br />
out down my own professional path, I<br />
certainly fit the description of a raw talent<br />
who needed coaching and seasoning<br />
to produce dividends.<br />
Joe Calloway was one of my coaches.<br />
The author of “Category of One” impacted<br />
my life in numerous ways. But he<br />
didn’t draft me. In fact, he didn’t even<br />
know me until I called him up and told<br />
him that I used his wisdom every day in<br />
everything I did.<br />
and to become my coach. Looking back,<br />
it was borderline stalking. But Joe’s response<br />
to my begging changed my life.<br />
I’ll never forget what he said when I finally<br />
gave him a chance to speak on the<br />
phone. He said ‘Colby, if you think I can<br />
help you, then come on up and we’ll<br />
meet.’ I was probably in the car and on<br />
my way before he even finished that sentence.<br />
And in our first meeting, I recall<br />
spending no less than five hours asking<br />
him questions about everything he knew.<br />
Why did I do it? Why did I push Joe<br />
so hard to be my coach? Because I firmly<br />
believe that everybody in life needs a<br />
coach. Great coaches push us to where<br />
we need to be and where we want to go.<br />
At some point in life, and certainly<br />
on a professional path, all of us reach a<br />
ceiling of complexity. It’s where we can’t<br />
seem to get any farther, or, perhaps better<br />
said, higher, and we need to turn to<br />
somebody else and say ‘I need your help.’<br />
Believe me, when you reach – or hit<br />
-- the ceiling of complexity, you will need<br />
a coach. It’s the same reason we all seek<br />
out conferences to attend on an annual<br />
Here, then, is the $64,000 question?<br />
How do you get a coach? Mind you, I do<br />
not recommend pestering geniuses like<br />
Joe Calloway at their personal addresses.<br />
Perhaps instead you could develop such<br />
a relationship through a conference visit<br />
where your idol is speaking? Or through<br />
a very professional email?<br />
Regardless of your chosen approach,<br />
the key to striking up a coaching relationship<br />
is that you must add value first.<br />
Don’t just ask for help (which is exactly<br />
what I did to Joe, poor soul!). As “the<br />
minimalists” Joshua Fields Millburn and<br />
Ryan Nicodemus have said, contributing<br />
to other people—or adding value to their<br />
lives “is the only way to gain another<br />
person’s buy-in, and it’s one of the few<br />
ways to get others to believe in you.”<br />
How do you do that? You’ll have to<br />
figure that one out for yourself. As examples,<br />
though, “the minimalists” have<br />
suggested options including: creating<br />
something someone can use, inspiring<br />
someone to take action, lending a helping<br />
hand, showing someone how to do<br />
continued ...<br />
12 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL <strong>2019</strong>
something, showing someone a better<br />
things a day, five days a week, and 60<br />
that if the container is bad then it really<br />
is a dividend of hard work, discipline,<br />
way, providing a new perspective, or<br />
times a month that point directly to the<br />
doesn’t matter how good the athlete is.<br />
persistence, and commitment. Honestly,<br />
even just listening or giving someone<br />
your full attention.<br />
I think that in the complicated world<br />
we live in today, we are in the midst of<br />
a great coaching revolution. To me, in<br />
modern life and business, you either are<br />
a coach, have a coach, or don’t want to<br />
be coached. And if you are in the latter<br />
group, you will be left behind.<br />
Find people to coach you – people<br />
who can grow the skills you brought to<br />
the table and get you past that inevitable<br />
ceiling of complexity. Then maybe<br />
someday like Murray, Bosa, and Jones,<br />
you too can develop in to a hall of famer!<br />
Here’s an example of some good<br />
coaching I got. If I asked you to do three<br />
dominant focus in your life or your business,<br />
could you do it? Could your employees<br />
do it? The answer is a resounding<br />
‘yes!’ Try it! And start today!<br />
In my life, coaches like Joe Calloway<br />
have taught me many more lessons like<br />
the one above that have been essential<br />
to my personal success. I list a few of<br />
those below.<br />
Stop looking for shortcuts.<br />
In other words, know and teach the<br />
rules. You have to commit to yourself,<br />
to the task, and to the coach. There’s no<br />
wiggle room. What is your substance?<br />
Are you tough enough to see this<br />
through? Because any athletic coach will<br />
tell you that all talent has a container and<br />
Get Real.<br />
In other words, follow the action,<br />
stop fooling yourself, and keep score. It’s<br />
like in golf. You’re not really getting any<br />
better by taking mulligans, altering the lie<br />
of the ball, or reporting less strokes than<br />
you actually took. Face the truth and let’s<br />
actually start making some progress.<br />
Own it.<br />
In other words, provide a stake in<br />
the outcome. The consequences of not<br />
following through have to be greater<br />
than simply throwing yourself a pity<br />
party. And the coach you pick had<br />
better not be easy on you when you<br />
feel like quitting. Everything you want<br />
skill and talent are secondary to human<br />
achievement. Does all that really sound<br />
so bad to you? Isn’t that what you want?<br />
And isn’t it worth the perspiration?<br />
Aren’t you tired of failing to achieve<br />
your stated goals because you continue<br />
to be your own worst obstacle?<br />
Experience culture shock.<br />
Culture is about repetition.<br />
Acknowledge that your present culture<br />
doesn’t work. Try something different<br />
and stick to it. Trust the process. Why<br />
else would you be reading here? Why<br />
else would you be recruiting a coach?<br />
You have to change the batter if you<br />
want to be better.<br />
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CONTENTS<br />
UNDER<br />
PRESSURE<br />
A POP CULTURE-<br />
INSPIRED LOOK<br />
AT THE PRESSURE<br />
WASH INDUSTRY<br />
A look around<br />
the World<br />
Wide Web<br />
for wacky<br />
examples<br />
of pressure<br />
washing<br />
in our culture’s<br />
everyday life<br />
BY DREW RUBLE<br />
SPIDEY-<br />
SENSE<br />
“Spidey Sense” is the<br />
superpower possessed by the<br />
fictional character Spider-Man.<br />
Defined as instinct or<br />
intuition, it describes the<br />
superhero’s uncanny ability to<br />
sense that something is going<br />
to happen before it can be<br />
perceived by other senses.<br />
continued ...<br />
16 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL <strong>2019</strong>
CONTENTS<br />
UNDER<br />
PRESSURE<br />
According to Marvel Comics, the<br />
creators of Spiderman back in 1962,<br />
Spidey-Sense “presents a psychological<br />
awareness of Spider-Man’s<br />
surroundings…Spidey-Sense is precognitive<br />
in nature and Spider-Man<br />
always acts before realizing it.”<br />
One could argue that Miami-area<br />
pressure wash operator Demetrio<br />
Garcia has Spidey-Sense. That’s<br />
because earlier this year, Garcia encountered<br />
inspiration, had the instinct<br />
to act on it, and, by doing so,<br />
quickly and completely overhauled<br />
his entire business and brand to<br />
adopt to a social and cultural phenomenon.<br />
What did he do? He wore a Spiderman<br />
suit to the job site.<br />
At the dawn of <strong>2019</strong>, Garcia was<br />
merely the owner of a cookie-cutter<br />
South Florida pressure wash company<br />
called Sunset Pressure Wash. But<br />
the Miramar businessman said one<br />
day he had the idea to buy a Spiderman<br />
suit and wear it on to a job site.<br />
He says can’t really explain why he<br />
had the thought, other than the fact<br />
that Marvel was beginning to come<br />
out with what appeared to be a string<br />
of blockbuster films featuring infamous<br />
characters like Aquaman and<br />
Spiderman. Erring on the side of instinct<br />
instead of over-thinking his inspiration,<br />
Garcia bought and donned<br />
the suit on the job.<br />
What happened next was nothing<br />
short of a tidal of national attention<br />
for Garcia. A resident of<br />
a neighborhood he was pressure<br />
washing in shot a video of Garcia<br />
cleaning a roof in a Florida subdivision<br />
and posted the video on social<br />
media.<br />
The video went viral within a matter<br />
of hours, literally spanning the<br />
globe.<br />
“Once I got the suit, I got on top<br />
of a roof, and somebody filmed me<br />
there, and that video went viral,” he<br />
said. “From there, I’ve been invited<br />
to be on local television and all<br />
kinds of other experiences. It went<br />
all around.<br />
“It was amazing. Across the nation<br />
people picked up on that video<br />
clip and story. And the outfit was just<br />
my crazy idea.<br />
“Business was pretty good as<br />
Sunset; but then I got the suit and<br />
the video went viral and things went<br />
crazy. It is just crazy from there.<br />
“Everything’s been changed. Everywhere<br />
I go everybody knows me.<br />
They say ‘I saw you on TV!’”<br />
Garcia, though, didn’t rest of<br />
his laurels. Seizing what he saw as<br />
a business opportunity, he fearlessly<br />
rebranded his entire operation.<br />
“I put Superhero as my new<br />
business name and rewrapped my<br />
truck with Superhero,” he said.<br />
“I’ve had a lot of fun with it. Kids<br />
always come out to take pictures and<br />
get autographs. When I’m working,<br />
people come out and take pictures<br />
and video. It’s been nice and good<br />
for business. It’s good marketing, oh<br />
continued ...<br />
18 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL <strong>2019</strong>
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CONTENTS<br />
UNDER<br />
PRESSURE<br />
yeah. Every day I go to work people<br />
take pictures of me now.”<br />
Rebranding overnight to Superhero<br />
Wash was a pretty courageous<br />
move on Garcia’s part. To go “all<br />
in” and differentiate his business<br />
based on his momentary period of<br />
media spotlight was bold to say the<br />
least. But looking back on Garcia’s<br />
life, one might say he’s always been<br />
a risk taker.<br />
Garcia grew up in Santo Domingo<br />
in the Dominican Republic. In<br />
1977, he moved to New York and ran<br />
a landscape company. Then in 1988,<br />
he went back to Santo Domingo.<br />
There, from 1988 to 2000, Garcia<br />
was a celebrated champion in Motocross<br />
in the elite 250 class.<br />
“In 1989, I became a champion<br />
in Motocross in Santo Domingo,”<br />
he said. “Until 1998, from there, I<br />
went all around Costa Rica, Venezuela,<br />
Colombia, and even Texas<br />
representing the Dominican Republic,<br />
racing on the 250. And from that<br />
I got 16 broken bones!”<br />
When his motocross career ended<br />
in 2000, Garcia moved to the Miami<br />
area with his wife and four kids.<br />
He reentered the landscape business<br />
but eventually sold that company.<br />
Then, semi-retired, he decided to<br />
get into pressure cleaning business,<br />
launching Sunset.<br />
“It’s been very good. It’s been a<br />
good business for me,” Garcia said.<br />
“But nothing like what has happened<br />
since Superhero. People want<br />
Spider-Man to come clean their<br />
house!”<br />
So, what’s next for Garcia? He<br />
says he purposefully renamed his<br />
company “Superhero” pressure<br />
wash instead of a specific Marvel<br />
character like Superman so that<br />
he can change out characters when<br />
deemed appropriate. So, for instance,<br />
based on the success of the<br />
recent Aqua man movie, he could<br />
arguably switch to that suit in the<br />
year ahead.<br />
“I’m Spider-Man so far but I<br />
could be Superman when he’s out<br />
of the market,” Garcia said. “I don’t<br />
lock myself in. I could be Aquaman<br />
or one of those other heroes. I can<br />
go after that and keep it fresh.”<br />
Interestingly, the costume that<br />
launched Garcia’s story is actually<br />
good for pressure washing<br />
“It’s a good water suit,” he said.<br />
“People say ‘isn’t the suit a problem?’<br />
But no, it’s like cool-dry. It’s<br />
always cool. It’s amazing. It’s an<br />
amazing suit. I didn’t expect it to be<br />
that good. It worked out perfect. It’s<br />
the best possible uniform for pressure<br />
washing.”<br />
WHAT’S IN A NAME?<br />
In his book Maverick Startup, entrepreneur and<br />
author Yanik Silver outlined seven things to consider when<br />
determining a name or new name for your business.<br />
1. The name needs to sound good when it’s said aloud<br />
2. Use a name that has meaning to it and conveys a benefit<br />
3. Avoid Web 2.0-ish syndrome like spelling Flickr without<br />
an “er”<br />
4. Beware initials because they are boring<br />
5. Use specifics -- don’t use a generic name that doesn’t<br />
mean anything<br />
6. Make sure you can trademark the name<br />
7. Test it out online -- there might be a slightly different<br />
name out there that might get more attention on the Internet<br />
Silver adds that if you really want to get advanced, try to<br />
come up with a name that could be eventually used as a<br />
verb, or lends itself to the creation of your own “language.”<br />
20 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL <strong>2019</strong>
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Failure to properly winterize and store your pressure<br />
washing equipment during freezing conditions can<br />
prove ruinous to pressure wash operators<br />
BY JOE ANISH<br />
winterizing pressure washing equipment<br />
tended period of time.<br />
When it comes to being successful in<br />
the pressure washing business, your equipment<br />
functionality is the key to success. I<br />
have seen more equipment ruined during<br />
the winter than any other season. This is<br />
due in part to improper storage and not<br />
during freezing conditions.<br />
Following a few simple steps and taking<br />
the necessary time can increase your<br />
success when Spring arrives. Even if you<br />
are not in an area where freezing conditions<br />
occur, these guidelines work well<br />
when storing a pressure washer for an ex-<br />
At Vilco Supply when a customer<br />
brings a pressure washer in for winterizing,<br />
regardless if it is a commercial pressure<br />
washing company, small business, or<br />
a residential client, we follow these simple<br />
steps and they can help you as well.<br />
Even though some pressure washers<br />
have more bells and whistles the overall<br />
winterizing of a unit is basically the<br />
same. The first step always involves the<br />
continued ...<br />
VOL. 1, NO. 4 | FALL <strong>2019</strong> | PRESSURE WASH NEWS | 23
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engine and fuel system when winterizing<br />
a unit. We always drain the engine oil,<br />
replace the oil filter, and add the proper<br />
amount of new oil before anything else.<br />
Next, inspect or replace the fuel filter.<br />
Preparing the fuel from freezing, condensation,<br />
varnish, or corrosion is critical.<br />
By preparing the fuel first we can<br />
eliminate a few steps while incorporating<br />
a fuel stabilizer into the system. This<br />
gives adequate time for proper circulation<br />
of the fuel stabilizer through the engine<br />
and fuel system.<br />
Use a quality full stabilizer or storage<br />
fuel additive to the full fuel tank according<br />
to the label instructions. After the<br />
stabilizer is added, connect a water supply<br />
hose or open the storage tank valve<br />
as you normally would when pressure<br />
washing. Start the engine and use the<br />
pressure washer for 10-15 minutes. This<br />
allows the stabilizer to properly circulate<br />
through the fuel tank into the carburetor<br />
and fuel lines. Shut the engine off and<br />
finish the engine later.<br />
Now let’s prepare the pump for winter!<br />
And when I say, “prepare the pump<br />
for winter,” I am actually preparing the<br />
entire pressure pump, hose, fittings, and<br />
regulator -- basically everything from the<br />
inlet of the pump all the way to the tip of<br />
the wand. I have seen where some maintenance<br />
companies or customers fail to<br />
properly prepare these components from<br />
freezing. This method allows us to winterize<br />
the entire pump system.<br />
By using environmentally safe antifreeze<br />
such as RV antifreeze, we can eliminate<br />
the system from freezing. Purchase a<br />
few gallons of RV antifreeze from a local<br />
continued ...<br />
A MAN FOR<br />
ALL SEASONS<br />
It’s winter, and business simply isn’t quite as robust.<br />
Sure, you’ve got some jobs, and maybe even a niche,<br />
weather-proof business, perhaps in the agricultural<br />
space, that keeps the money flowing.<br />
But for many operators, winter is a time not just to<br />
winterize the equipment but to focus on other aspects of<br />
their business as well.<br />
Here are just a few ideas about things to think about<br />
or do for your business this winter when your schedule<br />
slows down a bit.<br />
WINTER IS<br />
COMING<br />
• Work on targeting new areas, generating new<br />
commercial customers, rebuilding or upgrading<br />
equipment<br />
• Capitalize on the downtime to get a game plan<br />
together<br />
• Relationship building: target sectors where you<br />
wish to generate work, conducting research on<br />
managers in the area. Contact them and submit<br />
bids<br />
• Knock on some doors and leave behind business<br />
cards with prices<br />
• Spend time with your family! Use your neglected<br />
gym membership! Focus on being a dad (or<br />
mom)! Then get busy scheduling and preparing<br />
for the busy times of the year!<br />
[Editor’s Note: Over nearly five decades in business, Vilco Supply has seen its share of customers<br />
who succeed by maintaining their equipment for every season. This summer season has been<br />
Vilco’s busiest since establishing our company in 1974. Not only has the number of pressure<br />
washing companies increased but business has also picked up as a result of the availability of<br />
inexpensive home owner pressure washing equipment to the general public. As a pump maintenance<br />
company, specifically Cat Pump, Vilco takes its responsibility to keep those units running<br />
seriously, not just by making repairs but also educating customers about proper care and protection<br />
of their equipment now and for the future. If you have any pump maintenance questions, visit the<br />
company at Vilcosupply.com, or call 888-255-4181.]<br />
VOL. 1, NO. 4 | FALL <strong>2019</strong> | PRESSURE WASH NEWS | 25
WINTER IS<br />
COMING<br />
parts store or big box retailer. We like to<br />
use -50 degree product when winterizing<br />
our units.<br />
Carefully pour several gallons of antifreeze<br />
into a clean bucket (do not add<br />
water). If your system uses a water storage<br />
tank, remove your pick-up or supply<br />
line and place the line in the bucket of<br />
antifreeze. Start the pressure washer engine<br />
as if you are pressure washing. Allow<br />
the existing water in your system to pump<br />
through the entire system.<br />
Once the antifreeze is spraying out the<br />
tip, place the wand tip into the antifreeze<br />
bucket and allow it to circulate through<br />
the system for a minute or so. Shut the<br />
unit off and remove the supply line. Drain<br />
the system storage water storage tank and<br />
leave the drain valve open all winter. Be<br />
sure the line going to the pump is either<br />
plugged off or full of antifreeze, then<br />
re-connect it to the storage tank with the<br />
supply valve shut off.<br />
Now the antifreeze is in your pump,<br />
fittings, regulator, bypass hose, pressure<br />
hose, spray wand handle, and tip. This<br />
method also helps seals and O-rings from<br />
dying out during storage. If your unit requires<br />
water pressure to operate, you will<br />
need to use a different method to supply<br />
the antifreeze into your pump.<br />
For this method, you will need a supply<br />
pump to pressurize the antifreeze equal<br />
to typical water pressure from your utility<br />
supplier (40 to 60 psi). We use the smallest<br />
sump pump or utility pump with a hose<br />
adaptor that can supply around 3-8 gallons<br />
per minute, depending on the demand<br />
your pressure washer (check your owner’s<br />
manual for water supply requirements).<br />
With this method, the only difference<br />
is that we hook up the supply hose from<br />
the pressure washer to the sump pump and<br />
immerse the sump pump into the bucket<br />
of RV antifreeze. Start the sump pump<br />
and pressure washer approximately at the<br />
same time. Follow the same steps as we described<br />
with the storage tank method.<br />
After you have circulated the RV antifreeze,<br />
remove the supply line and dispose<br />
of or store the remaining antifreeze referencing<br />
the product label.<br />
Now, back to the engine. Since the<br />
engine has now operated for the last<br />
time before storing the unit for winter, fill<br />
the fuel tank to full capacity leaving just<br />
enough room to add additional fuel stabilizer<br />
according to the amount of fuel<br />
you topped off with. This step in very important<br />
to prevent any unnecessary voids<br />
in the fuel tank. When voids are present<br />
in a fuel tank, it gives an area for water<br />
to condensate.<br />
Finish winterizing the engine by removing<br />
the spark plug. Once the spark<br />
plug is removed, you can either put approximately<br />
¼ ounce of SAE 30 oil directly<br />
into the open cylinder or purchase<br />
some fogging oil from a local parts store.<br />
Either method will keep the cylinder from<br />
corroding, rusting, or sticking when restarting<br />
next Spring. We like to use fogging<br />
oil to completely cover the cylinder<br />
walls and cylinder head.<br />
Once the oil is added into the cylinder,<br />
make sure the kill switch is in the<br />
“off” position and pull the starting cord<br />
a few times to properly disperse the oil in<br />
the cylinder. Before replacing the spark<br />
plug, inspect for carbon buildup. [Pictures<br />
7a and 7b] Replace the spark plug<br />
if necessary. Place the spark plug back in<br />
cylinder head, tighten, and be sure to reconnect<br />
the plug wire.<br />
By following these few simple steps to<br />
winterize a pressure washer system, you<br />
can eliminate the possibility of freezing,<br />
engine or fuel line corrosion, and keeping<br />
the seals from drying out during the<br />
winter months. While these steps are an<br />
excellent guideline for preparing a pressure<br />
washer for the winter months, you<br />
should always do preventive maintenance<br />
as needed according to the amount of use<br />
your equipment experiences.<br />
26 | PRESSURE WASH NEWS | VOL. 1, NO. 4 | FALL <strong>2019</strong>
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