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Plan NOW For A Big 2026 | How Painting Contractors Can Engineer Growth Instead of Just Hoping

⏱️ 16:52 🎤 Mike Gore-Hickman
AUDIO EPISODE
Plan NOW For A Big 2026 | How Painting Contractors Can Engineer Growth Instead of Just Hoping
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Chapters

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  • 0:00
    Introduction & Planning Necessity
    The host introduces the podcast and stresses the critical need for painting contractors to plan now for 2026, rather than waiting, to ensure success and avoid being behind.
  • 1:35
    Reviewing 2025 Performance
    Mike outlines the first step: a data-driven analysis of 2025, covering revenue, profit, job metrics, capacity, production, marketing, sales, and team dynamics, without emotional bias.
  • 7:07
    Designing Your 2026 Plan
    The discussion moves to creating a 2026 plan using a 'profit first' model, outlining how to set revenue and profit targets, and then mapping out marketing and production needs.
  • 11:50
    Weekly Business Planning
    Mike introduces a weekly business plan tool that translates annual goals into concrete, week-by-week targets for leads, estimates, booked jobs, and production, adapting to seasonal variations.
  • 13:14
    Owner's Role & Growth Stages
    The host explores the evolution of the owner's role, from painter to investor, and the necessity of taking 'big swings' and strategic investments to progress through business growth stages.
  • 15:40
    Contractor to CEO Challenge
    Mike announces a 'Contractor to CEO Challenge,' a three-hour working session designed to help contractors build their 2026 business plan with direct coaching and resources for a nominal fee.

Speakers

M
Mike Gore-Hickman
Host — founder of Painter Growth.com

Key Takeaways

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Dedicate time in December to reflect on the past year's performance and proactively plan for the next, rather than waiting until January.

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Thoroughly analyze 2025 data including revenue, net profit, average job size, production breakdowns, and lead sources to identify strengths and weaknesses.

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Utilize a 'profit first' business plan model to set clear revenue and profit targets, then reverse-engineer the required marketing, sales, and production efforts.

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Break down your annual goals into weekly targets for leads, estimates, booked jobs, and production, accounting for seasonal fluctuations in your market.

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Be intentional about your role as the owner; transition from working 'in' the business (e.g., painting) to working 'on' it (managing, leading, strategizing) to facilitate growth.

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Be willing to take 'big swings' and make strategic investments, such as hiring a production manager or recruiting, even if it feels premature, to break free from the operational hamster wheel.

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