Meet Becky Edgren, President/CEO, PuroClean Emergency Services
I grew up in a family owned tooling and machining company that my father started in 1947. He passed away in 1990, but my brothers and I continued running the business.
I decided it was time to pursue something new and began exploring options for a business that would fit my family, which included my husband and three adult daughters. While working with a business broker, I was introduced to PuroClean, and in August 2008 I purchased my franchise. Gradually, my husband and three daughters joined the business.
With my semi-retired husband, the girls run the day to day operations while I focus on growth, teaching and leadership development among our team.
We are fortunate to be on several preferred vendor programs and receive a sizable amount of work from direct agent referrals. We are asked to do more and more without really being compensated for it.
Finding, training and retaining highly skilled technicians willing to be “on-call” 24/7 requires a strong focus on career development and culture. It’s about more than just competitive wages.
The opportunities out there are limitless, but you have to be willing and capable of change with an on-going commitment to continuous improvement. It’s easy to get comfortable, and that can be dangerous.
We are a very fragmented industry with a very easy entry point, which means anyone can claim to be a “restoration professional” and new competitors enter the market daily. For owners, including women owners, it’s about identifying where you want to be in the next three to five years and laying out a plan to get there.
Technology continues to evolve at an alarming rate and the restoration industry is no exception. Technology allows the carriers to track a loss in real time and collect data every step of the way.
It’s not about wanting a seat at the table, it’s about building your own table and surrounding yourself with the people who are important to you.
We need to learn to be extremely proficient in utilizing the technology available not just to satisfy the carriers, but to ensure we are profitable without over-stressing our staff.
Understand, track and “act” on your data. It’s common for owners to feel confident and secure when revenue and growth are moving in the right direction, but that’s no indication of a healthy business.
Study the trends, understand what the data is telling, and then adjust/act accordingly so that you can create a predictable business. That takes time and commitment but is crucial to profitability and longevity.
My father always told me to “take care of your employees and they will take care of you and your customers.” I firmly believe as a business owner, I have a responsibility to develop my employees and provide them with opportunities, regardless of their background or position.
Stop trying to be everything to everyone and define what success means to you, then put a plan together to achieve it. Stop comparing yourself to others and stop worrying about what everyone else is doing.
It’s not about wanting a seat at the table, it’s about building your own table and surrounding yourself with the people who are important to you.
My goal is to develop a very focused five-year plan that provides options for me, my girls and our company.
