Navigating Success in the Shed Industry
With all the acronyms swirling in my head—SEO (search engine optimization), CRM (client relationship management), ERP (enterprise resource planning), and more—one acronym stands out: GPS.
Without Googling it (a phrase that has become a staple in our daily lives), do you know what GPS stands for? I’ll let you off the hook if you don’t. GPS stands for Global Positioning System (take that, flat-earthers!). According to Google, “GPS is a U.S.-owned utility that provides users with positioning, navigation, and timing (PNT) services. This system consists of three segments: the space segment, the control segment, and the user segment.”
I never truly knew what GPS stood for until today; I just knew it helped me get where I was going. With a bit of luck from Google or other apps, I could even keep an eye out for speed traps in case my right foot accidentally pressed too hard on the gas pedal during my commute—by accident, of course. But now that I know, you can bet your bottom dollar I’ll likely forget the acronym after the Shed Builder Expo, even though I relied on it to guide me safely—and free of speeding citations—all the way to Knoxville, Tennessee.
The key to GPS is that it gives you a destination. Most GPS-enabled apps ask for both a starting location and a destination, calculating the quickest route, the time needed to travel the distance, and the total miles you’ll cover. They might even highlight fueling stations, diners, and lodging along the way.
The topic I want to focus on today is this very destination. One question I frequently encounter during my travels is, “Where is the industry headed?” If only we had a destination to help us navigate that answer.
While I wish I had a crystal ball to peer into and confidently predict our direction, I must admit that no such tool exists. The answers to this question are, at the end of the day, educated guesses. So, what is the intent behind the question? It may be something like, “Is my investment in this industry secure?” or “I am providing for my family through this industry; are we going to be okay?” While some may be asking, “Where is the industry going?” the deeper intention often translates to, “Is it time to jump ship? Should I consider a different line of work?” To that, my answer is … it depends!
There was a time when starting a business seemed straightforward. Many today still embrace that quintessential American spirit: grab a hammer and get started, secure a loan for equipment, and make it happen. There’s something to be said for keeping your nose to the grindstone; grit and sheer willpower are incredibly powerful forces.
Yet, I wonder: as you begin to “make it”—as you start to do what you set out to do—when do you pull out the imaginary GPS and search for your destination, or did you already accomplish this by having secured the direction you want to take your company? Are your mission, vision, and values clearly understood? Is everyone moving toward the goal, toward the destination?
If I’ve learned anything, it’s that success can be a more profound teacher than failure. We often hear it the other way around. Don’t get me wrong, I understand failure. I have lived there far more than in the midst of success. I ask for your grace here. This may come off as arrogance, but I mean it to express vulnerability. (Thank you, Lord, for the opportunity; without you and your will, I am nothing.). This past year or two has brought a level of success I have not yet experienced. That’s not bragging; in fact, what we learned is that a small, quick, and successful experience is a cruel teacher. It shows all your vulnerabilities. It exposed any weaknesses we had in communication, and overall, in systems and processes. It challenged us individually to be better and be accountable as well.
This is far from bragging. It is to show you that our destination was not well thought out, that we had to regroup, and set forth who we are, how we want to tackle things, and most importantly, why we do what we do.
My parents always advised me to have a backup plan. I now understand their sentiment, which was: be prepared! They were trying to teach a young, stubborn boy the importance of preparation because life can be tough. Yet, it seemed they were so accustomed to failure (and trust me, we all had our fair share) that they never instilled in me the expectation that success could be within reach. This is why GPS matters. This is why the destination is so important, and this is why my earlier answer is … it depends!
I know many shed manufacturers who started out swinging a hammer—good, old-fashioned hard work. I’m convinced that carrying a 4 by 8 sheet of decking, lifting a 40-foot prefab wall with a few others, and packing bundles of shingles teaches lessons that no desk jockey could ever comprehend. The sweat, sore backs, and calloused hands provide education in ways that can only be experienced, not explained. I know this because, before sitting behind a steering wheel or in a comfortable office chair, my days were filled with the bluest collar work you can imagine.
From mowing lawns to help my family get by to enduring boot camp at 17, I spent two years working at a grain elevator, swinging sledgehammers at coal cars and wheat-filled hoppers, rolling back barge lids to load milo, corn, and more. Even though it was indoor work, I served as a shift commander at a local jail—perhaps all that rambunctiousness in my youth suited me for the job description. As my father-in-law, who worked in the prison system for 30 years, often told the inmates, “The truth is, the only reason I’m working here and not in with you is because I didn’t get caught.” There’s a lot of truth in that, and I echo his words. I can also say thank God for his mercy and for salvation.
Moving on, it’s important to think with your destination in mind because it’s easy to get distracted along the way. Many enticing opportunities present themselves, but knowing where you’re headed makes it easier to stay focused.
I’m sure when you started your shed business, your shed lot, or your trucking company, you were like most of us—eager to take on the world. Pro tip: If you’ve lost that initial spark, surround yourself with someone young, driven, and full of passion. Their lack of experience may remind you of your younger self, but they will reignite your motivation if you find yourself in a mental slump. What they lack in experience, they make up for in desire.
I don’t believe there’s any reason to sound the alarm. Are things becoming more challenging? Perhaps. I often see questions on social media like, “What are you guys seeing in sales? It seems slow for months.” Then someone responds, “We’re having our best year ever.” It certainly makes you think. If that’s true, what are they doing differently? It could be that the fluctuations in sales have less to do with external factors and more to do with the strength of their business model.
We have companies fill out a quarterly assessment form. Why? Because it helps us input the destination into the GPS. If we’re assisting you, we need something to measure against; otherwise, you’re just driving with no particular destination in mind. If you’re taking random roads based on advice from others, you may be choosing the least efficient route to your goal. Eliminate the guesswork and focus on intentional growth. One thing I frequently hear from companies in the $3-5 million range is their desire to double their revenue. I often respond with a surprise statement: “Are you sure that’s what you want?”
If you’ve been steadily growing for 10 years and suddenly decide to invest in a service with the expectation of doubling or even tripling your revenue, you might be like me: unprepared for success. Just imagine the consequences of doubling your sales without being ready for the headaches that follow. Can your builders handle the increased demand? What about your haulers? How will your budget for buying materials hold up? All I’m saying is to be careful what you wish for. Slow, steady, and intentional growth that is effectively managed is far better than throwing caution to the wind and hoping everything falls into place—because it rarely does.
This is why I assert that there’s no need to jump ship unless you have accomplished your goals and are content with the growth you’ve achieved. But what happens when you see 187 percent growth in one company or 202 percent year-over-year growth in another? Again, I say this humbly: I understand, and I was in no way prepared for such rapid changes. When these situations arise, a whole new list of challenges takes center stage. Missed emails, failing to return calls, and lost opportunities can stem from a lack of organization. Don’t get me wrong. I love growth and opportunity just as much as anyone else, but sometimes saying “no” to preserve your commitments is the right answer.
What does all this mean? Maybe you aimed to hit $10 million in sales and have now achieved that, but the burden of “what’s next?” is looming large. This is why I believe we will continue to see mergers and acquisitions in the industry. Goals are being met, people are discovering their “why,” and they are moving on to something more aligned with the next chapter of their lives. Someone once told me that a business is either growing or dying. There’s some truth to that, but it doesn’t sound very kind. Yet, as you ponder these matters, decisions need to be made.
Personally, I don’t care much for the fast-paced, tech-heavy, constant state of worry that entrepreneurship brings, despite my involvement in such situations. I think Brooks from the famous movie The Shawshank Redemption said it best after his release from a 50-year prison sentence: “The world went and got in a big hurry.” I agree with Brooks’ sentiment. Yet every day, I must reconcile with the relentless march of time, and sometimes, even without intention, I find myself gazing at new retail ideas, fresh construction designs, or innovative software aimed at improving efficiency. Although I know it’s an uphill battle, the reality is that the future keeps rushing toward us.
This is why, when one person answers, “Things are slow here,” and another claims, “Not here, it’s our best year ever,” I believe the divergence has more to do with the bigger picture—a new direction or a renewed business plan with intentional, measurable goals. These are the reasons for the differing experiences across the industry.
I hope my musings resonate with someone in the shed world. Businesses that plan and measure their journey against an established destination will shape the future. It’s not merely about asking, “What are you seeing out there?” for many companies. They’re not waiting to see what others are doing; they’re choosing to lead. They are investing in themselves, getting organized, and preparing to elevate to the next level. Conversely, those who are not adapting are slowly losing ground and market share to those who are ready. From my perspective, there is still a lot of life left in the shed business. I hope to see you at the top—or, in this case, at our destination.
