A fractional COO for founders turns vision into execution by building systems, creating accountability, and giving teams clear ownership. Larry G. Dix II explains how the right operator helped him focus on his strengths, challenge decisions productively, document critical knowledge, and build a company that no longer depends on him every day.
In this episode of The COO Solution Podcast, host Derek Fredrickson and Larry G. Dix II explore how a fractional COO can give an overwhelmed founder greater focus, freedom, and operating support.
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About This Episode
In this episode of The COO Solution Podcast, host Derek Fredrickson sits down with client Larry G. Dix II, founder of Apex, a multimillion-dollar company he built from the ground up.
Larry started working in a lumberyard as a teenager. Today, he is an entrepreneur, bestselling author, podcast host, rancher, real estate investor, marathon runner, and mentor.
This conversation is about more than Larry’s success. It is about what happened when he realized he was trying to carry too much of the business himself.
For years, Larry handled everything from CEO and CFO responsibilities to sales, management, and purchasing. He knew he wanted to grow, but he also knew something had to change.
Then he realized he wasn’t broken. He just didn’t have the right pieces.
Larry shares what changed after bringing the right operating people around him, including fractional COO Warren. He talks about finding his role as a visionary, building systems around his ideas, making better decisions through healthy pushback, and creating a business that can grow without depending on him every day.
In This Episode
[01:18] Lessons From the Lumberyard
The early work experiences that shaped Larry’s approach to business, work, and leadership.
[03:18] Turning Negative Energy Into Positive Energy
Larry shares how criticism and setbacks fueled his growth and motivation.
[05:22] The ‘Do What’s Right’ Philosophy
The story behind Larry’s guiding principle and its role in his business and life.
[07:49] Why Larry Felt Stuck
After years of building a successful business, Larry reflects on what kept him from reaching the next level.
[08:32] ‘I’m Not Broken. I’m Just Different.’
Larry realizes he was a visionary who needed the right people and structure around him.
[09:06] Finding the Right Integrator
The impact of bringing in an Integrator, from better processes and data to greater freedom for Larry.
[12:00] Pressure Testing Decisions
Larry and Warren challenge each other’s ideas, pushing past personal opinions to find the best decision.
[14:44] Turning Vision Into Processes
Putting Larry’s ideas on paper and creating the structure needed to turn vision into action.
[15:16] Staying Focused on What Matters
Keeping the focus on the biggest priorities instead of chasing every new idea.
[16:44] Defining the North Star
For Larry, success is becoming less about the business itself and more about the freedom it can create.
[20:49] Building a Business Beyond the Founder
Creating systems and a sustainable business that can support Larry’s family and future.
[22:30] Getting Business Knowledge Out of Your Head
Why relying on what you know instead of documenting it can leave a business vulnerable.
[24:59] The Freedom That Comes From the Right Support
Larry talks about the relief, focus, and energy that came from having the right people around him.
[28:16] Making a Virtual Team Work
Larry shares what makes remote collaboration work across his business, team, and fractional COO.
[34:00] Larry’s Advice to Founders Who Need Help
His message to founders who know they need support: stop waiting and take the first step.
[36:03] Where to Find Larry
Where listeners can connect with Larry and learn more about Apex, his coaching, podcast, and books.
Why This Matters
Successful founders can still become the bottleneck when the business depends on them for too many decisions and responsibilities. The right operational support does not change the founder; it adds the structure, ownership, and accountability needed to turn vision into sustainable execution.
Larry’s experience shows that freedom comes from surrounding the visionary with people who can challenge ideas, document knowledge, run processes, and keep the team focused on the priorities that matter.
Action Steps for Listeners
- Identify what only you should own as the founder.
- Look at the responsibilities you are still carrying that someone else could own.
- Find the operating support you need to turn your vision into execution.
- Build systems that make your knowledge transferable.
- Choose the one or two priorities that will move the business forward.
- Define your North Star beyond revenue and growth.
- Stop waiting for the perfect time to get the support you need.
Resources & Links
Questions We’re Asked About Fractional COO Support for Founders
What does a fractional COO do for a founder?
A fractional COO turns the founder’s vision into priorities, systems, and accountable execution. The operator owns day-to-day operational leadership so the founder can focus on the work that creates the most value.
How do you know when a founder needs operational support?
A founder may need operational support when too many decisions, responsibilities, and processes still depend on them personally. The need becomes especially clear when growth is constrained by the founder carrying sales, management, finance, purchasing, and team accountability at the same time.
What is the difference between a visionary and an Integrator?
A visionary supplies ideas, direction, relationships, and new opportunities. An Integrator turns that vision into coordinated priorities, processes, accountability, and consistent execution across the team.
Can a fractional COO work effectively with an on-site business?
Yes. A fractional COO can lead virtually through structured meetings, shared dashboards, documented processes, and clear accountability. The arrangement also allows a business to choose the operator who fits its needs instead of limiting the search to people who live nearby.
Why should founders document the knowledge in their heads?
Knowledge that lives only in the founder’s head makes the company dependent on that person and vulnerable when they are unavailable. Documented processes make the knowledge transferable, help the team operate consistently, and support a business that can grow beyond the founder.
New episodes drop soon. Subscribe to The COO Solution Podcast so you do not miss one. Connect with The COO Solution on LinkedIn, Instagram, and Facebook. If this episode resonated with you, share it with a founder or CEO who has been carrying too much of the business for too long.
Take the Quiz: Find Out What Your Business Actually Needs
Full Transcript
[00:17] Great to be here, Derek. Glad to finally get in touch with you today.
[00:19] Yeah, we’re looking forward to it. Like I said, Larry’s been a client of the COO Solution for a few months now. We actually met. I was a guest on your podcast. That’s how we got connected initially. We’ll dive into that a little bit. But I actually want to start with Larry. A question around. You have an amazing story. I’m really inspired by you, I think in terms of how you carry yourself, how you show up in your business, your philosophy on life, your philosophy on business. But you have a very interesting upbringing in terms of what kind of got you started. So I read in your bio that you started like loading lumber as a teenager and here you are today running this very successful multi million dollar business.
[00:58] I want to ask you to share with the audience, what are some of the lessons that you remember from those years as a teenager loading lumber that kind of shaped a little bit about who you are today as a leader, as an author, as a business owner, as just an overall inspiring person. What were some of those lessons from the early days?
[01:18] Well, the fun thing is that, you know, 50 years ago, we didn’t understand entrepreneurship and this stuff. We just wanted to be business guys. We wanted to own a business. And I bought my first dog when I was 15 years old. My parents let me buy this dog, a cocker spaniel. I don’t know why I wanted one. And I named it Million. I named it like a million dollars. That was his name. Didn’t even really know it that many conceptually, you just didn’t understand it. You know, you had magazines or maybe an article and a paper, if you even got a newspaper to your house, you know, you saw three channels. And that was kind of your inspiration. And I had this drive in me and I don’t know why I grew up from a very modest middle company or middle income family.
[01:52] Why did my father graduate from college when I was 12 years old, but I was inspired to always really want to work hard. And you know, I got out of high school, I’d worked from the time I was about 11 years old. My dad was very much about. You had to work. And I got a job working in a Lumberyard. My dad’s like, you got to get a real job. I was not going to go to college. I was just never in my wheelhouse. I graduated 142 out of 147 in my class. Wow. You know, college was not for me, but I wanted to do something big. And so I went to work for this lumberyard. And I was what they called a yard dog, which you could actually call somebody that back then. And it was a great job, hard work.
[02:27] I mean, just physically, brutally hard. South Texas middle, you know, hot summers. And I just had an opportunity to go in and start stocking shelves because I wanted to get inside. Because I would see these guys in outside sales and they dress nicer and they would be in their cars, and it just kind of was always. And so I was always looking out for the guy in front of me to inspire me. And I just. And it just drove me. And I had a guy when I was 17 years old, I just graduated high school and I was walking across a sports complex that I was working at, and it was a friend of my dad’s. And I had not. I just graduated high school and the guy came up to me, super nice guy. And he was chatting, he looked at me.
[03:04] He goes, Larry, before you leave, he goes, I want you to know something. He goes, I think you’re the dumbest. They call me an “mf*er” to my face.
[03:09] Oh, my gosh.
[03:10] A 50 year old guy for not going to college. And, you know, I just kind of put that on my shoulder and kind of wore it as a, you know, kind of a grudge.
[03:17] Yeah.
[03:18] And I’d love to shake his hand now. After writing my first book was born or made. Yeah. I would love to shake the man’s hand and tell him thank you. Yeah. But I was always able to take negative energy and figure out how to turn into positive. Yeah. And that’s just what’s kind of driven me from. From day one. And, you know, first it was about the money, then it was about the toys, and then it’s just now it’s just about the journey.
[03:37] Yeah.
[03:37] And it’s, look, I’m 63.
[03:39] Yeah.
[03:39] I mean, I can look back and just go story after story, but my big takeaway for most people is like taking people in the dirt because you can get punched in the face. You know, successful business. And you just got to say, okay. And you use that, you turn into energy, and you use that to drive you forward to the next, you know, goal. Yeah, it is. And set goals. Set realistic goals and. And try to aspire to do bigger things, like, you know, run a marathon, learn to be healthy. You know, learn to aspire, read books, set goals every year that are attainable. Mine this year is I’m rowing 1.5 million meters on my rower. And I’m at, like, 980.
[04:19] Oh, my gosh. Good for you, man. That’s incredible.
[04:21] Yeah. I was like, why did I. Why did I say a million at first? Then me and my buddy, we said, we’ll do a million and a half. Now I’m like, be done by August.
[04:28] Exactly.
[04:28] Probably December.
[04:29] Yeah.
[04:30] As we say, those are the stories. I just inspire to do things and try to set standards for myself that people can inspire to try to chase with me.
[04:38] Yeah. I think it’s the lesson of. Thank you for that. Of being inspired to inspire. And I think that’s a value of yours, and I appreciate that. Yeah.
[04:46] I would love. I get as much joy seeing you be successful. Yeah. As me being. I mean, it just gives me so much joy. The people that I coach and do stuff like that. And when they win, it’s like, I’m right there with them. I win too. Yeah. It is so exciting for me. Yeah.
[05:01] So that kind of. You’ve trademarked the do what’s right. So it’s kind of like the philosophy not just behind your business, but obviously from what you shared, the philosophy behind your life. It’s not just a value, it’s an operating principle. Is that where this came from? Like, doing the right thing. Do what’s right. Like, where did that spark from?
[05:22] So I started it with Apex. When I started Apex 26 years ago, I was driving down the road, and I was like, I need a mission statement. I didn’t know. And just do what’s right popped in my head. I’m like. And one of the guys I worked for, Alec Beck, he. He was just a man. Not that everybody I didn’t work for had integrity, but this guy just had a different edge. And when I. When I thought about that, it just. It. That’s what came to me. And I stuck with that. And people thought it was kind of crazy. And then I end up ultimately trademark and trademarking it, and it just. It’s always reminding me to do the right thing.
[05:55] Yeah.
[05:55] It inspires my employees to do the right thing. And so when I’m not in the room, my staff that I’ve worked with for 20. I have 27 year, almost 27 year employees now. They don’t have to be like, well, I wonder what Larry would do.
[06:08] Right?
[06:08] It’s, we do what’s right no matter what. Play the long ball. Do I get punched a little bit and people take advantage of me? Absolutely. But you know, don’t mistake my kindness for weakness. But it’s just. Yeah, I just. That. And that just stuck with me. And I mean, I had good parents and I mean we were always trying to do the right thing. I mean, do we always achieve it? No.
[06:30] Right.
[06:30] Our intentions are honorable, but it’s just. And that’s what now everything I have is just got to do what’s right on it. Yeah. And it just sticks with me. And it works great.
[06:38] I love it.
[06:39] My kids know that all the people I know now, they never question, like, I wonder what Dix is going to do. They’re like, I do the right thing.
[06:45] Just do what’s right.
[06:47] Yeah, that’s right. That’s it. Wow. And it’s biblical. I mean, if you look at the Bible, it’s said in there dozens and dozens of times, do the right thing. Do. Yeah. I don’t think it ever says do what’s right. And it just, and it just stuck with me.
[06:58] Yeah. It’s just, it’s an internal value that I think drives and motivates and is always there. So you mentioned Apex. So you’ve been in business for, with your company 26, 27 years. I love this story because you bootstrapped it. Like, this is founder-led. You know, this is not something with investor money. Like you built this thing literally from the ground up. And I would like to kind of go back and have you share a little bit about what it was like going on in the business before we started working together, before you had a fractional COO that’s on our team.
[07:27] I know that we first met through that podcast and you’re asking me questions on your show that I think were about what we do as fractional COOs, but you’re also kind of listening through the filter of like, I wonder if maybe this is something that I should think about. But what was going on in the business before we started working together? What was good, what was maybe bad? Like, what made you want to start to think about getting some help in this way from a fractional COO?
[07:49] Well, I’ve been frustrated. So my business basically, after about year five, is pretty much been where it’s at today. It fluctuated from, you know, five to $12 million a year in annual revenue, depending on sale price. I mean, there were just market conditions and stuff like that. But I was always kind of frustrated. Why I couldn’t get to like the next level. Some of it I thought was self inflicted. I didn’t really want to do it. And when I met with you know, there’s little things were going off and you called it the North Star. You know, you were talking, I remember this very specifically about. I told you, I’m like, now that I think about it, I haven’t had a vacation in 26 years. Yeah. And that was just like. And I said, I mean, I went places, right. But I always had to work.
[08:30] Always working.
[08:32] I was, I was always working. And it just struck a chord with me. And then, so we started progressing and then we did some psychological profiles on me that you had guys had me do. And I realized that I wasn’t broken. It’s just that I didn’t have the right pieces. Right. I was CEO, CFO, you know, salesman, manager, purchasing. And I suddenly found out I was a visionary. And I found that out, honestly, because of you, Derek. And all of a sudden it just gave me this like, oh, my gosh, I’m not broken. I’m just different.
[09:05] Yeah.
[09:06] And I started looking at this process and I, you know, we ultimately go through all these things and we end up hiring Warren. And it’s been like the biggest freedom for me that I can’t even explain it. Like, my revenue’s up 44% this year. I mean, just because of, wow, this freedom now. Like, I’m not broken.
[09:24] Yeah.
[09:25] I just needed operating people around me that could help me implement my vision. Right. So I think you told me, or maybe it was Dave Pennington and he said, read the book Rocket Fuel.
[09:34] Yeah.
[09:35] So I get this book, Rocket Fuel. I’m listening to it because I work. I’m a thousand and twenty, I think 21 days today that I have not missed a workout. Right. And so I’m always running and working, rowing. I mean, I’m an intense person. Yeah. But I’m listening to books. So I listen to this book and I’m like, oh my gosh. Like there’s. There’s a thing called an implementer. Yeah. I’m not that guy.
[09:55] Integrator. Integrator. Integrator.
[09:57] Integrator.
[09:57] Yeah, exactly. Yes. I know they’re too similar. But yeah, there you go.
[10:01] Yeah. And so an integrator. And I hired you and Warren and all of a sudden I got an integrator. And things start working like I’m getting processes better, I’m getting more data that I can look at. Because what you find when you’re a visionary is you need dashboards, things you can look at very quickly. Look, you know, we make quick decisions as visionaries. Like there’s. Just give me the data, let me make a decision. Let’s go.
[10:26] Yep.
[10:27] And now I’ve got Warren and I’ve got a great general manager and they just helped me. And all of a sudden my business is just exploding. Yeah. And I still. I mean, I cannot tell you. I’m 60. I just turned 63 last couple of weeks ago. I think I will do more in the next 20 years. God allows me to live that long than I did the previous 62 years. And it’s all because of this process of hiring somebody that. Rocket fuel. Right. You get the guy that does this, you put these, you put the two together, you create rocket.
[10:55] Exactly. You get traction.
[10:56] The first five chapters. And I was done with the book. This is a no brainer.
[11:00] I get it. I love it. Thank you, Larry.
[11:03] What I appreciate about what you’re sharing is you’re very open, first and foremost, and I love that. You know, there are some founders that we work with where the impact is financial. Right. Revenue is up, profit is up. You know, there’s processes and systems and everything else. And then there are some founders where, you know, there is some growth in that department. But then there’s the kind of personal fulfillment department. Right. They get their time back, they get their zone of genius back. They take that unplugged vacation. You’ve got a little bit of both.
[11:29] So you’re hitting the jackpot because I know that the business is continuing to do well and improve, but also from a personal satisfaction level, like being able to step fully, perhaps for the first time ever in your business, to be the owner of the business, the visionary, and be in that lane and operate from your true zone of genius in terms of what you want to create, what you want the business to be, but not also have to carry the burden of being the one to go and implement it all and do it all by yourself. You’ve got that team structure in place now.
[12:00] Yeah. Having Warren to be able to. He uses the term pressure testing. And I love that. Not the term is we pressure test. And so what happened with Warren and I was my ultimate goal is to get it is to make the best decision. I don’t care if it’s your idea, Warren’s idea, James, whoever it is in the business. I don’t care. But part of the problem is because I don’t care. I will push back. Like, I’m like, no, I don’t like that. We got to figure this out and then they’ll push back. I thrive in that environment. Yeah. Like, I love. Because Warren and I go back and forth and we’re like, oh, this? And I’m like, no, that doesn’t work. Let’s. Well, maybe you’re right and get. Guess what? We ultimately come up with the best decision.
[12:38] He doesn’t care if it’s his idea or mine. We just want the best decision. And when you’re a visionary, it just giving you that freedom to be able to talk to somebody. Because, look, most of us are by ourselves. Your spouse is probably not that person. Because if you have a great relationship with a wife, she’s probably opposite of you.
[12:56] Yeah, that’s true.
[12:57] You give her these ideas. She’s like, what? Yeah. What? Yeah. You know, they want safety, security. I want stress and push and try to figure out the best. Yeah, I want. I now want it because of you. I am going to do the Appalachian Trail. Now. I don’t know when yet, but we’re. Me and my buddy are talking about maybe about three years and I may be able to take six months away.
[13:18] Yes.
[13:19] For my business and for me. You know, you told me you had to take one guy and change his email password.
[13:24] Yes, exactly. I know. We’re there. We’re not there yet.
[13:29] You know, and so now there’s all this stuff. Anyway, I digress. But you know, Warren has been a great help for me because he’s just. I have somebody to bounce ideas off that doesn’t go well. That’s crazy. You know, and let’s. Just the processes and procedures and it’s great. I mean, I love it.
[13:47] That’s amazing. Thank you for that. I think the right fractional COO in this model that can be that trusted strategic thought partner. Right. So the true second in command that you trust that you have the confidence in, because they are the one that they’re not a yes machine and they’re not a no machine.
[14:05] Right.
[14:05] They’re going to provide some healthy conflicts and pushback because like you said, it could be a bit lonely. Those thoughts are racing in the mind. Be like, is this a good idea? Should I do this? And now that you’ve got that worn sounding board to affirm or maybe to kind of take it a step further. Like, well, Larry, walk me through that. Like, what would that really look like? Maybe. What’s the success criteria? What does that look like? And then being able to say, yeah, okay, we came to the right decision again. Going back to do the right, you know, do the right. What was it? Not do the right thing, but do what’s right. Right. And not have to take credit about it. But then having the confidence to know that there’s a war in there.
[14:39] Be like, okay, I can now go and make that happen. I can build the SOP or the structure. Exactly. Integrate.
[14:44] Yeah. Takes my vision and puts it on paper processes. And it just. I mean, well, you know, I mean, I’ve already got you another client.
[14:54] Yes, exactly.
[14:55] So this buddy of mine, kind of in the same boat, luckily about 20 years younger than me, I’m like, dude, if I would have done this 20 years ago, I’d be worth $100 million. I just. Because of the fact that I now have this ability to just visualize things and have people help me, you know, integrate them. And then. And then also all the. What do they call it? The shiny object syndrome.
[15:16] Helping me, helping me. Like, Larry, we’re staying now, right now I have three things I’m focused on instead of 12. Yeah. And I’m only staying focused on those three things. Yeah. And with Warren, you and Jane, with Dave.
[15:29] Yeah.
[15:29] It just keeps me on track.
[15:30] Yeah. And I. And what I love about this is that it doesn’t mean that you’re throttled in being able to come up with the 12 ideas a day. Right. Like I always say, this is not about stifling now. Yeah, exactly. It’s not about stifling the idea generation. It’s going through the process to determine what are the one or two things that are going to be the biggest needle movers. Right. I call them EGA, exponential growth activities. But the other 10 that don’t get created or initiated, it’s not that they’re. They die on the vine, they’re captured. They might be for a later day, it could be for next quarter. Right. Because if it’s. If the CEO steps in, is that no machine. It kills your ideation, it kills your creativity, it kills your excitement and your enthusiasm, and that’s your zone.
[16:10] So if you’re able to kind of say, listen, you know, as I say, throw a bunch of spaghetti on the wall and see what sticks, the couple strands that stick. And then we go and implement the other ones, they’re still on the wall. We can always come back to them. And that way you can throw more spaghetti onto the wall, if you will, based on other ideas that come to you. So I want to go back, Larry, because our audience may not know this concept of the North Star. So can you explain. I’m putting you on the spot because I know what it is. We ask this of every single client. You know what it is based on the question that we asked.
[16:37] But how would you explain what the North Star is from your vantage point to other business owners that might be listening?
[16:44] Well, that’s a great question, because I don’t know that I know yet, but I just. I just know. I don’t. I mean, it’s like this. The North Star for me is just the freedom for possibly the first time in my life that I can remember that I might be able to take off.
[17:02] Yeah.
[17:02] I might be able. I mean, and just not worry about my business and having the pressure off of you that all of us entrepreneurs carry. You know, when you think about. I have about 40 employees. Right. Maybe 45 now. And I carry the burden of all 45 of those people. But they’re families. Yeah. So my success or failure has a direct impact on those people. Yeah. And my North Star has always been to help others. But I now realize I need to help myself to be healthy enough and have the vision now to be able to secure all of these people’s future. And for me to think about taking off six months and do the Appalachian Trail, which I have a laundry list of things that I have succeeded at and goals that I’ve obtained.
[17:50] And that is kind of the one I’ve really wanted. In my mind has always been I could not imagine going six days. Yeah. Without putting my business things running.
[18:01] Yeah.
[18:02] I can’t imagine six months.
[18:04] And now it’s starting to become more satellite folk. Yeah.
[18:07] Yeah. I was still. I really. Now with Warren and James and the way we’re doing things and integrating these things into this process, I can now see that as my. My North Star. I might be able to take off for six months. I mean, I just can’t even imagine that still much less six days. But now I don’t talk to the plant every day. Now it’s like, I don’t remember the last time it’s been like that. Now I’m looking at stuff. I’m paying attention, but I’m going to take my business from, you know, 10 million to 20 million, and without a doubt, in the next. Within the next Three years.
[18:43] Wow.
[18:44] And just because of this integration of doing this stuff with people, a team.
[18:48] Yeah. Thank you for that. And it’s only been a few months. I mean, there was a lot that needed to get done.
[18:52] Yeah.
[18:53] With the four months in. Four months in and you’re already feeling. Yeah. It’s incredible. And just the. I can see the mindset shift. Like, this is a different Larry from when I met you on your podcast to where you are now. And even just some of the verbiage that you’re using now, I can start to see it’s now possible. It’s not fully there yet. There’s a lot of work to be done. Right. Six months on the Appalachian Trail is the North Star. But the mini North Star might be six days.
[19:22] Right.
[19:23] It could be six weeks, literally. It’s baby steps. This is not like, you know, zero to a thousand, we gotta walk before we run. But I think for the audience, and I love the example of just how you shared what you are. North Star is. I describe the North Star as the why? Why are we doing this? Right? So when you came to us and we had that conversation twice, I think, and I said, yes, you know, here’s. Here’s what we can do. Here’s how we’re going to help you. And you know, I often say when we work with companies, we focus on what you want to grow and scale the business. Right. That might be 2x, it might be exit, it might be, I just don’t want to work so damn hard in the business anymore as I have been doing. Right.
[20:01] So that’s the what. But then on the flip side, how we achieve the what is we focus on how you’re doing the what you’re doing. Right? So that’s the secret sauce, right? That’s the structure, the system’s the process.
[20:12] We have goals. Six, 30, 60, 90 day goals.
[20:14] Exactly. And then I think what happens is that I say, okay, if we achieve this, the what, why are we doing it? What’s the North Star? And I think for you, it was being able to have this personal freedom from the business, this satisfaction to be more of who you truly are. And I also remember you shared if it’s okay to go in this direction a little bit. You know, you had shared that, you know, the business up to this point, there were things that needed to change in order for it to be sustainable longer term. I remember you said you didn’t want to have something that was not like, passable or sellable or you didn’t want, you know, I remember you saying you’re.
[20:49] I didn’t want to die. Yeah. My wife be stuck with the business. Because what you learn through this process is all of this knowledge is amazing that I have, but it’s right here.
[21:01] Yeah.
[21:01] And unless you get it on paper, it’s not transferable. And one of the things we talked about, I remember vividly was, you know, I don’t want to wake up dead. And my wife of 42 years had to figure out how to get, you know, get rid of Apex. That was it. I wanted to be in a structure. I want to be able to have a business that when I die, she can go, okay, we’ve got a three year plan that’s what we’re going to be working on over these next, you know, multiple years is to have a plan. So, okay, she. I die, which statistically I’m beating her to the grave. Right. And so.
[21:28] Well, not if you’re working out for 1200 days in a row.
[21:32] Yeah, yeah, I’ve tried.
[21:33] Right.
[21:34] But you know, and just being able to do that and for my family in the succession, because I didn’t want her to wake up and then have. The sharks are circling. They go, oh, we got a business we could buy for, you know, 50 cents on the dollar. I want to be able to sit in there and have Warren and James and other people in the system and they’d be like, this is a very viable business. She may not want to sell it for another 20. And that’s doable. Or she can sell it, get her payday and move on with her life.
[22:00] Yeah. And yeah, I appreciate that. Thank you for sharing. I think that’s a, that’s a, an emotional moment, I think, that you shared because remember, even when we had some conversations on the financials, it was like, all the financials are in on Larry’s head. Right. You know, and then now we’ve been able to build some dashboards, some metrics that give you that top line reporting. Not all the detail, not all the data. You’re not that like the data guy, but gives you the pulse of not having to go into the plant every single day and feel, okay, we’re on track, we’re doing well, things are on, in progress.
[22:30] People make the mistake is that when most small businesses, it’s that way. I mean, I think all my buddies, the one that’s now switching over to you guys is the same thing. He has all this Data. Like, I did, like, someone go, how do you know your cash flow? I’m like, well, I have it in my head. And they’re like, what do you mean? Well, I know my receivables, I know my payables. I know my revenue is. I’m looking at a scale. You know, how many invoices I’m shipping out every single day. That’s not where a business should be. Yeah, it’s. It’s disastrous. Most of us be. Don’t end up with that problem, but get run over by a bus.
[23:01] Yeah, No, I think it’s good to take that into consideration. It’s the reality.
[23:05] Everybody should be doing this. Like, if you’re. If you’re a true visionary and you don’t go out and find the integrator, read that book. It just, when you read that book, it’s like, holy cow. And it’s the EOS, right?
[23:18] Yeah.
[23:18] Entrepreneurial Operating System. And you start seeing this stuff and you’re just like, I mean, I bet you it’s. I think it could be 90% of the entrepreneurial businesses out there. The businesses that are in the same boat I was four months ago.
[23:33] Yeah, it’s. And thank you for that. I mean. Yeah. EOS Entrepreneurial Operating System will include a link in the show notes. It’s. There’s a series of books. There’s traction, there’s rocket fuel. And I think it’s funny, I spoke to a potential client yesterday and I’m speaking to them and them tomorrow for coming on board. And they run a pool construction business in North Texas. Found us through AI of all places, which I love to hear. And he. We were talking about it, and I said, because he had read the book and he’s, you know, kind of bought into the idea. And I was like. Because here’s what happens. People read the book, usually it’s visionary. They get excited about it and they’re like, okay, I’m clear. I’m the visionary.
[24:12] This is my company. I’m the business owner. And they look around and they’re like, I don’t see anybody who’s the integrator. Maybe I could pull up Bob from Operations. But Bob’s not that air traffic controller that the integrator COO actually is. So by default, the business owner also puts on the integrator COO hat. And then what happens is that. Exactly, exactly. You couldn’t set it better because then they’re trying to execute. They’re trying to run meetings, they’re trying to build dashboards. They’re trying to hold team members accountable. That’s not their zone. And so I think they look around and I always say, listen, if you look around and you don’t already have a well skilled, experienced, highly expertise, fractional COO integrator, then you need one.
[24:50] And don’t keep that hat on your own visionary head because you’ll burn out and be like, this isn’t working. You got to bring in a fractional COO that’s going to make that happen.
[24:59] There is so much freedom. It’s a word I can only use is. Because when you get this in and it happens, it is. I mean, I can’t tell how euphoric I am. I mean, I’m. I’m just so excited all the time now. And I’ll challenge everybody who gets on this program, which I encourage everybody to do is find somebody that keeps you focused one or two or minor. Three. Three pillars. Apex being the number one. Real estate. And then Larry Dix Inc. Yep. And that’s all I’m doing now. I’m getting out. You know, we’re, it’s on a schedule. I’m. I’m getting out of the cattle business. You know, Dave gets me on if I start. Hey. You know when he’s like, Larry, three things. Focus. Okay. Yes, sir.
[25:40] You gotta have those people because you’re just the guy looking at the next squirrel jumping across a tree.
[25:46] Yeah.
[25:46] I mean, and it’s just, it’s not a good position. Yeah. I did it for 50 something years and now I’m like finally 63 years old. You figure this crap out.
[25:55] It’s the best year. The best years of your life are ahead.
[26:00] That’s the plan.
[26:00] Let’s talk about Warren. Your fractional COO you guys have an amazing relationship. You guys have some inside jokes, you know, like what’d you say the other day? And I’m not claiming that I took credit, but you’re like, you know, two bald guys get together and like, you know, stuff happens and you guys have nicknames for each other and everything else, but. Yeah. Tell us about Warren. What’s it like working?
[26:20] It’s funny. Yeah. I mean, he’s a Yankee, you know, guy up northeast and I’m a Southern boy and we just get along and, you know, we. It’s just, I don’t, I mean, I can’t. I know Paul, my buddy, likes his so far, but I don’t know that he has that relationship yet?
[26:35] Not yet, but it will be.
[26:36] Yeah. We did. When we did the, you know, the. The different DISC reporting and figured out our differences and stuff like that. It’s just whatever you guys did, I don’t know how you did it, but we just got the right match for me and him, and it just works. Yeah. For us. I mean, it’s a. It’s a solid business model for us. We. We banter. We talk. We text. You know, we give each other grief about stuff, and it’s. It’s just great. And then. And now we’re getting to the point. Now we start talking about personal stuff about our families and things that we’re struggling with. And, you know, that gives you someone else that you know, which is nice because most of the people I have working for, we have an emotional attachment saying that we don’t. Yeah. But there’s. There’s just no judgment. Yeah. Between me and.
[27:22] Yeah.
[27:23] And I can’t tell you how freeing that is.
[27:26] Yeah. What’s it like? Thank you for that. What’s it like working? So you’re in Virginia. You’ve got a plant. Warren’s in New Jersey. Right. You guys have not actually met yet in person. I don’t know if they’re meeting. Yeah.
[27:42] He could be 5 foot tall or 10 foot. I just have no idea. What’s that? I’m taller than him, but I’m pretty.
[27:46] Sure, well, we got him. We got to get him down there to the plant to see you and the guys.
[27:51] But what’s that been like? And I’m asking this because I’ve, you know, there are some companies that I speak to that are very interested. They kind of get the. I’ve had somebody say, listen, Derek, I get it.
[28:00] I want to. I want to work with you guys, but how the hell do you guys do this virtually? I’ve got an office. I’ve got a team. I’ve got a construction plant. How has that been like for you? I’m sure. And I’m. I’m asking for you to be open. Like, what were the challenges or what’s been good about it and what’s that been like from your perspective, knowing that.
[28:16] There’s no challenge for us. None. Zero. Because I have remote designers. I have two people in the office. I’ve had remote people for 25 years. So me and then this technology, you and, I mean, you’re in the other half of the world.
[28:30] Yeah.
[28:31] And we can talk like we’re next door to each other. I think most visionaries, it’s just a connectivity this way works well for us. I think we don’t have to physically see each other. And now with data and transfer it’s just, it’s like he’s in the office anyway. So it’s, I mean if you can get out of your head that you got to see somebody which I mean Warren and I have a call today at 10 o’. Clock. We see each other, we chat, we have a sales meeting. When we have a meeting with our general manager and he meets with our general manager as well.
[29:03] Yeah. So not an issue.
[29:05] Been a challenge. I don’t know why anybody would have a challenge with it unless you’re just a hardliner. I feel like you got to have people. I would tell you to let that go because you’re going to better off for it anyway. Because think about that. For me to get Warren, I would have to move in.
[29:22] Yeah.
[29:22] Which would cost me 50 grand probably. I’d have to hire all this. I’d have to go through all this stuff, put an office in. What an expense. Yeah, yeah. He and I are talking. I mean he can literally we’re looking at, you know, screen share. We’re looking at the same data. Yeah. You know, instead of sitting across from a conference table looking at a printed out piece of paper or on a big screen. We’re doing that anyway.
[29:42] You’re doing that anyway.
[29:43] Yeah, yeah, we’re doing it. So who cares? Yeah. I will meet Warren one day. Hopefully. I think we’ll probably have him down plant before the end of the year.
[29:50] Yeah, for sure.
[29:51] You know, just because he needs to meet the people.
[29:53] Yeah.
[29:53] But you know, he runs our sales meetings now and we didn’t have. We haven’t had a sales meeting in 26 years and now we’ve had seven or eight and they’re fantastic.
[30:02] Wow.
[30:02] Are we going sitting the world on fire? No, but we’re giving our guys data now.
[30:05] Yeah.
[30:05] What our average sales, you know, we have, you know, sections or phases 1, 2 and 3 depending on sizes. We can see graphs. It’s all, it just, it’s incredible. Why would I need him in an office? Because if we did that we’re still going to. I mean I’m going to tie up my sales guys having to come to the plant, spend an hour driving there, an hour back and an hour in a meeting. We can do it while half the time they’re driving down the dang road.
[30:29] Yeah.
[30:29] Or they’re sitting in their office getting ready to go on a sales call.
[30:33] I mean, it’s true.
[30:34] There’s people in play in face.
[30:37] I think it’s. I think it’s a mindset thing. I remember this one conversation I had with the gentleman. I remember his business was, I think it was like a roofing construction business. I think it was in Kansas. You know, it’s a family business. They’ve got an office, everybody’s there.
[30:53] And so I think there’s this default perceived benefit of being able to go touch Bob in operations, go talk to Susan in bookkeeping.
[31:01] Go talk to the guys on the floor. There is some benefit to that. But I also think there’s a benefit to having the virtual model because we don’t have that luxury. Right. So to install the kind of collaborative ways of how we work on projects together, how we communicate, how we hold people accountable, you have to take that up to another level. Because you can’t just default to like, hey guys, let’s just go jump in a conference room and, you know, shoot the stuff and talk about things. So you have to kind of really structure your business in a different way. And I think also for those that might be listening and thinking, I need to default to somebody that’s local. The word is default. You’re defaulting who is down the street, which may not be a Warren to a Larry.
[31:39] You’re not necessarily going to get the best fractional COO for you. So I appreciate your candor.
[31:44] Yeah. I mean, I’m in a super small market, so for me to find somebody like him, I would have to relocate that individual.
[31:51] Yeah, of course.
[31:51] In my market. The odds of me finding somebody in Fredericksburg, Virginia would be pretty slim. Not at this level. I mean, this guy’s got, you know, billion dollar experience with corporations and understands how things work. He doesn’t understand a trust to save his life. Yeah. Now he understands lumber plates, labor delivery. Those are the four main.
[32:10] Yes, I remember that last time we did our session.
[32:12] Yeah, he understands that because look, all businesses are pretty much the same, right? There are different variations. We’re all basically customer service driven. Right. We gotta have customers, gotta make the cash register ring. You’re gonna deal with employee issues, labor issues, it’s all the same stuff. But to have someone with his level of a two billion dollar company.
[32:33] Yeah.
[32:34] Is huge. I mean, I’m trying to get to 20 million.
[32:36] Yeah.
[32:37] You know, but he loves it because now, you know, before he had a team of people worrying about cash flow. Well, now he’s right in the trenches.
[32:44] Exactly. He’s in the thick of it.
[32:46] You know, we got to figure out SOPs to make sure we’re getting receivables and managing our cables and stuff like that. He didn’t have to worry about that. Yeah. Now for him, it’s actually been freeing for him because now he’s actually truly operating a business with an entrepreneur. Not some two billion dollar company.
[33:03] Yeah.
[33:03] Department.
[33:04] Departments and heads.
[33:05] We’re talking about employees like, oh man, we need to get rid of this guy. Do we need to, you know, what do we got to do? You know? And it’s just. He’s never had to do that. Yeah. He loves it. It’s been challenging for him. So in some ways he’s getting to meet some of his natural.
[33:20] Sure.
[33:20] You know, needs that. He needs to be successful personally.
[33:25] Yeah. Before we kind of wrap up and I want to have, Larry, you share a couple places where people can find you. I know you’ve got your podcast, you’ve got your book, your business and everything else. The last question I love to ask because, listen, I could tell people all day long, check us out. COO solution. Find your Warren, Work with us. We’ve got our methodology, our approach, results. For somebody that’s listening, that was in your shoes. I say that they were, they are. They’re in your before. Right. You are now living in your after. But they’re in your before situation and they’re listening. What would you say to them if they are considering taking the next step? What would your advice be?
[34:00] Just do it today. Don’t wait. That’s the way I operate. Everything. Get in there and get figured out. I mean, get on a call first with Derek, because Derek, I don’t know what he had. He has an incredible skill. He makes me feel like I’m the smartest guy in the room. He makes me understand that I’m not broken. That was a big, that was a big thing for me because when you can get those type of people in the room with you, you’re like the relief that you have. But the extreme explosion of energy is. I can’t describe it. Like, I am so pumped 90% of the time now instead of only 5 because I was dealing with all the other stuff. You just got to get in there and do it. It’s. It’s so worth it.
[34:47] I literally, I can look these people in the eyes that are listening to this podcast, hopefully get to see I would be worth A hundred million dollars today if I would have done this 20 years ago. I mean, and I’m not exaggerating. Like, I’m so, like, frustrated. But then I’m so excited because, like, I’m healthy today. And if I can keep rolling, I’m. I could get there.
[35:08] Yeah.
[35:08] And not that money matters, but, you know, there’s security, of course.
[35:11] But it does matter. It does matter.
[35:13] That are 200. Their family members. That’s 200 people that I can help make payroll and get. Let them buy houses and cars and they be successful. It’s huge. Just do it today.
[35:24] Thank you. Thank you, Larry. Thank you, Larry. Really appreciate. I appreciate that. I appreciate you. I appreciate your story. I’m inspired by you every time we connect because I just, I love your. I love who you are as a human, as an individual, as a business leader, as a husband, as a. As a. As a rancher, as a podcast host, as an author, as a marathoner. Appalachian Trail six month. That’s the. That’s the North Star. Looking forward to that. For people that are listening to say, I need to find out more about this guy. He’s amazing. Larry, tell us about where they can find you. Whether it’s a podcast, tell us about Apex. You know, where can they find out more about you? Larry Dix.
[36:03] So locally, if you want to buy trusses, we’re apextruss.com A P E X T R U S S. We are not bankrupt. We build trusses. So a lot of people think I’m always a banker when I tell them I have a trust company that. Trust. Trust, Larry. Yeah. Larrygdixii.com is where we have all of our coaching. Podcasting is the born or maid podcast.com as well. I’ve written two books, born or made and built. Not Born. Working on a third one right now. I gotta have that done by October, so come out in March. And you know that’s how you get a hold of cool. And if you can’t find us through there, reach out to Derek. Derek can get in touch.
[36:40] Sure. Of course.
[36:41] Can definitely help you out. We do a lot of great coaching with some entrepreneurs. And one of the first things I’m going to tell you is you’re going to need to hire a fractional COO. Yeah.
[36:49] Well, thank you for that, Larry. We’ll put all the links for everything in the show notes. Thank you again for your story, for your inspiration. Really enjoyed it. So that’s a wrap for today’s episode. Thank you everybody for watching and we’ll See you next time on the COO Solution podcast. See you soon.
[37:04] Thanks, Derek.
[37:05] Thank you, Larry.
