You Don’t Get Profitable in a Fortnight

If you're running a successful pool service business and finding yourself overwhelmed with work, the thought of hiring your first employee probably seems like the obvious solution. But as seasoned pool professionals Lee and Shane reveal in this episode of Talking Pools Podcast, scaling from a solo operation to an employer comes with unexpected challenges that can catch even experienced business owners off guard.

The reality is that growth in the pool service industry isn't just about adding more hands to the work—it's about navigating a complex transition that requires careful planning, patience, and a willingness to invest before you see returns. Let's dive into the real talk about what it takes to successfully bring on your first team member.

The Reality Check: Growth Pains Are Inevitable

When Shane from Auckland shares his current situation, it's clear that even well-intentioned business owners can find themselves scrambling to keep up with rapid growth. After hiring his first employee a couple of months ago, he's discovered that having two people doesn't automatically double your capacity—especially when you're not fully prepared for the transition.

We love our business being successful. It's really rewarding being an employer or knowing that you're actually getting the opportunity to employ someone else, that you're making that much money, that you're that busy. Those sort of things that come with it is really good. But, unfortunately, there is pain before there is gain.

— Lee, Talking Pools Podcast

The equipment challenge Shane faces is a perfect example of the unexpected hurdles that arise. While he planned to have two vehicles—one fully equipped van for pool cleaning and maintenance, and a pickup truck for installations—the reality proved more complex. Having two vehicles but equipment for only one creates logistical nightmares that impact efficiency and profitability.

This situation illustrates a crucial point: successful scaling requires more than just adding people and vehicles. It demands a complete rethink of your operations, systems, and resource allocation.

The Financial Investment: Prepare for Short-Term Losses

One of the most sobering aspects of hiring your first employee is the immediate impact on your bottom line. Many pool service business owners underestimate the financial commitment required during the training and onboarding period.

Initially, when we take them on, we need to understand and recognise that there is going to be a period of time we're probably going to be lucky if we break even initially, especially during that training period where you're taking them on, you're taking extra time on a job, so that job's not profitable and you're paying their wages as well.

— Lee, Talking Pools Podcast

This reality check is essential for business owners to understand. During the training phase, you're essentially paying double labor costs while potentially taking longer to complete jobs. Your new employee isn't yet productive enough to generate profit, but they still need to be paid, trained, and supervised.

The key is viewing this as an investment rather than a loss. Just like any investment, there's an upfront cost before you see returns. The businesses that succeed in scaling are those that budget for this transition period and don't panic when profits temporarily dip.

The Sidekick Strategy: Training Done Right

Rather than throwing new employees into the deep end with their own route immediately, successful pool service companies use what Lee calls the "sidekick" approach. This method involves having new hires work alongside experienced technicians for an extended period before going solo.

The sidekick strategy offers multiple benefits beyond basic skill transfer. New employees get to meet regular customers, learn the specific quirks of different properties, and understand your company's unique approach to service. They learn practical details that make the difference between smooth operations and frustrated customers—things like gate codes, equipment peculiarities, and customer preferences.

You're getting the opportunity of introducing this new service technician to all your regular service clients, the properties, the little idiosyncrasies of access. Does it have a locked gate or a gate code that they need to get access to the property? Do they even go down the left or the right hand side of the property?

— Lee, Talking Pools Podcast

This approach also allows you to maintain quality standards while gradually building your new employee's confidence and competence. It's much better to take extra time training properly than to rush the process and deal with customer complaints or safety issues later.

Strategic Job Assignment: Setting Your Employee Up for Success

When you do start transitioning your new hire to independent work, the jobs you choose for their initial solo routes can make or break their confidence and your business relationships. The temptation might be to keep the easy, profitable accounts for yourself while giving the new person whatever's left, but this approach often backfires.

Instead, strategic business owners deliberately assign their easiest, most straightforward accounts to new employees. This might mean temporarily taking on a heavier workload yourself, but it's an investment in your employee's success and confidence.

Consider which accounts have:

• Straightforward equipment and maintenance requirements
• Easy property access
• Understanding, patient customers
• Minimal complex problem-solving needs
• Clear, predictable service patterns

These accounts become your training wheels—places where your new employee can build skills and confidence without the pressure of complex troubleshooting or demanding customers. As they prove themselves on these simpler accounts, you can gradually introduce more challenging work.

The Hiring Process: Slow and Steady Wins

One of the most valuable insights from the podcast is the emphasis on taking time with your hiring process, even when you're drowning in work and desperately need help. The natural tendency is to hire the first reasonable candidate who applies, but this urgency often leads to poor matches and costly turnover.

A lot of people fall into the trap of hiring quickly and firing slowly, and we should actually do it the other way around. We should hire slowly and fire fast.

— Lee, Talking Pools Podcast

Taking time to hire properly means:

• Creating detailed job descriptions that accurately reflect the role
• Developing a thorough interview process
• Checking references carefully
• Having clear expectations and company policies in place
• Preparing proper onboarding materials and processes

This preparation pays dividends when you do find the right person. They'll have a clear understanding of expectations, proper training materials, and the support systems they need to succeed.

Planning for Continued Growth

As Shane mentions in the podcast, success in hiring your first employee often leads to needing a second one sooner than expected. This cascading growth can be overwhelming if you don't plan for it, but it's also a sign of business success.

The key is learning from your first hiring experience and applying those lessons to future expansion. Each new hire should be easier because you've developed systems, learned what works, and built a foundation for training and support.

Consider developing:

• Standardized training programs
• Equipment and vehicle acquisition plans
• Financial reserves for growth investments
• Clear promotion pathways for existing employees
• Scalable operational systems

Key Takeaways for Pool Service Business Owners

The transition from solo operator to employer in the pool service industry is challenging but manageable with proper preparation and realistic expectations. The businesses that succeed in this transition are those that view initial losses as investments, take time to hire and train properly, and build systems that support sustainable growth.

Remember that growth pains are temporary, but the systems and processes you develop during this transition will serve your business for years to come. Take the time to do it right, budget for the initial investment period, and focus on setting both your business and your new employees up for long-term success.

The pool service industry offers tremendous opportunities for growth and expansion, but scaling successfully requires more than just adding people and equipment. It requires strategic thinking, proper planning, and the patience to invest in long-term success rather than short-term fixes.

Episode Chapters

• 00:00 Introduction and Current Busy Season
• 05:30 Growth Pains and Equipment Challenges
• 12:15 The Reality of Training Costs
• 18:45 The Sidekick Training Strategy
• 25:20 Hiring Slowly vs. Hiring Quickly
• 32:10 Setting Up New Employees for Success