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Scaling with Intention
Andre Jackson's journey from military service to owning a thriving security franchise offers a masterclass in scaling with intention. Drawing from his structured military background, Andre strategically positioned himself for success by working across multiple departments at Signal's corporate office before acquiring his own franchise. This comprehensive understanding of operations became the foundation for his rapid business growth.
What truly distinguishes Andre's approach is his commitment to genuine relationship-building. He implements a structured client onboarding process while maintaining frequent, informal touchpoints that focus not on services but on understanding clients' overall business health. "A lot of the times it's not service-related," Andre explains, "it's just to see how things are going on their side." This partnership mindset has fueled growth through steady referrals while maintaining exceptional service quality.
Andre's team-building philosophy mirrors this intentional approach. Having grown from a small operation to sixteen employees, he emphasizes serving others and maintaining integrity as core values. "When you're trying to intentionally help someone, it removes a lot of the selfish approaches," he shares. This leadership style creates a culture where team members feel valued and understand their contribution to the larger mission of providing peace of mind to communities.
For entrepreneurs struggling with scaling challenges, Andre offers refreshingly practical advice: "Take chances and don't try to do things perfect... don't be afraid to start a rough draft." He advocates starting with one client, mastering that relationship, and then duplicating the process—ensuring quality never suffers during growth. With future plans focused on deepening community involvement through local partnerships, Signal Security under Andre's leadership demonstrates how intentional scaling creates businesses that thrive financially while making meaningful community impact.
Ready to learn more about intentional business scaling? Subscribe to our podcast for more conversations with purpose-driven entrepreneurs who are changing their industries through authentic leadership and strategic growth.
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Welcome back to Market it with Atma, where we share the tips, tools and strategies to help your business be successful. Today we're going to talk about scaling with intention. We have owner of Signal of Irving Arlington here with us today, Mr Andre Jackson. Welcome, Andre.
Speaker 1:Hey, good morning. How are y'all doing?
Speaker 2:I'm doing great, so can you tell us more about what exactly Signal is and how you got into this business?
Speaker 1:first, yeah, so Signal is a franchise based security provider. We are national, international and I am the local operator owner of the Irving Arlington Frisco McKinney Market. And how I got started is I was initially an employee of the actual home office or corporate office.
Speaker 2:Yeah, that's amazing. So your history was kind of within the same realm. You wanted to go into security, so you kind of got hired on there.
Speaker 1:Yeah, and, funny enough, the individual that hired me was in the army as well.
Speaker 2:Oh okay.
Speaker 1:So he basically like I think he's seen my resume, my DD-214, and a few other things and he kind of took a chance because initially where I started was in recruiting and okay, I really didn't have any experience or background in that area right, just trying something new, right just the security. So I kind of like you know, I kind of knew what guards do, what are some strengths that they need, and vice versa that's awesome.
Speaker 2:So you kind of learned the structure from the military and it was a structured environment you're in.
Speaker 1:Absolutely, I think in the military too, like you get voluntold for security Voluntold yeah, it's pretty common.
Speaker 2:I think every veteran that's listening can honestly relate to that, because 100%. Any branch. You understand that struggle. So you went from being an employee to an owner of the franchise in a fairly short amount of time. So how long had you been an employee for the company before you took on that ownership role?
Speaker 1:So I would say around two and a half years, and I think you know there was an opportunity that opened up and I had voiced it and I had several transitions with the home office. Like when I started there, like my initial goal was to work in every different department, like I kind of knew what I wanted to do anyways, right, um, but just, uh, so I worked in recruiting sales. I even did like some admin stuff there, um, wow, Knowledge is power right.
Speaker 1:For sure, for sure. Well too, I didn't have the experience, so like it was like important for me to kind of, like you know, kind of get involved and kind of dive into those things.
Speaker 2:Absolutely, and you mentioned earlier, before we started recording, that the founder of this company is very intentional and, would you say, he's kind of a mentor for you.
Speaker 1:Well, 100%. I think he was another person when I first started there. Like he was very, like he was very beneficial in helping me get involved in the things that I was unaware of. Like I think he was he's very much of the mindset. Like he's going to give you an opportunity to do it.
Speaker 2:And it's what you do with it right?
Speaker 1:Yes, correct.
Speaker 2:That's a wonderful way to be, and you kind of took off.
Speaker 1:Yeah.
Speaker 2:It seems like you have. So you went from just you and the franchise to how many employees do you have now?
Speaker 1:We got 16 now.
Speaker 2:That's wonderful, and so what service area do you cover, and can you tell us more about what your services are and how you've grown in your staff and your services?
Speaker 1:Yeah, so as far as our two service areas, we do two services. We do like an hourly guard dedicated service and then we do a mobile patrol okay and and with those two services, um, I would say, uh, we uh partner with community or we partner with industries that are multi-family, retail, warehousing, um you know, distribution, um in in anything that, like you know, I think a main thing is like we want to kind of focus on, like um just delivering peace of mind to the community that's wonderful.
Speaker 2:It's serving with intention correct. I would say um, and we had a call before this, long before this, and you'd mentioned that you've grown exponentially and and quickly. For a brand new franchise owner, what would you say was the biggest attribute to helping you in that growth and scaling your business?
Speaker 1:I think just kind of sticking to a routine and just Having that framework. Yeah, and having that framework and then just really just focusing mean just focusing like kind of like on the work when you are out there.
Speaker 1:I think that a lot of a lot of the clients that I have, I think they kind of I mean they enjoy, like you know, the intentions you have with actually trying to help them accomplish their goal and make them successful right and they in turn then will refer you, and I think that's kind of where I've seen a lot of my just a lot of my growth is is because, like we, just I have a pretty good relationship with well, I don't have a pretty good, I'd like to say I have a great relationship with a lot of my clients.
Speaker 2:Well, I think in any business, any industry, if you don't have that relationship, especially with all the AI coming out and a lot of the automation, you want that personal touch, especially from the owner knowing that, because security is so important in this, in for commercial, for anything, you need to know that you're trusting those people when you're not looking right, Absolutely.
Speaker 1:I think too, like when we look at the service, like you know, we have to also be always mindful of like what the client wants to receive. Absolutely, Because how they view our service is how we keep business right. Like I think that is super important to make sure that we're doing the things, whether it's our report writing or whether it's like our appearance and professionalism that you know in our interactions. Like I think that is like you know something that so walk us through that.
Speaker 2:Walk us through how you onboard new clients and what separates you from the rest. What? What separates how you're intentional from anyone else? They could have called Because for you to retain your staff the way you have and you to retain your clients the way you have, there's something that you're doing, right, right.
Speaker 1:Yeah, I think for me, like I usually start off like so I have a day zero to day like 90. Okay, but right off the bat we start off with like a welcome letter and then we kind of outline what that looks like so that way they can visualize what they're buying and what their touch points will look like.
Speaker 2:um, right, so they have clarity, so they do have.
Speaker 1:Yeah, we try to give them with as much clarity and we try to give them with a lot of contact points for things that maybe that they run across that they need changes or tweaks to okay.
Speaker 2:Okay.
Speaker 1:But we have a day zero, day one, day 30, day 90. But nonetheless, like I also do, like weekly and biweekly visits where it's like we're just stopping in and a lot of the times it's not service-related, it's just to see how things are going on their side of it.
Speaker 2:To get their feedback.
Speaker 1:Yep, yep, and I think like it's important that you stop and you just say hi and just ask how their role is going Like, what is their kind of like growth been within their business and their you know and just what they're chasing, because you know that in turn, they'll give you then the insight on, like, what we can do to basically contribute.
Speaker 2:Absolutely so. Do you kind of project that on your staff? Do they typically follow that same guideline with you and do you encourage it?
Speaker 1:100%. I try to empower because I mean, at the end of the day, I can't be at every place at every time, but people take more accountability and ownership when it feels like it's coming from them. So it's, you know. We try to teach it in a way like hey, like we're all running little businesses, right.
Speaker 2:Absolutely Make them a part of it because, at the end of the day, your staff is your business right 100%, and it's not easy work. It's not easy work. So you said it's security, a lot of it's security. What other services do you offer?
Speaker 1:So I guess, as far as from a security standpoint, I think, like I think the better way I can answer that is I think we try to provide more of a customer service approach. So I think, whether it's securing a facility or just enhancing, like a residence, you know, kind of a quality of life on property, as well as like doing things like keeping, helping contribute to like the maintenance, the upkeep, because that's another part of what we do too is we want to, you know, relay a lot of like things that we see that could be concerns or could be, um, not blemishes but things that they could maybe clean up so that way their businesses are um absolutely so you take the the opportunity and not just do your job when you're there to to point out the things that could benefit them that you blatantly see whether you can handle those things or not.
Speaker 2:You bring it to light.
Speaker 1:Absolutely. I think we, you know, we always try to add, we always try to find ways to add value.
Speaker 2:See, and that's, I think, what a lot of business owners kind of that's their intention at first, right, but then they kind of get lost in it. So the fact that you have that hands-on touch and you teach your staff to have those touch points is very important, I would say, in a sales industry. But anyone that's running a service-based industry wouldn't you say?
Speaker 1:Oh, absolutely.
Speaker 2:So you recently hit a goal you exceeded your revenue goal for a month, correct? So what would you say was the changing point? How did you reach that goal? What would you say you did exponentially better than any other month that helped you.
Speaker 1:I um identified and investing into a team. I think, like for the large part of it, like I did a lot of stuff, like I did have, I do, I've always had like a team, whether it was a team of two, four or six, you know but, I think I've identified, like some key leaders would you consider yourself a leader?
Speaker 1:absolutely, I think I've identified like some key leaders. Would you consider yourself a leader? Absolutely, I think so. I mean just cause, like I think, for me I always you know, I like to try to be an example.
Speaker 2:Yeah, so to behave the way you want them to behave and to lead the way you want them to lead.
Speaker 1:For sure, I think you get much further with people you know by doing that.
Speaker 2:Yeah, I mean just having that appreciation for other people. So, growing from two to 17, it's not a small fee.
Speaker 1:What were the biggest lessons during that growth? Um, that I mean there's like I have a I'm very critical, I'm very self-aware and I'm very critical of myself, like that. I just have a lot of room for growth on how I can one I think, um make the experience a lot better for them. Um, and also like I think I need to focus more on also like helping them, like find like growth in their own personal lives and not just professionally.
Speaker 2:So you're saying there has to be a balance there.
Speaker 1:Oh, 100%, Because I think that, like I don't like, I asked for a lot. So I mean, I think that, like you know, I think it's only right on my end to be able to provide that.
Speaker 2:Absolutely To know who you're working with every day, which, in turn, creates that quality culture in your, in your business, right? That's how true leaders scale, in my opinion. So, um, you also are are kind of we go off of the build launch, grow, scale methodology, right? So what point in that methodology would you say you're in build launch, grow or scale, and why?
Speaker 1:It's so interesting because I feel like I go between all three.
Speaker 2:Right, well, you're ever learning.
Speaker 1:Yeah, but I think it right now, currently it's it's scale, because I think, like, and I think that's the further stage, but I think that, like I, there's a lot of things that I need to implement now to proactively get ahead of the things that I'll deal with in 90, 120 a year.
Speaker 2:So you kind of always have that long term goal in mind when you're making your changes. So, to that point, what systems are you currently building or improving on to support the next level of business growth?
Speaker 1:I think one of the things I'm focusing on is a much cleaner kind of like a performance evaluation process. I'm revisiting a lot of my onboarding process for employees and clients. I also think that, like I am kind of putting together a more efficient kind of sales and marketing approach.
Speaker 2:Okay, are you automating any of your processes so far?
Speaker 1:Yes, I am, and that's, I think, where I'm having the hardest part, though, because, like for me, like creating processes which I think a majority of people right- Everyone can relate to that, for sure. Creating processes, but it's enforcing them.
Speaker 2:Absolutely, or refining them, seeing those pain points and optimizing them Absolutely, or refining them, seeing those pain points and optimizing them. So how do you manage kind of the client journey from contract to 30 days and beyond? I know we kind of talked about that but you're very hands on. So how do you have that relationship with the client and reengage them while also leading your team and staff?
Speaker 1:I think by just using technology. I think, like CRMs and stuff like that are super helpful because, like I mean, like you have so many different conversations in a day, like I think, like by logging a lot of this stuff and and and and just you know, referring back to those notes but I think, sticking to a routine and putting them on a schedule because, like I think you know, it's every every day something new comes up, and so, like having like a fluid schedule like has kind of helped me maintain a lot of that.
Speaker 2:So like a reengagement schedule, whether you can be on site or not, you always kind of have that CRM where it's helping you reengage your clients. Yeah.
Speaker 1:Yeah, and it like we use task management to do that. So, like it, lets me know if, like you know, I need to do a visit here in a few days. Or did I do the visit? What was the feedback? Yeah, and also just even adding, like, if it's three or four words, I mean I think it's better than nothing, right?
Speaker 2:Absolutely so. What's one belief or value you instill in every team member, from day one? For for our business owners out there that are having trouble really building and sustaining a team.
Speaker 1:Can you give us a few points on how you keep yours feeling valued and appreciated, and I feel like I try to start with serving and then, um, I think, you know, I think the one that I think probably one of the most difficult is integrity. I think serving and integrity because I think, naturally, like it's normal for people to want to, to cut corners, but I think when you're trying to, when you're actually intentionally trying to help someone, I think that it removes a lot of the selfish kind of you know approaches and you know I mean.
Speaker 1:it can be selfish to want to help people, but I think that I think that, like, that's a little bit more genuine and, um, and then, like I think that immediately goes right into integrity, I think, um, when you're leading with that, like you're typically going to do the right thing, when you're trying to help someone, Absolutely Lead by example, right For sure.
Speaker 2:Well, those are great points, because you wouldn't believe how many business owners that I work with on a daily. They know their process and they are very hands on and they're great at what they do. But relaying that to a team is very different.
Speaker 1:Oh, 100 percent, because they have a million different ways, kind of how you, how they think things work, and then, too, like they have past experiences that they're bringing to the table that are valuable and I think that they try to use to reference. So no, I mean it's, it's definitely a communication is, I think, probably one of the largest challenges of any business, like you know, downstream.
Speaker 2:Absolutely, would you say, when you onboard new new staff or new partners in general. Onboard new new staff or new partners in general, would you say. Personality profiling is something you feel is very important to see if their personalities are going to.
Speaker 1:I think yeah, I think especially now because, like now that I have leaders, like it's like you have to. You know you have to fill in either the gaps or you have to hire towards like people's strengths and weaknesses. So I do try to use like personalities. Like I have some cards that are very blunt and then I have some that are very kind of like just kind of laid back, and it's like making sure I'm matching them up with people who can manage them so they can be successful I think, is also probably one of the kind of the things that we currently challenge.
Speaker 1:You know have challenges around, but we are like actively, kind of yeah, no personality profiling.
Speaker 2:With the client, the customer, your staff, your leadership, I think it all kind of comes full circle right as to who you are. So for business owners um, can you give us a little tip? As a business owner, what are some of the biggest barriers you see for aspiring business owners and industries like yours? Um, when getting into this business, I know you got into the franchise and you had a different perspective because you were in it right, so you have a different appreciation for it. But what would you say was the biggest hurdle being an owner?
Speaker 1:So, after so being, initially I would say it'd be entry right, but I think now, I think it's, I think it's.
Speaker 2:I guess let me frame it differently. What do you wish someone had told you, now that you've been in it?
Speaker 1:Oh yeah, I think it's just to take chances and to not try to do things perfect, like I mean. This isn't. I hate to say this, this is probably a little bit more broader advice, but it's to just you know, to to use, you know, don't be afraid to start a rough draft I think everyone wants to have a final product, absolutely.
Speaker 1:But I think let's, I mean, just start with one client and really focus on them and then master that and then try to duplicate that. And I think that you know we tend to get into business and want to immediately grow or immediately have hundreds of clients and you forget the one person that gave you the chance. But I think that just starting out there and then building off of that is probably the more, I think, most realistic, and then you know feasible route.
Speaker 2:I would have to agree with you 100% that nurturing from the beginning, not forgetting where you came from, I guess. So do you see any potential in one of your staff members, or maybe multiple staff members, being owners, like you were going from an employee to an owner, and are you trying to develop that growth? Or are you strictly focused on the business?
Speaker 1:No, I actually am and I'm fortunate, I have two employees that have been with me now for, I want to say, 16 months, and I don't think the one that I'm referring to. I don't think they've ever came out and said that they want it, but I know that they're ambitious. They just you know.
Speaker 2:You see it in them.
Speaker 1:Yeah, know that they're ambitious. They just, you know, you see it in them, yeah, and I mean, like, I mean they're amazing, um, I think. Well, her name is Jenna, but she's uh, you know, I can lean on her a lot, um, and you know also whether she stays with me or go somewhere else, like I'm very committed to to there, to making sure that whatever she does after this should be a step up that.
Speaker 2:That's admiring. Who, would you say, your mentors are? Um, I would think that, gina, you would be one of hers. Who is your mentor? That leads you to the next step.
Speaker 1:I lean on a lot of people, a lot of older relatives and then I also have a mentor from the military that I still reach out to. He kind of helped me when I was a 19-year-old kid that had no clue.
Speaker 2:We've all been there.
Speaker 1:And then I'm also grateful, because one thing good about having a franchise is you got the network. So when, I worked at the corporate office. I worked and did sales for a lot of the owners, and so I was able to develop an actual working relationship with them. Wow, and I can still call them to this day and have them look at my numbers, have them look at my books, have them look at my books and just get, like you know, honest feedback and would you say that's pivotal and important in any business?
Speaker 1:oh, 100%. I think you'd always seek feedback, whether good, better and different um. I think that's just the only way to have like a broader scope of where the business is at um, and if you're not getting feedback, then that's probably not a good thing.
Speaker 2:Absolutely not. So what is on the horizon for Signal in the next few years? You're doing great right now. What are your plans for the future?
Speaker 1:I think in this next year is to get a lot more involved into local community events. Like I know we talked about before we hopped on this, the Chamber of Commerce being more involved with our local EMS, fire department, police department, and then even just in like maybe community outreach you know programs and stuff like that. Like for me, like that's kind of where I want to spend this next year at, because I really want us to align with what we do and in community enrichment.
Speaker 2:Absolutely so. You mentioned police department, fire department. Aren't they the ones protecting us? How do you benefit or help those, those areas of our cities?
Speaker 1:I think by development one just continue to cultivate and develop relationship with them because they are, but one just continue to cultivate and develop relationship with them because they are. I mean we do have like an alarm response service where you know our goal is to basically field calls that maybe aren't like safety related Right, they're not a danger as much as a police call would be. It's more like just a touch point and just you know, maybe to address some things for the caller but or even just responding to, like you know, facilities to make sure they're not burned down or whatever the case is. But I think I think just just kind of better understanding how we can also adjust what we do to either one or reduce maybe some of their calls or you know, at least you know we do call them.
Speaker 1:We have all the information they need to do what they need to do that that's amazing.
Speaker 2:I think it's great that you're you're being intentional about being a part of your community because at the end of the day, you're growing off of referrals because of your intentional outreach and to partner with other trusted security and safety environment. It's just, it's just going to grow you in every way right, Absolutely Whatever they can't handle. I know I have family in the police department and I know a lot of their income comes from those jobs that you offer for the security. So are you helping to kind of give them those extra times and hours or is that something that you do in?
Speaker 1:your business. So that's something I'm also looking to get into this year, because I get a lot of opportunities for subcontracting off duty officers or things like that. Born and raised from Dallas, so I haven't been able to find the right like point of context and stuff like that, and also, you know, there's a lot of things that I just I'm currently unaware of that I am trying to learn.
Speaker 1:Right so that way I can, you know, fill that gap, because it is a huge opportunity for that in the industry. And then, not only that, but, like you know, I think it always helps when you're getting them paid more.
Speaker 2:Absolutely so. I would definitely consider you in the scale phase. I mean you've built with the processes and the correct sequences for your clients and for your staff. The grow phase is so important and I think you're doing, you're optimizing it well, right. So so launch and expanding your network I, I think, is the best type of business you could have come into you, because I know if someone would refer you to me, I'm going to trust you because I trust them right hey, I love to hear that.
Speaker 1:That's the goal so, would you say, networking groups are something that you're trying to focus on in your future yeah, I think this, especially this year, um, because I've done a lot of door-to-door sales this past few years, um, and I think that I I know for me too, I'm very good at um, at just kind of wanting to get to know other people's stories yes and I think that I think that's something I'm looking forward to, because there's just a lot to learn in that, you know you say door-to-door, do you mean more b2b?
Speaker 2:yeah, we just refer to dota, but yeah, well yeah when you're in it, but for our listeners, how do you approach a B2B? I mean just cold outreach.
Speaker 1:Well, I think that's also the benefit of a franchise. They actually have a sales process, he has a sales curriculum, he teaches, but nonetheless, I think it initially starts with a lot of what he would call pre-call planning, but a lot of research, right, absolutely you want to know what they do, maybe why they would need security and maybe how security could you know, either help them with cost savings or help drive their business. But I think you typically start with that and then you know. Obviously you want to find, you know who makes that decision, which isn't always easiest, but you know, I think that's if you don't know, I mean the best way is to go in and ask Right, I mean you miss a hundred percent of the shots you don't take right.
Speaker 2:That's great, and listening to someone's story and just listening with intention, it changes a lot of perspective. I know as a client and to my clients, being able to hear and not just dictate is something that's becoming more rare. I would say in the world today.
Speaker 1:Yeah, I think so, and I think what I've learned in this past year is I need to actually emphasize listening more, and because I think that, like, because like you have so many different things, like you can quickly disconnect from a conversation, and that's like I mean it's, it's just not ideal. Like it, no one wants to talk and not, you know, feel heard absolutely.
Speaker 2:It's hard, when you're hyper focused on what you need to do to to actually hear with intention no 100. Well, we're all growing right. So, um, can you tell us if anyone's interested in in hiring you for their commercial business or any business, or interested in learning more about your team and your growth? How, what platforms are you on right now? They can reach out to you on, or how can they connect with?
Speaker 1:you. So we do have a google business page, we have linkedin page, we do have a facebook page that I need to be a little bit better about monitoring, but um I know someone that can help you with that shameless plug there. So facebook, um, facebook, um, and then um, and then we are kind of, uh, we now just open the instagram page, so, um, that's. I mean. Those are the basic, the basic avenues where you can get a hold of us okay, and what's the website name?
Speaker 1:um, so it's going to be team signalcom. Uh forward slash Irving hyphen, Arlington.
Speaker 2:Okay, great, I'll put that in the the chat as well, the transcript as well, so everybody can go and listen to it or go and visit you. So to sum up in one sentence. Last question what would you say your mission is in one sentence? If you could sum it all up, what would it be?
Speaker 1:yeah, I would say our mission is is to um, is to cultivate, uh, you know, a team that um leads by professionalism and that has, uh, the goal and mindset to impact, deliver peace of mind and uplift the community absolutely I think that's like our, our main thing, like what we want to do, is we truly want to enhance people's experience, whether they're shopping, you know, whether they're in the comforts of their home, or whether they have a business.
Speaker 1:They want to leave and go back home to unattended right and disconnect. I think we want to fill that gap so that way people can return to work or go shopping, you know, and not be maybe stressed about the things that they can't control.
Speaker 2:That's wonderful. It's a great mission to have and I can't wait to see what comes on the horizon for you and your team. Thank you.
Speaker 1:Andre, I appreciate the conversation for sure.
Speaker 2:Absolutely Well to all of our listeners out there. I hope you gained a lot of perspective from Andre's insights and if you want to connect with him, please feel free to go to the website or message me directly. I can connect you with them until next time. We'll see you then you.