GARY: Next on Start Up, we head to Jacksonville, Florida to meet up with Brian Payne, the owner of Critter Pro, a company on a mission to help people with wildlife-related issues that may be impacting their home.

All of this and more is next on Start Up.

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♪ GARY: My name is Gary Bredow.

I'm a documentary filmmaker and an entrepreneur.

As the country continues to recover from extraordinary challenges, small business owners are showing us why they are the backbone of the American economy.

We've set out for our 11th consecutive season, talking with a wide range of diverse business owners to better understand how they've learned, to adapt, innovate, and even completely reinvent themselves.

♪ This is Start Up.

♪ Wildlife animals that can cause problems in homes, gardens and yards include skunks, squirrels, snakes, rats, raccoons, bats, moles and mice to name a few.

Conflicts between people and wildlife arise when an animal's population becomes too large for a particular area.

Today I'm heading to Jacksonville, Florida to meet up with Brian Payne, the owner of Critter Pro, a company that helps people deal with wildlife-related issues around their home.

From what I know, Brian worked in the government sector of animal services and saw that there was a real need in the Jacksonville area for humane wildlife trapping and live release.

This is definitely something new for us on Start Up and a field I know practically nothing about.

I cannot wait to meet Brian and learn more about this business.

What got you into this?

BRIAN: It's a long tale.

So, you know, I worked for almost a decade as an animal control officer and I loved it... GARY: Mm-hmm.

BRIAN: But it was a very difficult job.

'Cause you're seeing the worst of people and animals in the worst of conditions.

GARY: I don't think I could.

That takes a special person.

I couldn't do it.

BRIAN: It runs to the end of its lifeline at some point, you know, because it's just hard to watch.

GARY: Yeah.

BRIAN: I then went into the private sector working for another wildlife company.

They're trying to get as much money out of a customer as they can.

So there was nobody looking out for the little widow who lost her husband.

GARY: Sure.

BRIAN: And that's where I felt like there was a real, you know, need to be filled.

GARY: Yeah.

BRIAN: So we started Critter Pro a few years ago and- and since then I've just been assembling the- the best of the best.

GARY: What made you decide to take that leap from the security of employment to I'm gonna do this on my own.

BRIAN: We were having a staff meeting as most businesses should, especially service oriented businesses.

And the topic came up as to why I didn't charge a customer $15 to change her light bulb in her attic.

GARY: Oh, wow.

BRIAN: And at that point it was, that was my moment of, okay, this is- this is something, gotta be something different.

GARY: Yep.

BRIAN: So I did what I refer to as the Jerry McGuire, where I'm leaving.

GARY: Dang.

BRIAN: Who's coming with me?

GARY: Wow.

BRIAN: Everybody came.

GARY: Did you take the fish?

BRIAN: There were no fish, but I took all the employees, right.

So everybody said, no, you know, we really, you know, I laid this out.

I'm like, listen, this is not, I'm gonna go do something different on my own that serves more, serves the customer than- than ourselves first.

And everybody believed in that.

And, you know, everybody migrated with me.

GARY: The Jerry McGuire moment.

BRIAN: Mm-hmm.

GARY: Did you have a plan in place or did you have a vision?

BRIAN: Vision.

I've always been a visionary.

GARY: A vision.

So you didn't have anything laid out?

You were like, I'm doing this.

BRIAN: I have never operated, yeah, I took my tax return.

I had $5,000.

GARY: Yeah.

BRIAN: And I bought a truck GARY: What?

BRIAN: And took that $5,000 and started the company.

And I was the- I was the sole, you know, person for the first month.

GARY: Yeah.

BRIAN: Everybody was like, let's see what, how if Brian can get this off the ground.

GARY: Sure.

BRIAN: And I did.

You know, I fought through it, worked a lot of hours initially.

The original name of the company was a little different than it is today.

It was originally Velocity.

And I hired my old boss, he was the vice president of the other company.

And I said, "Hey, I'm gonna go out "and this is what we're gonna do.

"I'm gonna build this company.

Why don't you come "in and be a partner with me?

"You support me in the back office.

I'll go out in the field and grow the company."

And three years later, you know, where I was, 14 hours a day.

Mind you, I started this company.

I've always been a single father.

So I'm starting a company not only by myself, but I have two kids at home that I'm responsible for with nobody else.

Right.

GARY: Wow.

BRIAN: So, and I'm working 14 hours a day.

GARY: Yeah.

BRIAN: But we made it, and I, when I brought the partner on, I made the mistake, and I think every business owner needs to know, when you bring on a partner, a couple mistakes to avoid, you never give away 50% of your company.

GARY: No.

BRIAN: But being a new business owner, I- there again, you know, it's a scary thing.

Things- you know, I did the old 50%.

GARY: You felt it easier to not go it alone.

BRIAN: Sure, I knew this person and, you know, we got so busy immediately, it's just so busy that I'd never had much time to- to go ask for the follow up and the P&Ls and things like that.

GARY: Yep.

BRIAN: Fast forward three years, there were no books, and talk about a big problem.

That's a big problem.

So having to go back and, you know, without a partnership agreement in place.

GARY: Oh my gosh.

BRIAN: Right.

It was like- GARY: Nightmare partnership story.

BRIAN: We woke up one day, and the partner had run off with all the money.

GARY: Oh my gosh.

BRIAN: Yep.

that was 2020 and now- GARY: What a deception.

BRIAN: It was.

And I was left with all the employees, right.

So now I have eight- eight, you know, eight field techs, all my office staff, and all their families.

So talk about a- a real- real moment.

It's not just me anymore, you know?

GARY: Did you sense this coming at all?

BRIAN: No, no.

I was completely blindsided.

And what it was is I started asking about seeing the financials.

And you know, coming to find out that, you know, he was paying his wife under the table, too.

GARY: Oh, my- BRIAN: And she was making more money than I was making- GARY: Oh, gosh.

BRIAN: And I'm out there getting it, and, you know, that was a, that was a big, you know, lesson, I mean, doesn't get any bigger than that.

GARY: Please tell me he- he got- faced some consequences.

BRIAN: No, and that's surprising when you're a shareholder in the state of Florida, unfortunately, that is classified as a shareholder dispute.

So, you know, that course of those three years in the- in the initial start up, that was a half million dollars cash.

That would've completely transformed the look of our operation, you know, back then.

But, you know, things being as they are, you know, and obviously the litigation that goes along with that and everything, I had to pick up the pieces, so- GARY: It's either fold and buckle and crawl into a hole of depression or- BRIAN: Yeah.

GARY: Pull up your bootstraps and, and start again.

I think you obviously did it once.

You can do it again.

BRIAN: Right.

And there's a mourning process that goes with that.

GARY: Of course.

BRIAN: And then the level you feel very getting through the- the deceit, you know, it hurts.

It's very personal.

It at that point that then it's like, I think though, there is a point where it's very liberating.

There's a realization when you wake up that, okay, I can do this my way now.

GARY: Mm-hmm.

BRIAN: What is my vision?

And it's time to go build it.

And I have all these employees and it's like, what am I gonna do?

Well, first thing I did was I need to protect them and their interests.

GARY: Mm-hmm.

BRIAN: Right.

Which is why we went ahead with the name change.

And then from that point it was, alright guys, failure's not an option.

If we want to eat, and I don't say it- GARY: Yeah.

BRIAN: with "Brian wants to eat."

If we want to eat, we have to go get it.

♪ ♪ ♪ GARY: Tell me about the situation that we're going to handle right now.

BRIAN: So we got a call this morning.

We, this is a customer that we set a raccoon trap for.

They had some raccoons invading their property last night.

So we went out and set a live trap and, you know, hopefully we'll have trapped this- this raccoon.

So they did just give us a call with an animal in a trap.

We are gonna head over there.

And once we have caught those animals, if that is the case, then we're releasing them humanely back into the wild.

GARY: What's the worst infestation case that you've personally had to deal with?

BRIAN: The worst one I've ever seen was actually a large, com- you know, apartment complex that was, you know, very old.

GARY: Mm-hmm.

BRIAN: It was probably a 40-year-old complex.

And it had- it had just been let go and so much so that it made the news.

GARY: The tenement.

BRIAN: Yes.

Yeah.

And they called us in.

And, and that by far was the worst, it was- GARY: How many rats were there?

BRIAN: Well, I mean, we're talking thousands of rats.

GARY: Thousands?

BRIAN: Yeah.

Thousands.

GARY: In one place.

So the big question, how often do you get gator calls and why or why don't you handle dealing with alligators?

BRIAN: We get gator calls every day.

We don't mess with alligators, bears or panthers.

That's, you know- GARY: Wait, there's panthers down here?

BRIAN: Yeah, we have, we have panthers, Florida, Panther.

You never heard of the- GARY: Well, the Florida Panthers.

I didn't know that they were like a- BRIAN: They were actually named after the Florida panther.

GARY: Yeah.

BRIAN: Yeah.

GARY: Yeah.

But, I- I never really thought about like, you know, a panther population here.

BRIAN: Yeah.

It's not many.

It's very small.

GARY: Well, I mean, we're the Detroit Lions and we certainly don't have lions running around in Detroit.

BRIAN: Well, that's a good point.

I like where you, how you did that, Gary- GARY: Yeah.

Or tigers.

BRIAN: Yeah, or tigers.

No, we do, we have a, we do have a population of panthers here.

GARY: Wow.

What beautiful animals.

BRIAN: 'Cause there's only a few hundred of, I mean, GARY: Really?

BRIAN: Yeah.

They're really, there's a very small population.

♪ ♪ ♪ ♪ ♪ ♪ ♪ GARY: When you restarted- BRIAN: Mm-hmm.

GARY: And you still had your fixed expenses carrying over, but now no money to support it, how did you dig yourself out of that hole to continue to service, now under a new name, you gotta do more market education training to let people know you're now Critter Pro.

BRIAN: Right.

GARY: How, how did you do that?

How did you recover?

And how quickly?

BRIAN: We're not built on a recurring service.

It's just not our model.

GARY: It's a one and done.

BRIAN: One and done.

GARY: Okay.

BRIAN: And so when we ask about, you know, those- those things, you know, is all the clientele carry you over?

No, it was all fresh.

And you know, what we get is what comes in, you know, as it is, we're right on top of it.

We're handling it, we love you as a customer, but we only wanna see you one time.

That's our motto.

GARY: Yep.

Solve the problem and leave.

BRIAN: Right.

GARY: So this happened, and then you took a pause to create a new company and now go after new customers.

BRIAN: It was a- GARY: I get it now.

BRIAN: Yeah.

It was a- it was a moving pause as I like to put it, right.

GARY: Yeah.

BRIAN: So you're, you're still finishing things and- and trying to- to reform it all at the same time.

You know, reforming, re-rolling the company and putting that in that, that wasn't, didn't take that long.

You know?

GARY: Sure.

BRIAN: Today's- you know, the way you can set things up, it's a matter of days that you can have a corporation set up and you're- GARY: Branded logo everything ready to go.

BRIAN: Yep.

Just how hard are you prepared to work, you know, to do it?

GARY: Talk about the growth and expansion of Critter Pro.

All the past is in the past.

BRIAN: Yeah.

GARY: Where are we at?

You know, how did you get to where we are now?

BRIAN: So we had our core group here.

I've always had my core group of employees here.

That, and that followed me over, you know, after I started, after I got it off the ground and month off, we're gonna make it, you know, they started joining.

And then it was, okay, how do we want to scale this thing?

Because our model isn't typical to most even other wildlife companies.

Usually it's one guy that will go out and respond to the call, sell the- the service, do the service, and then do the follow-up to go back behind it.

GARY: Okay.

BRIAN: I didn't like that model.

And the reason I didn't like that model is- is because nobody can be good at everything.

But we also specialize in repairing those structures, it's called exclusion, and conducting those exclusions and sealing up those buildings.

And I took a different approach.

So our repair technicians, that's all they do.

They're really good at repairing- GARY: Incredible.

BRIAN: Homes and businesses.

They have the craftsman skillset to them, you know, to look at a building, know how it's built, know where the defects are, and a lot of times it's just an architectural defect that the wildlife exploits.

GARY: Yep.

BRIAN: And then our trappers, you know, I keep the trapping separate because everybody needs to be good at one thing and not all over the place.

So, you know, our trapping technicians, that's all they do.

They check traps and they're picking up and- and getting things physically removed, doing the physical removals and the transport relocation.

GARY: Not a lot of companies can afford to put people in their right spot in the beginning, but how did you recognize and then say, you know what?

I may be making a little bit less profit, but there's a- maybe a long-term advantage to this, right?

BRIAN: Yeah.

So my overall approach throughout all these years, and I remember saying this to a- to one of the guys, is, "Listen, if we make a dollar "at the end of the year, it's profitable.

That's all that matters."

And you know what, it's important to be able to, you know, obviously maintain your bills and trying to keep the bills paid, but I put more emphasis on taking care of the employees, getting them situated first, right.

We've gotta make a- that's another thing that we do, is that we're not an hourly employment here.

We're salary.

GARY: Wow.

BRIAN: Everybody's salary.

Because my first obligation is, to everybody, is that are you making enough to get by?

You know, if things get tight, are you gonna... GARY: Yeah.

BRIAN: Be able to pay what you can with- GARY: A living wage, you mean?

BRIAN: Right.

A living wage.

Which is hard because it's, you know, it's a little harder.

You're you're paying- GARY: With inflation, it is.

Yeah.

BRIAN: Yeah.

And we're paying our employees significantly more than they make at- with some of the bigger companies.

But it's- I gotta take care of them first.

They have to know they have a future.

And I don't want this to be a job.

I want this to be the last job they ever have, right.

That's- and I- and we're real honest about that.

And I tell everybody that when they come here.

And if it's not, then tell me what we need to do to make it that way.

♪ GARY: What made you want to work with Critter Pro?

TRISTAN: So I've been hunting and trapping my entire life.

And then I actually worked for a different company a few years ago doing the same thing.

Really enjoyed doing the work.

My manager, she was wonderful.

Everybody else there, not a- they didn't care about you.

I got a opportunity to actually come work for Critter Pro, and so I just jumped right on it.

GARY: This job is definitely not cut out for anybody, right?

I mean, you gotta have a certain- there's a certain type of person that's gonna wanna do critter control, wildlife control, right.

TRISTAN: Yes, sir.

GARY: What are- what are some of those key characteristics when it comes to doing a job like this?

TRISTAN: A lot of it is high roofs or steep roofs.

You gotta be able to- to be good with heights.

GARY: Mm-hmm.

TRISTAN: Ladder work, tight spaces, the animals, you've gotta be able to work with animals calmly, know how they're gonna act, how to react to them.

It's a lot of late nights, sometimes early mornings, long days.

It's- it's really not cut out for everybody.

It- it takes somebody that really wants to be in this field and work with them to do this.

GARY: Talk about Brian really quick.

Like what kind of person is he?

TRISTAN: It's been great.

He's a great guy.

He- it's a very family- oriented company.

GARY: Mm-hmm.

TRISTAN: He's a great boss, great person.

We got some really good guys working for us.

And it- it makes the days go by a lot easier.

I'm super happy to be here.

GARY: Now you're- you got this new company off the ground, how can you make sure that the public knows that you exist, that you're out there, get the name out there.

Marketing.

BRIAN: Right.

So we do a couple things.

One word of mouth is- is probably as a business owner, your best, best advertising there is.

GARY: Yeah.

BRIAN: Go out, do good work, stand behind it.

I did social, you know, I did the social, you know, the initially the Facebook thing and that kind of stuff.

GARY: Yep.

BRIAN: SEM, doing some search engine marketing.

We- we partnered with a CRM.

We used to do everything very antiquated, all on paper... GARY: Yep.

BRIAN: You know, the old phone call and- and a notebook.

We- we went and got, kind of brought in some modern technologies in the play there.

So we use Thryv.

You know, when you get 13 people out on moving or all over the state in an area, you've gotta kind of be able to put eyes on that.

♪ GARY: What was your first experience with- with Critter Pro?

What made you call them?

What was the circumstances?

LISA: Well, I was a good friend of Brian's for quite a while.

We were part of a networking group that helped businesses grow.

One day outta the blue, my 85-year-old- year-old mom had rats in her attic GARY: Ooh.

LISA: That had been there quite a while.

And I said, "Brian, I need help now."

He came over and did what he does very well.

GARY: Yeah.

LISA: And it took about two weeks and it was incredible.

He fixed the outside of the home where they were coming in, explained the whole process of- of why they were coming in and all that.

And he took all of the insulation out of the roof and the, the attic and sanitized it and then put the insulation back in, and sanitized the entire home too.

GARY: Yeah.

LISA: Before my mom was able to come back.

GARY: From a customer service standpoint, what would you say about your experience with that?

LISA: Oh, it's amazing.

I mean, I couldn't ask for anything better.

I mean, as soon as I called him, he was there the next day and his team was out there the following day and was able to get things done within a matter of two weeks and she was able to come back home.

GARY: Awesome.

And what would you say to somebody else that's having a- having a critter issue?

LISA: Call him right away.

Because as soon as he can get in there, he can get the problem fixed.

GARY: This is fantastic, man, I- Where- where do we sit right now with- with Critter Pro?

How many employees?

How many trucks on the road?

You profitable?

Just brag to me for a little bit.

BRIAN: Always profitable.

Right?

Always profitable.

We run- we run at about a 40% profit margin.

GARY: Wow.

BRIAN: And, you know, last year it was a couple million dollars.

GARY: Good for you.

BRIAN: You know, off of- off of just one little geographic area, you know, and we have a large footprint mind you, but we're running that outta one core office.

GARY: Yeah.

BRIAN: We're sitting in it right now.

GARY: Sky's the limit.

BRIAN: Right.

Build out plan for what we're gonna be doing is to take this back onto a national stage.

GARY: Wow.

BRIAN: And really, as I like to put it, you know, put the industry on its head because we dance to the beat of a whole different drum- GARY: Yeah.

BRIAN: Than what everybody else in the industry, you know, the pest- control industry typically goes through.

So the- it's a- for them we're a real threat because we're, you know, we're going back to basics.

GARY: Yeah.

BRIAN: And I think, think everybody just completely forgot about what that is.

You know, now it's just, you know, what, what is the out- GARY: You're about to step up and remind them though.

BRIAN: Yeah.

yeah.

I think it- you know, I think that's an important thing.

You know, I love being the underdog.

GARY: What's the future hold?

Could this be a Critter Pro franchise?

Or is that too distant from your core values, and- BRIAN: It, it is.

And you know, I get asked that a lot.

You know, are you a franchise?

I feel like you lose quality control and what we do requires a great deal of that.

Right?

So it's not only the- the stewardship of the animal to the customer, to the customer's house business.

There's a lot of of variables there.

We talked about, you know, franchising at some point, you know, that's always been- GARY: Sure.

BRIAN: Well, maybe we should look at this.

GARY: It's a temptation... BRIAN: It is.

GARY: For any business growing and succeeding.

BRIAN: But what's even more of a temptation is is to train my now current employees to become me and then- GARY: In different locations.

BRIAN: Give them- give them- GARY: And give them the opportunity to run their own- BRIAN: That's exactly right.

GARY: That's awesome.

I love that.

BRIAN: So it- and- and they get- they'll get to- and they all, we say this, "Do you want to experience owner pay?

"We're gonna give it to you "just without the liability.

"But here's what we need you to do.

"We need you- GARY: Act as an owner.

BRIAN: To have the toolbox that- that the owner has."

It's just a matter of them buying into, they have to buy into what you're trying to do.

GARY: Yep.

BRIAN: And I'm fortunate enough that all of our guys, you know, they're- they're great human beings.

People love them.

GARY: Yep.

BRIAN: And- and that- that tells me a lot when- when customers- we don't ask for reviews.

We've never once asked for a review.

It's all organic.

GARY: They just do it.

BRIAN: Right.

And so you get these people going outta their way to leave a review going, "You guys left us feeling like family."

GARY: Yeah.

BRIAN: Or your guys did, that it's, that makes, that's worth more to me than- than gold.

You know, it really is.

I know a lot of business owners would throw things at the TV right now, but- GARY: Sure.

BRIAN: There's merit to that.

GARY: Are you happy?

BRIAN: Very.

I remember telling my wife yesterday how much I love my job.

You know, that I wake up every day and I'm excited to go to work.

And there've been tough times.

I mean, really tough times.

GARY: Yeah.

BRIAN: Where like, I don't know if we're gonna make it.

But, you know, I've referred to it as churning the butter.

We're like two- a couple mice that have been dropped in a bucket of milk and we're just gonna start churning the butter and, you know, get it, get it good so we can get out and we do.

♪ GARY: Meeting Brian and the crew at Critter Pro and being able to see what they do up close was pretty incredible.

And let me tell you, wildlife removal is no walk in the park.

It takes a special breed of person to tackle this job head on.

And it's definitely not something that I'm personally cut out for.

It's one of those unsung professions that we don't even think about until it creeps up on us, literally.

And when it does, those critters can wreak havoc in our homes.

Take raccoons for instance.

They tear apart vents, soffits and roofing, they damage insulation and wires leaving behind a trail of filth that can pose a serious health risk.

Then there's rats that can chew through electrical wiring, which can result in short circuits and even house fires.

And despite all of this destruction, Critter Pro takes a humane approach to all captured critters, releasing them back into the wild.

Something that's been incredibly important to Brian from day one.

It's an animal's innate instinct to survive, but this type of wildlife belongs in their natural environment.

Brian's positivity and resilience blew me away.

He could have easily thrown in the towel after being betrayed by his former business partner.

Instead, he saw it as an opportunity to reinvent himself.

And he's well on his way to creating a household name in the industry.

I can't wait to see what the future holds for Brian.

In my 11 years of hosting Start Up, I've never said this, but this is the one company I hope I never have to call.

For more information visit our website and search episodes for Critter Pro.

♪ Next time on Start Up, we head to Detroit, Michigan to meet up with Melissa Butler, the founder of The Lip Bar, A vegan and cruelty- free beauty brand on a mission to help change the way you think about beauty.

Be sure to join us next time on Start Up.

Would you like to learn more about the show or maybe nominate a business?

Visit our website at startup-usa.com and connect with us on social media.

GARY: (gasps) What happened?

PASCAL: I put the bird strikes on.

GARY: Oh!

WOMAN: Yay.

(laughs) GARY: Thank you so much.

WOMAN 2: You're welcome.

WOMAN 3: Next on Start Up.

(laughs) WOMAN 4: Gary Bredow.

Superstar.

Okay.

GARY: With no nose.

Gonna go tell all his buddies, like... MAN: Yeah.

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NADIA: My dad always told me to be passionate about what you do.

and if you're truly passionate about what you do every day, it's not hard work.

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Amazon, a proud supporter of Start Up.

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Thryv, the all-in-one small business management software can help you manage every aspect of your business, from a single screen with one log in and one dashboard.

Thryv is a proud supporter of Start Up.

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