Contractor Financials Made Simple with Timothy Wingate Jr.

Welcome to the Construction Disruption Podcast, where we

uncover the future of design, building, and remodeling.

I'm Todd Miller, Vizay Industries manufacturer of specialty metal

roofing and other building materials.

Today, my co host is Ethan Young.

Mr.

Young, how are you?

I'm doing good, Todd.

It's a holiday weekend.

Excited to be here with you and getting, you know, excited

to wrap up this weekend well.

This week.

Well, I should say that's true.

I wonder if someday you'll be called old.

Mr.

Young, you know,

forever young, you know,

forever young.

That's good.

That's a good one.

Okay.

Well, let's go into things.

I do want to mention.

We are once again, this episode doing our challenge words were

both Ethan and myself and also our soon to be announced mystery guest.

Uh, we each have a word that we have been challenged to

work into the conversation is.

Seamlessly as possible, you, the audience, can be listening for any unusual words

we might use, and perhaps you'll figure out what our challenge words were.

And at the end, we will tell you whether we were each successful

at working in our word or not.

So, um, let's go ahead and get this thing started.

So, um, one thing that many construction companies struggle with is bridging

that gap between their work in the field, um, which oftentimes

they are really, really good at.

But then also their financial tracking, their reports, and even their results.

And unfortunately, of course, if they do have difficulties bridging that gap,

they end up struggling to make ends meet.

Um, today's guest is Timothy Wingate Jr.

Um, Timothy is the founder of G plus F business and financial

consulting, uh, based in beautiful West Palm beach, Florida.

Timothy founded G plus F in 2016 to provide specialized accounting

and tax services specifically for construction companies.

Timothy provides his clients with tools, advice, and financial advice, uh, so

that they know better or so that they can better understand their finances

and they can improve their cashflow.

With a bachelor's degree in business administration from the University

of South Florida, Timothy is also a member of the Construction

Financial Management Association.

Timothy, welcome to Construction Disruption.

Pleasure to have you here today.

Timothy Wingate Jr.: Ah, thank you for having me.

I feel blessed to be here and Just glad to be on the show.

I can share what I have.

Well, that's what we're looking forward to.

So, um, you had your start in construction, uh, working for many

years with your father, um, who was a licensed general contractor.

I, now I got started in this industry also.

Uh, you then went on to work in banking, uh, nonprofit management

and also real estate investing.

Kind of curious, what is it about?

All of those experiences, because a lot of stuff there, uh, that

made you want to help constructions the way that you're able to today.

Timothy Wingate Jr.: You know, growing up with my father, I start with him.

You know, he raised us in the field.

So in bright, sunny Florida, sweating in the sun,

you know,

Timothy Wingate Jr.: carrying a wheelbarrow and dumping dirt.

So definitely had my fair share of working out there in the field and just really

got a true understanding of what it means to work hard and most construction owners

or people who work in the construction industry, they are very, very hard

workers and I respected that, but.

I also found out that they didn't like working in the office.

And so a lot of paperwork was spread out across my father's desk all the time,

plans, bills, papers, you know, all these different things and just never saw.

Office, you know, organized and, and I, at the time I didn't know

if he was getting things done timely in a timely fashion or not.

But, um, when I became of age, come to find out that he needed

a lot of help in the office.

This sounds just like my dad.

I gotta tell you.

Okay.

Timothy Wingate Jr.: Yeah.

So that was really, um, where I just had my exposure to the construction

industry, but then I had a love for just, Helping small business owners,

because working with the nonprofit organization there, I was helping

my grandmother run her organization.

And so seeing the struggles that she had within the organization when it

came to, you know, not having proper accounting, not having any systems

in place on how to manage employees or how to hire, how to recruit, you

know, do all these different things.

And so to bring all of that and to gain that experience.

Uh, of how to do that.

I seen that, Hey, this is something that all small businesses need.

And I said, I want to make sure that I can be a part of the solution.

So starting G plus F.

Was part of the solution of being able to come out here and help

small business owners altogether.

Very cool.

So I also understand that, uh, the name G plus F was chosen very intentionally

and has very special meaning.

Uh, can you tell us what that is?

Timothy Wingate Jr.: Yeah, it means God plus family.

Because when I left the nonprofit organization and it started G plus

F, well, I'll say, you know, let me give you the in between that.

So when I left the nonprofit organization, I didn't know what I was going to do.

And I say, you know, um, I know I want to help small business owners,

but in what way can I help them?

And I went back to my.

The roots of what I was able to do for my grandmother's organization, which is

bring financial structure to a company.

And so I said, well, let me just because I didn't go the

traditional accounting route.

You know, I got my degree in finance.

So I said, let me go ahead and understand this accounting at a higher level.

And I went out and got my enrolled agent license.

And so that gave me the tax knowledge that I needed to help people get out of tax

problems and to help them get in a better tax position or understand what their tax

position will be at the end of the year.

And so G plus F was given to me as the name, because it says when you go

through what you're getting ready to go through, you're, you're only going to be

able to depend on God and your family.

And so that's where G plus F came from, God plus family.

And it has been carrying me through ever since.

Wow.

That's very cool.

And I understand that, you know, faith, your, your life revolves around it.

And so you reflect that in your business and, uh, That just makes a lot of sense.

And yeah, kind of what we try to do here at Isaiah Industries too.

So I love that.

Absolutely.

Love it too.

I'm kind of curious, um, in what areas do you find that many owners

of construction businesses really don't understand their businesses?

And, you know, I think a lot of times we find that.

These are folks who, you know, became, uh, really good at doing things out

in the field and eventually got a, uh, their own crew or a nicer truck

or whatever they thought it was that made them start their own business.

But, you know, what, what are some of the things that you find they, they

kind of struggle with once they make that jump into their own business?

Timothy Wingate Jr.: Yeah, a lot of times they, they struggle with,

it's like three things, you know, number one, cashflow management.

Yeah.

Number two, estimating.

And then number three, managing the accounts payable process.

So a lot of times cash is a constant worry.

And to know that, you know, money's coming in at the right time, at

the right speed, um, it, it usually starts with what happens up front.

So setting the tone with the, with the client and the customer, with your

And also setting the tone with the subcontractors as well, um, to let them

know, and everybody needs to be on the same page, know how they're going to get

paid, when they're going to get paid.

Like you gotta have a lot of conversation around getting paid.

You know, and paying out in the very beginning and make sure that it's clear.

And so a lot of them, they just don't do that.

They, you know, some of these guys are still doing handshake deals.

Um, and that kind of can blow up in their face a little bit at the end.

Cause it's a friend, they don't want to offend them and, you know, all these

different things and, or they end up doing more work for them than they should have,

because they actually don't realize that they're actually paying workers to go

do this work for a friend for free, but.

You know, you're basically financing that whole, that whole, uh, project

or that part of the project.

So teaching them how to, um, So, yeah, so they usually just have problems managing

those three specific areas, you know, cash management, estimating, and the

accounts payable process can get out of hand quickly, especially when the same

vendor is sending reminder invoices.

So those reminder invoices can sometimes get double paid.

Right.

Yep.

Timothy Wingate Jr.: And that becomes a problem.

Now you're trying to, you know, get a credit and now you're trying

to, or you, you can't get a credit.

So you're trying to sell off material to another job, you know, so it just,

a lot of different things can happen.

With the accounts preamble process, it's not managed properly.

And then with the estimating, of course, estimating is there for historical data.

So estimating gets better as you keep track of it and analyze it at the

end of these job to see how well you did and how your margins pan out.

And so just, uh, A lot of, you know, construction, um, owners or, you know,

project managers are just not used to managing that process in a very

efficient manner where they can analyze it properly at the end of the job.

You know, that's interesting.

I, I, I can't say how many times over the years I've been working with a

contractor who, you know, already has the contract to do a metal roof and

he comes to us and is asking us to, to help him kind of detail things out.

And, you know, my question is, What does the contract say?

What do you, what did you commit to doing here?

And honestly, they don't know.

Um, and I'm just like pretty shocked by that.

Well, I mean, a contractor out there, a construction company, they have

tons of options as far as CPAs and accountants and bookkeeper options and

their sister in law and everything else.

You know, how, how is it that you feel?

You focusing just on construction companies can help them more than that

CPA down, down the street or their sister in law who keeps books, uh, can.

Timothy Wingate Jr.: Well, I'll tell you this, you know, there's three areas of

accounting that are very specialized.

We've mentioned all of them on the show today, construction,

accounting, manufacturing, accounting, and nonprofit accounting.

Very, very different because there's a lot of moving pieces, you know,

in construction, you're managing multiple jobs and keeping track

of multiple jobs and tracking the profitability of multiple jobs.

You know, in manufacturing, you're keeping it together with the raw materials.

Finished materials, and then with the product sales tax,

all those different things.

And then nonprofit, you have all these different grants and things that

you need to satisfy with, you know, reporting the report just on their grant,

you

Timothy Wingate Jr.: know, and, and then you have one system to do that.

Right.

So what makes it different or unique in the way that I approach accounting

versus a traditional accounting is that I have specialized knowledge.

Um, so I understand, you know, there's a ton of systems out there like this.

You know, a bunch of project management softwares out there,

job trip, pro core, build a trend.

I mean, the list goes on, but what we've done is we pick one to master, you know,

and we, so we know what project management system that we use is going to integrate

well with your accounting system.

Also is going to integrate well with your accounts payable system.

And then it's going to integrate well with your accounts receivable system.

So like all these things.

We know how to set those up and make sure that the information

flows through all systems properly.

And so that information is reported properly to you to make

higher level decisions about a job or the company at large.

So that is what we do.

You know, we come to bring organization to your back office.

We come to clear paper.

Offer your desk, you know, and make it

organized.

Ethan will probably tell you that I could perhaps use your help.

Yeah.

I was thinking about that a little bit, but I think it's usually something that's

better than normal, but I don't know.

Timothy Wingate Jr.: Now we'll say we don't do that in person.

We're, we're completely virtual accounting firm, but the, we've have

perfected, you know, the process and how we onboard and how we do things.

It's a learning curve for.

Um, most construction owners when they come with us, but they never go back

to the papers scrambled on the desk.

Amen.

Good stuff.

Well, I was, I was going to ask you, I mean, I assume you do have, since

everything is virtual, you probably have clients all over the country.

I assume.

Timothy Wingate Jr.: I do.

Yeah.

We have some clients in Wisconsin, Colorado, North Carolina.

You know, uh, just to name a few, Arizona.

Yeah.

So they are kind of all over and it's, it's, it's really unique.

So I definitely am able to share a unique, I guess, a, a unique perspective, you

know, to the construct, construction industry, to any of my clients, because

sometimes they're wondering like, what, what are the other guys doing?

You know, and I can tell them what's working and what's not.

So what does that relationship look like?

I mean, do you have weekly calls?

They're sitting there in their office, sipping on their coconut water and you're

helping them out or what, what does that relationship typically look like?

Timothy Wingate Jr.: Now they're not sipping coconut water and eating flapjacks

and doing the other kind of thing.

But they, they, um, They're definitely what it looks like is we have to

meet with a construction company every week or every two weeks.

So they're meeting with someone from our team every week and it's usually to

discuss everything accounts receivable and accounts payable, because those

are the most fluid things that are moving, um, in a construction company.

And then they choose to meet with me either monthly, bimonthly, quarterly,

at, um, at, at the least to discuss.

All things strategic, you know, strategy.

Hey, I want to buy a house, a car, a building, you know, I

want to hire a new employee.

I want to pay someone commission.

I want to find a new estimator.

How much is it going to cost me?

Is it the right time?

Um, does it make sense?

You know, so all those things, Hey, this last job, you know, these things went

wrong and I helped them to strategically think about the job because when you're

in it, you think a different way.

When someone's on the outside looking in, they bring a

totally different perspective.

And so that's what I do.

I help them think about the jobs differently and what happened,

because a lot of times what you see in the numbers is just didn't

happen from a financial standpoint.

Like it, it wasn't.

Just an estimating problem or a, um, accounts payable problem or whatever

it is, it may be something operational.

It may be saying that, hey, it took Tommy 10, 10 hours longer to do this part of the

project than Billy, who would have done it in 5 hours, you know, and that's where.

You lost money or that's where the margins have changed.

So it's just looking at those different things all the time.

I would guess most people like new prospective clients come to

you, like in a time of like struggle, it's probably not, it's kind of the

opposite of a fair weather friend.

You know, they want you around when things are really going

bad, not the other way around.

Is that, is that true?

Timothy Wingate Jr.: Most time it is because we're, we're best suited for.

Someone who's kind of bumped their head a little bit.

We're not really suited for the startup construction company.

Definitely, you know, they may have found a way to, to reach

their first million already.

And now they're, they're just on the overload.

Like it's, it's getting out of control, you know, because the jobs are moving

quickly, they have more people on the team and they've, you know, found a way to

make it that far, but now they need some help bringing some organization around

the company to really streamline and grow.

Uh, at a better rate with a lot more peace.

I like that.

Like the piece.

Well, I think one thing I have seen a lot of construction companies struggle

with is how to set their profit margin.

I mean, uh, you kind of go into this and you think, well, as long as I sell

anything above what I know my cost is going to be, I'm going to work.

It's all going to work out.

And that just isn't necessarily the case.

Um, so any advice for, Listeners out there who may be thinking

about, well, how do I decide what my optimal profit margin should be?

Timothy Wingate Jr.: Yeah.

So this is going to sound maybe way left, but I'm a different accountant,

you know, from when you think about profit margin, you have to think

about your operation, profit margin.

As well, and then you also need to think about what type of company you want to

be, because it really starts with the big picture, which is what type of company

I want to be, because I may want to make sure that all my employees get 10 days

paid time off every year, the construction company down the street may not want that.

They don't care if the guys get one day or two days.

You know, I may wanna offer my guys a 401k company down the street.

May not think that way.

So what I'm getting getting at is if I'm construction company A, who wants

the 401k and want to give the guys PTO versus construction company B, then

my margins on the job needs to support my operating margin, which will then

support the growth of my company and allow me to provide those things.

To my employees.

So I need to think about setting my prices based on where I want to go.

And that is different.

It sounds like, well, it may be like Tim, well, how, how do we, how do we do that?

And, or where do we start and all those things?

Well, I always say there's, there's, you know, I forgot who the author was,

but there's a book, I think that's titled start with the end in mind.

Okay.

You know, and if you don't know where you're going, you would just go anywhere,

you know, and it definitely ties down to the Bible where you should plan,

you know, um, how are you going to build before you actually build it.

It's the same thing with a company, you know, so I have to think about

where I want the company to end up.

You know, do I eventually want to sell it one day?

Do I want to pass it to my kids one day?

Do I want to give it to the employees one day?

Well, they don't want anything that's not profitable.

And they don't want anything that's going to cause a burden.

And so you got to set it up in a way where anyone is excited to take it on.

And anyone is excited to work, work there as well.

So profit margin is.

Is is is something that you really have to sit down and think about and you

think about that first, and then you go all the way back to your estimates.

And then now you're not going to care if a customer disagrees with you with

your price, because, you know, it needs to be that price for me to offer.

What I want to offer to my employees and to everybody who works here.

You know, it, it just takes a lot of pressure off of everything.

Um, when you know what that price has to be in and from a selling

standpoint, it allows you to build your, uh, your value, uh, around that.

And so it makes a lot of sense.

Yeah, absolutely.

You you, you alluded earlier to project management software and

you said that you have one that you like to see your clients on it.

You know, one of the things I see in construction, especially

in recent years, every time you turn around, there's a new app.

There's a new software platform for construction companies to use to to to.

Track their numbers, report their numbers, help with communication,

help with bidding jobs, help with planning, all that type of things.

Um, I know you mentioned project management software that you folks

recommend, but in general, um, what advice do you have for construction companies in

determining what tech is right for them?

Um, you know, not everything that glitters is gold necessarily.

They, you gotta know what to chase.

Timothy Wingate Jr.: Yeah.

So the first thing that you, you have to consider is there needs to be an

implementer, you know what I mean?

Within the company or who's hired from with outside of the company, because tech

is complex and there's a learning curve.

It's going to be challenges.

But what helps you get through it and see it to the end is the implementer

being very strong, you know?

So when they're strong, they can kind of carry and motivate everybody

and keep everybody, you know, um, from pulling their hat out

and

Timothy Wingate Jr.: saying, why did we just, can we just go back

to Excel spreadsheets and paper and write down estimates, like.

You're going to constantly fight that, but the implementer is going to be able to

hold you, hold you to the ground and make sure that we, we, we see it to the end.

And so I will say this, there's a ton of project management software out there.

Like I mentioned before, and I was go as far to say that all of them

work because they have customers.

So, and so it's all about.

Identifying whether the implementer, the implementer really understands

what the software can do.

And if it's a good fit for your operation, and so, because.

Because I understand one project management software very, very well.

And I'm, you know, an outside accounting firm.

I'm really not going to work with a client who I can't serve with that software.

So that's kind of where, and I have done that because there's, there's been a, um,

a client who works, who puts down pipe in the ground, you know, for utility, utility

companies and those types of things.

Well, they need, they need to be able to calculate dirt and gravel and,

you know, and all these different things that are, you know, all project

management softwares won't be able to do.

And so you need a very specialized project management software

for that particular operation.

And that's kind of where the implementer has to be an expert

and say, you know, what that is.

A good fit for us, or this is, this is not.

And then, cause you gotta think about it.

As long as you have trust in the implementer, you know,

that is, he understands it, or she understands it very well.

So.

It's going to work.

It's just, we're going to have to catch up, but they're going to hold our hand.

They're going to make sure that we obtain the knowledge that we need to obtain.

So that way we can move forward with this, with this software.

So if you, as the owner are saying that you're going to be the implementer,

well, then you need to go out and study these, these different softwares,

like I did, and take demo classes and take certifications and test the

software out, buy a subscription.

Test it out, do a test project, all those different things.

In order to know if it's going to work, you're not going to know it's

going to work just by hearing about it.

I can tell you that.

Yeah.

And the people selling it are always quick to tell you, oh, it's

going to do all that and more.

Yeah, that's good advice.

That's good advice.

You know, one of the things I can tell about you is that.

You really love this industry and you, you know, you love serving folks

in serving folks in general, but in particular in the construction

industry, I'm just kind of curious.

Is there anything specifically about the construction industry that you

really, um, love being a part of?

Timothy Wingate Jr.: I love being a part of that aha moment because I

get it with every, every new client.

It's that moment where it's like, man, I'm no longer doing this.

That used to take me 15 hours a week to do, you know, or five hours a week to do.

And it's like, man, I'm so glad we made the change.

I just like hearing that.

Like, I'm just so glad we made the change and that's always a blessing to me.

Good stuff.

Well, I'm sure that, uh, You have, uh, your clients are

greatly blessed by that as well.

I'm, I'm kind of curious, are, are most of your clients

fairly long term relationships?

Or do you find that, you know, you spend a year or so with them and kind of get

them to the point of where, uh, they're comfortable going on, on their own?

Or what's that usually look like?

Timothy Wingate Jr.: We're long term, you know, I That's what I figured.

Yeah, we want to stay together, we want to grow together.

And I still have clients who are still with me from, from, um, 2016.

Very good.

And that speaks volumes about you and what you're doing also.

Yeah.

So what advice would you have?

We, we know that a lot of our audience members are folks fairly new to this

industry and, you know, maybe even young in their careers, any particular

advice you'd have for younger folks starting out, uh, in this industry,

Timothy Wingate Jr.: Really make sure that you have counted the costs of

what it takes to survive, because most businesses fail because they didn't count

the costs and they didn't know how much it true, how much the capital that he truly

needed to, to start this company because.

Nothing's going to go perfectly.

Things are going to crumble, go up, crumble again, grow up, crumble again.

It's like the stock market, but I hope it's a good stock.

So it keeps going up.

And so that's kind of how you got to think about your company.

It's like, you're constantly always preparing for the worst of times.

And so in doing that, do that from the beginning, always

prepare for the worst of times.

And get help fast.

Know that it's not a race and that you're, you're not trying

to build this company overnight.

And then you're also not trying to eat.

Like steak, you know, from the first, from the first job, you know, um,

you're, you're, you're really trying to get yourself to a place where

hopefully you, you least want to have one or two people on the team, um, to

help get things done at the company, because putting that all on yourself,

trying to work and do the office stuff.

And I mean, get jobs, it's just, it's just a lot you wear yourself out.

So just knowing that, Hey, get help where you're your weekend.

Really early.

Um, don't try to eat a steak from your first, you know, a couple of projects.

You know, keep eating that ramen noodles and, um,

and, um, and, and just stay the course and can continue to study the industry,

knowing what technology is out there because technology needs to be a part of.

What you do, and you need to find a way of how, how to implement that.

Um, and so, and if you're not good at the finances from the very beginning,

don't try to, don't try to start it.

They just go hire some bookkeeper who certified somebody who really

understands bookkeeping at a basic level.

You may not be job costing, but you at least have solid books.

You know what I mean?

Because you don't need to be, because when you're doing one or two

projects, you know, every, every.

Couple of months or so like that.

You don't really need a job costing right at right at the start.

You can you can get you can get away with just.

Standard bookkeeping and just knowing that you just being profitable for the month.

Very interesting.

Well, and I love that where you started out, you know, you got to know the cost.

And, you know, I think, you know, you were talking about financial

costs, but I think a lot of folks to, um, kind of underestimate just the

emotional cost of starting a business and the amount of time and so forth.

And, you know, I've seen that really.

Kind of, uh, surprise some folks also and put them in some pretty dark spots.

So, yeah, find yourself a mentor, uh, find yourself somebody like Timothy

to help guide you through that.

Uh, I think that's all good.

Good stuff.

Excellent.

Well, This has been a great time together.

Um, really enjoyed it.

Um, we're going to hear shortly, uh, close up the business end of things

and move on to a little bit of fun.

But, um, is there anything that we haven't covered yet today that you, uh, wanted

to be sure to share with our audience?

Timothy Wingate Jr.: No, I think, um, you know, I'm always available.

You know, you can always just visit me that construction.

accountant or at G plus F.

com and reach out to me.

And if you're not a good fit for, from a, a month to month client, it

may be a good fit for just, it's the consulting piece, you know what I mean?

Just to have someone you can meet with every couple of months and talk

things through and to make sure that you're heading down the right path.

So you do have relationships sometimes that are,

look a little bit more like that also.

Timothy Wingate Jr.: Yeah.

Just like with some startups, you know, they, it doesn't make sense

for them to hire a big County firm.

But it does make sense to have someone they can consult with.

Um, every now and then, um, about some big decisions to make.

Very good.

That's a neat option.

And I, I don't often see that from consultants.

So I love that.

You're, you're willing to grow with them also.

And that's cool.

Absolutely.

Absolutely.

Well, before we do close out, um, I'm going to ask you, uh, Timothy, if you're

willing to participate in something we call our rapid fire questions.

So these are seven questions carefully curated.

Okay.

Thank you.

No, maybe not.

So carefully.

Um, some of these questions may be serious.

That may be a little bit silly.

Um, all you have to do is give your quick response.

Um, and audience understands you don't have a clue what we're about to ask.

So you're

Timothy Wingate Jr.: cool with

this.

Timothy Wingate Jr.: I'm cool.

Okay.

Well, we will alternate asking Ethan.

You want to ask number question number one?

Yeah.

Yeah.

I can start this off.

Um, Well, we know you're a busy guy working on the business and all

that, but what's one of your favorite things to do to relax on the weekends?

Oh, golf.

Gotcha.

Nice.

Sure.

It's great down there with the good weather and all the

shirts, a lot of nice courses.

Yeah.

Timothy Wingate Jr.: Perfect weather.

It's getting too, it's getting a little hot right now, but we

just came out of golf season.

So yeah, it was busy.

It was busy down this way for sure.

Okay.

Question number two.

So last evening, I believe, or at least recently, I don't know, maybe we were

watching on DVR, but here recently, another season of Survivor wrapped up.

I'm curious, what TV game or reality show would you most like to be on?

Timothy Wingate Jr.: I forgot the, I forgot the name of it.

It was like Expedition.

It was a show called Expedition before.

Really?

Yeah.

There was a show cause they will, you know, you'll have your own team and

they'll drop you off in like this country and you have to make this expedition

to, to a, uh, some different point.

It may be in a different country too.

Like from one country to the next, you have to go through, you

know, mountains or waterfalls and you have to, you know, it was.

Really, really unique.

Yeah.

But I think it was called expedition.

I want

to check that out.

Thank you.

Alrighty.

Um, next one.

Do you have a favorite family tradition?

And if so, what would that be?

Timothy Wingate Jr.: Uh, favorite family tradition is.

On Thanksgiving morning, all the cousins would get together and play basketball.

And so we'll play half court basketball, four on four, and

just play until we get tired.

And then golf in the afternoon.

Uh, very cool.

So next question, what is a product or service that you've maybe acquired

recently that was a real game changer for you, sort of a, you know, where

has this been all my life moment?

Timothy Wingate Jr.: Uh, there was this.

Uh, software called fireflies and so fireflies is this AI recording software.

So every time we log into a zoom meeting, it records everything and transcribes it.

And so it's been a game changer because I don't have to repeat

myself twice to an employee.

So game changer.

I was, uh, I was on a zoom call not too long

ago and someone was using that.

And I thought, yeah, that's pretty cool.

Timothy Wingate Jr.: Yeah.

Yeah.

So like a digital note taker.

I'm like, I'm like an old dog here.

It's hard to teach me new tricks, but I may, I may give that one a try.

Timothy Wingate Jr.: Oh yeah.

It's good.

Change of life.

All right.

This is a, this is a fun question.

Um, if you were a professional wrestler, what would your entrance

song be like your walkout song?

Timothy Wingate Jr.: Probably be a Thai tribute song because he can get, you

know, really how he's a gospel artist.

Yeah.

Yeah.

But he's, um, yeah, it, it probably, maybe victory.

He got a song called victory.

I have to look that

up.

Yeah.

Timothy Wingate Jr.: Yeah.

Okay.

This next question is a little weird.

Um, would you rather have hands for feet or feet for hands?

Timothy Wingate Jr.: It's definitely got to be hands for feet.

I can't imagine having everything with your feet.

Good answer.

All right.

And last question.

This is always an interesting one.

Um, what do you want to be remembered for at the end of your days?

Timothy Wingate Jr.: At the end of my days, um, a God fearing

man who, who served everyone.

You know, family, friends, everybody knows that I was a giver.

I gave more than what I receive.

I think that's really good.

Yeah.

Good stuff.

Well, Timothy, you had thrown it in earlier, but please again, tell

us how folks can get in contact with you or check out your website.

Timothy Wingate Jr.: Yeah.

So you can reach me at construction.

accountant or gplusf.

com.

And then on there, you just go in and there's a booking link.

And you can book time with me and I'll show up

very cool and I'm trying to remember is that G plus F the plus sign or

is that spelled out plus is spelled out.

Okay.

G plus F.

Very good.

G plus F dot com and we will put that in the show notes as well.

So, Timothy, thank you so much.

Um, this has been a great time and, uh, happy to tell your story a little bit too.

Timothy Wingate Jr.: Yeah.

Yeah.

I'm excited.

You know, this was good time.

Love being in on a call, especially with some brothers in the faith.

So it's, it's, it's been excellent time way to cap off my Friday.

Amen.

Good one.

Well, we were all successful at our challenge words.

Um, Ethan, you had the word I had fair weather.

Yep.

You worked in there real well.

Yeah.

Yeah.

I worked in there.

Well, thanks.

Timothy, you had flapjack, you worked at it there while also plus

you get bonus points for using my word again, which was coconut water.

So that was cool too.

So good stuff.

We had a little bit, a little bit of food, uh, stuff going on there anyway.

Well, thank you again.

Timothy has been a pleasure and, uh, enjoyed spending some time

getting to know you a little bit.

Timothy Wingate Jr.: Thank you so much, Todd, and I appreciate you as well, Ethan,

for taking the time to meet with me.

And I want to thank our audience for tuning into this

very special episode of Construction Disruption with Timothy Wingate Jr.

of G Plus F Business and Financial Consulting.

Please watch for future episodes of our podcast.

We're always blessed with great guests just like Timothy.

Don't forget to leave a review, uh, on Apple podcast or YouTube until the next

time we're together, though, keep on disrupting things, keep on challenging

things, keep on looking for better ways of doing things and keep on making people

smile, uh, doing those acts of service to make life a little bit better for others.

Um, so God bless and take care.

This is Isaiah Industries signing off until the next episode

of Construction Disruption.

This podcast is produced by Isaiah Industries, manufacturer of specialty

metal roofing and other building products.