Justin's first operating job came in his early twenties, running thirty-day house flips in the
Pensacola area for his mother. He lined up contractors, kept the schedule honest, and picked up
the tools himself when someone didn't show. Then the 2008 crash taught him what happens when
inventory, debt, and timing turn against you.
He co-founded his next company with his own pickup truck, burying service lines to homes as a
subcontractor. It grew into a full field-service operation: a large fleet, a dispatch center,
appointment windows, and technicians inside customers' homes. With that came damage claims,
injured employees, and the customer who is upset for a good reason.
Growth brought its own pressure. He made payroll in weeks when a large client paid late, and
put together the loan packages, credit lines, and land and facility purchases to fund growth
that outran the cash.
He acquired a second company, integrated the two, and moved the combined business into
infrastructure construction, from subcontractor to prime contractor. It grew roughly fourfold,
and he led it through its sale to a private-equity-backed platform.
He stayed on to run operations across several states, helped combine three companies into one
division, and developed frontline employees into the managers and directors who lead it today.
He also owns and operates a residential and light-commercial service business, most recently
moving an acquired, decades-old company from paper onto modern systems.
Those hard stretches are why his advice starts with cash, people, and risk, not only strategy.