The Boss: Tyler Thomason
Atlanta Power Shine · pressure washing, deck & fence staining, multifamily exteriors
Best month on record.
- more sales
- +32%more salesSept 2026 vs. Feb-Apr 2026 average
- more profit
- +47%more profitSame period
- profit margin
- 70%profit marginIn his best month, September 2026
Today, we celebrate Tyler Thomason, The Boss behind Atlanta Power Shine. September 2026 was his best month on record: sales up 32%, profit up 47%, and a 70% profit margin. That is what happens when a hard-working owner stops guessing and starts building.
Tyler's company handles pressure washing, deck and fence staining, and multifamily exteriors. He knows the work inside and out. What he wanted was a business that didn't depend on him doing all of it.
Where it started
Tyler came to us with two clear goals. He wanted to "improve systems to reduce guesswork and burnout," and he wanted reassurance that he was on the right track.
The business was real and the demand was there. But too much of it lived in Tyler's head. Every job, every quote and every follow-up leaned on him, and that kind of load wears an owner down, no matter how strong he is.
The root needs
In the UNPACK, the root needs landed in Process and Profit. On Process: the work ran on Tyler's memory and effort rather than on routines his crew could own. On Profit: he needed to see which services actually paid best, so he could point his time and his team at the right jobs.
Burnout looked like a People problem at first. The cause lived in Process. Once the systems were in place, the pressure on Tyler himself started to lift.
What we did, by the Five P's
Process
We set up the staining jobs so his crew could run them start to finish. That freed Tyler to lead the business instead of standing at every job site. We also added a new CARE monthly plan, giving customers a simple way to keep their property looking sharp on a regular schedule, and a weekly newsletter to stay in touch.
Profit
We looked closely at which jobs carried the strongest margins. Staining stood out, so we leaned in there and handed it to the crew. Knowing where the profit lives changes every decision about where to spend time and effort.
Promotion
We put yard signs to work bringing in new jobs from the neighbors who saw his crew in action, and built a commercial one-pager so Tyler could walk into conversations with property managers looking polished and ready.
“If you want your business made simple, talk to Johnny Tellez. The cost of inaction and wrong direction is far more expensive than talking to him.”
The results
Measured against his February-to-April 2026 average, September 2026 brought 32% more sales and 47% more profit, with a 70% profit margin in his best month on record.
His crew now runs the staining jobs. As Tyler put it: "Not that I can't do it, but I'm trying to alleviate stress." That's the point. A Boss doesn't have to do everything to prove he can.
The shift showed up fast, too. "It's pretty crazy how much has changed in a week," he told us. And his goal grew: from money alone to "growth, freedom, and legacy."
Before and after
| Measure | Before | After | Change |
|---|---|---|---|
| Sales (0-100 index) | 76 | 100 | +32% |
| Profit (0-100 index) | 48 | 70 | +47% |
| Profit margin, best month | — | 70% | Best month on record |
In their words
“If you want your business made simple, talk to Johnny Tellez. The cost of inaction and wrong direction is far more expensive than talking to him.”
“Thanks for giving me and my business clarity to build and scale. Great stuff as always.”
What other bosses can take from this
- Burnout is usually a Process problem wearing a People costume. When everything runs through the owner, the owner wears out. Writing down how a job gets done, and handing it to a crew who can own it, is one of the fastest ways to get your life back.
- Know where your profit lives. Not every service pays the same. Once Tyler could see which jobs carried the strongest margins, it became obvious where to point his crew and his marketing.
- Make it easy to keep buying. A simple monthly plan turns a one-time customer into a long-term relationship and smooths out the slow seasons. Ask yourself what your customers need again and again, and package it.
- Look sharp for the bigger buyers. A clean one-pager gave Tyler confidence walking into commercial conversations. You don't need a fancy brochure; you need a clear page that says who you serve, what you do, and why you're the right call.
- Reassurance is worth something, too. Tyler wanted to know he was on the right track. Sometimes the biggest win is an owner who stops second-guessing and starts leading.
- Start with the honest question. Tyler's first ask wasn't for more customers; it was for less guesswork. That kind of honesty is where real building begins. When an owner names the real pain, we can trace it back to the pillar where it starts and fix it in the right order, instead of patching symptoms one at a time.
- Measure the change, not just the effort. We compared his best month against his own earlier average, using his own P&Ls. That's how a Boss knows the work is working: not by how tired he feels, but by what the numbers say over time. Percentages tell the story plainly, and they keep everyone honest about what moved and what didn't.
- Growth, freedom and legacy belong together. Tyler's goal grew beyond money once the business started running without him at every job. That's the shift we look for in every Boss: a business that supports the life you want, not one that swallows it.
What's next
With Process and Profit working together, the next step is protecting that margin as the business scales. We will keep building on the CARE plan and the commercial side, and use his annual whole-picture review to decide which pillar to strengthen next.
Tyler came in through one pillar. Now he is supported across all five.
Explore the pillars behind this story: Profit · Process
We build bosses.
From Tyler's P&Ls (Feb-Apr 2026, September 2026). Owner-reported, not audited. Profit before owner pay. 0-100 index, Sept 2026 sales = 100.
