I Wanted To Be A Millionaire By The Time I Was 45

We hear from a business owner who set himself very aspirational goals and, with a lot of hard work and a supportive team, reached them long before he could have imagined. We hear how his business mindset helped him get there and how he overcame competition to come out on top.
Setting goals as a business owner can feel intimidating, but it’s important to look at where you want to go so you can implement the work to get there.

Our guest today is Brian Rooney, founder of BR Mechanical Pipework. He began his company during the recession but has grown it to a team of over 50 men. Visit LinkedIn or Facebook for more information.

Transcription

For your convenience, we include an automated AI transcription

Brian Rooney 00:02
Well, there was one thing. Not saying no names, but there’s another company. He tried to more or less put my lights out, and he contacted all the companies in Dublin and told them not to be giving me work.

VO 00:15
No unicorns, no brands, just hard working people who built their business from the brand up sharing their experience so others can learn. Presented by Kinore Finance and Business Services. This is Real Business Conversations.

Larissa Feeney 00:32
Hello. My name is Larissa Feeney. I am CEO and founder at Kinore Finance and Business Services, and today I’d like to give a very warm welcome to Brian Rooney, the founder of BR Mechanical Pipework LTD. Hi, Brian.

Brian Rooney 00:48
Hello Larissa how’s it going?

Larissa Feeney 00:49
Not too bad. Thanks a million for joining me here today. Can you maybe start by telling me how you started in business. Now I know that you would have started as a sole trader, if I remember correctly, and transitioned over to a limited company. So can you tell me how all of that began?

Brian Rooney 01:07
Well, it began. I was working for another company for about 10 years, and I decided to go out my own, start up my own business, and the guy that I was working for offered me work. They give me a hand, they get set up or whatever. So I started off there, and moved on. And I started getting offered bigger jobs, and I took on more employees, and and then I started up. I moved over to a company because I was getting too big for a sole trader. And

Larissa Feeney 01:42
how long ago was that, Brian, when did you start? Was it about I was

Brian Rooney 01:48
around the recession. I bought my tools and 2006 I think, and then I did, had a wee patch there with a recession. I got work, and then I didn’t have no work. I decided to cut my hand the insurance. Then I was doing that for a wee while. I got an offer again. Then when the was kind of Celtic Tiger kind of died that time, and I got an hour after again. Then they go down and work for an hour company, just direct. And then it just got me back into the game. You know, yeah,

Larissa Feeney 02:17
yeah. So you build it up from there. Was it always a goal that you had, Brian, to run your own business. Did you always want to work for yourself at

Brian Rooney 02:24
the time? When I was younger, I didn’t have that goal, but I always wanted to make money. That was the main brand. Yeah, to be honest. But hey, when I did get started, then I had a couple of targets they had then, you know, I wanted to be a millionaire, but I was 45 I had that target. And why did they hit more than 50 men working for me, and I had that target too.

Larissa Feeney 02:45
Okay, so you had two goals. You wanted to make more than a million and you wanted to have a team of 50 or more,

Brian Rooney 02:52
yes, and my plan was they get a factory set up in Donegal so that I could work from home because of a family. So, you know, I’d done my time away. I think it was away for 19 years on the road like but I wanted a factory in Donegal. I wanted to be back in Donegal and making good money, and me being able to work in Donegal.

Larissa Feeney 03:12
So you wanted to build a life that worked for you. That’s what I wanted. I That’s fantastic. And it just, you know, it just shows the importance of setting those goals. Can I take you back then? Because you’re not 45 yet, are you? No, no, no. So you’ve already reached those goals, and so you probably set those whenever you started the business, way back in the recession. Yeah. So you had goals. You had goals in mind, and they were very, I mean, ambitious goals at that time, you know you’re coming from a place of of nothing. You know, no, no customers, no team. How did you how did you do that transition? No, you talked from, you talked about working for other companies for about 10 years, and even dipping in and out of self employment there for a little while, whenever the recession came in and you had to go back into employment. How did you make that transition over from a worker to being an owner. Listen,

Brian Rooney 04:06
you do. You do a lot on your name. You know your name as, like, your bargain on chip, if you want to call it, you know you get you do good work. And hey generates around all the companies. They know, then, like, Hey, you’re that he’s a good team of men who’s going to do a good job there, like, and that’s how you get your offers, because you do nothing with it. If you have a bad name, you’re not going to get work. Or if you left something, or you didn’t finish the job, right, you know? And qualities the key, like quality and speed glitch.

Larissa Feeney 04:37
So you started off doing a good job yourself, and then you went on to train your team to do

Brian Rooney 04:44
that’s what I’ve done. I took each time I brought on somebody new. I would have brought them with me for about two months and showed them everything you know I knew. And then I would have let them do a wee bit of fitting. And I would have tried to just guide them the whole time. And then, if I thought. Then, like, by you let them go now, you know, let them go out with the rest of the guys. So I would have done it, and I built a good team like that, yeah.

Larissa Feeney 05:08
And then I suppose your customers kept coming back because they trusted that you would do a good job and your team would do some really

Brian Rooney 05:14
good job. I had, I had a hey, if it doesn’t look great, it’s not right. Hey, and just tell the boys, just do everything right. You know, don’t be cutting corners. If it’s Hey, if you look up and it’s not right, it doesn’t look right, it’s not right 100%

Larissa Feeney 05:28
I mean, that’s you say that, and you say it so quickly as if it’s easy, but it’s actually really hard, because it’s sometimes very easy for an owner to do a great job and to build a reputation. But you know, based on you and your quality, the quality of work that you produce, but then whenever you try to scale up, and you have to rely on a team to do that for you, how do you make sure that you manage quality across the team, and how do you make sure that you track the right type of caliber? Because we hear all the time how the labor market’s so tight and it’s very difficult to get employees. How do you manage that element of it? Well,

Brian Rooney 06:04
I would agree that is getting tighter to get good men, you know. But like, I look after the men as the way I would want to be looked after. If they need time after the family, they get the time off. They need the more off, they give it to them. If they have to do something with their family or, you know, that works for click, hey and family should come first, and I, and I would look after the boys, like, hey, like, bonuses and whatnot, you know, just to try to Hey, say thank you. You were

Larissa Feeney 06:32
one of the first, you know, going back, going back several years, you were one the first that I remember doing just that, you know, things like making sure there was adequate pension provision in place for your team long before that was required, um, or even asked for,

Brian Rooney 06:49
they got that. That’s, you know, you need to be looking after the people that you’ll do nothing without the people. And that’s just about it. You can’t do it all yourself. You need good people around you. Hey, people you can trust, you know. So, you know. And then they would generate and they would do what I would do then and there be taking on boys and training them kind of thing, you know, I would have set up a good team of maybe 13, and they all could run a job now, and there, most of them’s with me still. And

Larissa Feeney 07:15
is that what you would describe as being your strategy for building the company, relying on the team to do it for you? Well,

Brian Rooney 07:22
that was the plan. I would take it easy then, and they would be able to manage it. I could manage it from home then, and that working out well for you now. Oh, I It’s good. I can take what time I want off, or I can do whatever I want click, but I just feel guilty sometimes because I used to work hard. You know, I used to work harder, but when I was I used to love working, to be honest, no, 12 hour shifts, 13 hour shifts, I would have done 14 hour shifts when I was on my own, you know, when I went out to start, I would have done the four days, but I would have done 14 hours work each day, like, you know, which didn’t bother me, you know, because it was all for me. And I do know it was for my buzzers to grow that. But

Larissa Feeney 07:59
I think you sent a very clear message. Then, Brian, by doing that to your team, you know that you worked hard, and they’ll work hard, and you reap the rewards. Then, you know. But it doesn’t come easy. You

Brian Rooney 08:09
do get respect if you’ve done it all, what they’re doing now, you know, get more respect if you’ve already done it, you know. And you know what you’re talking about. There’s none as bad as a man that’s in no touch anything. Or do you do a bit of work? You know, before it’s hard to get respect, then

Larissa Feeney 08:25
it is. It’s actually something I’ve never understood. You know, I’ve, I’ve met a couple of business owners over the years who’ve never done the job itself. And I struggle to understand how, how that’s possible, and if it is possible, of course. But as you say, it’s probably harder to get respect,

Brian Rooney 08:39
it’s harder to price the job. Then, if you don’t know where I could walk in and I would be able to see the pipe going on. You know, that’s the kind of way I have. Oh, I can do that. Now, you know, I was always Hey, I’d be good with maths. That’s about it. But working out things and working Hey and seeing problems, I guess what. I was down here, down Dublin today, I would walk into that site and starting that job tomorrow, but I just wanted to see it, to see what issues I would have before the guys ring me and say they have issues. I’ll iron them out before they go. Okay, so

Larissa Feeney 09:11
you you can see what the issues are going to be. You can prevent them, or do something to mitigate any questions. Yeah, yeah. So you’re gonna you’re still good in there. First, tell me something. See all through all that growth, right? So that growth to a million from nothing, and that growth to a team of over 50 from from nothing. What were the unexpected challenges along the way?

Brian Rooney 09:34
Money Management is a big one. More money, more problems, they say, but more employees, like in your wages going out, and your accommodation going out, and at the time we were over in Denmark and all do you see? So I was paying for flights. I was organizing it all myself. So I would have been a month ahead with flights. And if anybody needed time off or wanted to do an extra week, had all that organized, and then I would have I drove me vehicles over there, and I organized all the. A minute and ported the Monday Denmark and done their test. I changed what he the lights, and all had to change all the lights and all they get to pass the test over there, like I organized most of that me so and when I look back now, I don’t know how you done it, to be honest, had a wise thrive even me,

Larissa Feeney 10:13
yeah, and I mean even managing. And as you said, it’s cash flow, isn’t it? So, yeah, you had to pay out all of that a month before the men even got on site, and then they had to do the work, and you had to wait for payment to come in. So that’s probably the guts of two or three months you would have been waiting, yeah, before you actually would have seen money in the bank. That’s it. So how did you fund that? Right?

Brian Rooney 10:37
Hey, I just, I tried to get them to pay me a wee bit faster at that take me, I think, my first payment out there. I waited six weeks, and I was out the money for that six week stick for the crew and everything else and accommodation and whatever else we had to go at. I just had the manager test, just I just had the I had money there and away. When I went over, I knew right now that I wouldn’t need about 300,000 and there are no a wee bit more. Maybe they keep it, keep it floating. I took a hell of a chance like but it did pay off at the end up. You know that?

Larissa Feeney 11:12
Yeah, that was definitely a risk. I mean, you didn’t take any you didn’t get any grants, you didn’t get any funding, you didn’t get any bank loans. You must have had an overdraft. Did you? No,

Brian Rooney 11:22
no, I had had the money and the bank and I so I wasn’t at what, but it was still, you’re right, that lot of money. Like, yeah, you could be another quarter a million. Like,

Larissa Feeney 11:31
it was a risk, though, wasn’t it from, from your looking back now, probably more so than what you thought at the time? Well,

Brian Rooney 11:38
I didn’t, hey, to be honest, I just took the chance, and that’s what I done. I took a chance, and when I looked back, I thought myself, gee, mane, was some chance I do,

Larissa Feeney 11:48
and that was quite a large job in Denmark, wasn’t it? I

Brian Rooney 11:53
only had the first phase when I went over there. It was large anyway, and we are quality shown out through and we won a couple of awards for the first couple of months. We won the awards for quality and the job and that that NTL give, the company we were working for, they got the next three phase of the job because of that. And I remember the guy that was running that at the time flew over and he wanted to take me out for dinner and take me to the hotel now and take me out for a couple of drinks. And I didn’t, I never done all this before. And I asked is, now I’ve worked in the morning, sir, and the guy on the Job said to me, Hey, you’ll need to go out for that man, you know, you need to go and socialize. And ask us, I’ve worked on the Martin bus. And he says, Oh, you better go verse, come on. He says, You can get late to work. And he says, You’re the boss. And I says, I don’t care about that. That just shows bad, you know, with the boys. Yeah, that’s an example. Yeah, yeah. So, well, at that band work,

Larissa Feeney 12:50
did you show up for work the next morning?

Brian Rooney 12:52
You did have the job. So was there? I

Larissa Feeney 12:56
think that’s that’s really important, though. What you demonstrated there was, you know, the you had to learn the importance of building relationships, that, you know, that networking element with the customer. But just as important as is showing up for work the next day, that’s that day. Yeah, and what about, was there any so that was the job in Denmark, and that was really, that’s really helped you to grow and scale, I suppose, gave you confidence in your ability, the ability of your team, and the ability for you, I suppose, to step away and leave the team to continue to work, which was what you also did after, what did you say eight months or so?

Brian Rooney 13:29
We were out there for about 18 months, and they continued the job on, and

Larissa Feeney 13:33
that allowed you to grow the business, to get larger contracts. Was it to be able to prove that you could deliver?

Brian Rooney 13:39
It’s kind of like you have it on your books, you know, I’d on a job that size there, and there was no problems, you know, we got it over the line, you know. And that shows everybody then, like, the more men you have, them bigger jobs you’re offered. That’s the way it is. And they, if they know you have the manpower, they’re going to come D, you know, because there’s not many way a big scale of men in Ireland, there’d be three years maybe,

Larissa Feeney 14:01
and that allowed you, that really was a springboard for you, because it allowed you to demonstrate that you could deliver and you had the quality, and so you could compete at the at the larger level. Do you think was that a turning point for you, Brian, in terms of ultimately getting to where you wanted to go to, in terms of the goals that you’ve told us about?

Brian Rooney 14:19
That was a big turning point, because it was all was a chance, but it was didn’t feel like a chance at the time, you know, like taking a chance, but it didn’t really feel like that to me, because I knew I’d be able for it, you know, but it was just the fact I’d taken it and try. I drove out to Denmark. It took me 23 hours or something, but we drove out with all the tools in the back of the bounds, and drove across the country, France, but like they get out, it was all kind of wee bit surreal. First, there was always going to be a sense, but it worked out well in the end.

Larissa Feeney 14:49
And see, from when you started on your journey to that million and the 50, the team of 50, has there been any, I suppose, times over those years where it. Was a bit quiet, or there was quiet periods. And he thought, This isn’t working. And, you know, I’m not going to get where I need to go. There

Brian Rooney 15:07
was I. But to be honest, I dabbled in mechanical and I kind of can do the two again. I kind of when I was quiet. Here I was weighing across Europe, and, you know, I done a couple of pre marks, and that I was in Belgium twice, and I was in Strasbourg and I went to Amsterdam, but see whatever the work was I would go with so

Larissa Feeney 15:28
you were able to diversify and go to different markets and offer different services just to get over those, those quiet times, and that made you, I suppose, less vulnerable. Yeah,

Brian Rooney 15:38
that’s kind of the way I looked at it. I kind of just have to do what you have to do, keep going. It’s not, it’s not all easy, you know, it’s not all rosy in the garden, like you have to keep, I would have just any contacts I would have. I would always ring them, even if we weren’t talking about work. I would have made a, like, kind of, try to build a relationship, kind of, you know, maybe chatting about, hey, football or Gaelic or learning, or

Larissa Feeney 16:04
just maintaining the the connection.

Brian Rooney 16:06
Yeah, that’s it. There, just to maintain the connection.

Larissa Feeney 16:09
Do you find, you know, the lesson that you learned whenever you were in Denmark and you had to go out for dinner with the with the contractor at that time? Do you are you in a position now where that’s something that you do regularly, or do you find that just making contact through phone calls every now and then is enough?

Brian Rooney 16:25
I Well, no, I wouldn’t Hey, like the company I met, I met the two guys today. Just better than good for coffee, just, just better chit chat and like, I try to keep, you know, keep it fresh, like what I run in our company today, in the way up the road, and just asking about work, and maybe I’m chatting about different things, and, you know, just a It’s like planting the seed in somebody’s head. You know, your name. I say if something comes up now, like I was sharing the brain this morning, or, you know, if they were, that’s the way I kind of look at things. If you keep your you keep your name alive with them, you know, because if you stop ringing, they think you’re busy, and then you’re not. You know, I might have been busy, but I have no man, but I would still ring. And what you’ve

Larissa Feeney 17:10
described, there is a very traditional way of maintaining relationships with your customers. You know, rather than what we hear now, we know we have to be across all social platforms. We have to be perhaps on Google AdWords, or we have to be running events, or whatever the case might be, you’ve adopted a very traditional approach there of picking up the phone and talking to your customers, which I think is fascinating, and that really works for you. But you’ve also done you’ve also done things like won awards, you’ve applied for awards, you’ve you’ve taken part in events. And do you find that that’s important as well? It

Brian Rooney 17:42
is probably, but I didn’t really probably make the most of it, you know? I probably should. There was a kind of events on but I was always too busy to go to them, you know, but I probably it would have been good place to network. Probably there was a sprinkler one on there. It’s on every every year, but it’s in a different country, and I came to Dublin this year, but I went through that, and that was interesting. I met all different people that I worked with through the years. You know that I didn’t see baby, you know, and I enjoyed that one. I was good.

Larissa Feeney 18:12
And whenever you you’ve talked there about you, about your team, about your customers, and you know, your journey to where you currently are today, talk to me about how good you are delegating and how good you are at relying on your team. Do you find, have you found it easy, over the years, to delegate? I

Brian Rooney 18:30
That’s not too bad, like I am a fixer, you know, if something goes wrong, how do whatever it takes to get it fixed again, you know. Or if it needs or something needs to be done, or I would probably drive down myself and

Larissa Feeney 18:44
do it, you know, would you? So you’re not good at delegating. Is that what you’re telling me? Well,

Brian Rooney 18:48
I am, but I, if I thought like them, boys are stuck in there, they need help, I would probably just come down the road myself, you know. But I’m good at day, organizing everything, and, hey, moving and trying to make everything from the place I’d like a plan, you know?

Larissa Feeney 19:02
No, I think you are very good, actually. I think you are very good at because I don’t think you could have grown the business to where it is today without delegating. But I think what you’re saying is that you’re happy to delegate, but you’re equally happy to jump in if you’re needed to sort whatever issues can be sorted. What I was going to ask you was, Do you use any tools or external support to help you in the managing of the day to day of the business,

Brian Rooney 19:26
the day to day. Now, I have a guy in an office, and that was a big, big thing too, you know, as I was doing it all myself, you know, it did take a lot of pressure off me, you know. And have a safety guy in now too.

Larissa Feeney 19:41
And I remember, because we have to interviewed for that position, if I remember correctly, it was one of those where you were looking for a bit of everything. You were looking for somebody to it was a very unique skill set, but that’s worked out very well for you. You’ve managed to hand over an awful lot to that individual.

Brian Rooney 19:58
Yeah. And then. I intern. Now he’s, we’ve brought a Nord guy, and he was my safety guy, and he was doing two days a week. Now he’s going to be delegating a couple of things, and he’s going to be looking after a couple of more things, because I think it’s too much for one person. You know, you can’t put it on the one person. So he’s kind of going to help him out now too. Like, like, vans, tax and insurance, you know, like, hey, stock of everything. And, you know, it’s just that with a fabrication shop now, it makes me busier, and I’m ordinary and pipe and Martin and fitness, you know, and then I’m working with the guys out in sight, then trying to organize them. Maybe I need to get accommodation for them, if they’re not in Dublin or whatever, you know, that works out, right? I just cannot they for me, for the last say, You know what I mean?

Larissa Feeney 20:42
Um, has there only been any lessons, Brian, that you know in terms of managing the business or managing people that you’ve learned the hard way over the years? Oh, there’s

Brian Rooney 20:51
a couple of lessons. Like, you know, there’s always lessons. The trust is a big thing. You know, trusting people, yeah.

Larissa Feeney 20:58
Can you give us an example of something that you’ve learned the hard way. Can you think of anything?

Brian Rooney 21:03
Well, there was one thing, not saying no names, but there’s an our company. He tried, he more or less put my lights out, and he contacted all the companies in Dublin and told them not to be giving me works, and that it just pushed me a day a bigger thing. I was never getting that big until he done that, and it’s kind of backfired for him, but had was a lesson like, you know, I was hard, I was hard, but I still never dropped me, man, and I still kept going. So

Larissa Feeney 21:33
even through that adversity, you were able to maintain the team and keep them paid, I suppose, and grew the business ultimately, yeah,

Brian Rooney 21:43
I would have, hey, I probably would have did China for work, for him, not to bit me. You know, that’s the key to me. I wouldn’t give up. Never give up. That’s resilience,

Larissa Feeney 21:53
isn’t it? That’s

Brian Rooney 21:55
up there. Yeah, yeah,

Larissa Feeney 21:56
that’s so important. So tell me now about the future? What’s the growth? What’s the plan to further grow the business? Or do you have plans to further grow the

Brian Rooney 22:06
business? Oh, listen, I was trying to buy a bit of land and try to build a factory of a factory at the minute, but, you know, it’s made up of three shades. And it’s not really the way I want it, you know. And you can’t do the way I want it, because you need to alter it, and you need to do it a different way. But I was trying to do that now, but I had a stumbling block here now, in regards to cost of the land that the council is trying to charge me, but that’s a different story. But no, I stole probably I’m hoping, I’m hoping to expand a wee bit more, maybe get a couple more mission. Machines in.

Larissa Feeney 22:44
It’s not stopping you, though, Brian, is it like, you know, those stumbling blocks, or those um, challenges you come up against, you’ll find a way around it.

Brian Rooney 22:50
Now that’s a day you have to keep going. Just keep going. And I just maybe get better machines. Or, Hey, make it faster or, you know, but it seems to be buzzy enough now works busy enough now,

Larissa Feeney 23:01
and seeing that you’ve reached the goal that you set whenever you started the business. Have you set yourself new goals? And I’m not going to ask you what they are, because I know that you’ll tell us whenever you’ve reached them. But have you set yourself new goals for the future? Have I Okay? And maybe you can, you can tell us when. You can tell us when you’ve reached them what they are. Brian, when did you feel, or have you felt that you made it, that you reached where you wanted to go, that you’ve, you know, wasn’t when you moved back to Donegal, whenever you were, you know, able to spend time with your children. Or when was it?

Brian Rooney 23:33
To be honest, I wouldn’t be wise, soaring myself. I wouldn’t really, everybody always says, Uh, look, Jesus, you’re going well. And I wouldn’t really look behind me. You know, I’m just looking ahead. I don’t care what I’ve done. No, I’d want to be just keep going. That’s the way I look at it. I don’t really say, Oh, Jesus, bum yourself up. Now, I would just keep it lit here and see how I get on. You’re just going to keep on going. Keep on going, because life’s a bit short here. You need to be enjoying it now, probably

Larissa Feeney 24:01
Absolutely. And what, what does success look like for you?

Brian Rooney 24:06
I don’t know. I don’t know if I could settle, if I did retire or something. Hey, I don’t know. Hey, and the covid time saying my phone stopped ringing or not, just as I was bored, Buzzy like, Hey, I’m involved in the dog track. I’m involved, and they’ll made one business of the workshop. I’m a coach, a Gaelic. I’m a coach for the football. Like, I don’t really take much time, you know, I have to be moving all the time. Tell

Larissa Feeney 24:33
us about that element, just that that given back you mentioned that you know the coaching with the football and with the Gaelic, that I know that you do that, and even the work with the with the local community. How important is that

Brian Rooney 24:45
to you? I love the coaching. I went to the fight up this year and brought it, brought the team by me. I brought them to the cinema after, and I brought them to McDonald’s, and I got one of my busses, and I took the whole lot down a couple of crazy runs down the valley. And. Up and they’re like, but hey, they were good cracks. You know, they’ll not forget it. I mean, I would say no, and that’s one thing. Like, hey, I remember when I played football when I was younger. Oh, I remembered as, hey, the bus trips, the bus, the crack and the bus. That’s, that’s why I wanted to give them an experience. So I lifted them every day for the foil covid took them in later.

Larissa Feeney 25:23
Tell me. Now, last question I have for you, Brian, what is the one piece of advice you would give to small businesses, so businesses that are now where you were 1213, years ago? What’s the one piece of advice you would give them if they’re looking to grow their business,

Brian Rooney 25:39
you’d have to have goals. And I you need to have goals. Say you need to have some the aim for have, you’ve known the inverts, you’re kind of just drifting, just, you know, you need to have something there. They say, right? I’m going to do this here, and end of this year, I’m going to be here. You know, if you’re not there, you can just keep going. Add a couple of months on, add a year on. Hey, just keep going. You know, what is hard. The business is hard at the moment. We know that every inflated inflation and all that, like, you know, I’m in the middle of Micah, my house. Have it knocked already now too? Like, that’s an or big thing, you know, and my life, Fauci and I’m going to be the main contractor. I’m really, I’m doing all that organizing it off.

Larissa Feeney 26:19
So there’s a lot going on and see that. You know that Michael issue is just massive in this part of the world and all of that that’s going on in your life. When you talk about the importance of having goals, just briefly, would you be in favor of writing those goals down? Do you do that? Or are they just in your head? Or how do you work on the

Brian Rooney 26:39
head, just I know what I’m looking for. And hey, I just keep going. Well, I got mostly my goals, I, you know, and I’m happy enough for how far I got. So far.

Larissa Feeney 26:50
That has to be the theme of of the chat today, Brian, is just keep going. So thank you. Thank you very much. Um, Brian Rooney, founder of BR Mechanical Pipework LTD. Thank you very much for your time today,

Brian Rooney 27:03
No bother Larissa, see you later.

VO 27:05
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