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RIGHT: Connie Blackwell transformed a $100,000 debt into a business that doubled its revenue, and is more than profitable enough to keep her favorite wheels rolling across the United States BELOW RIGHT: Bright emerald green trucks are just one of the changes at Rose Brothers SUCCESS STORY: : Connie Blackwell transformed a $100,000 debt into a business that doubled its revenue, and is more than profitable enough to keep her favorite wheels rolling across the United States BELOW RIGHT: Bright emerald green trucks are just one of the changes at Rose Brothers SUCCESS STORY: Saved Saved C onnie Blackwell was 40 years old, divorced, living back in the neighborhood she grew up in, and working nights at K-Mart while her dad watched her three sons. Not exactly a glam- orous existence. Flash forward a few years, and Blackwell is the owner of the highly suc- cessful heating and air conditioning compa- ny, Rose Brothers. So successful, in fact, that she has the ability to take time off in the busy summer season for a cross-country RV road trip with her husband. What a diff erence a few years and some advice from AirTime 500 can make on a life. Blackwell was really born into the busi- ness. Her dad and uncle started Rose Brothers in 1971 as a partnership. Blackwell worked in the business during high school, but moved away when she turned 18. “When I moved back, my dad got tired of watching the kids at night when I was working. He said I could be the emergency dispatcher. He kind of created a job, and he wanted me to learn everything I could about the business,” Blackwell said. She started doing billing and eventually became warehouse manager. When her dad passed away, she got 50 percent of the business. Her uncle retired that same year, and Black- well’s cousin got the other 50 percent. “We were really struggling. I don’t know all the procedures of how they ran it before. Th ey seemed to make it work for 30 years. Nobody got rich, but they always made pay- roll every week. Th ey had not shown a profit WINTER 2010 • THE SUCCESSFUL CONTRACTOR MY BUSIN in a long time,” Blackwell said. “The best analogy is they were upside down. They had way too much office staff and not enough field personnel. Th ey ran it that way for years.” COMPANY LIFESAVER Enter AirTime 500. Blackwell likens it to the man in a flood who kept praying for God to save him. “Well, AirTime was my boat that I had been praying for,” Blackwell said. She went to a Profi t Day and felt like she needed to join then. But it costs 10 percent down, and she simply did not have it. “Th at is how broke I was. I just went home and tried to incorporate some of that stuff on my own. So I waited another year. I mort- gaged my house knowing I was going to go to

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