Equipment Rental Done Right: Simple Strategies For Asset Tracking And Cost Reduction With Jason Perez | Ep. 248

COGE 248 | Equipment Rental


Mastering equipment utilization is the key to unlocking construction success. Strategies for asset tracking and cost reduction can pave the way for maximum productivity and profit. In this episode, we are joined by Jason Perez, the co-founder and CEO of Yards, an authority on rental equipment utilization. Jason discusses the key factors of effective equipment utilization, unraveling the reasons behind both success stories and failures in the construction industry. He also shares simple strategies on how to leverage equipment efficiently and effectively, enabling you to make informed decisions that save money and boost productivity. Tune in now and say goodbye to wasted resources and hello to a streamlined approach to equipment rental.


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Equipment Rental Done Right: Simple Strategies For Asset Tracking And Cost Reduction With Jason Perez

In this episode, my guest is Jason Perez. He is the Cofounder and CEO of Yardz. He is an expert at rental equipment utilization. That is what we are going to be talking about here. How to utilize equipment efficiently and effectively? Why some construction companies are experts at doing that and why do others fail? How can you make sure that you are not wasting money or losing money when it comes to your equipment utilization? Enjoy my conversation here with Jason. Thank you for reading.

Jason, welcome to the show.

Thank you very much, Eric. I’m happy to be here. I’m excited to be part of the show.

One thing I love about construction is there are so many ways to make money but unfortunately, that means there are also many ways to lose money when it comes to building a construction project. One of the places that I have found that construction companies don’t exploit profit opportunities enough is equipment utilization. What is the biggest challenge you have seen in your career that construction companies have with equipment utilization?

It is something that people don’t focus enough on. We focused on labor and back-of-the-office-type things. How can we find technology for better estimating, better this and that? The reality is depending on the type of project, you could be bleeding anywhere between 15% to 25% of that project or a portion of that project. You are not focused on it.

What we see as the biggest problem out there and this is from being in the industry for several years is that it is a simple problem. People don’t know what’s out there. They don’t know where it is at. Sometimes they don’t even know that it was there in the first place. What happens is you have the stuff you own but you also have the stuff you rent. Sometimes people track all the things they own very well but forget about the things they rent.

They forget they are paying a premium for those. The idea of paying a premium is you can parachute it in and out. Your overall cost of that asset is lower than the cost of ownership. That is not necessarily what always happens. People end up renting things and they sit. The next thing you know, you are paying more for a rental than it would have been if you owned that piece of equipment and had a depreciating asset but nonetheless an asset you can sell later on.

Tell us a little bit more about your background in the construction industry.

I started very early. My father was an electrical contractor. My life started in crawling in attics of residential houses with insulation, filling my pores in 120-degree weather in the high desert of California. It was miserable.

Where in California?

We grew up in our grade school years through high school in Palmdale-Lancaster. It is the Antelope Valley. It is a high desert. It is 50 or 60 miles outside of Los Angeles. It is desert. It is super hot and always windy. In the ‘80s, we had barbecues in the neighborhood. You can ride your dirt bike right out of the garage. It was a great place to be raised.

That’s how I got introduced to it. The story takes some weaves and turns because I was supposed to go to the Marine Corps. That was my dream as a child. I wanted to go into intelligence in the Marine Corps. I went to school triple emphasis or triple minor and double major in International Relations and Economics. I was planning on going to OCS. One week before, supposing to ship out to OCS, they medically declined me.

I took it hard. It was not a good time for me. My dad said, “You can’t be a crybaby. The whole family is in construction. Put on some boots and make it happen.” I fought it for about three years. I’m going to be honest, Eric. I was in construction. That is not my dream. I’m supposed to be out somewhere in a hole with a gun doing things and saving the world.

I started to get an affinity for it and became good at it. I started realizing, “You are not just putting up sticks, laying concrete or putting out electrical. You are building healthcare systems and networks for people to be able to make phone calls to their family.” You work in places like a NICU, where families are caring for their children. You know that you are keeping them safe because of infection control measures. It starts to become more personal. Purpose starts to drive your life a little differently.

Can I ask you about that a little bit? I can imagine the disappointment you had when you were medically declined. Your dad was telling you, “Suck it up.” I know it is hard to answer this question but how much do you credit your dad with his willingness to have that hard conversation with you with the way that your life has progressed? Was that a massive thing or a little part of it?

It is paramount. My whole family has played a paramount role. My parents were both born in Cuba. My grandparents brought them over in their early years. The idea of landing in this country and having the greatest opportunity to do anything that you want was ingrained in each one of the boys. I’m in the middle of three boys. All three of us are entrepreneurs, every single one of us.

It was ingrained in us and this fighting, go and make it happen. You can control your destiny. It is not going to necessarily be the path. The path to the top of the mountain might not go the way you want but you can get to the top of the mountain. As long as you keep your vision and sight there, you can make it. That was the story that we were given from the day that we were born until now. We still have these conversations as a family and it is paramount that each one of us continues to pass that legacy on.

There are many parents reading this and their kids come across disappointments. It is interesting for you to hear about how your dad helped you to process that disappointment and the influence that he had. That is why I asked you about that little bit.

Thank you. It is a big deal.

Let’s get back to this idea of equipment utilization. When is the time to rent and when is the time to buy a piece of equipment? What is a good framework that contractors can use to make sure they are renting at the right time and buying at the right time?

The most sophisticated have robust spreadsheets where they go to estimated projects. They have the rates already from them. They are plugging them in. They are looking and going. “If we hit 80% of the original equipment cost, we are going to buy that piece of equipment.” Some people say, “If we hit 70%.” Some people have 50%.

It is quite a vast array across these different contractors because each one has a different strategy around it. Some of them buy used equipment. Their thresholds look different. They have already hit that depreciating curve when they buy that used equipment. They go, “If I’m going to rent it and we get to 50% or 70% of that equipment cost, I’m going to go out and buy it because I know I’m going to be able to flip this. Most of the depreciation has already happened.”

Anybody that bought a piece of equipment before 2020 is loving life. All of a sudden, there was a supply shortage and the equipment that was used was going as expensive as equipment that was new. It was an inverse flipped-type market. Nobody can get anything anywhere but the rule of thumb is you need to be looking and going, “I’m going to rent this. How long am I going to rent it?” What we find is when you are going through that process, you typically can make some wise decisions.

Some people want to keep capital expenses off their books and others don’t. There is a big strategy. Timothy Wingate talks about some of these issues in an episode. I’m not a financial guy. I don’t want to pretend to be but I can tell you that if you are looking, you are renting, you are not tracking the end date, you are not getting notifications of that end date and you don’t have visibility to what is out there, you are bleeding money. It is not bleeding money to minute percentages. We have customers that are saving 20% to 30% because they finally started looking at this rental spends and creating these processes around it. It is significant.

COGE 248 | Equipment Rental
Equipment Rental: If you’re looking, you’re renting, and you’re not tracking the end date, you don’t have visibility to what’s out there. You’re bleeding money, and it’s not minute percentages.


I can picture that challenge where I know what I own but the rentals come and go. My superintendent goes out and rents something because he needs it. All of a sudden, there is this bleeding of money that is happening in the company. Why do you think contractors have a real challenge with keeping track of everything in terms of rental equipment?

One is the priority. As a project manager that lived a life on the GC side that was very aggressive, there were so many things in a contract that I was more worried about. There were many things on a subcontractor that I had to be worried about. There were conflicts and drawings in many other places that I could get bit. That is where all my focus was.

As an industry, I was at an event. It was the Economist for AGCs. The constructions are 40% efficient. The people that go out and work are only doing work 40% of the time. The people that are getting work done are doing work 120% of the time. You have this group of people that aren’t and you have this group of people that are. They are so overworked. They are focusing on high-value components but they don’t realize it. It hasn’t been in their vision. They haven’t been groomed. Nobody has talked about it. It hasn’t been this industry topic where people get excited about it. The reality is it is a major component. They are bleeding a lot of money. It has never been part of the conversation.

The mental is, “We are getting something. We are making a good decision. We are not buying it. We got to expense it. We are only going to have it for a little bit of time.” Everybody thinks it is going to be a little bit of time but everybody drives down a freeway and sees equipment parked on the side of the freeway. Everybody drives down the block. They see a piece of equipment sitting on this job site that is rusting away. I have heard stories of trees starting to grow in buckets of these loaders because somebody rents it and they don’t even remember.

Let’s talk about managing rental equipment. At what level in a construction company do you recommend that people focus when it comes to the management of equipment?

If you are renting anywhere over $250,000 a year, you should have somebody dedicated to managing equipment. If you own a certain amount of fleet and it depends on the threshold again but the same idea, you need to be designating and going, “When do we make that decision?” There are two places you are going to bleed. On the rental side, you are going to bleed when you go to rent it and you are not getting the right rate or you are going to bleed when you forget it and it is sitting there. Utilization is a massive issue. It is not being utilized and you are paying for equipment that is not being utilized.

On the owned side, you have a different problem. Everybody wants a skid steer and reach lift on their project because a skid steer is useful and with a reach lift, everything gets delivered but how many reach lifts do you need on a project? Should a skid steer be on every project? Everybody likes to have them but it doesn’t mean you need one.

You need to be dedicating somebody that can make these decisions financially. That is the first basic step. If you don’t have somebody championing the issue, you are never going to get anything done. You got to make a decision at a corporate level strategically, “Is equipment going to be important to us? If it is, we got a dedicated champion to this that can live, eat and breathe it. We are not going to have a project manager or a superintendent to be focused on equipment and laying down a million yards of concrete. It doesn’t make sense.”

Let me ask you about that. Let’s say I hire someone. They are going to run and manage my equipment, both rental and owned. How do I set them up for success when it comes to interacting with the field? The field wants it now. They want the best. As equipment manager, I might be saying, “You may want it now but somebody else needs it first. As far as the best is concerned, I want to manage our finances well.” That creates tension between the two teams, the equipment utilization manager and the field team. How do you manage that tension?

It starts with leadership. You are big on leadership and speak volumes to many people about how to get there as a leader. You got to have somebody leading the ship. Your equipment guy shouldn’t necessarily be the guy solving the problem. He should be implementing the solution to that problem. As a business owner and executive, you got to own the problem first. You are hiring somebody to implement solutions. You are not hiring somebody to manage all the problems because those just grow. That is the first step.

Second, your job is to give them tools. You got to give them tools and create an environment where communication, visibility and transparency happen within the two teams. You have to do that because when people stop saying things, they assume the worst. It is in our human nature. You are calling me every day, every week and you stop calling me for two days. You not calling me is what starts getting me worried. You can love me more than you ever have in your life but all of a sudden, you stop calling me. I’m going to think the worst. It is human nature. We are driven by fear and love. Fear takes hold when we don’t have transparency and visibility to certain things. We have to provide that environment for communication.

We're either driven by fear or by love. Fear takes hold when we don't have transparency. Click To Tweet

You give these tools for your team to come together, whether it is automation for the teams to see all the rentals coming in or other asset management tools on the own side. It could be telematic tools or simple maintenance and work order-type things. Some people use spreadsheets. If you are small enough firm and you can use Excel, it is great. At a certain point, Excel has limitations. It is not going to be automated and provide the transparency that you need.

You got to gauge where you are at as a company. You got to figure out, 1) Who is going to be the champion? 2) What tools am I going to give to them? How do I create that environment to ensure that we have collaboration between the field and the office? There is a very strict strategy around it. There are great organizations out there, Eric. There is the AEMP for equipment managers. There are a lot of different organizations people can get involved with and learn a lot.

In your experience working with a number of contractors, what are the savvy contractors doing that the less savvy contractors aren’t when it comes to managing their equipment?

The savviest tried to solve the problem themselves already. They have built these extraordinary Excel spreadsheets that are linked to a million different places. They go to BI tools and feed all this information so they can start to make decisions. They have built this process from estimating through project startup. They have regular meetings throughout the project. The project closeout to understand where they are at with the budget. They have defined, “This is the process we are going to take all the way through.

Those people graduate and start implementing better tools. You start getting things like telematics involved. You mentioned utilization. Is the equipment being used or not? Some of these rental companies have tools, GPS and telematics on there. They can give you that utilization. You can set certain alerts and notifications around it. You can do that again on your assets if you get the right telematics partner.

Part of the biggest friction and one of the things we tried to solve as a company was bringing all that data into one place. You can log into United, Sunbelt or Herc and pull that data individually. You have to aggregate it all together, split it per project and send that data to each project. You are loading into the BI tool trying to get different types of data. You have your own assets. How do you take those owned assets and put them in the same place?

There are tools out there that will take all that and automate that process. Nobody has to manually type anything. It gets automated, brings it in, has that visibility and then they are meeting weekly. “What’s here? What do we need to call off? What do we need to move somewhere else,” based on alerts and notifications of whether it has been used or not or if I set a deadline? “We are going to have this rental for three weeks.” That is going to alert me at the end of the three weeks. People are getting smarter. They are going out. They are trying to build things out of no code. They are trying to build sophistication around Excel or they are going out and finding tech that can solve it.

Yardz is playing in the space of rental equipment utilization. How did you begin to look at the problem, clarify the problem and begin to solve the problem with the work that you are doing with Yardz?

It was all customer driven. Our customer discovery process is in-depth, intense and intimate. We sit down with customers regularly and even before their customers. Before we had one customer on the platform, we were sitting down and talking to people going, “How are you managing these things?” We walked in and saw everything from 9 whiteboards in 1 person’s office. These whiteboards were 5×4 or 6×4 whiteboards, 9 of them with magnets that were cut out and written the type of equipment. They would move it from project to project. We go, “Visually, this is something that they needed to be able to see.”

We found that they are moving things by crew. They are not moving things by project. We saw spreadsheets where things were color-coordinated. They were split by different rental companies. We saw how they looked at how they spent the money. There is a rent versus buy behavior if it hits a certain threshold. We started building these things all into Yardz based on customers saying, “This is how I do it now.” We listened.

It is not that we took everybody’s advice and implemented all of it. When you build tech that is agile and you build it from scratch, you can move quickly and implement a lot of stuff that people say, “This is the way I do it. This is the way I need it.” We continue to stay focused like that. We finished building a work order system that was all driven by two of our customers that said, “This is the way we do it. We want photos and inspections on it. We want this and that.” We used them. It was a complete focus group.

COGE 248 | Equipment Rental
Equipment Rental: When you build tech that’s very agile, and you build it from scratch. You can move pretty quickly, and you can implement a lot of stuff that people will say, “Hey, this is the way I do it and this is the way I need it.”


What is an issue that your customers have brought to you within your wheelhouse that you say to them, “Technology is not going to solve this issue? You need a different way to address that challenge.”

I dealt with this. I was on a phone call dealing with this. I have been dealing with it for a while. Here is what happens a lot of times when you are the tech company coming in and you are providing transparency. This company is phenomenal. They have a great culture. They empower their employees well but they are fragmented into five different places.

The idea of these 5 different shops is all of a sudden coming into 1 system. Everybody is excited about it. Every manager everywhere was like, “Yes, one company. Let’s do this.” What technology can’t solve is someone wanting to do maintenance on one interval and somebody else wanting to do maintenance on a different interval. At the end of the day, people feel like, “This is my domain. Don’t mess with my domain.”

Tech doesn’t fix that. Everybody thinks, “If you get tech, it is going to bring everybody on the same page.” No, it provides visibility. You are all going to look at the same paper and see the same words. Just like the Bible, I don’t know how many people interpret it in a million different ways. That is what tech does. Everybody looked at the same paper and they were like, “This is great. Here is what it says.” The guy next to him goes, “That is not what it says. This is what it says.” Tech is never going to fix that. Everybody thinks tech is going to bring this kumbaya. We are all sitting around with a guitar singing around the fire. It doesn’t work that way. It still takes leadership. It has to.

Everybody thinks tech is all of a sudden going to bring this “kumbaya”. It doesn't work that way. It still takes leadership. Click To Tweet

That leads me to my next question. It is all about the implementation of tech. There have been a few episodes where we have discussed this but I want to talk to you about it because you have a construction background, moved into the tech space and are dealing with the issues we are describing here. If I’m looking as a CEO to implement any tech into my business, what are some basic steps I need to take for that to be successful?

The simplest thing everybody talks about is, “I’m going to get buy-in. I’m going to get early adoption from people that know how to use tech.” That is the first thing everybody says. They were like, “Let’s get somebody early adopters that love tech and do it.” That is great for a pilot but that is not a rollout. I tell people, “If you want to know whether it is going to work, get the guy that hates tech. Get him in the focus group.” If you can make him a champion, you can make the rest of the people a champion. Your focus group needs to be diverse. It needs to be the guy that is about to retire that hates tech.

My older brother was a superintendent all the way through. He started his company in a different industry. He told me all the time, “I was an idiot for being in the office pushing paper and behind a computer all day.” He did not want anything to do that. He was like, “I will push people to work and put people on schedule. Don’t put a computer in front of me. I don’t care about it.” You want that guy on your team. If he is going to have to touch that tech, bring him in early. Let him complain, talk through it and see the light because he will be your biggest champion. He is going to be born again, all into tech and excited about what it can do for him. Don’t be afraid.

What are some of the legitimate objections from old school folks that you got say as a tech person, “You are right and that is something that we are going to have to take into account?”

Two main things that I find with the problem with tech and I have seen a lot of techs out there. When we are building our tech, we take this into consideration. I’m typically the step for the UIU expert because I am not very techy. I have always been a contract and computer RFI submittal guy but I have never been a techy guy.

There are two things. Tech should automate current processes. It should not change current processes. I tell people that all the time. People built the entire state building in 1 year and 45 days. Could you imagine anything being built that fast, Eric? It is not going to happen. There are certain things, the way that people worked, did things and communicated, that we shouldn’t change because they were good. The major flaw in tech is it is not automating what people do. They are trying to create a new way to do it. That is not healthy for the old school and where we are going as an industry.

Tech should automate current processes. It should not change current processes. Click To Tweet

The second thing is you can’t design tech the way you design or B2B type tech for an old industry like construction, like you design something for a consumer or Millennials. Our tech team will send me something and the modal opens. For those people that don’t know, it is a little screen that opens when you click on something. It doesn’t take you off the screen. It creates a little window inside.

It is like a chat box on a website.

We have it in our standards. People forget. I was like, “How do you close it?” They were, “Click out of the box and it will close.” I’m like, “No, I’m in construction. I want an Xbox. Give the little box with an X on the top because that is where it is on every other thing in Windows.” I want a button that says, “Close.” If I’m going to save it, I want a button that says, “Save.” I want buttons that explain what I’m doing. If you can give me a little eye next to it that if I hover and it explains what it does, even better.

Let’s stop right there because this is vital. You are a CEO of a construction company. You have identified a tech that is going to solve a problem in terms of automating a current process. The user interface is something that is designed for Gen Z or Millennials. Your Gen Xers and Boomers are looking at it and saying, “I don’t even know how to work this.” That creates unnecessary friction.

I try not to be a bottleneck where our chief product officer thinks like me. It took some grooming because he is a tech guy. Everything that we have in our system has an Xbox and a close button. They always laugh at me because I’m the Xbox close-button guy. Our customers love it. They never have a second guess. How do you close this? How do you open it? How do I filter it? Everything has an explanation and it still looks clean. We add an extra little touch. It is not crazy.

That is interesting because that can address some of the hidden friction that the old school has that you are not even aware of. You showed them the tool and they were like, “This feels weird. I don’t like it. I’m not that guy.” If you change the design of it, that will impact the way that it is adopted by your company.

Most of them have used, whether it is Facebook or Amazon. People have started adopting tech on their phones, even the latest generation. The idea of adopting tech is no friction. Construction tech has sucked many times for them to be able to use. They have been burnt by it many times so they don’t want to use it. We failed them.

I have only been in tech for several years and I’m a construction guy but I feel like tech failed us for a long time in the field. If you are a GC or an architect, you can put on VR goggles and walk through a building before it is built. It is cool. This is flashy, fun and neat stuff. If you are the guy out there managing equipment, what have we given you? How have we said, “We care about your experience?” In the last couple of years, people started listening.

Tell us what Yardz does, the problems that you solve and how people can get in touch with you.

Yardz solves two problems. The first is where we started in the industry, which is the rental aggregation side. Big companies rent a lot of equipment. They are renting from the big guys. It could be mom and pops. As we talked about it, they will log into all these different websites or get emails with rent reports and now, they are dealing with five different spreadsheets. These spreadsheets all have ten different projects. They all have different equipment ordered by different people. The POs are only 50% accurate.

Eric, I want you to think about this. This is where we added as an industry. We allow rental companies to put in information that is only accurate 50% of the time. I’m going to order a piece of equipment. You are providing me with a service. I’m going to pay for that piece of equipment but you cannot put an accurate PO. You can’t put it on the right project but it was ordered by the right person. That is 50% of the time.

We take all that data. Without the customer having to do anything, we aggregate it into Yardz. We allow them to have visibility. We place it on the correct project by using all this regressive logic that goes, “Where was it delivered? What is the PO number? What is the project name? Who ordered?” We look at all these different factors. We are at over 99% success and making it go to the right project for that customer. We take 50% of bad data, cleanse it, put it on the right project and give an array of tools around that.

You have an end date. It is going to alert the project team saying, “You only want it for three weeks. Make sure that you call this off now because if not, you will forget it.” It goes for the next week, the next month or five months. We had somebody that said they had equipment for eighteen months. There are people reading this that can beat that but eighteen months had sat on the back of a project and they didn’t even know. They kept on paying the bill. We aggregated, gave them the tools and did that.

The second problem we solve is on the owned side. What we found on the owned side is there are some great inspection tools and order-type systems out there. There might be good dispatch tools that are out there. What we did is we said, “Let’s build something that is at the upper tier special ops. Let’s build the best out there that can be the best work order system that allows inspections, photos, tasks and notes and tracks every activity that happens in there with clean schedules for hours, miles and dates. Let’s build a dispatch tool that sends emails to people and Google links to go where they need to go. Let’s give a tool checkout with receipts that checks with people every week to confirm that they have what they have.”

We built this array of suites around owned assets. They don’t have to get one and go, “Let’s API to this one. They don’t have an API. What are we going to do?” We end up with a hodgepodge of different tech. We thought, “Let’s give tech where you can get it all in one place and not break the bank.” Tech shouldn’t break the bank. We have built everything in-house. We are still not breaking the bank for our customers. People go overseas and they are in the bank. If you are careful that you are intentional and you are willing to get intimate with your customers, you can build things efficiently that people want to use.

COGE 248 | Equipment Rental
Equipment Rental: If you’re very careful that you’re very intentional, and you’re willing to get intimate with your customers. You can build things efficiently, and you can build things that people really, really want to use.


You have been in the tech side of the business for several years. What is the biggest mistake you have made in building your business? How did you overcome that mistake?

The biggest mistake is starting a tech company without a CTO. It was like, “I’m going to start an electrical company and not have an electrician.” That was tough. We had good advisors, don’t get me wrong. I added an awesome tech advisor like Michael Sang that mentored me through this process. Also, Shane Matthews, Dan Hughes, Brian Macaluso, Ron Anatori and West Park. All these guys are advisors that came in and were not paid a dime. They said, “We want to help you succeed.” That was the biggest mistake.

I’m going to be honest, Eric. I tried hard to find that person. It is hard to find that person unless you are already a tech person. Nobody wants to go, “You are a construction guy. I want to go with you and start a tech company.” No matter how much success you had in the construction world, it is not sexy to walk into Georgia Tech or one of these incubators and go, “I’ve had a lot of success in construction. I want to build a tech company.” They go, “Yes.” I was like, “Construction?” They were like, “No, I like dating sites or food delivery.” There are all these other industries that people get excited about. Construction was not one of them.

As someone who has that construction background and you have been in the world of tech, where do you see tech having the biggest impact in the next years in construction, specifically?

We are going to have to get better than 40% efficiency. We are going to start to track production better. Hopefully, not in a way where we are violating privacy and making people feel like they are being watched. I hope we get to a place where these tools are making people more efficient and inspiring people to do work better.

That is where I think and I hope tech is and it needs to be. To me, it is not about where it will be. It is where it has to be. There is a lot of money to be saved on equipment but people have to be productive. We got to get them excited about these tools to make them more productive. Not to say anything bad about machines that can pour concrete into walls but we are a people business. We are a relationship business.

It is going to be driven by manpower for a very long time. How do we continue to give those people tools to be on the job, get what they need, work with less friction, do less paperwork, deal with less regulation and allow them to do the jobs that they love to do because it is beautiful? For anybody that has ever done electrical, that is bent conduit up a wall. I have seen 5, 6, 20, to 100 pieces of conduit bent in the same direction going up.

It’s an art. We need to be proud of that. Snake belly on a weld. You get a nice weld down. It is beautiful. We need to be proud and excited about that. We need to give tools to people so that they can get to work, do the things they love to do, feel that artistic part and feel the pride that they have from building with their hands. Tech can solve some of that. What we don’t want to do is create more roadblocks. We can’t do that.

Tell us how we can get in touch with you, Jason.

I love people emailing me. If they want to email me direct, it is [email protected]. Please, jump on. You can go to our website There is a book a demo button there. If you want a personal demo, send an email. I love to do it. I love to meet you. You can tell me I’m wrong. I love hearing that because that is how we have gotten so good at what we do or you can say, “This is great.” Reach out. I love it.

Jason, I appreciate you coming to the show. Thank you for your insights into the rental equipment world and the world of technology. I do wish you all the best with your business.

Thank you very much, Eric. I appreciate being a guest. It has been a pleasure.

Thank you for reading my interview with Jason Perez. Feel free to email him at [email protected] and go to his website See how simple assets can be. I have another request. Please give the show a rating or a review. That helps us to be seen throughout the internet and more people can benefit from reading episodes like this with Jason and learning how to be better leaders of their construction company. I hope you have a terrific day and I will catch you on the next episode.


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About Jason Perez

COGE 248 | Equipment RentalEntrepreneur, Advisor, Forever Student and Mentor. Founder of a Construction Technology start-up and ATDC Accelerate company. I love life, I love business and love solving industry problems through simple business solutions. Most importantly, I am thankful for the personal and professional leaders who have taught me and I am honored by those who allow me to pass that wisdom on.