May 2025 - Monthly Recap

There’s a version of May where I tell you how business boomed, the calendar was full, and margins looked beautiful. And all of that would be true — technically. But here’s the version that’s just as real: I was overwhelmed, operating at capacity in every way, and trying to keep things from falling apart behind the scenes. This month wasn’t just a business test — it was a personal one. The kind you can’t plan for, and the kind that reminds you why efficiency alone isn’t enough.

“My Boy Died, and All I Did Was Inherit His Stress”
A few days into May, I lost someone close — a friend, a fraternity brother. The actual news came at the end of April, but the funeral was in May, right as the season was kicking into full gear. It didn’t really hit me until I saw his body at the viewing. Before that, I was in full denial. We were the same age. As far as I knew, he was healthy. The suddenness of it all just didn’t feel real.

I was buried in work — back-to-back events, nonstop quote requests, deliveries already booked out. There wasn’t time to sit with it. I had to keep moving.

I turned down business. Not because I wanted to, but because I couldn’t keep operating at that level without breaking. And still, I kept pushing. The grief didn’t come with a pause button — and neither did the business. I didn’t inherit peace or clarity. I inherited pressure. The forced slowdown wasn’t graceful. It was awkward and uncomfortable. But it gave me some room to feel it. Sort of.

The funeral brought a lot of people into town. Once everyone left, the weight really hit. Waves of sadness would crash in out of nowhere, usually followed by tears. And that’s not how I typically move. I usually process things internally, keep it together. But that week after… it was rough. I was trying to function, trying to stay on schedule, and just kept running into myself.

Revenue & Net Income: A Big Jump (But at a Cost)

• Revenue: ~$40K

• Net Income: ~$24K

• Net Margin: ~59%

• Gross Profit Margin: ~88%

May blew past April’s numbers. On paper, everything clicked. But that kind of growth comes with its own tax — not just on the bank account, but on bandwidth. Most of the margin win came from me doing a lot of the labor myself. Great for spreadsheets, not sustainable for sanity.

Events: Scaling Up, Quickly

• Event Count: 40

• Revenue per Event: Just over $1K

From 12 events in April to 40 in May. The jump was sharp, and the learning curve was even sharper. This wasn’t just about logistics — it was about learning how to handle volume without compromising quality, and identifying every gap in the process as it broke in real-time.

Quotes Lost: Volume Without the Conversions

• Lost Quotes: 220

• Quote-to-Booking Conversion Rate: ~15%

I didn’t leave anyone hanging — every quote request got a response. But I definitely didn’t have the capacity to follow up with all of them. Between grieving, managing events, and just trying to keep the wheels on, I couldn’t stay in sales mode. Not every opportunity got the attention it needed, and not every lead was worth chasing. May made it clear: if I want to grow without burning out, I need better systems — automation, filtering, and maybe a little help.

Labor & Subs: Keeping Costs Low (Maybe Too Low)

• Labor Costs: ~$3.6K

• Sub Rentals: Under $1K

I leaned on myself a lot this month. Probably too much. Subs were minimal, and that helped margins, but it meant pushing my inventory (and body) to the brink. I have to think bigger going into summer — not just about income, but infrastructure.

Direct Costs: Lean and Tight

• Total Direct Costs: Just under $5K

• Avg. Cost per Event: Around $120

Efficiency was high. Probably because I was wearing all the hats. These numbers are strong, but they won’t stay this clean if I want to delegate and grow. That tradeoff is real.

Looking Ahead: Capacity Isn’t Just a Calendar
May was proof that I can carry a lot — not just operationally, but emotionally. It tested every part of me, and while it nearly stretched me thin, I didn’t fold. We pulled off 40 events, kept margins strong, and brought in real money. That matters.

And when I look back at what else was happening — slowing down for the funeral, trying to show up for all the end-of-school-year activities — it’s clear there’s even more capacity than I realized. Honestly, I got lucky. My wife’s work travel got canceled last minute, which gave me the breathing room to push harder. I knew May would be busy, but I fully underestimated just how busy it would get.

June tends to slow down a bit — and honestly, I’m grateful. The breathing room will help me reset, clear my head, and actually think about how I want this business to run. Not just what I can cram into the calendar. Growth is great, but it has to be sustainable. This next chapter is about growing smart: delegating better, planning further out, and reinforcing the foundation — so it doesn’t just hold, it gets stronger.

Until next time
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