As Tom McLaughlin and other longtimers in the industry know, things can change on a dime. “It’s just not like it used to be,” says McLaughlin, a 40-year veteran of the septic industry.

In 1978, he founded Certified Environmental Services in Jacksonville, Florida, then primarily a water and wastewater treatment plant operations company, and he’s still at the helm of his company, now called Metro-Rooter Plumbing Service.

For McLaughlin, one of the biggest changes he’s seen over the years has been in methods of disposal. “In this industry and these times, disposal (and regulations) can change very quickly.”

McLaughlin once relied, like many did, on spreading waste on farmers’ fields. But over the years, he says, that “welcoming status” has dissipated, so he — like many others in the septic world — have had to seek alternatives.

“Keep up on the laws and regulations; they can have a huge impact on a business,” he says. “If a disposal site goes away, it can be perilous. Try to set yourself in something you can count on long term.”

Assessing disposal options is just one of the tips this longtimer offers to newcomers to the field. Other veterans, like Mitchell Weiner, have their own advice to add.

Weiner, who left college in the late 1970s to work in the family business, is now the CEO of Mr. John/Russell Reid in Keasbey, New Jersey, which does septic pumping and grease removal and rents portable restrooms in three states.

One of his sage suggestions to newcomers is to have clear expectations for staff and then hire people accordingly. In that regard, he adds, owners should have high standards for employees but also, respectively, pay well. “Provide a good work environment, pay well and treat (employees) well,” says Weiner. “You need to give incentives to stay.”

McLaughlin agrees. Years ago, he says, employees were paid by the hour. Later, McLaughlin changed the compensation program from hourly to commission-based.

“When I did that, we doubled production,” he reveals. The incentive plan really worked, he continues. “If you’re paying a guy ($X by the) hour or (instead) you pay him $15 to pump out a septic tank, you’d be amazed at how productive they can be.”  

A side benefit, he says? “My flat tires decreased by half,” implying that, quite possibly, operators were spending hours at the repair shop, ticking time away, getting paid but not being productive.

He cautions that while this decision worked for him, it may not be for every operator, especially since it can be hard to find good and retainable employees. Make the decision that works best for you, he says.

Those decisions can range from finding good employees to retaining repeat customers, and for McLaughlin, it’s all a matter of great customer service. “Communication is the best form of customer service I know,” he says. “If you take an order for a septic tank pumpout … everything you do from the time the phone is answered … (you must exude) calm confidence. You’re collecting information and putting their mind at ease.”

Once on the job, McLaughlin advocates for making the customer feel like the boss.

“We work for them,” he explains. “They like that.”

Once on site, operators should explain things to the customer, not just do the job. “You walk them through what you’re doing,” he says. And that training is essential, McLaughlin believes. Don’t just hire someone because he is strong and can do the work. “It’s important to train employees in the field for how they present to customers.”

He believes it’s the operator's job to tell the customers about proper maintenance and scheduling. That way, the equipment will last longer — saving the customer money. He tells his customers to “treat your septic tank like a sick puppy.” Put it into terms they might understand.

But don’t forget to — in an authentic and not high-power way — try to sell more services on the job. For example, he says operators may point out things such as a loose fitting that they could provide a remedy for, or suggest a beneficial clean-out service.

“Get them a price and a solution and then offer the service,” he says. The customer may not take it right away, but could want or need it down the road and think of your company.

Keeping up and building the business

While septic tank maintenance is important for the customer, proper equipment maintenance for the operator cannot be overstated. McLaughlin says he recommends all operators stick to the maintenance schedule recommended by the manufacturers.

And to keep his expensive equipment, such as trucks, in top shape, Weiner suggests starting by buying locally to get better support. “I’ve always been very mindful. I rely on the local dealer network,” he says.

When it comes right down to it, one major key to maintaining a successful business is keeping regular customers and generating new ones. That’s a different game in the 21st century.

“It used to be the Yellow Pages, but it’s not anymore,” says McLaughlin. “Now it’s the Internet." He recommends getting the business into the organic listings on Google, Bing and Yahoo as well as getting listed on mobile apps.

“You need someone to help you get there,” he says, noting that a dedicated staffer or outside consultant can help develop search engine optimization (SEO) tactics.  

Both McLaughlin and Weiner concur that they have seen many changes over the last several decades. But they’ve stuck to their tried-and-true methods — something that has brought them both to the forefront of their industries.

And they both decide that for newcomers, researching the industry before setting up shop is essential.

“You want to know what your competition is doing, who your competitors are and basically how they are operating,” says McLaughlin.

“You want to know who your potential client is and (consider), ‘Is there room for somebody else?’”