Thinking Big Picture This Burn Season: An Interview With Brion Barnhill
Thinking Big Picture This Burn Season: An Interview With Brion Barnhill
Featuring Brion Barnhill
With Tim Reed
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Tim Reed
Joining me today is Brion Barnhill, who’s been a guest on The Fire Time Podcast, a writer for The Fire Time Magazine, and, most importantly, a trusted friend and guide. I’m really excited to talk to you about keeping the big picture in mind this burn season, Brion.
Brion Barnhill
I’m excited too, Tim. Thanks for having me.
TR
Of course! Now, here’s my first question: Over the last year, the economy has shifted a lot compared to the previous three or four years. Given that, what has the last year taught you about business?
BB
I know a lot of folks around the country have been a little slower, and that’s been true of us too. We’re down about 10% in revenue this year.
But, at the same time, we’ve also had a ton of wins. I’m trying to do that thing where I judge myself based on how far I’ve come toward my goals—not on a horizon that’s never attainable. I’ve also been focusing on the things that often get overlooked when it’s easy to rest on your laurels because things are booming. In my businesses, we had some projects that were unfinished—some balls that we carried and spiked before we crossed the finish line. So we’ve really been taking time to say, “Let’s perfect our systems and processes, our marketing, and our hiring. Let’s finish these unfinished projects.” We’ve also had some addition by subtraction, and that’s always an epiphany for me because sometimes I have to learn my lessons again, again, again, again. I’ve definitely experienced that this year.
TR
Those are all great lessons, Brion. But what’s been the defining moment for you over the last year?
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BB
Honestly, it’s what we talked about before we started recording: My mom passed away. I know it doesn’t sound like business, but that experience retaught me those lessons that we all keep learning over and over again. We need to know our “why.” We need to make sure that our businesses serve us and not the other way around. We need to treat every day as a gift.
And I know all of that’s easier said than done. When we have so much going on, we can lose sight of our priorities, and that’s when we need to refocus. For me, it’s about adding another layer of intentionality. It’s about taking time for my loved ones and making sure I keep investing in what matters—not clinging to things that don’t. Those principles have always been in my heart, but when life gets tough, that’s when I often realize the things I haven’t been doing and decide to make changes.
We need to know our “why.” We need to make sure that our businesses serve us and not the other way around.
TR
I hear that. It’s amazing how tragedy shakes us to our core and changes how we walk through life. But even in the midst of it, there are things that get revealed—and those can be positive. Not that the tragedy itself is positive, but what it uncovers can be.
One thing I’m curious about, Brion, is that you’ve got all kinds of entrepreneurial ventures. From your retail store to your chimney service company, to real estate, to your chimney supply business—you’re pursuing a lot. How do you decide which opportunities to chase and which to hold back on?
BB
I’d say the first thing is that gut feeling—a sense that tells me it’s something worth going after. What’s inspiring to me, what’s worth doing. When I first met my wife, I was single and thought I’d stay that way. But the moment I met her, I just knew she was the one. That changed everything. I had an absolute certainty that it was the right thing to do. I like to be inspired at that level.
What’s been helpful in recent years is balancing that gut feeling with logic. It’s like being back in high school math class. I start with the knowns. What do I already know about this decision? I don’t worry about not seeing the whole picture right away. I just start with what I know, and from there, it begins to tell a story.
I also reach out to others who might have different perspectives and pressure-test the idea, especially when it’s something that could change the direction of our business or requires significant resources. I whittle away at it until the math justifies the decision, and once it does, I’m inspired to move forward.
TR
So your gut instinct leads the way, and then it’s backed up by solid math and wise counsel. That’s really, really good.
One thing that stands out to me about your business is the smart decisions you’ve made—decisions that have shaped your company culture and your overall success. One of those is the four-day workweek. You wrote about it early on in The Fire Time Magazine. Why has that been such a boon for your business?
Your gut instinct leads the way, and then it’s backed up by solid math and wise counsel.
BB
There are a number of reasons. First, it’s something I believed in, and that belief mattered because it made it easier for us to push through something that was a big lift. I truly believe people perform better when they’re healthy and fit. If you think about it from a sports team’s perspective, you sub guys out so they stay healthy. If they’re healthier, they play better; if they play better, you win more. That’s really what it comes down to—figuring out the right balance of strength, health, and resilience so the team can perform at its best.
Once we had the courage to stick with it, we started seeing the results we’d hoped for. We got more done in four days than we used to get done in six. There was less hassle too. Why? Because I didn’t have to keep redoing the schedule, and people weren’t calling in sick all the time. They were literally healthier because they had more time to recover, and they were happier because they didn’t have to trade illness—or feign illness—for time off.
We didn’t even call it a “four-day work week.” We called it a “flex schedule.” Everybody knew that if we couldn’t get the job done in the allotted time, or if someone was sick, or if the weather was crazy, we had built-in flexibility. It gave the team the room they needed to be successful.
There were challenges, of course. It only works with the right people—those who value their time and enjoy what they do. We had to filter through some folks who weren’t the right fit, but once we had the right team in place, it worked really well.
TR
I imagine it’s a massive perk. I have a friend who used to work 12-hour shifts in manufacturing—three days one week, four days the next, back and forth. That meant he had a five-day weekend every other week! Sure, he was putting in long hours on work days, but he still said it was the best schedule he could imagine. He hardly had to use his vacation time—every other week, he could take five days and go somewhere. I think building that kind of flexibility into a schedule is a huge benefit. It takes the right kind of person, but I imagine it’s helped attract plenty of people who want to be part of that.
BB
Absolutely. And employee retention is just the other side of that coin. Right now, there aren’t a lot of other places around here offering that kind of flexibility in their employees’ lives and schedules, and that keeps people on our team for longer periods of time.
TR
That’s so true. Another question I have is about the economic climate. For the last three years, we’ve had rampant demand for our products. If you could get it in the barn, it was going to sell. If it wasn’t nailed down, it was going out. I think a lot of people may have taken themselves out of the market too early—people who might have bought this year probably bought last year. Now, we’re dealing with a slower economy, and we’re having to work harder for sales than in previous seasons. From your perspective, what’s the key to sales that many people miss?
BB
Something that comes to mind is home shows. I did a home show a few years ago where we brought out all the bells and whistles. We spent a couple of days setting up our booth, and when the lights came on and folks started coming by, I was out there hustling—signing people up for estimates.
But right before the show started, a lady set up next to me with just a small corner booth and an ironing board. She had a few clothes, and another cart with a couple hundred little boxes. As the show went on, she’d be ironing clothes, chatting with people, making friends, and then they’d walk away. Every time, though, they’d come back and ask, “What are you doing? What are you selling?” She’d say, “Oh, I’m selling these irons.” They’d ask what was special about them, and she’d demonstrate how the iron popped up and wouldn’t burn the clothes. The whole time, she was making friends. They’d ask, “How much is it?” She’d say, “$250.” They’d say, “That’s expensive,” and she’d reply, “So are my clothes.” They’d walk around, think about it, and then come back to buy two irons. By the end of the show, she had sold out.
So I was hustling the entire time, signing people up for estimates, and at the end of it all, she had made $50,000. That stuck with me. I asked her what her secret was, and she said, “I have a good product, but mostly, I make friends and I’m nice, so people like me.” That’s what I think a lot of people miss, especially when we get nervous about making sales. We forget to make friends. People buy from people they like—no matter the economy. Because when they like you, they trust you. Sales is a huge topic, but if you get that part right, you’re more likely to win.
People buy from people they like—no matter the economy.
TR
That’s really good. My last question for you, Brion, is this: During everything you’ve gone through over the past year, where have you found strength?
BB
I try to do what I call “stack the deck,” which means making sure I’m doing more of the things that keep me strong. That’s sleeping enough, eating nourishing foods, exercising regularly, and spending time with the people I care about. It’s so easy to let those essential needs fall by the wayside, but when that happens, everything else suffers. Leaders and business owners often forget that we’re human, and like all living creatures, we need nourishment to perform well.
For me, it’s about setting boundaries. No, I’m not going to stay up working late into the night. I’m going to sleep and pick it up in the morning. No, I’m not going to skip dinner with my family. I’m going to make time for that instead of doing more work. No, I’m not going to skip my workout. I’m going to get up and exercise instead. That’s what I mean by stacking the deck, and that’s what I focus on when times are tough—because that’s when I need it the most.
TR
Man, that’s so good. It reminds me of an analogy I heard a while back: When you cut flowers from the ground and put them in a vase, it’s just a matter of time before they die. They need to stay connected to their source of life to thrive. It’s amazing how we often cut ourselves off from our source—whether it’s in the name of efficiency or just getting things done—when what we really need is to take care of what matters most. And we do that, we thrive.
Brion, this has been awesome. I really appreciate your insight, and I know everyone reading this will get a ton of value out of it. Thanks again for being here.
BB
It’s been great talking to you, Tim—as always.
