From Jacksonville to New England: Mark Asselin on Expanding Performance Electrical Across State Line

Quinton Comino: Today, my guest is Mark Asselin with Performance Electrical Contracting based out of here in Jacksonville, Florida. They’ll go all the way through Georgia, Alabama, South Carolina, and North Carolina. So being in Florida, that’s five states that they’re licensed to do electrical in. Mark has an appetite for doing a lot of work in a lot of different states. He doesn’t want to just stay within a couple surrounding counties.

Quinton Comino: They’re in growth mode in 2025, and they doubled the size of their workforce, and they’re looking at expanding into other states. In fact, he’s done jobs all the way up in some New England states, believe it or not. So he’s got a ton of experience in contracting—been doing this for decades—knows everything that has to do with electrical, residential, commercial. Mark can get it done. This is gonna be a great episode.

Quinton Comino: But just let us know who you are and with the company that you’re with.

Mark Asselin: My name is Mark Asselin. I’m with Performance Electrical Contracting. We’re out of Jacksonville, Florida. We’re licensed in the Southeast—Carolinas down to Florida and Alabama.

Mark Asselin: We’re a multifamily contractor basically, but you know we do a lot of everything—do multifamily apartments, hotels, commercial service, residential infrastructure installs, stuff of that nature.

Quinton Comino: Yeah. And where did you originally start? You’re based out of Jacksonville—is that right?

Mark Asselin: Yeah. We started in Jacksonville. Yeah.

Quinton Comino: Alright. But Florida’s a pretty big state. So I mean I’m sure there’s plenty of ground to cover, but so how long did it take till you decided to go into Georgia?

Mark Asselin: Not too long after—I think we were probably in business I don’t know three, four years, and then I decided to get my license in Georgia in order to reciprocate to other states. So Florida doesn’t really reciprocate electrical license to different states. So if you get Georgia, you can get the Carolinas and Alabama and Tennessee.

Quinton Comino: Can you—yeah that’s good—can you talk about that a little bit for those that are listening who might not be familiar with how that licensing works?

Mark Asselin: Well basically Florida’s kinda unique. Florida doesn’t have any reciprocity agreements with any other states, so certain states have different agreements—I’m not sure why Florida doesn’t do it—I’m not schooled in that yet. But some states like Georgia have reciprocity agreements with the Carolinas, Tennessee, and Alabama. So if you pass the unlimited test in Georgia, you can go ahead and take the business test in the other states and your technical test in Georgia transfers to those states.

Quinton Comino: Mhmm. Mhmm.

Mark Asselin: So it’s a pretty—it’s a quick way to get licensed in other states. You still have to take the business and law exam for those particular states, but it’s a lot easier than going and taking your technical exam again as well as the business part.

Quinton Comino: Do you have to do any sort of continued education for those other states or just Georgia?

Mark Asselin: Their own requirements. Florida’s every two years. Georgia’s every two years. I think the Carolinas every year. Yeah. I have constant reminders.

Quinton Comino: Yeah. I was gonna say—because you are the license holder, right?

Mark Asselin: Yeah. I qualify.

Quinton Comino: You know I’ve always thought that to be somewhat of a strange thing—but I don’t see any other way around it—where you have the license holder of like a big multistate contractor and there’s one person who’s the license holder. And they have to take all the tests. It’s just so strange to me.

Mark Asselin: Yeah. I mean there’s other tests you can take—there’s a NASCLA test—I can’t remember what the acronym stands for—but you can get 15 states with that test. So a lot of guys will get licensed in different states. I think multifamily contractors tend to—a lot of them tend to get licensed wherever they can so they can follow some work or they have a certain customer that has jobs come up and they wanna use you. So you can make money at it—it’s worth it. It’s just every state has its own like stipulations and rules and regulations that you have to understand. And it gets kinda cumbersome and challenging if you don’t.

Quinton Comino: Yeah. And if you miss—you’re redoing your license.

Mark Asselin: I mean the insurance requirements, the bonding requirements, the permitting—county, everything. I mean city—they all have their own little nuances.

Quinton Comino: Do you have anyone hired for compliance with all of that? Because that can be a lot of paperwork.

Mark Asselin: Not right now. No. I mean we meet every Monday and we discuss our issues that we’re having. I mean right now we’re just working in Florida and South Carolina—the only two states we’re really active in.

Quinton Comino: Okay. So you just have the option to go into—

Mark Asselin: We’re active in all the states but you know those southern states—but right now I only have jobs in Florida and South Carolina.

Quinton Comino: So why did it make sense then to—so 2013 is when you started right?

Mark Asselin: Yeah.

Quinton Comino: Well why did it make sense to add all these other states? Because Florida’s huge and it’s you know been growing since 2013—and there’s always people moving here especially during COVID and what have you—Florida kinda became a place where people were like hey I wanna get away from the madness. And so I mean I love our state—I love people moving here—I love business. So why move into all those other states instead of just hey let’s double down on Florida?

Mark Asselin: Because that’s because of the nature of what we do—multifamily. Like I said earlier you know we do have customers that work in different states and I didn’t wanna be locked in. I mean why not? Let’s just take the test—not that hard. You know take the test to go ahead and get licensed and get set up—and I think it makes you more attractive to newer customers that say hey we got a job coming up in Savannah that’s two hours from us. So you know we can go ahead and service that—we can service you know Charleston’s only four and a half hours—so you know we can go all the way into North Carolina and be comfortable.

Quinton Comino: I’d imagine that gives you any level of legitimacy with a customer when they see—

Mark Asselin: I guess that’s a good point—I didn’t think of that. But yeah I think it makes you look more professional—a little bit of legitimacy. And Florida’s big—I mean you go to Miami—that’s a seven, eight-hour drive. You go seven, eight hours north—you’re in North Carolina. So you know what I mean?

Quinton Comino: Yeah. That’s actually a good point.

Mark Asselin: I guess it’s gonna be eight hours then—you’re all the way into Alabama anyways.

Quinton Comino: Yeah. I did not even think about that—that’s crazy. Yeah that’s crazy. But yeah up in Jacksonville—because I’m here in Cocoa Beach area—so just a few hours south.

Mark Asselin: Couple hours south—but you know Jacksonville basically north-south Georgia.

Quinton Comino: How do you think people in Jacksonville would feel about that?

Mark Asselin: I don’t know.

Quinton Comino: That’s funny—that’s too funny. With those jobs—if you have all seven, eight hours away whichever range of states that puts you in—whether in North Carolina or deep in Alabama—how do you keep up with those jobs? Do you send the workers there? Do you get the contract and hire local labor? Do you have connections with contractors already?

Mark Asselin: I guess it depends on the job but you know we staff the job from here or hire local. I mean that’s just like you said—like we did a job—one of my customers was building in New England—the New England area. We built it in Scarborough, Maine with them. And I had to find a partner up there to work with. And so we kinda built a partnership and we were able to make the job happen.

Quinton Comino: Okay. So why would they choose you way here from Florida?

Mark Asselin: I’m from Maine. I mean but at the time this was I don’t know probably ’18/’19—six years ago. And they said hey we’re doing this job in Scarborough. And I’m like oh man—I wanna do it. You know I’m from there. And their licensing requirements up there are different—I couldn’t get licensing requirements. They’re a little more difficult—or you gotta have a certain amount of schooling and stuff like that—it’s not as if you’re just going to take your test.

Mark Asselin: So I thought I could do it—so I went ahead and agreed to it—priced it—had the contract sitting on my desk and then I’m like I don’t know how I’m gonna do it. So you know it’s kinda funny because you know you really don’t know what’s gonna happen. And then I got—I was having dinner one night with the kids and I got a phone call from a guy up there who knew the developer—he’s an electrical contractor up there in Saco, Maine that knew the developer. And he said hey I really wanna be a part of this job—and what would it take? And I really needed somebody to do the job—so you know you tell me what it’s gonna take—and we kinda split the job in a way.

Mark Asselin: And we were able to make money and build a relationship—and that was important.

Quinton Comino: So help me understand—what that sounds like is a pretty chance occurrence.

Mark Asselin: Lot of risk. Yeah. Those—user risk. The job is 150 apartments—it’s a $2,500,000 job.

Quinton Comino: And—that’s huge.

Mark Asselin: Yeah. I was a little stressed to say the least. And but you know it’s kinda good in a way because I’m from there and it got me home every month—I got to fly home every month and visit the job and check it out. And the guy that we worked with was excellent—he was top-notch—didn’t miss a beat. It just worked out really good. And I mean I made more money on that job than I did on jobs local—you know? That’s so weird to me but it’s true.

Quinton Comino: So then just help me understand—what is the value that you bring—like that guy comes to you and he says hey I really want in on this job—so obviously you have something that he wants but then he has something that you want. So yeah what’s the value that you bring and the value that he brings in that situation?

Mark Asselin: My conversation with him was you know here’s my labor budget—and can you make this happen? And he said I can’t promise you anything but you know we came to an agreement—and he had the labor—I had the contacts and the material—I already bought out. We just needed to work together and make it happen.

Mark Asselin: And it really kinda—I mean it was a little scary there for a while but you know payments were made quick—we were getting paid—everything moved right along and the job took two years to build.

Quinton Comino: Wow.

Mark Asselin: And you know we were very—we were successful at it.

Quinton Comino: So you had that contract—

Mark Asselin: Mhmm.

Quinton Comino: That you agreed to—and then you had the material you said?

Mark Asselin: Well I had the whole contract but I had to find labor—I didn’t have—I well when I agreed to the job I’m like I can do it—I can get licensed up there and I can—

Quinton Comino: Oh yeah—and then it turned out—

Mark Asselin: To be difficult—I really bit off more than I could chew. And but you know it’s like what I said—you never know what’s gonna happen. And I took a big chance and it paid off.

Quinton Comino: Mhmm.

Mark Asselin: Yeah. I was you know—so what brought the job in the first place is they said hey we’re doing this job in New England—in Maine—do you know anybody up there—are you from up there? I said well my cousin’s a plumber—his company is Performance Plumbing and Heating—so you know I named my company after—he does. And he didn’t end up doing the job but they did talk to him—I said I’ll try it—I’ll give it a shot. So I got a little aggressive with it.

Quinton Comino: Yeah.

Mark Asselin: And then—and I got it. It worked out.

Quinton Comino: Wow. So then—because maybe it’s similar to this—maybe if I’m wrong—I think of it kinda like how your typical builder nowadays—like a single-family-residence builder—they’re really not really building. They work at home—and they have a bunch of subcontractors that they use and they’re just putting paper together—putting contracts together—and they know people. And then you know they’re scheduling things but they’re not out there swinging a hammer.

Quinton Comino: Is there—

Mark Asselin: They sub out—they’re non-performing. I know it’s a non-performing GC which basically they just—they’re liaison between the owner and they just subcontractors and they provide a schedule. And you know the whole point of a GC is to set you up to succeed. You know? I can’t succeed if the concrete’s not poured—or if the concrete’s not poured in the correct amount of time or it’s out of schedule or the framing gets out of schedule—that puts me out.

Quinton Comino: Yeah.

Mark Asselin: You know? So I can’t complete my tasks based on their you know Microsoft schedule whatever time they have—if they’re delayed I can’t—you know I can’t. And it throws you off work.

Quinton Comino: My—not my fault—that was you guys—we—yeah.

Mark Asselin: So it’s like hey you need more people—it’s like well it’s not on my budget—you know I didn’t delay the job.

Quinton Comino: Yeah. Yeah.

Mark Asselin: So you know it comes in and—perfect—everybody’s human you know? So there’s a fix and you know—but you gotta have a relationship. These jobs don’t just buy contracts on them. Yeah. Yeah. I mean people are getting away from the number—you know the number—oh you’re the cheapest you know you’re the lowest number. But if you’re gonna build a 300-unit apartment job and your relationship with one of your crucial subs is on the rocks or that great—then get ready for a ride. It’s gonna be a really tough twenty months.

Quinton Comino: Really?

Mark Asselin: And it’s difficult.

Quinton Comino: Have you experienced that on the reverse—the electrical contractor for a GC where it’s just not going well?

Mark Asselin: Oh yeah. Yeah—plenty of times.

Quinton Comino: What is that—what’s that look like? That just hey—

Mark Asselin: You are made to look bad—you are made to—because other people can’t own up to their mistake or own up to their—take responsibility for their scheduling practices or you know pushing us in the building too early you know causing conflict with other trades. You know there’s a flow—we call it—if you build these towers you try to establish a certain flow—when it’s multiple buildings you’re in and out of these buildings—you either top-down, left-to-right—and then building one, two, three, four you know whatever. But you know you try to develop a flow. A lot of guys can’t do that.

Mark Asselin: You know? A lot of guys that just go to college and get a construction-management degree don’t understand trade relationships.

Quinton Comino: Yes. Yeah.

Mark Asselin: Because they haven’t either been out in the field for a certain amount of time or they haven’t developed that understanding. Because—

Quinton Comino: That’s so—that brings up kinda an interesting point. Maybe just my opinion—that you have when you have these general contractors or supervisors or superintendents or what have you—never actually worked in the field—they went to college, they did the four years that they needed to get the license or whatever and then they start working for a company or their own or what have you—it seems like they’re just not as good as someone who spent time in the field.

Mark Asselin: The—there’s book knowledge and then there’s hard knocks when you just—they’re dealing with it. I mean you know guys that go to school—I mean I commend them for it—you learn a lot about scheduling—you learn a lot about the technology and the efficient ways nowadays that they have all this stuff that can make your job go better. And a lot of older guys like myself don’t understand a whole bunch.

Mark Asselin: But you know—but if you don’t go—if you—and most—my GCs would take someone like that and then put them in the field for a certain time to be on a job and experience what goes on. Because you know in what we do—I work with pretty much the same subs all the time—same plumber, HVAC—fire-sprinkler guys—you know we work with the same people. So we understand the job—we know what has to happen you know—but it turns really sour when you know when a GC tries to—you know what I mean? It’s almost like you have a loose hold of the reins and you’re kinda riding it you know driving the car kinda loose and just kinda just keeping it under control and solving it on the fly you know—but we all know what we’re doing—it’s just a matter of you know the right amount of people or the right guys making the right decisions.

Mark Asselin: But yeah—plus when they go to school and they just come on the job and they start barking—they don’t get no respect.

Quinton Comino: Yeah. I know—it’s like dude I’m not listening to you.

Mark Asselin: Yeah—they don’t—they’ll just discount them—just disregard them and—back to college.

Mark Asselin: I respect them you know—they get the degree and they you know and they wanna be a project manager—but a project management is a thankless job—and it’s a very difficult position.

Quinton Comino: Thankless job—what do you say that?

Mark Asselin: You get beat up—you just get beat up and it’s hard to do. For somebody that was—I mean I’m task-oriented—I’m an electrician so I got a list of things I gotta do—check, check, check, check, check—all done—go home. Now you know as a project manager or administrator or whatever you know you’re always loose ends all the time—all the time—don’t matter—there’s something we negotiated, fixed, redone or you know argued about—or yeah there’s always an issue.

Quinton Comino: My—not my fault—that was you guys—we—yeah.

Mark Asselin: So it’s a—I’m one—I’m human—I make mistakes. If we screw up—hey—before what are we gonna do? Just make it right. But a lot of guys won’t do that—and that’s when it gets sour.

Quinton Comino: Yeah. And when you know it’s—that’s the most frustrating thing—when someone won’t take responsibility and it’s really clear—that’s so frustrating.

Mark Asselin: Oh yeah. Yeah—well then you have to kinda talk to their boss. We had a situation like that recently—had to go set up and have a meeting with them just to discuss—oh it’ll only—only to have a meeting just to try to make the next job—not to be confrontational, point out problems—but really discuss the issues we had so that when we go on the next job we don’t have those problems.

Quinton Comino: Yeah. My approach has always kinda been—because we do a lot of homes—we provide a lot of single-wides, a lot of double-wides—we do hundreds of them every year all throughout the US. And so we’ve got a team here answering calls, scheduling homes, servicing them—and we just have a lot going on—there’s a lot of activity in the office here. And I don’t have time to stop and like zoom in on a tiny little problem and bicker about who’s gonna cover this $500 or whatever.

Quinton Comino: A lot of times I’ll say let’s just—let’s just pay it and move on. Because belaboring about that little thing or belaboring about that little point is keeping me from providing more homes to more customers.

Mark Asselin: Yeah. It’s a dime holding up a dollar.

Quinton Comino: Exactly.

Mark Asselin: It’s really—it doesn’t—and that’s where the relationship comes in. If you have people that—hey—it’s gonna cost $500 for this—I’ll go ahead and do it—let’s just work it out at the end—work it out on another job or whatever. But that’s where a relationship makes things move faster. You know? If you’re like hey you know I’m not doing it you know just because—because your relationship is strained or whatever—you know what I mean? And they want you to do something—say no—get somebody else you know? So it’s—I don’t wanna work like that—no—and you know we try to be real and help.

Quinton Comino: Yeah. But sometimes it takes humility—it’s frustrating and maybe you go—

Mark Asselin: You gotta eat it man.

Quinton Comino: And—yeah exactly.

Mark Asselin: You just go home—try whatever you have to do to let out some steam off of it—have to deal with it.

Quinton Comino: Yeah—you just have to eat it—okay that is what it is—we’re gonna move on—there are more deals out there—there’s so many more deals.

Mark Asselin: This $3,000,000 job in there—$4,000,000.

Quinton Comino: Exactly. Yeah—I think that’s really what being the CEO—the being the visionary—being the company really takes someone with that mindset. Otherwise like I see—I see contractors that have been in business for serving such-and-such county for forty-five years and that’s it—only that county for forty-five years—I’m like hey—some people that’s their cup of tea—that’s what they wanna do. But that blows my mind—for me I just would go crazy.

Mark Asselin: Yeah—well I don’t wanna take over the world but I wanna you know I wanna work in our general area—and that includes multiple states. So I kinda like—I kinda like bragging about it you know?

Quinton Comino: That’s awesome man—work there—it’s no small feat to do that—it’s a big—that’s why a lot of we’ll stay in the county for forty-five years because it’s a lot easier—not that it’s easy to run a business at all—you know it’s difficult for sure—but staying within forty-five minutes your whole life as a business—yeah that can be pretty easy.

Mark Asselin: Right. Yeah.

Quinton Comino: You’re doing these jobs in these other states—how do you determine whether you’re gonna hire local work or you’re going to send your guys?

Mark Asselin: First we’ll ask our people you know just in working out of town—and then if I don’t get a bite then we’ll put an ad on Indeed or ZipRecruiter or—we’ll try to find somebody in that area that we can trust to do the job. I mean it’s a big risk—everything we do is a risk. Yeah. I mean trusting people with that size of a job is a challenge—and you gotta pay them what they want—you gotta pay for them—you can’t skimp on pay.

Quinton Comino: No—I’m a—no you can’t.

Mark Asselin: I mean I wanted to be paid what I was worth—and you know I try to take care of the guys that we hire and say hey you want it okay—we’ll negotiate—but and you know like a ninety-day review—how you’re doing and if you’re not we’ll get to your number. But we provide a full package—you know I think we have a competitive package—health insurance and everything.

Quinton Comino: Mhmm.

Mark Asselin: Yeah—but it’s hard to keep up with the big hedge funds that are buying up all these service companies because that’s a big deal now.

Quinton Comino: Really?

Mark Asselin: I am.

Quinton Comino: How are you seeing that?

Mark Asselin: People are buying up these contract—these big conglomerates or corporate companies—just like the—I don’t know when it started but when all the houses were getting bought up like there’s a lot of places in Florida like Progress Residential—they own a lot of houses. So all these big companies—they buy trade companies like electricians and plumbers and HVAC—and they combine—they’ll combine them into one—all three—big three-guy you know? And I’ll go out and they’ll flood the market with marketing and like millions of marketing so people know the name—an empty phrase or a character or whatever.

Mark Asselin: And so people know who to—when they don’t know who to call they’ll come to their head—they’ll just end with Mark you know and they’ll just go get work that way—and then they price crap out of them.

Quinton Comino: Oh I’ve seen some stuff man.

Mark Asselin: So you know we’re a family-owned company—we don’t—and it’s difficult to keep up with these guys because they’re paying salaries that are just ridiculous—they need people. So they’re paying $100,000 salaries for foremen all-in—that’s crazy—with all benefits and everything. Not saying that guys aren’t worth it but you know if you’re in the trade five years and you expect to make a $100—you know you’re not—that ain’t gonna happen.

Quinton Comino: No—but these guys—

Mark Asselin: These guys will pay it because they need the people. You know? Then they get used to that way of life—and they’re tired of the abuse that they get over there because it’s so corporate and they don’t wanna deal with the pressure and the squeeze—so they go oh I wanna come work with you guys—and it’s yeah okay—well I can only tell you this—I can’t do that—it’s like—and I mean I don’t know what to tell you—go deal with that.

Quinton Comino: Exactly—you wanna deal with the pay then you’re gonna deal with the stress—like so—

Mark Asselin: It’s a challenge man—that’s the new thing. I mean you see the reels all the time—trades are the new millionaires.

Quinton Comino: Mhmm.

Mark Asselin: And it is—AI is not gonna take the place of an—

Quinton Comino: Correct.

Mark Asselin: And but you know it will take the place of an administrator—probably a PM here shortly or you know maybe even estimating—or even take an estimator’s position because it’s—you can upload the drawings and it come out with a number right away.

Quinton Comino: Now that—that would be—I bet there’s software for that already.

Mark Asselin: There is—we use McCormick software—estimating software. And they already have AI modules that they’re developing that I believe will do auto-counts and save a lot of time and probably start eliminating that position eventually.

Quinton Comino: That would be great yeah—to be able to save that time.

Mark Asselin: It would be—but it also it will kill a job.

Quinton Comino: You know but there’s other thought process that having that—it just allows more people to be able to do that—so it’s a lot of people—a lot of developers are worried about I’m not—it’s AI is gonna take my job—I’m not gonna be able to write code. But really what it does is it lowers the barrier to entry to write code—which allows more people to be able to do it.

Mark Asselin: I kept going.

Quinton Comino: So someone like you or me could say alright well I wanna write a little website or something because I wanna do some side thing and I wanna sell baskets or I wanna sell tools whatever—I can use AI to help write that—or I could hire someone with those a little bit more knowledge than me but maybe not as much as a senior developer and they can write it for me. So it’s kinda—

Mark Asselin: Like that—I mean I use it for posts—LinkedIn posts or you know updates—job updates—employee-appreciation posts—job descriptions—processes—you name it. I mean it’s really good with that kind of stuff. You know? And I think it’ll inch its way into the estimating part and inch its way into probably scheduling—project management—and other stuff too. I can’t—that I can’t even fathom or you know understand how far it’s gonna go. I just know it’s gonna take over the world.

Quinton Comino: Yeah—it’s gonna be a lot—I mean it’s gonna be just like because big or bigger than the internet itself.

Mark Asselin: Right. Right.

Quinton Comino: Mhmm. So we’ll close up here soon—I appreciate your time—I don’t wanna take too much of it. Tell me—at any given time between—it would sound on like W-2 for you—maybe you sub some of it out and you have a contract with them that way—at any given time how many people do you—

Mark Asselin: Right now we have around 30 full-time employees. When we get a specific job—depending on the size of the job—it’s staffed and we use a certain amount of subcontractors as well to perform parts of the labor—different parts of the scope. So it’s a partnership between different you know subs on you know as well as the GC.

Quinton Comino: Okay. And what sort of electrical would you say you focus on the most?

Mark Asselin: Like construction type?

Quinton Comino: Yeah. Yeah. Yeah.

Mark Asselin: Right now a majority of our income is—

Quinton Comino: Okay—so your guys would be pretty familiar with that—they can run in and bust that out.

Mark Asselin: Yeah—I mean we could build anything. I think we can build anything—that’s actual electrical parts easy. It’s the people that are hard.

Quinton Comino: Yeah—and I—

Mark Asselin: I think that’s true with any whatever you do—I don’t care what you do—but I think when you spend enough time doing one thing it—thirty years in the trade—I can wire anything. I’m gonna put my head—you know into it. But you know you can’t—how do you deal with some bulldog superintendent that doesn’t know how to build a doghouse you know? So it’s—

Quinton Comino: Yeah—exactly.

Mark Asselin: Yeah—you can’t just bark right back you know? I don’t know—emotional intelligence goes a long way.

Quinton Comino: And that’s—it’s tough to hire for it—to train—it’s just tough to do—it’s just tough to do.

Mark Asselin: I never expected when I started a business—I thought getting the work was gonna be the hard part.

Quinton Comino: Yeah.

Mark Asselin: That hasn’t been that difficult—it’s the people.

Quinton Comino: Yeah—exactly. Obviously that didn’t deter you though because here you are over ten years later.

Mark Asselin: I mean we’ve had our ups and downs—COVID really we caught a hold of us and we had a couple years that were pretty difficult.

Quinton Comino: Mhmm—we’re—

Mark Asselin: On our way out of it—we came out of it in ’23 and ’24 is a great year—’25 this year is gonna be a good year.

Quinton Comino: That’s awesome.

Mark Asselin: I think big things for the rest—I mean here on out.

Quinton Comino: So yeah—yeah that’s awesome man. Do you wanna do you want more in what you’re in or other states?

Mark Asselin: I’d like to get other states—I’d like to take the NASCLA test and get 15—at least get take the test and have my choice to debate in different states. I mean we’re looking to get into different scopes of work—more bigger commercial work.

Quinton Comino: Yeah.

Mark Asselin: So you know we’re trying to scale—we’re in a scaling mode—a growing mode now—we’ve hired on it—we almost doubled our staff this year.

Quinton Comino: Wow.

Mark Asselin: So we’re you know we are in a groaning—

Quinton Comino: Yeah—pretty much.

Mark Asselin: I think it’s a good time and—so pretty optimistic.

Quinton Comino: Yeah—that’s awesome. Well thank you—thank you Mark—I really appreciate it. That’s Performance Contracting—and you’re in Florida, Georgia, Alabama, North Carolina, South Carolina—right? And with a vision to expand to more in the future. Yep. And pretty much anything that has electrical you can do it—commercial, residential—you can get it done.

Mark Asselin: That’s right.

Quinton Comino: That’s awesome. Where’s the best place to connect with you if anyone listening is interested?

Mark Asselin: You can look us up on the web.

Quinton Comino: Yeah—awesome. Based out of Jacksonville, Florida but obviously traveling pretty well anywhere in the Southeast. That’s great. Well thank you Mark—I appreciate your time and I really hope that the back half of ’25 is even better than the front—and then you just continue that momentum into 2026. We hear that you’re in growth mode.

Mark Asselin: Great man—thanks Clint—I appreciate it.

Quinton Comino: Yeah—we’ll see you—bye bye.