Dennis Oz: Hello everyone. Welcome back to the Remodeler Success Podcast, where we spotlight the leaders shaping the remodeling industry through experience, strategy, and consistent execution.
So today’s guest has spent more than three decades in the remodeling world, and that’s why I’m so excited. And where she was working, she worked her way through design, sales, and operations before stepping into a leadership role at one of the most respected firms in Ohio.
Yeah, we’re gonna talk about so many different things today. I’m so excited. And also, in addition to all these things, she holds top certifications, is deeply involved with NARI and also NKBA, and now oversees every department of the company that’s been serving since 1970.
It’s that long—we are bringing the experience here.
Ladies and gentlemen, please welcome to the show, Monica Lewis.
Monica, welcome to the show.

Monica Lewis: Thank you, Dennis. That was a lovely introduction. Thank you for having me. I’m really excited to be here.

Dennis Oz: Of course. Monica, could you please introduce yourself a little bit?

Monica Lewis: Sure. My name’s Monica Lewis. I am president of JS Brown & Company, which is a design-build remodeling firm in central Ohio.

Dennis Oz: This is great. Well, Monica, we always include the lessons learned because the success of people—like pioneer people in this industry—they have lots of things to share with the community, and we love to hear the story.
So I’m sure that you started as a designer, and right now you are the president of one of the biggest companies in Ohio.
We just wanted to learn—what are some of the pivotal moments in your career, the lessons that you learned?
Could you please give us a little more examples about those lessons?

Monica Lewis: Sure. I mean, I think anybody who’s been in the remodeling business for any amount of time knows that you really have to be able to roll with the punches, right?
And I think as soon as I realized that you don’t need to know everything out of the gate—you just need to be open to learning, right?
You just need to be able to say, “Okay, well, I don’t know how I’m gonna accomplish this, but I know that I want to, and I know somebody out there can help me figure this out,” and that I’m willing to attempt those things.
I think that was a really pivotal moment for me—not to be afraid to try something just because I don’t know how I’m gonna do it or how I’m gonna execute it exactly.
Having that little bit of bravery really goes a long way. I’m willing to try something that I might fail at, and that was a huge lesson for me.

Dennis Oz: Oh, thanks so much.
And I’m sure there are some moments where you feel a big necessity to adapt to client expectations because markets shift, right?
I’m sure that in all these decades in the industry, you’ve seen the market shift—maybe the trends really play an important role just for the client.
When we look at client expectations, how have you seen homeowner needs or trends evolve in recent years?
And also, a follow-up question: how has your team responded to this?

Monica Lewis: Okay, well, whenever we talk about recent years, of course COVID is in the conversation, right?
And it upended everything for our business. You know, we were shut down for a brief period of time.
We had to evolve how we worked and how we communicated and how we dealt with clients. Just everything changed.
And I think one of the most lasting impacts—besides, of course, all of the tumultuous supply chain upheaval and pricing, and all of that—that we’re still feeling reverberations from today, is that the work-from-home thing is here to stay.
Like, at first it was just, “We just gotta get through the next few months until things get back to normal, and, you know, we’ll be fine.”
But that work-from-home ability, for us in terms of how we function as a company, and the work-from-home needs of our clients, really started to drive our business.
Because there were very few homes prior to 2020 that were designed with the idea that somebody might need a quiet place to work, or their kids might need quiet places to study away from the normal hub of a family household.
And so I think we’re seeing that trend impact home design and definitely what we’re doing in the remodeling space.

And we’re also seeing a big shift towards multi-generational living.
You know, parents are moving in with their adult kids, adult kids are moving in with their parents—sometimes for financial reasons, sometimes because one or more of them need care, and it’s better to do that as a unit.
Incorporating universal design into those spaces, figuring out zoning-wise and space-wise—how are we going to incorporate basically a whole secondary household in this structure, on this property—has been challenging, but fun.
Those are fun projects to take on.
And you know, you’re changing how that family’s going to live, their togetherness, and how they’re going to function.
So those are rewarding projects as well.

Dennis Oz: Well, I was also reading an article about generational living, and I saw some of the European countries—especially places like Italy and some of the places, I believe in Serbia or Luxembourg, I don’t know—but young adults, until the age of 35, they’re still living with their family.
So it’s never like it is here in the US.
So, of course, there will be some shifts.
Some countries or some cultures may see it quite normal, but here in the US we don’t have that much.
But seeing that shift a little bit—it’s really interesting to see. Something to note down and just mention that in this show.
And thank you so much for this information that you shared with us.

Thanks so much for this.
And Monica, when you look at your background, you have several different things in your background—not only design, but also sales and operations.
I’m sure that you have some habits or a mindset that help you bring people together and keep projects moving forward.
Could you please talk a little bit about those?

Monica Lewis: Yeah. I feel like we hold our team together really well. And I’ve certainly worked for companies where that wasn’t the case—particularly in the design-build sphere.
You’ve got people who are primarily in the office, right? They’re designing, they’re estimating, they’re drawing, they’re selling—and they’re not in the field as much.
And then you’ve got the team that’s in the field predominantly, and they’re hardly in the office.
And I’ve worked at companies where that relationship was really contentious, and it always bothered me.
Because, you know, I can kind of understand it when the architect works for a different company and then there’s a contractor that’s got no affiliation, and I can see the finger-pointing maybe a little more readily there.
I can understand how that could happen.

But we’re on the same team. I’ve never understood that mentality.
I’ve always felt like the people who are out in the field doing this really hard work to bring the project I designed and sold to life are doing a great job.
They’re doing tremendous things out there, and in a lot of cases, saving my bacon, right?
Maybe I made a mistake out of ignorance—I didn’t know this was going to be a problem—and they figure out a way to work around it and make things happen.

So I think I came to the company with that sort of mindset—that the people in the field are my partners. That we’re not on opposite sides of the fence.
We’re both trying to get something accomplished for the client.
And I really try to demonstrate that, live that, for the rest of my team.
And I feel like they all feel that way too. They know that, hey, we’re working together, we’re trying to get this done.
And since I’ve been with the company a really long time before I got into the leadership role, I think I was lucky enough to build up a little street cred.
You know, they knew who I was as a designer. They knew who I was as a salesperson.
And then, you know, as design and sales manager—they knew how I functioned and who I was as a person and in my heart.
And so I think that helped a little bit moving into the leadership role—that they knew who they were dealing with.

Dennis Oz: And I’m sure it’s a big part of it—also creating a company culture. Is that correct?

Monica Lewis: Oh sure, sure. It’s one of the things I like the least—and that I tend to talk about when we have our new team orientation meetings. When people come on board, they meet with all of us, all of the department heads, and me and the founder, Jeff Brown.
And one of the things I talk about is, like, I don’t want to hear a designer or a salesperson saying, “That stupid carpenter didn’t read my plans,” right?
And I don’t want to hear a carpenter saying, “That designer didn’t know what she was talking about and she drew this thing and I can’t build it this way.”
You know, it’s all about—we, as a team, we had a communication issue. We’re going to fix it.
And here’s what’s going to happen: we’re going to be delayed a couple of days while we rework something, but you’re going to have a great project and it’s going to be fine.
We’re a team, and we sink and swim together.
So yeah, I think that permeates our culture.

Dennis Oz: That’s great. I think all our listeners today, watching this part of this great interview, they understand this—creating culture is a really big thing.
If you’re just starting folks, from scratch, well, this culture is not going to be built overnight, but you definitely need to understand your people.
And also, you know, you have to reflect your personality into your company, because this is your company.
Of course, your personality will bring the company up to a certain level, and then maybe you have to look at it more professionally with the bigger picture and let things happen—let the automations happen.
And also, even with the hiring—not only all friendship, but the financial part, the sales and marketing should also align together.
So that’s why it’s very important.
Just like Monica said, it’s very important to create that company culture here.
That’s one of the main things that you have to look at when you’re growing your business.
So thank you so much for this one, Monica.
I’m sure that’s really a big golden nugget for our listeners today as well.

Well, also Monica, I just wanted to bring the conversation to the sales and operations, actually, because I would like to ask you about the client experience—
From start to finish, what are some checkpoints or practices that you really believe are bringing more value to your whole sales and operational processes?

Monica Lewis: Well, we’ve got a design-build model, as I said. And we’re—I dare I say—fanatical about getting as many of our ducks in a row as we can before we go to contract.
I’ve certainly worked for companies and I’ve worked under people who felt like: fast, fast, fast—you know, get it sold, get their signature, get their money, get their commitment. We’ll figure out the details later.
And we feel completely the opposite.
It is so important to everybody on our team that we dot as many I’s and cross as many T’s as we can before we ever get to the contract stage.

Now, does that slow down our sales process? Yes.
Are there times where I wish I had that money in my cash flow two months ago? Sure, there are.
But my chief accounting guy—my accounting manager—has this expression called “slow in and fast out.”
It’s a racing term, like when you go into a corner, right? You’re driving the car and you go into a corner—you go in slow so that you can speed up on the way out.
And that’s the approach we take.

We’re going to spend all the time we need to explore the structural, the engineering, the mechanical, the design elements, the materials, what the client wants.
The more time I take, the more accurate that number is for the client.
So when they commit to me, maybe that project is a little over the budget they wanted to spend, but I can tell them: everything you loved, everything you picked out is in here.
And the plumber’s seen it, the electrician’s seen it, my engineer’s seen it. We have a really good sense of what we think is behind these walls and over the ceiling, below the floor.
We have a very low risk of unwanted change orders—change orders that you didn’t ask for.
Our yearly average is around 6 to 7%, and that includes things that homeowners chose to add.
So we do really well.

And there are fewer surprises for the client, which I think makes the experience much better for them.
Because maybe that initial number was a little higher, but at least they knew going in—
Rather than going in at $150k and then at the end of the day, it was really $200k, $225k, $250k—
Then they’re stuck, because the job’s midway and they’re getting hit with all these change orders.

We just really want to do all we can to get everything lined up and have good expectations for the client.

Dennis Oz: You just reminded me of one of the conversations we had on this channel—one of the episodes.
Our guest speaker said—I was asking about hiring—and he said: “Hire slow, fire fast.”
And he said, “It might sound so violent, Dennis, but this is the thing you have to look at: hire slow, fire fast.”
And when you look at the way that you look at your operations—it actually reminded me of that, you know—being slow in the beginning and going fast at the end.

I believe it’s one of the best approaches.
And you know what, speaking of which—since we are talking about slow and fast at the same time—
My next question is really related to this one.

Because I want to ask you—sales always, of course, we have some good marketing, we have some referrals—we’ll talk about marketing today, but sometimes we have some rollercoaster, right?
Ins and outs. And sometimes we have slower seasons, or sometimes long lead times, right?
And we have to manage those times because our team requires work.
And our business needs this movement—just to keep the business healthy, at least.
Keep it healthy.

So how do you manage those times when the pipeline is a little—not really kind of full—but you still need some work?
Or maybe sometimes you have a lot more leads than you can handle, right?
That slow and fast time—how would you calibrate your approach to those kinds of good and bad problems?

Monica Lewis: Yeah, yeah. It’s definitely—
I’ve been in this business, as you said, over 30 years, and it’s always been that way.
You know, it’s feast or famine.
You’re rocketing up and then it’s like slower.

And luckily, I feel like remodeling is not quite so severe as new construction, and that Columbus, Ohio is slightly more insulated than some other parts of the country.
But we do have that.
And you do have times where your company—
You’re talking with your, you know, my chief accounting officer, and she’s like—
You know, like during COVID, she’s like, “Oh my, the invoices, everything’s coming in, everything’s going out.”
And we’ve got just all this demand, and we can’t process jobs fast enough.
We can’t answer the phone fast enough.
I can’t get this done because we’re answering the phone for new people.

And then you have times where she’s like, “We’re just barely going to make this without dipping into our reserves.”

And it’s having people around you that you trust, that can expand, and are willing to maybe put a little more effort in when it’s busier, so that when it’s slower, you’re leaner.

Right?
And we do hire slow.
We wait until we have consistent backlog that we feel like—we can’t burn these folks out in the field.
We’ve got to have reasonable lives for them.

But at the same time, that first blip—we’re not going to hire three new people.
We don’t want to let people go.

So, we survive those low times by being conservative during the busy times.
We take good stewardship with our money.
We’re very precise with our cash flow.

So part of that prep for getting a job ready to sell is figuring out the cash flow of that job and setting up our payments accordingly.
You know, I’ve worked at companies where they’re like, “Oh, just split it up,” or “Take half upfront and half when you’re done.”
You know, we look at each phase, and we make sure that our accounting office is getting money every month to pay bills with, and that they’re getting enough money to pay the bills for that job.
So every job is financing itself as it goes. That helps us keep going in the slower times.

And honestly, when it’s not so overwhelmingly busy—like it was during COVID—now that it’s slowing down a little bit, it gives people a little bit of a chance to breathe.
It’s time to sharpen the saw.
You know, if you wanted to get that certification, if you wanted to try something new, if you wanted to learn a new skill—
Heck, for us, we even had a cleanout day in the office a month or so ago.
It was fun.
We were getting rid of files that are like five, six years old.
We’re cleaning out old samples.
We all came in our jeans and casual clothes and had a cleanout day.
I mean, you don’t have time to do that when you’re so busy.

So that ebb and flow—I’ve kind of gotten used to it.
You just always know: when it’s slow, this is going to end and I’m going to be so busy I won’t know what to do with myself.
And when I’m busy and I’m like, “Ah, how are we going to do all this?”
I remember—in the future, it’s going to slow down again and you’re going to wish you had this business. So just ride it out.

Dennis Oz: Amazing. That’s great. Thanks so much for sharing this.
I’m sure all our listeners are really enjoying this conversation today.
And thanks so much for this information—very interesting.

You see, folks—this is what happens when you bring world-class people to the show.
You get world-class information and insights. That’s it. So that’s amazing. Thanks so much.

Well, I would like to bring the conversation to marketing—
And especially online and offline marketing.
Because when you look at companies with multi-million dollars in revenue, they do have a mix of different marketing strategies.
Could be the website, could be outside of the digital world—maybe they are going through radio or TV ads or those kinds of traditional marketing.
So how do you approach your marketing as a company?

Monica Lewis: Yeah. Wow. That’s a never-ending struggle, I tell you what—balancing it, like you said, among all the different mechanisms you have available today to try to reach your potential client.
And the different expenses of each, whether or not you can really track the success of this one versus that one—it’s a constant readjustment.
I’ll be frank: we’re looking at it at every marketing meeting, which is once a month at least, and saying, “What’s the performance? What’s succeeding? How are we doing?”

Currently, we’re doing a big refresh— I guess you’d call it—on our website.
We updated our branding, so we had to do that, and we wanted to freshen it up and update the content.
So there’s a certain amount of the budget that’s going to that.
And then we’re getting our feet into Google spend and social media and all of that.

Currently, I’m doing all of the social media myself, because I want my marketing team doing the stuff I’m less skilled at—like building a website, Google spend, all that sort of thing.

Dennis Oz: When you say Google spend, you’re talking about Google Ad spend, right?

Monica Lewis: Yes, for the ads.

Dennis Oz: Mm-hmm.

Monica Lewis: We do some in-person events. In fact, we’re going to have one tonight.
Our local NARI chapter will do shows—home tours. But tonight, we’re having a company-only event.
We’re hosting a “Wine and Design” at one of our projects. So, people from the neighborhood will get to come through and tour it.
It’s kind of our thank-you to the clients and to the neighborhood for putting up with us while we were doing construction.
And we bring in food and wine and just have a really nice time.
It’s not salesy—it’s really just about relationship-building and letting people see our work.

Our strongest lead source is still repeat and referral—it’s like 70% of my sold jobs.
And then following that is site signs and vehicle signs.
So the remaining 15% to 20% of my sales—I’m paying a fortune for, with print and social and the website and everything.

Dennis Oz: Acquisition is higher, right? Just to capture those people.

Monica Lewis: Yeah.

Dennis Oz: I think one of the main reasons over there is because they don’t know you that well.
It’s really easy to sell to your repeat or referral clients, right?
Because they come with really strong evidence in their hands: “These people are good.”
But I think that’s why you’re paying a fortune for the others—because they don’t know your company that well.
Maybe they don’t really engage with your content. That could be the main contributing reason. What do you think?

Monica Lewis: Yeah, I think so. I think there’s that fear factor with remodeling, right?
There’s a huge leap of faith that a client takes when they jump.
You’re going to catch them, right?
You’re going to give them this beautiful project to make their home better.
They know it’s going to cost them a lot of money.
They know it’s going to take time.
They know you’re going to tear into the biggest investment they probably have.
That’s a huge amount of trust.
So I do think it’s reasonable that if they don’t know you already, you’ve got to hit them multiple times from lots of different directions and media outlets before they feel comfortable calling and getting the process going.

Dennis Oz: I also learned from one of the National Kitchen & Bath Association press releases—I believe it was 10%.
It means 1 out of every 10 prospects actually cancel their projects just because the pricing is way higher than they expected.

Monica Lewis: Yeah.

Dennis Oz: It’s really interesting to hear.
Because when I see the results and everything—even for your referrals too—because they believe in your ability to deliver.
But at the end of the day, if it’s not in their budget…
No one has an unlimited budget, of course.
That’s one thing. But when it comes to bank account transfers, that’s really giving people a little bit of a hard time.
That’s what I read, and I was so surprised to see this.
It’s 10%. I would’ve expected this number to be a little lower.
But yeah, it’s one out of every 10.
So that was a really interesting fact. And thanks so much for sharing all this.

I always ask this one—do you use AI? Do you support your team to use AI more and more?

Monica Lewis: I have been using it more and more. I really have.
I was hesitant at first—I dabbled in it and then thought, “I don’t know. I don’t know if this is really helping.”
And I took a couple of classes. I watched a MasterClass and did a couple of other things.
And in one of them—I can’t remember which—the gentleman presenting said,
“If you’re a little nervous about AI, you are the person who needs to use it. How AI is going to develop and how it’s going to be used and how it’s going to be broadcast and changed and evolved is going to be controlled by the people who are using it.”
So if you’re worried about it being used in a bad way, you need to get in there right now and start using it—understand what it’s about and how it functions.

And I do find that it can really save me time on some things.
Like most things in life, if you invest some time upfront, it saves you time on the backend.
I took the time to go back and pull my old presentations, all my old blogs, my old training sessions that I had done for our team.
I uploaded everything and we set up a set of parameters and a closed system—teaching system—for us.

And my AI knows my voice now. It knows how I speak and how I like to operate and how I want to present.
And I feel like it’s getting closer and closer to me when I say, “Hey, these are the things I want to talk about, and here are my bullet points I want to cover. I want to start working on a rough draft.”
And when it gives me that first outline, I’m tweaking it less and less and less.
It’s starting to figure me out—which is great, and also a little bit scary.
So yeah, I think I’m probably using it more than most people in the company, but other people have been dabbling in it.
I just had one of my colleagues the other day show me a prompt she was using that was helping her do a synopsis for a really large text.
And I was like, “Thanks! That’s awesome. I appreciate your help.”

Dennis Oz: That’s a great ninja hack, by the way.

Monica Lewis: Yeah.

Dennis Oz: When I was exhibiting at the Kitchen & Bath Industry Show—they do shows in IBS and KBIS together every year in February.
That was in Las Vegas last year. In 2025, it’s going to be in Orlando.
And I was talking to different people, and one of the visitors to our booth asked a question like, “Give me a ninja hack for AI.”
And I said, “Alright, here’s a ninja hack for you. Take your phone with you when you’re giving a visit to your client.
And when they’re talking about what they want—just record it. Then take that recording and turn it into a transcription.
There are some tools, like 10 bucks per month.”

Monica Lewis: Mm-hmm.

Dennis Oz: “Take the full transcription, understand their pain points, and structure your pricing around their pain points—not just what you can deliver.”
And he said, “Oh my God, Dennis, thank you so much.”
And I was offering one of my books. He said, “Is it in this book?”
“Yeah. Take it and go.”

Monica Lewis: That was a great one. Yeah.

Dennis Oz: And also, just like you said—AI is going to give us a lot more capabilities in the future.
Sometimes it sounds scary, but I think we’re going to handle it really well in the upcoming decades.
We’ll see how it goes.
Well—

Monica Lewis: Is there an industry that needs it more than remodeling?
You know, the number of things we have to keep track of, the wide variety of skill sets a business owner needs to have in this industry…
Any hack you can get that’s going to lighten your load and help you automate something—and still have it personalized, still have it read as you—and take a little bit off your plate so you can live a better life…
I mean, I think this industry deserves it.

Dennis Oz: Exactly.

Monica Lewis: We deserve some help.

Dennis Oz: That’s right. That’s right.

Well, that was an amazing ninja hack. It was really helpful, I’m sure, for our listeners.

And folks, we are going to wrap up pretty soon, but I have one last question.
Because we always ask this question to our guests.
I’d like to learn: what’s that one insight you wish remodelers understood earlier in their careers?
For someone who’s really trying to build—maybe they’re starting from scratch—what is that one insight?

Monica Lewis: You’ve got to learn how to communicate well.
You know, communication is your first job.
Your first job isn’t swinging a hammer.
Your first job isn’t designing that thing.
Your first job is communication.
You’ve got to communicate what’s in your head to everybody else and let them know your expectations—let them know where you stand.
If you don’t get that nailed down when you’re small—and you’re still having to deal with a lot of people, right?
You’ve probably still got some trades. You’ve got your clients.
Maybe you have an outsourced accountant or whatever.
You still have this little nest of people that you’ve got to communicate with, and you’ve got to button down those processes as quickly as you can.

Because I tell my team this all the time:
There is no problem that we face that couldn’t have been either avoided entirely, or made less severe, or handled faster—with better communication.
And that has to be top of mind every day:
“Okay, this is going to happen. Who needs to know that? Who do I need to tell? How do I need to tell them? And how is it being received?”
Am I sure they’re understanding what I’m transmitting?

Communication, for sure.
Everybody thinks it’s—
“Oh, I’ve got to design better.”
“I’ve got to sell better.”
“I’ve got to put up more framing.”
You need to be able to communicate before any of that is going to happen.
And so I think that’s the tool that we could all always get better at.

Dennis Oz: Amazing. That’s amazing. Well, one last thing—because just because you’re in there, Monica, I don’t want to let you go.
Come on, sorry. I have questions and questions—just because you mentioned associations like NARI, right?

Monica Lewis: Yes.

Dennis Oz: Why should we go to these chapter meetings?
I’m sure there’s a lot of value there, right?
If someone’s just starting, what do you think is really powerful or beneficial?

Monica Lewis: I love my organizations. I love NKBA. I love NARI—those are the two I participate in the most.
I’ll tell you what—NARI—
When I became Vice President of JS Brown & Company, Jeff created that role for me.
Because prior to that, I had just been a manager.
I’d never been in leadership.
I’d never aspired to leadership.
I hadn’t taken business courses or done all of those things.
But I had a very intimate knowledge of the company.
At that point, I’d been here like 18, 19 years, and he said, “I want you to take a leadership role.”
So we created the VP role, and that’s what I took on.

And right after that, I saw an ad for the NARI Build a Better Business course and NARI accreditation.
That course—and that process of getting our NARI accreditation—changed my confidence from a three or four to like a nine.
I couldn’t have done it without that—
Without that network of people to turn to, to give me guidelines, and say, “Hey, look. Good remodeling companies do this with their accounting. They do this with their marketing. They do this with production.”

And I could go through the list and say,
“Oh, we already do that. Well, we already do that. Oh—we don’t do this. That’s a good idea.”
And I could just really wrap my arms around this company that I already loved but only knew from a certain couple of angles.

Dennis Oz: Right.

Monica Lewis: And it just immersed me in the stuff that I wasn’t as confident in, in the beginning.
And yeah—these organizations aren’t just letters you put after your name, even though I do have a lot of them.
That’s not the value.
The value is in the education.
The value is in the network of people you can call up anytime and say,
“What do you do when this happens? I can’t be the only one this happens to. What are you doing about it when you encounter it?”

It’s invaluable.
It makes you feel like you’re not alone.
And you’ve got people to help you.

Dennis Oz: Wow. Monica, that was an amazing session.
Thank you so much for all the information you shared, all your experiences, and everything.

And I’m sure now, folks—you see, I told you right in the middle of the session—when you bring pioneer people to our show, they share world-class insights, and they share their world-class information.
Because the things that you are maybe thinking are right or wrong—that’s already been questioned by other people.
So you just go there and share that problem with those same people.
That’s why even these broadcasts—
Yeah, this is going to help you.
If you’re just planning to travel from A to B, just plug it in and tune into Remodeler Success Podcast.
You’ll be learning from people like Monica.

Monica, thank you so much one more time.

Monica Lewis: Absolutely.

Dennis Oz: Well, if someone has some sort of question—because we shared so many great things here and sometimes we receive questions—
Is the best way to go to the website, or should they just find you on LinkedIn or Instagram? What’s the best way?

Monica Lewis: Yep—I’m on everything.
But definitely, yes—I’m on LinkedIn: Monica Lewis with JS Brown & Company.
I’m on Instagram and Facebook, Houzz.com, Pinterest.
Our website is jsbrowncompany.com.
Our handle on all the socials is @jsbrownco.
So we should be pretty easy to find.
If you’ve got any questions, I’m happy to talk to anybody out in the field.

Dennis Oz: Thank you so much.
Folks, that was the end of the episode of the Remodeler Success Podcast.
We’re going to see you next time. Goodbye.