At Sasquatch Contracting, we’ve built a reputation on construction, but the journey to launch a home maintenance division called Yeti was anything but smooth. CEO Mary Peters recounts a three-year struggle marked by two failures, a pivot to a subscription model, and a leadership shift that finally made the venture work. “We’re not just building houses; we’re building a brand,” she says, emphasizing the need for consistent systems, data-driven decisions, and the right person in charge.
Early Missteps and Leadership Gaps
The first attempt to launch Yeti ended quickly. Mary Peters tried assigning the project to Bob, a talented employee, but he lacked the business acumen to run it. “I put a great person in the wrong seat without any support,” she admits. When she took over herself, juggling Sasquatch and another business, Yeti fizzled again. “I didn’t have the bandwidth,” she says, emphasizing the lesson: “If you’re going to start a new division, build a plan and find the right person to own it.”
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Failing twice strained relationships. Property managers who had tried Yeti before were hesitant. “We had to go back and say, ‘Remember how Yeti didn’t work last time? Give us one more shot,’” Peters explains. Transparency and accountability helped. She owned the failures, introduced new systems, and eventually earned another chance.
A Subscription Model to Stand Out
Yeti’s third try succeeded with a unique offering: a home maintenance subscription. Four times a year, Yeti technicians check crawl spaces, roofs, filters, and fire extinguishers. “Clients love it because it’s proactive,” Peters says. The subscription model made Yeti “sticky,” ensuring repeat visits and differentiation in a crowded market.
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Clear boundaries between Sasquatch and Yeti also helped. “If a project needs a project manager, it goes to Sasquatch. If it doesn’t, it goes to Yeti,” Peters explains. This division kept Yeti lean and Sasquatch focused on complex work, avoiding internal clashes.
The Power of the Right Leader
The turning point came with Jo Burgoon, a leader with a track record of tackling challenges. “She made history in the Treasure Valley by building the first container home,” Peters says. Jo’s ability to handle zoning codes and secure insurance for unconventional structures made her the ideal fit for Yeti. “She charges at challenges with clarity and grit,” Peters adds, highlighting Jo’s role in Yeti’s success.
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With Jo in charge, Yeti adopted repeatable systems—scripts for door greetings, email templates, and checklists. “If a client has a bad experience, it’s usually because someone skipped a step,” Peters notes. Data and processes became the backbone of the division, ensuring consistency across teams.
Expanding the Vision
Now, Yeti runs smoothly, with plans to expand beyond Boise. Peters emphasizes that the brand’s fingerprint—solution-based, open, and employee-first—extends to every job, truck, and shirt. “We’re not just building a division; we’re building a brand that lasts,” she says, reflecting on the journey from failure to success.
