June 4, 2024
Police Chief to Entrepreneur with Dr. Richard Weinblatt
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What does it take to lead courageously in law enforcement, academia, and business? Find out as we sit down with Dr. Richard Weinblatt, a retired police chief, former dean at Ivy Tech Community College, and the entrepreneurial force behind Bio-One, a crime, trauma, hoarding cleanup and remediation company in five states
Metro Crime Scene Holdings LLC. Richard reveals how his rigorous training in Santa Fe, New Mexico, and a mindset of giving 150% effort have been pivotal to his diverse and successful career. From bodybuilding discipline to fostering positive corporate culture, Richard shares actionable insights that can transform your approach to leadership.
Throughout this episode, we dissect the principles of commitment and perseverance that have driven Richard's success in law enforcement and beyond. With over 40 years of experience in a wide variety of roles, Richard underscores the importance of strategic problem-solving and treating employees well. He offers a unique perspective on how logical problem-solving skills honed in law enforcement can be seamlessly applied to business management, all while nurturing a team-oriented environment.
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Chapters
00:00 - The Courageous Leadership of Richard Weinblatt
03:37 - Leadership and Success Through Hard Work
13:24 - Life of Entrepreneurship and Adventure
18:45 - Leadership and Courage in Law Enforcement
30:58 - Building a Courageous Leadership Culture
35:39 - Bodybuilding and Leadership in Law Enforcement
42:04 - Courageous Leadership in Phoenix
Transcript
WEBVTT
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I have always had adventures, whether it was a public relations firm I owned in New York City in the 1980s which had some fascinating high-profile clients to the higher ed work, other businesses, some nonprofits I ran law enforcement and then, of course, finally these businesses.
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Welcome to Courageous Leadership with Travis Yates, where leaders find the insights, advice and encouragement they need to lead courageously.
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Welcome back to the show and I'm so excited about today's guest.
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It's an old friend and you're going to be amazed by his philosophy, his experience, the things that he did and the things that he's doing.
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You're going to want to buckle up for this one.
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On today's episode we have Richard Weinblatt.
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He's a retired police chief and previously served as the dean at Ivy Tech Community College, a 200,000 student statewide system based in Indianapolis, indiana.
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He's held more titles than we can mention today, including, but not limited to, criminal justice and business professor, department chair, director, dean, vice chancellor, educational executive, police academy director, trainer, patrol deputy sheriff, and today he's the current president and owner of Metro Crime Scene Holdings LLC, with ownership in six crime scene remediation companies in several stakes, called Bio One.
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Richard, how are you doing, sir?
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Good, good.
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It is nice to see you Dr and Major Travis Yates again.
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Well, listen, I've been called a lot worse and you did not.
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You were one of the first doctors that I knew and you did not warn me about that nonsense, but I'm stubborn, so I stuck it out.
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So here I am.
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Well, you know what the PhD stands for a pile higher and deeper Right.
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And you know what, travis.
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It's the recipe for success, which is basically what what your show and a lot of good shows like this are about, which is how do people become successful at whatever endeavor they're doing?
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And however you measure success, whether it's in a law enforcement arena, a business arena and I credit my time in a border state, new Mexico, first on the border and then as a patrol deputy sheriff for the Santa Fe County Sheriff's Office, just north of Albuquerque, and it was the highest crime jurisdiction I've ever worked.
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I've worked a lot of different places around the country, both as a full-time officer and as a reserve officer, including being a police chief, and that place was like a movie in the 90s and I learned so much.
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And what I learned is kind of like you know, I wasn't in the Marine Corps, unfortunately, but a lot of my Marine buddies have this philosophy, which is the recipe of success, which is just you commit yourself 150 percent to accomplishing it, no excuses, we got to get it done.
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Whether it's bodybuilding that I've been into for 42 years, since I was a freshman in college in 1982 to you know, running organizations such as a municipal law enforcement agency, a college or running businesses like I'm doing now.
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I mean, we've been phenomenally successful in a relatively short amount of time in an environment where most businesses fail in the first year.
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And I bring it all back to my law enforcement background in Santa Fe, where I was in a 2,500 square mile county 20 to 40 minutes away from my backup.
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If I have old police academy students listening here they'll laugh, because they heard that phrase a million times back when I was doing academy stuff and I had to succeed.
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You could not turn tail.
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You know that from your extent in Oklahoma.
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You can't just be like oh you know what, I'm a little outnumbered here, I'll just back off.
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You guys, just you know you take all that marijuana, you take your domestic violence charge, you take all this stuff and you just go have a good day.
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You'll never police in that county or that city again.
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And that's what I knew, not to mention the fact that you know you get pegged and targeted.
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And so you know I had to learn there.
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I can't say my dog ate my homework.
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It's no excuses.
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You have to succeed.
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So when you did your doctorate, you had to succeed.
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You had to put it in a way mentally yeah, it was a lot of work, but it's like I tell people who go through it you have to look at it literally like chapters and you can't look at the whole thing.
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You take off one bite at a time, one foot in front of the other and before you know it you're done with it, right, and you've succeeded.
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And most people can't do that.
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That's why most people are ABD is all but dissertations, and it's the same thing with bodybuilding.
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It's the same thing with running a police department or a sheriff's office.
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It's the same thing running a business.
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You just got to be 150 percent committed, 150 percent engaged and you got to be very thoughtful about what you're people.
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You know I have people that jump into.
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We have a weekly Zoom leadership meeting with all the general managers and the staff in my offices all around the country and people are amazed by the corporate culture and I'm like this isn't rocket science, this shouldn't be that hard.
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I just treat my people well.
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They, everybody goes.
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You make them do a Sunday?
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No, they pick the Sunday morning.
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That's how good they are.
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They realize that Sunday morning was the least likely because we're a 24-7 business, much like a law enforcement agency.
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We're a crime scene and trauma scene remediation company.
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If a loved one God forbid kills themselves or gets killed or has an unattended death as you and I both know, it's called in the business, in your home that is the most traumatic event that you've ever had.
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And, as I would tell people for the last couple of years doing this and even back over 40 years of law enforcement experience look, I do this every day.
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Thankfully you don't.
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We are here to help guide you through this process, because they have no idea how do they file the homeowners insurance claim.
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We'll take care of that for you, you know.
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So that way, hopefully, you have no financial burden on top of all the rest of the emotional burden that you have to deal with and funeral arrangements and everything else overwhelms families.
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It's the worst day of their life, especially if it's a suicide.
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So we just my people are so dedicated and motivated by this.
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They're like Sunday is a time that we least likely have a call.
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Sunday morning they pick the time.
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That's participatory leadership.
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I didn't pick the time.
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I have very little turnover, you know, and it speaks for itself.
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And we have people tell us all the time, clients, guests that have come in to help give us some expertise on an area in the Zoom call, and they'll say wow, you guys are joking together.
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They're friendly all across the country.
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I just had the general manager of Reno meet up with a general manager of our three Arizona offices Glendale, scottsdale and Phoenix, and Flagstaff in Northern Arizona, and they went to fentanyl training in Virginia.
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Well, they're best buddies but they already knew each other through the Zoom thing.
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Now they're really inseparable and we joke with them all the time.
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But it's a corporate culture that you build.
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That's what leads your success.
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People go how do you make money?
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Because some people, obviously that's their definition of success and you and I both know there are different definitions of success and it's a very personal decision what you consider success.
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Some people consider making money success.
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They're like how do you make money with a business like this?
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You have the best people, you empower them, you train them, so they're professionals, you have their back.
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If they get in trouble, you back them up, which is something we do not see in a lot of law enforcement agencies today, unfortunately, as you and I both know, and the money just follows.
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The five-star reviews follow.
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Richard, and you said so much there and you're right.
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I think we live in this culture where we think success is overnight.
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And I'm going to go from a street cop to a chief, I'm going to do my doctorate in this and that.
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But you're right, it's piece by piece by piece.
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It's getting up every day doing the right things.
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You can't beat hard work.
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Hard work beats talent.
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All day long we see the success of that and I have to think that your law enforcement background, as you said, sets you up because I tell this to law enforcement all the time Like law enforcement is almost brainwashed to think this is all you can do.
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But there's a big problem solvers, and you can apply that anywhere Business you know there is a certain amount of logic that you have to have.
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One of the things I saw I've worked academia and I've worked the law enforcement side of the business side.
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One of the things I saw in academia is you could have different measures of intelligence people that were super intelligent, that could put together doctoral dissertation, can write peer-reviewed journal articles, all sorts of really, really high-level, high-thinking stuff but they can't work their way out of a paper bag and you've seen that before.
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Right?
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How many PhD criminal justice professors are teaching criminal justice classes in some of our universities?
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And I'm not saying all of them.
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Some of them are very good, but there are some that it's like if you put them into a patrol car, they could not think logically how do I solve this person's problem that's in front of me, right?
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One of the other things that's come out of this is you become an excellent communicator because you learn to listen and you learn to read body language.
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I have watched cops and live PD and all those shows for years and I'll watch it with family or friends and I'll say that guy is about to run, this officer lost control of the scene already and they're like what do you mean, and sure enough, and you've seen it.
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Two seconds later, the person runs.
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How do you mean?
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And sure enough, and you've seen it.
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Two seconds later, the person runs.
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How do you know?
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And I'll back up the DVR and I'll break it down frame by frame.
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You see where he was, target glancing.
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Watch the body language.
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Was he looking at the officer's firearm?
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Was he looking over his shoulder at a field where he's going to run?
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Is he looking at a buddy?
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He's thinking, hey, you going to jump with me, right?
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What's he doing?
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Watch the eyes Remember Buck Savage, right?
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Oh yeah, dave Smith, yeah, he's there in your backyard right now, him and Betsy.
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Brantner Smith right.
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You know the Buck Savage character rookie always watch the hands, right, it's true, you watch the hands, you watch the eyes.
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That has made me into an excellent negotiator.
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When I'm negotiating with clients, especially if they're being difficult and they're giving our general managers a hard time, I can step in, usually on a Zoom call or a phone call, even if I'm not present physically in that state, and I can usually smooth it over.
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We are experts at negotiating, at de-escalating, at reading people's body language, seeing what is this really about, what do they really want?
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How do I get them to merge what they want with what I need to happen?
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That's what I mean.
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I remember when I was running police academies and I was a police chief, I would have, you know, young, young, I say kids.
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You know, to you and me they're kids, right, but I, you know young men, young women.
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That would be like no-transcript, but that's what helps us learn.
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I credit all that to my time in Santa Fe.
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It wasn't like I was in high school and say, hey, you know, my dog ate my homework.
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Oh well, no problem, you get an A for effort.
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I mean, there is no A for effort when you're standing with a guy who's drunk and has a gun, 40 minutes from your backup, and you're the only thing that separates him from freedom and he has nothing to lose, right, right.
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And so you have to know how to handle this person, and I'm not just talking physically.
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You have to know how to talk with them, because the best fight to be in is the one that you're.
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Yeah, man, I mean I'm so glad you said that, because I talk to cops probably on a weekly basis and I've got to spend a significant amount of time of convincing them of what you just said, of the skills they have and what they can do with it, because they're so put in a box and I got to ask you.
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So obviously you've lived several lives here and we don't have time to go into all of it.
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It's so fascinating.
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I'm so glad you came on, but you've got to tell me you know, uh, the business you're in now, uh, how did that come about?
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I mean, obviously you were in a, you were in law enforcement, you were in education for a number of years, Uh, and, and then you found yourself where most people are looking to maybe retire right which I don't believe in, I know you don't believe in it and you find yourself getting into into bio one, being a business owner expanding quickly.
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You turn that around quickly.
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How did that interest come about and what were some of your challenges when you started?
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out.
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So so that's, that's a great question, travis.
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It was very interesting.
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So I have never had a job, I have always had adventures, whether it was a public relations firm I owned in New York City in the 1980s which had some fascinating high profile clients to, you know the higher ed work.
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You know other businesses, some nonprofits I ran law enforcement and then, of course, finally, these businesses COVID happened.
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Everything shut down.
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I'm a guy, I joke with people.
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I don't have any real vices.
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I drink very, very little.
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I don't use drugs, I don't gamble.
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I don't hang out and watch porn.
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I don't hang out and watch video games.
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Um, you know I, I can't sit there for hours watching YouTube like the young kids can today.
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Um, I don't watch Tik TOK.
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I mean, I don't, I don't get into any of that stuff.
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So I had seven gym memberships, because you know different atmospheres for different, different types of bodybuilder people and different gyms.
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You know everything from an LA fitness national membership you know to you know Iron Valley Barbel in Indianapolis, where it's an old-style powerlifting gym.
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How about that one where they give you pizza?
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You weren't a member of that one, were you?
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Which one?
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That one, what was that?
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Planet Fitness?
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You don't remember Planet Fitness, do you?
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Yeah, yeah.
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Actually, actually I do have.
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That was one of the seven memberships.
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I do have a Planet Fitness black card not to work out there, but in indianapolis there's no sun in the winter.
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Yeah, so I would use the tanning beds there because you know all bodybuilders they got the red lot and all that other stuff.
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That was the only reason I use that.
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But yeah, I, I, I kind of quietly omit the planet fitness one because I'm kind of embarrassed by it don't drop the weights.
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But but that was, that was.
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Those are my advice.
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Well then COVID happened and everything shut down, work, gym, everything.
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And you know my, my son observed.
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He was like, oh my God, this is like the most depressed I've ever seen you.
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You have aged overnight.
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And then, once I started thinking I've got to find an adventure, this is clear to me.
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This is almost like a forced retirement.
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Obviously, I can't retire.
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I'm like you, travis, it's not going to work.
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I need another adventure.
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My life has been an adventure, one after the other after the other, and so I kind of put feelers out.
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I had a business broker out of Las Vegas contact me in Indianapolis and say, hey, with your background, we have an interesting business called Bio One.
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It's a franchise, you know, like McDonald's.
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You might want to buy into it.
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So I looked at it and I did, and my son made the additional observation.
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My son, michael, said by the way, the last time, I think.
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I don't even want to ask how old Michael is, because I remember him as a little kid hanging out with you.
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I bet he's a lot bigger than that now.
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He's 22 years old, he is six foot three I am not six foot three, by the way, so he towers over me and he finished his bachelor's degree in business at Indiana University and he's now in the same MBA program.
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I have a couple of master's degrees.
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One of them is a master of business administration from the University of Southern Indiana, so he's in that program now.
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Well, I'll catch up to you.
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I'll catch up to you.
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My 24-year-old got his degree in business last year and my 21-year-old is entering Oral Roberts University after just getting his associate's degree.
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So they're getting big too.
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They're getting bigger too.
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That's good, and Michael works full time for me.
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Now here's the interesting thing.
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You know, I did not want him to be the typical boss's son, you know.
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So for the first year, we started Bio One Indianapolis operations October of 2021.
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And we did really, really well in 2022, our first full year of operation, which is highly new for any business, let alone a bio one.
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So that was interesting.
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But I had Michael ride on the trucks until not too long ago, and then he became director of administration.
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Now he's learning the back end of the business, but I didn't want him to be the spoiled boss's son.
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I said no, you're going to go in the truck.
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Well, that's the Donald Trump rule.
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Right, You're going to shovel.
00:17:31.882 --> 00:17:33.320
He made his kids start at the bottom.
00:17:33.320 --> 00:17:37.465
They say Trump made his kids start doing bottom level work before he moved them up.
00:17:38.756 --> 00:17:43.896
Yeah, you can't, because the problem is I do him no service.
00:17:43.896 --> 00:17:47.962
If I coddle him Someday he's going to be responsible for all this.
00:17:47.962 --> 00:17:49.805
You know different bio one owners.
00:17:49.805 --> 00:17:52.347
There's about 140 bio one officers around the nation.
00:17:52.347 --> 00:18:01.652
I own seven of them Um, and which, which is the largest by far of anybody the next you'll see is a handful to have three.
00:18:01.652 --> 00:18:12.063
Most have one Um and so I appreciate bio one and the leadership the president, danessa Taya, and the leadership for having faith in me, because they don't approve that so easily.
00:18:12.063 --> 00:18:16.122
They don't want you to implode, so I appreciate them having faith.
00:18:16.122 --> 00:18:20.257
They saw my track record and how I turned these offices around pretty quickly.
00:18:20.257 --> 00:18:23.063
We bought Reno, for example.
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Reno, nevada, northern Nevada.
00:18:25.268 --> 00:18:27.199
Lots of work in Reno, by the way.
00:18:27.199 --> 00:18:28.162
I've been to Reno.
00:18:28.162 --> 00:18:30.196
Yeah, yeah, yeah Actually it's a great office.
00:18:31.078 --> 00:18:35.888
The prior owner had it for six years, did not make any money on it.
00:18:35.888 --> 00:18:38.137
We bought it November 1.
00:18:38.137 --> 00:18:42.896
By December we turned an operational profit and we have every month since then.
00:18:42.896 --> 00:18:45.462
It's the fastest turnaround in any bio.
00:18:45.563 --> 00:18:50.269
That's an incredible story and we can apply it to law enforcement right when you look at crime rates and the metrics we look at.
00:18:50.269 --> 00:18:51.173
How did you turn?
00:18:51.193 --> 00:18:54.667
that around so quickly, and you're right, but it's a little more complicated than that.
00:18:54.667 --> 00:19:16.006
Just can't go into an area that has a high crime rate because, even though we're a community service, we are still a business and we have to have positive cashflow in order to survive right, just like anybody in the real world, and so you have to have things like a base that has homeowner's insurance available to them, so the homeowner's insurance pays.
00:19:16.006 --> 00:19:35.507
When we work directly, we'll initiate with the insurance claims adjusters and we'll try to make it as easy as possible for the homeowner, both logistically as well as financially, so that crime scene and trauma scene remediation is paid for by the know, by the premiums that they are what was the secret if it was losing money and you immediately were able to turn it around?
00:19:35.934 --> 00:19:37.402
What was the key difference?
00:19:38.494 --> 00:19:42.446
Well, we were very, very aggressive, very customer service focused.
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If somebody wanted us to come by, we were there in 20 minutes.
00:19:47.247 --> 00:19:49.502
Whatever the driving time was, we were there.
00:19:49.502 --> 00:19:55.135
They also had a couple of talented guys, clay Rossini and Colton Combo, the manager and assistant managers.
00:19:55.135 --> 00:19:59.267
I've made them in Reno and their hands were kind of tied and they were micromanaged.
00:19:59.267 --> 00:20:06.080
Now once we spent a month bringing them up to speed, coaching them, kind of saying no, when you come out and do an estimate, you do the estimate right away.
00:20:06.080 --> 00:20:11.335
You don't wait and send the estimate two or three weeks later in writing, all sorts of things like that.
00:20:11.434 --> 00:20:16.384
You do this little thing called empowerment right, a whole leadership concept where you trusted your people and tell them to do a great job.
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Yeah, and now, in the very beginning.
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Obviously they go someplace, come out to the car.
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We have apps where we can look at the pictures together and stuff like that in real time.
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I'm talking to them as they're sitting in the car and I'm sitting in my interceptor.
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