Kyle Ray managed to transform what once began as a modest side hustle—cleaning windows in his spare time—into a thriving enterprise generating six figures annually. His achievement did not stem merely from the physical act of washing glass but from a distinctive business philosophy that combined an innovative pricing model with what he proudly describes as offering ‘unreasonable hospitality.’ In essence, Ray built far more than a cleaning company; he shaped a people-centered organization defined by customer delight and an emphasis on personal growth.
When asked to describe his line of work, Ray consistently avoids referencing windows or home maintenance services. Instead, he views his enterprise as a living classroom for professional and personal development. ‘We’re not a window-cleaning company; we are a training facility that develops people,’ he told Business Insider. For Ray, success lies not only in polished panes but in polishing the potential within his employees. His ultimate aspiration is straightforward yet profound—to ensure that every individual who joins his team leaves more capable, confident, and prepared for whatever ambitions they pursue.
This emphasis on personal advancement commences from an employee’s very first day. Upon hiring, Ray meets personally with each newcomer to discuss long-term objectives and to construct a thoughtful five-year roadmap. He introduces this conversation with a guiding metaphor: no one would embark on a journey in an airplane or step into a rideshare without knowing a destination, so it makes little sense to begin a new job without direction or intent. By encouraging new hires to visualize where they hope to be in several years—whether still at Geek Window Cleaning or beyond—Ray helps them connect purpose to action. He explains that if his company serves merely as a stepping stone toward their greater passions, he wants to ensure it is one that equips them with practical skills, discipline, and confidence that endure long after they move on.
Ray originally founded Geek Window Cleaning in 2007 while still balancing work as a bartender and restaurant server. What began as an entrepreneurial experiment gradually evolved into a fully operational business serving hundreds of clients across Houston and Austin. The company now employs a well‑structured staff, primarily composed of sales representatives and field technicians, each of whom follows a carefully defined progression system. Every new hire starts at ‘Tier 1’ and, through consistent performance and demonstrated mastery, can climb through successive levels—ultimately reaching ‘Tier 4,’ where leadership and mentorship become central expectations. Compensation increases accordingly with each tier, reinforcing a merit-based culture centered on growth and skill acquisition. Ray frames this internal ladder not just as an incentive system, but as a tangible illustration of how personal effort translates into both professional and financial advancement.
To complement hands-on experience, Ray integrates a structured reading program into each stage of an employee’s development. He believes that true growth demands an expansion of both technical proficiency and intellectual understanding, so he assigns a curated list of books that each person must complete before qualifying for promotion. Separate lists exist for technicians and sales representatives, reflecting the different competencies essential to each role.
For entry-level technicians at Tier 1, the assigned reading is *Eat What You Kill* by Sam Taggart—a book initially intended for sales professionals. Ray purposefully introduces it to his technical staff to underscore that even those primarily focused on manual service can and should master the art of selling. As technicians interact directly with clients during home visits, opportunities often arise to suggest additional services, thereby providing added value to customers and boosting income through commissions. By learning sales principles early, technicians develop confidence and a proactive mindset toward business growth.
Upon reaching Tier 2, technicians read *Raving Fans* by Ken Blanchard and Sheldon Bowles, a book that aligns perfectly with Ray’s commitment to ‘unreasonable hospitality.’ Through this text, employees learn how exceptional service can transform merely satisfied clients into enthusiastic advocates who cannot wait to share their positive experiences. Ray uses the lessons in this book to instill a standard of care where technicians go above and beyond expectations—creating memorable moments that ensure customers’ loyalty and referrals.
At Tier 3, technicians are introduced to *Extreme Ownership* by Jocko Willink and Leif Babin. These authors, both former Navy SEAL officers, teach principles of accountability and leadership under pressure. Ray considers personal responsibility one of the cornerstones of his company culture. He reminds his team that when they arrive at a job site, they own that environment and every outcome within it. By adopting the ‘extreme ownership’ mindset, technicians learn to take initiative, accept mistakes as opportunities for improvement, and set the standard of excellence for their peers.
Finally, Tier 4 technicians study *The Culture Code* by Daniel Coyle, a book exploring how world-class organizations build enduring, cohesive cultures. At this stage, Ray’s employees are not only exemplary performers—they are mentors expected to model and strengthen the company’s values. Hiring decisions at Geek Window Cleaning center on cultural fit and alignment with shared principles, so by the time a worker reaches Tier 4, they are entrusted to help newer hires integrate those values as well. For those who eventually move on to new roles outside the company, Ray believes the lessons of *The Culture Code* give them a competitive advantage, providing insight into how great teams collaborate and sustain excellence.
The sales team follows a parallel but distinct reading structure. For them, professional development begins with *Inner Excellence* by Jim Murphy. Ray selects this as the Tier 1 requirement because sales—especially door-to-door selling—demands exceptional mental resilience. Early sales representatives learn that achieving success in this demanding environment depends far more on mindset than technique. By cultivating focus, confidence, and emotional stability, they equip themselves to handle the inevitable rejection that accompanies the role.
For Tier 2, sales personnel also read *Eat What You Kill,* a versatile guide to mastering persuasion and closing deals. Its inclusion reflects Ray’s belief in consistent foundational skills across departments and reinforces the importance of initiative, communication, and follow-through.
Once sales representatives progress to Tier 3, they read *The Illusion of Money* by Kyle Cease, a book that shifts attention from merely earning income to finding purpose and meaning in work. Ray explains that while door-to-door sales can be extremely lucrative, true satisfaction comes from viewing money as a tool for freedom and contribution, not as an end in itself. The company compensates sales representatives generously for their efforts, yet Ray encourages them to measure success through purpose-driven achievement rather than financial figures alone.
At Tier 4, senior sales representatives advance to reading *Dare to Lead* by Brené Brown, who explores the emotional courage and authenticity required to guide others effectively. These top-performing employees begin managing their own teams, and Ray wants them to embody vulnerability, empathy, and integrity—the hallmarks of trustworthy leadership. Through this reading, they learn to empower others while maintaining accountability and compassion.
Ray notes that both the reading lists and the company’s learning framework are dynamic, evolving as he continues his own educational journey. For example, he is currently reading *Unreasonable Hospitality* by Will Guidara, a book that mirrors his own guiding philosophy and may soon join—or replace—existing titles on the list. A dedicated reader himself, Ray commits to finishing at least one book every month, viewing this habit as an indispensable ingredient in entrepreneurial success. To him, continuous reading represents the ongoing expansion of one’s ability to think strategically, empathize with others, and innovate effectively. As he often advises fellow entrepreneurs, the most successful business leaders are perpetually learning—because growth in business begins with growth in the mind.
Sourse: https://www.businessinsider.com/an-entrepreneur-shares-his-top-business-sales-and-leadership-books-2025-10
