Two former college students, Nick and Omar, built a national brand by hauling away items people no longer wanted. They started with a borrowed cargo van and a few flyers. Today, the company crosses $300 million in annual revenue and supports dozens of franchises. Their story shows how a simple service, delivered with sharp branding and strong systems, can scale far faster than most expect.
Their journey offers practical steps for anyone considering a moving or junk removal venture. It also shows how leaders can grow from doing every task themselves to running a large organization. The path included a playful name, steady pricing, a heavy focus on training, and strict attention to numbers. Along the way, they faced two major economic shocks, learned how to advertise the right way, and turned their business into a vehicle for community impact.
The Origin: A Borrowed Van and a Bold Name
The business began with almost no cash. Nick and Omar borrowed a beat-up cargo van from a family friend. They lived at home, kept overhead low, and printed basic flyers. When they bought their first truck, their parents co-signed the bank loan. That allowed them to park the truck at home, take early jobs, and learn fast.
The company’s name, College Hunks Hauling Junk, came from Omar’s mother. She joked that they could be “college hunks who haul junk.” The phrase stuck. It was unusual for the industry and easy to remember. The founders liked that it broke the pattern of what people expected in moving and hauling. Over time, the name became a talking point, a visual identity, and a national brand.
From the start, they leaned into the fun side of the brand while building strong operations behind it. The trucks became the face of the company. A single truck, parked in the right place, could look like a fleet to a busy commuter. Nick described how callers would say, “I see your trucks everywhere,” when there was only one.
From Summer Project to Full-Time Leap
Before graduation, the pair wrote a business plan. It won an entrepreneurship contest and boosted their confidence. Even so, both took traditional jobs after college. That did not last. Nick emailed Omar to say the path was not for him. Omar replied in all caps. His timeline was “RIGHT NOW.” They resigned and went full-time.
Family support helped. Nick’s father noticed the energy and belief his son had in the idea. That mattered more than the industry itself. Nick often says they were not in love with hauling junk. They were in love with building something of their own. They cared about the experience, the team culture, and the brand. That passion was enough to push them through fear and doubt.
“Don’t let the doubters hold you back. Find people who will champion you.”
How the Business Makes Money
The model is simple. Junk removal is priced by volume. Crews quote a fee based on how much space items fill in the truck. Prices vary by market and job difficulty. A single item may run around $99 on the low end. A full truck can reach $500 to $600 or more. Moving services are priced by the scope of the job, including packing, loading, transport, and unpacking.
Gross margins in junk removal typically target 25% to 30%. Costs include disposal fees, labor, and fuel. Some jobs are easier, like a garage cleanout. Others require removing items from attics or basements. Moving jobs can produce high demand and steady bookings, though the margin is often tighter than junk removal. Nick notes that junk removal has more alternatives for a homeowner. Moving has fewer real options. People either move themselves or hire a team.
To help people get started, Nick shared a low-cost approach. With $500, rent a truck and spend the rest on simple, local marketing. Use Facebook Marketplace, Craigslist, low-cost signs, and flyers. Knock on doors. Visit realtors and property managers. Get that first set of jobs, then reinvest. As early income comes in, upgrade equipment and expand reach.
- Common minimum fee: $99 to $150 for a two-person team and truck arrival.
- Volume-based pricing: a quarter-load to half-load might cost $200 to $300.
- Target gross margin: 25% to 30% for junk removal.
Marketing That Works and Doesn’t Work
In the early years, they tested many paths. One looked promising on paper: billboards. The trucks already functioned like mobile ads, so real billboards seemed like a logical step. In practice, the cost per lead was too high. The company pulled back and focused on positioning trucks in visible locations for free exposure.
Word of mouth was the most efficient channel. Parking trucks in high-visibility areas moved the needle. So did flyers, door-knocking, and referral relationships. They also invested in digital advertising. Google Ads turned out to be a key source of leads. The team warns that paid search is crowded and requires constant tuning. Keywords, match types, and landing pages need ongoing attention. It is not a set-and-forget exercise.
They also track key targets. Ad spend sits near 10% to 15% of revenue, though it was higher, being around 30% when the brand was new. Cost per lead often falls between $50 and $100, with a goal to convert those leads into paying jobs in the $100 to $150 acquisition range.
Another thread runs through their marketing: clarity and consistency. Every touchpoint must align. From the first phone call to the moment the crew arrives, small details shape the experience. Nick distills their philosophy into a three-word rule.
“Always be branding.”
Branding also helped a small business feel bigger. They bought a memorable phone number and plastered it on the trucks. Behind the scenes, it rang through to a cell phone. When a driver complaint came in, Nick would answer as “management,” apologize, and promise to fix it. They acted like the company they aimed to become, without crossing the line into false claims.
Expanding From Junk Removal Into Moving
The company began with junk removal. Customers, however, kept asking for help moving. At first, Nick and Omar declined. As the housing market dipped around 2008 and 2009, they rethought the idea. The country faced an economic shock, but people still needed to move. They decided to offer both services to increase demand and serve more needs.
Adding moving created a broader service line. It allowed crews to stay busy through seasonal swings. For clients, one call could solve different problems: clear out the garage, take items for donation, and handle the move. This shift did not require reinvention. It was an extension of their trucks, labor model, and training playbook.
The founders are honest about the tradeoffs. Junk removal can produce higher margins. Moving tends to have steadier demand. Both rely on a reliable team, a clean process, and fast scheduling. Both also benefit from an upbeat brand and a consistent script when speaking with customers.
Systems, Training, and the “Let-Go” Moment
During year one, the founders did everything. They drove the trucks, hauled items, answered the phones, and handled disposal. A mentor suggested they read The E-Myth Revisited by Michael Gerber. The message landed. They had to shift from working only in the business to working on it.
They began documenting steps and building processes. Scripts for the call center. Checklists for jobs. Training for on-time calls. Rules for quoting prices on arrival. When they found friction, they wrote a better step and taught it to the team. That gave them the confidence to hire, delegate, and scale. It also made a second truck and a second location possible.
“Give up control to get control. You can’t scale if you do every task yourself.”
Training sits at the core of quality control. The company expects teams to call before the arrival window for every job. That single step lowers stress for customers who worry crews may not show up. Training is not a one-time event. It needs to be ongoing. Nick repeats a simple line to his staff: if you aren’t training, you aren’t gaining.
Keeping Customers Engaged
Junk removal can be a one-time service. But many clients have recurring needs. A garage cleanout in spring. Old patio furniture replaced in summer. A move in the fall. The company aims to stay useful across these moments. That requires clean data, friendly follow-ups, and consistent service. The team wants repeat and referral business to reach 30% to 40% of revenue over time.
They also focus on creating fans. A tidy truck, a clear quote, a cheerful greeting, and a follow-up message shape the memory of the job. People remember whether crews handled items with care. They also remember if crews made the process easy.
Managing Through Crisis
Two periods stand out: the housing downturn of 2008–2009 and the COVID period in 2020. Both slowed growth. During those times, the company moved sideways rather than up. Nick says this forced them to sharpen skills. They became more resilient and resourceful. They tuned operations, kept their staff focused, and used the down period to get stronger.
When demand returned, they were ready. Processes were tighter. Leaders were more experienced. The company had learned how to operate with discipline, which made the rebound more powerful.
The Metrics That Matter
Nick checks one metric every day: leads. Every other result, like booked jobs, revenue, profit, depends on what enters the top of the funnel. The team manages the whole funnel with that mindset. They look at cost per lead, conversion rate, average ticket, and margin. They watch repeat rates and referral rates. They align ad spend with what each market can handle. Over time, they aim to lower marketing spend as a share of revenue by building a larger base of loyal customers.
Their year-by-year results show the impact of staying on those numbers. In 2005, they generated about $500,000. Today, they approach $300 million. Over the long run, that implies roughly 30% year-over-year growth, with flat stretches during the downturns. It is an uncommon result for a simple service. It happened because a simple service was managed with care.
Publicity, Media, and a National Presence
Television appearances helped boost awareness. Early on, the founders answered an ad seeking business owners for a new show. It turned out to be the pilot of Shark Tank. The offer they received required giving up part of their main company, so they passed. Still, the exposure mattered. It helped the brand reach a national audience, supported franchise interest, and gave customers a story to remember.
They later appeared on other shows. Some brought a short spike in web traffic, but the larger value was brand lift. Team members enjoyed the visibility. Franchise owners used clips in local marketing. Even years later, re-runs send new visitors to the site.
Leadership, Culture, and “Sesame Street vs. Wall Street”
Nick and Omar run the company with a clear approach to culture. They call it a balance between “Sesame Street and Wall Street.” If a company focuses only on money, trust breaks down. If it only focuses on being friendly, performance slips. They aim for a mix: kind to people, strict on results.
“We’re cold on the numbers. We’re warm on people.”
Core values guide who gets hired, promoted, and recognized. Their four values are Building Leaders, Always Branding, Listen Fulfill Delight, and Fun, Safe, Winning Team. They repeat them often. They use them as a check when coaching and when making tough calls. The team says the values should live in behavior, not just on a wall.
Accountability is part of that culture. When a team member is missing targets, leaders sit down for a direct talk. Sometimes it leads to more training. Sometimes it suggests a different role. The goal is not punishment. It is respect for the person and the promise made to customers.
Personal Brand and Community Impact
Nick believes leaders should build a personal brand. It does not require millions of followers. It requires a clear voice, a steady presence, and useful insight. He has used platforms like LinkedIn and community events to position himself as a steady leader in his field. This presence has brought speaking invitations, local recognition, and trust during local recovery efforts.
The company also invests in community programs. It donates two meals for every completed job through a partnership with US Hunger. The program has crossed five million meals and continues to grow. The company also provides free moves for survivors of domestic violence. Nick ties the giving to a core belief: a company needs healthy margins to fund its mission. With sound finances, it can serve more people and do more good.
How to Start on a Shoestring
Nick often gets asked how to launch with very little money. He gives a step-by-step plan. Borrow or rent a truck. Use low-cost advertising to book jobs. Keep overhead near zero. Live at home if possible. Reinvest early profits into equipment and marketing that pays back quickly. Visit real estate offices, storage facilities, and property managers. Offer same-day quotes. Use clean uniforms and polite scripts. Generate social proof by asking satisfied customers for reviews.
- Start with junk removal before adding moving.
- Charge a clear minimum to cover arrival and labor.
- Price by volume and stick to the quote.
- Ask for reviews on every completed job.
He also recommends choosing junk removal first if funds are limited. Labor is cheaper. Jobs are shorter. Fewer things can go wrong. In some cases, items hauled away can be resold or donated for a tax receipt, creating extra value. He urges founders to get comfortable selling. Sales is not a trick; it is a promise to solve a problem. A clean pitch and a clear price can go a long way in a service business.
Franchising, Headquarters, and Team Scale
The brand now supports franchise owners across the country. The headquarters team includes roles in sales, support, coaching, finance, and marketing. The company once ran a large, in-house call center in Tampa. During the pandemic, the center moved to a fully remote model, which they kept. Headquarters still serves as a hub for training, systems, and field support.
When the time came to choose a base, the founders left the high costs of the Washington, D.C., area and moved to Tampa. The city offered a supportive business environment, affordable office space, and a strong community of peer groups. Networks like YPO and EO helped the founders learn from other leaders and share best practices.
Money Rules: Paying Yourself and Watching Costs
Like many founders, Nick and Omar did not pay themselves at first. A mentor pushed them to change that habit. Six months in, they started taking a paycheck. Nick suggests a benchmark for first-time founders: consider paying yourself around 10% of revenue, especially if you are doing most of the work. That amount can adjust as the business grows. The point is to make sure the business serves the life you want, not the other way around.
He also warns against big ad buys too early. High-cost channels can burn cash before the brand is known. Start with local presence, word of mouth, and targeted digital ads. Build reviews and referrals. Add larger spends later when tracking and results are consistent.
Books, Mindsets, and Lessons Learned
The founders credit a few books with shaping their method. The E-Myth Revisited helped them systematize. Purple Cow by Seth Godin pushed them to stand out in a crowded field. Traction by Gino Wickman and Good to Great by Jim Collins guided their strategic planning and leadership habits.
From The E-Myth Revisited, one idea stands out: people do not fail; systems fail. Hire good people. Give them clear steps and good tools. Update those steps as you find better ways. Document everything. Repeat what works. Remove what does not.
Another lesson is to rethink advice about passion. Nick says pure passion can be misleading. In college, he loved basketball. That did not mean he needed to build a basketball venture. He found meaning in building a team, serving customers, and creating leaders. He found energy in the act of building itself. He urges would-be founders to focus on purpose. If the work makes a difference and the brand treats people well, pride will follow.
Partnership, Disagreements, and Trust
Business partnerships often struggle. Nick and Omar have made theirs work for two decades. They credit aligned values, a shared vision, and open communication. Disagreements happen. They do not let resentment linger for more than a day. They return to the mission. They speak plainly and move on. That habit has preserved trust through many hard calls.
Scaling With Discipline
The business grew from half a million dollars in the first year to a national operation. Private equity firms have approached them with offers. The founders are not ready to sell. Nick believes the company still has much more to do. He points to a focus he calls “potential maximization.” The idea is simple. Leaders should seek to become their best selves. Teams should be pushed and supported. The brand should aim to make a larger impact each year. That mindset keeps the foot on the gas without losing the people-first feel.
From Humble Beginnings to National Icon
The company’s headquarters holds reminders of the early days. The original cargo van door sits on display, along with the driver’s seat. It is a symbol of how far they traveled from that first summer. The founders also collect memorabilia, timelines, and press clippings. These items celebrate milestones and teach new team members how the brand came to be.
In a lighthearted nod to the company’s identity, they marked their twentieth anniversary with a private concert by Ludacris. The rapper’s hit “Move” had been an unofficial soundtrack in their early years. That celebration grounded the team in both their roots and their progress.
Practical Steps for New Operators
Here is how someone can get their first ten customers without breaking the bank. Rent a clean truck and buy a basic set of hand tools and dollies. Print clear, simple flyers with pricing ranges. Place temporary yard signs at legal, high-traffic spots. Post locally on Facebook Marketplace and Craigslist. Show up in uniform. Answer calls fast. Offer same-day or next-day service. Ask every happy customer for a review on the spot. Thank them, and leave a card.
Attend open houses and drop off introductions at real estate offices. Visit storage facilities. Speak to property managers and landlords. Let them know you will handle everything in a single visit and leave the space swept clean. Price fairly and explain the volume system on arrival. Charge a minimum, then scale up based on the truck space used.
To keep costs in line, use your truck as a moving billboard. Park it where people will see it without paying for a sign. Name and logo should be readable from a distance. Keep gear organized and your crew polite. The details build trust and bring repeat work.
Advice for Anyone Hesitating
Many people ask the same question: with several moving companies in town, is there room for one more? Nick says yes. He and Omar did not invent moving. They wrapped a familiar service in a fresh brand and a sharper experience. Most markets have room for a provider that is more reliable, kinder to customers, and faster to respond.
For those sitting in a desk job and doubting themselves, Nick gives direct advice. Start small, learn fast, and work with urgency. Surround yourself with people who cheer you on. Ignore those who mock the idea. Success in simple services often comes down to grit, patience, and daily discipline. Build the habit of showing up for the next job, every day.
“If we could do it with a borrowed van and no money, you can do it too.”
The story of College Hunks Hauling Junk and Moving proves that “uncool” businesses can become giant brands. The work is not glamorous, but the need is constant. With friendly service, consistent training, and a playful identity, two graduates built a company that moves thousands of families each year, creates jobs, and gives back to the community. Their playbook is simple: keep overhead low, focus on leads, train every day, and stand out with a name people remember.
For founders who want a clear path to a profitable service business, this path is within reach. Rent the truck. Knock on doors. Answer every phone call with a smile. Build the systems that allow a second truck to run without you. Keep your values front and center. Be strict on performance and kind to people. In time, a small operation can grow into a brand that customers trust and employees love.
Frequently Asked Questions
Q: How much money is needed to start a small junk removal service?
Many operators begin with a few hundred dollars. Rent a truck for a day, buy basic supplies, and spend what remains on local posts and flyers. Book the first jobs, collect payment, and reinvest in more rental days and better tools. As cash flow grows, consider buying a used truck to lower ongoing costs.
Q: What is the simplest way to price jobs in the beginning?
Use volume-based pricing with a clear minimum. Quote a minimum to cover arrival and labor, then increase by how much space items will occupy in the truck. Walk through the items with the customer and give a price before lifting anything. Sticking to the quote builds trust and prevents billing disputes.
Q: Which service should a new operator offer first, moving or junk removal?
Start with junk removal. It has a lower cost of entry and fewer risks. Jobs are shorter, and crews need less training to begin. Once the calendar fills and systems are in place, add moving. The combined offering keeps teams busy and opens more referral paths.
Q: How can a one-truck company look professional and attract steady leads?
Keep the truck clean and the logo large. Park in high-visibility spots. Wear uniforms and use polite scripts on every call. Post on local marketplaces, visit real estate offices, and ask happy customers for reviews right after the job. Track every lead source so you know where to invest more time and money.
