Scaling a trade business sounds like the ultimate goal for many ambitious owners. After all, who wouldn’t want to build a large, successful company with a fleet of vans and a team of skilled tradespeople? But behind the scenes, rapid growth comes with a mountain of challenges — from cash flow headaches to leadership struggles and the constant pressure to feed the work pipeline.
In this candid interview, Matthew Zubrinich, founder and managing director of Plumbify, shares his unfiltered experience of growing his plumbing business from a one-man operation to a team of 25 — and why scaling back to a smaller, more profitable business was the best decision for his life and family. Whether you’re a plumber, electrician, or any trade business owner, his insights are packed with valuable lessons you won’t want to miss.
The Journey from Apprentice to Business Owner
From School Dropout to Licensed Plumber
Matthew’s story begins with an unconventional start. After leaving school early, his career counselor lined up a plumbing apprenticeship. This led to a quick rise through the ranks, earning his license by age 21. But just three years later, the itch for independence drove him to quit his job and start his own plumbing business at just 24.
Early Days: The One-Man Band Hustle
Like many trade business owners, Matthew spent the first few years wearing every hat — technician, scheduler, bookkeeper, and marketer. Long days, hands-on work, and hustle defined those early years, laying the foundation for what was to come.
Finding a Profitable Niche — By Accident
The Leak Detection Opportunity
A chance referral from a friend opened the door to the lucrative leak detection niche — a highly specialised service that set Matthew apart from the average residential plumber. This ability to detect hidden water leaks for insurance companies gave him a competitive edge and allowed him to command premium rates.
Key Takeaway: Say Yes and Figure It Out Later
Matthew’s mindset of saying yes to new opportunities — even before he felt fully ready — allowed him to pivot into a niche market with fewer competitors and higher margins.
The Pressure of Scaling Up: From 5 to 25 Employees
Rapid Hiring and the Challenges It Brought
Matthew scaled his business fast — jumping from a solo operator to a team of five within a few months. The work was there (or so it seemed), and the ambition to build something bigger drove him forward.
But once the team hit 25 employees, cracks started to show:
- Managing cash flow to cover payroll and equipment financing.
- The relentless need to keep the work pipeline full.
- Struggles with leadership skills and operational oversight.
- The need for middle management — a tricky cost to absorb.
Key Lesson: Hiring Ahead of Demand
One of Matthew’s biggest mistakes was hiring too far ahead of the work. Instead of maxing out his existing team’s capacity, he onboarded staff in anticipation of future work — a strategy that backfired when work slowed down.
When Bigger Isn’t Always Better
The Ego Trap of Growth for Growth’s Sake
At one point, Matthew envisioned building a national plumbing empire, expanding into new states, and becoming a household name. But there was no clear plan — just a desire to keep growing.
Eventually, the stress, low profitability, and unsustainable workload forced a tough decision:
Scale back or risk losing everything.
Scaling Back to a Leaner, More Profitable Business
Today, Plumbrify operates with around 12 employees, down from 25. Despite the smaller team, Matthew reports:
- Higher profitability.
- Better work-life balance.
- More time for strategic projects.
- Stronger focus on A-grade clients, rather than chasing every job.
Lessons on Managing Cash Flow and Assets
Pay Yourself First
For two years during the rapid growth phase, Matthew didn’t pay himself a wage. In hindsight, this was one of his biggest regrets. Now, he believes every business owner should:
- Pay themselves a market-rate salary.
- Only pursue growth if the business can sustain it after owner wages.
- Avoid financing every asset — owning equipment outright provides flexibility if you need to downsize.
Self-Awareness and Playing to Strengths
Knowing What You’re Good At — And What You’re Not
One of Matthew’s greatest strengths is self-awareness. He admits to struggling with spreadsheets, admin, and leadership at scale. Instead of forcing himself into those roles, he’s doubled down on his technical expertise — solving complex plumbing problems — and leaving admin and operations to trusted team members.
Mentorship and Networking: A Game-Changer
Building a Support Network
Matthew attributes much of his success (and survival) to surrounding himself with mentors, industry peers, and business friends who provided honest advice and support. His advice for trade business owners:
- Attend industry events, even when you don’t feel like it.
- Introduce yourself to leaders you admire.
- Offer value first — share your expertise before asking for help.
- Follow up and nurture those relationships consistently.
A New Chapter: Innovation and Water Conservation
Solving Industry Problems
Today, Matthew is passionate about water-saving technology and developing automated systems to control water usage in commercial properties. His goal? To shift away from purely selling labour and develop a product-based revenue stream that reduces water waste across South Australia.
Key Takeaway: Business Is a Vehicle
Matthew’s mindset shift is clear — the business is no longer the end goal. It’s a vehicle to fund personal wealth, family time, and innovation projects that align with his values.
Conclusion
Matthew Zubrinich’s story is a masterclass in the realities of scaling a trade business. From the excitement of rapid growth to the harsh truths of cash flow struggles and leadership gaps, his journey highlights the importance of:
- Knowing your why.
- Scaling only when it’s profitable and sustainable.
- Paying yourself along the way.
- Building a trusted network of advisors.
- Staying true to your strengths.
Whether you’re just starting out or considering the next growth phase, these lessons offer invaluable guidance to help you avoid common pitfalls and build a trade business that works for you — not the other way around.