Massachusetts PRO Shares His Secrets for Organic Growth in a Crowded Marketplace

Giulliano Paizante started his restroom business from scratch, but now he’s The Throne King.

Massachusetts PRO Shares His Secrets for Organic Growth in a Crowded Marketplace

The Throne King staff includes, from left, Warley Prates, Helinton Gomes, Junior Andrade, Giulliano Paizante, Alexander Afonso, Christopher Paizante, Gabriel Paizante and Patricia Badaro. The vacuum trucks were built out by KeeVac Industries with Conde pumps (Westmoor).

Giulliano Paizante admits he didn’t know much about the portable restroom business when he started, but in four years, The Throne King in Peabody, Massachusetts, has grown from zero to 400 units and four trucks.

It was, however, a slow start. He and his sister, Lucy Paizante, incorporated the company in June 2015, but the business didn’t find a suitable location until December.

“Every time I found a nice building to rent, the city wouldn’t let me do it because it wasn’t the right area for this type of business,” Paizante laments. “And every time we went to the right area, we didn’t have the right building. It took us six months to find a warehouse to rent.”

While they were looking, he kept working in his construction business and his sister continued working in her cleaning business. Today she continues to operate the cleaning business, only occasionally working in the office of The Throne King, but he is now fully engaged as a PRO.

Once he had the space, Paizante went shopping for portable restrooms. He didn’t know exactly what he needed. Sam Calleiro from Armal helped him get started with 30 units and advice on other startup issues.

It wasn’t until February 2016 that The Throne King rented out its first unit. When Paizante delivered it, he put another unit on the truck, so he wouldn’t be driving back empty. “Somebody saw it on the truck and called me,” Paizante says. He rented the second restroom unit the same day.

From there, growth was steady. The Throne King had 64 units at the end of 2016 and 120 at the end of 2017. The company now has 400 restrooms and four trucks. His wife, Patricia Badaro, works full time in the office, and there are two full-time drivers, plus one who works part time.  

Paizante, who was born and raised in Brazil, promotes his business in the substantial Brazilian community in the Boston-area construction industry. He also promotes his business on Facebook, especially for special events and parties.


Paizante believes in product familiarity and sticks with the vendors and equipment that have helped him along the way. All of his portable restroom units are from the same manufacturer, Armal.

His first truck was an Isuzu with a KeeVac Industries slide-in unit and Conde pump (Westmoor), and he continues to add to his fleet with Isuzu trucks, KeeVac Industries aluminum tanks and Conde pumps. The Throne King still uses the first truck, a 2003 pickup with a 300-gallon waste and 150-gallon freshwater tank. In 2017, the company added a new Isuzu truck with a 500-gallon waste and 300-gallon freshwater tank. In 2018, another identical truck was added. This year the company added a fourth truck, another Isuzu with a 700-gallon waste and 400-gallon freshwater tank. Paizante consults with KeeVac Industries on the layout of the trucks, but he mounts the tanks and equipment himself. He learned to weld when he worked in his father’s body shop.

The company also has two restroom transport trailers: a 10-unit and four-unit. Both trailers were customized in-house. One is modified from a snowmobile trailer; the other is a modified all-terrain vehicle trailer. Paizante expects to add another, larger trailer soon.


Paizante has strong opinions about pricing. He doesn’t cut the price to get new business. “I never put my price down, because I never want to damage the business,” he says. “Sometimes when people start a business, they put the price down so they can catch a lot of customers. I never did that, because I knew it would be bad for me in the future. Because any time I tried to raise the price, I would lose a customer.”

The best way to keep good relationships with customers, he says, is by providing quality service. “I keep the price the same as when they start,” he says. “The first customer I have, he’s got the same price, same service.”


Paizante is picky about cleanliness of his units. He stresses drivers have to clean the restrooms, not just pump the tanks, and he wants them to make sure that the units smell good and have no spiderwebs. He uses a locally sourced, environmentally friendly brand of cleaning products.

Maintaining quality service requires recruiting good technicians. Although The Throne King has not had trouble keeping workers, Paizante says it is difficult to recruit new employees. He has learned to look at the cars of job applicants. “If his car is full of trash and dirty, he’s not going to work out,” Paizante says.

He also makes a habit of checking on his units as he drives around town, often on the day after or two days after the units were serviced. “Everywhere I go, I always check the units,” he says. “Every unit has got to be clean. I try my best to make sure they are clean.”  


When The Throne King adds more portable restrooms to its inventory, Paizante likes to pay upfront rather than with credit. It’s a conservative philosophy about money that he learned from his father. People have told Paizante he should buy on credit, even if he has the money in the bank, to build his company’s credit rating, but he’d rather write a check. “I tried to borrow money from a bank once, but the interest rate was too high,” he says. “If I have the money saved, why should I pay interest?”


Despite the company’s slow start, The Throne King has grown rapidly in the last couple years. In 2018, it more than doubled its inventory to 340. It grew further in 2019, partly because it won a contract for a circus that needed 34 units with daily service for 40 days. Paizante thinks growth is necessary for continuing profitability.

“I’m not making money yet,” he says. “We have to reinvest money. If we’re not going to get big, we’re not going to make money. We’ve got to grow.” How big does he want the company to get? He’s not sure: “I never stop to think about how big I have to grow.”  


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