He Spent 13 Years Building an HVAC Price Book. Then He Quit.

All right, we're live. I'm Bill Brown with Service Titan Hacks. If this is your first one, this is the way we run these. I'm going to talk with Cody and Seth today. Cody owns a heating and air conditioning company out of Lafayette, Louisiana, right? Or do you guys say Louisiana?

Louisiana.

Louisiana. Yeah, right on. So you've been doing it 13 years. It's you, your wife, no partners. You do have employees but no partners. And also I have Seth with Set Sail, he's the CRO at Set Sail, on the call. So here's what we're going to go over. I'm going to talk to Cody about his quoting process that he had, what kind of broke, what changed. And then Seth is going to show us a little snippet about Set Sail. We're not going to get into a a demo here. We're gonna, um, just talk a little bit about it, about, uh, about what they can do, right? So what I'm going to do is ask a question here to start, and let's use this poll here. So about how many technicians are at your company? So if you guys can drop that in there, that'd be great. I haven't used this poll feature before, so we'll see how it works rather than Rather than chats, but we'll go from there. All right. So this is a little bit about me. I owned a heating and air conditioning company in Columbus, Ohio for 12 years, operated remotely from 2020 to 2024, and was on Service Titan for the last few years of that. And one of the things when it came down to offering options was I found that the more options that my service techs offered, the more they sold, right? And that using ServiceTitan and offering options was really, really an arduous process, and it slowed down the sales process for me. And before I was on ServiceTitan, I had my own price book. I built it, I coded it, It was a little buggy, but it worked. And the good thing was we were able to offer a lot of options and able to offer them quickly. And when I— we switched over to ServiceTitan, I was like, I want to use everything that ServiceTitan has. I don't want to be the IT guy in my company messing with the price book. And so I said, all right, technicians, sales guys, you're going to use ServiceTitan. And we did it for about 6 months and My average sale dropped by $3,300, which that's terrible. It was even through a summer, it was devastating. So I ended up bringing it back because there weren't many other solutions in the market. So that was very impactful to me because now we were able with my, you know, my software that wasn't the greatest but worked, offer a lot of options and offer them quickly. So Cody's kind of been through the same thing. And Cody, you've been in this game for 13 years. Can you kind of walk me through your journey a little bit?

Yeah. So I've actually been, I've been a service tech installer, much like I think, uh, you were, uh, for almost 20 years. I've been in business for about 13 years. And I think, um, it's a, it's a scary place to be like starting a business, kind of going out on your own. And a lot of times what we do is we take the bad habits of our previous employers with us. So like, for instance, I was telling this story just probably about 30 minutes ago, and I, I'm not gonna say the company's name. I don't think this is like any— but the company that I left, I literally took their price book, and their price book was now my price book with a new logo on it. Like their maintenance sheet, like I took it to a—

Nobody does that, by the way.

No. Yeah, I'm the only one. So I'm not gonna say the name because I don't, I don't want to get in trouble, uh, 13 years later. But, and I took like their maintenance signup sheet and like literally took it to a printing shop and was like, hey, can you print this? Like, don't change anything, just put my name on the top instead of theirs, you know? Like, that's how we— that's how I started. And so like, obviously, like, you— a lot of people probably start somewhere very similar like that. And then it's kind of up to you to grow and learn and evolve. And one of the things that is ever evolving is your price book, is, you know, and I think we talked the other day, like, I've probably got hundreds and hundreds, if not in the thousands of hours over the last 13 years developing and redeveloping price books. And the problem was always not that I couldn't develop or redevelop or update and improve a price book, but it was always through like my lens, like my frame. And like, so I, I was really confident with the price book. I, I could go out and I could have a lot of success. But, and that works as you're a small business owner and you've got, you know, maybe a couple of people working with you. But as you start to grow and you start to pass things off and let things go, it really becomes a question and not so much of, you know, how much can you offer, but how much of what you're offering is actually scalable and able to be passed on to the next person. So 13 years has literally been this cycle, whether it's with the price book or with any other portion or part of the business. That's kind of the cycle that everyone goes through in every different aspect, you know, is— and so, but the price book is obviously a— you know, a very important part. And I don't think I'm the only person who has given up family. Like, we would go out of town and I'd be sitting with my father-in-law or something, and I'd be in his office while the family's visiting. And I'm like on the computer trying to, you know, update or even just recreate a price book. And so the market was really lacking solutions, I feel like, in that respect.

Yeah, 100%. A price book should not be a continuous labor of love. It's something that you want to get You always have to make changes to the pricing and maybe add some products and maybe change the manufacturer, but you want to get it to the point where it's consistent and, like you said, scalable, easy to use. If you're the only one that knows how to do it, that's not a business, that's a burden, right?

Right.

So you built your own, you worked on it forever, hundreds of hours away from the family, which I'm sure— man, I can remember that. To like sitting there on, on Excel and on the computer working on it. Thanksgiving.

Yeah.

I think that, yeah, Thanksgiving, you know, when you really want to be watching football or, or, uh, sleeping, anything besides working on a price book. But you feel like that's just what you have to do, and you don't realize that other companies aren't doing it. They're, they're, they've got it solved, man. And back in the day, this was, uh, it was paper books, right? And I don't know if you ever had those. Um, I always wanted to go digital, but it was paper price books, but it was done. The options or the choices were there, right? It was pretty quick. And today it has to be all digital. Sometimes digital ends up making things more complicated and slow, right?

Um, yeah.

So kind of tell me about what led you to just say, this is not sustainable, I have to finally stop working on this price book. And when did that happen?

Yeah, uh, so like, I, I love the, the, the paper price book, like the, uh, the, the, the binder with all the options in it, because like that was like the first iteration and that actually worked pretty good. Like you could like give that to someone, um, and but at the same time, like when we were doing that, like we were writing paper invoices. So we had like carbon copy invoices when I first started and we would tear a piece and give one to them and yeah, like And so, like, that was like the iPhone 1, right?

Mm-hmm.

And obviously, like, as, as things have evolved and you want to stay relevant and active and, and, you, you know, be a competitor in your market, like, you have to evolve as well. And, uh, in order to be able to get information quickly from the field to the office and from the office to the field, you had to go digital.

Mm-hmm.

And so, you maybe, like, your first step into digital was just a CRM. And so, now, like, you're not doing paper invoicing anymore. Like, maybe now you're doing, you're doing this. And I think that, At some point, it probably started there. And then the CRMs began to evolve, and now they're giving these price book options. And so every 2 or 3 years, you're kind of redeveloping the entire process anyway because the landscape around you is just changing. And if you're trying to keep up with the times and you're trying to grow and evolve and, and stay relevant, like, you're changing with them. And so you're just redoing this over and over and over again. But there was no, there was no, I guess, there— there was no option out there that didn't require like a massive amount, unless you bought into like the Dwyer Group or something like that.

Mm-hmm.

Like if you franchised or something like that, they would provide you a lot of this stuff. But like Profit Rhino and all these different other— other companies didn't exist yet. And so like, there was no option out there that didn't just require an intense amount of energy and effort and time. It— it's just all the— all that it was. And then you're learning a new software. And so we went through not just the— the books, but we went through on-call air. We went through all these different— went through the Housecall Pros. Like, we've been through every iteration of possible price book.

Yeah.

And none of them were able to actually make it to the field without, without an intense amount of, um— and so I think, I think I told you this the other day, but I, I— if I had to do all of that over again today, 13 years ago I had plenty of energy and like I would— whatever it took, like I would do it.

Like, I don't have that.

And so like, to be just completely transparent and fair, like I'm looking for easy easier ways to do things well. Like, I'm not looking to cut quality, but I am like working smarter at 40 than I was at 25. And so like, if I can, if I can make some sort of an investment in something that solves a major problem for me— and let's be honest, like, price books are a major problem. Like, your entire business like rises and falls to the quality, to the quality of the price book, you know? And options, like, you know, and it's your store.

Yeah. It's what you have on the shelves, right?

So, I just, I got tired of doing it and doing it, you know. I don't— that's not what I did. I was a service tech. And so, to think that I'm like some kind of, I don't know, big business, you know, visionary who can develop this price book that's gonna work for everybody and meet every need and be able to update when it needs to be updated is just not really reasonable. And I don't think it's reasonable for anybody.

Mm-hmm.

You know, and so as the, as the technology and the resources and the options get better, like, that is the thing that you, that, that you invest in. And so the minute that something became available for us to invest in that solved that such a major problem for us, it is a no-brainer. It's a no-brainer.

Yeah. And you tried a million different ways, right?

Mm-hmm.

You knew it wasn't working, but then where's the solution for it?

Right.

You know, and gosh, a solution is yet another piece of software. It would be ideal if everything can be rolled up into one software. That would be ideal. Then your team wouldn't need multiple logins. There'd be one app. But that's really, that's just not how it works. I think that when we started on ServiceTitan, we were hoping that that's how it would be. But if you think about it, there's companies that that's all they do is price books. Yeah, that's their passion. That's their thing. Besides you and I, that's all we did was price books too.

But it's going to be while I'm turning a wrench, you know, taking care of John, John and Mary and everyone else also trying to be like this, you know.

100%, man. Yeah. And so you're— I— what I found is that the companies that provide services products and services that integrate with your FSM CRM are gonna do a better job on that one piece because that's all they do and they focus on it.

All right.

So that's why you have to kind of think about a whole tech stack. So the whole ServiceTitan is going to take care of everything, there's— you can 100% run your business on it. You can. It does have all of the pieces and parts, but that probably isn't going to work for every company. It didn't work for me. I had probably 15 pieces of software that integrated with it. And you're right, you go out, you look for the solution that best meets your needs, solves your problem, and you want it to be quick and easy and move on to the next problem, because that's just what business is— a bunch of problems trying to solve them, right?

Yeah.

So When you were doing it, when you're putting options together, about how long would you say that it took to put them together? Like, for with your original price book, your fir— your first digital, uh, version of it, how long would it take to put options together?

Yeah, so, so that's kind of a— that's like multi, I think, faceted there, because like when you're putting a price book together, it also— you're also assuming that you know what you should be pricing things at. And like, if we're being honest, like, do we really? Do we really? How many of us started even a few years in and really knew exactly what our price point should be for our market and for how much money we're spending to stay in business? And so like, that's a whole nother thing. Um, and so like, I think a lot of it was there was a whole lot of uncertainty, there's a whole lot Mm-hmm. Inconsistency. So if you're asking me how long it took to put the— to put the— a quote together, Mm-hmm. uh, then it just depended on— in a perfect world, everything was just— I just changed the equipment, it was the same thing every time. And if that was the case, like, you could probably put it together pretty quick, 15, 20, 30 minutes, you know.

Mm-hmm.

But the minute that something that was out of the ordinary was thrown into the mix, then you're sitting there trying to figure out like, okay, well, I don't really have that in there, so I have to do this workaround, uh, and then like, I don't I don't really know, like, how do I— how much do I charge for that? I don't really know how much I charge for that. So, like, if you're— and if you're the business owner, then, like, maybe you have enough experience to figure that out and you can figure it out and do it fairly quickly. Maybe it takes you 30, 45 minutes at that point.

Yeah, the authority to do it, right?

And you have the authority to do it. But try handing that off to someone who doesn't know what you know, doesn't have the authority to make those decisions.

So—

so, like, it— it just begins to fall apart. Like the whole thing starts to just unravel at some point, um, you know. And so it just depends really on like the— what, what the project entailed. A straightforward project was probably, if I wanted to offer options, was 20 to 25 minutes. Me, who used it every day and built the price book and knew the price book inside and out, uh, you know, uh, or— and if there was something that was out of the ordinary, maybe 35 to 40 minutes. Uh, trying to find the workarounds. And again, someone who built the price book knew the price book in, in and out and had the experience with it, you know.

And you found the problems with it while you were out there, but that didn't mean that you were able to solve them. You were just able to work around them. So when you first had technicians, salespeople do it, did they call you for help on the job, or did they just give options and sell and you would look at them later and go, oh, Okay. How did that kind of work when you hand it off?

They would sell the simplest thing. So like they would sell the compressor instead of the condenser, the condenser instead of the, the entire system. Because we, we did that too where the technicians would sell, uh, and then you built this price book and then you gave the price book to them and you thought it was really, really good. But the litmus test of something that is really good, uh, and really like, um, performs well is give it to someone else and see how they do with it. And ultimately what ended up happening was You know, to be fair, partially that they've got 5 more service calls that they have to run and they run into a compressor that's— that's, you know, needs a replacement. And so now they have to build out a compressor quote, a condenser quote, a whole system quote. And usually somewhere about in the middle, like, they would just kind of— they would just stop and they would give one. And so you'd end up changing a lot of compressors and a lot of condensers. But, you know, really the system was 15 years old and was a part— was a viable candidate for replacement. And did we really do the customer a service?

Mm-hmm.

You know, and so like that became the issue is that they would— it was the quickest, easiest thing, you know, because the price book was much more complex to them than it was to me.

Right.

So I quickly figured out that average tickets went down. We didn't provide the best solutions a lot of times that weren't offered because, because of how, like how much work it took for someone who wasn't as familiar with it as I was to be able to do it. And the consistency wasn't there. You get this tech, go on one job and it's— and it's the same job, 2 different people, and we're given 2 completely different prices.

Mm-hmm.

And like, that's not good either. Like, I don't wanna charge Joe more than I charge Sally. Like, if it's the same job, we should be char— we should have the consistency to charge the same thing, you know. Um, God forbid those 2 people ever met and talked, you know.

Yeah.

Uh, so like, it's, uh—

it was—

it's just a whole lit— a whole bunch of— a whole bunch of issues that you don't realize until you get out there and you do it and you— and you— you start to see it, you know. And, and then you're endlessly plugging holes in a boat that ultimately is sinking anyway.

Yeah, and you, you bring them in and you talk to them about it and you go, well, why didn't you provide all these options? And then it gets to kind of a situation where you're like, you know, you're supposed to do 3 to 4 options, you didn't do it. And then you blame them when really it's an internal process issue. It's one, and you're just hoping that they overcome your bad process because In a company, there's always a couple people that will overcome it, but that's not scalable, right?

No.

There's a couple people I've had that would go home and read the price book and look through it. That's not scalable. That's just somebody, uh, that's, that's really, really great at their job and really thorough. But you can't expect everyone to be that way. You want to give them the best tools possible And make it as easy as possible. And you're right, you go out, you do it, you use the tools and see how easy it is for you to do it. Be honest about it.

Right.

So, so you handed them off to your technicians and you found that they, that customers would buy that, or rather they would offer the cheapest option. And because that's what they offered you, that's what they bought.

That's what they bought. Yeah.

Yeah, that makes sense. You know, one thing, uh, can you guys, uh, the listeners, can you drop in the chat if you know how many options on average your technicians give? If you know that, throw that in the chat. Just 1, 2, 3, 4. I'd like to know that. So I'm looking at a report from a company on, on ServiceTitan here. They have this report in ServiceTitan you can run that's just a sales report. It shows your technicians, it shows your opportunities. And let me look at this here. I want to look at last 365. So like I said, this is a good company. This isn't a company that's owner is, is, uh, absent. So here we are here, options per opportunity. Let's look at the highest: 2.42, 2.01, 1.92, 1.9, 1.9, 1.25. And these are on hundreds of opportunities as well. And close rates, average sale. Let's look and see real fast. And I can— what I'll do is I'll, after this, I'll send an email of where this report is. So here we are, options per average. So the, the per— the technician that has the highest closed average sale also was the one that offered 2.42 opportunities— or sorry, options per opportunity.

Yep.

So I mean, I think that everybody on this call kind of knows that, right? I think we kind of know that the more options you give, the more that people are gonna buy, right? And so let's talk about what you did that recently solved it. So I know we were talking last week about it where you gave Set Sail a try and you set it up. And, um, how long has it been since you did that?

It's been about a year.

Okay, it's been a while.

Yeah, it's been a year.

That would've been right about the time you started, right? I met you at Pantheon, Seth.

I met you at Pantheon. Yeah, I'm gonna say Cody was an early adopter.

That's why I'm here. It was his first client. I'm kidding.

First client. So you're getting the cheapest price then, right? Did you ask for a discount because of being on this call today?

That we'll close. Get there.

We'll close.

Yeah, we're gonna get there.

I think I think Seth mentioned that that he was gonna give a nice discount for that.

Nice, right?

He's a good guy.

He's a good. I'm gonna hold him to it.

Should. So a year ago, started with with uh. Another, yet another digital price book solution. And about how long do you think it took to set it up so that you felt you were confident to hand it off to a technician to use in the home?

Yeah, so I think like one, um, the setup with Set Sail, because of the being able to import your, your literal, your literal price list like from Daikin So, like, we, we were— the first thing we ever imported was from Daikin. We imported our Daikin, and it was built out our matchups on AHRI ratings, like, immediately. So, like, it was the quickest price book I ever built. Right? Which, again, is solving a major problem for us. And, I mean, there, there's some additional setup, like, your installation supplies and add-ons that you wanna add, that you want to add in there. And I'm not saying that people don't come in and say, hey, I ran into this today. I really think we need to add an installation supply for this or an add-on.

Yeah.

offer this. Like, that stuff's— that's, that's not gonna go away. Like, if you're, if you're consistently trying to increase the amount of value you're providing to your marketplace, that stuff will always, uh, change and, and evolve. Uh, but with— I mean, within a day, like, really, like, sitting down and putting in, I would say, probably 4 or 5 hours, like, I think minimum, I would—

That's a typical price book day anyway, right?

Yeah, I could, I could literally hand it off now with a little bit of training to show someone how to use Of course, but it's intuitive too.

Yeah.

So, it doesn't take a rocket scientist to be able to put together a quote. I mean, you literally hit the button and it— and you say— and then you can go in and set templates and you can do a lot of really advanced things, but you can also just hit the button and it will pick the 4 options that you—

Yeah.

You know what I mean? And it'll give you a good, better, best, fantastic, or whatever you wanna rename those, you know. Our— like our salespeople, like, I don't— I haven't seen us— 2 quotes that have the same 4 options at the top. Like, they're literally— They're trying everything under the sun. Renaming these options, you know. So it was the quickest. Now, that doesn't mean, uh, that it's like plug and play and you're done and you never have to go back to it. That's not what I'm saying.

Nothing is, right? There's nothing that's—

Nothing is. Nothing is that way. Uh, but what I am saying is, from someone who, who did the binder to, uh, to just using their FSM or CRM that has— and then use other, uh, other, uh, sales proposal tools as well— there was never a sales proposal tool that was ready to go as quickly as this one was.

Nice. So you said at the beginning that it pulled information from Daikin. How did that work? You know, like, was it— were you— was it just a standard, uh, equipment pool? I believe ServiceTitan has things like that. I don't know. They did have it with Goodman when I was doing it. We used Goodman private label. Where, where does that information come from? And if you're not sure, Seth, can you tell? Can you chime in?

Yeah, I know. I mean, you just have a price list from your distributor, like a PDF or Excel. You literally just drag and drop it in there. In about 60 seconds, it'll upload everything. We do have a bunch of distributor integrations as well. So if you happen to be working with a distributor integration, you literally just connect and it pushes all of your pricing and models and inventory directly in.

So it's a little bit like a template file that you send the distributor.

It's not even a template file. It's a direct connection that we have with the distributor. So they just push straight in. Yeah. So Cody, you're actually not even benefit benefiting from the inventory module we have with you know.

No, because I was I was your first customer.

So well, it's because you're a distributor. It's because you're not you're not paying for that, Cody.

Come on, man.

If I could give it to you, I'd upsell him. Is he trying to upsell me right now?

Cody, you took the cheapest option.

Just tell your team. Still better than all the other. You know.

Yeah. So you pull this equipment in from either your distributor with, uh, with their integration if Set Sail has it, or you do a probably like a, what, an Excel import or PDF matches up AHRI, and you can do a 4-option system quote right away very easily. Okay.

Yeah, yeah, that's important too because that's like time in the house taken away from Mm-hmm. The, the person who's building the connection and trying to connect with the customer, like 25 or 30 minutes, like, that's too long. And so being able to do that and do that in 2, like 2 to 3 minutes is one of, is a game changer. It's one of the most important things that I think we can do is buy that 25 minutes back to be able to, to focus on the customer, solving their problems and building that connection.

That was, that was awesome.

Wow, that was awesome, guys. And maybe for you as well, let me know if you've had this. I found that a lot of things can go wrong in that 25 minutes that you're away from the customer, right? Like the customer— so you show them a problem and, you know, for example, we'll do a, like a service call where they have a bad compressor, right? And they know it's a problem. It's 90 degrees in their house. And whenever you tell somebody there's a problem, you want to have a solution and a price so they can solve it right away.

Mm-hmm.

But then you have to pause, go in your truck, build the, the options.

Mm-hmm.

And then you're kind of— you, you lose that customer relationship or that, that rapport kind of goes away and you might come back to a different customer mindset. Like they might have a different mindset as you're taking that time. And I felt like I was always under— like I had the clock was ticking. I gotta get this done so I can get in there. And, uh, they're re— they were ready to buy. And have you ever gone back in a house and now it's like, maybe even we called other companies? Have you ever had that happen before?

Yeah, I, I've, I have, uh, I've done that, or I had to step out to do something, and you're just losing momentum. Like, everything is built on momentum. Like, we're, we're moving in a good direction. I don't want to stop that. Like, we're taking a journey from figuring out what your problem is to providing the best possible solution, and I don't want to— I don't, I don't want to get off track. I don't want to take a detour to get to where we have to go. Like, I wanna get there as quick as possible. I have, uh, because— and I think a lot of salespeople or even like business owners who are not salespeople but have to sell because they're the authority, right? They'll sell from that frame of like the authoritarian frame where they know they could solve any problem quickly.

But—

and I'm like that where— and so that affected how I would communicate with people. And what I found, which happened to me more often, is that I don't— I didn't have a lot of sales training, so silence really perturbs me. And so, as I'm sitting at the table, I'm trying to build a quote while I'm also trying to keep the dialogue going. And the— and, uh, more— there have been so many times where I would talk— I would talk to someone and we would agree upon a solution, and it was— and it was like a full system and filtration and all this stuff. And I would keep talking, and I would talk them out of the sale that we just agreed upon.

Mm-hmm.

Because I'm like half-focused on this and half-focused on them.

Mm-hmm.

And they're like, oh, so you're saying we don't really need that? And I'm like, wait, what did I just say? You know, because I'm— I'm— I'm so like torn trying to do 2 different things. Um, and so, at the same time that, yeah, like, I don't wanna lose that momentum, but also too, like, if you're being pulled— if your attention is not fully able to be with that homeowner, with that customer, then the— things can really go wrong quickly, you know.

Mm-hmm.

We can— we can misinterpret things that they're saying. We can miss— uh, they can give us information about problems that they're having that maybe they don't realize are actually problems, and we miss it because we're torn.

Our— our—

our attention's torn. Um, and so there's just so many things that can go wrong there. Or you just sit in— like, best case scenario, you just sit in silence for 25 minutes, and like, that's freaking awkward too, you know? Like, you kill— that kills momentum too. Like, uh, you ready? Yeah, I'll let you know when I'm ready. Once you, you know, go do the dishes or laundry or something, and I'll come in whenever I have—

Yeah, silence is good after you ask a question, but yeah, continued silence, like you said, kills that momentum.

You're right.

And it— I can't be doing— I can't be on my iPad doing anything and listen at the same time. Once I look at the iPad and I start, start working on it, my— I just, I don't take in any more information. I might just agree with the customer. But you're right, I've had the same thing. Maybe it's a— maybe it's the technician syndrome where I will talk people out of an option.

Yeah, yeah.

You don't really need that, that IQ. Damn it, why did I say that? They really would benefit from it, but now that's dead. It's dead, right? So if you just had like a, a template recipe ready to go and you showed it to them, then, uh, you keep that momentum going. Yeah, that makes sense. So a year in, how many guys do you have that are using it in the field right So it's just—

for salespeople, it's just we have one comfort advisor, and then I will use it occasionally.

Mm-hmm.

Um, and— but that was a big leap because you— a year ago, we had techs that sold. Mm-hmm. And then I started doing the selling, uh, 'cause I'm wearing multiple hat— hats, you know. So it's, uh, it's— I feel like it, it, it was a— it was a big step. And I don't know if that step would've even been possible 'cause if I'm being honest, it's really scary and a lot of responsibility to have, uh, something. And I was aware, 'cause again, like going back to like how I would sell was I was— I can solve all the problems and there's not a question you're gonna ask me that I probably don't at least have a decent answer for. I may not know it exactly, but I know enough about it that we can have an intelligent conversation about it.

Mm-hmm.

I would sell like that. No one else sells like you're gonna sell.

Right.

No one else is gonna walk in and be the authority and tell them, oh, we're gonna— this is what we need to do and this is what we need to do and this is what we need to do. And you may find someone like that, but they're 1 in 20, 1 in 30, 1 in 40. And so, you know, most of the people that you're gonna get that you're gonna put in this position, some of them may not even have HVAC experience.

Mm-hmm.

It's possible. Now, you may have a technician who has moved over and they have good— but you'll find that those guys will be able to solve a lot of problems, but they're not really good at closing sales either. And they have lower tickets because they're always trying to— they're— they're too, uh— they're overanalyzing everything.

Mm-hmm.

Whereas, like, good salespeople will just go in and give the options, educate, inform to the best of their ability. And then let the homeowner pick the option that they want. You know what I mean? Um, and so, like, I, I feel like I forget what your actual question was, but—

That's all right, man. I forget too.

Right?

We'll have to go back and we'll fill it in. We'll edit the— we'll edit this when it becomes—

I think all this started with how many, how many people do you have using it? Uh, but what I think I was going with it was it's just really scary to pass something off like that unless you have something that you're really confident in and, and you know that you'll be able to hand off and you're not gonna be on the phone with them 24/7.

24/7. Right.

And they're not gonna mess things up, and they're not gonna undervalue the product, or they're not gonna overvalue the product, and you're not gonna get any jobs. Like, that's just as bad too. Like, that, you know, so to have some sort of system and process is really what I think most people, um, in, in this situation that are like trying to not wear so many hats and pass this off to someone, like, that's where I was a year ago. It's like I needed that, that confidence, and I needed that process that Set Sail provided for me to be able to pass that off to someone so I didn't have to worry that anymore, and I can go solve other problems, you know. And so, you know, it's— for me, I think that's where most people are. Now look, if you're— if you're in here and you're like in a $10 million, $20 million business and y'all got 5 comfort advisors, whatever, like, you know, I don't— I don't have it all figured out, and good for you. Like, someone out there probably knows everything. But for me, like, that— those are the biggest steps as like business owners. And like, for me, that's where Set Sail really shines. I'm sure it does well at $20 and $30 million too, but for me, it just gave me the confidence to be able to hand something off. And still have quality and more importantly, consistently— consistency.

Yeah, that makes sense. And I mean, even the companies that are at $10 million, if they're on this call, then they've identified that it's still a problem. It might just be a little bit different for them, but you still, you still want a repeatable process that's fast and easy so that you don't rely on having to hire that 1 out of 20. If everybody on your team has to be the top 5%, That's, that's, uh, you're gonna go out of business. Yeah, you will. Or you have a bunch of divas on your team.

Yeah, right. Yeah, I, I think that's the goal. The goal is to close the gap between the top 5% and the bottom 5%. Like, if you can somehow close that distance between them, like, you're still gonna have your, your all-stars, you're still gonna have your rock stars, but you got to get these guys that are not those people that have those different personalities, like, you got to get them in the game too. Uh, and you know, if you're Your whole business depends on this one person who's just out, out there killing it. What happens when that person leaves? Like, what happens whenever all that stuff dries up? Like, you're, you're in a bind, right? And so, like, you gotta have something there that allows you to better close that gap so that everyone is able to contribute, uh, in a healthy way. Uh, and I think that's what this, that's what this software does. That's what it does for us.

Can I just share a quick story?

Um, you can.

Absolutely.

Yeah.

We got back, I think it was yesterday, from the ICP conference out in San Antonio. And we had one of our customers who came up to our booth and he was like, you know, using Set Sail. And he said that for him, he had one of those superstar sales guys that he had a feeling was going to leave. He could kind of see the writing on the wall. He was really worried about if this guy left, they were going to, you know, fall all over themselves trying to make up the difference and have a really down year while they figured out what to do. And, uh, it was one of the driving reasons why he adopted Set Sail. And he said that guy did quit, and he ended up having to take over all of the sales responsibilities. And this year, like, it wasn't that there was no hiccup, they actually sold more this year because that guy's process was a 4-hour process for one call, including truck roll and all of this stuff.

Mm-hmm.

He said today that same process is about an hour to an hour and a half. including truck roll for the entire process. After the house, load calc, create the soft— the quote, leave it, close the sale. And he said, I picked it all up. We didn't even backfill him, and we've actually closed more sales this year. And it's just frankly because Set Sail automates that process so quickly, which I thought was pretty awesome.

Yeah, that is. And when he's ready to grow and he's ready to go focus on something else, he'll be able to hand this off to someone, and, and it won't matter. It won't be as important that the person he hands it off to is a 1 out of 20 rock star.

Yeah, yeah. If you think about McDonald's model, right?

You got to be kidding me. If you like— could you imagine being on the customer's end of that? How long?

4 hours.

But you know how common that is? I talk to guys all the time that are routinely at a house for 3 to 4 hours. That is very common.

That's an eternity. That's exhausting for me.

Oh yeah. What a horrible body.

Have you ever done this before, man? You know what I mean? Like Can we move this along? I know we're talking about $15,000, but I don't want to learn about HVAC. I will say, what do I got to do?

We're talking about the time it takes to build options. And when I talk to even big companies, the most common complaint from the sales manager or VP is, I wish my guys would offer more options. And you just look at it. They're offering on average 2 options. And you ask the guys, the actual comfort advisors, how come you're not offering more options? And without fail, they all say it takes too long. Even building 2 options in ServiceTitan is taking me 35 minutes. And they know that even 35 minutes is an eternity. So if I build a full 4-option quote, that's an hour.

Yeah.

Then I'm sitting in my truck while somebody's inside making phone calls to other contractors or buddies or somebody, and I'm gonna find myself in a multi-bid situation. So, like, customer doesn't sit still when you're at your truck to build an option. They're actively calling people trying to figure out, educate themselves. They're in ChatGPT. This person's saying this. Is that true? And who knows how they're asking the questions, so that what kind of answer they get. So it's obvious I wouldn't offer 4 options if it took me an hour to do it. I'm gonna lose that sale. You know what I'm gonna do? I'm gonna throw 1 option in front of them in 10 minutes. It's gonna be my base efficiency option because I want to get that job. I care about my commissions. That's what I care about.

So yeah, and in selling something gives you enough commission, uh, is there really enough incentive to, as a As a salesperson to spend 3, 4 times the amount of time to give those higher options to get a little bit more commission, right? Like, is that, is that really worth it for them to do it? Not really.

The downside risk is that I lose it altogether. So sure, I have an upside risk of earning a couple hundred dollars more on this job, or a few hundred bucks more, but my downside risk is that I make zero 'Cause you've seen it happen. 8 to 10% of something is a lot better than 0% of nothing.

That's right, that's right. All right, so why don't you show us? Look, the title of this webinar is 4 Options in Under 2 Minutes. That's a high task there, right? All right, that's fast.

I could do it in 45 seconds. I bet I could do it in 45 seconds.

Yeah, I'm gonna say, I'm gonna show you.

Yeah, why don't you show us?

It's less than a minute, really.

Why don't you show us? So let's—

You guys can see my screen here, you know, and I'm not— this is not gonna be a full demo, but this is a demo account we've got. And so, you know, I come in here and I hit new quote. We're integrated with obviously with ServiceTitan, um, Housecall Pro, Service Fusion. So at this point, if I've got myself a thing, I can just start typing. You can see it's going to pull my customer list in from Housecall Pro. This is— this demo account's a Housecall Pro Pro. I can just select them. I'll just select one. But if I just start typing, it's going to pull that information in from the customer record. There's a load calc here. This has already been done, you know, so you can do that or not do that, but that takes about 2 seconds. So all I'm going to do to quote this thing is say, where is it located? If I had multiple options, I could do that. I'm going to select what's my system template, like what am I installing here. And again, this is fully customizable. You can make it what you want. But in this case, I'm just going to I'd say a heat pump. What's my tonnage? What's my cabinet size? This is where a lot of sales guys who have never done install really get mixed up because they quote something that's a D cabinet. Now you're breaking walls out or running back to the shop to swap it out for a C cabinet. The other thing you'll do is if I pick a C cabinet and it selects a C cabinet, it's also— if this was, let's say, a furnace coil, it's also going to select a C cabinet for the coil as well. So I'm not building transitions, which again, big deal. And then airflow configuration, another thing that sometimes sales folks will look over. But if you're selling like Daikin, for example, that's going to be dedicated, whereas Trane or Carrier might be multi-positions. They might not think it matters, but maybe you swapped brands recently. So anyway, it just kind of forces them to pay attention to little things on the edge cases. So I select that, I hit create quote, and in just a couple seconds you can see I have platinum, gold, silver, federal minimum. And again, you can call these whatever you want, right?

Federal minimum. I've never heard of that— heard that before, but I like it.

Yeah, I always train guys because put FedMin and just wait for them to ask, hey, what is that? You know, by law, that is the worst system I can legally sell you.

That gets into a political conversation right there, right?

Yeah, you just— after that, you just shut up because you know that hopefully they're going to kill that option, right?

Yeah.

So here's, here's my quote. So this is a fully built quote. I'm just gonna show real quick what is actually being built because you can see this is a 21.5 SEER system and there's my HRI number. So if I click into that, it's gonna take me straight to that certificate. And then my gold, I got a 19 SEER. My silver, I got a 15.2. FedMin, I got a 14.5. So it just built my 4-option proposal, uh, pretty good. AI drafted up the feature set for me. These services are just gonna populate based upon whatever rules I set up in the setup.

Wait a minute.

That's— I know that I, I'm killing your 2-minute time.

No, you're good.

What's up with that AI thing?

Which piece?

I love the AI. It put together the feature set.

Yeah, we did not preload this on the setup. The AI is looking at this exact matchup and it's drafting up this feature set based upon that exact matchup. And you can see it's actually comparing it to the basic models in energy efficiency. If I come down into FedMin, you know, I don't have any energy savings. But if I go to Silver right here, you can see I'm going to have 7% better efficiency than a basic model. So as I go up, that number is going to jump. And this is based upon the actual spec sheets, manufacturer information. So we're not just going out to the open internet to draft this. This is constrained to actual correct information.

That's slick. I like it.

So yeah, it's just one less thing you don't have to do, right? And if I come down here, I look at some different stuff. You can see services fully baked according to however you set it up. Warranties. In this case, I'm building in a 5-year, but giving them an option to upgrade to a 10-year. I'm going to show you what that looks like here. Install supplies is— again, I can kit those, I can itemize them, whatever works best. I've got my upgrades in here, and this can be different per tier. If you look down here, I got more upgrades here, and so I can copy that across all the tiers. But this is just however I set this up in the rules is what it's going to do. Financing— we always tell guys, offer better financing on better products. So you look down my FedMin, that's only just a 5-year 12.99%. There's, there's no fee on that. And so then I extend that to a 7-year 12.99% on silver. When I get to gold, I go to a 15-year 9.99%. And that fee, that 7.25% fee, your dealer fee on that, is getting added into that price right there. So you don't gotta— Oh, that's flat rate dealer fees. Yeah. So it's like you'll never be upside down on a loan. The actual cost will always be built in, and we're going to handle exactly the payment factors and everything when we get to the proposal for the Right.

Mm-hmm.

So you can see financing, I put rules around it. My taxes are built in. I can build discounts in. If I build discounts in, you'll see my margin number drop in real time. So let's say I just drop a discount right here. Boom, just dropped. Also, let's assume I get to a house and I'm in a 3-bid situation and I know I got to draft that price and I'm wondering what kind of a margin will I be willing to accept. I can just click right here and I can mess with this margin in real time. Now you can turn this off or on for your sales guys. Some guys don't want to let their salespeople have this option. You want them to, you know, change price based on the dedicated sort of discounts that you have in place. But sometimes you want to be able to mess with things in real time and be like, okay, you know what, it's been a pretty good month, we've already covered our overhead, I could probably accept a 20% net margin on this thing. And you can just adopt that in real time. The other thing you can do is you can see the full details here. And then I can see the calculations around exactly where they came from. Like, why does that cost so much? Why does this look different from what I'm used to? You can see here's your cost, here's the margin that's being applied, here's your actual price that contributed to the quote. So again, very straightforward in terms of what's being built out here. And you don't need to do all of that stuff, but I'm just showing you all the options.

Mm-hmm.

But in that 2 seconds when I hit create quote, like the quote was created. So at this point, I can— I'll show it like the presentation because this is an in-home— this, this has to do with like creating consistently in that sales presentation. But I could do pricing only. But if I just hit present here, let's see, did it jump? It did not. Let me jump to the actual one. Share this tab instead. Sorry. There we go.

There you go.

So it jumps into like an in-home sales presentation and you can make this whatever you want. Like, this is the one I'm showing you. is fairly generic and it's just going to go through like building value, what do we do, different types of efficiency. It's very educational in nature.

Mm-hmm.

There's my JV stuff. Here's your load calculation that was run to build more credibility. And you're always going to conclude right here— whoopsie— on the last page, which is your 4-option proposal. So, again, like this was built in that 2 seconds, but I took a little more time to just review it. And if there was something weird about this house, That I'm gonna add in some ductwork or anything like that, I might make those changes there. But you can see this is how it's gonna be displayed to the homeowner, and they can show more, they can show less, they can read as much as they want to. You can see I've got a bunch more features as I go up, and then I give them the ability to hide these as well.

Okay.

So it's always leading with a low monthly payment. And then the other thing I can do is if I click into cash right here, what does that look like? Oh, there's my cash price. So instead of me just saying, hey, Hey, how are you going to pay for this? Where I'm really just asking you, like, do you have the money for this? It feels a little insulting. It's just, hey, we got a bunch of payment options. We obviously take cash, check, or card. We got some really great monthly payment options as well. Just pick whatever works best for you. Oh, okay. So now I've got options. I can click into any one of these things, and if I click on it, I got brochures. You're not seeing it because it didn't jump over, but it opens up a brochure, spec sheets, all that kind of stuff. So homeowners can get all the information they want. There's the pictures, I'm now comparing them against each other in terms of performance, efficiency, comfort, all that good stuff. And then as I go through this, let's assume, you know, I, I start killing some of these. I kill him, then I kill this one, because again, I'm going to kill that top option. And now I'm just choosing between my middle 2 options. Well, if I'm always choosing between my middle 2 options, which is what's going to happen about 80% of the time, means I'm not selling base efficiency.

Yeah.

Which is what the goal is, right? So now let's say I click into this guy because I got a discount being reflected here, whatever it is, and this is just going to walk me through. Do you see these are all of the things that are pre-added? I've got a whole house dehumidifier on. I can remove that and look at my price is going to change in real time. What if I don't need it?

So that's, that's already added. It's already built in that original quote, and it's more about removing those, those, uh, options.

So it's a takeaway sale. Yeah, that's right. So now it's a takeaway sale, and it's like, if I really want something, I have to take it off. Well, UV light, you know, for $9 a month. And on some of these, they don't know what it is. So if I click into Active Pure Air Scrubber, I can actually play a video, and it's gonna tell them what an Active Pure Air Scrubber does, right?

Mm-hmm.

And so I'm making each decision as I go. You know, something we always share with people is you should be offering like a single-zone ductless system on every single offer as an add-on, just so that people can think, you know, for $41 a month, do I wanna heat and cool my garage where I do a lot of times, spend, you know, do a lot of work there, I might do that. Or I can take it off and I can see what it does to my monthly payment here, right? But in any case, even if I take all that stuff off, just these 4 that I left on, that's an extra $2,000-$3,000 on that ticket just from having it there. So come through the coverage, you can see, hey, here's what's included. I can upgrade to a 10-year labor warranty through JB for an extra $8 a month. So I build that in, choose the payment Here's my installment. There's my cash. So again, very much like an Apple checkout type process where it feels comfortable. And they come through here, they're going to sign this bad boy. And the way they sign it is just by typing their name in there. They confirm the order. When that comes through, it's now going to come into apply for financing. So I click here, apply for financing. They get qualified. All I got to do is put them on the schedule. And that's effectively the end of the process for the, uh, the contractor. So how was that, man? That's it. Yeah, straightforward.

That was, that was quick. It makes sense. I understand the, I understand the process. Can we, you know, I always have questions, right? Can we go back to where you were building the quote originally?

Right here. Oh, I've got to share this tab. Sorry. There we go. One thing I didn't mention is I can actually share that entire presentation via email or text, and now they can conclude the entire transaction remotely. I don't have to be there.

Okay. I like that.

And when they open it, I'm going to see exactly when they opened it. So it's created. If I sent it and he opened it, it would say customer viewed quote 1 minute ago.

Mm-hmm.

So now I'm seeing when they're looking at it.

Perfect. If you, if you scroll down to— let me get— keep going down there, the actual costs.

Let's go right here.

Show those, uh, show those details of the cost.

Yeah, you bet.

For equipment and materials cost, I know this has always been a problem. Where does that come from, and do you have an option to actually sync to your Distributor, or do you—

Yes, so we do have that option.

Yeah, yeah, go ahead.

I would say for 70% of our customers, they are through a distributor integration, which means— so I'll show you the calculations. So here's— these are by the fake price book, so you know, this is not actual pricing. But on my 27 VNA here, my actual cost is $5,755, and I've got a default gross margin built in of 30%. So that is contributing $8,221 of that quote price, of the overall cost or price to the homeowner. Owner, right? So I can see exactly. And so where these prices are coming from, I have a pricing engine built in here which I didn't show you yet, but I just go in there, I set up my pricing engine. And so in real time, if my price changes, you know how I actually update my price book? I take my new spreadsheet or PDF and I drag and drop it in there, and in 60 seconds it updates all my pricing from on my equipment. And all of these rules that are in place, they continue to apply and it automatically updates the pricing So you can easily update the pricing from the distributor. Yeah, I like it.

I like it, man, because that's not— gosh, that's not a very easy thing to do in ServiceTitan. You have to get it right. You have to format it correctly in the— in an Excel file, then upload it, make sure it overwrites, have everything, make sure you don't double up the quantity of, uh, Yep. Double up the item codes and everything.

I'll do you one better here, Bill, which is that if you have a ServiceTitan integration, there's a toggle that you can turn it on and allow SetSale to update your price book within ServiceTitan. And if you turn that on, every time you have a price increase or update from your distributor, it automatically pushes into ServiceTitan and it updates the pricing on all of your price book straight from SetSale.

So if somebody has their, their price book in ServiceTitan and it's Half completed or has a bunch of duplicate items, it will build it for them. You don't like it, you build it and you feed it into ServiceTitan.

Correct.

So that it's ready to go. Yeah.

And within ServiceTitan, it'll just have a little Set Sail tag on it so you can see that this part of the price book was built up by Set Sail.

Okay, man, I like it. I like it. So let me see, let me Put it to the— put it to the people watching today. What questions do you have for Seth about this while he's sharing, sharing the actual system? Go ahead and put them in the comments and he will answer these for you.

Rapid fire.

Rapid fire, hit it.

All right, boy, we got a bunch here. Average options look like for hourly versus commission-based employees. So that would be a function of how you want to set up your pricing. And when you come into pricing, I don't want to get too deep here, you guys can see, but I want to come into pricing and I'm building out my pricing options here. I'm just saying, do I want— how do I build on my overhead, my labor hours? You can see in this case I've got 0% overhead because because the way I'm job costing this is through a gross margin.

Mm-hmm.

And obviously the difference between gross margin markup primarily is that I'm building overhead directly into the margin. So in this case, but if I were to swap this to a markup, then I would come in here and build in my actual overhead. And this can be dollars or percentage because people price these things a different way. Default labor hours. So for example, if you had an hourly as opposed to, um, percentage, that can be configured and, you know, by jimmy-rigging this thing because you've got your labor at cost right here as well. Um, I'm in charge of price book. I've never been able to transfer data from the vendor PDF to ServiceTitan as quickly. Okay, so let me show you what that looks like right here. I'm going to jump up into answer, uh, Dina. I don't know if it's Dina or Dinah, but if I'm in here, my equipment right here, see where it says upload price book? I just click into upload price book. I take that PDF I got from my distributor and I drag and drop it in here, and in about 60 seconds, maybe 2 minutes, it's going to upload that entire price book. And now you're done. And so then when you go into your integration over here, I click on Integrations and I see my ServiceTitan. If that was connected, there would be a toggle when I open this up. It says Sync Price Book, and if I toggle that on, it's going to automatically update the price book from SetSale into ServiceTitan. So that is exactly how fast it is. So you didn't miss anything, it's just that that wasn't possible until basically Set Sail started doing it. Nice.

Yeah.

Do we have an open API?

We do.

Yep. We have an open API. In fact, one of our approaches to this is that we don't believe in the walled garden approach, which is to say where you build this wall and you only let in people you want to let people in. We create open APIs so that if you have systems you want to connect, you can just connect directly into Set Sail. They would just say we'll work with anybody. So if you have your own system and you want to use a bunch of Zap hooks to connect, you can basically have a custom integration. And that's very intentional because we want to work with everybody, and we don't want to have to create some commercial agreement every single time we're going to work with anybody new. We know contractors work with lots of different software companies. Sometimes they build their own. There's lots of legacy stuff out there, and there's lots of new stuff out there, and we just want to be able to work with all. of you. So yeah, bring, bring all takers. If you've got an open API in that piece of software, we support that as well.

Awesome.

Does anyone have any additional questions for Seth?

Okay, I learned like 3 new things right there. Yeah, the manual adjustment on the margin, I, I literally just— I'm I was, uh, in our set sale while you were doing that. I turned it off. I didn't even know you could do that.

Yeah, it's a new addition.

Yeah, you don't have to discount, you have to put discounts and everything.

You just— Yeah, exactly. So you can, you can do it both ways. Like, a lot of owners— like, you're the owner, right? So you know where your margins need to be and what you can do, and you can turn that off and on for— to allow your sales guys or not allow it. But what a lot of folks do is they're like, for their sales guys, they don't turn that option on. They just give them the 3 discounts. These are the ones you can offer. Don't stray from this. But you're the owner out there, it's like, I want more control.

Yeah.

I want to be able to do this.

And so you can— I don't love the discount thing. I don't like having like a $1,500 because you're trying to get— you're trying to— you know, you're bidding against 3 other people.

Exactly.

You know who you're bidding against. You're trying to read the room and you're just discounting at the discount, the discount. So like, our— like, like, we'll do gross profit depending on the— when we job cost it, the gross profit that you sold the job at is how much commission you get paid out.

Yeah, yeah.

Um, and so like, to have that in there, not have to just discount everything down for them to be able to go in and say like, I know I'm still gonna make X on this, so I'll take a little cut to help this customer and get the job.

Uh-huh.

Then you can just drop that down. Like, that's a, that's a huge, uh, that's, that's great for us because just the way that we're set. I realize a lot of people aren't like that. They'll sell on SEER rating or whatever.

Mm-hmm.

You know, they'll pay out on SEER rating or whatever. But for us, we pay out strictly on gross profit. Um, and so that's an amazing tool that I didn't even know existed till you said, till you did that.

Yeah, yeah, you don't want to change your price book and your pay structure all at the same time, right? One thing at a time. So, you know, it's, uh, if it's— there's a lot of things in your company that are already working for you that you want to keep doing.

Yeah.

And, uh, and so, I mean, that, that makes sense. I have heard a lot of companies that pay out on gross profit, but man, that takes a really, really Rigid process set up correctly to make sure you're paying it out right. Good luck messing up payroll and having happy employees.

Yeah, that's always, that's always the case. But I will tell you this, one of the things that SetSell, uh, made, made this, it made it possible because of the consistency. So like, if you see, they know, like you can turn it on or off, but they know what their gross profit margin, when they're bidding out a job, it tells them what their approximate gross margin is gonna be. Barring we flood a ceiling or something goes terribly wrong, Like, it's pretty accurate. Like, when we job cost after the fact, if anything, we actually end up with a higher gross profit after the job is job costed than we did than what Set Sail actually projected we were gonna get.

Mm-hmm.

Because we got the— we didn't have as many labor hours, they finished earlier than, you know, whatever the, the, whatever the reason may be. Um, and so, hap— and that's not possible if you don't ha— if you're not doing this, like what Seth just did in 2 minutes, which he was talking a lot. So he could have done it much quicker than that.

That was fast too, man.

Yeah, yeah.

Uh, that was rapid fire.

Like, you can do that— you can do that over and over and over and over again that fast and give the same 4 options. And if you wanna be the, the company that offers like a— every different type of option, you change it about every time, that's fine. What works for us is we pretty much offer the same 4 things over and over again. You know, we offer something that's, you know, uh, economic. We offer something that's the, the Cadillac, the whatever, you know, and then something in the middle. I love the fact that you can pull stuff away that as like you're guiding the customer, like their first questions are like, what, what are we not doing today? Let's just get rid of those, right?

I like hiding the whole option that they don't want and narrowing it down because you're always doing that on a quote, but you're not hiding those things.

No, just get rid of it. Get it off the screen. We're not even looking at that no more, you know. So Set Sail gave— made it consistent. consistent to where we were able to do that, you know. Whereas like trying to quote from ServiceTitan or from Housecall Pro, you're going to struggle to get the consistency that you're looking for. And so you probably couldn't pay off of GP because of that, because you probably will have some upset people because they're like, what am I doing wrong? Why do I keep— why I keep underbidding? At least now with SetSale, they know. They, they're— they'll take the lick because they want to stick it to that other sales guy. This guy's done beat me on 3 jobs. I'm cutting it down to 40 GP and I'ma just get the job because, you know, I'll take the lick because he done beat me 2 or 3 times, you know. So giving them that freedom, I think, also empowers them to be able to make their own decisions. And, and I think they, you know, they— at least Paul, like, our, our guy, he enjoys it. Like, he loves the freedom to be able to do what he wants to do.

Yeah, right. You don't want to restrict the, the people that are already at the top, but then, like we were talking about, you want to bring the new guys up to speed as quickly as possible.

Mm-hmm.

It helps them, it helps your business, helps the customers. So we are at our hour. Cody and Seth, thanks for joining me today. Everybody listening in either live or whoever's gonna get their replay, hopefully there were some good takeaways for you as far as the how many options you can give, how fast you can give 'em, consistency in processes and things like that. Seth put in the chat if you want to reach out to him directly, it's seths@setsail.ai. I'm gonna get to work on putting the replay together, should have it out tomorrow, and I'll send it to everyone that was on this call, and I'll shoot an email out to everyone in the group so they can, they can see it. And yeah, it was great. It's a great time, guys.

Yeah, Bill, appreciate it. Thanks, Cody. Thanks, Bill.

Good to see you, Seth.

You too.