Increase Close Rates With These Contractor Sales Fundamentals | Charlie Gindele (Ep. 252)

In June, the plan was $10 million. We did $10.3 million. In July, the plan was $10 million. We did $12 million. In August, the plan was $9.8 million. We did $11.2 million. So big message there is you got to have consistency, you got to have accountability, and you got to teach and train. And what I heard was, we love the sales meetings now. I'm better when I leave the sales meeting than when I walked in. And we changed the whole culture to winning.

Hey everybody, welcome to another Welcome back to another episode of the Wealthy Contractor Podcast. This is Brian Kaskavalciyan, and with me today is the man that I call the wisest man in home improvement, Charlie Gundel. Charlie, welcome back. I don't know how many times you've been here. Out of 250-something episodes, you've been here at least 5 or 6 times.

Yeah, I know I was number 2.

I definitely remember number 2.

Yeah, there's been many since then.

Yeah, the reality of it is, to everybody listening, I could have Charlie here every week for an hour, and we still, after 5 years, probably wouldn't get all of what's inside of that big, beautiful head of his. But we're going to try and get some nuggets today. Charlie is going to talk about a turnaround situation that he has been a part of this year. And it's very interesting. It's a sales turnaround. And so, Charlie, why don't you kind of set it up for them? And then we can dive into some of the, some of the details, some of the tactics and the strategies. And of course, Charlie is going to be at Accelerate Live in February. Gotta, gotta do a plug there, Charlie, for Accelerate Live. You have been at almost every one of them, and I can't imagine doing one without Charlie because again, He is no joke, the wisest man I know in this business. And he knows more than, you know, 30 people combined about this business. And this topic that we're going to be talking about here is something that we are going to dive deep into at Accelerate in February. So with that, with that little plug, you set this up for us, Charlie.

Yeah, Brian. Well, I think a lot of people know that I retired from Renewal by Andersen at the end of '21. I sold the business to Renewal by Andersen beginning of '19 and stayed on for 3 years as general manager. And I retired and sailed off into the sunset and was enjoying retirement, which by the way, I highly recommend to those of you out there.

And I got a beautiful retirement party and the whole thing.

Yeah. Yeah. But, uh, In the latter years before we sold the business to Renewal by Andersen down there in Orange County and Los Angeles, a gentleman named David Moore was my business partner. David owns a bunch, about a dozen Renewal by Andersen locations across the country. And so he owns the Renewal by Andersen in San Francisco. And I have a little bit of ownership of it, but he's by far the majority owner. So David called me beginning of the year and said, hey, I need a favor. You know, we're— we might be making a change in the leadership up in San Francisco. The guy that's been there who generally did a really good job for the last 6 years or so was looking to move on. And so I'd love you to come up there and fill in as the president slash general manager. For, you know, for 2 or 3 months, 3 or 4 months until we get a permanent replacement. So it's hard to say no to David. So I said yes. And I came up here on April 15th of this year. And, and I really didn't know a lot was going on. They did about $100 million last year in revenue with about a 17% bottom line. So good-sized company and obviously very profitable. But with any business, there's the outside perception and there's the inside reality. And when I got up here, what I had found was that, you know, big company, 185 employees, not counting installers because installers are all subcontractors. They got about 40 crews and they had about 36 sales reps, but they were not hitting their sales goals, their sales plan, and they hadn't hit it for 18 months in a row. So they had a really strong 2023 and they went into 2024 with a big backlog. But during '24, they were pulling down that backlog and producing the work and not refilling the pipeline as quickly as they were taking it out. So by the time I got up here in April, they were, you know, not a whole lot of backlog, weren't hitting their revenue goals because they had exhausted the backlog. and they weren't hitting their sales goals. So, and David told me that's where we need help, you know, focus. So I, I started listening and talking to people and, what I found out was that, you know, there were some things that I felt like I started questioning, like they were doing fundamentally wrong. And my business had always, you know, for the last 10, 12 years, it always been a one-call close. I have a one-call-close process. We teach it, we train it, it works, it's successful, it's efficient. So when I got up here, they kind of sort of had that, but not really. And they start talking about FSP. FSP, what's FSP? Well, that's our finance savings plan. So, well, how does that work? Well, we go out to see a customer, we introduce the finance savings plan to them and say, if you want to use one of our finance plans, we'll give you an additional 5% off your project. And I said, okay, well, what if they don't want to use it? Well, you know, we kind of still give it to them anyway, you know. And then I said, and what if they call you back the next day or next week? Well, we kind of still give it to them anyway. So in reality, they had morphed away from this true one-call sales process, which in my opinion has to be done with 100% integrity. So it took me 3 or 4 weeks to get my arms around that and then finally figured out. And when it all kind of came to clarity to me, I just said, you know, this is it. We're not going to continue down this road. So in April, we did $6.5 million. And I know $6.5 million sounds like a lot, a lot, but, and I don't want anybody that's listening to this get caught up in the numbers, you know, because I'm not trying to impress anybody with the numbers, but I want them to see the changes and what caused the changes.

Well, and also I think it's important, Charlie, to mention not to— sorry to interrupt you, but what you're going to talk about applies to doing $400,000 a month.

Exactly.

$1 million a month, $2 million a month, $20 million a month. It's the principles and the strategies are the same. It's just, you know, you apply them where you are today. And, you know, we talk all the time, sales is the core of this business. If you don't have a good sales process, you could spend a ton of money on marketing and bring in tons of leads. But if you can't convert those leads into sales, your business isn't going to go anywhere. So this is a critically important piece of the, of the business. So I just want to make sure that you guys that are listening, again, like Charlie said, don't get too tied up in the, in the numbers. It's going to apply regardless of where you are in your business.

Yeah, the thing to, I think, listen to the fundamentals that I'm going to talk about that, and then also the percentage increases in business that we did as a result of it. So if you're doing $400,000 a month, you know, you can do a 20-30% increase. Doesn't matter how many zeros—

on the same number of leads, on the same number of issued leads.

Exactly.

Yeah.

So, so again, we saw what we did. And by the way, in April, the plan was $9 million. And we did $6.5 million. So let's say your plan is $900,000 and you did $650,000. Or let's say your plan was $400,000 and you did $275,000. I mean, it's just different numbers, but the ratios are the same. And that's the point I want people to understand. So $6.5 million sounds like a lot, but not when you're $2.5 million shy of your plan, right? A big shortfall. So again, in May, I started putting it together. And so finally we had a sales meeting. I think it was around May 13th. And I got up there in front of the team and I just said, look, you know, I'm going to put all the cards face up and talk to you guys very straight. You know, we're not winning here. In fact, you guys haven't won in 18— now it was 19 months. And we have a bonus program that kicks in When the company hits its goal, then individual sales reps can earn bonuses, right? But the sales rep can have a great month, but if the company doesn't hit its goal, there's no bonuses. So I talked to that issue. Then the other secondary issue was that, you know, in my business, we used to require sales reps to work a minimum of 11 time slots, make themselves available for a minimum of 11 time slots per week. And 4 of them had to be what we call prime time. And prime time was Monday through Thursday evening or a weekend appointment. We didn't care what time slots they chose as long as they made themselves available for at least 11, and 4 of them had to be prime time. Well, up here they were only required— sales, they used to require sales reps to be available for 10 time slots a week, and they backed that down to 8. So they cut their capacity by 20%. And then, and then they were letting sales reps work kind of whenever they wanted to work. Right. I mean, so we didn't have enough capacity. And if you think of it, we had 36 reps at the time I got up here. And in order to hit a $9 million goal, we would have to average a quarter million dollars per rep per month to hit $9 million in a month. And the likelihood of that happening is, is unlikely. Right. So we didn't have enough capacity. But the other thing, the close rate was down around 20%. They were playing games and this finance savings plan thing wasn't creating any urgency. So once I got my arms around it, we had this meeting in May and I just said, look, the finance savings plan has gone away. We are going back to the one-call close process where we offer the customer an instant product reward, which is an additional 5% savings. If they're in a position to move forward when we meet with them for the first time. But in order for a customer to be in a position to move forward with us the first time, there's 3 things that have to occur during the presentation. Number 1, we have to ask the customer, is this the product you want in your home? After we've done our product presentation, you know, we just can't assume they want it. You know, so if you don't get a commitment that this is the product I want in my home, The price doesn't matter. The second commitment is that this is the workmanship and specifications that you want in your home. So you ask a very specific question. Brian, let me ask you, is this the workmanship and specifications you want in your home? You have to give me an unequivocal yes. If you say to me, well, Charlie, it looks pretty good, or it looks like you guys know your stuff, I'm not moving on. I'm going to use your words and put them in a question. I'll say, well, Brian, I appreciate you saying it looks like we know our stuff. What makes you say that? I'm going to get you to sell it back to me. And then when you're done, I'm going to have to lead you through that process. But when you're done, then I'm going to hit you with the same question again. So then, Brian, let me ask you, is this the specifications and workmanship you want in your home? You say yes, we're moving on. And then the third big commitment is about our company. Our licenses, our insurance, our warranties, our online reviews. And when I get all done presenting my company to you, I'm going to ask you, Brian, let me ask you, are we the company of trust to manage this project for you and make it a 5-star experience? If you say yes, we're moving on. If you say, well, you know, it looks like you guys know your stuff, I'm going to say, well, Brian, I appreciate you saying that. What makes you think we know our stuff? And you're going to have to sell it back to me or I'm going to lead you through that. And then I'm going to hit you again. So Brian, let me ask you, are we the company of trust to manage this project for you and make it a 5-star experience? So if I get yes to the product, yes to the installation and workmanship specifications, then yes to the company, now the price matters. And when I give you the price, then I'm going to give you an initial instant product rewards, which is after we give all clickable discounts. And I want to ask you, and I'm going to show you 4 ways to pay for it. One is by check or credit card. One is no payments, no interest for 12 months. One is a low monthly payment. One's a high monthly payment. The high monthly payment is based like a, upon like a 6.99% for 60 months. Because some people are interest rate sensitive. These are the people that wanted to check with their credit union and see what kind of rate they can get there. And then the lower payment is based upon a slightly higher 9.99% or 10.99%. For 10 or 12 years. And we know that about 80%, 85% of the people are payment sensitive and the rest are interest rate sensitive. So I give you 4 different ways to pay for it. And then my closing question is, "Well, Brian, let me ask you, which one of the payment options will work best for you?" And it closes it or they need— and then, "I have to buy today to get that price." There's a word track for that and do a little more than I thought it would be, or I got to get other estimates. So there's word-specific word tracks we train for that. But by putting this in and then doing it with 100% integrity, so they knew that after they run that appointment, they have to result it. They have to— was it demo sale, demo no sale, no demo, or not home? And the next day, the customer's going to get a phone call to validate what the result was. The sales rep doesn't go back. They move on to their next lead. We have a revisit program, which if we can, if the customer wasn't ready to buy or they're not clear on something. So that immediately took our close rate from about 20% to about 27% for the remainder of May.

35% increase.

Yeah. By doing it with 100% integrity and we don't play games with it at all. 100% integrity. And then the other thing was we started building capacity. We started recruiting, interviewing, hiring, and training. So we had 3 sales classes. And so as of today, which is about 5 months later, 5 and a half months later, our sales team has grown from 36 in April to 71 today. So we doubled our sales capacity. Now, that wasn't overnight. It was a process through May, June, July, and August. But a lot of my sales managers worked their butts off training and coaching and doing ride-alongs. And so in May, the minute when we put this, you know, one-call sales process in with 100% integrity, we did $9 million. Now the plan that month was $9.5, I think. So we didn't hit the plan, but $9.5 is a lot better than $6.5, right? And in June, we did $10.3 million. The plan was $10 million and we exceeded the plan. In July, the plan was $10 million. We did $12 million. In August, the plan was $9.8. We did $11.2. So big message there is you got to have consistency, you got to have accountability, and you got to teach and train. And what I heard was, we love the sales meetings now. I feel like I'm coming to a sales meeting, I'm better when I leave the sales meeting than when I walked in. And we changed the whole culture to winning. And what we did was when we hit the plan in June, So most of the sales team had hit the minimum threshold for a bonus. So normally we wouldn't pay bonuses out till 30 days later. We would've paid the June bonuses out in early August, but to reinforce it, I wanted to reinforce that we were winning and on the right track. So we had live checks made out the first sales meeting in July. We passed out checks. And we passed out about $120,000 worth of bonus checks. Some guys got $1,200, some guys— one guy got $12,000, you know, but we called out who got the check, who got a bonus and what the dollar amount was. And the heads in the room were spinning and that fired them up and got them excited and made it very tangible. And we just changed the whole conversation from what it was to, we're back to winning. Everything was about winning. And, but the one-call sales process is really what drove it and the accountability and just talking about, hey, we weren't succeeding. You know, we made it very clear, you know, and we weren't tiptoeing around it and we got to get back to that, you know, and, and it just changed the mindset and the culture, you know, and heard this long time ago, the culture is Every company has a culture, every department in every company has a culture. And the culture is all the positive behaviors and performance that you encourage, acknowledge, and reward minus the negative behaviors and performance that you tolerate and allow. So, along the way, we exited about 8 or 10 sales reps who just couldn't do the job or had attitude problems or behavior problems, but we've totally changed the company around in about 4 or 5 months. I mean, we actually changed it around about 60 days and we've just been building upon that. And, it's been fun. Even though I supposedly retired and I'm looking forward to getting back to being retired here in another month or so, they finally have hired a guy and he's coming on board in November. But it's been fun and, you know, it's, it's the fundamentals that we know that work, right?

It's all about the fundamentals.

We can talk about them theoretically, but when you put them into practice, it works, you know, and you believe in them and you hold people accountable and you hold yourself accountable too, you know, and it's, it's not rocket science, but it works. And, uh, and it'd been fun and exciting in the meantime, you know, I had sales. I had 4 sales managers when I got here and there were some negativity among them and they weren't working very hard. They weren't being held accountable. They weren't doing the ride-alongs. So after 3 or 4 weeks, when I sized things up, I just said, look, we're going to make some changes. And these are the rules of engagement if you're going to be a sales manager. Plus there were a few egos. So when I put the new rules of engagement in, One guy came in the next day and quit. Another guy said, "Can I get a demotion and go back to sales?" You know? And so, I promoted two guys from the existing sales team. And then, about a month later, another one of the guys quit because I was holding them accountable. So, now, I got four sales managers that are working their butts off, that have a great attitude, that are working together cohesively. And, you know, it's fun and they're having fun and they're getting bonus money and the sales team's getting bonus money and the conversation just completely changed. So again, most people listening to this phone call don't have 4 sales managers. They don't have 70 sales reps, but I don't want them to get caught up in those numbers. I want to— if you, if you have no sales manager, someone's a sales manager. Maybe you as the owner are the salesman. If you have a sales manager, is that sales manager really doing the job you need? Are they doing the ride-alongs? Are they helping sales reps get better? Are they coaching people up and/or coaching people out? Are we letting poor performers linger? Are we reloading and are we recruiting and bringing in new sales reps? And do we have a comprehensive training program? And are we holding people accountable? And are we making it fun? Are people getting the financial rewards as well as the emotional rewards? The reality of it is when you do those things, no matter how No matter what size your company is, they work. You know, I mean, football teams go back to blocking and tackling. And for us, we got to go back to the fundamentals of our industry. And it's leadership, it's accountability, it's holding people accountable. It's not having different rules for different people. And it's, you know, it's when I went into 2025, I had no idea this was even going to happen, you know. So now when I'm on the backside of it, 5 and a half months later. Again, it's not something I planned to do, but it's been fun and fulfilling.

And by the way, uh, we also— you, you also are a coach in Success Society, and at— you're at all of our intensives, obviously. And every intensive, uh, well, not everyone, but I think this next one coming up in November, you're gonna do a you're going to do a presentation there that we only do— we don't do them for the public, we only do them for our members. But you deep dive into each of these, you know, certain topics, the fundamental topics, and you do deep dives into, into these topics. And it's fascinating watching people, you know, because we're all different as entrepreneurs, we're all different attitudes and different goals and different aspirations and different belief systems about ourselves and about the world around us. And so it's interesting when you present this stuff and, and what people do with it. Because we talk about fundamentals, fundamentals, here's the fundamentals of this business, because this business is very, very formulaic. It's not like, you know, the GC business is a, you know, we talk about it here often. It's a tough business, one of the worst businesses ever. But the window replacement, the specialty replacement contractor business is an incredible business. Because once you get that sales— yeah, very scalable. Once you get that sales system in place, now it's a matter of, okay, I can sell. So now you have the confidence to go and put leads on the board, and you'll pay. You'll go pay. I mean, I can't even imagine what you guys are paying per lead over there, but it's probably got to be close to $1,000 for an issued lead. But you'll pay that all day long when you know that this is the percentage of conversion that I'm going to have at the right price, which is going to lead to this margin and on and on and on. You know, it just ripples through the business.

Yeah, you got— I mean, you got to know the numbers of your business and, you know, cost of goods sold and overhead. You got to know what your marketing dollars are, your cost per lead and all of those things. And you got to have those tracking systems in place. But You know, it's funny, I'll tell you a little story. I was talking to a guy that I know down in Orange County who's in the window replacement business, and he reached out to me for some, some help, you know, because he's— they're kind of struggling. And, and they have like, they go out and they measure the job and they talk to the customer and then they tell them, we'll email you a bid within 24 hours. And then the customer Some of them call them back, you know, and, and he said, that's our process. You know, I started talking to him about the efficiencies of a one-call sales process. And I said, what's your sales process? He said, well, you know, we educate our customers. We educate them. Our customers are very well educated. I said, well, that's fine, but did they buy from you? And then do you have a predictable, dependable process to use? And, you know, he said, well, I've got a sales manager and I start talking to him about a one-call sales process. And he told me that's what the slimeballs do. And if we tried to put that into the business, he would quit and he'd take the couple sales reps they had with them. And I said, it sounds to me like the tail's wagging the dog, you know? You know, and people have this misperception about a one-call sales process. I mean, yeah, there's old school models where you go in at price and you drop it ridiculous numbers and you keep dropping it till they buy, you know, and if they bought at a higher price, you know, you know, and you're ripping them off and, you know, and there's a lot of pressure. But the one-call sales process that I know was taught and that I teach and love is it's, it's, we educate our customers too. We take them through all the products that are out there in the market. We try to lead them to the product that we have is is the best product that, you know, might be more expensive, but we don't compete on price. We compete on value, get people excited, make it emotional, get those tie-downs about, is this the product you want on your home? Is this the best case of brickmanship? Are we the company you trust? You know, and create urgency along the way. And do they all buy? No, but enough of them buy at a pretty, you know, if we get 1 out of 4 on a consistent basis, At the right price. There's a price. People tell me I'm closing at 35, 40%, but then I look at their price and yeah, they're, they're not, they're giving stuff away basically. Right. No, they're not really charging the right price. They're not getting at least 50% gross profit margin with labor, material, and commission being in the cost of goods sold. I mean, I was used to running my business at over 60% gross profit margin. You know, with, again, with labor, material, and commission and the cost of goods sold. So after you pay for all the direct costs of the job, you got 60, 63% of that left over to pay all your overhead, including, you know, about 15% for marketing. You know, and a lot of people also, I think, you know, are spending 6, 7, 8%. They don't have enough leads, but you know, it's kind of their, they don't realize it, but they're kind of creating a limiting limit on their business. You know, they're putting a constraint on their business, you know, by not charging the right price and not getting their customers to pay for their marketing as to them paying for it. So it's kind of a vicious cycle.

Well, in that it is, and that goes to— and this is a whole nother topic. In fact, this is what I'm going to cover at the intensive next month is how do you plan for profitability? And we use a proprietary chart of accounts similar to what you, what you've used. But the numbers are the numbers. You can't, you know, you have to understand how they work. And I think we've got a pretty simple way of laying out a chart of accounts so that you can instantly within 2 minutes look at your P&L and know, okay, I have a problem here or I have a problem here. And people don't realize how important gross margin is. This is my point is that gross margin is probably the most important thing on that P&L because without the gross margin, you'll never be able to grow. You'll never be able to afford the marketing that you need or the overhead that you need. And still, and still, it's shocking to me how people don't get a regular P&L. They don't get paid. And even when they do get it, a lot of them, you've seen probably more than I have, and they're like, they're not accurate, they're inaccurate. And so, again, it goes back to what are the fundamentals of the business and understanding pricing model and, and anyway, all of that stuff. Sorry, I went off on a tangent. But you know, the email estimate thing is, I mean, you want a surefire way of being broke and working hard and never getting ahead? Email estimates to your customers or prospects, you know, and hope and just hope and pray that some of them are going to say okay.

Yeah, I mean, it's, it's like, that's the professional visitor model. It's time, right? Yeah, it's not a professional sales model, you know. I mean, and you know, the old— so if you throw enough on the wall, something's going to stick, right? And that's kind of what they do. But when leads are tougher to get, which they've been, you know, this year, if people struggling, or if, you know, then in their case, they were doing a lot of just digital marketing, they weren't really there was all the take marketing and none of the make marketing. And, that's something that opened their eyes also. But so, you don't have enough leads and you're throwing stuff on the wall and all of a sudden, you become a victim of circumstances, most of which are circumstances you created yourself unknowingly or unwittingly. So, that's a little aside, but it's just interesting. And, this is a company that's doing $5 or $6 million a year. But this year, they're down a little bit. They're struggling, you know.

So, but, you know, even with email, imagine, Charlie, with email estimates, they're doing $5-6 million. Imagine. Anyway, hey, so let's do this as we wrap up. I want to do something a little bit fun. I definitely want to do another plug for Accelerate. So for the, you know, everybody listening, if you're listening to this podcast, there's no reason for you not to get up and go to Accelerate. We're going to be in Florida in February. Charlie's going to be there. We've got a whole cast of characters. You'll hear from people that are, that have built amazing, incredible $4 and $5 million companies. And you'll hear from people like Charlie that have built $100 million plus companies. But what we always focus on at Accelerate, we always focus on our fundamentals. And whenever Charlie makes a presentation, Whenever Charlie— just if you came all the way to Accelerate, paid the entrance fee, got on an airplane, stayed at the hotel, and did all that and only heard him, you'd get 10 times your money, 10 times your money's worth. So, I hope that all of you will join us at Accelerate. Be in the room with other people that want to win. You know, Charlie talked about his team there now wants to win. Well, imagine you being in a room with hundreds of other contractors all there for the same purpose, is to win, to grow, to build success, to build freedom, to build wealth for themselves, their families, and their teams. It's an unbelievable environment. Charlie, so since the last time we talked, have you bought any new cars?

Uh, yeah, I bought, uh, 2 cars this summer. Okay, what, a 2009 Ford Mustang Shelby GT500 KR with 76 miles on it?

Beast of a car. Beast of a car.

Supercharged. Still has the stickers on the windows, you know. It's, yeah, it's from the dealer, but it's got 76 miles on it.

Yeah.

And, uh, then, uh, back in August I bought a, uh, A 2022 Mustang Shelby GTH. So back in 1966, Hertz and Ford had a program where you could rent a racer. It was a black Mustang with a gold stripe on it. And they made about 1,000 of them. And at select Hertz rent-a-cars, you could rent this. They had a Rent-A-Racer program, they call it. Well, they recreated that program in 2000 and '06, 40 years later, and then they did it again in '16, and they did it again in '22. Now, the thing that— the car that I bought, though, never made it into the rental fleet. Hertz had it in their corporate office to promote it, and then I bought it at this auction, so it had 28 miles on it. Wow, 28 miles on it.

So I can't— I can't wait to see those, those cars when I, when I see you in a in a couple weeks there.

We're both sweet. We're both sweet.

Did I tell you my Shelby story from when I was a, when I was a kid?

No.

Well, I'll, I'll share it here. So at church, there were these— there was this kid that was in my, my Sunday school class, Tony. We must have been, I don't know, 8 years old, 10 years old, something like that. So his dad and his uncle— so now I was 8 years old, so we're talking you know, like 50 years ago. What was that, the '70s? You know, the mid-'70s. So these two brothers each had Shelbys like Eleanor's. One was a 500 and one was a 350. And they would bring— once a year, I think on Easter, they would bring them, they would drive them to church, and you would hear them rumbling, rumbling, rumbling up. And our church was up kind of like in San Francisco, so it was like in the middle of a hill. So there was one hill to go up And then there was another hill that went up this way, and then you could loop all the way down around, and then you would come back up the hill. So we get in the car. Tony's dad takes me and Tony. We're in the front seat, okay? And there's 3 more kids in the back seat. So he tells us not even put on your seatbelt. He says, lock your arms. I'll never forget this as long as I lock your arms. So we locked arms and the guy takes off, like takes off up the hill. And we're like, you know, you're a kid, you're like so excited. Oh my God, I'm in a race car. Yeah. I swear to this day, Charlie, I swear to this day, when we were at the bottom of the hill to go after we did the whole big loop and we're just like, you know, no seat belts, nothing. The bottom of the hill, I swear he took that turn so fast that we were up on two wheels. Now, I don't know if that's— I was a kid, so it probably just felt like that. But that's how fast he took the turn and then just like screaming up that hill. And it was one of the— I mean, I still remember it from almost 50 years ago or whatever it was. So that car, those cars, those cars are like— there's something about those cars, whatever year they are. Those Shelbys are just incredible. Beautiful, beautiful cars. All right, Charlie. Well, I know you have to go back to, to your fun over there, but I appreciate you coming in. I hope that what you shared helps some of the people that are, that are on the listening to the podcast, listening to this episode. And if you want more, go to accelerateevent.com. And by the way, use the coupon code podcast26 and you'll save a an additional $100 on your ticket. So podcast 26, you'll save an additional $100 on the ticket. So Charlie, thank you very much.

Thank you, and, and look forward to seeing everybody in Florida in February. I, I missed the first Accelerate, but I've been to the last 8, so this will be my 9th consecutive Accelerate.

That's right, this is our 10th year, so we're doing it up. It's going to be, it's going to be— you don't even know yet what we've got planned, so it's going to be It's gonna be awesome. So, all right, everybody. Well, until next time, this is Brian Kaskavalciyan, and this is the Wealthy Contractor Podcast.