How to Find Untapped Skilled Labor for Your Service Department w/ Raleigh Wilkins of Sales Platoon

Welcome, everybody, to Service Drive Revolution. I'm Chris Collins, and this is Christian Lafferty. Please say hello to Christian.

Hello, everyone.

He's the. He's the humor behind all this sometimes. Today we have a guest for you. Our booking agent is incredible. Mama Bear is her name. But.

Our guest.

Talks about recruiting from the military, and our fascination with it was how do we figure out how to hire and recruit technicians from the military? And we've struggled with that. His. His business is based on training military vets on sales, which almost is harder, in a sense. But the knowledge he shares with us is incredible. And you want to make sure that you have a pen and paper ready, because there's a point in the interview where he starts rattling off places you can go to find veterans.

I couldn't write fast.

No.

And we've been looking in the wrong place. And so you're. You're going to thoroughly enjoy his knowledge and expertise, and it's going to inspire some. Some great ideas. It also is the longest.

Comedy drought in the history of sdr. Christian does not crack one joke through the whole thing. After I was like, christian. Because I just. I didn't want to interrupt him. He was going, it was so good. I'm like, that's exactly when you need to interrupt him. That's your shtick.

There was a little bit of a timing.

The worse the timing is, the better and the funnier it is.

That's true. I mean.

I mean, just think about him, like, all he's talking about, all this great stuff, and all of a sudden you come in with a toupee joke or something and, like.

Right, that's true. Yeah.

All that.

All that military talk did get me thinking about weaponry, though.

Did.

Yeah.

Funny. Why are you.

Why are peppers so good at archery?

Wait, I know this one. Why?

Because they have an arrow.

That's terrible.

There's no way that guy would have continued the interview after that joke.

You think you would have just.

Yeah, he would have been, like, clicked off leave.

So.

So funny.

It's great, though. You guys are going to love it. So let's get right to it. This is Raleigh Wilkins talking about how you can recruit from the military. Let's do it.

Welcome to the big show. Raleigh, how are you doing today?

Hey, I'm doing well, Chris. Thanks for having me.

Let me introduce you to Chrisean.

How are you?

Hey.

So we. We cannot wait to dig into your expertise and get coached a little bit here by you, but just kind of off the top. Let's just tell our audience A little bit about what you do and how, how you got involved in.

In it. Yeah, well, I guess you can start that out by saying I was born at a young age and we're not going to go that far back.

Yeah, you know, getting involved. So essentially what sales platoon is, is it's a 12 week to 6 month apprenticeship for active duty military so that they can learn how to make the transition off active duty and get into a career in sales.

And so, you know, it was based loosely upon the events in my own life, like a good TV movie. You know, I came off active duty long time ago in a galaxy far away. No idea that I was going to go into a career in sales. I had sold Kirby vacuums door to door before that when I was on active duty. So I cut my teeth that way and that's what I thought a career in sales was. So I wanted to be a maritime lawyer. I was going to do something that I could earn a lot of money and it didn't work out for a lot of reasons, one of which I'm not a very good student. But the other reason is that, you know, I never heard of this thing called corporate revenue operations or sales. And it's been such a fascinating journey for me. That was a 20 year journey working my way up from sales rep to senior VP of sales at startups to nasdaq. We sold two companies I was a part of and about three years ago stepped away with the idea there is a need for highly trained early career sales talent. And there's a 280,000 active duty military coming off every year and the majority of them end up underemployed or not employed when they come off active duty. And we'll talk more about that hopefully as we get in here. So, you know, as one of the service members said to me not long ago, thank you for your service rings kind of hollow when you stand in the unemployment line.

Yeah, for sure. And so, yeah, there's, so there's so many levels to what you're doing and intricacies. So at the, at the top of it, if we could just look at it from the soldier's point of view coming out, what percentage of soldiers coming out have the desire and skill set to be good salespeople?

Yeah, I think it's a different way, if I can, to frame it, Chris, would be to say, you know, it's think about what the opportunity is for them and where they're coming from. So when they come off active duty, a lot of the times, what Happens is you're essentially, you have a roadmap for your life that you spent 4, 8, 12, 20, 30 years developing in the military, but you're trying to navigate the streets of Paris with a map of Chicago.

You are, you are coming in with. You have. There's three things that separate every armed service veteran from our civilian counterparts. Only three from the, you know, Air Force Admin. Through the Force Reconnaissance Marine. There's three things we all had in common and we all sacrifice, but they are, you know, one, we all went to boot camp, some sort, some fashion, some way. Two, we all wore a uniform and had a rank. And three, we're all subject to something called the ucmj. And so when you. The ucmj, for the readers, your audience who don't haven't heard of that, it's a uniform code of military justice. So I'll go in reverse order. The UCMJ has a set of laws and customs that sits on top of the US Constitution where essentially every military member gives away half their rights and all their freedom voluntarily. They can't be where they want, do what they want, say what they want, dress like they want. They can go to jail, lose their pain, be confined to their house for not showing up for work, and for fake and sick. I'm sure a lot of managers would love that the UCMJ was inside, but that doesn't exist in the civilian world. The uniform, great. They learn attention to detail, drive, resiliency. Right. They learn respect, which is oftentimes not taught in our culture today, but. And they know where they exist just by looking at somebody's rank, where they sit in the world's last organizational system in that. But when you take that rank off, I don't know who I am. And then the final thing is that they get that they went through a boot camp, which transformative experience where they, they go through this experience and it's like, you know, you learn mission first, then the team, then me. And they're going into a world that's the exact opposite of that. Me first, then team, and then maybe the company, who cares? You know, and so when you say, like, who could fit in sales? You know, the military member is a cross section of America. It's. It's from its poorest areas to its richest families, from, you know, every race, every, you know, ethnicity, all sexual orientations are all part of a US Military, just like they're part of society. But to frame the conversation, we first have to get a common ground to say there is a difference when you're taking somebody from the military and going to hire them in your organization, it's not like you're just getting the skill set. I don't care if they're an auto mechanic and they've been in 20 years. It's going to be hard for them to assimilate to the culture when they come out. And the challenge in what you just said is that in the reason I'm reframing, I apologize for going on, but the reframing it comes from. Nobody in the military has been taught to sell in the way that they think of it is sales. They've all been taught. They don't know it yet, but there is no job toad in the military for raising money. There's no, there's no revenue, capital raise, no going public, no any of that. It's essentially what you end up doing is you're going through. You spend money, you don't make it. And so there is a good percentage that would be really good in sales, but they don't know that that exists as a career path. And on the other side, you have, you know, companies and auto dealerships and all the people in the world that say, I'd love to hire them, but they don't know where to get them and how to train them. So does that track why? It's a harder question to answer than just saying a percentage.

Totally. So then how do you approach the soldiers coming out? Like, what is your conversation? What is the, the picture you're painting for them?

Yeah, so the first picture that I paint for them is as somebody who's made the transition myself before they had all these entitlements and Skillbridge and different. I say entitlements meaning they have this thing called DoD skillbridge now, which is the last six months of their active duty. They can apply for and go to a company and learn a trade or craft and then the military will pay their salary and they learn the trade, not entitlement, meaning they feel like they deserve something. But you know, when they're, when they're, when they're coming off, you know, the two things that I do is this is with any military and I'm up on Veterani, which is a free resource for veterans. It's essentially, it's a coaching platform where you can just give your advice. And so I'm on there. And you know, I say two things. One, your credits don't transfer. Right. Whatever you think you had and how cool you were at your last school, that's going to be a Different school. You're coming from being a white collar corporate guy to going into a prison. You better learn the rules real quick or you're going to, you're going to falter. Different rules, different standards, different everything. The other one is, you know far more than you think you know about the business world, but you don't have a Rosetta stone to teach you. And so you need somebody that's walked both paths. It makes no more sense for a civilian to try to train somebody in the military when they first come out than it would to have a civilian train, you know, PE teacher, train recruits at Parris island for the Marine Corps.

Right.

You know, it's like. Or in the same. Conversely, it's the other side of that is when they leave active duty, quite often it's military people, military organizations that are trying to teach them how to be civilians. Doesn't work. Right. And so, so reaching them is just first of all saying, hey, you've probably never even done thought about sales as a career. And if you have, you're probably thinking about, you know, the person that annoys you at six o' clock at night and calls you to sell you a timeshare or, you know, calling to upgrade your credit card or, you know, knocking on your door at 3pm on a Saturday wanting to sell you a new roof. You're not thinking how important it is to the lifeblood of every organization that it is truly sales is the infantry of the business world. You don't know it yet. And so we start from that. And that's a lot of my public service speaking to veterans is like, hey, a career in sales, not a dirty word. Like, sales is not a fallback for people that can't do something. It is as noble a profession as being an architect or an engineer or a mechanic. But most people don't know that. They think, oh, you'd have to go find people that are boring salespeople. And then you just, no, no, it's not, I'm not, this isn't Gary Vee. I'm not talking about 10x in your life with Grant Cardone stuff. It's like this is. There is a drive and a science behind selling that. If you don't sell something and as you guys know, in your industry, you know, you might, you don't make a lot of money on the car. You got to make money on the backside of that, on the financing deal, on the upgrades, on all the things they do in the back of the house and the service. So anyway, they just don't know. They don't know what they don't know. And so it's a big piece of it is just teaching them that there is a lot to be done and that sales is really one of the world's last meritocracies. That you know, it does it we, the sales is blind where it comes to most things. If you can produce revenue for a company, you're going to get promoted, you're going to make money. And then in a company other than the CEO, the second most highly paid person is generally their top seller.

Yeah.

And they just don't know that.

So in.

You know, I don't know, I think maybe the most salespeople I've ever had working for me is like close to 50. And if you gave me the choice of somebody who was disciplined, consistent, paid attention, followed orders, versus a cowboy that you know is not disciplined, worked when they wanted to. Right. They'd get a big commission check and then take a month off. More emotional based. I would take the, the, the discipline consistency that I can train over the emotional, inconsistent, hotshot cowboy any day of the week. And so that's what's, what's really fascinating about what you're doing is for, for somebody running a business that requires good salespeople, your conversion of.

Somebody from the military to that is a match made in heaven. But nobody thinks that that wouldn't be the natural perception from either side, from the soldier or from the employer. So how hard is. Because I have to imagine you have to educate the businesses as much as you're educating the soldier. You're selling both sides, if that makes sense.

Yeah. No, you, you nailed it. And so essentially.

Guys shared with me a book, not one of my first, I don't know, about a year into my business. And it was, I can't remember the name of it right now, but essentially it talks about multi sided markets and that they don't make traditional marketing sense. And you're right. On one side I've got, you know, it's like he was a small town farm kid from Virginia and she was a supermodel from Italy. You knew he'd have one shot to make a good impression. Right? Rosetta Stone. Right. And it's like, you know the same thing you got like all these companies are like, we can't find good people. And on the other side you got 280,000 people a year coming off active duty. 53% are under the age of 25, 93% of them don't have a four year degree. Most of Them, if they find a job, will have three to five jobs in their first three years out and they're going to be underemployed in 10 to $12 an hour jobs. And that's where that line thank you for your service rings a little hollow when I'm sitting in the unemployment line because no one will give me a shot. And so you do have, there's a lot of training on both sides. You know, from the military side, you know, it was, it was a huge risk for me to leave my job as a SVP of sales and go start a company and say, hey, I want to train people but I'm not going to charge you veteran. I'm going to teach you 12 weeks to 6 months in apprenticeship, get you LinkedIn, LinkedIn, Sales Navigator, Connect and sell HubSpot, train you on all these things. And I'm going to make sure that happens and then go to the company and say, hey, how Susie Sorority and Frankie Fraternity doing? How successful are they coming out of that four year degree? Well, they're more successful than the person that doesn't because they've shown determination and drive and resiliency. And if they're going to go into career in sales, they probably have a desire and a drive to help companies make an impact. But have they really ever been gut checked? Do they really know what it's going to be like? And so you got these two sides that don't understand each other and if you just hire somebody directly from the military into your sales role, it's like I was a foster kid so I speak lovingly about this but you know, when the families got me, they didn't know what they were getting and it's like, you know, you bring a wild dog into your home, you, you know, it's sometimes going to take some training when you're bringing somebody from the military. I'm not calling us wild dogs. I'm saying that we've been acclimatized to a different norms and cultures than the civilian world and there's a period of adjustment that both sides vastly underestimates. Yeah, and so it's, that's why it's not just about oh yeah, I'm going to take some Sandler training and Miller Hyman and just put a camouflage logo on it. Or here's our standard four week SDR boot camp and we're just going to put a camouflage bumper sticker out there and now we can train military. It's not that easy, you know, it's, they got it, it's an apprenticeship where they need to be doing it full time, eight hours a day, every day of the week, under the guidance of somebody that's actually done it before. That's the same way they learned how to. That's the same way I became a marine. They didn't have some civilian contractor come in there and say, hey, Raleigh, you know, I'm Joe. Johnny. I've never been in the Marine Corps, but I'm a really good extreme athlete. So you should follow me on the oak. No, you're like, I'm a marine. You want to be what I am, do what I do. And then you learn how to do what you do by watching them do what they do. Isn't that the oldest form of learning? So all these programs that either want to charge the veteran and repurpose, I kind of get really upset about. And then the other ones that are just like, oh, we gave them, you know, that one week, you know, set of videos and now they've been on the phone. So they know how to sell. It's like, you've been in sales for a long time. You manage people. There's no way in the world you show up and say you have a sales training certificate. You might as well. You know, I watch Full Metal Jacket. I'm ready to be a Marine Corps sniper because I'm really good at first person shooter games on my Nintendo. It's like, what? No.

Yeah, what. So how do the numbers break down? Like.

If, if you run, you know, 10 people through, so you recruit 10 soldiers.

A year later, two years later, like, how, how successful is it?

Yeah. So generally speaking. And now I'll back it up a little bit from there. So as we've grown the cohort sizes, the phenomenon that has stayed with us is that we have attrition during that period of time. Now every sales leader in the world knows you can be the best hiring manager in the world if you're 50, 50, you're a rock star. Right on. Who you. Because you do all the behavioral interviews. We use a system and different indexes and things so that we can do our best to find the fits, right. Analytical, deductive, reasoners driven, high degree of self autonomy, you know, but also conformist and want to follow, you know, what we're looking for. And they say they want to do it. And we go through all the behavioral interviews and I still lose 10, 20% of each cohort. And they just go, you know what? I. This is way harder than I thought it was going to be. This is way Different. There's much more project management, much more, you know, follow up, follow through. This is not what. And you know what? Great. I'm glad you figured it out while you're part of our cohort, because you can go get another job before you leave active duty. When they get through our program, once they're gone, we only like this next cohort we have coming up August 23rd. We got hundred and some, I think, applications for it. We're going to bring 15 people maybe, and in the program.

And, you know, we have to be highly selective about who we do because they're going to represent. And I, I'll say it in this way, I haven't had anybody go to a, go to a company yet, and then they get fired in the first 90 days or quit. It hasn't happened because I've already done the first 90 days with them. I've had people to join the cohort that I think are going to be the best people we've ever had, and they wash out in the first four weeks. But after 12 weeks of doing the job, they know what it means to be in sales in a good company, and they have a good sense of the science behind it. Now they're ready to go out and perform. But, you know, the, the reason I get so passionate, Chris, and I really appreciate you having me on the show. I just, anytime I can talk about our veterans, and.

We have that determination, the grit, the resiliency, the ability to overcome. Every person has already been vetted who's gone through a US Armed services that comes out with an honorable discharge. They have done their time. They have served their country. They have, they have already been vetted. I think it's less than 20 of the US population even qualifies for military service. So, you know, you look at that piece. But what happens is I go to companies to your point earlier, and I won't mention the company's name because it's a podcast, but I called the company up and I told them what we did and, you know, they were pretty excited about it and they talked and met some of our cohort members. Well, then I went to the final purchaser, right person was going to sign the check for, you know, basically endorsing and sponsoring some of these guys through our program. And they said, oh, yeah, we, yeah, we, we hired, we tried hiring from a program just like yours, and we hired six people. We had to fire five of them within the first six months.

And what pissed me off about that wasn't that, you know, oh, they're wrong about us and we're not like that other company. It was. They didn't think somebody trained that company didn't train military right how to sell. They thought military can't learn how to sell. We already tried to invest in a hundred thousand dollars. It didn't work. And so now every military candidate puts her resume and they go, now we tried that. No, you didn't. You know that that would be like taking a kid who's like places first in track and field events in the decathlon, and then giving to handing them a rifle and putting them in, in Baghdad. Like we wouldn't do that. They missed all the training. They missed the entire process of becoming a Marine. They have no idea how to even marksmanship or, you know, just because it's the same thing. But they don't think that way and it poisons the well. And that's the piece that, you know, I, again, they don't have to come from me. I mean, I can't possibly train 280,000 people here coming off active duty or even a percentage of it. So if you're going to hire them, bring them in your organization, just realize you're going to have to teach them some things. Just if you're trying to think about what they need to learn, think about what you need to learn tomorrow. Chris, if you showed up at okinawa, Japan, at 1st Marine Air Force or 1st Marine Air Wing, sorry, and your job is to execute that day on exactly what you do, what would you need to know? Where's chow? What's the vacation? When do I get paid? They don't know. And so just keep in mind that if you do that, you're going to have, you're going to create military veterans talk. We talk to each other. We talk to other vets coming out. You know, it is a tight community and it's word of mouth. And they'll hear, oh, wow, so and so dealership hires military veterans and they give them a really good training when they come on board. You should go there because you can earn this amount of money there. They'll start to talk about it. You won't have to try to get military veterans. But most recruiters, they're not trained in how to look at a military resume. So they wouldn't even know how to do it when they get it, you know.

So just to like.

In, in your experience and kind of speaking to that, like on, there's a side of the automotive industry that like, I think now the stats are we're losing five technicians for five to one. So five technicians, they're leaving the industry or.

Retiring or getting promoted out of the shop. But even the younger kids coming in, the industry's doing such a bad job of retaining them that there's over a 50%.

Attrition that like the first two years, they leave even after they've gone to a vocational school and learned how to be a tech. And so we have tried to recruit military and the.

The thing that happens is they, they're in such high demand that you really can't even get a call back. And a lot of them opt to go into aviation. They opt to go into other, or there's other industries that are just better at recruiting the soldiers that have a kinesthetic aptitude and they want to be, you know, tax or they want to work with their hands. We lose them more toward to other industries, especially aviation.

How, how would you approach that? Or what is, what is the.

You know, I don't know if there's a magic pill, but what is the steps that need to, to happen in order to tap that, that market where we would, we would pay for their school, you know, we would provide them with, with a really good job and income and security.

But they don't seem to be available, I guess, in a sense.

Yeah. And it's, you know, I don't know if you, you know, you buy a new car, right, Chris, you'd say, you buy a new, I don't know, Ford Mustang, right? You get it tricked out like I did, you know, you get whatever you get, okay? And you gotta, you gotta, you never know that you didn't go drive it for the first time out on the highway. You know how many of those cars you're gonna see, like a bunch of them. Because it's like you're like, I didn't even know there's so many cars. I thought no one had a car like this. And everybody's got a car like that.

We have what's, you know, it's essentially we have unconscious bias. Everybody has it, I have it, you have it, everybody has it. We don't talk about it a lot as it pertains to our US Military, but there's a lot of unconscious bias out there that's limiting them from being able to hire. And I'm going to give you a solution to your problem. And it isn't as hard as you think. And it's. I think I know what it means for somebody to be in the military because they were in the military.

You don't know what it was like. You don't know what it was like again from the person that was in the admin role who never saw combat, who, you know, traveled around and was at three different duty stations and got out. They still sacrifice for all the reasons that I just mentioned. They gave up their rights, they gave up their freedom. They would have gone to war if they come free to ask them to and they wouldn't had a choice because they turned that over. Right.

That's what we mean when we say thanks for your service, thanks for the sacrifice. You give up your period of time that you took away from all the rights that you actually defend and that you're going to go back and you know, one of my favorite, I was a combat journalist and one of my favorite folks photos of all time is of a National Guardsman and they're surrounding a guy who's burning the American flag during the Vietnam War. And I say the difference between our country and a non free country is the direction those weapons are pointed. Because those weapons were pointed towards the crowd to protect his right to desecrate the thing that they were defending in a communist country that hasn't been pointed towards that person's burning flag. So when you're saying thanks for your service, that's it. But when we look at it again, I said they don't know how to look at military resumes. I don't mean that they don't know how to learn. They can't learn to read and write and look and see what's on the resume and find mechanic and people with kinesthetic ability, but they're not thinking about that. Every person that comes out of the military went through boot camp. Every one of them, especially Marines, had first aid training, combat training, leadership training. They have learned how to use the M249 Golf, M16, a two service trucker. They've learned how to be good with their hands, to tie knots, to repel.

Just because they don't have mechanic on their resume doesn't mean they can't learn it. And a lot of those people that are coming off active duty, 75% of them don't have jobs that align to the civilian world. So you got an infantry guy who's coming off active duty after four years. He's not thinking about a career in mechanics any more than I was a career in sales running. I didn't know my lens of my lens before I went in the military was I was a foster care kid who worked his way through three years of college, who was A bartender and a waiter. And I didn't know anything about corporate America. And if I'd had somebody that got a hold of me with a tool set and taught me trade, I could have learned. I love working with my hands, I love building things. But again, no one looked at me and thought, oh, Marine combat journalist, I'm going to, you know, that's the guy I'm going to put in my mechanic shop. Because they don't know, they don't think to think outside the box. And you know how we are this day and age. Everything's AI. AI is going to take over the world. I'm telling you, if you use an AI to scan your resumes and you're looking for words, you're passing over a tremendous resource in our US Military. And what I would say is take those keyword searches and look for only six words. Army, Navy, Marine Corps, Coast Guard, Air Force and Space Force. If they pop up on the resume, they immediately get pulled over to a hiring manager so they can look at that resume and see because otherwise they don't even make it through the application process because they go into some daggone computer system somewhere. So again, it's not as complicated as people make it, but you have to give the human thing to say, what is this person's story?

Who is this individual? And even though they don't have it right now, I bet they have the aptitude to learn it. And that's what I tell these guys. You say, what do I teach them? I say, look, no one's going to hire you in a sales role because you have the, because you have a proven, demonstrated ability to sell our 12 week course, a six month apprenticeship, a one year, you're still learning. You're going to be learning sales for years. They're hiring because you have the ability to learn how to do the job. And that's the piece they got to keep in mind. And so that's the bridge I think is, you know, again, I think lack of passion is one of my problems, Chris. I'll try to tamper it up. Hopefully I'm not too loud for you. Hopefully you hear me, you need to.

Turn it up a little bit. Raleigh, it's. Your passion's not coming through kind of flat.

Yeah, yeah. But is that trap, Chris, on you know where you go, you got to.

Help me a little bit more in the sense that how do you get to those, how do you get to those soldiers coming out? Because they're not all putting resumes online. How do you get to them.

Now there's a couple of ways you can go about it so you can work through. There's an organization called Hiring Our Heroes. There is. What was the one the other day I came across? There's Wounded Warrior Project, there's Wounded Warrior, which is different from Wounded Warrior Project. All the special forces and each one of them had their different programs. There's the Allen foundation, there's a lot. USO Pathfinders program. These are all programs that are designed to help military members make a transition.

Have we tried all those?

No, but we should.

Yeah. I just know we've tried a couple and we have clients in Virginia right by some bases and we haven't been successful. So that helps. That helps.

Yeah. Virginia's got the largest naval amphibious base in the world there in Norfolk and Little Creek and all those. Plus they got Yorktown Army Base. The way you want to go there is you go through the local workforce boards. So in Virginia it's Virginia Career Works. In Chicago it's ids. And they're going to have all of these different programs where they are going to work with the bases to get information about companies like yours to let them know. And if you want an example of like a two pager, a one page flyer, I put one together on Sales Platoon. Feel free to rip it off, take it, put the auto stuff in there, use it. It's essential. It's on our site. You can just click on it, it's a free download. It's not like, but it's, you know, essentially it says like, hey, sales is the infantry of the business world. You're probably not thinking about a career in sales. And then I give them the pitch on what it is and how to get in contact. You have to earn the trust of these TAP officers and these placement officers and the Virginia Career Works in ids. But once you do that as an ethical above board person, you can get those candidates to you. Those TAP officers are the ones that, those E3 to E5, the lance corporal, the sergeant, the 25 year old is coming off active duty, 24 year old, 22 year old. And they didn't plan. They're 90 days out and they got 60 days of vacation saved up. And they're like, they go to that TAP officer and go I don't know what I'm going to do. I think I'm just going to go home to my parents. No, you know, like wait, have you ever heard about, you ever thought about being a diesel mechanic? You ever thought about being an auto? No I never thought about that. Oh, well, you know, you can make a really good living. You know, most people like to wear a tie, and they'll work for 40,000 a year. You can put on overalls, and you're going to make a lot more net, you know, and so it's, you know, that's just. They don't know because they don't know what they don't know.

Right.

And that's where the education piece is. If you. If you go to a. To one of these people and you say, hey, I want to hire your people because I want to, you're missing the fundamentals of sales. What's in it for them? Nobody cares how much you know until they know how much you care. Nobody buys what a product does. They buy what the product does for them. Right. That's fundamentals of sales. Same thing when you're pitching the basis. Everybody in the world saying, we want to hire your military. You know who they want to hire? The junior military officer with an MBA who went to West Point.

Right, Right.

They're not interested in E3 and having to retrain them. You guys are. And that's where you can really make an impact and change people's lives. Not everybody's going to be a success.