The 2017 $50k Service Manager Challenge SPECIAL

Welcome to the Service Drive Revolution podcast with your hosts, Chris the Bulldog Collins and Gary Daniel Kojima.

Welcome, everybody, to Service Drive Revolution. How's everybody doing? You guys don't have mics.

You can't say anything unless you're holding this magic blue box. Nobody can hear you.

So we have an exciting podcast today for a couple reasons, but one is we're at the Top Dog event today, and we have the $50,000 service manager challenge, and we have the finalists in the room for the $50,000 service manager challenge, which is a big deal. So for anybody who doesn't know the challenges, who can kind of better their best and improve their csi, so their customer satisfaction, their profitability, and their effective labor, which kind of drives profitability the most, and then write an essay. And the idea behind the essay is that it's an inspiration to new managers coming in, because this is a. This is a tough thing. And so everybody who entered this, who had the most entries ever this year? Yeah, over 20, which was amazing. And you guys are very special because you're the. The top by. By a long shot. But I will tell you this as we sit here right now, we do not know who the winner is. Nope. Because you are. There's. It's really close at the top.

Yeah, it's. It's tough this year. Tough.

Yeah. And so you. You guys did an amazing job. And so the purpose of this. And I. I want this podcast to be something that is an inspiration to service managers that are out there, because I really have a passion, G man, that. That can be the loneliest place in business, not just a dealership. Just because you get the least amount of training, the least amount of support. It's not sexy, it's not sales, but you have the weight of the world on your shoulders, and every customer is coming your way, and you. You have to create magic.

And so upside is dramatic.

Yeah.

If you do it right and you do it well, like, you basically rule that your universe right there.

Yeah, for sure. And so we're very proud of. Of you in this room. And we. Let's have the tone, because, you know, everybody in here is a pro. Let's have the tone of, you know, inspiring whoever's listening to this, that this is all mental. The reason why you're here is because of mindset, not because you were born with some special gift or anything. It was a mindset. It was hard work. And we don't. You know, we don't need to sugarcoat that, because it isn't easy. But when we go around and talk. Let's. Let's make that the focus. That in, you know, understanding that there's managers listening to this, that their dealers won't invest in them, that they've never been trained. The only example they have is the manager before them. And the market's changing, the manufacturers are changing, and it's getting harder and harder. And so, you know, the purpose of the challenge is to create a path that we have case studies like what you guys have created that we can show. Hey, there is, you know, there is a better way. So let's make that the spirit of this, of giving back to. To our industry, if everybody's up for that. And we'll drink some tequila and have some fun, too. I can barely move my arms. So Gary. Gary's son, Blake. I don't know if you guys have met Blake, but you'll meet him tomorrow.

He'll be here tonight. He's on his way down.

He's some kid. He's. So he's working for us during the summer while he's, you know, he goes back to college at the end of August, but he's working for us. And he goes to the gym with us in the morning, and he has these crazy. He's like his mom. He has these crazy workout ideas. So his thing is to do dumbbell curls. So today at the gym for us was chest and arms to do dumbbell curls. But to go down the rack and then back down the rack.

Yeah.

So I started it, like, 20, and then I went all the way to 45.

Yeah.

And then back down. And it might sound easy, but It's a. It's B.S.

It'S really hard.

Worse.

Yeah. It feels easy in the beginning because you got the light ones and you're going, okay, this can't be that hard. Then you get down to the end, you're like, God, I gotta go back. And no rest. So it's like 50 reps, like, solid with no rest.

Every time I go like this. Feels like it weighs a million pounds.

Yeah.

Magazine, if you're listening and not watching. So let's hand that around and let's everybody. They can introduce themselves.

Why don't we start just handing that down to Don? Why don't we start down there with Don? We'll just work our way around the.

Room, so just, you know, where you're from, and then. Then we'll get to the questions.

I'm Don Volk. I'm from Cody, Wyoming. Denny manholt. Chevrolet, Buick, GMC Cody.

What is that three county, is it three county? Am I right? 11 oh, 11. Okay.

What's 11 county mean?

They on the license plates? Well, at least as far as I understand it when I went to school in Wyoming. And on the license plates they have the county in front of it. And so you know where the guy's from based on his license plate number. And so like, oh, that dude's from three county or that dude's from 11 county. Like they, they hate each other.

That's why they say the Niners crazy.

If you see a nine plate, just don't, don't.

What's nine? Which one's nine?

I believe it's Grable.

Okay. Okay. I went to school in Laramie.

Yeah.

Larry, Wyoming.

What number was that?

I don't remember. 12. Was it 12? I think it's 12.

I'm not sure.

I don't know. Somebody. Somebody put a comment somewhere on YouTube or in the show notes or something, let us know.

School did you go to in Wyoming?

I went to Wyoming Tech. WyoTech.

The original.

The original WyoTech when it was in Wyoming, when it was actually out in Wyoming. Actually took a pilgrimage out there when I drove Blake out to Colorado for my son went to college in Colorado State, which is in Port Collins, which is where we used to party. So we drive down from Laramie to Fort Collins. So when I took him out to go to college, we stopped at wyotech just to check it out. It's closed.

It's not.

It's not in great condition. It's not a thing anymore.

I don't like Wyoming could win like best looking state. So beautiful there.

Not that spot.

No, but that's parts.

Yeah. Jackson Hole, the eastern side of the state.

Laramie's the high desert. It's. Yeah, that's not a. It's flat. Flat out there. Anyways. I hijacked you. Don. Sorry.

Dave. Go.

I'm Dave Chissy from St. Louis, Missouri at Mercedes Benz of St. Louis.

I'm Damon Egan from Edmonton, Alberta, Canada at Sherwood Ford.

Yeah.

The Canadians making an appearance. Bump.

My name is Mike Rabbits. Everybody just calls me Rabbit. I'm from Johnson City, Tennessee. Johnson City Ford. Rabbits.

I am Roberta Callow. I'm from Denny Minholt Honda in Bozeman, Montana.

And that would be a six.

Oh, a six county.

Are you guys doing that too?

It's a thing.

Thank you, sir.

Gareth Rollins from Honda Morristown and Morristown.

Tennessee via the way of Anglesey and North Wales.

North Wales.

Ben Cooper, Gastonia Nissan right outside of Charlotte North Carolina.

Nice. I'll throw it to Dawn. So let's talk dawn about the, the mental part of this, because everybody here started at one point and dramatically increased your performance. And I always kind of believe, but I want to hear from everybody that 90% of that is mental. Getting past what, you know, previous things you had learned, known and change and all that. So what was your initial feeling, Don?

Well, I think probably some of my hardest or my biggest hills to get over were the games. As J here and I talk about, I'm not much of a gamer. Wasn't much of a gamer. I didn't go to work to have fun. And so that was big for me. I think probably the biggest change for me was when we came to the meeting as a group and I got the general manager here with me and the corporate guys there, knowing that we were going to have the support to.

Try some changes.

You know, you can't do this on your own. You can want to all day long, but if you don't have the support of your general manager and you don't have the support of the store, you're not going to change an awful lot of. So I think for me, that was the biggest thing, knowing that I had the support I needed to make the changes. And the rest of it just became pretty easy when I worked with my guys and we just kind of went down the road together.

So you said that. I didn't believe work should be fun.

Yeah, for many, many years it was games. What, you know, we didn't play games. You know, serious, put your games away. Leave that at home and, and let's, let's just get to work and get her done, you know.

So it was.

A, it was a foreign concept to me and.

Been at it a long time. So it was, it was a little harder for me to change than some of the younger guys can, can take that change a little.

A little bit.

Probably quicker than I could. But anyway, you know, how do you.

Feel about it now? About.

I enjoy. I enjoy it. You know, we, we do things a little bit different in our small store because there's just a few of us, but.

It, it makes the day go by. Keeping the techs involved is big. You know, they all kind of come in one at a time. Yeah, maybe I'll do that, maybe I won't. You know, pretty soon everybody's in. You know, it just takes a while and you just got to keep at it. And.

They all, they all come around, but it just takes some time to get everybody.

To buy in, so to speak. To drink the Kool Aid, I guess is what I used to call it.

They don't resist for very long. They'll hold out.

They don't want to play games, become a lot more fun.

Yeah, that's it. They see some guy walk out with a fistful of five dollar bills and they're like, okay, wait a minute, I want to play this game. This is a fun game.

Yeah.

Or they see other people having fun and they're like, I want to be in on that. Yeah, it's natural. You want to be in on the phone. That's good.

Awesome.

What did you think?

Initially.

I didn't think it was possible. I, I didn't. I knew we could improve. I knew I was in a rut, so to speak. Moved into a new building a couple years ago and the new building had a lot of challenges and I just honestly didn't think we can do it. I really didn't. I thought we were just kind of where we were and that was the way it was going to be. But I knew something had to change. Luckily for me, I've got a general manager. That 30ish year old general manager that is all on board, probably more on board than I am. And with her help and dedication, you know, we pulled it off. It was a little struggle. The technicians or people in the car business seem to be a little bit old fashioned and stubborn more than normal. And so I had a couple struggles. I had to get some people over the hurdle. I had a lot of people that had worked for me for a long time and actually I think the addition of new members to the group really, really helped. They were the ones that didn't have all the old preconceived.

Bad habits and bad notions and bad philosophies and the new guys were willing to accept it. And you know, there's a little bit of animosity for just a short time. And once the others saw, hey, you know, we're not hurting anybody, we're not drawing blood and everybody's happy and we're going home and actually making more money and everybody's doing better. And you know, the, the best thing is that I, is the, the feeling that I'm doing better for so many people and so many people work for me and making their lives better and you know, and my own.

Yeah, no. Does it. Do you feel like it transcends to other parts of your life?

Oh, definitely.

Like your personal life?

Yeah, I, I saw myself in a little bit of a rut, kind of that maybe a little bit what you said. Well, work's not supposed to be fun, you know, And I guess this misery is just the way that we've got to be, and we got to live and. Doesn't have to be like that. It really doesn't.

I started reading that book that you suggested, Disrupt you.

Yeah.

What that is. And the one. One of the concepts he has in there is self disruption, which I think is easy or is interesting. He talks about, like, you know, businesses that disrupted an industry that changed. Like, an easy one is Uber, right? I mean, Uber changed the transportation industry, the cab industry, for good. Basically, one app, and that's it. It's completely different. And he says in order to get there, you have to. You have to disrupt. Disrupt yourself. Like, you have to take your mindset and break it down and create a disruption in your own mind so you can think clear enough to actually move to the next level. Like, you can't see Uber until you disrupt your own mind, which is. Sounds like what's, you know, between Don and you, Dave. That sounds like what's been happening.

It's a funny thing, because if. If we were sitting in a table 10 years ago and they. They were there pitching us Uber, we could, between us, come up with a hundred reasons why it wouldn't work.

Right.

I mean, especially in big cities, because they have taxi contracts, you know, with the city taxes, and, you know, same thing with Airbnb. Like, the. A lot of cities, their revenue is on taxing hotels, right? That's how they pay for their football stadiums. It's, like, all kinds of stuff. And so it's funny how. How it's.

It's funny. When I first did Airbnb, I was like, wait a minute. Like, I'm gonna rent a room in some guy's house? Like, it's such a weird thing.

Like, it was only weird when you rented the house and the guy was staying there with us.

I just stepped right into that.

We went to Florida once.

Hey, let's move on, Damon. What do you got to say? Let's get to the next.

No, we were doing a. We were doing a meeting down there, and it was during the Daytona 500. Yeah. And so all the hotels were sold out. And he. He's like, oh, look at this house. It was a cool house in Daytona beach, right off the beach, close to the beach. And when we landed, the guy's like, yeah, okay, we'll see you there. And, you know, and I kind of got the feeling like he was staying there, and I Asked. He's like, oh, yeah, you guys are just renting the a room. And I'm like, no.

How much for you to leave?

We made a deal.

It was considerably more, but it was wor worth it.

He left. That'd be so. Wouldn't that be weird at our age to have, like, a roommate? Yeah, for a few days, yeah. But Airbnb. But it's funny, like, Airbnb and that stuff. Like, it took somebody who wouldn't listen to anybody else's reason. Really. I mean, you would love Damon. That book disrupt you. Oh, yeah, it's great. Have you read it? Yeah, it's great, right?

Oh, you got that one. Oh, man.

Did you tell me to read it?

I can't get ahead of him. I can't. I met my match over here. I can't.

Well, I'm only halfway through it, but it's great. Yeah. Any mental blocks?

I mean, I walked into a store that, you know, was huge. You know, 35 technicians, you know, five advisors and losing money every month.

There are many to night. Many nights I came home, said to my wife, I said, I don't know why I took this job. This is the craziest thing. I can't fix this. And that's what I've done in my career, is I've fixed dealerships.

Yeah. You like a challenge?

Yeah. This was my fourth one to turn around, and I didn't know if I could do it. And I needed an edge. And it was just like you talked about, Gary. I mean, it's the mental breakdown of the mindset, thinking that, you know what you're supposed to do, but it's not working. So you've got to tear everything that you know down and start from the bottom again and figure out a different way to do it, a better way to do it. I think all too often what happens is we get pigeonholed into.

You know, this is the way a service department supposed to work. This is what a service manager supposed to do. And that's all there is. And. And there is so much more to it.

Like, you could take case studies and examples from just about every business and incorporate them into our own, which is what we ended up doing, you know, in conjunction with. With the. The training and the concepts that. That we've gotten through this program. Once we had that foundation and rolled it out and got everybody on board.

Which was extremely hard because nobody believed it. Nobody believes that we could go from losing money to making money from technicians billing at 160 hours to 250 hours from, you know, service advisors making no money to making five figures in a month. Nobody thought that we could do it until we started to see the results when everybody got on board, and then they started to see the results. Now all of a sudden, it just became a boulder rolling downhill. You couldn't stop it. And now we've got. We've got technicians rolling over 300 hours a month. You know, we've got tech, you know, advisors making five figures, and their lives are less stressed and they're happier because they know what they need to do. They have the accountability, and they've got the accessibility to make the decisions to make their customers happy. So it was a big challenge, but we're going full on, full bore right now.

It's funny to me a lot of times to look at a. It a challenge of a store and how much the employees fight us in the beginning and tell us it's not going to work, and they do everything they can, and then 90 days later, they're making more money, their job's easier, they feel better, but they rarely come back and say thank you.

They never, never come back and say thank you.

I want to go like, you remember that time people tell me, I'm ruining their life before.

Like.

And you're like, really? I'm ruining your life? Like, oh, I'm making your life better?

You're stuck in a rut.

When I started there, our advisors were on a straight salary, and we took them off of a salary and onto a variable commission plan to. Which they wanted no part of.

Yeah, of course.

And funny enough, I actually had one of our advisors come into my office last week and say thank you. Thank you for pushing me to do this because my life is so much better now. And I never thought it would work, but you proved me wrong. And, like, she actually thanked me for it, which is something that we almost, as service managers never get as a thank you for anybody.

No. That's amazing. That's a special moment.

It was. It was very much so. A very special moment that. That I will. I will take with me wherever I go.

Yeah, get your iPhone out and go. Okay, wait a minute. Hold on. Talk into this.

It just became an Instagram story.

When I'm. When I'm down, I'm gonna play this for myself.

Yeah, right.

Good.

Rabbit, Rabbit.

Go, Rabbit.

You know, my story, obviously, is a bit different than probably everybody else in this room because I was on the variable side before I came to the fixed op side. So being a sales manager and then coming to the Service department. First of all, everybody thought, oh, what's this guy doing in here? You know, he thinks he can come in and run service department.

Yeah, there's a fox in the hen house, right? Yeah, the sales guy.

Well, and the crazy thing is, is that, you know, as I started implementing the program, a lot of they thought it was my idea, which, you know, it was kind of fun. You know, until they started really getting into the training and watching the videos, they didn't realize that, you know, I was getting this information elsewhere. You know, they thought, oh, the sales guy's coming in. He's trying to put all these crazy games and rules and, you know, stuff in place. And, you know, so there was. There was pushback because of where I came from versus, you know, a lot of you guys are just trying to change what you were doing and what they were doing all at once. And basically, I was the new guy, and they thought I was trying to bring in some new way of doing stuff, which I was.

You know, we have that in common. But the other way, Right?

Exactly.

Because I. When I was trying to fix a sales department when I was running a dealership, right. They were telling me, oh, you're the service guy.

Like, what do you know about.

You've never guessed a deal.

I know that we're not selling enough cars. Yeah. I don't know. I don't know everything, but I know that.

Well, and then, you know, the cool thing is, is that numbers are numbers, regardless of which side of the equation you're on. And so what I like most about.

The service side is that there's so much sales opportunity. It's amazing.

And I tell my advisors all day long, I say, hey, how about go hang out with the sales guy today and see how many ups he gets, and then come back here and work your station tomorrow and see how many ups you get and what you have to do for an up and what he has to do or she has to do for an upper. It's unbelievably different because the reality is we're bringing. I mean, there's so many units in operation, and we have opportunities that are just constant. They're just coming in, and you have to make the most of that opportunity. And you talk about loss leaders. You either make a friend or you make a sale. And so we've really tried to implement that and change their mindset of. I'm not just here to, you know, write up an oil change. I'm here to literally, you know, look at their vehicle, see what's going on. Check their history. I mean, all the stuff that we're supposed to do, it's just amazing how much of that they weren't doing. And it was just because nobody really held them accountable. So. But there's so much of. There's so much sales associated with that as well. And that's what's, you know, so I really have just, I've kind of honed in on the customer side and the sales side. A lot of the other stuff's just falling in place.

They're lucky.

Right.

Because it's one of the, one of the few industries where you got somebody out front making customers for you.

Right.

Like, because they got guys out there selling cars and then shoving them into the back. And like, you just got this steady stream of people coming at you.

Right.

I mean, you know, you think about it, you're like, oh, God, I'm so busy today, but thank goodness. Because if you're out front, you got to make your own destiny.

Well, we spend money, we all spend money marketing and trying to get customers into the lane. But think about what you, what you spend to get a customer into the showroom.

Yeah.

And it's significantly more.

Yeah.

What is it, like 650 bucks.

Yeah. Nada's last stat was 650 a client. Exactly.

Drive so then.

Or get him in the. I'm sorry, get them in the, in the showroom to sell a car.

And so then, you know, and we've talked, you know, circle of life and all the stuff that's in there. It's amazing how they just didn't see it that way. And it's like, you know, that money was spent to gain that customer. And initial visit. A lot of times we'd run them off.

Yeah.

You know, and so it's like we got to do a better job. So.

Good.

Sure. Good job.

First of all, let's just talk about how you wanted to put dos artis in a margarita. The world's greatest tequila. She's like, this would be great in a margarita. Come on.

Ruined it.

It's ruined me. You're killing me. I like margaritas. Okay.

Oh, I love margaritas too. But patron, that's what we do in a margarita.

I've never had this.

It's good, right?

It was absolutely not. Stand up. Yes. I'm empty.

We're going to get you.

It dried up.

We're going to have some tequila. What was your. Were there any like, hang ups, Change mental blocks?

Yeah. I walked in, I came from Denver into a little Dealer in Montana.

And when I walked in, my first thought was, holy cow. I feel like I walked back into 1979, because these guys that were in the shop were all friends, and, you know, they hired somebody's son or whatever. So breaking that barrier was tough. And then. And I was hired on as a service advisor, and I had no. No desire to be a service manager. So.

Six weeks after I got hired, I was offered the position. And I gave it some thought because I'd spent 25 years in this business.

And their bottom line was always in the minus. And.

I'd been told many times in this business as a woman, I would never make it. And I had at one time, people betting on how long I would last, and I'm still here.

And a lot of them, well, they lost, huh? They do lose.

How do we get in on that money, right? So.

Again, I never wanted to be a service manager. Here I was a service manager, and it was kind of like I was being handed.

By my company. You need to produce this cake, but we're not giving you any ingredients. And you guys have been the Betty Crocker of this whole deal, and it's been fabulous.

What kind of cake did we make? Is it chocolate or vanilla?

The bestest ever. That's all I'll say the bestest. But it's been. It's nice to know that you've got my back if I have questions. Jair has been amazing. When I've called him, and I'm like, I am just at a complete loss. I don't know what to do. My GM wants this, and I don't know that I can produce this in the store. And he gave me a different angle to look at, and it's working.

Still got a couple of holdouts as far as technicians go, but for the most part, I got them all on board. And the ones that are the holdouts that have been there for 30 years, they're still a holdout, but they've discovered.

I mean, they were scheduling their appointments. They had instead of the advisors scheduling appointments, they were scheduling appointments for each technician. And so then when the technician's appointments were done for the day, they went home. And I'm like, yeah, I've seen that before. We're not doing that. Yeah, we're not doing that. I said, I want you guys to schedule, you know, this way.

They've almost doubled their hours. Those the Atex have. And I had actually asked one of my Atex, I said, did you get a pay increase? When the cell changed, he Goes, yeah, so.

It'S been good. The nice thing I saw with my advisors is.

The two guys I was working with when I was advisor, they were both looking at other jobs because they weren't making it. They just weren't making it. And then when we. When I stepped into the position and we started gamifying, they started walking with their heads a little higher and they had a little money in their pockets. They were able to get money, you know, get lunch from Burger King versus nothing.

It's good. It's been good. And they're, you know, their pay has increased and they're having a great time. It's kind of fun to watch them challenge each other and the different games.

It's been good. I have nothing negative to say about it. The previous manager wanted nothing to do with it, and he did nothing but poo poo it. And I had, like I said, I've done this for 25 years, so I didn't think I could learn anything new as a service advisor. I was wrong.

It's funny, I think a lot of times managers in our industry are scared because of consultants that have previously come in.

Right.

So, like, our goal is to create a safe place and to make you look good. But a lot of consultants out there, their goal is to make managers look bad. I've experienced it when I worked in a store. Their goal is to make you look bad so they look good.

Right.

Which is completely counterintuitive to really making a difference in moving things forward. But I think a lot of managers have been around a long time. That's been their experience that consultants come in. They make them feel dumb because of, you know, you can find anything. You can go into our business and you can find things wrong. Right. Nobody's perfect. And so it's, you know, they point out the things that are wrong instead of making it a safe place. I think it's really important that this group that we have that, you know, we help each other and it's a safe place for all of us to share ideas and ask questions and that sort of thing, right?

Yeah.

Because it always is funny to me when managers are apprehensive. It's like, no, come on, we'll help you.

I think I. I had a. My experience was a little bit different because, you know, I got into this business because of you. You know, I got into the front end because I was in the back working as a mechanic. And then Chris comes into our store as a consultant he interviewed and felt like I could do something more. Brought Me out, taught me the business. And so I was kind of. I was kind of born from that. And so anytime I was. When I was working at the dealer, anytime, a pilot program, like any consultant, I'm like, yes, please bring them in. Because I wanted to learn. And so I'm like, if that guy can come teach me something, bring him in. But it was crazy, the lack of content that you would get. So I had one guy come in from the manufacturer, and he sat in the parking lot across the street from us and watch the drive. And he had a notepad, and he made a list of all the stuff that we were doing wrong. And he came in and for about, I don't know, say, 40, 45 minutes, he had a meeting with me. And he talked through the list and he turned it out and he. He handed it to me and he said, okay, I'll see you in six months. And that was it. I was like, what? You have any ideas? Can you help me out?

That happened. That happened to me too. And I actually ended up getting my money back. But we paid 10 grand for this consulting thing for parts. And the guy comes in and he, like, points out a bunch of stuff that, you know, our parts department was amazing. It was amazing. And same thing.

Oh, Joe was a staple. He was a staple.

Well, he found a couple things. Like, yeah, it wasn't perfect, but he was amazing.

Yeah.

And he found a couple things and then no ideas. I'm like, well, yeah, but how do we get. What's the next level?

Right?

You're in all these stores consulting. What do you know? Like, and, no, like, yeah, what? Pay attention when you go into other stores and tell us what's working. Like, you're supposed to be the catalyst to spread the good ideas around, not just point out all the bad stuff. Right, Right.

I mean, that's it.

If you're going around as a consultant to store, to store to store, pay attention to the stuff that's working. You look like a genius. That's what we do.

Right.

Because you just share it with other people instead of just pointing out how you're bad. Like, that's kind of the. The thing. So I'm going to tell the numbers here really quick, too. So the average for. For all 20. So if we just took your guys's numbers, these numbers would be insane. But the average for. For everybody who entered the challenge, the CSI was up 5.6%, the ELR was up $15.78, and the net to gross went from 10.8 to 27.5. So as a group, they're almost 30% net to grow.

On average.

The national average is something like 6 or 7%. So that's more than three times the national average. Those are amazing numbers. Yeah, amazing. So what. What hang ups?

I don't.

Did you have hang up?

I mean, is it. Hold on, I want to. I wanna. I wanna stop for one. Does it. Is it hit you guys yet? Like this is like the top 1%?

Absolutely not.

A couple of them. A couple of them look like they.

They walked in with a little swagger. No.

Like they swallowed a butterfly or whatever.

Think about that. Like, there's places out there where they hit 3%, and that's gross. They're like, hey, we're killing it.

This is the quietest I've ever seen Don.

It is. We got to get him more drinks.

So, Don, I want to pause for one second too, because Don has the innate ability to know where Jair is at at any given moment, no matter where he is in the globe. And so literally, I'm sitting in my office, and if you guys. You guys have seen our office, I'm upstairs, right? I got my little. My little box of my tower up there, and my phone rings and Jair's sitting in a chair across me. We're having a conversation. I pick up the phone and I go, hello, Chris Collins offices, Gary, how can I help you? And he goes, yeah, this is Don't. Just so happens he's right across. And they just hand Jerry the phone. It's happened like three or four times. Like, he just knows exactly where he's at any given moment. He could find him. He's got him on the radar.

So you. So, Gareth, you did have. You did have hang ups.

Yeah. So when I. When I first arrived at the store, which was a year last April, the shop itself had been through three service managers, I believe in the space of about a year. The last guy walked out on him completely, received another job, and there was the advisors. I showed up and the advisors are like, wow.