The Fixed Ops Leadership Mistakes Killing Service Department Profit

Welcome, everybody, to the big show Today. We are going to talk about our predictions for 2026, the episode we did on unapplied labor, Taylor Swift and much, much more. I'm Chris Collins. Hoagie, Adam are here. We have a really fun conversation and much, much more coming up right now on Service Drive Revolution. So we had a lot of comments on the unapplied time episode was pretty popular and I think it sparked some good conversations and we'll talk a little bit about that. But I've had zero feedback on Taylor Swift's documentary mini doc about leadership. Not one person has brought it up. Now, I know, Hoagie, you're a father of some Swifties and you've watched. Did you watch it with your daughters?

Yeah. Oh, yeah, yeah. Everybody's watching it. I don't believe him. I think everybody's watching. It's like Trump voters. They. They.

I bet you Adam's not watching it.

You don't think I did. Listen, you have. Yes, yes, yes. I made a. A. The college try. I went through three episodes and I was done. The rest of the family, the girls watched it. I did make the first mistake, though, clicking on the wrong one. So for the first 20 minutes, I watched the concert and I was like, this is not it. I am super upset. I go, this cannot be it. I go, this is not what we're doing right now. And then we found the right one and I got feedback for. For you all. I. I thought it was it. I got it. I got the point. I thought it was great. I'm a little worried girls becoming swifties, but I will say it definitely beats the alternative of what else is out there. So my girls to follow in her footsteps with the leadership, for sure. That's all I got.

Yeah, we've. We've kind of gone from where. Taylor Swift maybe wouldn't have been my ideal example for my daughters, just because of the fact that she externalized control so much. Like she was writing all these songs about how it was the boy's fault. You know, all of the breakups and everything was the boy's fault and never her fault. But I feel like with this documentary, you see another side of her that isn't that she's exactly the opposite. She owns the outcome and is very intentional and works really hard at creating something out of nothing, like in. In that way. So aren't Adam, aren't your daughters too young to be swifties or is there no age for it?

They were so. They were both watching it, which, like Marin Our youngest definitely still, but she sat still in the music. They both love music. I've got trying to make hers, but Peyton definitely loved it. And yeah, I. I see future in that piece, but I will. I will say this. So I kind of came back to watch at least the end. And what I really value, or one of the things that I do value what she does is that she gives her. Her employees or her dancers opportunities. Like they try so hard for her and for this intentional outcome for all these various customers or customers. Attendees. Right. And what I really like the fact of, like, God, I can't believe the name of the gentleman, but he's trying to make a. An impression of dance. He's been practicing for so long. And they kind of have to run it by Taylor, but they already, like, know that he's probably going to be approved to do the last dance in the tour or whatever.

And.

And she's like, giving a shot. But it's like this whole buildup of the type of people that is casting in her entire tour. So, like, I. I learned so much more about this than I probably will am willing to admit. But I'm admitting it here. Just the whole choreography of that, it's just. It's kind of magical in the piece. There's so much practice. So it's just. It's insane. On how she's given her own people the opportunity to really step up. There's. Everything is planned out to the max, and then it's like just having fun at the end of it. You can tell they're all having fun. It's really not work to them. Not only have they said that multiple times throughout the series or whatever, but it's really just quite, like, kind of fascinating for how big of a production and all the various songs they. She's consistently always practicing. So is everybody else. Yeah, it. I didn't watch the whole thing. Not every piece of it. Sorry. But it was. It was definitely a good, solid watch.

Yeah. One of the lessons in there, too, is the casting. Like you said, like, she's. She's recruiting the best of the best. And maybe they don't feel like they're working, but watching them, they're working harder than. Than anybody. Did you. Did you watch the last episode, number six, Adam?

Yeah. Bits and pieces of it.

I think it's in that one. I could be wrong. That they literally believe that they are changing the world.

Yes.

For the people that attend that concert, like, they talk about how, you know, we're politically divided and there's all all of these other things going on in the world, but when the lights go out and that show starts, they, they are transcending people into another world that is a happier place that they're welcome and unite. You know, people are united and together and you know, they, they really believe that. And I mean I, I think that they achieve that. Like the feedback I've had from people that attended that were like, oh yeah, it's like nothing you ever have experienced. It's like a modern day revival where people are just all, you know, getting together it with one commonality which is worshiping Taylor Swift.

I, I got caught up and it's crazy how they do this. There's some outfit or whatever that like in one of the songs, oh man, I'm probably gonna hung for this one. But they're talking about, it's just like a red and black kind of like jumpsuit kind of thing. And then there's just this huge revealing at one of the shows and now it's like black and gold and just.

A Robert, Robert Cavalli designed outfit. Yeah.

So, okay.

Yeah, so it was red for the whole tour.

Yeah.

What was interesting, it's got like a snake on it.

Yeah. About the, the, everyone's like anticipation. They did this whole montage of everybody on like whether you're on a phone or seeing the revealing and live streaming or whatever the heck it was, was just like crazy to me about how suspenseful and like how engaged people were just on an outfit.

Yeah. Well, I mean when, when Hoagie was telling me when she did the podcast with her fiance and I asked him if he'd watched it, he was like, oh yeah, not only did I watch it, my daughter has made me hook up the iPad so we could pause it. And I was like, what are you talking about? He's like, oh yeah, there's all kinds of Easter eggs. And then he just explained the first like two minutes of it and that this number means this and this thing references that. And I mean, I don't know, it seems like a full time job being a Taylor Swift fan if you're always looking for those Easter eggs and paying attention. And then was she foreshadowing Hoagie in that, that she had a new album coming out or something? There were all kinds of things that. Yeah, you were telling me.

Yeah, there was a, there was a bunch of stuff. And at the time she was talking, she thought at the time she was going to do the super bowl. And you know, she ended up not doing the super bowl. But like, talking about her new album. The. The theme color is orange, and there's like, a Rothko book, and Rothko's famous for using orange. And just like, like all the. Everything on the shelf, you know, behind her means something. There's like, one of Travis's super bowl trophies, like, laying on its side. And sourdough. They were talking about sourdough a lot. And then like, the Super Bowls in San Francisco, like, all it always. She doesn't do anything on accident. And I think that bleeds over into just another leadership lesson that's illustrated all throughout that if you're. If you're watching for it is everything's curated. And it was funny because, like, when I started watching it, I was like, oh, no wonder Chris loves it because you're like 30 seconds into it and it's her gathering her people around and talking about making sure they control what they can control. Like, it goes into internal locus of control, like two or three times. Yeah. Oh, for sure. And they call.

I think at one point she just calls it agency, personal agency. She says.

Yeah, yeah, but it is, you know, the talk about dramaturgy and like, creating something and the level of detail and. And then to do that, you know, bringing all the best together and like, and then making everybody feel a part of it. You could. You could go on and on of the lessons you could learn from it for. For sure. But.

Well, that episode doesn't have a lot of views or comments.

Yeah, yeah, yeah. Unapplied time is our target audience, for sure.

Yeah.

One of the.

Yeah.

One of the problems with the way that I think about things sometimes is I think about things logically and, and like, oh, it's effective. And people, you know, people are just too biased to see the tree. Trees for the forest in that way. You know, like when you said Rothko, Adam's eyes almost went closed.

Well, so what else? I'll say this. Yeah. I mean, unapplied time is. Is. Is one thing too, but they could. The lessons that even watching this as from a leadership perspective and. And you're just kind of saying this a little bit ago too, is like everything's intentional. The amount of practice, you know, when we talk with. If we applied so much more practice to what we do day in, with some leadership, some structures, we can avoid the unapplied time or the feeling of trying to hide it somewhere else or whatever. Right. So, like, biggest takeaway, whether it's in life, you're always practicing certain. Whatever having some sort of consistency in something and I, I did find it in a Taylor Swift miniseries. It was, it was very interesting because I, I like to start off and how she got into music and I appreciate her as a musician because I'm a musician myself. Not that I'm gonna go listen to a bunch of her songs or albums, but there's kids movies like Sing and all that other stuff that my kids love watching. I'm like, oh, I recognize that song, recognize that song. So I can see where it blends in together a little bit. So, yeah, it was cool. Thank you. Because you guys, I don't think I would have watched that or said, hey, it's New Year's, we're going to watch it. Like, sit down and so funny. This is our movie night.

Yeah.

If you think though about like, you know, shift meetings and like, a lot of people struggle with that sort of stuff, there's some really good examples in there of creating a narrative, how to hold a meeting, how to exploit an enemy or a cause. Right. She's really good at that. She has. There's definitely an enemy to what they are doing, which is the outside world. And they're trying to, you know, intentionally create an escape for people and they have a clear mission. And part of leadership is inviting people on a mission. And in the. I am leader. I talk about a lot of this stuff, right? I talk about how Lady Gaga and Taylor Swift and all of these artists use this, this kind of tool that is hardwired in all of us is that when we're young, we all feel like we don't fit in. We're awkward during puberty. And Taylor Swift, Lady Gaga, Kiss, When I was a kid, Kiss, Army, Twisted Sister, they all do this. You aren't understood. You don't fit in. But we understand you over here, right? And so that's the, that's the whole invitation is like you're judged everywhere else. You feel like you don't fit in and awkward, but here you, you are accepted. And then, you know, Taylor Swift's really good at self deprecating and making herself human and authentic in a lot of ways that feeds to that narrative. So there's a lot of layers going on there that are, you know, I just think great leadership lessons. And if you watch it in that context, it's, it's really fun. But yeah, let's talk. We can talk about unapplied labor now. Hoagie brought up a couple good points that he got feedback on. One is it doesn't work in California, which it does. You just are Missing one ingredient. Right. So for reducing unapplied labor, if you're in California, what's the missing ingredient hoagie that they need to have in place to protect themselves?

Minimum requirements.

Yeah. So you just have to have minimum. Minimum requirements for what they flag or their efficiency, that sort of thing. And then that protects you. You got to have some sort of floor of. Of what you're willing to allow and accept. And it has to be in writing, informal. And then, you know, technicians fire themselves basically, in that scenario. And then in union shops, um, so most of the time in a union agreement, there's some sort of minimum threshold or requirements. I've seen them a couple of times where they don't have them. But you still, as part of your hiring, can make minimum requirements part of it if it's not in the contract.

Yeah, yeah, yeah. And a lot of them are there and they don't even know it. So I've. In Philly, one, you got to read the contest. Yeah. So that's the place to start is get it, get it and read it. And a lot of times, you know, we're going into negotiations and we were going to bring up something that was. That was already there. So that's always an interesting thing. So one, one, read it. And then two, going into union negotiations, just asking what the minimum requirements should be. I've not once had it where I didn't ask what they were and they didn't come back with something that was even a little loftier than what my expectations were going to be. And. Yeah, and then whether you're union or. Or in California, whenever you're setting minimum requirements and you're trying to figure out where you, you know, where you need to be at, just take like the bottom 20% or maybe the bottom third and. And set your minimum requirements just right above that. They don't have to be anything crazy. Somebody. Some people get carried away with it sometimes or. Or even when they're setting forecasts and things. They'll set a forecast for a technician that, oh, you know, he has to be at nine hours or eight hours or 10 hours. And I'm like, okay, what is he at right now? They're like four. I'm like, okay, so we're probably not going to take, you know, so it's. Yeah, when you're setting minimum requirements, just come right in above the top of where that bottom third is. Bottom 20%. They don't have to be crazy, but you can do those little exercises that are like, you know, what does it do to my financials if I get, you know, a half hour per tech or per stall or whatever. There's a bunch of different ways to do it and it's crazy. So especially when you bring up that bottom third just a little bit. But there's a big percentage of the workforce today that'll get by on the bare minimum. And so it's, you know, it's up to us as leaders to. To raise the bare minimum. And, and it's a, it's a really effective way to do it. But it's funny too. I. A lot of those times when I'm in those shops and we're attacking that, I go have one on ones with the techs and they, they don't even know. Like there's a lot of people out there that don't even know they're doing a bad job.

See, that's funny. Or not funny. It's interesting when you're. The whole time you're saying all that Hoagie. I keep thinking about flat rate versus hourly text in truck shops. Right. Establishing the minimum standards, holding them accountable, getting through like that's. Most of the truck shops out there are hourly. So it's establishing that minimum standard and setting a goal. So it's really like setting a goal and everything, but also understanding. I think we called it the murder line right when we were going into some truck shops. So like that's huge. It's just like it's, it's. Some of those folks don't know how bad they're actually doing and there's not as much management in the shops. Sure. That there's minimize the minute, the unapplied time. And setting a goal standards is crucial regardless of whether it's flat rate or hourly. But especially if it's hourly.

Yeah. Yeah.

Invariably what will happen too is c. CP sales will go up because the, you know, the labor type that has the most efficiency in it is. Is you know, the retail labor, customer pay labor in a sense. And so a lot of times when you have techs that are victims, those, those techs are kind of resolved to the idea that they can't do better and that the system is against them or whatever it is. But if you can convert a couple of those and they start trying to make more time, the best way to make more time is to do better inspections. And so your hours per ro and your sales go up because they're more attentive. And so a lot of times you see inspections are better too when you're putting in Some sort of floor. And we should probably unpack that just a little bit, Hoagie, in the sense of like you're saying bottom third. But let's say you have a shop and, and your, your technicians are averaging an efficiency of 80%. Now I know in truck and car efficiency and proficiency are two different things. So let, let's, let's also just get on the same page there. You're working an eight hour day and you flag eight hours. To me, that's 100% efficient. Forget about proficiency, forget about anything. Just there's an eight hour day and you flag, the technician flags eight hours, that's 100%. The, the opportunity was eight hours and they took advantage of that opportunity fully. And it, it's 100% right. Now I know somebody's going to say, well that's proficiency, that's fine, call it whatever you want, but the opportunity is eight hours. What do we do versus the opportunity? And so let's say you have a shop that's averaging 80%. Well, we, you know, basic understanding of our industry would tell you that 100% is kind of where the average tech should land, right? Like 100% is pretty conservative. If you're doing a lot of retail or CP labor or half of it is, you know, it's, you're going to run pretty tight on warranty work, but still you can be at 100%, but you should really be above 100% on retail work. And so if your shop is at 80%, what's going to happen is you're going to have a bunch of texts that are 120, 130%. You're going to have some texts that are around 100 and then you're going to have a handful of texts that are, you know, 60, 50, and then maybe a couple that are 40. And, and those are the texts that we want to fix, right? So those are the texts that are going to be affected by a minimum requirement. And what Hoagie's saying is don't come in at first and just say, oh well, the minimum requirement is 100% because you're going to lose 30% of texts because they probably aren't good enough to run it 100%. And you're going to need to provide them training opportunities and recruit other techs, probably all at the same time because some of them might not make it. But the, the point being is just if you got two texts at 30% and one at 40%, if you put the minimum requirement at 50, what will happen is those three texts will hit 50 and you're going to be flagging more hours in the shop. And then you can, six months later, raise it to 60 and watch how they'll just come to 60. Now if you put it in 100, they're going to give up and you're going to have to get rid of them. But if you put it just a little bit above where that bottom group is and keep inching them up, they can, they can improve their efficiency by 20% just by paying attention.

Yep.

They don't have to be any more talented. They don't, you know, they don't have to have better work in order to do that. Just by paying attention and being more intentional and having a clear measurable that they have to hit. And oftentimes, kind of like we were alluding to a minute ago, in shops where that's an issue, we aren't posting the time. Nobody really knows what their efficiency is until they get their paycheck. It's way in the rearview mirror instead of a daily thing. And so, you know, anything tracked improves exponentially. So if you're posting the numbers and you're making it a focus and you're rewarding the text at the top, there's. There's a, you know, zero chance that the numbers aren't going to go up just by the fact that you're tracking it and talking about it. But having those minimum requirements and inching them up over time will, will dramatically improve the indifference in the shop and those bottom, those bottom texts, because they don't have to do a lot to hit 50 or 60 or whatever it is, but in, in the scope of your overall shop, that's gonna make a huge difference. Y, or trucks are going to get done, you know, better inspections, all, all of that stuff. All ships rise. So I think that's what you meant by that, right, Hoagie?

Yeah, yeah, that's exactly it. And that is the backside to it, is posting it. Like you said, a number tracked automatically gets better. So you're posting it and then. And then gamify it also. Right. Like put a big carrot out there for the number one in the shop. Something that's really important when you're posting numbers and you're trying to bring that bottom third up. Put a carrot out there for whoever wins. Right. The. The winner is the winner and they should get a carrot in a lot of shops, that's one or two guys over and over again every month. And that's, that's not a lot of Fun for everybody if it's the same two guys, but if they're top dog, they're top dog. What's equally as important is have two big carrots. One for the top dog, and two, the second big carrot is for the most improved. And if you're working on that bottom third, you make a big deal out of whoever is most improved. It's just as big a deal is the guy that's top dog every month. And if everybody's drinking the wine a little bit, you'll watch it kind of. And those conversations, what I find with the bottom third, a lot of times, too. You know, it's funny. Even when people don't necessarily have as much drive or competition as some of their peers, a lot of times they'll do for the group what they won't do for themselves. And I can't tell you how many of those minimum requirement conversations that I've had where, you know, I'm talking to them and they're like, yeah, you know, okay, I see that. I can probably do that. And those conversations got a lot different when I started at the end and worked backwards. And what I'm. What I mean by that is, you know, having one on ones with the tax at the beginning of the month and giving them their goal for the month is a great idea. And you're just inviting them in and saying, hey, the. You know, my boss has a goal for me for the service department of, you know, $800 million in gross profit or whatever the number is. And in order to have $800 million in gross profit, I gotta have, you know, 3,433 hours. And if the shop's gonna hit 3,400 hours, then each stall has to average this. Now, Bobby over there, he averages 14 hours a day. I don't expect you to get to 14 hours a day, but it's my job to grow you to that point. Right now, you're averaging 5, but if we have a chance at 3,400, I gotta figure out how to get you to 7. I can't. Like, it's mathematically impossible for us to get there if you're at 5, but I have a really good chance if you're at 7 or whatever it is, and you're doing that over and over and over again. And when you're doing that, too, what it does to you subconsciously as a leader in the intentionality, to have a roadmap to where you're going. Yeah, it all. It all kind of starts to come together. But. But yeah, Getting the bottom, the bottom third up. It. It's crazy how you can flip a shop on its side in, in production and the service department on its side in, in profitability. Like, we do a lot of things in service, but getting a little more out of the shop and being a little bit more intentional back there, the math gets really crazy really quick.

Right? Yeah.

And one thing too, we hear often is when you talk about gamifying the top is people say, well, we did that, but the same tech or the same advisor won every time, so we quit doing it. That's more of an insight into you and your leadership that you can't recruit better people over time to beat that person. That you're, you're so lazy and so indifferent about who's working for you that you're allowing the low performers to exist or you're not training them and working with them, whatever it is. But there's no competition for somebody at the top because those people at the top, they usually thrive in a world where they can win awards and, you know, compete against somebody. So, yeah, I wouldn't throw the baby out with the bathwater. I would try to see if you can't recruit better people over time that will fight for the first place.

Yeah, yeah. And it's, it's crazy how, when you do that too, how, how it. It level. How quickly it levels up. Right. Like a lot of times people are performing at that level just because it's what, you know, it's, it's what we allow. Right. It's what we tolerate. So it's interesting. But what do you.

So now let's talk about 2026. What are you guys predicting for 4 26? And I will kind of give a little bit of the lay of the land. So we, you know, the big beautiful bill is going to dump billions. I think it's close to 100 billion into the middle class. What does the middle class do with money when they get it?

Usually spend it.

What do they spend it on?

Cars, trucks.

Well, usually like TVs and Nintendo's and then lift kits.

Accessorize. They accessorize their vehicles.

So there, there's going to be a huge opportunity in, in the next couple years for, you know, just to be aware of people accessorizing wheels, tent. That's, you know, that sort of thing. That, that part will come back. And, and also on the new car side. So we sold more new cars in the US than we have since 2019. So we, I think it'll come in around 16 million up from a low of, I think, under 14 million. So that's, that's a pretty big number. They're projecting 2026 will be about the same. I don't know that the deduction for Buy American will make a huge difference in our service drive. It might help volumes for certain brands, but the tax deductions, I think, will make a huge difference. And I would be looking to help people personalize their vehicles. And I think we will see the average age of the car on the road either stay the same or go down. I don't think it'll go up this year. I think people will buy new cars and they will, you know, they will, they will buy newer cars and they will want to accessorize them and personalize them. So I think my opinion is going to be a really good year for the service drive. Better than last year, I think. Better than 2025.

Yeah. Yeah, yeah. It is interesting. Like, the average agent, mileage of a vehicle has just been creeping up as, you know, naturally, as new vehicle volume has been down. The average agent, because I remember just for years, just for like 20 years, no matter what store I was in or what meeting I was at or whatever, if you ran the average age in mileage for a service department, it was almost always like six years, 60,000 miles for, for the longest time. And it's just been. Yeah, it's been, been creeping up. But that's interesting that, yeah, volume, that's the record since 2019, because a bunch of them were talking about they'd never get back to pre pandemic volumes. Right.

Yeah, it's so funny.

Yeah. And, and here we are. But, but I agree, I think it's going to be. There's a ton of opportunity going into 2026.

Yeah, we're not, we're not a political show. But I find it fascinating that Trump's policies really are more like the Democrats used to be in the sense that he's doing a lot of really good stuff for the middle class. And when, when you do that, the economy really starts to roar. And I think we're gonna see the economy really go. I think he's, he's smarter than everybody's giving him credit for. And the manufacturing, you know, I'm not sure who's going to do all these jobs that are being created, but you guys got to have more kids, something. Also, we're, we're seeing, like, when we, when we've been bringing on new coaching clients, we're having to hire a lot of technicians in the Beginning in order to. Right. Size the ship. And so the opportunity to be good at hiring texts is, is there still. I mean, that's always a narrative, but that's, that's a, that's a skill set you gotta have.

Yeah, yeah.

You gotta recruit text.

Yeah. And not to circle back to minimum requirements. I know we kind of passed that by, but usually that's the biggest resistance I'll get for, for implementing minimum requirements or like, you know, texts are, texts are hard to find. And yeah, like, if I could have one superpower as a service manager today, it would definitely to be that. To understand that hiring text is within my control. Like, it's harder now than it's ever been. I think we're up to like, I think last time I read it, it was like eight texts leaving the field for every one coming in.

Yeah.

And just one thing. It was like five leaving for everyone coming in. And the one coming in isn't exactly. Or you know, one of the five coming in isn't exactly replacing the, the baby boomer that's retiring or whatever. And they're not staying as long either. The, the tax, you know. Yeah. People will change careers way more often than they used to. Right. And that's just kind of compounding the, that issue. But yeah, it's all so, so many of those things are, are tied together. So like a piece of, of minimum requirements and bringing people along is like having a pathway for them. Right. And, and being intentional with that piece of it. And I think as you're kind of starting to look at 20, 26 and look out into your shop and like, where do I start? I think it's a great place to start as you start figuring out how, how I'm going to get these increases, how I'm going to meet these objectives, how I'm going to grow this year, you know, minimum requirements, setting goals for these, these techs and then the new ones coming in, like having a pathway for them and, and building that out. I think it's a great place to start and it doesn't have to be anything super complicated. Like literally start with your, your lube techs and just have a detailed plan on like what it looks like to be a lube tech at my store at XYZ Chevrolet in the first two weeks of working here. You know, how to do an oil change and tire rotation the XYZ Chevrolet way or whatever it is, and, and just start super, super simple. Because what I see so often and, and where we end up helping people the most is Just by planning that out, because they start to look out there and they see, they. They just try to eat the elephant in one bite. They see how big of a task it is, and instead of, like, taking it on, you know, one bite at a time or whatever, they just go back up front and. And they're, they're not procuring anything. They're not investing in anything. You know, they just, they just, like. I'm famous for using that Abraham Lincoln quote where he says, if I. If my life depended on it and I had to cut down a tree in six hours, I'd spend the first four sharpening my ax. That's funny. When people start looking at the shop, instead of taking a step back and doing some of these basic things they know need to happen and sharpening their ax, they just walk away from it and they, they try to swing harder and faster with a dull ax, and it's painful to watch. But like, as you're. As you're thinking about 2026, I think, you know, it's usually pretty. Usually a lot of people are pretty intuitive about looking at their numbers and knowing where they just get overwhelmed by, you know, looking at the bigger, bigger thing and start, you know, start somewhere literally as simple as what I was just talking about. But yeah, it's funny. They write some big forecasts for 2026, and we do these elaborate spreadsheets, and sometimes I really wonder what they mean because it's just a number. It's not. There's no exercise. Road map. Yeah, it's funny.

What do you think about 2026, Adam?

I agree with you. I think accessorizing. I still think. I, I believe that there will be more opportunities if people are hitting the road, more traveling, whether it's car or truck.

Prices are down.

Yep. I think there's more opportunity or, you know, multipoint inspections. Walk arounds looking for that, you know, presenting customer with everything, everything up front. The, the art of, of that deal, if you want to throw that in there. But I, I really think there's an opportunity to service customers better, more than there ever has been. So there's going to be more cars in the road, whether they're new or they're existing. I just think there's going to be more travel across the country, and I think we're going to see especially an uptick. But you're right, people are going to spend a lot more money. We've seen it before where people start ordering more. I think we're going to see that kind of. That flux Especially with the fuel prices start going down and hopefully people do some more traveling. Just, you know, go out and see the country.

It's good. Well, the, the lesson today, everybody, was be more like Taylor Swift. Ask yourself continuously, what would Taylor do? What would Taylor do? Right? Do you do that?

That's for 2026. Probably not.

Well, you gotta start. What would Taylor do? Think about it.

2026.

That's good stuff. Well, thanks you guys. You guys are here next week, which will be fun. We'll record SDR here live. But we have a new customer boot camp next week. And so everybody's coming to beautiful Los Angeles where we like higher taxes and broken infrastructure.

Always a good time.

Tacos. But there's tacos.

Can you imagine if the mayor of L. A. Ran a shop? Well, actually there's probably a lot. She might do better than some, which isn't saying much.

Pretty cool.

Well, I'll see you guys soon. Thanks everybody and have a great week and a great 2026. I am super excited about this year and I hope you are too. And your, your excitement will be contagious to everybody else and what you think is going to happen and you intentionally go after probably will.

It's good.

So thanks. We'll see you next time on service drive Revolution. Thanks so much for watching this episode of service job Revolution. We're uploading new stuff every day, so make sure you subscribe and click the bell icon so you don't miss out. If you have a question you'd like us to answer on the show, call 8333 Ask SDR and we'll answer your question on the show. That's 8333-ASK-SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com now that's offers Chris CollinsInc. Com. I'm Chris Collins, and I'll see you in the next video.