The Moneyball Secret Every Service Manager Needs to Know
A conversational podcast/video episode (Service Drive Revolution) led by Chris Collins with Christian and Hoagie discussing how 'Moneyball' principles apply to automotive service departments—focusing on using simple financial metrics, hiring and pay-plan alignment, removing tribal/subjective practices, and improving both profitability and customer experience. The hosts also riff on building fan tribes (Taylor Swift/Swifties), marketing Easter eggs, and cultural anecdotes to illustrate community and engagement.
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Welcome to the big show. Today we are going to talk about Moneyball for your service department. And then we also are going to teach you how to build a cult.
Christian is here. Hoagie is here. I'm here. We're going to have a lot of fun today, so let's hang out on this edition of Service Drive Revolution.
Christian, did you see the Taylor Swift interview on the Kelsey podcast?
Yeah, I like that podcast.
Oh, you watch it?
Yeah. New Heights.
That's what it's called.
Yep.
Yeah, The Kelsey brothers and their beer is called Garage.
Yeah, it's like, all in the background now. I just learned that about that too. I think you were telling me about it, but I just learned about it too, but I guess they're doing pretty good with it.
Yeah, people are buying the. Buying the beer. It was funny. I asked Hoagie if he'd watched it because it's his team. Right. So if you don't know, Oklahoma here is a big Chiefs fan, by far.
The biggest in the company.
Easy to Christmas shop for.
Yes, that's true.
Doesn't take much.
She's Shot glasses. Remember that barbecue apron?
Hey, you know, you got me. I got it framed, too. And then the jersey. Yeah. Like, I have a whole wall. I gotta send you guys a picture, a book. Yeah, I did.
You don't. That. That's some.
Well, it's like in. It's a glass thing. Like, it opens, but, like.
Yeah, come over. I gotta pull it out of the frame to read the book.
No, no, no. It has, like, a little deal that opens so you can. It's like, for the book. Like, but it opens. You can take the book out. Yeah, but it hangs on the wall and stuff. Because, like, Like, I was trying to figure that out. Right. Because the. The signatures are on the front of the COVID Like, there's a bunch of different signatures. So, like, putting it in a sleeve didn't feel right.
Right.
Yeah. So, yeah, it's cool.
My favorite was the. So there was one year where I was shopping for him and I found probably one of the coolest Chief jerseys I've ever seen. It was like kind of the silver and the red and everything like that. And so I'm like, I've gotta have this jersey for. Hoagie ordered it. I shipped it right to his house. I was so excited. And then. And I felt you. You almost didn't want to tell me. I had. I purchased for Hoagie a women's jersey, and apparently it didn't fit, but. But I think his wife Is probably a big fan, but, yeah, I bought him a women's jersey for Christmas one year.
She wore that. It. It got good use, though. She wore to the Super Bowl.
Christian. Do you ever feel like there's, like, a joke that you're not in on? Like there's a understanding of stuff that you don't get? Yeah, I do have that want.
Probably more than it should to an average human.
Did you. Did you watch the.
Taylor Swift Kelsey podcast a while ago?
Oh, on New Heights. Yeah, I like the podcast.
That's the name of their podcast. Well, the two brothers.
Yep. Travis and Jason.
Kelsey, that I get mistaken for sometimes. Makes no sense.
That's funny. No, I can a little bit.
When my cousins were here. Do you know the story? When my cousins were here, I was bringing him down here to the library. So we were on the. What is that, the 10. And this lady in a Mercedes pulls up and she rolls down her window on the other side, and she's, like, screaming at me. So I rolled down my window and I'm like, why are you.
Jason.
What? I can't hear. I'm like, what? What? Like, we're on the freeway, right? And she go. She's screaming something. I go. I go to my cousin. I'm like, what is she saying? He goes, she's saying eagles. And I'm like, I'm looking like, what? She thinks you're Kelsey.
That's so funny.
So then they bought me a Seahawks jersey with Kelsey on the back, which never has been worn.
But that's so funny.
In my closet. I can't throw it away. Yeah, they gave it to me. But so I was. I watched, like. I want to say I watched, like, 20 minutes of it. I don't even know why I watched it.
I know why I watched it.
It's not my thing. But I was asking Hoagie about it. I'm like, hey, did you watch it? And he goes, oh, yeah.
Like he was mad about it.
No, he was like, yeah, like, of course. Kind of like. And I go, what do you mean? And basically. So his. Now, previously Hoagie has said, I always know when Taylor Swift's coming out with a new album because my daughter's asked to do chores for 30 bucks or 40 bucks.
Yeah, yeah, yeah.
So which, by the way, we're jumping all over here. I'm sorry, everybody, but there's this vinyl store that I like that sells used vinyl, and I sorted his inventory by highest to lowest price. And the number two one, for, like, 2500 bucks was a Taylor Swift album. And in that top 20, like, I would say half of them were Taylor Swift.
Wow.
Variations of albums. Which is nuts. I never knew. I. Like, I don't understand why you'd buy Taylor Swift on vinyl. It doesn't. Like, it sounds the same.
It's pretty processed. Right. It doesn't.
It's just not my thing. But I don't know. I couldn't honestly name a Taylor Swift song, which I know is not the case for you, but you. You're. You're a girl dad. So. So basically what Hoagie told me is that his daughters had him get hit an eye an iPad and mirror it to the tv because there's so many Easter eggs in that thing that he was, like, blowing it up. Like, you know how they're looking background. Like, the stuff in the background had meaning.
But. So at one point, and I remember this right at the beginning, she says something about 27 seconds or 29 seconds in reference to him, and that means something. Like, everything has meaning. Right? Like, give him an example of what the Easter eggs are.
Oh, I mean, there's a. There's a bunch of them. So, like, it's a cult.
It's totally a cult.
The new album's Orange, and there's a Rothko book in the background. And Rothko's famous for using orange. Like, everything's planted. She's going to be a super. Her talking a lot about sourdough. The 49ers mascot is sourdough Sam.
And.
And so there was all these hints that she's going to be performing at the Super Bowl.
Super bowl in San Francisco this year.
Yeah, exactly. So, like, there's all these things. And even to the point, like, they, they.
And she hadn't talked publicly about them a lot and about, like, the Easter eggs, and she's. She's talking publicly about them and like, hey, like, it's definitely a thing we do. It's not for everybody. And so if it's not for you, like, excuse us for a minute. But if you're into it, like, you'll never understand the depths of this rabbit hole. And she. She's like, you know, you wouldn't know that if you take the lights from the show and turn them backwards and count the flashes that it's mean something or something. Well, like, people took the lights from her last show at this point that she says to do it, and you turn them around or whatever and backwards and play them and then have chat GPT read. Read it to you in Morse code. It, like, says, like, it's nuts.
Code.
Yes. Yeah. Like an eye blink, but it's the lights, and it's nuts. Like, the depths of all that stuff is. Is crazy. Like, it's. I think it's.
It's something. It's cool.
Yeah.
I mean, at the heart of what she does, it's. It's been around forever, but I think the first time I ever saw anybody do it was Kiss.
And so, you know, the. The narrative is I never fit in. I. You know, I don't belong. And so then there's the Kiss army, which is the place for you. Right. So the Swifties. She never fit in. She's always the underdog, even though she's a billionaire. Like, it's all, you know, very culty, but smart, you know, to build a tribe. Like, she's got a. I mean, just think about the NFL. And we were talking about that, too. Like, how much it's increased their. Their viewership of just people that had no interest.
Yeah.
Females.
Like, it's interesting, too, when you watch the commercials now, how many girls playing flag football.
NFL commercials.
There are.
Yeah, yeah.
Like, if I had a son, I wouldn't want him to play football. I certainly won't want my daughter hitting her head over and over again. Like, that was one of maybe the better parenting things that my mom did is I had this cousin that was a senior in the high. In the high school I went to was like a football powerhouse, as much as you can be a football powerhouse in Washington State, but whatever.
And it was a big deal. And my cousin was, you know, going to college on a scholarship.
He.
You know, but he. He'd had knee surgery already in high school. And my mom told me when I was playing football, she's like, you know, when you're my age and you wake up and you're in pain and, you know, she's like. Basically what she's saying is, like, hey, if you want to go play football professionally and you think that's an option, you. It might be worth all the pain later on. But if you're just playing recreation, other things you can do and don't have.
The same collateral damage.
Yeah. And.
Yeah, I just. If I had kids, I wouldn't want them playing football. I just wouldn't.
Yeah, yeah, yeah.
It's.
Yeah. Just the.
The reach of, like, what she's done. It is. It is crazy. Like, you know, and like. Or hate her.
Right.
Like, it's pretty. Pretty polarizing.
Branding, marketing, just all of it telling a story. Like, all that Easter egg stuff is like people are trying to find the story. It's like those, you know, in. What was the, the books when I was a kid, Encyclopedia Brown, like those Solvent mysteries. It's a modern social media version of that where you're figuring it out and then they're, they're sharing in, you know, in forums or. I don't know. Where do the kids share?
Yeah, well, posting. Yeah. Just all, all of it. It's, it's, it's everywhere. Yeah. I mean it, it transcends like all of social media and it's not in one thing. It's an ecosystem of hers that's everywhere.
Like, how far into the cult are your girls?
My 16 year old's kind of coming out of it where she's still, she's getting into different types of music and stuff. And then my 14 year old kind of follows what my 16 year old does. But like something big like her going on the podcast and stuff, then, then we're right back, you know, in the heart of it again and stuff like that. So. But yeah, like they, they kind of start.
You know, I mean, there's things.
That could be into.
Oh yeah.
I mean Taylor Swift, at the end of the day, she, besides the external locus of control that it's never her fault when she breaks up with a guy. She's a pretty positive.
Yeah.
Influence. Right.
Yeah, yeah, yeah, I agree with that.
Do you, do you see that from a parenting side?
Yeah, yeah. There's like nothing. Yeah. Like there's nothing. No part of her, that ecosystem or anything that you're trying to like shelter them from or use as an example or to. Of what not to do or anything like that.
Like, do you think you should become a swiftie?
I mean, by default it kind of is.
I, I, like I am, but, but that's why I get young.
Like he's, he's, he understands stuff that I don't know. Like when I'm asking about this, like, I had no idea. Like I'm learning. I had no idea that that existed. Did you?
Not to the level that it does. But I'm not surprised. Like I have a lot of faith that she knows what she's doing.
Yeah. And then like it's, there's not very many things from like my, my world has always been like a guy's guy, like football, cars, like stuff like that. Cowboy hats. I got two girls that are. Their world is girly girl, you know, like, so the, the Taylor Swift thing has been fun for me because like at a Particular age where they stop talking to you. It's like this gift wrapped thing of like our two worlds kind of colliding, you know, or intersecting, you know. So for that reason it's like I'm a swifty, but still, like I, I totally get it though. Like, there's only so much of that. They'll listen to those songs over and over again and like my threshold for it, you know, the pain tolerance for it is, is pretty low. But, but yeah, no, I, I'm, I'm right up there with, you know, with a lot of the swifties. Like, I know quite a bit, but it's funny.
Keeps you young.
Keeps me young.
Yeah. That's exciting. So you, you had the idea of talking about Moneyball for your service department. I love that clip on YouTube. It always comes up in my algorithm.
Of.
Brad and the, those old coaches around the table and basically scouts. Yeah, he's like, they're talking about, oh, you know, he's got an ugly girlfriend and this guy. The way the ball sounds when it.
Comes off the bat.
Yeah.
And that sort of thing.
Yeah.
And.
Has always kind of reminded me of what we do in a sense of what everybody's talking about.
Is usually different than what the actual problem and fix is. Like they're, they're talking about the wrong stuff, they're thinking about the wrong stuff. And at the end of the day, nobody wants to acknowledge that it's broken. Like everybody's trying to justify. There's a lot of egos.
Yeah.
There's a lot of posturing. But it takes a guy like that to come in and go, you know, what is the problem? Nobody can answer.
Yeah.
What the problem is.
Yeah. And he just cuts a straight line to it. Right. So you could apply it to different things, but no, it is just, just overall it's a thing where you know, Jonah Hill's character. Do you remember his name? I forget his name, but Jonah Hill. Yeah, he, he like figures out that, you know, he just cuts through a lot of it. If you want a profitable service department and a better customer experience, there's a straight line to those things. But we muddied the waters with it. If you want to win baseball games, he figured out you need runs and runs. You need to get people on base.
His name was, his name was Pete.
Pete. Yeah, it was his Pete. So it was just a basic Al algorithm. But there was the most important metrics. Like you got to get people on base and you got to score runs and you win games and that gets you to you know, World Series or whatever.
But just kind of starting at the end and work backwards. But it's such a funny thing where then you start to apply that to different things like hiring, hiring people, like hiring a service manager or hiring advisors or even text.
It is the scene from Moneyball.
Yeah.
Witnessed it.
We, this guy's going to be great. Like, he has the look. I'm like, oh, what's the look? You know, like, what was his performance at the place he was before?
You know, like, I think at the, it kind of the heart of that too is people are mimetic and so everybody's following what everybody else is doing, even if it isn't working. Like, they're doing the same thing that, that we've always done, hoping that it'll be okay versus intentionally creating an outcome. You know, like you said, it's more of a direct line.
Yeah, I, I sat in on a tech interview once and this is absolutely 100 accurate. And we sat down there and the guy didn't bring like any numbers with him and no production or anything like that. And kind of just, you know, talks a little bit through a system. He fixes cars. And the guy walks out. At the interview, service manager turns to me and he goes, I like him. He's got small hands like that.
And I'm like. And I'm like, what? Yeah, he's got small hands. He'll be able to dig into those little places and fix all those little things. I'm like, you're going to hire him because he's got small hands. I think he hired him too. But, but that was, that was, that's what made me. When you said this Moneyball thing, I thought of that interview.
Yeah.
Because there's nothing more Moneyball than small hand tax.
So we, we kind of have a list. The, the first one is the money part where in our industry people tend to think like, oh, a service manager makes this, an advisor makes that with very little connection to what the performance is. Right. Like, so, for example, if, if your Advisor should be 8% of your gross and you have an advisor writing 250,000 in parts and labor, they in it's 8%. It is what it, what it is.
Right.
But most of the time they will come in and they'll go, well, advisor can't make more than eight grand a month no matter what their performance is. And so in a sense, they're, they're squelching the performance by penciling people. Like whenever there's a pay plan change, it's Never in the favor of the people doing the work.
Yeah.
It's always to get more back, in a sense. And then there's the other side of that, too, where people are paying way too much for the performance because their culture is broken. Nobody wants to work there. So the advisors are 15% of the gross, or they're a business that has embraced quick lube, and all their traffic comes through a quick lube in. Their advisors are making 20% of the gross because it's. Every RO is, you know, 50 bucks, and that's it. And all of that is, you know, it's basically either leaving it to chance or sabotaging yourself by thinking about how much they're making in dollars versus how much they're making in performance and as a percentage of gross.
Right. Yeah. You can't look at the payroll expense. You have to look at the ROI from what you do.
Y.
And my favorite thing is where you have the person that's an express advisor and they're making 25 or 30% of the gross they generate, but they're only making four or five grand a month. So everyone's like, yeah, that's a cheap employee. I'm like, no.
And they quit. The turnover is huge.
Yeah.
And then they start upping it. Right. They're like, well, we got to pay them more. And it's like, no, your system is broken.
Yeah.
The whole thing is broken. You're not. You're. You know, you're just running people through here like cattle.
Yeah.
There's no connection. There's no relationship. Everybody's miserable. It's just this tension. Everybody hates being there. And so the. The. You know, the money part, most of the time, people get wrong.
Then.
Then the. The other one is, like you said, small hands. People don't hire for past performance. They hire for likability or commonality. Like, they. They understand how to use the DMS or whatever it is, right?
Yeah, yeah, yeah. That is in. You know, we've joked about that over the years, but it's amazing how often we still hear it today, like, cycling through resumes. Like.
You know, they already know Kia or they already know CDK or whatever. And so that becomes, like, the. The number one sign of. Of. Of or the number one thing they're vetting for. And.
You know, the. The other kind of. The other kind of thing going along with that is when.
When they're looking at resumes and stuff, the reason why they run to someone that's more plug and play is because, like, so many people are still in today's environment, waiting until they need somebody to start recruiting. And that's a reaction. Yeah, yeah. And it kind of puts them in this position and then, you know, and then it becomes feelings over facts, like in a. In a bad way.
But I'm not going to lie. When you said the little hands thing, like, I was waiting for the punch line. I was, I thought he. I thought that was a. I was walking to work. Yes, exactly.
I can see where you think that wa.
For the setup.
And then speaking of, speaking of careers, do you know.
What career makes you more successful the more you drive customers away?
An uber driver.
I just had that one waiting, just simmering in the background for you.
I need a snare drum and a symbol. Yeah. So funny. The next kind of two I have go together. And we, we say this all the time in situations where there's a lot of experience but terrible results. And so you have, you know, a manager that's been doing it for 20, 30 years, but their department isn't profitable. Their CSI is really inconsistent, high turnover. And they, you know, they invariably are so set in their ways that we'll say, like, they have 20 years of experience working against them. They have all the reasons why it can't work versus just the, the path to how it can. And then most of the time in those situations, they're. They're talking about feelings like they're actual facts when they're not. Like, none of their behaviors, none of their thoughts get us to where we want to go, but they're so married to them because it's just how we are as humans. Like, just over time, we have to justify the thing when we build this world. Like we talk about this in the, in the leadership training, right. Is like you build the city around all of your. Your issues and.
Requires you like, almost reinventing yourself, letting all that go and, and focusing on the actual facts and putting the feelings in a. In a bag and leaving them on the curb, in a sense, but. So it's really hard to talk to people like that because you just keep, like, this happens to me all the time. I'm like, okay, but what. What's the net to gross? Well, see, the thing is. And they go on this hole and I'm like, the funny, like, no, you just. I asked you to just read this number to me. Well, you know, parts, but. And it's like, if we can't acknowledge that we are broken, we can't fix it. Like, you got to be able to look in the mirror and tell Yourself, the truth.
You know, I think that.
Don't you think that would be a really good. Like, if you're trying to give somebody advice, that you might be headed down that wrong path? Like, you. More than anybody I've ever met in my life, people give you resume statements more than I've ever seen. And if you catch yourself, like, trying to justify. Well, in my 30 years of experience or whatever it is, like, if you catch yourself saying that, you're probably wrong.
Yeah. So maybe explain everybody what a resume statement is. So we learned that from Chase Hughes.
Yep. So a resume statement is where. When you're asked to direct this, it.
Comes from interrogation, Right?
Yeah.
So if you're. Pretend you're interrogating somebody from Al Qaeda and you say, did you blow up the embassy? And then what would they say? They would say, I'm a good person. I'm a good father. And you're like, yeah, but what I was asking you is, did you blow up the embassy? You know, my wife really loves me, and I really love my mom, and I'm a good. I'm. You know, and you're like.
That'S a resume statement.
Yeah.
They can't answer the question.
Yeah. You're changing the subject. And that does happen to me a lot.
Sometimes I just sit back and watch.
What happened to me today.
Not even remotely surprised.
Yeah. And I was like, I. But now I'm. I'm. I guess I'm getting older. I just don't have the patience for it, especially as busy as I'm. I'm just like, hey, that isn't what I asked.
Like.
And she isn't the best either, but.
In my 20 years of telling jokes, I'm shocked.
I don't get it.
Oh, that was your resume statement of being funny?
God, I've tried so hard to find my yearbook where I was voted funniest to show him. Oh, yeah, Like a resume statement.
Yeah.
Right.
Yeah.
The problem is, I wasn't trying to be funny.
No.
I think my humor came out of survival.
You have organic humor.
I'm dry.
Yeah.
I'm a little more dry too.
Hoagie is too. Hoagie's funny.
Facts over feelings. Did you have anything else on your list, Hoagie?
No. I mean, I think a piece of that, too, is.
Understanding that the tribal knowledge in the industry, like, a lot of what we're talking about is a failure of the industry. Right. Like, we've come up with all these different metrics.
To try to cheat the system or something and complicate it. Yeah.
There's two things. What's your profitability and what's your customer experience? That's it.
Yeah. Yeah. And then if you have more of.
One than the other, it's not working.
Yeah.
You should be able to have both.
Yeah, yeah. And then I think if you're like, if, if you are hearing this information, because I remember, like, unpacking some of this for the first time years ago, and, like, hearing some of this and it felt like somebody was talking directly to me. Like, I didn't even know it was. It was a problem throughout the whole industry. Like, it all just was like, oh, man. Like, this was all written about me. And one of the things that helped me the most was, was at a. A quarterly coaching meeting, and we had talked about this concept of the numbers are what the numbers are, and you can use them as strategy or criticism. So, like, if this is you and this speaks to you and it's where you're at, just look at it and then figure out how to change it and what levers.
Yeah.
It's not emotional.
It's not. It's not. And that, you know, and you'll find.
Like the, the Moneyball algorithm or whatever for what you want. Yeah.
And I, I would say, too, it's like the best part of what we do. Right. Like, we're sitting here right now, and the reason why you're here in town is because you're doing. I call it a boot camp, maybe we call it a masterclass, but basically new clients coming into our coaching group come here for a couple days, and they basically get the recipe. Like, here is the recipe of how this is. Is going to work. Right. And so you'll have. How many do we have this week? Like, 30 people?
27.
27 people.
We'll.
We'll be in here on Thursday morning and you guys can watch the testimonials of what people say. That's really our best marketing is when it's, you know, when it's done, we. We ask them, you know, what. What their feelings are on it. And people are transformed because the industry has lied. The tribal knowledge has let us down, and there's all of these misconceptions that you can't have fun and run a good business. That it has to be hard for some reason.
Yeah.
That you have to. You have to, like, kill yourself in order to get an outcome and. No, really, it's just executing on math in a system and holding yourself to a certain standard. I mean, it's, it's a Pretty, pretty easy recipe once they understand it. But it feels like the, the most liberating, empowering thing ever when you've been living the other way, which is very inconsistent. We're telling people, oh, just get us more gross. Get us more gross. But we mean profit. No, we don't share the financial. Like there's just all kinds of booby traps in our industry that, that people try to work around. And then, you know, we just kind of come right through the front door and we're like, hey, this is actually what's back. This is what you've thought is behind you the whole time. And this is how it works. Like, here's where the levers are, here's where you have the, you know, the most leverage is if you stand right here and push this.
And it's, I mean it's probably the best part of what we do is like watching that evolution over a couple days of like, people are sitting up a little straighter, they're excited, they can't wait to go back to work and start implementing it. Because it's, you know, knowledge is power. Like when you learn something and it makes sense, like it, you know, you present it in a way that resonates. Right? Like they're not like, oh well, maybe it will. Or like it's like, oh no, that makes total sense. I've been off, you know, I've been looking at it that way and it actually is over here kind of a thing. My perspective is different. And so when it starts to actually make sense and resonate, you know, it's. That energy is contagious.
Yeah.
Yeah. What I think that it is is that before they come in, those 27 people had never considered before Thursday that there was another way, except the way that they've always done it. And then you flip it and by the mid morning they've realized that they're kind of their life was a lie. But I think once you show them there's another way, then they get curious about, oh, what else have I been closed off about? And then they open and that's where we see like the transformation of people. I've heard you both say it is that like this thing kind of creates not just better service managers, better parts managers, but like better humans. That's what you do. You unlock that key. It all starts with the. All you need to be told once is that the thing you were always told is that it, it could be a different way. And then you just start to test the waters on so many different things. But I Don't know.
I think, too, when you realize it's simple, like when. When you take financials. And like, there's a part I've. I've learned to say in that class when we start with financials that, like, hey, I'm not a cpa, and my goal isn't to make you a cpa, but my goal is for you to be able to take the financials of your department and know where the leverage is and know how to drive profitability in your department. Right.
Have it drive your decisions.
Yeah. And it happens that the arithmetic is pretty simple. Like, it's not a. You know, it's not a big, complex thing. And I think when you can make the complicated simple.
That'S what creates the excitement and the drive. And that, too, is something with this, you know, this whole piece of my career on this team is. I believe that about a lot of other things now. Like, if somebody's explaining something that has always been a little bit mysterious to me and they can do it in a simple way, it's usually a pretty good telltale sign that that person really, truly understands that and can teach it. And I think that's a little bit of what. What happens, too, is there's just all this noise, and there's a straight path.
Through it and will happen this week, like, I. I'm guessing, like five or six times, probably I'll get pulled to the side at some point, and they'll be like, I've been to a lot of training and never been to training like this. This makes. Why doesn't anybody teach that? And it's like, I have no idea, like, why nobody's teaching it, because it. It isn't fair. It isn't fair that people sit there in an NADA class, debits and credits till their eyes roll back in their head. And it's, like, so complicated. You give up. You get learned helplessness. And that's how I felt early on when I would ask people questions. Like, it. It felt like, okay, like, I guess this. Like, nobody knows everybody's lying because it doesn't make. None of it adds up. It has to add up.
Yeah.
Like, there has to be common sense involved in some of this stuff. Right? And.
Yeah. And so, I mean, the back to just the subject of the money ball for fixed ops is. And we'll put that clip. If you're watching this on YouTube, we'll put that clip in the description, too. But it's just funny like that. That's what it feels like. And there's a better way.
Like.
And also the, the other thing that I would say about that clip is you're not handicapped by the Yankees and the fact that you have, you know, a payroll.
Yeah.
You know, 10th or whatever times lower than the other team you actually are starting, you know, where everybody else is in a sense. Like you don't have an unfair advantage. Well, you operate like you do most of the time. Yeah.
You could actually make it an advantage by saying that you, you have to be so intentional with each spot on the 24 man roster or whatever it is. Like the Yankees can blow it.
Yeah.
You can't. Which means that you consider every position so much better than the Yankees do. Like you could, you should be able to flip it if you're doing it right.
And the good news, in the industry, the expectation for customer experience is so low that with a little bit of intentionality, like you put yourself above average. If your advisors, you know, I don't know, don't pretend to be on the.
Phone average if you know how to read a financial.
Yeah, yeah.
You're way above average experience if you don't suck.
Yeah.
Like that's the bar.
Like, yeah, yeah.
If you know what your expenses should be as a percentage, like all of that. Right.
Yeah.
That's great. Well, that was a fun conversation. Thanks everybody for hanging out. We'll see you next time on Service Driver 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. Chriscollinsinc. Com. I'm Chris Collins and I'll see you in the next video.
