EP 21: How Troy Aberle Sold $8.4M in Two Weeks Using This Exact Education Based Sales Pitch

Third week hit some light bulb went off, and I remember we celebrated. You had. You had sold $700,000 using the core Story framework, and we were all excited. And then the next week, you closed another 248,000. Then we celebrated that again. And here we are a month out from the Core Story Bootcamp, and you've generated $8.4 million.

Becoming a master is not about doing 4,000 things. It's about doing 12 things. 4.

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Welcome, everybody. Amanda Holmes here, CEO of Chetholmes International, and it is my pleasure to introduce you to Troy Averley. Troy Auberly joined our Core Story Bootcamp, and it's been amazing to watch your transformation. I'm so glad we have it on video, Troy, because we are going to have to pull back and show this because the first couple of weeks you had joined into the bootcamp and you looked a little bit.

Confused. There was a bit of confusion happening. And as the third week hit, some light bulb went off, and I remember we celebrated you had sold $700,000 using the story framework, and we were all excited. And then the next week, you closed another 248,000. Then we celebrated that again. And here we are a month out from the Core Story bootcamp, and you've generated $8.4 million.

From the core Story framework, which we all want to know. What are you doing? This is amazing. It is great to see the transformation. But then also, I mean, can we go a little bit before we get into that? Can we go? Can you just give a bit of background on you and what you do?

For sure. No. Thank you. I'm super excited to be here, and I appreciate the opportunity to be able to share and give back to something that I know works really, really well. And, yeah, so for what I do is for this particular project, like, I'm a life and business strategist, but I also work with businesses to be able to help them get clarity on what it is that their goal is and what are the actual habits and strategies that they need to put together to be able to create profit and the results that want for themselves and their clients.

And the reason why they listen to you is because I know for John Deere, right, you've sold for over $400 million worth of their equipment. Right. And that made you somewhere around the top 10 most successful reps in the nation or.

Yeah. So actually, in 2017, I did get the award for the most profitable salesperson in North America. Wow. Yeah. Yeah. So it was a huge honor. And, you know, and I owe a lot of all of it to your father, Chet. And because it's really using those strategies and, you know, like, you brought up that there was confusion, and I think there's confusion of how, you know, I was switching from going from sales, but into a consultative role because the company I worked for at the time as a salesperson, I now do, you know, consulting, contract work. And so it's a huge honor to be able to recalibrate kind of where I was going. And I kept feeling like there was a bit of a pull and lack of direction of what I was doing, but then really go back in and actually just teach exactly what it is that I did, but prove it by implementing it with individual salespeople. And so I love being able to go into a company and figuring it out, what is that core story and what is the result you want? What does your client need? What do they want? And put the whole journey together and create the magic.

So. And with the Dream 100, you're such a great advocate for Dream 100 as well. So it's a good one, two punch. Yeah, I know. You had also shared with me that. So an average rep for this particular company that you assisted to generate the 8.4 mil the average rep will set will sell between 6 to 8 million dollars within a year. And you did it in the last month.

Technically weak, but it's. Yeah, well, I guess I got to expand, but it. Well, because hopefully if we do this other one. So what I did was I challenged myself to take four salespeople, implement this strategy for each and every single one of them so that it couldn't be just one fluky deal, but work with four salespeople, take their deals, put this system together, and then prove that it could work amongst four guys. So the fourth presentation was done yesterday, and then that'll take us up to, I think around 12.4.

Finish out. And technically, because we had a couple little hiccups and changes to the way that the presentation went, it'll probably turn out to be more like 13, but just for a little upselling of things that rediscovered because of cool questions that we asked.

So I think that this is also crucial for those that are watching, because to train somebody that is so sales driven, how to Become an educational asset to your prospect, to speak to what their pains are, to talk to them about what keeps them up at night. And not always me, my product or service. Right. That blue ocean, red ocean, the 3% of the buyer's pyramid versus the 97% that aren't interested in your product or service. It can be extremely difficult for a sales rep to understand that, to grasp it because they're so used to just selling and pitching. So to go to that educational place, I love that you with that sales background, have been able to adapt it. So let's, let's dive into. Can you tell me a little bit about before this process? Then what changed? So was the deck you had shared with me that you've changed the presentation of how you present to a prospect. What was it like before compared to where it is now?

Well, first things first. You have to change the mindset of the people that are going to be selling. In my particular case, now that could be you yourself, which obviously had to happen, but also the people that are going to do the selling. So if you're a CEO or a sales manager, you have to really start with the. I called it the punch in the gut sheet right off the start to them because you needed to give a pattern interrupt and be able to change how they think. And so for the guys that are currently selling, I mean, they've been programmed for years as to how it is, what models or what product or sku or what have you, no matter what you sell or service, you know what your products that you're offering, but you have to, you have to look at what it is you're offering. You have to change that. And so, you know, the question I went into each sales meeting was as I said, I took the favorite things that I knew they were good at selling at, and I said, what if you're actually destroying that person's business? And in this case it's farm equipment. But I said, what if you're destroying their farm by selling that particular model to them? And they all stop and stare at me like, what are you talking about? You just said the worst thing in the world. And I said, yeah, but what if you are? Because if you're only programmed to only having that limiting mindset, what are the other opportunities that the business has that you need to uncover, educate yourself, your customer, and be able to value stack things together to add even more value? That's going to create an irresistible offer.

Ooh, I love it. Okay, so you sold me on the mindset shift. So then where do we go from there?

Yeah. So then really, so I had to figure out, okay, so I started to show them things of a presentation, what I was working on. So I said to them, what are the top five things, Things that you know, so the person we're selling to is a farmer or a farm manager owner. And the people we're going to sell to are going to be large producers, like you know, 12 15,000 acre plus size farms. Massive. Because these around like corporations and those to me would be the most exciting. So what I did was, is I said, okay, let's get data on, you know, what are the top things? Because in this particular case I can't go to really Forbes or I can't go to Inc, or I can't. Agriculture has some challenges with the type of data. So what I did was I said, okay, we're going to create our own. We know that the things that we can get from the banks or we can get from the USDA or we can get from Canadian agriculture and all those things. But there's so much change happening, so much scarcity and challenges through the pandemic and just all kinds of things. But we need to be able to figure out, so what are those things? Because we need to create our own proof. And so what we did is I used the product, a texting app and I gave a whole bunch of producers a quick three questionnaire thing so I could get five to 10 things that were a big problem for them, right? So quickly did a texting campaign because then I could really start to sort out my dream 100 that way by then figuring out, okay, so who are my top influencers? Because the ones that, the way I worded the questions were if you were giving your neighbors or anybody else around you advice, what are the top things that you would tell them are the challenges this year that ultimately allowed me to figure out who my dream 100 was. Because then those are the people that obviously love to brag and shout out different statistics and different challenges, right? So then, then what I did was then I went back, those were gonna be the people we were gonna sell to. Now the funny thing is they gave us all that advice, but all of those people also said they weren't buying anything.

Right? And so that's how that started off. But so then what I did is then I came up with a new like, punch you in the gut sheet that basically talked about the things that farms were going to face, right? So for us, the number one thing for any farm producer was going to Be dealer support. Okay, so just simply ask the question, does your current dealer today, like, what is your support and what are those things? Do you want me to share my screen, Amanda?

Yeah, sure, yeah.

So here, just if you could give me.

Just know that while you're going through it, for those that see video, they'll be able to see it. And then they'll also be an audio version for the podcast. So some will see, some will just have to hear what you're talking about.

I will be really good at explaining. So we started off with, so then we could go back to these farms right off the start and we could say, so what are the top five reasons your farm could lose revenue? Right? And they're like, well, what do you mean? You know? And so, you know, we're going to discover these solutions to combat that revenue. So dealer support. So the company in particular, this dealer, is called Western Tractor. So we came up with all of this information and got these quotes from our customers that we were these dream 100 people, right? So we came up with this. And then having a thing in there to talk about, you know, well, having dealer support for your entire operation is imperative. We still haven't talked about anything about what we do. Then on the next page, then we do put in there, what are the things that Western Tractor does have, right? And so all of those things were a big piece, you know, and then number two, not staying with current with the latest. It's not staying current with the latest technologies so that you could be super efficient with things that are growing. And so, you know, getting people to figure out, why would you invest in more growth on equipment and technology.

So we talked about some of the quick things on there, and nobody really looked at any of this, by the way, as they represented these. They only stared at this.

Okay, at the pain. They stared at the pain. They didn't really care about the solutions.

Yeah, exactly. So people are either going to do something to either gain pleasure or avoid pain. And really, 95% of what you did today was avoid pain. Right? So then we talked about equipment optimization and operator training. We found that most people don't even understand how to fully use their equipment. These things are massively high technological advancements in the world, but really, their operators barely had grade 7 to 9 education for most parts, and they didn't even hardly speak English. So we found out there was a big problem there, so we could figure these things out for a training program. So it wasn't just about selling equipment. It was really about that part.

Now A big one. Inflation we talked to customers about Florida had reported like last month that 9% inflation alone in one month. But inflation's going through the roof at record speeds, North America wide, Canada, US or worldwide for that matter. And so one thing that's going to happen is when you're financing 2, 3, $4 million projects.

If you take a $4 million project right now and you go from the 0.9% interest that a lot of people have been paying and you take them up to 3.9, there's a $240,000 opportunity that you gave a bank in money versus your own self. Okay, yeah. So not locking in historically low interest rates. So what we're saying is let's start off with an equipment purchase today and let's capture another five years of interest rates until the economy settles down. Okay, so then, so we did that. We showed here.

Wait, let me just pause while I'm laughing. I just love the use of market data, right? You use market data to truly quantify and qualify the pain and made it real, right? By citing. This is where we're seeing it happen. And then giving them a dollar amount to which they felt the pain. Right? So it made it urgent. Urgent to. Because you've done the first punch, the second punch, the third punch, and by the fourth punch they're like crippled over going, please give me some solution. Okay, keep going.

Totally. Well, and to even add into that one yesterday was kind of funny because these guys are growing their farm by double the size and it's like literally like a. Around a $90 million expansion. And so what's funny is I said, so if I give you another $250,000 just on interest alone that you're not spending, what could you buy to speed up that expansion, right? And they're like, oh my gosh, because their plywood's more money and all these things are more money, right? So yeah, we put it into real five, taking on chance that's uninspected and included warranty. So if these guys haven't been getting maintenance done by mechanics and shops, plus also warranty. So one of the things I talked about quickly, warranty. What does that really mean for you on a combine thrashing machine is the engine goes out, it's $110,000 instantaneously, right? So having all of these things on the equipment that you're purchasing is going to, it's going to levelize your budget. Because right now, if your budget is already tight, how do you budget taking, say in yesterday's Case seven combines. What if two engines did fail without warranty? There's a quarter million dollars plus all the downtime of not being able to combine at X amount of bushels per hour then equals this much money. That could get RA and lose that. So what I said to them is, I said, if you're not sure about warranty and you're not sure if you're standing in front of a 50,000 bushel grain bin, just pretend you're standing there and you feel the tear roll down your face because you know that you lost $4 a bushel because of a bad grade, because you didn't get all the combining done quick enough because your equipment wasn't properly maintained and kept up to date. You know you have a $200,000 problem there, right there, that you could have prevented.

Wow.

Right? Yeah.

And what you're doing here, for everybody that's listening, what Troy is doing so brilliantly, again, I'm going to point it out, is he's starting already to reset the buying criteria so that they will be looking for a warranty. He's not saying, hey, this is what I sell and you need a warranty. He's educating them first that these are some of the solutions you need to look for when you're having these kinds of pains. So I love this. Already resetting the buying criteria without even having to mention your product. Okay.

And if I could, before I go into the next part, I want to talk about real quick about what it is that got this particular part going. I made this into a brochure like this. When I phoned up the customer, I said to him, I said, sir, I need to talk to you about your equipment this year. And he said, oh, Troy. And they always say, they always give you a thing to block that idea. But I said, no, actually, I'm not talking about selling you anything. I just. I did a study that we've done. We've put in a lot of hours of work, and I found five of the top reasons why your farm's gonna have a massive problem this year. Can I come out and can we get together and see you? Sure. Every time. So even. What so. And these particular people, each and every one of them, because what is there. There's six clients. So all of them had told their sales per people, we don't have time till in the couple weeks we could meet. Then I got changed the subject into this because now it's not a meeting. Now it's a meeting with a purpose and something that they urgently need to know. Then we went from three weeks, in some cases that the people said, one person said they were going to Mexico in the next few days, somehow re met with them in two days after that for this urgent meeting and did a deal. Right. So people will put you off. So I'm just saying create that. Take that punch the gut thing and start off by, hey, I'm going to verbally tell you that there's a big problem you need to learn about. And that's how we started that off. Then this is what we did was we went there and started off with this part. Okay. And in those meetings, to sort of cut you off in those meetings, we made sure that we invited every person that was going to be a decision maker that needed to learn. So I actually invited their kids that were like 14, 15 years old in these groups and said, is there anybody going to be coming into that farm in the next five years? And they're like, well, yeah. And I said, could they hang out with us? So in a couple of people's cases, we did have other influential people and one spouse to be there. So we included everybody because we felt this data was that important for them to know for future.

Great. Great.

Yeah. So any questions so far?

Yeah, any questions? You guys can write them in the chat. We have some more of the core story boot campers that have joined in.

If you have a question, go ahead and write it and then we'll keep going and I'll circle back on them. Troy. So go ahead.

No worries. So, yeah, we talked about our warranty and all those things. We gave them the answers. So then it worked. Right. So in this particular case, we did go through some specific things for different things on actual equipment. Okay. But then we went into what it is, what to expect with this equipment. So we have a quote here. Upgrading to premium used seemed out of reach for our farm. So I made some of these up myself. So they seemed out of reach because this was the answer. As most people said, well, it's out of reach. These things are a lot of money. So once we looked at our maintenance, depreciation and downtime over five years, we realized this was an opportunity we needed to invest in. So I created the sense of urgency with credible testimonials that I can't get out, really in the national world or international world, like from a big magazine. I created the information so that it was real life people that they could relate to.

Right. So that's what I really did there. And.

So then we talked about that. So then gave Them some examples of equipment at that time. And that's what got us in there. Okay, so then I'm going to use this one here. So this here was actually a Hutterian colony, which is kind of like a group of farmers that work together. There isn't as many in the United States. There is some, but more so in Canada. So we literally went and built this presentation for them and we put this all together. Here was the sales guys and there's me. Actually, this was a real picture I got of their crop, their field, this is their combine. Everything about it is theirs. This is their logo. Right. Made sure it was completely familiar for them. And so, yeah, so we said when we got out there, you know, here's the opportunity, and restarted chunking it down into their language so that they could understand the interest rates and the technology and downtime cost and everything else. Okay.

I'm sorry, I'm confused. And Jay was also asking.

So did you show this entire report presentation happened in person? Right. You didn't call and then give them portions of it?

So called them and met with them first to do a little bit and then got then their whole group together so that I could show them this as a presentation. Sorry about that, guys. Yeah, yeah. So the first part was, is just to really just get them into that part and resent that to them with an email.

Knowing they were on the phone at the same time. So we showed them that whole first part. Then we drove to their facility and sat in their boardroom than to give them this. Okay, so now their interest is piqued because what does this really mean to me? And then that's what we did. So does that answer your question?

Yes. So you started the conversation over the phone asking them the five critical things they need to learn or they lose profit. Then you gave them the five things in a short meeting with one of the decision makers and said, I'll come to your facility to give you even more explanation. And so they booked for that.

Exactly.

Got it.

This one was a little bit harder yesterday because we tried to do a lot in one, which was a little bit more stressful. However, you cut out a bunch of the pages that you don't double up on so that it all becomes so you can do the punch in the gut, talk about the things then as they relate to our study, and then get rid of all that other sales stuff because you don't need any of that because you have a totally different approach now. Then you move into this here where I chunked it down And I went into then details for them. So they had machines that were already inspected, things like that. And I literally put down how much of their labor and different pieces, right? And we literally went through and figured out what it's costing them to not do this. Okay. So that then that way I could go through all of this stuff to a table of exactly how much money was costing them. Now, this looks a little bit primitive because I'm talking to people. I needed to look in their language, not too flashy. There's no PowerPoints, things like that. It's just real numbers. Okay.

For those that are just listening, Troy is just showing a word doc that basically just says this many.

People that work there. So how many parts are needed for how many pieces of equipment you have, how many hours needed for per person that works at your farm? And he's just calculating hourly combines and putting simple numbers that get filled and fill in the blanks. So very simple, very simple sheet, as you said.

Yeah. You could do this with any product. So if you don't make a choice, if you don't make a change, here's the cost that you're leaving out on the table. What I'm doing then is I'm saving you money, right? And so, yeah, for their biggest pain points. Because then in my presentation, it's super easy because then I can go in, I can talk about the finance rate, I can talk about the warranty and minimizing those costs. I can talk about the dealer support, the technology. I can add all of those things together to make sure that they are saving money. And then really we went on one thing, was just talking about how much money does some of their losses and things like that. In terms of grain production, if you lost simply two bushels an acre, here's all the monies and things like that that we were able to actually to do for you.

So two bushels an acre actually turns out to be $24,000, which this is really crucial for every person that sells anything. Right. When you say my service helps or product helps with saving you time or money, majority of people just say, yeah, it saves you time. But do you quantify it? Are you very specific about it? How much time does it save? If it's saving you an hour, a day, how many hours in a year is that? Right. So this is what Troy has done is he's calcul how much of that time spent or that money spent over in a year's time. Looks like a lot bigger number than just saying, you know, oh, it Saves time. Oh, it saves money. So I love this. This is brilliant.

Yeah. Because then they look at it and they don't see it. So, like if you have the pain and that you do have downtime or you are paying too much in interest or your guys don't know how to operate equipment or whatever. But I mean, you could do this with selling shoes and you know, it doesn't matter. It's. There's always a cost, there's always a pain, and you just gotta dig it.

Jay's in the chat. Jay Wilmac's in the chat and he's saying, you've convinced me. I've been putting off buying a tractor for the ranch. I'll buy one this weekend.

Yeah. And. Yeah, and you'll look cooler in front of people too. Right? So. Yeah. So, yeah, then we literally went through then and just started showing them the equipment that we wanted them to upgrade to and just, literally just went through the features. Then we had a separate quote with the actual numbers. And then I'm just gonna stop sharing here because the quote doesn't really matter. So the cool part was. So then the quote. Here's what I did. And you'll love hearing this because nobody talks about this. So the quote and this part of this part. Do not staple any of those pieces of paper together. Okay. So what I did is there's. There's the one room, there's eight people plus my two guys. And so what I did is and I give them all a piece of paper and get them to agree to each and every single piece of paper. Okay? So it's yes, yes, yes. So all they feel is all those five points. Then they see the way that those numbers are going to work for them. Then we go through, make sure that the equipment and the solutions we also add.

So you're saying that they actually initial or they say yes. Like they actually write on every single page of your proposal.

Yeah, some people put a check mark and most people just put. Put their initial. And there's a science behind this. And so what happens is now they've said yes, like, well, in their case, I guess like 39 pages, right. So you go through each one so that they get. So that they do it. So they've said yes 39 times and all you've done is shown them how they're going to get there and then they've said yes. Well, so we've shown them everything from the pain to the solution. And we walk them through how we're going to do it and, And Literally explain the whole thing from start to finish. So then we start talking already in future pace. Okay, guys, on Monday, we're gonna bring out the finance contracts. This is what it's gonna work out to, and this is how we're gonna do this, right? And we get them to initial everything. And I started doing this as well. And so when you go through the quote now, the money part is on the last page. They have no clue anymore at that point because they've just said yes, and they're just like, okay, let's go.

Right?

It's just like what Jay said, right? So then if you do that, never staple a quote, because what happens is the person goes to the page, sees the price, and now has to somehow avoid pain. So they're burning, like 20,000 calories in their brain trying to figure out how to say no and get out of this problem. Because it's a lot of money, right? So you have to be able to figure out that part. So you got to get enough yeses. So now that they're already convincing themselves, okay, so now what do I do next, then? And then they sign off on it. But, you know, I think, like, so as in that. That quote, though. So we took all the pieces of the pain, and we're positioning this in our verbal conversation as these are the things that are going to happen and repre. Answer all the questions that all of their neighbors and influencers have already told them.

So as you're out there texting and you're telling more and more people all of this verbiage within your company, you start to create your own marketplace. Because now everybody is constantly talking about, what are the five things that are going to kill a farm this year? And this is becoming the theme.

That's a better. That's a better title. You just said it. I would change it to the five things that are killing a farm this year.

We'll do it. We'll change it for the next one. That's great.

Yeah.

So think about it. See which one's one. And as you're asking, and as you're telling the secretaries or the cleaning staff or everybody in your company, as you're telling them this, and you start publishing this on your social medias and everything else, now you're actually creating your own market data for your dream 100 people that are influencing even more and more people now. Right? Because now you can go back and tell the people that you interviewed or that you got the information from of the five main pain points. Here's what this Study actually uncovered here were the top five. Right. So now they actually start telling everybody this. Well, now you're in there solving the problem. The best part is the competition has no idea you're doing this yet. Because it's happening that fast.

Yep. I love it. Yeah. Jay's question was, how are you incorporating it with the dream 100? So this kind of answers that, that you started asking them what are their biggest pa then you went and did research to find the solutions to their biggest pains. Right. Did the study.

Oh, Jay, if you're in trucking where I'll use farming though, I go and ask all your farm customers that you're thinking about who are the already know that know who are the people they look up to the most? And ask people, who do you follow on Twitter the most? Right. Because there's your dream 100 now. Now you know the influencer that they're watching.

Well, I wonder if his people are on Twitter. You're on mute, Jay.

That is brilliant. That is absolutely brilliant. Who are the people you follow on Twitter the most? Yeah. Yeah.

Excuse me, my throat was dry. Yeah, 100%. You find out who the Dream 100 are from the people that are already following them.

Yeah. Get them to tell you who the list is and then go work with those people.

And I love that you said texting as well. Texts. 95% of texts are opened within the first three minutes of them being sent. Here we are trying to do email. Here we are trying to do ads. Text is amazing. So I found that was really fascinating as well. Wow, this has been so magnificent. Does anybody else have more questions for Troy before we sign off? I promised it would be short, but man, that was so great.

And I want to add one more piece, if I may, because I think it's important. So when you're value stacking all those five things together.

Somehow figure out how you're already going to be pre seeding, I call them perennial seeds of things to probe on in the next few years so that those problems keep sticking with them. That keeps you as the person solving the problem on target for that you're accomplishing what you said, but also so that you re ask them three to five years from now. So if they're on a cycle of buying every three years, make sure that in two years you're re asking those questions if there's still a problem. But find the things to keep re energizing which seeds you're putting out there so that they already know today that you're going to be Asking in two years about this part. Are you up to date with technology? Where are your interest rates? Right. And keep asking all these things to bring that up, because now you just stay as a trusted advisor.

Oh, it's great. So brilliant. So you went from those that weren't interested, thought they weren't interested, or definitely not interested. You hooked them with the stadium pitch, basically. Right. And giving them the five biggest trends, educated them at first with a first meeting, then got all the decisions makers together, gave them solutions on an entirety of their business rather than just the one piece that you saw, quantified it, and qualitatively showed them numbers to identify the amount of money that they were losing, and then had them say yes 39 times in your proposal so that they were in such an agreeing mode that it was hard to even deny.

You, basically.

Well, and take a look at how many squirrel brain people you talk to. I'm one of them. If I go to this page on the numbers and I'm like, I don't even hear the rest of it because I either accept it or I don't. So if I spend most of my time saying yes, and now here's the price, then let's move forward.

Okay. Leslie's saying, genius, Troy, that was genius.

Sorry, I should turn that on.

It's okay. So you're cold calling script. Can you talk a little bit more about that? They're just asking.

Yeah.

Build the script off the dream. 100 people find out what they know are the biggest problems. Build that.

I call it the punch the gut sheet. But phone up a person, say, hey, you know what, Amanda? Hey, my name is Troy, and guess what? I know that your business. Here's something that you are going to want to hear. I came up with a study where there's five reasons why your business and your competition are going to face failure. Come up with something and just say, you know what? I think enough of your company already that I think it's something that you should actually be hearing, because I'm going to be presenting it to people in your competition, and I know that you're somebody that stands out. Right?

Okay, Now I really know that you watch the Chet Homes Institute. You followed it to a T. That's so great. And here you are, right? Just a week. A week after deploying this. Two weeks, Three weeks. You're such a great demonstration. Just you alone made me say, oh, my gosh, I charged too little for the core story boot camp.

Well, it's incredible because as you do this, and honestly, I would talk about with anybody on your business because it's really not that hard because you have to go back to really your core story, what is it, the problem you're solving and make it about them.

Yeah, I love it and you're such a great demonstration of Dream 100 and we have the Dream 100 boot camp coming soon. So thank you so much, Troy. It's been such a pleasure. I'm glad we had everyone else hop on as well. I'm sure they were all grateful as well. And until next time.

You betcha. Thank you. Thank you.

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