014 Should Your Firm Be Creating Content?

Oh, baby, have I got a special treat for you today. Was talking with Hector Garcia recently. Just about, you know, biz, just, you know, being cool YouTube guys, I said, hector, let's do a little thing for the Daily Show. So had a conversation with Hector around, what does content creation look like through the lens of an accounting firm? And we had some mega big brain moments about how people will pay more based on trust. Some big unlocks there. We're going to talk about also you beautiful people. We're in the finals of the accounting high bracket challenge. We were against Ryan Lozanis in the semifinals. I released the Lazanus files. Some pretty unseemly information about him that came out as a result. We were tied on like Friday, and y' all put in like 80 votes or something like that. After that, we ended up winning by a bunch. Bless your hearts. I talked about it on this show on Fridays. So I know it was you. I know it was you that went out and voted. Let's do it again, though, one more time, because we're up against uncat right now. Put a link in the show notes. Also got some hot goss for you. Stick around to the end to learn why Ryan Lazanis is suing me now. Okay, but gang, we've got the accounting goat of YouTube, Mr. Hector Garcia. 250,000 subscribers on YouTube. You kidding me? That's a quarter of a million. You know how many subscribers I have? Not even 5,000. I'm not mad. You're mad. Let's do it. It's Jason Daly. All right, Hector Garcia, if you've been living under a rock, if you don't know who Hector Garcia is already, especially if you're a YouTube nerd like myself. Okay, I'm going to embarrass you, Hector. 223,000 subscribers, 17 million views on an accounting channel. Last 30 days. Over a quarter million views on average, 9,000 views per day across Hector's library. Is that weird for you? Like, is that weird to think about? There's that many people out there sitting there looking into Hector's eyes, learning, doing whatever they're doing?

No. There's 33 million small businesses in the United States. So the fact that point something percent of them are watching is shouldn't be surprising. Accountants charge a lot of money for what they do. And some people want to democratize that. They want. They want to save some money on accounting professional work. And they're thinking, can I do this myself? And also there's a lot of accountants out there that are just getting into QuickBooks because they're living under the rock and they find my videos and that's kind of how, how, how they get there. Now surprisingly, my channel has other stuff that's not QuickBooks videos, but the, the heavy hitters are QuickBooks tutorials. And out of that 250,000 views or something for the last 30 days that you mentioned, I guarantee you that 230,000 is like to use QuickBooks version one or, or level one and everything else that I try to get fancy with. I try to talk about value pricing and philosophizing about specializing in your firm or talking about chat GPT or just like, like going deep into like nerdy accounting practice, you know, small business ownership management advice type of stuff. That's like a small, really a small percentage of, of the people that watch. So I've been typecasted as a QuickBooks trainer from a YouTube perspective. And the advantage to that is that I leverage the QuickBooks brand because there's 5,6 million QuickBooks online users and they need help. And the QuickBooks official YouTube channel, it's okay. It's more of a sales platform than a training platform. So by default, because I focused on the training aspect, this is how you do things, this is why you would do it. And these are the things that can go wrong in the middle of you trying to do it the way it was designed to do it. And here's an alternative to doing it differently because in the real world stuff doesn't work always the way. It's sort of best case scenario. And people like that, people appreciate that and I think that's why they keep coming back. So not weird for me because I've been doing this for seven years. Not just because I believe that I've become a master of my craft doing it, but also because after seven years of making videos, you should see some traction.

Yeah, yeah. So it's interesting, I think I talk a lot with accountants about ways that they can build content creation and what they do. But I think they look at like the Hector Garcia media machine and it's like the level of confidence and most people, and there's no way like you were this way from day one. And so like there's this element of like having to look at yourself on video and like all the insecurities that come up when you do that very first thing and you just start. Because that's where 99% of people are right. Like they're, they're on the fence of whether to make that first thing what did that look like for you? Like, what context did that first video come through? Was it like through the lens of the accounting firm? Like, how did that start?

That's a good, good question. So, first of all, so for some context, especially for the people saying the Hector Garcia media machine or whatever, that might feel intimidating because they're sort of trying to compete with it. A couple points. One is, I have about a thousand videos, maybe like 900 videos that are published, and maybe there's another 1500 that have been deleted. So you're. You're seeing what, what made it. You're seeing what, what, what. What's relevant. You're seeing what's not old anymore. You're seeing the stuff that's in my standards, better quality than what it was before. So it's kind of like that meme or that picture where they show it, like, the little peak of the glacier and then the whole bottom of. Yeah, that's how it works. There's a lot more crap than good stuff that has to be produced as a byproduct of creating any sort of content. So just at least gain some confidence and that some stuff will be bad, some stuff will be good. And unfortunately, what you are seeing, it's only the good stu. Like I. You know, if you look at an Instagram model, for example, and you see this beautiful picture of, like, let's say male or female, it doesn't really matter of the person, you think that's the first picture they took? No, that's like one out of, like, the 10,000 pictures that they took in every possible angle with every possible lightning combination, you know, with different shades or different clothing. So just don't be intimidated by the good stuff that you see out there. So that's point number one. Point number two, if there's a great creator that's in your space that you think is your competitor, your competition, and therefore that's going to discourage you not to create. I'm going to flip the concept upside down. This great creators are bringing human beings and eyeballs to the platform. That means we're creating the space for more people to accept that this is a good place to go learn accounting or learn about the similar concepts that you could be creating. And there's a potential that when you create the content, after somebody watches my video, they can suggest your video. Which is why, you know, I reached out to you, Jason, earlier on when you started creating some content, that caught my eye, and I told you point blank, and you remember, I said, hey, we are better as a Profession because you entered it. And I'll be better as a creator because you entered it. Because all of a sudden, people could be watching my video or your video. And your videos are really well edited. They're wonderful. And you have great, fresh perspective that you're bringing in. And now that's gonna keep me sharp, right? Cause I have to look. I look at what you do, and sometimes I even draw inspiration from what you do. And prior to me existing, someone was by the name of Seth David from Nerd Enterprises, was sort of like the one that controlled this sort of accounting content environment. And at some point, he said, hey, I'm going to start monetizing this. And he's got much more sort of private groups, private network type of stuff, private community. And he doesn't focus so much on creating the sort of. The free content. I kind of stayed in that route, and there's just space for everybody. So absolutely do not get discouraged from creating content because someone similar to you might make something better. Who cares? Plus, you know, you could always bring a fresh perspective, a different perspective. And you always have the advantage that you could always make the video after I make the video, so you can capitalize on all the mistakes that I made and all the things that I didn't cover. I even tell people, hey, you know, like, if you feel so intimidated by my videos, go in there and just criticize the stuff that I missed and just make, like, the reaction video to my video. And you're going to have people following you on that, too. So, like, I. Yeah, I would love to encourage the entire profession to continue to be relevant, continue to gain relevance to small business owners, to other industries. So they bring us business and keep sending us business, and they respect our industry and, you know, and being on social media, being thought leaders is the only way to keep us relevant.

Yeah. Do you. Are you still running a firm? Like, because you have a firm in addition to this stuff. Right.

I have in front of me a lot of tax returns.

Oh, my gosh.

That I'm reviewing. So, yes, I still run a firm. It's April 12, and I have tax returns to do. And.

Oh, bless your heart for doing this. Wow. Well, how do you think of. How do you think of. Because I think when. When people. When accountants generally see people online that do, like, what you do and what I do to a lesser degree, they're like, oh, those are like influencer types. And nobody identifies as an influencer. At least healthy. Like, accountants don't identify as influencers. Right.

Well, I'm Both. I'm, I'm, I'm a practitioner.

Yeah.

And I'm an influencer, but I'm not an influencer of social media. I'm an influencer to my employees, I'm an influencer to my family. I'm an influencer to my, to my customers. As a matter of fact, if I wasn't influencing, if I wasn't suggesting for them to be better business owners, you know, better people, I wouldn't be doing my job correctly. I would just be crunching numbers. So the fact that I'm also, quote unquote, a social media influencer, it's just sort of a happy accident. But all of us, business leaders, accountants, advisors, we are influencers. Otherwise, without our influence, we really, all we have is our number crunching capability. And ChatGPT and other AI technologies are completely going to replace the value that we create that supposedly sits in this number crunching capabilities. Influencing is going to be the only source of power we're going to have as practitioners very soon.

What are the, what are the. I couldn't agree more. I, I think we get focused on like the mega influencers, but the reality is like, we all have that influence. That's why people buy from us. What are the. For the people that are spooked by that and you know, they can look at like what Hector does and it's just so good. And they say, I'm never going to get to that, so I'm never going to start. Which you certainly didn't start at this level. What are, like, how can they stick a toe in the water? Like, where can they get started? And do you, like, do you recommend that through the lens of a firm, through more of a personal identity?

Yeah. Wow. I think I made the mistake of building a personal brand instead of a corporate brand from the perspective of now being able to disassociate myself from deals. Right. So right now I have a firm name and I have two hundred and something thousand followers. And I think the only people that know my firm name are my actual clients. No one else knows my firm name or they, they, they call it Hector's firm. Right? Yeah, so, so that had, so that, that was a good thing and a bad thing. Okay, so the good part about that is that that it's easier for people to identify me by voice or by face than by logo. So like me as a human being in a conference or in a networking event, my face and my presence and my voice has much more impact and reach than the little tiny logo on my shirt. So if I had Brin, if I had, if I had built a corporate brand, I would not have the leverage I have as a person. But now the challenge I have is for deals and transactions. My corporate brand doesn't have the leverage to sort of sustain by itself. So I almost have to be part of the conversations. I have to be the one that appeases the client and goes, yeah, yeah, I'm not doing the work, but don't worry, it's my ship. I'm the captain. Right. So, so that's, it's sort of the good and the bad. From, from a speed perspective, it's much faster to build a, a personal brand versus a corporate brand because. Because a person has a soul and people identify with souls immediately. Corporate, corporate brands don't have souls. And they have, they can build souls like the way Disney kind of has a soul, but it took them 100 and something years to build a soul. Right. So. Or whatever, I don't know, I don't know how long, how old Disney is, but probably like a hundred years. But that's the concept. Right. So it's very costly and it requires to align tons of people to act a certain way and execute a plan, strategy a certain way for the corporation to have a soul and people to start connecting with a brand. You can, as a human being, you can connect with people super quickly. So in terms of speed, to get, to get a result, to get responses, to get people to buy, to get people to trust, and that might be the key word here, to get people to trust, which is what you leverage to charge more or to close more deals, whatever you want to call it, to get people to do that, you, you do, you do with the personal brand. But if I could go back in time, I would have done corporate brand because that way I would have been able to leverage myself more. Right now, everything sort of, it's in my plate still. No, but even if I delegate it, I have 10 people in my firm and they do wonderful work. They're great people. But at some point in time and at some point in the, in the, in the food chain and the workflow, it requires me. It requires my voice, it requires my touch, it requires my presence, it requires the, the, the, the, the surety that the customer has that it. I am still the captain of the ship. And unfortunately, that's sort of the drawback from just being all personal brand versus sort of also focusing on the corporate brand.

That's interesting.

Or firm. Or firm. Which I. Right, right. Yeah.

What do you, how do you think, like paint a picture of what that corporate or that firm brand looks like? If it's not Hector, is it like a more a team approach? What is, what's that alternate path? If somebody starts tomorrow and they want to go that like firm kind of production path?

Yeah. So you mean like, like, like building a firm, but you mean like building a firm's brand through social media and thought leadership? Yep, the, the latter, yeah.

Through thought leadership, yeah. So like if the, if the firm puts out a YouTube video, is it Hector, is it a team of people? Is it something else?

It's. Well, it's going to start by the most talented speaker. Right. Or the most talented person with stage presence. Assuming your videos will have a talking head aspect of it, which is like what I have. What you have, you know, where, where your face is shown at some point. And by the way, I could tell you if you do videos without your face and with your face, with your face perform better, even though your face is completely irrelevant in a, in a, in a screen share video. But your face sort of, when your face is there, even if it's a tiny little face in the bottom right or bottom left, it just makes the person feel that it's more like a zoom call, like a personalized call when it's just a voice from the ether, like on top of a, on top of a screen share. It feels more like, oh, this course from a faceless person in a faceless corporation teaching something that has no personality or, or soul. It's just like mechanic. So yes, you should show your face. Which also means you have to shave. I don't shave, but some people have to shave, fix your hair, wear a shirt, whatever. Right? So have lights, have better cameras. I mean, it's more work to show your face, but there will be a person sort of at the helm of those videos. Now, if you're rotating always personnel and there isn't like one person having like more, more FaceTime than someone else, maybe people start identifying with the channel and the brand. But, but, but I think they can't help but identify with the person. So one of the examples I can give you is there's a creator that I love. His name is Chris Doe. The name of his channel is called the Future without the E at the end. So the future altogether and skip the E. And Chris do is sort of the owner and the leader of that. And I've been following that channel for like three years. And you can see some cadence of bringing team members to do some videos, but it's like it almost, almost ends up crumbling and he ends up coming back and he ends. Because he is the leader, he's the great speaker, he's the, he's the great thought power source that, that, that, that that brand has. So he's going to have a tough time disassociating with, with, with the brand. However, the brand itself sells content, sells memberships, sells templates, and it doesn't have his name on it. So now he's starting to be able to monetize it. So at some point you might, if you are a very charismatic speaker, you're going to leverage that immediately. But then I would say early on, start bringing the other team members and the brand element early. So people start connecting and associating with that quick. I didn't do that. I started bringing my team maybe like five years afterwards. And then it got to a point that, you know, it's, it's Hector's channel and that's it. It's really difficult to, to disconnect that.

How do you, you mentioned leverage when, you know, when you've got the audience that you do. Like, it's never been a better time to create, you know, have that creator business and digital products and you know, a whole bunch of things that you can wrap around that through the lens of running a firm. How do you think about high leverage work? The idea that you could produce a video and X tens of thousands of people will watch it versus I'm gonna sit down, I'm gonna review this one tax return for this one taxpayer. Like, has it changed how you approach your days? That one to one stuff versus one to many stuff.

Okay, well the one to. So the one to one stuff, which in my world the only true one to one is set up a zoom meeting and it's just you and me and, and, and, and that's it, right? Like tax returns, for example. You know, it's a team effort in our firm, right. I figured out, I figured out how to do the least amount of work for that tax return in the entire workflow. And that least amount of work is sort of preparing the return and signing it at the end. All the other stuff like preparing the books, collecting the documents. We have a team of stuff and like some people collect this stuff, some people verify it, some people collect payment information, some people explain tax returns to the clients where we have like maybe three people or four people touching a tax return that we, that we produce. Now as the CPA of the firm, I am taking full responsibility over, over the workflow and I'm signing it. So it is ultimately my responsibility if something goes wrong, lands on me. But you got to, you got to leverage the team. Now on the other, purely one on one stuff, like one on one consulting, that's the stuff that people want to work with me and me only because, Hector, we believe you have the information that we want. We want your advice, we want your experience. We want what we've been previewing for years in your YouTube channel. We finally want it individualized. We want it in one on one. What I've done through the years is just keep increasing the cost of a one on one session to the point that 99% of people can't pay it or it would be ridiculous for them to pay it. And then they go back and go, do you have someone as capable that can answer these questions in your team? And then there's the alternative, which are, you know, my partners, which are just as capable as me and probably 99% of stuff, they just are not, they're not famous. Right? So people won't pay. People won't, won't, won't pay as much. So I've been able to get to the point where, you know, hey, you want a one on one session that's fifteen hundred dollars and people go, no, no. I just have a quick question. It's like I have the person that's going to do that can do that. But if you want me to get on a zoom call and schedule it, it's going to be 1500 bucks. And a couple of years ago was 1000, and a couple of years ago was 750. So I mean it's, and it's, I, it's almost a filter. Mostly what it is, it's not necessarily a revenue model. It's a filter because I do want to leverage everyone in my firm and I want to be the CEO, not the Chief Executive officer. I want to be the CEO, the chief Education officer. I'm a teacher, I'm a trainer. I want to make sure that I am spending as much time teaching and training and mentoring my team and the new members of my team that I'm doing to the, out to the outside world. And that's where I've been able to reshift my focus and, and just get my team much more competent and prepared than before. So little by little I can start letting go and start having my team replace me essentially.

You know, you said there though, that's amazing that I think people are still, we, we're still getting our minds around how to leverage this is the fact that people will pay 10x you said because you're a celebrity, but because they.

Celebrity. I said famous.

Famous because they've, but it's because they've built this trust with you that they don't have with your team who. Absolutely, in my case, my team was always more capable than I was. So I think that is a, is a really powerful thing and that happens at a scale that is not Hector Garcia scale. I mean there's, there's a hundred ways to build trust that don't have to involve a quarter million subscriber YouTube channel. So what's interesting to me then look.

At you, you have a 5,000 person YouTube channel and I, I assume that you can, you can leverage or wield similar levels of trust when it comes to getting people to pay you to endorse or review or, or maybe endorse is the wrong word. But included as a sponsored item in one of your videos, even if your videos get half the views and you have a tenth of the subscribership as a different channel, because you don't need a whole bunch of subscribers to do it. You just need an eyeball to look at it and get the free sample. Right. Like, I don't know if you go to Costco, Jason, but a lot of things I buy that I've never tried before is because I walked into Costco and there was a nice lady said, you want a free sample? And I tried it. And because I tried the free sample, I'm like, I like it. So now I'm going to buy it. But in accounting there's no such thing as free samples. Like we can't like give a free sample of a tax return or a free sample of a training session or free sample of consulting. And I guess you could, but it's just very impractical to do so. So the best next thing to the free sample to promote our expertise is to give it away. And that's the thing, that's the stuff that just boggles people because they're like, why are you giving away something? You could be charging hundreds or thousands of dollars or whatever it is to do it. And my friend Seth David told me this once and he was quoting someone else that told him, I don't remember who it was, which is when it comes to knowledge, you have to give it away to own it or give it away to keep it. And I was like, what does that even mean? Well, what it means is when they first hear it from you, people assign that knowledge to you, you become the source of that knowledge. And when you're the Oracle, people pay a lot more for the oracle or they trust the oracle a lot more. So when there's a true, really expensive and pressing issue in which the economics make Sense to pay 10x or whatever that number is versus the average person to get the person that has proven that one has given away enough knowledge to, to give me a general good idea that they're good. And also they're so exposed that they can't be like messing around with me because their, their exposure is so high and the reputation risk is so high that it would make no sense for this person to lie to me or to, or to stiff me. Right. So, so just being exposed and giving away that knowledge, it just, just creates that extra layer of, of trust and, and security that people are going to just pay more. They're going to pay more.

Yeah, yeah. When you've built that and let's, you know, call it trust, that's less uncomfortable than fame.

You know, the whole trust is the right term. Trust, the right term.

Yeah, the whole like building an accounting firm past yourself, past the founder, like that's something that everybody struggles with.

Yes.

Is there a, is there an Internet enabled version of that where your team, the leadership and your, the leaders within your team can capture an aspect of that fame to kind of be a force multiplier for what they can command and the level of trust that they have with clients, not necessarily on like this mega celebrity scale, but is there a smaller version of that where you can two extra fees because you now have that Trust thanks to YouTube or social media or something?

Yes. You mean 2x my team's fees. You're talking about specific. Exactly.

Yeah.

So I have an employee that's been with me for seven years, um, and she's been through the journey of my YouTube channel and the, and the, the fruits of having a, tons of phone calls and leads that come in because of YouTube. And she watches some of my videos, she reads the email responses I send to people. I give her the insight when I respond to why I responded a certain way. She's very aware of the content that I'm creating. In many ways she's an extension of me. And that took seven years to build and it'll get, continue to get better. So you might have to bring someone alongside of you with the journey and spend the extra time not just creating the content, talking to the clients and doing the work, which is really the sort of the difficult triangle that everybody worries about is that, hey, I am, let's say somebody's even feeling the success. I'm going to create a bunch of content, I'm going to have a bunch of leads. I'm going to have to do a bunch of extra work, but then I won't be able to have time to do the work. And then I won't do the work. And then, because I won't do the work, I don't, I won't be aware of this stuff. So then my content is going to go bad. So people just sort of, they could spiral themselves out of this quickly in their mind, but you are going to need someone along, along to help you. So like this person that's with me, she, she reads my emails, my incoming emails. And then she, little by little, she answers like it's me and I have access to it, I can see it. And if she misses something, I go back and say, hey, I forgot to mention something, right? Boom, boom, boom, or hey, Jessica misses out. You know, I also want to add this additional context. So. But I had to let go. I had to allow that person to answer in my behalf that she doesn't identify herself as me, but saying she can see my email and interject immediately copy me. So you are going to need, you are going to need that duality because when you start creating content, you're going to be talking to more customers and you also need to be able to filter these customers. I'm sure, Jason, you've seen this issue where people contact you. It's like, hey, I'm interested in doing anything JSON related, right? People say, I want to do anything Hector related. And then you don't say the price up front or the potential cost or the minimum. And then you spend tons of time just listening and giving options or saying, these are the possible things that we can do. And at the end they thought it was all free or what they're willing to pay is practically free compared to what we actually charge. So you are going to need like someone to like, start filtering all these leads and just sending your way or scheduling you for the stuff that makes sense. And I'm at the point that I don't talk to anyone unless they're paying upfront in a calendar, in a calendar link. So you want to talk to Hector. Here's, here's a button you press to talk to Hector. It's, it's like Uber. It's amazing. Like, you press a button, you pay. Hector shows up. But you got to go through that. You have to press the button and you got to pay for Hector to show up. It doesn't matter how much you kick and scream, you got to do that. Now if you're engaged already, different story, you're engaged in a tax return or monthly bookkeeping that includes advice with me or whatever, that's a different story. But if you're a person off the street, you got to do that first. And prior to that, I was doing all the diagnostics myself, also paid diagnostics that I've been able to completely like now have a, have a different team member that does the diagnostics. Now can they do that better than me in some cases? I still like to believe that I have the experience and the context to sometimes see beyond what some of my team members can see. But it's not necessarily going to misdiagnose. My team members probably going to under diagnose and offer less. You know, like I think I will probably be offering more or selling more just because of my ability to sort of see just sort of through between the lines and through the facts and that sort of thing. But when it comes to functionally selling accounting and bookkeeping and advisory and tax, my team member can diagnose that perfectly. And they had to watch videos of me doing actual diagnostics and I had to teach them how to do actual diagnostics. And I've been having to interject when the diagnostic was missing a key element. I say, hey, you missed this piece. And that's part of the learning process. And this is in my business, the longevity of my employees is like the most valuable thing because I'm not only investing in them with actual hard education dollars, I'm investing in them with my time and my sweat and my tears and my emotion and my focus and my attention. And the only way to succeed, it's to have that partner, right? Whether it's an actual, you know, accounting legal partner or just a person that's helping you alongside. It will be very difficult to do it by yourself, I think.

Okay, we're now a couple hours after I talked with Hector. Biggest brain moment for me there. That is a really interesting nugget to take out of it. Hector and he kind of dropped this like nonchalantly. Like he's just had to keep increasing his price and increasing his price for people to get one on one access to him to until it's to this astronomical level. Right. Because they're paying for his, I think he said, fame or celebrity or something like that. Even though his support team arguably is every bit as capable, if not 80 to 90% is capable, but they're paying, I don't know, 5x, 10x whatever. They're paying way more for access to his time than that of his team. Now, I'm not as smart as Hector. A lot of the people that worked with me were just fundamentally better than me at the things that we do for clients. But when the perception is that you're the expert, like when you're the person they see talk and you're the person they spend time with, they build a relationship with you, right? And that's why they're able and that's why they're willing to pay so much. So what is the version of that that extends down to your team? Because it's one thing for you to make the investment to putting your identity out there and that resonating with people and then people being willing to pay 2x your fees. What does the distributed version of that look like? Is that a YouTube channel where you've got 10 people that are featured and that rotates, there's a video going up every day or something like that? What does it look like for clients to build trust with a bunch of members of your team? And Hector's obviously like a mega scale version of that and you're not going to have 10 hectares. But what does it look like to build trust across a team so that every team member like that perceived value, has that added multiple that you've developed by building trust your clients building trust with that specific person. Now that could be YouTube, that could be podcasting, could be record them recording audio of the stuff they think is important week over week. How do you, how do you like get that trickle down effect? So it's not just me, it's not just the business owner. How do you distribute that across the team to enable things like just charging more for their time? Or mastermind groups where they pull in 10 people at a time and people will pay a bunch of money to be there, all because of the trust that they built with that person. What does distributed trust across a firm look like? I think it looks wildly profitable is the answer. But it comes back to the age old question of what is the right balance of time you spend investing in the high leverage stuff, the stuff that gets you out there that may take years to build versus the doing of the work. Surely the answer is not spending 100% of your time doing the work and never investing in the high leverage stuff. What a killer conversation. Okay, I mentioned we're now in the finals of the accounting high bracket challenge up against uncat. I have some information about Uncat that is unseemly and may impact your vote. I'll be releasing it on social media on Friday. I'm not happy about it. I wish it wasn't the case, but I just think that people need to see the truth. Uh, we had the same situation with Lasanus. People needed to know the truth about Ryan and ultimately the truth went out. Does this feel like I'm just copying what I did last week with Ryan because we won? Probably. And that's what I'm doing. Um, I teased up at the top that Ryan Lozanos is suing me. He did send me a DM this morning. In fact, let me pull it up here just so that ultimately when the court case happens, they can refer to this video specifically. He said. Morning, Jason. Just a heads up that my lawyers will be in touch with you over these so called papers that tarnished my name and led you to victory. Yours truly, Liz Annis. Still on a last name only basis. I didn't. Ryan and I were like talking like the whole week about like, oh, let's make this like absurd over the top thing. And it was actually a lot of fun and he was a good sport. But we got on at this week and then if we beat them, we win the whole thing. I don't. Is there some sort of price for this besides just Internet points?

I don't know.

I literally run on Internet points at this point. Like this is. This is what I do. So thanks for coming and hanging. Happy Friday. Have a lovely weekend. If you're in tax, sucks to be you and I'll see you next Monday.

Bye.