269 Standardizing Services - Cleaning Up The Mess

Yesterday, I outlined how I mapped all the services we did across, like, 2,000 clients and my big old firm that was not doing things in a standardized way. Today, I'm going to run you through the exercise of doing just that, like outlining what makes all those different engagements unique, how to pull your team into the process, to make this a group effort, to get more explicit about what you do when. With the goal of, for the very first time, getting our arms around what's every single thing that we do for clients and all of the exceptions and all the unique things that make work hard to transfer between people and hard to standardize. That's the exercise we're focusing on today with the help of a big old resource that we put together with the goal of taking a big, tangled mess of various things that we do for people and starting to compress it, starting to get it down to something simpler. So come on in. Let's corral. Let's corral that service library of yours. I think we can. We can all just about agree that in a perfect world, you want to keep things as standardized as possible. Now, in my firm, we were pretty white gloves, so we did. We were pretty flexible when it came to doing things differently for different people. But how do you track that? I mean, it's. It's easy to build a system around something that is identical every single client and every single time you do that work. But for many of us, things have become a mess. And maybe we had that in the past, but we're no longer there. We got to figure out a way back to it. Or if you're running a firm like mine, where we. We had a good amount of flexibility in the way that we would do things for people, we still need a structured way to track that, right? So it's not like every little thing is unique and every single thing is different. So the first step to being able to simplify that stuff, even if externally it seems like you're doing something unique, internally, we've standardized as much of it as possible. A good example being, you know, if 90% of the engagement is the same as what you do for everybody else and only 10% of different, then how do we optimize for that 90%? You know, the way. The way that I set up my, specifically my cast practice was we had four functional teams of, you know, groups of bookkeepers who did all the bookkeeping, a functional team for bill pay, a functional team for payroll, where they were kind of this, like, processing house for how all of that specific work got Done. And the value of this system was we could separate the bookkeeping bits and the payroll bits from all the other stuff that has to happen so that as much as possible of that engagement could be totally standardized. Right. We don't want to carve out like this entire engagement just because one little bit is different and do it in some customized way. We want to get as much as we can into the standardized process. So quick reminder of what we covered yesterday, if you haven't yet. The attached resources is kind of a visualization of this that can make that. I know, it distills it into kind of one little hierarchy and a very clear perspective. Basically five tiers to the hierarchy. As I talk about service libraries, tier one is packages. That is the external collection of services that you propose to clients. For some firms, those packages are the same. For every single client, your gold package is always these exact things. For other firms, packages are defined like when you propose them, they're a unique set of things. That was how my firm was. You could do it either way. But tier one, the top is packages. Tier two is service levels. So bookkeeping three, payroll two, Bill pay one. The. The goal with service levels is to abstract all the fiddly little detail that we are weeding through. Because to have to define all of that stuff on every single engagement would just be a huge pain in the neck. Right? So we're trying to bubble this up into a simplified version so that when I tell my team we're doing bill pay two, they know exactly all the things that go into that. So that's tier two service levels. Tier three are the services themselves. So top level services stuff I've got jotted down, by the way. These are each detailed in that spreadsheet with a whole bunch of variables of how people often run those services differently. A great starting point, top level services. I've identified their most common in firms. Bookkeeping, cleanup, bookkeeping that is like one off tax prep, 1099 prep, business, personal property tax returns, tax planning, invoicing, like the AR side. Payroll, bill pay, receipt management, document management, entity management, secretary of State filings, entity setup, that sort of thing. VCFO advisory, tech advisory, sales tax, cash reporting. Those are all the top level services that we identified that are all in that spreadsheet. Services are that third level of the hierarchy. Service levels are like what version of that service we're doing for somebody. Bill pay two, bookkeeping one. The fourth tier of this hierarchy is all the different little individual properties of how we deliver, say the bookkeeping service. So that Is service items. For example, the frequency of the bookkeeping project, you know, monthly, quarterly, what platform are you using? What's the expected close date? And then the fifth and final level of that hierarchy is the options for that service item. So for the service item frequency, the option would be monthly, quarterly, annual for the service item platform, for, for a bookkeeping service, you know, QuickBooks, zero, that sort of thing. So we cover that in depth Yesterday. Today I want to run through the act of rounding up all the stuff that you do today to capture all of the exceptions, how to map that out and how to go through it with your team. I'm going to start with three just very real life examples where the accountant could talk through what we did for that client and how to get from the narrative of what we do to explicit services and service items to kind of classify or describe that work. So I got a bookkeeping example, a tax prep example, and a payroll example, bookkeeping example. So we do bookkeeping for Becky. She does the invoices in the. In, let's say qbo. But then each quarter we come through and reconcile the bank. We close the quarter and then she calls us to talk through it once it's done. She also sends us copies of receipts every so often. That is an ambiguous description of a very common type of engagement. And our goal is to very explicitly define what are the services we're providing to. To Becky. We can say bookkeeping, but if that's all we say and that's as far as we take it, then when we onboard Carl, if we call that bookkeeping too, well, do we need to ask Carl for receipts? Whose job is it to post the payments to the invoices? Am I doing that? Is Carl doing that? So the goal is we're getting more granular than bookkeeping. This exercise goes all the way down into the weeds, as granular as it ever gets, so that after this we can bubble it up to something simpler when where me and my team have an agreed upon language of like what that means in a more simplified way. So to chunk out Becky's engagement here into how I would actually map that to services, I would argue, at least in the breakout of services as I've defined them, which does not at all have to be the same as how you break them out. But to give you an example of how I map that to the services I've identified, I'd say that's actually three services that we're doing for her. We're doing bookkeeping, we're doing receipt management and and we're doing a degree of like VCFO advisory. So within that bookkeeping service, the service items within that bookkeeping service frequency, we're doing it quarterly. Right. Platform. We're doing it in qbo. How about a service item for who's responsible for posting payments like AR invoices? In this case, I think it would be the client. Cause she's doing the invoicing. That's just, that's actually a really good example of where you go into a quote unquote bookkeeping engagement. And they're like, hey, hey, could you actually, because we're pulling like information from the accounting system to send reminders, could you actually post the payments to the invoices when they come through? And you now have a quarterly engagement where it kind of has to be up to date all the time in order for them to send reminders to people. So you have to be like constantly posting those payments and that totally blows up your quarterly engagement. Right. But it's a good example of a service item that makes one engagement very different from the next. We've outlined a ton of different service items for bookkeeping engagements. The most common things to be thinking about. You don't have to use all of them. Go to the level of detail that makes sense for you. But to keep cruising through these examples, I don't need to go through like every single bookkeeping service item. In this Becky example, I'm also doing receipt management for her. So examples of service items for that receipt management service. In this case, what platform are we using for receipt management? Let's say I just chuck em all into her Google Drive. But that could also be, you know, a Dext or something else. Today's episode is sponsored in part by LiveFlow. LiveFlow's the tool that puts a little wee button up in your spreadsheet app. Whether you use Excel, whether you're into Google Sheets, puts a wee little button up there that lets you pull any QuickBooks online data that you have from clients into a spreadsheet. Imagine you your spreadsheets now with access to all your client QuickBooks data. How can you use that? Tell you one useful way, getting people information. Well, you don't want to be in QuickBooks internal members of a company's team. Let's say you got a marketing manager and they're in charge of the marketing budget and need to be overseeing spend or something like that. You want that person in the QuickBooks file. You sure don't. But you know what? I do want them to see marketing spend it's a great example of like all these barriers and siloed pieces of information that are with help from team members just because we maybe didn't have a good way to give them access to it. If the business owner is responsible for a set of KPIs, all of those KPIs need to be tied back to team members. Where team members are like, okay, they have to do this, this and this or collection of team members have to meet their goals in order for the business owners KPIs to get to where they need to be. Well, how do we get really clear information to those team members? Access to the data that they need and as you're advising clients, LifeFlow is a great way to carve up all of the data that lives inside of QuickBooks. Either pull out one time snapshots or reports that will continue syncing live on an ongoing basis. And then all I'm doing is I'm giving that person access to a spreadsheet, not the keys to the entire kingdom. Right? Besides, QuickBooks got all sorts of like user limits and I'm consuming those every time I add a person. Anyways, Lifelo does a whole bunch of stuff consolidations as well. If that's one cool use case you wanna learn more, check out a link in the show notes. Today's episode sponsored in part by Teamup. The folks that go out and find you amazing hires for your team in the Philippines. More knowledge bombs from TeamUp. We talked before about how the top mistake firms make when it comes to hiring people. Offshore is treating them as like this other part of their team. When hiring folks Offshore is just kind of like adding one more member to your remote team, they really aren't any different. Mistake number two is making all this mental math around building an offshore team just more complicated than it needs to be. At the end of the day, you're hiring people, you're developing people, you're training people to do a thing. And whether they're offshore or onshore, man, that doesn't really look any different. I know firms whose most senior technical people are offshore. I know firms who actually use offshore folks in a bunch of client facing roles I know I've shared. I hired a bunch of offshore people when I was running my firm and I came into it with all of the, I don't know, like ignorant, embarrassing questions that you would expect to have not having done it before. And very quickly it became clear my team actually had all those concerns too. They were kind of spooked about the notion of us Pulling in offshore folks very quickly as these new hires were just part of our team and in our meetings and all that, everybody's like, oh, this is actually fantastic. We've been looking for people that can do this stuff for a long time and not being able to make those hires onshore. Or we've been talking about, you know, this person wanting to move into something more valuable, but it means giving up the tasks that they have and trying to find someone who can take that stuff over. Man, offshore hiring was a godsend for us. Don't overthink it. They're people. Teamup can help you find awesome peeps. You pay team up a one time recruiting fee. That's it. Nothing ongoing. That person's just part of your team now. Learn more about that one. Check out the link down in the show notes. Another service item. I'm calling it completeness because clients come into receipt management with very different expectations where they may think that the job you're doing is actually tracking down receipts for every single transaction. But that's a tremendous amount of work as opposed to just capturing the stuff that they send you. And so that's what this service item is going to define. What is the completeness? I'm going to say just what they send. So I have a responsibility for the stuff that they send me, but I'm not responsible for reaching out to everybody and tracking down all the rest of them. Intake method Another service item for the receipt management service. Email. She emails everything to me and then volume. I say 0 to 40amonth. Doesn't necessarily need to drive the process or pricing to a huge degree, but volume could potentially be a factor here that you want to track. Last service that I'd argue we're providing her with is because she calls us each quarter after we complete the month end close. I would argue we're doing some advisory work here. So service items for this advisory service format, zoom meeting, deliverable. Are we giving her a report ahead of time or is there some sort of at the end of the advising is there some sort of deliverable we give to her? And in this case not really. So for the like delivery format I'm saying just live. But if you're using like a reporting package, something like that, that's where you would define the. This is where you would define that frequency quarterly and then last is kind of a catch all and I call it work ratio because advisory can be like such a huge spectrum of different degrees of work. You may put 10 hours of work into a one hour meeting or you may do zero prep for a one hour meeting. You just turn up live and talk through the results. I'm using work ratio to capture this and in this case I'm saying work ratio is 0 to 1. That is 0 hours of prep are required for every one hour of meeting. I'm basically not doing any prep coming into it. I've already done the accounting, she's going to call me, I'm going to talk through that stuff. I'm not doing any sort of pre prep or anything like that. That is the service item I'm using to capture that. There's probably a bunch of different ways you could kind of capture the scope of that. But because advising could be, you know, 20 hours of work for a one hour meeting, like you gotta capture some version of that. Okay, a tax prep example. I got a client named Jim. At the end of each year I give him a call and say, hey Jim, let's do some tax planning. And he gives me some information over the phone, some high level stuff and I plug it in. In the spring he turns up at my office, drops some stuff off. He wants to meet and chat for a bit. When he drops that off, he's got a little schedule C and always prepares a spreadsheet that he's incredibly proud of and that's usually what he wants to talk about. And then when the return is done, I give them a call to talk through kind of the outcome and that's it. Pretty normal tax engagement, right? But how do we chunk that out into like these services that we are delivering there? Here's how I would classify all of the things that are included in that. I would say there were three distinct services that were delivered there. For my structure of a service library. One, tax planning service to a tax prep service and three, a cleanup bookkeeping service. Because you know, it's not as simple as dragging that spreadsheet onto your tax software and it completing the schedule C. Right. So for my tax planning service, I've got the service item frequency. We're doing this once a year. But you could see how with other clients you would check in, you know, during the summer and year end. That's a variable we're tracking for the tax prep service service items to call out here. Intake method, he wants to meet in the office. Delivery method, a phone call. This cleanup bookkeeping service. The service items I've got here, accounting platform spreadsheet aka none transaction volume 0 to 10 per month. That's a good thing. I want to know. It's a good Example of like just a sort of life cycle of an engagement that you stumble into, that we're now trying to codify into something more explicit. What are each of the services in there and the service items that define what makes this engagement unique so that I can put that client on a similar single row in a, you know, in a spreadsheet to say, here are all the things that make this different across all the services we provide for them so that at a glance, a peer could understand exactly what we need to do for them. Last example here, payroll. Because peril is just especially hairy. We do payroll for Craig. Craig emails us timesheets each week. We run the payroll and then we run the payroll on Monday. He tells us whether any health insurance deductions have changed. And he sends us a little Charles Schwab, a simple IRA form anytime an employee wants to set up a deferral or change what their deferral is. So I've got all this combined in this case into a single payroll service. Back in my firm, I actually broke that out further. I actually had a, like a benefit, like a retirement benefit management service and a medical benefit service. In this case, I've just got it rolled up in the spreadsheet template in the show notes. Got a whole bunch of stuff broken out that you can use as a resource, steal the whole thing. But it's totally up to you how you define those services and what, what service items you want to track. That's going to be very firm specific to you. This is just an example of like using the template that I provided. All right, what are all the service items in this payroll? Service frequency. It's weekly payroll platform, gusto, intake method. How do I get the hours? He's emailing it to me. Health insurance deductions. How are we ensuring those are up to date? I've got that set as client led. An alternative is maybe we've got online access to the health insurance platform. We can grab the invoice and see if there's any changes each, each pay run. In this case, I'm saying client led retirement deductions. Also client led because they're sending us a form anytime something needs to change. How about employee onboarding? Who's responsible for that? In this case, the client just sends me. I don't. Maybe they send me a W4 or something like that and they say, get this person set up termination payrolls. Maybe they shoot us an email and they say we're going to need a check today for X number of hours. That would be Us doing termination payrolls as opposed to showing the client how to do it, which sometimes makes sense because they usually need to run those at the drop of a hat. W2S distributing those at the end of the year. Who's on the hook for that in this case, I'm assuming that we send them employee questions. Boy, you could have two otherwise identical payroll engagements. And if one company, the employees have direct access to you, that's an entirely different engagement than if they don't, if all those questions have to go through the business owner instead. So that's a property worth defining. In this case, I'm saying for employee questions, everything runs through the business owner. And then last, payment methods, can employees get paid with reloadable cards, with printed checks? Those are things that definitely impact the amount of legwork that go into getting that engagement done. So a few examples there of taking like just a narrative explanation of an engagement and how it runs, but then classifying that into, here are all of our services and the service items that define the ways we deliver those services differently across clients. And so step one of getting your firm to something more standardized, whether it's as detailed as mine, whether it's something more high level, the first step of getting you there is to sit down and get your arms around what are all the ways that we do things differently for all of our clients. And it's a really good opportunity to involve your team in the process of mapping this stuff out, because if they're in there from the beginning, they'll understand how you got to the destination and you'll have way more buy in than if you one day just say, here are all the things that we do for our clients. And this is particularly tricky because if you run a team, it will largely be up to your team to comply with. Here's the things we're willing to do and not willing to do. If the client pushes back and they're like, can you do this? This one different thing for me, this service library defines the boundaries of what we are willing to do. And so by including the team in the process from the beginning, I think you're going to have a greater likelihood that they're going to be plugged into the value and the importance of it and more confident in pushing back on clients when they're like, you know, the problem if we start going down this path is we're going to be doing it differently for everybody, which makes it really hard to do it consistently and efficiently and correctly. And this is kind of why I need to steer you back in this direction that I think solves the problem you're hitting at, but is a structured way for us to tackle it. This episode is sponsored in part by Maker's Hub. I freaked some people out recently saying the biggest thing AI is set to change in the next six months. 1040 prep workflows. The reason? AI vision models. It's the same tech that Maker's Hub is built on that in my opinion could revolutionize how accounts payable happens. Recently did a demo day on my channel. In the first 10 days, actually the most watched video I've ever done about how AI is automating accounts payable. Maker's Hub is using AI vision models to pull information off of invoices in wildly detailed ways. So so much better than anything OCR could have ever done before. Finally delivering on the promise that we can stop doing manual entry on this stuff, right? I mean, it feels like for, for over a decade we've been having apps coming and telling us, you know, we've finally eliminated manual entry. It actually feels like we're pretty darn close to that. For the first time I had clients with super hairy AP workflows where this genuinely would have replaced like several FTEs, probably in my firm in like the very best way. Because for every single one of these people we had 100 other things that we wanted them to do. Super cool app. You'll see them out and about at accounting conferences. I'll put a link to them in the show Notes if you want to see a quick five minute demo, just search makers hub Jason Stats on YouTube. We've done two of them now and they're pretty cool. This episode is sponsored in part by UNCAT, my 2021 new tool of the year. Man, it has just gotten better since then. We recently did a five minute demo of the latest cool new Uncat features on my YouTube channel. If you're not familiar with UNCAT, it handles the uncategorized transaction problem. So basically you point UNCAT at any set of accounts in the client's chart of accounts. Anytime any transaction hits those accounts, like ask my accountant uncategorized, that sort of thing, it gets pulled into uncat and then on a notification schedule that you choose, like once a week your client gets an email notification, says I need you to provide some clarification on these transactions. They click a magic link in that email. Don't have to log in or anything like that. It takes them straight into uncat and they provide whatever details you need. Now you can ask them to just Give you a text description. You can ask them to try to pick what account it ought to go into to upload a receipt, to pick a class, to pick a location. And you can make any of those things mandatory. So just imagine if you set up some bank rules that put stuff like Amazon transactions sets them to automatically classified on CAT categorized. You could touch that client's books once a quarter and every single week your client's going to be getting notified of the transactions you need more info of without you even having to get into the accounting file. But wait, there's more. You can add as many client users to a company as you want. Let's say you got five people at the at the clients that have their own credit cards and you got to track all that stuff down every month. You can set all of the transactions specific to payment methods to go to specific users, what they recently rolled out custom requests. They can actually ask for any old thing, questions, documents, whatever via that same uncat experience. And they recently rolled out receipts. They will auto match receipts to transactions that are in the accounting ledger. So the client emails A receipt in uploads 1 to UNCAT SMS messages A receipt in and uncat will find the transaction that's associated with in ledger. All you gotta do is confirm the match. It'll actually push that receipt into QuickBooks Zero whatever you're using. Super cool tool and easy to start with. A single client like doesn't require changing a whole practice management system or something. We've actually got a free seven day trial. You don't even have to give them your card. Go to uncat.com check that one out, take it for a spin with your firm even to get comfortable with it. Really cool tool. That's uncat. U n C a T like a kitty. How to do this from a practical standpoint, if you run a distributed team, I love whiteboard apps for this sort of thing. So pull them into you know, a mirror or a lot of video conferencing tools now have like whiteboard apps kind of built in. If you're doing this in person, there's a great opportunity for an app using an actual whiteboard or having people write on post it notes and for example you have a in fact this is a good way to facilitate it and a digital whiteboard to identify first all of your top level services. So that is bookkeeping, tax planning, maybe 1099 prep, payroll, bill pay, cleanup, bookkeeping which I think is entirely different than ongoing bookkeeping. Define all of your top level services and then have your team, you know, write on sticky notes and put under each of those services. What are all of the ways that we do these things differently? Even if they're one offs, like this is where we want to capture that. They've fax us the payroll hours once a month and it's really annoying. I go out to Jim's house to pick out, pick up his tax info because that's what we've done for the last decade. I drive out to this client to drop off their paper checks because that's what we've always done. I hop into this client's Google Drive because they've given us access to this folder that has the receipts. But that's the only client that we do it for, right? Or maybe half of them we do that, half of them we do something else. This exercise is to capture all the differences that we do there. And then when you have all those differences in one place, you decide what are the service items we can put under this service that will capture most of those differences. So let's just say let's pick receipt management. Let's say we've put receipt management up on the board because we do some version of this for our clients and our team members have put a bunch of sticky notes under that saying things like managing it in this one client's OneDrive because that's where he wanted, he wants it. We name the files this way for this client. We use Dext for these three clients. Those are all the things that we want to carve out that are different for each engagement. And then the third step with your team, you could involve the team in the third step. You could also do it by yourself. The third step here is to define the service items that will capture all those differences. So some service items from the example we just ran through, maybe you have a service item on a receipt management that is destination. Where does all of, where do all those receipts go in the end for one client sounded like that was OneDrive for one. Maybe it was Google Drive for one it was Dext. You're definitely going to want intake method. How do you get them that may look different in different engagements, like the way that they submit them to you? How about naming convention, man, if like you're putting these files into some sort of file system for them, is there any naming convention or do you use the default of however they came through? Those are like great examples of how absent a process, you just stumble into something that a staff person randomly decides one day or a client makes an ask for that day. And before you know it, across all of your people and all of your clients. And that's just one service for that one client across everything. You have all these disparate ways of getting this stuff done. And if you are, if you are like, I was in my firm where it was a traditional firm that had kind of just done what it did and billed hourly for it, you are, you are like crying inside. You're like, yes, this is probably super hitting home. How do I ever reel in all these things that are just done wildly different? If you are a cool new age, skinny jean wearing firmware like, bro, we, we've like locked this down from the beginning. We set the boundaries super clear so that people can only work with us by doing it these very like explicit ways, then that's, that's awesome. There's actually, I would argue, not one end of the spectrum that's more correct than the other. It's just an awareness of how customizable will we be in our solutions. But regardless of what end of the spectrum you are on, the services you provide, what you call them externally, how you define the variables that go into each of those services, that's something you and your team need a very explicit vernacular around so that everybody understands what it means when you say X. And you could build downstream sops then from each of those service levels that say like, okay, well when it's, when it's built by two, that always means X, Y, Z. Right now one thing I want to call out here is the exceptions that maybe aren't worth capturing on like a client wide, like in your kind of system for services. So let's say you have one client, that one client that wants you to put receipts in OneDrive, but every single other client is indexed. Do we need to add a service item that is destination? And for every single client the destination is dext, but for the one client, the destination is OneDrive. I would argue there's a threshold here where you still have to have like a catch all so you don't have an absurd number of service items. Because if you literally captured every single thing that was different about every single engagement, which is kind of what we're trying to do in this initial exercise. But in that step three, you decide which rise to the level of like really needing their own service item because they're done differently across engagements. Because I don't want to have a service item to cover every like, every single little thing that maybe a single client has, I will still have in my system for tracking this a Text field for like exceptions. For me, that probably looks like, you know, the goal is we're getting up to a service level to say bill, bill pay 2 means this. Alongside that I probably have a text field that is any deviations from this and I'm going to avoid deviations from this. And you don't want that to be perceived as, oh, we can do anything we want beyond that. Just be sure to describe it here. But in my experience, the reality is you still end up with fiddly differences, especially if you're trying to migrate a very disparate approach to a more specific approach. So for example, maybe you've got a tax client who doesn't have a computer and can't upload things via the portal. You've got one of these clients, man. Does that mean that you need to fire them or let them go? I would say no. But that's an example of an exception that you would call out to say this is otherwise tax prep too. But I'm going to outline this exception to say we do this one bit a little differently for Jim. So we're looking for the balance here of not having an absurd number of service items. Right. And over time maybe even reducing the number of those because that aspect of your service is now non negotiable. You always do it this way for your clients. But in the transition, you're going to build out the list of service items that make sense without taking it too far. Right. Like we can still have a little field there to say what are any exceptions? These classifiers cover, you know, 90% of things and if anything falls out of that, like drop a note right here. I think without permission to do that, you can either get a little too extreme in how we try to force people onto a single system, or your service items can become like way too long of a list when the goal over time should actually be to. To shorten that and simplify the various different things that we do to go through this again, that that template that's in the show notes is a great place to start as you're considering, for example, a bill pay service or a tax planning service. What are all of like the service items I might not be thinking about. It's good to go through with your team so that they're sharing their ideas too. But that template can give you a great jumpstart or if you're solo, it gives you a great jump start of what are all the different variables and like the various different ways that some folks will deliver these services tomorrow. Man, we're talking about how to simplify all this. So like this is as into the weeds as it gets because we're capturing all the stuff that we already do tomorrow. We're talking about bubbling that up into simplified service levels so that you don't have to live down in the weeds after doing this exercise. How you package that stuff when you are, you know, sending a proposal to a client, that sort of thing, so it's something they can actually understand. And then on day four, day after tomorrow, we're talking about SOPs, how to build your downstream systems from those service levels so that the next client you onboard, you can turn around to your team and say this is bookkeeping two tax prep one tax planning one payroll three. With these service items and this one exception and they're like, got it. Know exactly what that means. We can now execute on that. It'll feel familiar. It's, it's a version of this engagement that we do for a bunch of other people too. Cause we have this common language now. That's it for today. Any, any particularly like relevant to you learnings from these first couple days so far? Drop that stuff in the comments. There's a number of problems that this kind of solves for. For me, the big ones were the downstream tasks that went for, went to my team so that when I onboarded somebody, they, they knew exactly what we were doing. But also like sales enablement, creating a path to be able to pull other members of my team into sales for the first time because we had this agreed upon framework for structuring the engagements that we did. That's it for today gang. Thanks for coming hanging. We'll see you in the next one.