Episode 161: Don't Judge a Book by its Cover: The Fleet Success Playbook Bookclub

This is the Fleet Success Show dedicated to helping you and your fleet succeed using the experience of fleet professionals and Hall of Fame fleet legends. The show that explores how the pillars of stakeholder satisfaction, intentional culture, resource efficiency, and risk management all combine to lead your fleet to success. We're glad you're here. Now let's get into the show. Hey, welcome back for another episode of the Fleet Success Show with your host, Josh Turley. And joining me today, Facundo Tessara. How are you, Facundo?

I'm great. How are you, Josh?

I'm doing awesome. Just a little background about myself and Facundo. I'm the CEO over here at RTA Fleet. Been serving fleets for over 20 years, you know, from our seat here as a fleet management software provider. Big background in technology, but also the love of my life is in management and leadership principles. And that's, you know, something that I talk a lot about is culture and leadership and some of the changes that we've gone through as a company, the hard, the good, the bad, the ugly, and the fun, the amazing things that come from that. Um, Facundo, you want to just a brief intro, a little bit about your background?

Yeah, sure. Um, kind of like, uh, so many folks in fleet, I got into the industry kind of on accident, needed a part-time job at, uh, my dad's mechanic shop, and that went from doing that to government fleet management, was at a couple different fleets, went to some tech startups did a couple of tech startups in the mobility industry. And here we are doing some pretty cool stuff. Fleet success ambassador here with RTA.

As a fleet success ambassador, because that's a pretty unique title, your number one job is basically just helping fleets succeed.

We're working with different customers, our customers that do a bunch of different things, whether it's customers that I'm specifically working with or other projects with other customers. So yeah, lots of different things.

Basically just give them helps, tips, anything they can do to work on what's next. Not full-on consulting, but definitely in the vein of coaching and having a mentor and just trying to make sure you're getting the most out of the system, which is what a lot of us are trying to make sure we do. So today's episode, we're going to go through and— this is something interesting that you started up recently. We wanted to kind of highlight that and talk about this Fleet Success Book Club that you've started. So tell me, how did this get started? What was, what was kind of the seed for this idea? What happened?

Yeah, it was, I was visiting the office and I had asked Chantelle for something and I'd walk, I was walking through in the front desk and I opened one of the cabinet doors and I was like, oh, you know, what is this? And it was just a bunch of blue that I saw. And I was like, well, these are a bunch of books. And then I asked somebody else, I was like, what are these books for? They're like, it's for people that order them. And I was like, in just in that moment, it hit me. I was like, I can start a book club. And it was always— it kind of came from, you know, the way fleet management works, right? Or the events work really is there's always trade shows. You know, they're always similar. You can always learn stuff from trade shows, but there's always— it's always the same, I guess, at the end of the day. And so I wanted something different. And I've been wanting that since I was a fleet manager. And I was like, this is it. This is the opportunity to do something different. And so I was like, let's do a book club. So I basically took a selfie with the books behind me, posted it on LinkedIn, and said, hey, you know, who wants to— who wants a book? And let's do a book club. And then I remember I posted that picture, went into a meeting, and then I went back to where I was sitting for the week. And then Ryan comes out of a meeting, he's like, hey, did you see that post? There's a bunch of interest. I was like, I haven't looked since I posted it. And I think there was like 20 folks that had responded like, yep, I'm in, I'm in, I'm in. And so it ended up being pretty interesting. A couple different groups, we split it in. There were so many folks that I didn't want to have too many in one. So I basically had about 7 in one and 8 in the other. And it was 4 different times that we met. We'll talk more about that. I'm sure as we continue the conversation.

You see all these books, you post it online, "Hey, who wants a book?" and let's start this book club. Have you been part of a book club before?

Never. I've only seen Oprah talk about it.

And so you're like, "I wanna be like Oprah." Yeah.

I was like, I wanted to be like, "You get a book and you get a book and you get a book." And that's kind of what happened. So yeah, I kind of wanna be like Oprah.

All right. So you get these 7 or 8 and you had, you know, quite a few people that interested. Obviously we send out the book for free. So if you want a copy of the book yourself, You can just go to fleetsuccessplaybook.com, send in your information, and we'll set— we'll ship one out to you. But this is what you wanted to go deeper because like you've seen people, they've been reading it, they've been posting their pictures with it, but you actually wanted to have some deeper dives and deeper discussions into it. So tell me about the structure. You have these two groups of about 7 or 8 people. What were some of the conversations like? What would you go through?

Yeah, so the way I set it up was, and I probably, if I needed to do it again, and I will do it again, by the way, we'll talk about that too. I would create a little bit of time in between the different categories. So it was basically, all right, you got the book? Let me know when you get the book. Okay, cool. You got the book? All right, great. Let's set some dates. I wanted to make sure everybody had their book first. And then it was like, okay, well, let's say, you know, let's go through stakeholder satisfaction first. Then wait a week or so. I don't remember exactly the amount of time. Let's talk about intentional culture, then resource efficiency, and then risk management. And what I did was I didn't, wanted to make it like a presentation. I did have some, like, a slide that I would put up just with some thoughts and some of the takeaways and some of the bullet points I thought we should chat about. And so we talked through it, you know, we kind of went through each section and everybody would, you know, have little conversations and then conversations would start happening and, you know, I kind of let it go. So that's the way that it kind of happened and it was, there's a lot of really good discussion. I mean, I learned kind of reaffirmed that the fleet community is kind of open to trying new things, right? I got a lot of interest in the book club. The intentional culture part of the book, you know, there was an overwhelming desire to work on culture, right? Because the way that we talked about it, which was like, hey, it's the free thing that you have that you don't focus on. You focus on all these KPIs, but you don't focus on the culture part of it, of your organization, and it's free to you, and that can be the difference maker. I actually, you know, give, you know, I like soccer and sports, sports and I coach it, I actually gave some analogies talking about the Argentine national team and some history and how, you know, given they had a bunch of rock stars on their team and they actually— that's when the time they struggled. Then they actually had some lesser-known names and they ended up winning the World Cup. And so we, of course, we had to talk about that for a little bit. You know, that was kind of some of the things learned. I mean, I think one more thing I think I would say that I learned is that there still seems to be a— the fundamentals of fleet, the basics of fleet management are still really underestimated, the power of knowing those. So we spend a lot of time talking about what's your elevator pitch? Like, what do you, you know, people are like, what do you mean elevator pitch? I'm like, literally, like, if you got into a room with somebody of, you know, senior in your organization, you had an opportunity to tell them about your fleet in 60 seconds, what would it be? Go. Um, and so we talked about that as well.

Yeah, I remember, you know, you talking to me about the, um, you know, going through each of those sections, and you're like, yeah, we did it about a month, you know. And I was like, oh, that's a, that's a heavy clip because it's a big book. It's not a, you know, it's not a little book. I've got a bunch of them right behind me. I could go do the page count on them. I want to say it's 300+ pages.

I actually brought mine here, so I wanted to, you know, like the, the marks that I had. But yeah, it's a pretty big book, especially when you get to the, uh It was funny because I even brought some of my notes that I had from the meeting. And I think in one of the sections I put, I said, "Intentional Culture, 148 pages." That's half the book. That's one of the main notes that I had.

Yeah. And that's sort of my fault because that was the section I wrote. You know, that was the one I had the most influence on.

Well, and then my fault for scheduling it like that because I was like, yeah, you know, I must have felt, you know, I guess that was, you know, that was the really difficult economics teacher in college that people hate. That was me.

Because you're like, "You must read 50 pages by Christmas." That's right.

And we're going to discuss it on Christmas when you're supposed to be opening presents with your family, we're having the book club meeting.

Yeah. So I definitely, I was like, "Okay." So I think next time that's one of the things we'll probably go break it into number of pages or sections or something like that. I've been a part of a book club before and I remember the first one I did was Five Levels of Leadership and it was a John Maxwell book. You know, and we could have broken it up that same way, but it was kind of like a nice even flow between the chapters. You know, John Maxwell did a much better job structuring his book so he could do that. And the, you know, it was the lessons, it was the discussion afterwards. But if you came into that discussion and you had not read the section, you were at a loss. You definitely did not get as much out of that discussion as you could have, and you weren't able to contribute as much. And I think that's honestly the piece that I enjoyed the most was contributing because it helped me understand the lessons more. It helped me articulate what it was that I'd actually learned, and it really kind of anchored them for me. Versus if you're just there and you're passively and you're not engaging in the conversation, I definitely think that you leave something on the table. And it's because it's not there for other people to hear you speak. What it is is for you to hear yourself speak, and I think that actually is a big part of learning.

And the other thing, it was, you know, there was a, um, You know, sometimes when you're in this, could be a room full of anybody in any profession, right? Sometimes people are scared to share stuff or, you know, talk about their things that they've done wrong. And I was like, look, you know, like, we're here to help each other. And, you know, there did— there was a lot of different conversations that happened. And one of the— one of my favorite moments was there was a— we were having a conversation, I think, about service level agreements. And Craig from Beverly Hills was like, hey, I have a service level agreement. And he was like, well, let me send it to you, to Chris in Charlotte. And so, you know, it was just this information, you know, exchanging hands, and they're like, you know, the documents. And then also there was, I think somebody else was like, hey, I want it, can you send it to me? So there was a lot of good discussion. And like you said, if, you know, reading the sections, there's a lot of interesting things in the book that I really connected with me. I'm a very visual learner. I like to learn from analogies, and there's a lot of analogies of like, you know, Usain Bolt and, you know, other examples of folks who deliver the fleet message. That's why I think one of the reasons it's such a powerful book in the industry we're in.

[Speaker] Yeah, and there's definitely no shortage of analogies and stories, and like, it's just, it's such a meat and potatoes kind of book, which is one of the things I really liked about it. And, you know, and obviously I had a hand in writing it, but we really wanted to make sure we were giving stuff of substance in that book and not just fluff. Because I think a lot of stuff you can read and I've, you know, I've read plenty of books and I've read some good books and some really terrible ones. And a lot of the terrible ones, it's just either regurgitation or it's fluff or they're not adding something new to the conversation. And it's like, oh, that's just common sense. And I think what we really tried to do is give you a formula for each section, you know, something to go through and like an actual specific playbook or a tactic that you could take back and actually implement instead of just theory.

And there was a, you know, and I don't remember the sections, but there was, right? There was like, day 1, do this, talk about this, here's your agenda, here's what you're doing. You know, there was a lot of that. So I think that's helpful where people, you know, when they're not necessarily thinking about those things. I mean, there's a lot of folks, some active conversations I'm having right now of technicians coming up to be supervisors and they've never had a management they've never had management experience. They can't enroll in their local university and be like, hey, I want to take Fleet Management 101. It doesn't exist. Yeah. So this is a great, great tool for that.

Looking back at some of the discussions you were having, what were, what were some of the highlights that you had in your, in the two groups?

There was a really interesting discussion around electric vehicles, believe it or not. And it was, I believe, because there were some folks. Yeah, there were some folks participating from California. And it was interesting because You know, we all talk about the electric vehicles coming, but they feel it in a different way. They feel it, they're like, you know, there's some mandates coming that are very, you know, they have to worry about, do we have the budget to really do this? You know, there's a lot of things, a lot of concerns that they have. And it was interesting, some conversations from some, you know, some folks over here and some folks over there, they were giving some helpful tips or things that they have heard about. And I was just, What I really felt for the first time was like the pain that some folks are feeling with having to deploy some of these vehicles in now, which is kind of a short timeframe. So that was one of the significant takeaways. The other one was the recruitment, you know, the bringing people into fleet, which was nice to hear this part. And I had heard that There's some traction going on at like local schools that are doing, you know, the technical schools and high schools. And a lot of folks are actually starting to talk more with government fleets in particular because they're going into their professional life thinking about work-life balance. They don't want to go right off the bat to dealers and work, you know, 70 hours a week. So it was nice to hear that too.

Yeah, and I know, you know, like WyoTech and, oh, who's the one here? UTI, right? Like those are some decent technical schools. And, you know, obviously this has gotta be a good partnership. You know, total segue here, but I had heard, I don't remember who it was, somebody was telling me that the schools are almost hesitant to bring in partners like that because you're just so eager for talent that you're pulling them away before they finish their education. So as you go through that, and that was a discussion we were having, was how do we be good stewards and good partners of these programs as a good feeder into our own, you know, our own recruitment bench, essentially, and establishing those partnerships and how to become a great relationship that's sustainable. You know, you can constantly have a good pipeline of talent coming into your organization with that. Because no one goes to school for fleet management, chances are you were never formally trained on how to successfully lead a fleet. That's where the Fleet Success Playbook comes in. The Fleet Success Playbook is your guide to building a safe, reliable, and efficient fleet that provides exceptional service. Learn all about the 4 pillars of fleet success: stakeholder satisfaction, intentional culture, resource efficiency, and risk management. Get nearly 100 years of combined advice on common challenges, practical solutions, actionable tips, and real examples from fleet industry experts who have been there and done that. Visit www.fleetsuccessplaybook.com to request your free copy today.

To get further off topic, that same part of the conversation is what's really interesting. I had this conversation with a dean of a technical college recently, which is there's nobody telling these folks that are taking these technical classes to be a technician now. There's no part of the curriculum to them to say, "Hey, here's a potential career path. What if you become a supervisor? What if you become a fleet manager?" There's a whole different thing. So, you know, we were talking about a potential curriculum for that, kind of educate these folks about what does a career in automotive look like? Not just a technician.

Yeah, 'cause it really is. And you think about a lot of the fleet managers that have come in, most of them came in from a technical background, not all of them, you know, especially lately we're seeing a big shift where people are coming in from finance, accounting, IT, you know, some of these other areas. But we definitely historically, you know, we saw 'em come up through the technician ranks. And like you said, like there just isn't any curriculum or training other than, hey, go take the NFA CFM, go take, you know, this Fleet Management Essentials course or whatever. So I do like that aspect of it. I think it's important to talk about that and give them the training they need. So when I think about bringing it back to book club, for people out there that want to be a part of this, obviously they can reach out to you, but there's nothing stopping them from doing this on their own as well. I know we kind of started that for ourselves as just, "Hey, we're going to start reading a book a month." And maybe not a book a month, depends on the book. I would not recommend the Fleet Success Playbook in a month. It's huge. But some of these smaller books might be a month, it might be two. And just to make sure that we're all sharing the same vocabulary. So you could do this within your own organization. You could do it within your own NAFA community. Like if you're a part of the Pacific Southwest chapter or something like that, start up just a book club with some of your peers and colleagues. And you'd be surprised at how much you learn. We often have a saying is that the person you are in 5 years is going to be based solely upon the books you read, your content diet, and the people you meet. Those are going to be the things that influence you the most. And so, what a great way to combine both of those into one setting and just learn from each other and learn different perspectives.

A couple of other things that I'll mention about the book club. So, when it started, I kind of shared with people like, "Well, here's my purpose. Here's why I did this." Kind of what I talked about earlier. I want to create a different way for folks to, you know, a different platform for folks to learn a little bit more and, you know, talk about management specifically in the context of a fleet. But we did also talk about, well, what does Book Club 2.0 look like, you know, for the folks that have already talked about this? You know, we're actually going to do it again probably in the February timeframe for the Fleet Success Book Club. So if you're interested, check it out, let me know. But the We've talked about looking at other books, you know, Lencioni books, Collins books, Jocko Willink books, the 21 Laws of Leadership. There's some other, couple other ones. And so there's a lot of interest of sharing those books. And then, you know, those folks would go out and purchase them, we'd read them, and then we talk about them in the context of fleet management. And like you said, you know, we can do this remotely or they can start local groups. There's a lot of opportunity through fleet organizations, local, regional, to be able to do that.

Yeah, and it's, again, if you're interested in joining that, I would hit up LinkedIn and go find Facundo on LinkedIn, connect with him, follow him, and just send him a DM real quick and say, "Hey, I'm definitely interested in doing that." Like I said, the book is free, so fleetsuccessplaybook.com, you can go grab it there. What was interesting to me is nobody asked you to do this. It was the most organic thing I've ever seen in my life. You were just like, "Hey, can I do this?" I don't even know if you asked permission. You just were like, hey, by the way, I'm doing this. It's like, perfect, go for it.

I think there was a moment where I was like, wait, are these free? Because after I, you know, after I opened them, I was like, what am I going to do with these? So yeah, I just, just did it. I think, you know, the other thing I forgot to mention was we actually had a couple of vendors on there, like, and so obviously I told them before, I was like, look, this isn't a pitch. This is, you know, if you do a sales pitch, I'm taking you off the call. And they're like, no, look, we're here because— and there's actually a part in the book where it talks about establishing the relationship with the vendors, right? Kind of holding them to a certain, you know, degree of what kind of service you need, but also leveraging them in a way to help you. And so there were some vendors on there, and some of the vendors, a couple of them were new to fleet management. And they were like, I just, you know, I come from a different sales background, and I just need to learn more about the industry. What are some of the pain points and what are some of the conversations? And this was a great way for them to do it. And so it worked out and it's open to vendors as well. Of course, if you give a sales pitch, I'm cutting you off. But that was, I thought, the other interesting thing too, 'cause they actually brought some interesting perspective from previous experiences that they shared as well.

Well, and even being a vendor, a lot of the feedback, especially on the public side around culture, is just very different. Well, and I used to get feedback about that all the time is, Josh, you don't get it. You're in a privately held company, you're the boss, so you can do whatever you want and get away with it, which is not true, by the way. I still have to, you know, follow the rules, so to speak. But the— what they have to bring is kind of that unification of, hey, I've been in public settings, I've been in corporate settings, and I love seeing the mashup of those things because we do get a very different perspective from corporate side versus a public side. It's one of the things I like about NAFAs. It kind of blends both of those worlds together. But it's fun seeing the perspectives, and that's what I like about book clubs. When you told me you were doing this, I actually thought back to— we had offered a class at Connect. Oh, this is years ago. It's probably 2017, 2018. And I'd been— this is right when I was really getting into my leadership journey. And so I had been just digesting books left and right. And I, like I mentioned, I'd been part of this John Maxwell book club and I had the idea of like, well, what if I just did a session on some of the things I'm reading? Because I really love this stuff and I want to talk about it. And so I think I picked like 3 of my favorite books that I'd read so far that year. And we just did a little session on it. Maybe had 10, 12 people in that room. But I remember going through it and just talking about some of the lessons I learned from it. Other people are like, oh yeah, I read that one too. This was one of my favorite moments from that book. But a lot of people in the room had not read either of those books or any of the 3 books that I mentioned. And immediately, one of my things was I wanted to give away books. So I brought 5 copies of each. And so as people were asking questions, I was giving out copies of these books. That's not cheap, you know, they're $15 a pop. But it was a really fun way to kind of give back. And somebody afterwards says, you know what you should do, Josh, is It would be amazing if you could do a deep dive just on each one of these. I don't remember the books, it was probably Five Levels of Leadership. It might have been Extreme Ownership, I have to go look at the slides. But that gave me the idea of, okay, well, next year, let's go and do a whole track on leadership and leadership development. And so the following year we did, we did Five Dysfunctions of a Team, we did Ideal Team Player, Death by Meeting, Extreme Ownership. Oh, and I can't remember the fifth one, but we did 5 or 6 of these. And that, you know, I've told the story before about like how we got into the Fleet Success Playbook and how we launched the Fleet Success category, why we talk about culture so much is that session. Somebody came up to me afterwards and she's like, you have no idea how much I needed this. Like everything you just said. If I had two people that session, they came up to me. One of them was from Town of Queen Creek and she's like, we don't get this. We don't get this kind of investment. We don't get this kind of training. And like, this is incredible what you're doing. And you need to keep doing it. Somebody else came up to me and she's like, I've been really struggling with one of my teammates, with one of her direct reports. And she's like, and I have not known how to have that conversation. But because of you, and because of like what you just taught me, she's like, you've changed my life. You just made this so much easier. And now I'm gonna go home and we're gonna have the conversation. And I'm going to do it in so much better of a way than I was about to do it because I hadn't gotten this training before. Um, and those two things, those two conversations unlocked for me, was like, we need to do more of this. And that's why we wrote the book. It's why we launched a podcast. Um, it's why I get up on stage and I talk about intentional culture a lot. And so for you to come around, it was like really cool to see this moment where you've gone full circle, where we started this whole thing because of a little book club, as little dinghy session at Connect. And now it's like we've got this book and you're running with groups of 7 and 8. And I only imagine that thing's going to get bigger and better.

Governments, of course, they've got human resource departments. So when there's an issue with an employee or whatever, they just, they take care of it. And when you need to hire somebody, HR takes care of it. But then you get all these candidates that are like, Oh, I wish that I had known X, Y, and Z. You know, a lot of the lessons and the things talked about in Humble, Hungry, Smart, the things to look for in an ideal team player. I mean, they're super important. And now, you know, fleet managers, maybe they, you know, I had the luxury of when I was a fleet manager, I was very active in my hiring process. But there are some, and I'm sure you've heard of it before, where it's just like, you know, they, they do the job posting at HR, they interview the people, they bring in and they're like, Yeah, I hired this guy. He says he used to, you know, work in his backyard. He's got a, you know, tool set he bought at Sears, you know, 35 years ago. We brought him in. Okay. So I think it's huge for folks to learn those lessons that, you know, some of those major authors talk about and put it in the context of fleets so they know what to look for and they know how to deal with issues. And they know what to look for in particular strengths and weaknesses. We all have strengths and weaknesses. I mean, you know, we all have stuff to work on. I mean, you're never going to find the unicorn, but, you know, I would imagine bringing people in that don't have those red flags that we always talk about.

I think too, just to kind of get involved with your HR process, right? Because I think you just mentioned that you were very active in the hiring process. But a lot of, you know, this goes on corporate and public, by the way. I've seen this on both sides. And this is something that we would talk about in a book club, or we do talk about in the book, is you have to take a more active role, and you have to seek it out and push for it. And sometimes it's like HR is actually shutting you out of the process. Part of that is because they want to protect themselves, right? They're, you know, it's not necessarily a turf war. They're trying to protect the company from, you know, any kind of bad interview practices or discrimination. But at the same time, by excluding you, they're also shooting themselves in the foot because now you have no control over the culture. And so I almost like push people like, you have to fight for that. In fact, I've told people, if I could figure out how to get in front of a room of government HR professionals, I would tell them the same things that I'm telling a room full of government fleet managers, is because the lessons apply across the board. And so, you know, making sure that it is a part of our process, that we are thinking about culture, more than anything else is really critical. But these are the kinds of things like, how do I do that? What are the discussions that we have? And having a peer group and having a group talking about these things in a book club type setting, or even if it's a NAFA chapter community, whatever, Fleet Pros, any of the associations that are out there, these are the kind of conversations we need to be having. And we love that the book club is just one more avenue that we can do that, that we have a shared common language. To talk about things.

You know, I was just thinking about, as you were saying that, a lot of times the toxic part of a culture in a fleet environment often happens on the shop floor. And some of the technicians, you know, I mean, it can happen also on the management side or in the office setting, but, you know, screening folks for coming in as technicians is super, super important. So yeah, getting everybody on the same page, HR, fleet managers, you know, very important, super important to do.

All right. Well, Facundo, where do you want people to go from here? I know we've got a book club that we're talking about launching in February.

Yes. So 2.0, I've had folks reach out already like, hey, I've got my car, you know, for example, the fleet manager did it and I sent them more books because now they want their supervisors to do it. So kicking off 2.0 probably in February at some point. I would say space is limited, so act fast. But that's true. Because I've got at least 10 that I know of that are ready to go for the next one. And I don't want to get the groups any larger than 10, because then it's potentially a bunch of people talking and we get nothing done. But, you know, go, go to the website, follow me on LinkedIn to, you know, order a free copy. We can send you a free copy whether you want one or for your whole staff. Um, we can make it happen.

Yeah, so, you know, definitely hit— connect with them on LinkedIn. But it's— you do have a full-time job, you know. Unfortunately, your, your boss expects something of you. That guy, we'll have to talk to him, right? Um, but it is, you know, we want to make sure if you are doing this, say like, hey, come and participate. Uh, and I told— I think we've talked about that before, is anything over 10 just becomes unwieldy because either A, you have like the discussion just goes on too long and nobody, you know, you have 2 or 3 people that dominate, or, um, you know, not everybody's able to participate the way that you want them to.

So yeah, before we sign off, hey, you didn't say anything about my—

oh, your beautiful Christmas sweater. And I— we should have, you know, just gotten in sync a little bit because I have a really nice one that I would have worn for you too.

Schedule one this time next year, we'll coordinate.

All right, all right, we could do better about that. Yeah, well, hey, we just want to say, you know, thank you for everything you're doing. Obviously this is, uh, it was totally organic, it wasn't something we asked him to do, but we I love that he's doing it. So, you know, on behalf of the industry, as well as us here at RTA, you know, thanks for running this book club. And you definitely don't wanna miss out. If this is something you think you'd benefit from, reach out to Facundo. At the very least, follow all of us on LinkedIn, you know, Facundo, myself, Mark. This is the kind of stuff we talk about all the time. We'd love for you to be getting those messages no matter what. And yeah, you know, definitely reach out and go order your copy of the Fleet Success Playbook if you haven't, fleetsuccessplaybook.com. And I will apologize in advance because we will— we're about to ruin your life by educating you on the stuff of that book. You will never look at things the same again. And I'm sorry. So with that, that's going to do it for us today. Thanks for joining us for another episode of the Fleet Success Show. As always, until next time. We hope you enjoyed the show. If you'd like to help support the podcast, please share it with others, post about it on LinkedIn, or leave a review. Want to learn more about our fleet management software Fleet 360? Check us out at rtafleet.com. If you want to learn more about having your fleet evaluated by our consulting team, go to fleetconsulting.com.