$250K in Debt ► FORCED to Close 2 Locations!

Our account literally just dropped by $34,000.

It's the number one sales tactic you can ever learn.

Steve, why so many overhead people?

Amy, right here isn't gonna make the cut.

This year is a do or die. Our goal this year is to get to 1.7, 1.8.

Spring is coming. It's just not here yet.

Go. Big sales.

We got 14 trucks, and we're using seven of them.

We pissed off our clients.

We got saying, no, you're not canceling. Whoa. What the heck is this? Dirt life. Let's go.

Crossing your finger like, I hope you don't cancel when you make this decision asap.

There's a paradox in lawn care. Like, the harder you try, the more you suck.

It's gonna be a tough road here in the next, like, 30, 45 days.

Dude, just do my lawn care and get out of my face.

Let's go dirty. Let's go.

It's the speed to lead, baby. Best way to get a cold way is to make some sales.

We called them.

Like, why the heck are you guys calling us? Like, right now?

Like, there's a foot of snow on the ground. So it's like trying to sell ice cream in the middle of February. Any questions?

60% of businesses will fail in their first three years. I'm Mike Andes, and I'm on a mission to fix this on this season of business recap.

On the rain.

Let's go, baby.

Okay, good news, Bad news. Bad news is that our office is falling apart.

Good morning. Another day here in Calgary. Got another couple inches of snow like last night. So I feel like every single day, it's been snowing, like, a bit.

A little bit.

A little bit. It's like, we haven't gone, like, a day without snow in probably, like, I don't know, like, two weeks, whatever. But every day, just more snow, more snow. And it's just tough to get people, like, in the mindset of, like, okay, lawn care, lawn care, lawn care. You know, when you're calling them, when they just. When they see three feet of snow on their. On their backyard.

Guys, thank you guys so much. So when I got up this morning, Mike and he always posted videos right.

In the morning, right?

6Am So I watched the one this morning, and something that really stood out to me is how they can run a $350,000 operation, you know, with, like, maybe two trucks or one truck, whatever it might be, out of, like, literally, like, a storage center that probably cost a couple hundred dollars a month for rent. And just, like, how Efficient, how lean that operation is. And that's completely opposite of what we were doing like last year. Last year we were always growing pretty fast. Like we were always doing like, you know, we grew to 300 grand and then to 900 grand. So we thought, okay, you know, we're gonna go from 900 grand. We made this huge ambitious goal last year. So in 2022 to go grand, 2.1 million. And we all sat down, we did the numbers, we thought 2.1 was realistic. And in addition to the 2.1, we also thought we're gonna go from one location to three locations. I've always been of the mentality of like, if you want to be like a million dollar, like lawn care business, you have to act like a million dollar lawn care business. So you have to have a shop, a general manager, you know, have all the uniforms, have everything like professional like you would if you were a million dollar company.

So 2020 was 300,000, 2021 was 900,000. The goal for 2022 was 2.1.

Honestly, way too over ambitious. But so anyway, we were going for that big goal with three new locations last year. We had shops. We had two shops and they each costed $4,000 a month. So $8,000 a month total on rent. So. And then we also general managers that were costing about 40, 50 grand a year just just to operate and we had zero customers. So like it absolutely made no sense, no efficiencies. We are like the fattest operation we could possibly be at. The were not very financially, like literate, like, yeah, we checked the bank balance. I sort of knew what a P and L was, but to be honest, I had no idea what a statement of cash flow was. And you know, when you're getting up to like that kind of revenue and that kind of scale and then you have to hire all these managers, add all the rent and all this overhead, things can get pretty bad very fast. And that's exactly what happened to us last year is we are in a massive like cash crunch. Like it was. We had to shut down those two locations. We had to let go of a lot of our employees as well here too. And yeah, last year was definitely by far the hardest. And it's weird because that was our first year of us actually gained to over a million dollars in revenue. We finished last year with only 1.2 million. So is unfortunately about half of like what our projected was. But it was our worst year for profitability, probably mental health and probably like, you know, a lot of sleepless nights for at least me, I'm sure James as well. So you can only follow Mike's systems of like these, like very lean. If you are doing simple services or if you're really niching in, if you're. If you're taking Keegan's advice, Keegan Gert's advice of like mowing for dumb people, mowing stupid. Or you'll never make money mowing lawn and you're buying all these excavators and skid spears. You can never operate like a lean shop where like you can get a storage center or run it out of your garage for the first couple hundred thousand dollars in revenue. You literally have to go get a shop from day one. That was a bit of the story like last year. But then for this year we really, I think smart end up like, I've taken a lot of accounting courses. I've read so many books. We've taken extreme ownership. Like this is not the accountant's fault. This is no one but our fault. And looked in the mirror and said this is what we're going to do better. I've been a lot more conservative with our estimates. Like as an example, this year we're only shooting for 1.5 million in Reven opposed to like this crazy 2 point whatever, you know. And we're going to grow with profit this year.

Definitely. We're in overheads. Like we thought we were like unstoppable with the way the growth is going. And the problem with anticipating, doing 2.1 was that we actually brought on the overhead and the people to support that. So we're paying rent for three shops. We got 14 trucks and we're using seven of them. We had all these people on customer service and sales and lots of these managers, but only like seven techs. In the field our ratio was completely opposite. It should be like maybe like a 1 ratio off to 2. In the field it was reversed for a little while, like something way overhead. So we are spending money like crazy. Aleem and I are also focusing a bit more on our strong suits when it comes to our seats. I don't think we are in the right seats though. I think what we're doing this year is we're pretending like we're just, yes, we're owners, but we're in the business of where we actually would probably be if we were working here. So Liam's the general manager. Myself, I'm the sales manager. And we have two other managers. One focused on customer service and marketing retention, our customers and the other manager's operations. Everyone else either customer service rep or they are a technician in the field. Sounds good, Kyle.

Hey, thanks so much for the business. I'm really looking forward to working with you and so happy to be taking care of your lawn this season.

Yeah, you bet, man.

Woo. Saint Bernard, baby. Let's go.

Let's go, Journey. Keep on, man. Let's go.

Can't keep it up.

See you later.

We're hoping to do $35,000 in new sales this season, and our job is to stay on track to make March. Grabbing coffee because I want people to grab this thing. I want to hear lots of this. What we sell Will St. Bernard.

I want customer service saying, shut up.

With the gong because we're ringing it so often.

Anyways, any questions?

So last year we were trying to think, hey, what's a new good marketing strategy? Because, like, everyone's got decals. Everyone has. You know, that's always a very common thing with companies. So we thought what we're gonna do instead, we're gonna get these dogs. They're about, you know, almost 2 to 3ft tall at the very top of our trucks. They stick out like no other. They look almost like a dinosaur when you're driving around on the roads there. We get so much attention with these. So that's one cool thing with us is that we got those dogs mounted on the truck. So that's been pretty fun.

One more massive issue that happened last year was our retention of our customers. We had the idea that, okay, before the season starts, I need to everybody to prepay for their services, and if they don't have a card and far they haven't gone back to us, I'm canceling them. It was the stupidest mentality ever. But we actually ended up going into the season with like a 50% retention rate. And that is a huge portion of why we didn't hit our goal of 2.1 million is because we we pissed off our clients. We were calling them in January, February, and like, trying to sell them.

Sell, sell, sell, sell, sell.

When there was two feet of snow on the ground, it was like, we're trying to sell ice cream when it's mine's 30 outside. Even if they love ice cream, it might be their favorite flavor. They just don't want it because it's January 1st.

What's something that Mike Andes and I have in common? Both five, six, Both in the dirt industry. Both rocking the Honda Accord, representing the brand.

Let's go.

Power sequences and scarcities, boys. So what I did I sent out that one too many emails and we have 100 spots for the early bird. My sequence email was a call, so my mentions is in the subject line and there's only 80 spots left, implying that 20 have been sold. I've had three people book in the past about 10 minutes because my sequence gone out saying, sounds good, I want to go ahead. I got a Pomerina savory golden streamer.

Wow.

All from not doing the call, from getting an email sequence going on, just using like.

Like, like we're booking up fast even though we're not booking up fast.

I start the 100 now it's at 80 and now my next email probably say 60.

It's going to.

Oh, cool.

I have two weeks here. So I'm trying to go From I have 100 to sell it in two weeks, which is my goal anyways. I'm going to start telling people I'm only taking 80 now. Now 60 go down to zero.

Should you do like more?

Do you think you should? Instead of like 186, you should do like 167 and like, like 42 for sure. Okay.

First though, 80 is. I said approximately 80 on it.

Okay.

Just because I figure people like 80. I agree. But 67 might be the fake too. I say approximately 80 on it.

I see. Okay.

No, that works.

The actual 5% email.

Yeah. The scarcity. So even if we're not bucked up fast, we have to act VR and.

I have two powers on scarcity and urgency. So scarcity is a. It's a how many packages I have available. Urgency is expirable first.

Yeah.

So I'm using both of those. Put some fire under the RA so they can.

Let's go, baby. Be control.

Go make sales.

Got to stay sharp.

Pounding the phones is 5 lift heavy in the morning. Otherwise that 1pm crash hit so hard. What we're about to go into, the long hair tsunami was a little bit more like this.

You ever have that feeling where you've just done calls all day and you feel like no one's picking up feeling that right now. Big thing for lawn care is to keep persevering because eventually that peak will come. The tsunami of incoming calls to hit us up. But until that time comes, you just gotta grind that phone. Stay at it.

All right, so right now it is March 5, and in Calgary, Alberta up in Canada here we got a good one foot of snow like last night. So it's really cold. Probably 2 to 3ft of snow on everyone's lawn like right now. So no one is really thinking of like, lawn care at all right now. So trying to sell it right now is really, really tough.

Yeah, I can for sure send you over the quote as well there, Zachy, but I'll be honest, it is getting extremely busy right now because we're doing the early bird pricing. We only have about 47 spots up in this discount. What I could probably recommend, I could put you down for this Pomeranian package just for the sake of getting into the schedule. I don't need a credit card right now, but I will be one before services start. But at least this way, while you're doing your research, you can, if you change your mind with another company, no problem, just let me know. But at least this way I can save your spot in that price for that program. Though I'm probably gonna be sold out by, if not by today, probably by midday tomorrow. Do you want me to put you down just tentatively for this Pomeranian package then maybe just touch base again once again tomorrow, Just kind of double check if it's right for you. Sounds great.

Cool.

So I'll put you in for the Pomeranian package then. That sounds great. Thanks so much, Zach.

I do appreciate your time.

Yeah, looking forward to working with you this season.

Bye.

So he's a bit more hesitant than the typical person. When I was doing that stump of sale, that's why I didn't say I will actually call you again, but I did. He did say, yeah, put them down for it, but please call me for it.

Scarcity all the way.

Scarcity all the way. And that usually it goes a bit smoother than that. He was a bit more hesitant than the typical person I give that objection to. So in this case, I will set up a manual task for myself to call him tomorrow just to triple check. We're good to go. I send an email right now telling him that I've got him in, but I will default call in this case.

How many weed controller like customers do you have now?

On a recurring basis, 3,600. We're aiming this year for 5,000.

Okay, so let's, let's. Let's use last year's numbers for now because projecting in the future, we're just guessing at that point, right? Let's say 3600. What's the average ticket per month on those annual or monthly revenue typically? For sure.

So annual will be about 350. 3:50.

And based on what I heard, you guys are pre selling those packages and I'm assuming they pay for the whole year up front, correct?

Yeah. Somewhere. Yeah.

Okay.

So either card on file, you pay as you go or you're paying up front, essentially.

Yeah.

And so last year was the issue probably most acute towards the fall when, like, the cash crunch happened.

Yeah, Fall and even like kind of right now to like January, February, March, when no one really wants to pay up front because there's so much snow in the lawns.

Got it.

I'd say the past five months have been, like, pretty tough. For sure. Yeah.

Outside of that one off event of raising the price, or not raising prices, but requiring that credit card on file, do you know what your attrition rate is outside of that event?

Like probably around 70, 75%. And then the other. It's a key. If they're not going to be prepaid or if they're not going have a card on file, we're just not going to. We're going to cancel them automatically.

Got it. So, yeah, I see this a lot with chemical treatment companies that, like their growth from 0 to 500,000 is extremely fast. But then what happens is attrition catches up with them because that, that is a percentage. Right. And if you're burning through 75% of customers annually, that means you have to sell, spend a ton of money on marketing and sales to just constantly be refilling the funnel. Right. Do you know what your customer acquisition cost is right now?

Yeah, it's about 80, $90 last year. We spent 150,000 on marketing last year, and then we got about 1900 new customers from those marketing efforts. Yeah.

So that, that's significant because that means that if the customer costs $90 and you're charging, let's just call it 300 bucks a year.

Sure.

That there's your problem. Right. So you have, you have a third of their annual value being wrapped up in the cost of acquisition. That's more than your profit margin, right?

No, correct, Absolutely.

Like, the way to fix this is increase the lifetime value of the customer beyond $300. And right now it's probably around 400. You're not churning 100% of your customers every year. But what are you doing right now in terms of like, the retention side? Like, do you go ahead.

Yeah, sorry. Going really hard. So we're making sure that we're not really touching based on, like, right now we're sending them like one email, one call, but everyone automatically renews it next year.

So.

And that's in our terms and condition. We explained that last year. And they can pay as they go. And we're fighting like hell for cancellation. So anyone that wants to cancel, like, we're getting on the phone with them, we're going to do whatever it takes to make sure they do not cancel.

Okay? So we just got a customer call.

In saying that she wants to cancel because she wants some company to do absolutely everything they want them to do, like the lawn mowing, the spring cleanups, the fertilizer, the weed control, and the landscaping. She just wants to go to one company, which is, like, understandable. One stop, shop for everything. The issue with that, though, is that if you go to one company that does absolutely everything, they usually specialize in nothing. And they're okay if that at everything, but they're never great at the one thing. We try, like, the same thing. Going to, like, the. Your general, like, family doctor for, like, knee surgery or, you know, whatever it might be, right? You want to go to specialist. You want to go to, like, the knee specialist. If you're looking for, like, that one thing, you don't want to just, like, choose somebody that specializes in everything, because usually more often than not, they specialize in nothing, and they're usually not that good. So anyway, Claire's on a collect right now. Going to try to save her. Fight. Fight for these people right here.

Unfortunately, no company is going to be able to come out daily and water your law for 15 minutes, which is what we recommend. You want the fertilizer and weed control mowing, but if you get one company to do that all for you, they won't be able to do it. Well, you want two separate companies who are able to specialize in both of these services. Yeah, I understand that. Would you be. If we match the price that you paid last year, would you be willing to look into a quote for that?

Was she saved or what?

Yeah, nice.

Yeah, she saved.

She is nice. At this point, she's going to reach out to lawn and order.

Cool.

Because her big hang up was that she didn't want to have a bunch of different companies. It's too much to care for her lawn. It's too much money.

Sweet.

So she's a customer now. That's awesome. Yeah, Tate, great job, Claire. It's awesome.

That's what we have to do.

We have to keep fighting.

Keep fighting.

Like, right there. Could have been very easy just to say, whatever it is, if you want to cancel, no problem. Gotta fight. Gotta really put in that effort because you're gonna save them for, like, this one year. But even. Even more than that, you might save them for, like, the next three, four, five years. Like, Having that one good in depth conversation might, you know, keep that customer for three or four years. You can't just think the one year. You gotta think longer term than that. But great job, Claire. Awesome.

Whoa, what the heck is this?

Yo, check it out. So Lee was sick in the office yesterday, so I just got this going. So I found doing calls to do about 100, 150 calls a day. You get kind of dragged, you know, you're sitting on the desk all day. Just pound, pound, pound. I was in a bit of a crash. I saw this on sale at Walmart. Now I got a standing desk. We're going to see how this goes for productivity. But on's been feeling good. If I go up 2 miles per hour, it's 5,000 steps an hour. I'll do that for three hours a day. 50,000 steps, 500 calories. I'm gonna be a new man pretty soon. Let's go.

We have Nathan right here. Nathan, say hi. And what's your job here? Yeah, my name is Nathan.

I'm the operations manager here at Yard Dogs. I keep them real busy around here getting everything ready for the start of our 2023 season here. Got to get all the trucks ready for the road. As you can see over here behind, we've got all these tank parts that are broken down. We have to get all the tanks serviced, diaphragms, pumps, engines, make sure everything's good and running for the season. We can't have any shutdowns or delays when we're on the field as that just kills our efficiency. So I got to make sure everything's in tip top shape, ready to roll.

For the 2022 start season here or.

In and around the shop here, taking care of all the different guys that are on the field, providing services for our customers. Scheduling, routing, product, inventory management, servicing, more equipment.

The stuff breaks down.

This is my corner, my workspace.

So that's typically where I am taking.

Care of the routing, scheduling, a little bit of customer service, helping them with the customers, making sure that we're get the bonds on time and making sure that our services actually done to the greatest standard that we can.

So my next thing is, why so many overhead people First, I know that there's 3,600 accounts. Is there a lot of phone calls? How is that communication coming in? Because I feel like that's a huge overhead expense. And I know chemical is different than lawns, but explain that a little bit to me.

Last year we had two customer service reps that were like full time and we had about 3, 1, 3, 200 customers total. So that's 1600 people per rep, give or take. And honestly, they're busy. Like, I'm looking through our P and L right now and I'm just like, where can we cut off? Especially on the overhead. I know how much like that can suck away profits. And there's like, they're busy. They're busy all the time. Like, they're full out, swamped with emails and calls. We have a very low average customer price probably compared to you, where, like, you know, if you're mowing it, it's probably around 500 to like 1500 bucks per person per year, give or take. For us, it's 300. So it requires a lot more, you know, people per X for us.

Right.

And with a lower average customer price. Whereas in the US lawns are a lot bigger, so you can get by with a lot, you know, less people per revenue because the average customer price.

Is so much higher.

On the flip side, our chemicals are a lot less per revenue per X than in the states. So there's a bit of like, the flip side. We have a lot higher gross profit, but our fixed costs are a lot higher than people in the States where it's vice versa.

We have a peak season of April, May and June where, like, the volume of, like, the demand is massive, it shoots up, then it really dies off. It's hard to get people to be year round here when we're not doing winter services. So, like, we had to pay them well, we had to give them a lot of commissions and stuff last season. What we're trying this year is actually a remote rep strategy. But I only need them to be able to help me answer calls during the April, May and June when it is swamped and everybody's calling at the same time. We're trying to keep that overhead down because that ends up usually only being about $9,000 per person per year for a remote rep just to help us during that really peak peak season. So we're trying to keep that overhead down. But like Liam said, we are busy and like, it's not like even the team we're thinking of having right now, like, okay, it's gonna be nuts, but we're gonna make this work.

Like, what I would recommend doing to track that as you grow is do it jobs per rep, not customers per rep. Because, like, for example, when we do we do lawn care in our area, for example, and we do about 28 services a year for a mowing customer. Whereas up in Ontario, he's only gonna get maybe 15 to 18, just because the seasonality, the snow. Right. And so instead of tracking number of customers, I'd be tracking that number because especially if you start diversification of services or different chemicals, that number will become more relevant than the number of customers per X in terms of overhead, people. And so, like, even for us, for example, we have less. Less people, like, less customers because we have a higher annual value. Because there's more services, though. So that's the.

The.

That's the number I would be tracking. Number of services. So if there's, say, five services per, you know, customer, and there's 3,600 customers, you technically have 18,000 or whatever. Is jobs divided by the number of people that you have in the office? Yes.

Right.

Sam is a special day because it's Claire's birthday. So Claire is one of our employees. She's like our office and customer service manager. And one special thing about Claire is that when we. When we first hired her, I actually wasn't too sure. I was like, wow, like, this girl is so shy. She wouldn't even, like, say a word. She, like. I would go up and talk to her and try to make a conversation, and she would only give me, like, one or two word answers back, like, okay, yeah, or it sounds good. I was just like, I don't know, I don't know. But, like, slowly but surely, after, like, you know, one, two, or three months, Claire, like, really started to shine and, like, really started, like, take ownership and start talking and start opening up and really started to be a huge asset to our team. So happy 23rd birthday. We wish you all the best there. And thank you so much, Claire, for being an awesome employee for yard dogs.

All right, what do you have to. Claire.

Getting all of these letters packaged and stamped get sent out today.

Awesome.

What does the machine do?

So you put the papers in this heater there?

Yep.

They go through the machine. Okay, hold it. And they come out through here with the address perfectly in place.

So it does all the folding, all the stuffing right for you right there. Wow. How much time does this thing save you?

Half a jillion out.

This right here is our games room. So we have a ping pong table, and then we also have, like, a little, like, mini golf course. So play here. And then we'll get creative. We'll shoot from here. We'll shoot from here. And then we'll do, like, some competitions up here in the office. That's a lot of fun.

One new thing that we started doing Just a couple days ago is that we carried the company credit card around and say, we're at Costco. You're just more tempted to buy things, you know, like, you see that thing on the rack? It's at Costco. It's a good price. You're like, okay, you know what? Our shop needs that. Our office needs that. Let's just buy it, you know, and it ends up costing maybe a hundred bucks, like, over the course of a year. You know, if you're doing, like, those, like, kind of impulse purchases because you have access to the company credit card, it could end up being, you know, thousands of dollars a year, you know, even more. Right. So what we do is that we make it extremely hard to access our credit card. So I literally have it hidden right here. Our credit card is right. You guys can see that it's right in there. And it's locked with a key. And the key is on this right here, and it stays in my desk at all times. So there's no credit cards floating around. We don't have company credit cards for every member of the leadership team. It is locked in my office with a key lock. If somebody absolutely needs a credit card, they can have the credit card, but it's got to be for a purchase that's been approved. Because we can't just have reckless spending. We're gonna see what's gonna happen here. But for us to be as lean as possible, for us not to be recklessly spending like we were last year, the credit card stays right there, locked up.

Right now, how much debt does the company have?

So on our balance sheet, like, right now, give or take, about 250,000. And then we have current assets right around the 300,000. So our working capital is just positive.

Got it.

Based upon that number, like, how much debt this past winter did you have to go? And, like, is most of that debt from this past winter, like, close closing the two other locations and then just get. Basically taking care of fixed expenses.

Yeah, that plus all the trucks. The trucks were definitely a mistake. So we ordered them from the Ford manufacturer. Just pros and cons, too, right? Like, warranty. And you do get a discount on the MSRP if you buy in bulk. But then the downside is that if you don't want them, you can't sell them until they hit over 10,000 kilometers. And within six months, they don't want just people, like, burning through them and flipping them for a profit. So they got burned to that depreciation first. But that was a problem because we had seven trucks like last year that we were actually using full time, but we had 14 in the office we just couldn't sell. And actually the business boot camp video that I first made for you, first things first in our shop here is that we thought we would grow to about 1.7, 1.8 million this year in 2022. We didn't. So we actually have unfortunately, like a lot of trucks here sitting around collecting dust. So we gotta sell a couple. We gotta liquidate some. We have some cash flow problems, like right now, not gonna lie, that we got to get out of, and we need a bit of help with that. That's why I was like, really talking about. So we were paying 900 bucks per month per truck. So give or take nine times seven, it's like, yeah, 6,500 bucks per month. Gone, dead, just burnt, basically. You know, that was awful, like last year.

And that's.

That was a kicker. And then we finally sold them about a few months ago.

Now. When was the. Were the other two locations in operation last summer, like getting. Getting started or not? You never even got them open?

No, no, we got them open and then we got maybe a couple customers each, maybe 50, 60 grand worth of revenue, but that barely covered a fifth of the cost.

So was it just basically financial constraints last fall? You're like, hey, this is no longer feasible and we just have to shut these down and sell off the trucks and kind of take the losses.

Yeah, basically. Yeah, exactly. Combine that with our really bad retention rate that we had In Calgary, that 50% retention rate that the profits we were expecting to earn from this location just weren't enough to sustain Edmonton Red Deer.

That's totally okay.

Why don't.

Why don't I send this information all over in an email and then you can give me your answer then with a yes or a no. Just so you have it. Sounds like you're a bit busy right now. Have a good day.

Bye.

Is he safe or what?

I don't know.

I'll follow up with him.

Happened, that's all. Again, that's what we have to do. He said he wanted to cancel, right? Is that what happened here? Like, he emailed in, he said, I want to cancel. We could have easily just said, okay, no worries. Yes, we're gonna cancel you. We gotta go full out on the defense. The defense is everything. We gotta say, no, you're not canceling. Why. Why do you want to cancel? What can we do to like, take ownership of last year, what we might have done wrong and Then make sure and promise them that this year, in 2023, we're not gonna make the same mistakes. We gotta fight. We gotta be hungry. We cannot let let anyone slip through the cracks. If they want to cancel, we need to fight like hell to make sure they stay with us next year.

So in the middle of the season, I took the role to really start to send out MPS scores to our clients. Get the feeling how we're doing during the middle of the season. It was time, like, that's when we can actually reach out and fix things. So I was calling every single person that was in the 8 or below asking how things are going and figuring out how we can improve, doing service calls, getting the truck back out there to catch those weeds and stuff. And that drastically. Our mps over time, the season really went up high. So we ended up our MPS that we sent out at the very end of the season in the fall, that was like, closer to like 63.

60. Almost 60.

Hey. So the MPS definitely shot up a lot more versus how it started because we did an MPS the last end of last season, and it was.

It was 45. Yeah.

How often do you guys communicate with your customers? Like, monthly? Every other month. Is it only around the invoicing?

Every. Every two months. NPS surveys. Every three months, I believe. Right. So two or three times a year. And then we do like a client personalized checkup every August or July just to see how are things going. Anything else we can do because that's before the end of the season, so we can actually fix things there. And then we do, like, our newsletter, you know, just how to water, how to mow your lawn. All the general tips. Those are once a month there.

My concern with what you guys doing with the low volume per year is that I would. I could be completely wrong. Here is a question. Do you see an increase in people canceling after those emails?

Really? The cancels usually always happen around, like, right now, around, usually April and May, you know, of like the year before. If I send an email out in call of July or August, no one really cancels. They've already prepaid for the season, so.

So why are they canceling now? Like, are you emailing them saying, hey, we're about to get started, and they're like, forget it?

Pretty much. Yeah. Yeah. And like, well, obviously we're gonna fight to make sure they don't cancel. But that's basically, it's like, hey, we're see you very soon. Can't wait to work with you again. Very thankful for your business. And this email's back, hey, we want to cancel. And I have thought of the idea of just not talking to them at all and we just show up and there's a company that do that and they're bigger than us and they just show up and.

Yeah, or even, or even just having like a two day notice of looking like an automated. Hey, we're, we're, we're scheduled to be at your property on this date, right? Because that assumes that you're coming versus just like we're looking forward to. Basically what that sounds like is like crossing your fingers like, I hope you don't cancel this year, we're going to come to your service, please don't cancel. Right? Like I'd rather just be like, hey, we're going to be showing up and then just rolling with it, right? Unless you're changing prices or something, there's really no reason, especially if at the initial you're selling, that you're going to continually keep coming, right? Like just because it's winter, it's not like, you know, you don't have to renew your utility bill, right? It's just like consistently expected to keep coming and, but then you give them, you do give them that heads up like, hey, 48 hours. If there's an automation that says, hey, we're gonna be at your property in two days and that's it, I think that would definitely help. We've, we've gone away from reactivating clients for any sort of seasonal service and just assuming that they're gonna do it and then the notice prior is simply we're gonna be there. Like the further back you go, the worse it gets, gets right? The further you get away from when the service is actually going to be, the worse your cancellation rate is. And so we try to get as close to that as possible. Like three, four days max to hey, we're going to be at your property and if they want to cancel, we've sent them an email, that's fine, they can. But it's totally different than four weeks before when there's still snow in the ground, saying hey, we look forward to servicing your property this year. And basically what that is is like us being like, let's all hope that no one cancels. And so I think that strategy would help a lot. And I think that emailing someone that often could be also you're reminding them of your service, especially with weed control and stuff like that, where it's not every single week needed you, you kind of just want to slide in, do your service and get out and then see the results slide in. Get out. Like too much contact. Especially like four NPS scores a year could be overkill because how many, how many services do you do a year per client? Like five, seven?

Yeah, three to three to six, depending on the.

You're basically sending an MPS score for every single service. Right. I would probably do like an August call check in and then maybe one other NPS score. Right. You're going to get plenty of data. You still get a couple several hundred NPS scores, but you're not going to remind them three other times of the year that you're doing service with them.

Yeah, no, exactly. That's a really good indicator. So my only quick, and I do agree, just a quick counter is that like, I just want to be able, I just want to be able to like, you know, if we're going to have, you know, we're renewing this year about 3,300 people. Okay. If we all just sent that email a week before, a few days before we have this massive influx of calls, I want to cancel and we're not going to be able to have the time and the effort to actually try to save them. It's just be call after call after call and it's okay, you want to cancel, Bye, bye, see you later. Whereas, like right now, if we try to kind of flatten the curve a little bit and get a bit more of an even distribution of cancels, we could try to save people a bit more. What are your thoughts on that? Do you think the pros, what percentage.

Of customers calling in that want to.

Cancel, are you able to save about 30, 35%?

A third? I'd say.

So basically the question is, would you reduce the amount of cancellations by more than 33, 35% and I believe it'd be more than half. How you sell is like, hey, you don't have to worry about contacting us for next year's service. We are just going to continue and you can cancel anytime. There's no contract. This sells really, really well. And then plays into the fact that you can without months of prelude, show up to their property with 24 to 40 hour notice prior in the spring rush.

Yeah.

And honestly, this is the thing, like if you look at the amount of people that get their first service with you compared to the people, like all of your cancellations are happening off season. So all you need to do is get the first service under your belt. If I was you, I'd be inclined to do the 24 hours, 48 hour heads up. Even if you're going to have some cancellations, because even if you refunded them because your fixed cost per service is so low that I'd be willing to forego having 100 refunds the first week after my services is completed because I know I just saved myself 400 cancellations by emailing them four weeks prior.

Yeah, that's great. Great point, Mike. Yeah.

If someone's so mad about it after that first service, you've got no worries, Mr. Jones. We'll go ahead and refund you for that service. If you ever need us in the future, let us know. I'd take that as a marketing cost. And then just know that you're going to be able to retain way more customers if you just roll right into it.

Yeah, that's awesome, Mike.

There's a paradox in lawn care. Like, the harder you try, the more you suck.

Well, this is the. We think about it all the time, right? Like that's why, like, people email over communicate. Too many MPS stuff, too many marketing. Because all we think about is lawn care and landscaping people. Most of our customers just want to pay for it one time and never think about it again. And if we get in front of their face too much with like, hey, survey review, how did you like your last service? Just checking in on you like, dude, just do my lawn care and get out of my face. Like, it's a similar thing with our winter services. That is we assume they're going to keep going. We send an opt out email, they click one button, they can opt out and they never hear from us again about winter services. However, if they don't click that button, we're going to show up. And 80% of people don't click on the button. We don't do an in because no one clicks on the button. Now what we do though, is that first service, if they don't like it, we just refund them.

Yeah.

There's no questions asked. Everyone in the office knows. If someone's complaining, refund them immediately and move on.

500 calories. I'm gonna be a new man pretty soon.

All right.

It looks.

Looks complicated, but. And it kind of is, but it's not. So what's happening here is that things get really crazy and it's all inbound calls. But we still have from now until then, which today is March 22, to do a lot of outbound, to get.

As much as possible.

The problem is, is that when you are calling people non stop all day, I know you only have so much energy and so much time. Quite frankly, it's just me right now. So I want to call people that are freshly engaged with things. I want people that have. I sent out a huge email, which is what this whole plan is. Send out a big one one to many email with an AB test to see which one does better. People that click it though, these hundred people, they are worth calling before somebody.

They click the call to action that says get a quote.

Exactly, get a quote or. And then these people, they opened the email 750 and I'm playing send this. About 4,000 people, 100 click the button. 750 people open the email but don't click the button. And then the remain from that. Roughly 3,000 didn't do anything. I might as well hit up these people first followed by these people before I hit up these people obviously because engagement, you know, speed to lead. They've shown some interest. Essentially this is a traffic workflow that's going to go, okay, send the email. Do they click it? Great sales qualified lead. Do they open it?

No.

Three days later another email goes out with a different twist on things.

Did they click it?

50 people clicked it. SQL, hit them up. These people didn't click it. 3 days and do whatever.

The very end.

These people had never clicked anything. Try something else. Maybe a massive broadcast text call blitz.

Or something like that.

But better than just aiming at the blind. Calling, calling, calling with no direction. Keep calling based on what how your.

Marketing is performing outside of that. Because I think that is a big. The biggest issue is your attrition and then I think behind that I think about your overhead. But I think you guys know that and you've already done things to like reduce that and what you're doing. I would really, really challenge is like try to automate your sales process a little bit because I think that a lot of these you are relying on the phone call and that's fine. But like I do believe that you can sell this treatment like treatments over the Internet and. Or like some sort of more automated fashion.

Yeah.

That could reduce that amount of overhead. People, you have a lot of overhead for office workers compared to field work. Like even at 1 to 2 is a lot. And so right now is mostly done over the phone for your sales process.

It's a good combination of them all. So I use sequence for everything. If we get a new lead on the, the on the website, we have to call. If we call them within two minutes, it's almost a 90% sale. But if you let that slide off like it is so hard to get a hold of people even with emails. And I've noticed the shorter emails the better. We just introduced a link where people can buy online and also save all their payment information for future stuff as well. But we're trying to automate that as much possible. But phone call can just close people. So better because otherwise I find they're always shopping around. They just go submit a form. With five companies they get their emails and they just go for the cheapest company. You have no chance of trying to sell them on it.

My pushback to that would be you can still get their information prior to them going through the pricing part. Right. So they can submit a form that comes to you immediately but then by the time that you're looking at you can see what's happening and give them two minutes and potentially they're now going through the rest of that form which is for example in your market you have small properties. The variability of pricing I would imagine is relatively low.

Low? Oh yeah, it's 80 of people are under a certain threshold of a size and that's all the same pricing.

It's like why not standardize your price? Why don't you stand? We do your price then we.

No we do.

We.

We have under 3, 000 square feet which is 80 of people. It's one fixed price. So from 0 square feet to a 3,000 it's all the same price.

So why would you. Why not just do one price? Everyone gets the same price.

Because anyone that's over 3,000 square feet, the gross profit margins go way down.

So they're different for only 20% of your company customers.

Correct. So they get different pricing but the 80%, the bulk are all on the same price. With that payment link we just assume that they're in that 80% bucket.

Oh you do? Okay. So just assume they submit the form. It immediately gives them the pricing already.

Yes.

Yeah, it does with that.

And if someone 4,000 square feet, we'll probably just let it slide. If they're like a mansion or because we have a lobby. But we actually won't do bonds over 10,000 square feet. It's not ready for it but we'll usually just put through the link there. But I do agree the calls are a lot. It's just the close rate with a call and we're doing the emails, they don't answer. They're getting automatic emails coming from us every couple days. Follow up call four days later with.

The pricing and the booking link and we Just we do assume that everyone's at 80% of under 3,000. And we do have an E commerce link on our website too. It's just like that, speed to lead. As soon as they submit, we've got to reach out to them. If we let it go for over 10 minutes, the lead is basically gone.

Something you're gonna hear me say a lot this month. It's speed to lead. Here's how important it is. Right away a guy goes on website, he starts to submit it in some chats to talk about his issues, give us some information, etc.

I get a notification, my phone, huge.

Nice loud beep, beep. And read their new conversation. Started by Andy. Reach out to him. So you can see here right at 1:40pm he was looking at stuff. He actually submitted information at 1:42, within three minutes. So by 1:45 I gave him a call, seven minute phone call, booked him $350 package for the entire season. It was so valuable because he was ready to go on the phone before his business today got to him. So when you have a lead, make sure you get notified and get those asap and hit him up asap. It's the number one sales tactic you never learned.

Speed like my head for one.

This is crazy. I remember seeing your guys's website back in the day.

Oh yeah, let's go.

Got it. So you already have the pricing here because you're just assuming that it's under 3,000 square feet. Got it. Up to 3,000 square feet. Have you guys ever split tested trying to not give the prices until you got their information?

No, we've always had the prices on our website since day one.

I'm not opposed to that. I'm just interested because I have, I know there's quite a few chemical companies I've played with where what they do is they say get your quote immediately. They basically put their information as soon as it just then it takes them to the pricing page. Because now regardless of whether or not they like your price, you can call them if they don't convert. Because my, my thought is, you know, if people come to your site and they convert at 5%, I assume there's probably another 5% that just have sticker shock and there's not enough here in terms of explanation of what these packages include. That that's why you're closing so much over the phone is because you're able to give context, right? And you're able to say, okay, yes, the Pomeranian includes this, the St. Bernard includes this. Like you're able to just immediately do it and get it on the phone. I would say, you know, there's a reason why these other companies are doing that and like get the customer information by hooking them with get an immediate quote. They click on that, that he's like, we just need your address and your email. Boom. And then immediately he gives them the price and then they convert from there. Or if they don't, you're calling them three minutes later.

Yeah, 100%.

It's actually a good idea. We show them like Lima, like once they submit the form, it sends them right away. The package is like an email, the price where they can book right then and there. But then we just call them a few minutes later.

Easy way to do this too is just on the, on the contact. The contact form. The. When they click the button that says submit, it just sends them to the URL of your pricing page. So this page that you have here, you can have it as a page that's not through your main website. You just are sending them there as soon as they fill out the form and then you hook them into the form by saying get an immediate quote.

Got it.

So basically ditch all that pricing stuff. Just a name, email, phone number, three fields, boom, landing page for the prices. And if they want to buy right there, they can just buy right there. If they don't buy right there, then we at least get their information to call them right away. And this is where it's automation.

If you're apprehensive on making that jump, just change. Instead of the homepage being the pricing, move that to a tab and then make the homepage be get instant quote. They click on that button immediately opens up a little box. They put in their name, address and whatever and that immediately takes them, as soon as they click submit, takes them to the pricing page. That's all it does.

There's anyone that's against the overhead, it's my Gandies 100 and I'm not surprised. I see why he runs like probably the most lean operation. He runs his, like his, you know, his franchises, his branches, his corporate locations out of like storage units.

Right.

So he's very anti, you know, overhead that's not producing revenue.

You say our overhead should be like, sorry to cut you off there because you still think the ratio could be wrong at 1 to 2.

I do. I think mostly because you're, you've. I think it'll be solved automatically by taking out things like the MPS score, emailing too soon, just contacting the customer too Many times it'll reduce the amount of communication, which will automatically reduce how many people you need. I also think the way that you try to get their customer information, which is a great way of getting someone to commit slightly to a product because they're already halfway through the checkout process now when they see the price, pricing. Right. I think you'll convert more people on the digital side to also alleviate the amount of phone calls you need there. Right. I think you're putting so much emphasis on customer service and like net promoter scores. We gotta call them, we gotta do in like do a personalized phone call. Like that might not be what customers want. I'm not saying that none of them want that. And yes, you're gonna get 1% of people out of 3636 are gonna think you're incredible for giving them a call in August. But the other 500 people that don't say anything are annoyed. And it's like, dude, just take care of my grass. Right. And so I think my big thing is like, allow the customer, if at all possible, determine how often you communicate with them. Even if this is a form that you send after the first service that says how often would you like to be communicated with and what's your preferred method of communication? Because I feel like you guys are way over communicating, causing way more over than is required and actually ticking people off or reminding them so often of their service, they cancel.

Yeah.

And that's the attrition and the financial problems. What I would do too, like from the debt perspective that's going to be a crusher, is try to eliminate at least one over overhead person in order to cover the cost of that.

Right.

If you're able to take one overhead position out, like say 50, 60 grand a year, that's literally what you're paying on that debt. And so all these things we just talked about, it's not only going to lead to better, you know, retention, less attrition, less cute calls. It's going to lead hope. The whole goal is get rid of one office person. Right. Or try having a transitionary office person that's either A, seasonal or B, starts in the office and then moves to the field when that time comes. Right?

Right. Yeah.

So that's where the real money is made. And that's why, like at Augusta, like we have the command center. Because I don't want anyone in an office. I want everyone working on the field, including the general manager. There is no office position. Right. And if you can figure out whether it be virtual or automate. Automatizing this whole process and reducing the amount of communication with customers, that's where you'll really open up more profitability.

I see, I see. That's awesome.

Even, even the media team was like, dude, there's like four people in the office. Office. There's hardly any workers going on. Like, we're really worried.

It's just something that in hyper growth growth covers a multitude of sins, right? Because you're growing so fast. Like, oh, well, that's just part of growing. Like we need more now. It's like, okay, we're not going to focus on 100 year over year growth or from 300,000 to 900,000. It's just 300%. Like we're not going to do that. When you switch to profitability mode, total mindset needs to change. Right. It's about maximization of profits, reduction of overhead. It's cutting people out out that are not producing revenue. Every minute inside the office needs to be accounted for. We have people on egg timers in our office. Every single second is tracked.

Right, well.

And so if you're not producing revenue, every second is going to be tracked because it's an expense to the business.

Yeah, right, 100%. Yeah, absolutely.

Yeah.

And yeah, we're on the four people. Like, yeah, no, we'll try. We'll see what we can do to get rid of.

Don't. You don't have to get rid of people. Right. That gets people scared. What I look at is you're getting get more and more efficient to the point when the next person leaves because there's always churn. And supposedly I've heard someone got fired recently.

So some unfortunate news. Amy right here isn't going to make the cut. There were some things that she wanted with the job that we couldn't offer. She wanted to work at home a lot. She wanted to just have a lot of flexibility. But this is the dirt life. When the peak season's coming up, like, it's really hard to make those exceptions. And the problem with working from home, even though it is great as a hybrid, every now and then you, you.

Don'T get the team culture from that. You can.

It's really hard to build teamwork when you're always at home in your little bubble with your, you know, your coffee and your pajamas. We need people that are here at the office. You want to build a team here. We need the energy because we're pounding the phones. It's a lot of work. You need people around you to keep you going yes, we're on track for the month. We're going for $25,000 for the month here we are currently at 19,950. That being said, though, I was really trying to push an ambitious goal for 50, and with Amy gone, I don't know how I can make that happen. But I do think we'll still make the company goals and a bit further. But now I have to look for a new salesperson. I have to train the remote rep. I have to make sure all the sales are happening. And I gotta get this letter campaign right here. We have 7,500 letters. They're gonna be going out later this month. There's a lot to do, and losing her unfortunately, really sucks. That being said, I always believe in something bad. And business happens. It's always gonna lead to the best if you just have to change perspective around it and always leads to be more innovative and find a better solution.

Turn is going to happen the next time someone turns out. You don't have to replace that position. Yeah, because now you fall back on automation. You fall back on the fact that you're not communicating with customers as much. There's not as many incoming calls. You fix the funnel of the online side of things, so less calls are having to come in to sell. So that's what I'd be focusing on.

Okay, everyone gets go. Yep, let's go. All right, let's do it. Unfortunately, in a car accident yesterday, but I'm very thankful to be not hurt.

Okay.

So unfortunately yesterday I was just driving and I would gone to a pretty bad car accident. I was going about 100 km an hour, and then I spun out on our main highway. It's called Stony Trail in Calgary. It's kind of like the ring road, so to speak. And then I started spinning out on like some black ice. I was in the far lane and then I got moved over because I was spinning out into like the middle lane. And then another car hit me. Going about like literally probably about an 89 kilometers an hour, which is about 60 miles per hour in the U.S. luckily, no injuries. I'm not hurt. My wife was not hurt. The other person that was driving was not hurt. Not sure if you guys can see the car right there, but that's, that's the damage that happened right there. So I'm just very thankful that, that I was completely fine. I'm still really shooken up today and really just still like in a state of shock right now. Some days it's like entrepreneurs. I feel like some days we just feel like this car like right here, banged up, beat up and everything just goes to hell and but at the end of the day we got to be thankful and positive and optimistic for that. It could have been a lot worse and just thankful that it wasn't and we all got out of there scot free, no injury. So just wanted to update you guys on that. But unfortunately yesterday was not a great day and I'm still. Even today I can't even focus. I can't even think. Honestly. I'm just like feeling I'm gonna have like a week or two of like this ptsd. I'm just like thinking about this accident. It's gotta stay focused, gotta stay optimistic. We can never give up. We just gotta keep pushing, keep pushing. No excuses, nothing. This right here, this is reality of just life. It happens here and there and ah, this is the, this vehicle right now, this vehicle is damaged is how I feel today. Yeah, it's gotta stay positive though. Pretty soon this thing's gonna be fixed up. Pretty soon that's how I'm gonna feel it after this action and that mentality has passed me. So yeah, I'm trying to think.

One more big question here, Mike. So like Liam and I as entrepreneurs, like we didn't get like our a bit unfocused. Sometimes we just want to go to the next thing. The next, next thing. That's sort of why Edmonton Rider happened. We got kind of bored of Calgary, wanted to keep going growing yard dogs. Like at what point do you think we should actually consider expansion? Whether that be through franchising, corporate or an acquisition model. At what point should we actually start to really focus on that side of things? Because it's as entrepreneurs we do want to jump to the next things sometimes.

Until it's painfully obvious that there's so much cash in the business that you're going to be paying the government so much money that you literally need to find a way to spend it.

Yeah, yeah. Like a cash machine. Once Calgary is a cash machine, it's just like okay, wow, like every year it's always a million dollars in profit. Then maybe the next thing.

But whatever the amount is, doesn't. It's irrelevant what the dollar amount is. Right. For some people they think they're killing if they make $100,000 in net profit. Right. The bottom line is opportunities for expansion, franchising, licensing, multiple locations will all open. Those, those doors are up. If you run a business, have a business model that's be able to predictably create 20, 25% profit margins on a million, 2 million plus in revenue. Like, if you do $2 million business, that's a 25% net profit margin and distributions. You will not have to think about what's next. It'll come to you. There'll be people asking you, can you franchise? There'll be people asking you, can I become a general manager and start a second location? I'll put up half the money. Like, that will just happen, right? What happens is we get. We as entrepreneurs, myself included, get itchy feet. And so immediately we think, oh, like, I've got to figure that out. And then they read. People like us read eos, and we're like, oh, my word. This is what I've always. I'm a visionary. It's like, no, no, no, no. You're still an operator until you run a business at $7 million like the. The one pictured in the. In the book. And so I just focus, like, religiously. Like, lock yourself into that zone of, hey, three years, and then we'll let that, like, we'll. We'll open up our eyes after three years. Until then, we're closing our eyes, head down, locking on this business. Because everything else in terms of expansion figures itself out, right? That's why, like, with. With Augusta Francis, we don't have target how many we want to get this year, next year. Like my manager said, we have no projections because I know if we execute, that will all figure itself out, right? The only reason we as entrepreneurs like numbers and projections and how much we grow is going to make us feel nice and like, what motivates us to show up to work every day is the promise of the future when we can't pay today's bills on tomorrow's expectations and projections. Right? And that's what you're running up into right now is the financials of today is not lining up with what your goals are for the future. And that's fine, but you got to take a step back and like, okay, we're going to execute here. Just put our head down and just go. And if we do that well, the rest will take care of itself. I really hope that Liam and James take to heart what we talked about today, because there are certain attributes of an entrepreneur that's go getter that can be very detrimental to the profits of a small business. And what I see consistently throughout their themes is that they are extremely visionary and wanting to go out and get things and do more and accomplish more, but you ultimately have to pay the bills. You have to think about the fundamentals of the business. Even like in their email signature visionary and CEO as like their title. I don't, I'm not a huge fan. Not a fan. I think the thing that make me happiest is like this year, like getting the debt under control is going to be tough. Like that's going to be a tough one to pill. Like even if you solve all the problems this year, that's going to be tough to deal with. Right? It's just a lot of debt. And I know that can be scary, especially after like the off season. But I think you can absolutely deal with it by cutting the overhead that would cover the expenses of the, of the debt and then just focus on. I wouldn't even have a projection of revenue. Just focus on attrition and cutting out overhead. That's all. Like everything else figures itself out. Like no one in my, they all know I don't look at projections, we don't look at numbers, we don't look how many customers we have. It does not matter. It's like just stay focused on those few KPIs and those KPIs for you is going to be attrition and it's going to be the amount of overhead you're spending to every dollar of revenue you're, you're generating. And those are the two things I'd be focusing on. Just focus on execution, execution, not so much on titles and the appearances of success instead of actually financial success in the small business. Build that pillar. I don't care if it's not comfortable. I don't care if you don't enjoy it. I don't care if it's not something you're passionate about. Build the financial pillar. And then, and then you have the financial wherewithal to go play and start new businesses and start new ventures and grow and expand. But focus on that one thing first. And that might be five or 10 years to build that financial pillar before you able to move forward.

Okay, so on Friday we talked to Mike Andes, like business boot camp guy, right? The guy that we're doing the show with. So what he suggests instead of doing like what we're doing like right now is that we just don't do anything. We don't reach out, we don't send emails, we don't call. And then basically what happens is that we're going to wait until the season starts and then we're just going to, you know, send that pre service email two or three days before they want to keep. Cancel them. They can cancel then but then we just show up to people's property. If they do not want the service and they're, like, angry about it, we'll totally just, like, refund them, like, that charge, and then hopefully try to keep them say, like, hey, Mrs. Jones, very sorry about that. I did not know that. That first treatment is gonna be 100 on us, and we'll reimburse you 100. And then going forward, hopefully, we can actually keep it for round two. Round three. So what do you guys think? I'm just wondering if you should, like, keep reaching out, keep calling, keep doing this and that, or do we just think let it be, you know, and just wait for people to call into us?

Okay.

I mean, I'm.

I'm pro. Not reaching out anymore.

Nice.

Okay, let's do it.

Let's give it a shot. Like, yeah, like, we did not know what we were doing, like, last year, and obviously we had a really bad overreach.

Mike.

Yeah, he definitely knows what he's doing. He's done this before. It works very well for them, and it makes sense, right? You just gotta be ready to take those calls. Everyone's gotta be. Customer service reference those first, like, two weeks.

Including you. Including.

Including everyone. Including Nathan, even. We try to, like, save as many people as we possibly can.

Nathan on the phone. Probably have sight to see.

Yeah, exactly. So that's what I think we should do. Everyone. Everyone on the same page.

Yes.

Yeah.

Nice.

Okay.

Dirt Life, cheer for the Dirt Life. Let's go. All right, Dirt Life on three. One, two, three. Dirt Life.

Sam.